Agenda

This meeting of the Economic and Community Development Committee will be conducted with members participating in person and remotely.

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Declarations of Interest under the Municipal Conflict of Interest Act

Confirmation of Minutes – November 26, 2024

Speakers/Presentations – The speakers list will be posted online at 8:30 a.m. on February 26, 2025

Communications/Reports

The General Manager, Economic Development and Culture, recommends that:  

1. City Council authorize the General Manager, Economic Development and Culture, to enter into a five-year agreement with the Toronto Arts Council for the administration and distribution of arts and culture funding on behalf of the City of Toronto, with a term to expire on December 31, 2029 and an option to extend the term for a period of up to one year, and that the agreement be in a form satisfactory to the City Solicitor.

2. City Council direct the General Manager, Economic Development and Culture, to develop a collaborative framework with the Toronto Arts Council to articulate how the City and Toronto Arts Council will work together on shared funding and sector development priorities, and report to the Economic and Community Development Committee with a recommended framework by the end of 2025.

The Toronto Arts Council is an independent organization that distributes cultural grants to non-profit organizations and individuals on the City's behalf, based on the terms of a multi-year agreement with the City of Toronto. The current agreement expires on March 31, 2025. This report requests authority from City Council for the General Manager of Economic Development and Culture to enter into a new five-year agreement with the Toronto Arts Council for the period from 2025 to 2029.

The City and Toronto Arts Council have worked collaboratively to develop terms for the new multi-year agreement. The proposed terms for the agreement, outlined in this report, including enhanced reporting requirements, focusing on outcomes-based results for Toronto residents; an improved process to request funding from the City in alignment with corporate budget process requirements; and a commitment to developing a new collaborative framework to articulate how the City and Toronto Arts Council will work together to achieve shared priorities for funding and cultural sector development, including the implementation of "Culture Connects: An Action Plan for Culture in Toronto (2025-2035)".

This report also submits a copy of the Toronto Arts Council's annual report for 2023 to the Economic and Community Development Committee, which is required as part of the current multi-year agreement. The annual report highlights the Toronto Arts Council's activities that include awarding 911 grants across each of the City's 25 wards, and creating opportunities for residents to engage with arts and culture, and for artists and arts organizations to share their work with the community.

The multi-year agreement does not specify an amount of funding to be provided to the Toronto Arts Council in any given year. Rather, the agreement sets out the terms for any funding allocation that may be provided to the Toronto Arts Council by the City. Funding for the Toronto Arts Council is subject to approval annually as part of the budget process.

An allocation of $28,569,600 for the Toronto Arts Council was approved as part of the 2025 Operating Budget for Economic Development and Culture. This includes an increase of $2,000,000 over its 2024 allocation. In addition, the 2025 Operating Budget for Economic Development and Culture included a new measure to index all cultural grants to inflation. The Toronto Arts Council will receive $652,346 from the City to index its grants to inflation, representing 2.5% of its 2024 budget. This brings the Toronto Arts Council's total 2025 funding from the City to $29,221,946.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial implications as identified in the Financial Impact section.

The General Manager, Economic Development and Culture recommends that:

1. City Council designate, based on the poll results respecting the intention to designate the Upper Avenue Business Improvement Area, the area described by Attachment 1 as the Upper Avenue Business Improvement Area, under the Toronto Municipal Code, Chapter 19, Business Improvement Areas.

2. City Council direct the City Solicitor to submit a by-law to designate the area described in Attachment 1, as the Upper Avenue Business Improvement Area.

3. City Council approve those amendments necessary to Schedule A of the Toronto Municipal Code, Chapter 19, Business Improvement Areas, to include the Upper Avenue Business Improvement Area.

The purpose of this report is to recommend that the area shown in Attachment 1 be designated as the Upper Avenue Business Improvement Area.

In accordance with the Toronto Municipal Code, Chapter 19, Business Improvement Areas, the City Clerk conducted a poll to determine if there is sufficient support to designate the area as the Upper Avenue Business Improvement Area. The proposed Business Improvement Area is the area along Avenue Road from Lawrence Avenue West to Joicey Boulevard and connecting side streets.

The City received the required benchmark number of ballots to validate the poll and the majority of accepted ballots were in favour of establishing a Business Improvement Area.  Accordingly, it is recommended that City Council pass a by-law to designate the area described in Attachment 1 as the Upper Avenue Business Improvement Area. Subject to Council's approval, this will be the City's eighty-sixth Business Improvement Area.

There are no current year financial implications resulting from the adoption of the recommendations contained in this report.

Capital budgets may be impacted in future years should streetscape or other capital improvements be undertaken by the new Business Improvement Area. Capital improvements are generally cost-shared equally between the Business Improvement Area and the City.  Additional resources, if necessary, will be included in future budget processes for consideration, subject to the City's financial and resources capacity.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the Financial Impact section.

The General Manager, Economic Development and Culture, recommends that:

1. City Council approve the renaming of the York-Eglinton Business Improvement Area, as defined by the boundaries described in Attachment 1, to the Little Jamaica Business Improvement Area.

2. City Council amend the City of Toronto Municipal Code Chapter 19, Business Improvement Areas, as required to reflect the name change of the York-Eglinton Business Improvement Area to the Little Jamaica Business Improvement Area.

The purpose of this report is to recommend that the name of the York-Eglinton Business Improvement Area (BIA) be changed to Little Jamaica Business Improvement Area. The BIA Board of Management voted to support the renaming process and request the City of Toronto to formally change the name of the BIA. This name change request was also endorsed by the BIA's general membership at its November 12, 2024 Annual General Meeting.

There are no current or known future year financial implications resulting from the recommendations of this report.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the Financial Impact section.

The Executive Director, Municipal Licensing and Standards recommends that:

1. City Council amend Toronto Municipal Code Chapter 740, Street Vending, as follows:

a. Amend the definition of ‘Mobile Food Vending Permit’ in Section 740-1 to include the words that are underlined: “A permit which grants the permit holder the right to vend refreshments and food products from a motorized refreshment vehicle, or a non-motorized refreshment vehicle which meets the requirements of section 740-12C, on a road in a Mobile Vending Zone in accordance with Article III.”

b. Amend subsection 740-12A to include the words that are underlined: “A person may apply for a Mobile Food Vending Permit which will grant to the permit holder the right to vend refreshments and food products from only the motorized refreshment vehicle, or non-motorized refreshment vehicle meeting the requirements in subsection C, identified in the permit in Mobile Vending Zones.”

c. Amend Section 740-12 to include a new subsection C, as follows:

“A Mobile Food Vending Permit may only be granted for a non-motorized refreshment vehicle that is:

(1) a trailer;

(2) no more than 10 metres in length;

(3) no more than 3 metres in width; and

(4) displaying a valid number plate issued by the Province for the trailer.”

d. Amend subsection 740-17A(13) to include the words that are underline: “Unless otherwise permitted under subsection C, fail to clearly display their Mobile Food Vending Permit inside the windshield of the vehicle and, where a Mobile Vending Zone is located in a pay and display location, fail to clearly display their Mobile Food Vending Permit inside the windshield of the vehicle and, where issued, next to the pay and display receipt.”

e. Amend Section 740-17 to include a new subsection C, as follows:

“In addition to the conditions of operation in this section, all Mobile Food Vending Permit holders who operate a non-motorized refreshment vehicle shall also:

(1) Vend only in Mobile Vending Zones in Ward 11;

(2) Vend only during the pilot period of April 1 to December 31, 2025, inclusive;

(3) Despite subsection A(13), display their Mobile Food Vending Permit inside a window of the non-motorized refreshment vehicle; and

(4) Where the non-motorized refreshment vehicle is attached to another vehicle, ensure the attached vehicle is compliant with all requirements for parking in that location, including, without limitation, being compliant with all by-law requirements and paying any fee required for parking;

f. Amend subsection 740-18B to include the words that are underlined: “A drawing or photograph, including dimensions of the motorized refreshment vehicle or non-motorized refreshment vehicle; and”

g. Amend subsection 740-26.A(1) to include the words that are underlined: “The permit holder shall display the permit in a manner so that it is clearly visible on the refreshment vehicle, the portable display unit or the work station. In the case of a Mobile Food Vending permit, when vending in a pay and display parking location, the permit holder shall display the Mobile Food Vending permit inside the windshield of the vehicle or other location permitted for a non-motorized refreshment vehicle and, where issued, next to the pay and display receipt.”

h. Amend subsection 740-35.1.A. to include the words that are underlined: "Where a person occupies and vends from a motorized refreshment vehicle or non-motorized refreshment vehicle on or near a highway, including a road, sidewalk or boulevard, in contravention of this chapter, the Executive Director, or persons acting upon his or her instructions, may cause it to be moved or taken to and placed or stored in a suitable place and all costs and charges for removing, care and storage, if any, are a lien upon the vehicle which may be enforced in the manner provided by the Repair and Storage Liens Act."

2. City Council direct that the by-law amendment above come into effect immediately on the date a by-law is adopted.

3. City Council direct the Executive Director, Municipal Licensing and Standards to report back to the Economic and Community Development Committee, as part of the review of Chapter 740, Street Vending, on findings related to this pilot.

City of Toronto Municipal Code Chapter 740, Street Vending, regulates the sale of refreshments, including food, drink and ice cream, from motorized vehicles and non-motorized vehicles on City highways.  A review of Chapter 740 is planned to occur throughout 2025, with the findings and recommendations expected to be presented to Council by the end of 2025.

The purpose of this report is to respond to 2024.MM24.5 More Great Eats, which directs Municipal Licensing & Standards (“MLS”) to report back with recommendations for a pilot to permit non-motorized vehicles to obtain a mobile vending permit and operate from mobile vending zones in University-Rosedale (Ward 11).

This report was developed with input from Transportation Services.

There are no financial impacts arising from the recommendations in this report.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial implications as identified in the Financial Impact section.

The Board of Directors of Toronto Community Housing Corporation considered a report at its meeting of December 12, 2024, entitled, “Tenant Engagement System and Implementation Plan,” and resolved to:

1. Approve the “Engage Together” model as set out in this report;

2. Approve the Implementation Workplan, set out at page 6 of this Report, through which TCHC will adopt a phased approach to retiring the current tenant engagement model; and

3. Direct the President and Chief Executive Officer forward the report to City Council, through the Economic and Community Development Committee, for its information.

Councillor Parthi Kandavel, seconded by Councillor Jamaal Myers, recommends that:

1. City Council request the Federal Government to allocate an additional investment in the Canada Summer Jobs program for the City of Toronto to run the Toronto Youth Employment Program.

2. City Council request the Provincial Government to provide an investment into the City of Toronto to run the Toronto Youth Employment Program.

3. City Council request the Executive Director, Social Development Finance and Administration, in collaboration with City Divisions, Agencies, Boards and Corporations, including Economic Development and Culture, Parks, Forestry and Recreation, Toronto Employment and Social Services, People and Equity, Toronto Community Housing Corporation, and Toronto Public Library to:

a. create a multi-sector, career-focused, Toronto Youth Employment Strategy in 2025, in partnership with the Toronto Youth Cabinet, with the goal of hiring an additional 10,000 equity-deserving youth ages 15-24 by Summer 2026 through a Toronto Youth Employment Program;

b. prioritize summer employment opportunities with wrap-around supports and mentorship as a violence prevention strategy; and

c. report back to the Economic and Community Development Committee with a development, engagement and outreach, implementation, and evaluation plan that leverages and grows existing youth employment initiatives by the end of the first quarter of 2025.

4. City Council request the Chief People Officer to conduct a comprehensive capacity assessment across all City Divisions, Agencies, Boards, and Corporations to determine their ability to expand youth employment opportunities as part of the proposed Toronto Youth Employment Program, and report back by the end of the first quarter of 2025; such assessment shall identify:

a. the current number of youth aged 14-24 employed within each entity over the past 5 years, including socio-demographic data to understand potential employment gaps and measuring program outcomes;

b. projected hiring needs and available positions suitable for youth employment in the upcoming years;

c. existing training programs, mentorship initiatives, and support structures that could be leveraged or expanded to facilitate increased youth hiring;

d. physical workspace, supervisory capacity, and other operational factors that may impact the ability to onboard additional youth employees; and

e. potential barriers or challenges to increased youth hiring, such as union agreements, or policy limitations.

5. City Council request the City Manager to convene an inter-divisional table that includes all relevant City Divisions, Agencies, Boards and Corporations, including Economic Development and Culture, Parks, Forestry and Recreation, Social Development, Finance and Administration and Toronto Employment and Social Services, People and Equity, Toronto Community Housing Corporation, and Toronto Public Library, as well as the Toronto Youth Cabinet, to guide and support the development and implementation of the Youth Employment Program.

6. City Council request the City Manager to explore opportunities to leverage major events hosted in Toronto, such as the FIFA 2026 World Cup, to create targeted youth employment and skill development opportunities tied to the planning and execution of these events.

7. City Council request the Executive Director, Social Development, Finance and Administration, and the General Manager, Economic Development and Culture, to explore partnerships and agreements with successful youth employment agencies and organizations that specialize in specific sectors, such as technology, skilled trades, and others, with the goal of developing sector-specific internship programs, apprenticeships, and career navigation support for participating youth in the Toronto Youth Employment Program.

City Council on December 17 and 18, 2024, referred Motion MM24.2 to the Economic and Community Development Committee for consideration.

Youth unemployment in Toronto is at crisis levels, with the city experiencing the highest rates since 2014, with exception made for 2020 and 2021 due to the COVID-19 pandemic. This lack of economic opportunities disproportionately impacts equity-deserving groups such as Black, Indigenous, and youth living in priority neighbourhoods or Toronto Community Housing. The consequences are severe - youth firearm arrests have spiked 161 percent over the past two years, with youth perpetrating two-thirds of violent carjackings. Research shows clear links between youth unemployment and increased risks of violence, crime, and justice system involvement.

Investing in robust youth employment programs has proven to be an effective upstream prevention mechanism to break this cycle. Successful initiatives in cities like Boston, Atlanta, Chicago, and New York have seen significant decreases in violent crime after implementing robust Summer Youth Employment Programs. Youth Employment Programs provide proven protective factors like job skills training, mentorship, networking opportunities, wraparound support, and tailored programming for equity-deserving groups. Nearly 90 percent of Summer Youth Employment Programs participants in the aforementioned Cities report developing new skills, making community connections, and increased hope for their future.

This motion was initiated through the advocacy efforts of the Toronto Youth Cabinet, the City of Toronto’s official youth advocacy body, who have been actively engaging youth across the city and amplifying their voices.

Over the past year, the Toronto Youth Cabinet and its partners including; The Neighborhood Group Community Services, The Neighborhood Organization, have engaged over 30,000 youth across the city, where young people have told them directly about their desire for meaningful and gainful employment opportunities to learn, grow, contribute to communities, and develop skills for long-term career success.

Youth have expressed their strong support for a Toronto Youth Employment Program, especially as youth unemployment levels are at their highest since 2014, coupled with significant cuts to employment services. The most vulnerable youth - particularly Black, Indigenous, those living in priority neighbourhoods and Toronto Community Housing - are disproportionately impacted. This has severely impacted their ability to develop job skills, social capital, community connections, and a sense of hope for the future, with dire consequences like the spike in youth involvement in serious violence.

The federal government has recognized the importance of youth employment through initiatives like the Canada Summer Jobs program. Most recently, the Government of Canada announced a proposed $200.5 million investment for 2025–26 in the Canada Summer Jobs program. However, dedicated funding streams are required to meet Toronto's specific needs. The Province of Ontario also has existing youth employment programs that could be leveraged through greater investment in the city. The City of Toronto has existing youth employment initiatives through agencies like Toronto Community Housing and programs like Toronto Youth Partnerships and Employment, but a coordinated, multi-sectoral large-scale strategy is still lacking.

Toronto’s 10 Year SafeTO: A Community Safety and Well-Being Plan has prioritized investing in people and providing economic opportunities to reduce youth violence. A large-scale Youth Employment Program, developed in partnership with the private sector, community organizations, and coordinated across the City's Divisions, Agencies, Boards and Corporations, directly aligns with this goal.

This motion presents an opportunity for collaborative action. This is more than just a job creation effort - it is an upstream investment in Toronto's future. By aligning various funding sources, conducting capacity assessments, and fostering cross-sector partnerships, the City can create a comprehensive Toronto Youth Employment Strategy. Providing 10,000 additional summer jobs for youth aged 15-24 by 2026 through a Youth Employment Program will equip young people with skills, mentors, capacity-building and pathways to economic security and career success, while also preventing violence through productive engagement.

Councillor Chris Moise recommends that:

1. City Council direct the General Manager, Transportation Services to waive the permit fee charged for the Bum Run's 2025 event (Fee Ref. 61.07, Toronto Municipal Code Chapter 441, Fees and Charges, Appendix C – Schedule 2, Transportation Services).

The Bum Run event began thirteen years ago to raise public awareness of the fact that 90 percent of colon cancer deaths are preventable by early diagnosis. Through collaboration with surgeons, hospital staff, friends and families the event was created in order to raise funds for early diagnosis clinics, facilitation and awareness of the benefits of preventative action.

The Bum Run is a Toronto-hosted event that is registered as 100 percent non-profit. All funds raised are used toward the cause, cure and awareness campaign. The Bum Run is an unpaid volunteer event. Although there is a fundraising registration fee for a timing chip, it is an open, no-fee event. All are invited to participate in the event for free by simply showing up.

The user fees charged for an Athletic Event for permission to fully or partially close/occupies an expressway, major arterial, minor arterial and collector roads for the purpose of holding an Athletic Event in 2025 is $5,304.49 per event, along with an application fee of $303.15. City Council is being asked to waive these user fees for this street event on April 27, 2025 as a means to support colon cancer awareness.

Deputy Mayor Ausma Malik recommends that:

1.  City Council direct the Executive Director, Municipal Licensing and Standards, in collaboration with other relevant divisions to take the following actions as soon as possible:

a. Distribute public education material through appropriate channels targeting downtown residents, including in Liberty Village, Cityplace, and Fort York, that includes information on:

1. proactive measures residents can take to protect themselves (including wearing protective gear, keeping dogs on leash, and not feeding coyotes); and

2. the work the City is undertaking to address and resolve this issue with urgency, including increased patrols.

2.  City Council direct the Executive Director, Municipal Licensing and Standards, in collaboration with other relevant divisions, to urgently develop a Downtown Coyote Action Plan and provide an interim report for the committee’s May 6, 2025 meeting that:

a. Assesses best practices used in other comparable urban jurisdictions, including Vancouver and other large dense cities, regarding management of coyotes and processes for resolving issues related to coyote interactions;

b. Explores uses of technology or other tools for diversion;

c. Outlines benefits and drawbacks to different approaches to manage the issue;

d. Includes consideration of existing regulations, municipal authority, input from wildlife experts, partners, and the province;

e. Describes how wildlife management is planned for ahead of, during, and following construction on all City-led projects and proposes recommendations; and

f. Any other applicable information, resources, and strategies for managing and addressing coyotes in downtown communities, including considerations at the municipal, provincial and federal level.

3.  City Council request the Province of Ontario conduct environmental assessments when undergoing planning of major projects, such as the redevelopment of Ontario Place, to assess and address impacts to wildlife including coyotes.

In advance of the City’s planned updated Coyote Strategy slated for Q4 2025, in recognition of the unique nature of our highly-populated downtown communities with limited green space and the emerging crisis of attacks on and deaths of dogs, as well as understandable fear from families and dog owners, action must be taken. I have been working with local residents to address this issue with urgency to address this issue, and more must be done.