Decisions

The Economic and Community Development Committee recommends that:

1. City Council direct the Executive Director, Social Development in consultation with the General Manager, Economic Development and Culture and the Chief Procurement Officer to explore a partnership with the Greater Toronto Airports Authority to advance Inclusive Economic Development initiatives, including AnchorTO.

2. City Council request the City Manager to work with the Board of Directors, Toronto Pearson to report back to the October 28, 2025 meeting of the Economic and Community Development Committee on ride services and taxis licensed to pick up and drop off at Pearson Airport.

The follwing Greater Toronto Airports Authority representatives gave a presentation to the Economic and Community Development Committee:

Rajeev Viswanathan – Member, Board of Directors, Toronto Pearson (City of Toronto Nominee)
Karen Mazurkewich – Vice President, Stakeholder Relations and Communications, Toronto Pearson

Doug Allingham – Chair, Board of Directors, Toronto Pearson

This presentation is Toronto Pearson's annual update to the City of Toronto's Economic and Community Development Committee. The presentation will include an update on the airport's performance, an overview of the economic impact of the new Pearson Economic Zone Story and the impact/connections to the City of Toronto, showcase ‘Pearson LIFT’ – Pearson’s 10-year transformational strategic capital program, and illustrate the Greater Toronto Airport Authority’s commitment to risk management, good governance and accountability.

The Economic and Community Development Committee:

1. Received the report (May 27, 2025) from the Executive Director, Municipal Licensing and Standards, for information.

In accordance with the Relationship Framework approved by City Council for the Toronto Licensing Tribunal, the Chair's 2024 Annual Report is being communicated to the Economic and Community Development Committee for information.

The Toronto Licensing Tribunal (the Tribunal) is an independent quasi-judicial body that makes decisions about business licensing matters brought forward by Municipal Licensing and Standards (MLS), or at the request of a licence holder or applicant, in accordance with Toronto Municipal Code Chapter 545,  Licensing, Chapter 546, Licensing of Vehicles-for-Hire, and for short-term rental companies, Chapter 547, Licensing and Registration of Short-term Rentals. The Tribunal is comprised of seven citizens chosen by City Council for a four-year term, and it receives administrative support from the City of Toronto's Court Services Division. The Tribunal operated with six active members in 2024, with one vacancy carrying over from 2023. That number was further reduced to five members due to one resignation in June. The remainder of the year was managed by five members. Training and development for members continued throughout the year, and all member training and onboarding requirements were met.

In 2024, the Toronto Licensing Tribunal scheduled 83 appearances before a hearing panel. There was a total of 33 virtual hearing dates reserved, and no requests for hearing dates in-person. In 2024, the top licence types that appeared before the Tribunal were (excluding licences withdrawn for Tow Trucks):

- Vehicle-For-Hire Driver’s Licence

- Taxicab Owner's Licence

- Eating Establishment Licence

As indicated in the Toronto Municipal Code and the Relationship Framework for the Toronto Licensing Tribunal, the Annual Report contains recommendations of the Chair for improvements or changes to the Toronto Licensing Tribunal policies and procedures. In the 2024 Annual Report, the Chair made a recommendation for Municipal Licensing and Standards staff to provide operational updates as a regular agenda item at the Tribunal's Business meetings.

The Economic and Community Development Committee:

1. Received the report (May 27, 2025) from the Executive Director, Municipal Licensing and Standards, for information.

The Chair of the Dangerous Dog Review Tribunal (the Tribunal) must submit an annual report on its activities to the appropriate standing committee in accordance with its governance structure. Attached to this report is the Tribunal Chair's 2024 Annual Report.

The Tribunal is a City and local board under the authority of the City of Toronto Act, 2006 and carries out an adjudicative function in accordance with Chapter 349, Animals and Section 107 of the City of Toronto Act, 2006. Tribunal hearings are conducted in accordance with the Statutory Powers Procedure Act and the Tribunal's rules of procedure. The Tribunal provides an independent review of appeals to Dangerous Dog Orders that are issued by Municipal Licensing and Standards (MLS) under the authority of Section 349-15 of Toronto Municipal Code Chapter 349, Animals. The Tribunal has the authority to either confirm the dangerous dog designation or rescind the dangerous dog designation and exempt the owner from compliance with the requirements of a Dangerous Dog Order.

In 2024, Municipal Licensing and Standards responded to 3,609 service requests related to a potentially dangerous act by a dog and issued 96 Dangerous Dog Orders. Of these Dangerous Dog Orders, five were appealed to the Tribunal, three of which were heard in 2024. The other two appeal cases were to be heard in 2025.

In 2024, the Tribunal convened ten meetings, including two administrative meetings and eight hearing days. In the eight hearing days, 18 matters (appeals of Dangerous Dog Orders) were heard, 13 of which were for orders issued prior to 2024. 11 Dangerous Dog Orders were upheld, one was rescinded, two appeals were withdrawn, and two matters were deferred. Two requests for reconsideration were received in 2024, one resulted in a deferral to 2025 and the other resulted in the Dangerous Dog Order being rescinded.

This report also responds to requests from City Council in April 2025 (2025.EC19.5) to include information on what factors the Tribunal uses to determine severity and the criteria used to appoint Tribunal members.

This report was developed in consultation with Legal Services and the City Clerk’s Office.

The Economic and Community Development Committee recommends that:

1. City Council remove the following directors from the Business Improvement Area Boards of Management set out below:

          Mount Pleasant Village:

          Kutas, Matthew

          The Eglinton Way:

          Leung, Jocelyn

The purpose of this report is to make changes to the Mount Pleasant Village and The Eglinton Way Business Improvement Area Boards of Management, in accordance with the requirements of the City of Toronto Municipal Code Chapter 19, Business Improvement Areas. The Mount Pleasant Village and The Eglinton Way Business Improvement Areas fall within two Community Council boundaries.

The Economic and Community Development Committee:

1. Referred the Item to the General Manager, Economic Development and Culture for discussion at the Inclusive Economic Development Working Table.

As the City of Toronto’s designated “Night Economy Champion”, I attended the Sociable Academy and Summit in Sacramento, California from May 7 - 9, 2025

THE SOCIABLE CITY SUMMIT is considered the premier in-person event for learning about social economy management. This annual networking event is described as a unique opportunity to connect with a broad network of leaders advancing innovation in multiple fields — law enforcement, business district management, city planning and economic development, nighttime venue operations, and more.

Organizers said there is no other event which brings together such diverse perspectives on how to create safe, vibrant daylife and nightlife in a city.

Join in sharing tools and promising practices including:

1. Innovation: Thought leaders share insights in short introductory talks followed with more in-depth workshops.
2. Sacramento Showcase: The evolution of the Golden 1 Center and its impact on downtown and social economy.
3. California Showcase: Collaborative advocacy to reform alcohol licensing to meet the demand of development and music.
4. Breakouts: Technical seminars and case studies.
5. Trendspotting: Facilitated discussions and brainstorming on a key topic.
6. Mobile Workshops: Interactive learning experiences in Sacramento.

*See letter dated May 22, 2025 from Councillor Ainslie for tables with more information.

The Economic and Community Development Committee:

1. Directed the City Manager to work with the Deputy City Manager, Community and Emergency Services and the Deputy City Manager, Community Development and Social Services and to report back by the October 28, 2025 meeting of the Economic and Community Committee with an inventory of initiatives, programs, and services offered by City divisions, agencies, and partners to support unhoused residents; and on governance options to enable a cross-divisional, city-wide response.

People in need of shelter and support are seeking refuge in public spaces across our city: on streetcars and subways, in libraries, in parks and public squares. When people can’t get access to the services and supports they need, it impacts everyone in our city.

Without significant interventions from all three levels of government, the number of people who are unhoused in Ontario is set to triple over the next decade, as found in a recent report by the Association of Municipalities of Ontario. The City of Toronto declared homelessness to be an emergency in 2023. Since then, housing has not become more affordable, incomes have not increased, and access to healthcare has not improved.

Attending with urgency to the scale and needs of unhoused residents is happening in various forms across City divisions and agencies. Mapping those interventions would support an all-of-City government approach and provide additional accountability to the public, for funding partners, and to Council.

I am requesting that the City Manager work with the Deputy City Manager, Community and Emergency Services and the Deputy City Manager, Community Development and Social Services, to report with an inventory of initiatives, programs, and services offered by City divisions and agencies to support unhoused residents; and on governance options to enable a cross-Divisional, all-of-City response.  

The Economic and Community Development Committee:

1. Requested the General Manager, Economic Development and Culture to report to the September 16, 2025 meeting of Economic and Community Development Committee on the problems experienced with the lighting of the Luminous Veil, on the current contract provisions for automatic notification of malfunctioning sections of lighting and to provide a plan and timeline to ensure fully functioning lighting of the Luminous Veil.

The Luminous Veil is a striking architectural feature and suicide prevention barrier installed on Toronto’s Prince Edward Viaduct, commonly known as the Bloor Viaduct. This double-decked bridge, completed in 1918, spans the Don Valley, connecting Bloor Street East with Danforth Avenue.

The installation of the Luminous Veil has had a significant impact on public safety. A 2017 study found that, over the long term, suicide-by-jumping declined in Toronto after the barrier’s installation, with no associated increase in suicide by other means.

 In July 2015, as part of the City of Toronto’s Legacy Art Project for the Pan American/Parapan American Games, the Luminous Veil was illuminated with a dynamic LED lighting system. This system, consisting of 600 RGB color-changing luminaires, responds to environmental factors such as wind direction, velocity, and ambient temperature, creating an ever-changing light display that enhances the bridge’s visual impact from dusk till dawn. It is beautiful whether viewed up close from the Viaduct or from the Don Valley below.

It is very disappointing that since its installation many of the sections of lights on the Luminous Veil have not worked properly. Every night there are large gaps without lights which diminishes the visual impact of this beautiful and celebrated piece of public art and engineering. Apparently, there was no mechanism required in the original lighting installation and maintenance contract that would automatically send a signal that sections of the lighting were malfunctioning. It was left up to the public to report problems with the lighting.

The Luminous Veil is a poignant example of how thoughtful design can address public health concerns while contributing to the urban landscape’s beauty.