Agenda

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Declarations of Interest under the Municipal Conflict of Interest Act

Confirmation of Minutes – October 28, 2025

Speakers/Presentations – The speakers list will be posted online at 8:30 a.m. on December 2, 2025

Communications/Reports

The Executive Director, Finance Shared Services and the Executive Director, Social Development recommend that:  

1. City Council pass a by-law pursuant to Section 252 of the City of Toronto Act, 2006, providing authority to:

a. enter into a Municipal Capital Facility Agreement with North York Harvest Food Bank (the "Operator") for the property known as 4050 Chesswood Drive, with respect to approximately 31,830 square feet of space, (the "Leased Premises") owned by TK Group Limited. (the "Landlord") for the provision of social and health services; and

b. exempt the Leased Premises from taxation for municipal and school purposes, with the tax exemption being effective from the latest of:

1. the commencement date of the lease;

2. the date the Municipal Capital Facility Agreement is entered into; and

3. the date the Tax Exemption By-law is enacted.

2. City Council direct the City Clerk to give written notice of the By-law to the Minister of Finance, the Municipal Property Assessment Corporation, the Toronto District School Board, the Toronto Catholic District School Board, le Conseil scolaire Viamonde and le Conseil scolaire catholique MonAvenir.

This report responds to MM31.12 and will support the North York Harvest Food Bank in meeting rising food scarcity needs in Toronto. This report seeks City Council's authority for the adoption of the necessary By-law to designate a portion of the property owned by TK Group Limited and leased to North York Harvest Food Bank as a Municipal Capital Facility and to provide an exemption for municipal taxes and education taxes. The Municipal Capital Facility Agreement authorized by the By-law will provide an exemption for approximately 31,830 square feet plus ancillary parking at 4050 Chesswood Drive. This property is eligible to be deemed as a Municipal Capital Facility due to the provision of social and health services.

Based on the 2025 Current Value Assessment and tax rates, the annual property taxes for the 31,830 square feet of space at 4050 Chesswood Drive, currently taxable and to be occupied by the North York Harvest Food Bank, are estimated at $43,234. This includes:

- $26,514 in municipal property taxes
- $16,720 in provincial education taxes 

If this space is designated as a Municipal Capital Facility, it will be exempt from property taxes. This exemption will lead to a total annual reduction in property tax revenue of $43,234, with $26,514 being the net impact to the City, as shown in Table 1.

 Table 1: Financial Implication of Property Tax Exemption - 4050 Chesswood Drive

Providing an exemption from taxes will reduce costs to the landlord which will be passed on to North York Harvest Food Bank as a rent reduction. This reduction allows the City to support the food access, workforce development, and social programming led by North York Harvest. This is work that aligns strongly with existing City strategies and policies noted below.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impact information.

The Executive Director, Social Development, and the Executive Director, Corporate Real Estate Management, recommend that:

1. City Council authorize Executive Director, Corporate Real Estate Management and in consultation with the Executive Director, Social Development to negotiate, enter and execute a lease agreement (the “Lease”) with Family Service Toronto for the premises located at 355 Church Street, on terms and conditions set out in Appendix “C” and on such other or amended terms and conditions that are acceptable to the Executive Director, Corporate Real Estate Management, in consultation with the Executive Director, Social Development, and in a form satisfactory to the City Solicitor. 

2. City Council authorize the Executive Director, Social Development, to negotiate, enter into, and amend any required agreements, including funding agreements, with Family Service Toronto for up to a total of $2.5 million for the construction and fit-out of the premises located at 355 Church Street, to make the space fully functional for occupancy and use, on the terms and conditions acceptable to the Executive Director, Social Development and in a form satisfactory to the City Solicitor.

3. City Council authorize the Executive Director, Social Development, to negotiate, enter into, and amend any service and funding agreements with Gerstein Crisis Centre, TAIBU Community Health Centre, Canadian Mental Health Association Toronto Branch, and 2 Spirited People of the 1st Nations for the provision of the Toronto Community Crisis Service training services, on the terms and conditions acceptable to the Executive Director, Social Development and in a form satisfactory to the City Solicitor, subject to all related expenditures being funded within the Social Development operating budget.

4. City Council pass a By-law pursuant to Section 252 of the City of Toronto Act, 2006, providing authority to:

a. enter into a Municipal Capital Facility Agreement with Family Service Toronto, the landlord, which will lease approximately 7,500 square feet of space on the fourth floor at 355 Church Street (the “Leased Premises”), to the City of Toronto, used for the provision of social and health services; and

b. exempt the Leased Premises from taxation for municipal and school purposes, with the tax exemption being effective from the latest of:

1. the commencement date of the Lease;

2. the date the Municipal Capital Facility Agreement is entered into; and

3. the date the Municipal Capital Facility By-law is enacted.

5. City Council direct the City Clerk to give written notice of the By-law to the Minister of Finance, the Municipal Property Assessment Corporation, the Toronto District School Board, the Toronto Catholic District School Board, le Conseil scolaire Viamonde, and le Conseil scolaire catholique MonAvenir.

Toronto is advancing its commitment to non-police-led mental health crisis response by establishing a dedicated Toronto Community Crisis Service (TCCS) Training Centre.

This investment marks a critical step in expanding the City’s emergency response system and advances SafeTO, Toronto’s ten-year community safety plan’s vision to prioritize prevention, equity, and community wellbeing.

The establishment of the TCCS Training Centre marks a critical step in embedding TCCS as a permanent and professionalized component of the City’s emergency response system, alongside the Toronto Police Service, Toronto Fire Services, and Toronto Paramedics Services, each of which operates its own dedicated training facility.

The TCCS Training Centre establishes Toronto as a national leader in equity-focused crisis response, reducing reliance on enforcement-led models and addressing the disproportionate impacts of traditional emergency services on Indigenous, Black, racialized, and other equity-deserving communities. To be operated by Gerstein Crisis Centre in partnership with TAIBU Community Health Centre, 2-Spirited People of the 1st Nations, Canadian Mental Health Association Toronto Branch, and Findhelp 211, the Centre will build sector-wide capacity by extending training to City staff, community partners and residents and embedding equity, collaboration, and consistency at the heart of Toronto’s emergency response system.

This report seeks City Council authority to:

- negotiate and execute a nominal, long-term lease agreement (the “Lease”) with Family Service Toronto, as landlord, for the fourth floor at 355 Church Street (the “Leased Premises”) to establish the TCCS Training Centre; 

- negotiate and execute a funding agreement with Family Service Toronto, as owner and landlord, for the construction and fit-out of the Leased Premises to make the space fully functional for occupancy and use as the TCCS Training Centre;

- negotiate and execute funding agreements with the Toronto Community Crisis Service training delivery partners for the provision of services for the TCCS Training Centre;

- designate the Leased Premises as a Municipal Capital Facility; and,

-  negotiate and enter into a service agreement with Gerstein Crisis Centre and other partners to lead the training delivery and provide operational oversight of the TCCS Training Centre.

These measures will enable immediate construction and support a Q4 2026 launch of a dedicated TCCS Training Centre that embeds excellence and strengthens Toronto’s emergency response system.

The establishment of the Toronto Community Crisis Service (TCCS) Training Centre will follow a phased financial approach to support both the development of the training space and the delivery of ongoing programming. The City will provide up to a total of $2.5 million in funding to Family Service Toronto, with up to $1.5 million in 2025 and up to $1.0 million in 2026, to support the construction and interior fit-out required for the fourth floor of 355 Church St., as outlined in Appendix “B”.

In 2025, up to $1.5 million will be repurposed from within the existing TCCS operating budget in the 2025 Operating Budget for Social Development to initiate the transformation of the fourth floor, including design development, permitting, and early-stage construction. This will continue in 2026, where up to $1.0 million will be allocated from within the existing budget to complete the fit-out and commissioning of the space, pending council budget approval. The funds will be transferred to Family Service Toronto, the property owner, under a formal agreement that may outline, among other things, reporting requirements, performance standards, and accountability measures.

The proposed Lease will provide the City with the Leased Premises for nominal rent during the initial 10 year term and in accordance with the terms of the Lease. The City will be responsible for all operating costs for the Leased Premises, including utilities, maintenance, and shared building costs, which will be managed through the Lease Agreement with Family Service Toronto. There will be incremental operating expenses of using the leased premises as the TCCS Training Centre. Any financial impacts arising from operating the Training Centre will be submitted through future budget processes for Social Development, as required, for consideration along with other City priorities, subject to the City's financial and resource capacity.

The Training Centre will be operated by Gerstein Crisis Centre, in partnership with TAIBU Community Health Centre, Canadian Mental Health Association Toronto Branch and 2 Spirited People of the 1st Nations under a Service Agreement with the City. The Agreement will define roles in training delivery, staffing, program integration with TCCS operations, and governance.

The property is already exempt from taxation under section 3(1)(12)(iii) of the Assessment Act. The leased premises will be designated as a Municipal Capital Facility under the City of Toronto Act, 2006, resulting in no net impact to the City in property tax revenue.  

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

The Executive Director, Social Development recommends that:

1. The Economic and Community Development Committee receive this report for information.

At its October 2025 meeting, Toronto City Council requested information about emergency response activity on the Toronto Transit Commission (TTC). Specifically, City Council requested data on: 

-  the total number of emergency calls related to TTC stations and vehicles, 

-  the proportion of calls that could have been addressed by the Toronto Community Crisis Service (TCCS),

- and the proportion of calls that required police or TTC Special Constables. 

This report responds to that request and outlines emergency response activity across the TTC system in 2025. It examines calls attended by the Toronto Police Service (TPS) and TTC Special Constables, with a focus on incidents aligned with the crisis service mandate. It also incorporates TTC safety and wellbeing data to present a more comprehensive picture of crisis response on the TTC. While available data do not fully capture potential demand for TCCS within the TTC, the crisis service on transit pilot, launched on November 15, 2025, is expected to generate greater insights that will guide the safe and effective deployment of community crisis teams in the transit environment.

There are no financial implications resulting from the adoption of the recommendation in 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, Housing Secretariat, the Executive Director, Social Development, the Executive Director, Development Review, the Executive Director, City Planning, the General Manager, Parks and Recreation, and the General Manager, Economic Development and Culture recommend that:

1. City Council adopt the Mount Dennis Community for All Action Plan, included in Attachment 1 to the report, as the community development plan in accordance with Policies 12.4 and 12.5 of the Mount Dennis Secondary Plan.

2. City Council request the Executive Director, Social Development and the Executive Director, Housing Secretariat to establish and lead a collaborative, interdivisional working group to be accountable for implementing the Mount Dennis Community for All Action Plan over a 10 year period, with representation from Development Review, City Planning, Economic Development and Culture, Parks and Recreation, and other relevant divisions identified during implementation.

3. City Council request the interdivisional working group to implement and monitor the Mount Dennis Community for All Action Plan for a period of 10 years, including working with community partners and groups to design and implement a monitoring and evaluation framework and to provide regular reports to the Mount Dennis community and bi-annual reports to City Council.

4. City Council authorize the Executive Director, Social Development to negotiate and execute any necessary agreements with The Learning Enrichment Foundation to develop and deliver an equity scorecard for the Mount Dennis Community for All Action Plan, on terms and conditions satisfactory to the Executive Director, Social Development, and in a form satisfactory to the City Solicitor; and to report back by Q1 2027 with a final equity scorecard for City Council approval.

5. City Council authorize the Executive Director, Social Development to negotiate and execute any necessary agreements with The Learning Enrichment Foundation to administer a grant program focused on supporting anti-displacement education initiatives in the Mount Dennis area, on terms and conditions satisfactory to the Executive Director, Social Development, and in a form satisfactory to the City Solicitor.

6. City Council request the Executive Director, Housing Secretariat to establish a community of practice for community land trusts to support capacity-building, with support from the Economic Development and Culture Division.

7. City Council request the Executive Director, Housing Secretariat to include a priority consideration for projects in transit-oriented communities in housing development and acquisition policies and programs.

8. City Council direct the General Manager, Economic Development and Culture to work with the Mount Dennis Business Improvement Area to ensure that local businesses and entrepreneurs can access a range of City of Toronto small business programs.

9. City Council request the Executive Director, Housing Secretariat to promote access to renter-focused legal, advocacy, and educational programs for residents of Mount Dennis.

10. City Council request that the General Manager, Parks and Recreation engage community stakeholders and City divisions to start the process of renewed community access, programming, and use of the Mount Dennis Community Hall for residents of Mount Dennis.

11. City Council request the Executive Director, Housing Secretariat; the Executive Director, Social Development; the Executive Director, Development Review; the Executive Director, Parks and Recreation; and the General Manager, Economic Development and Culture to report through future budget processes over the 10-year life span of the action plan on the resources, staff and program operations required to ensure delivery of the action plan and ongoing engagement and capacity-building of residents, with a priority focus on Indigenous, Black and equity-deserving groups and inclusive of grassroots groups, youth groups, community organizations and local businesses.

12. City Council request the Executive Director, Housing Secretariat; the Executive Director, Social Development; the Executive Director, Development Review; the Chief Planner and Executive Director, City Planning; the General Manager, Parks and Recreation; and the General Manager, Economic Development and Culture work in partnership with the local community to advocate for positive investments needed from federal and provincial governments.

The Mount Dennis community is a neighbourhood that is undergoing transformation. New development and transit investments will soon make the Mount Dennis area one of the most transit accessible locations in the city. Currently, Mount Dennis is among the few Toronto communities where families and individuals can secure affordable housing. It has also historically been an affordable and diverse neighbourhood for a diverse population and is home to many new immigrants, Black residents, low-income households, vulnerable seniors, and youth.

The increased development and transit investments will bring much needed connectivity and housing supply to the city, but may also bring pressures of displacement, increasing housing costs, and physical, social, and economic changes that will impact current Mount Dennis residents. Without targeted and system-wide strategies and supports, residents of historically underinvested neighbourhoods, such as Mount Dennis, face greater risk of disruption and harm from rising development pressure. As such, there is a need for the City to introduce measures to guide growth in ways that benefit current and future Mount Dennis residents.

City Council adopted the Mount Dennis Secondary Plan in July 2022, as a result of the Picture Mount Dennis Planning Framework Study completed in 2022. City Council also directed staff to establish a community development plan using an anti-displacement lens and to require future development applications to respond to its City Council-adopted recommendations. The community development plan is also intended to support implementation of the policies of the Mount Dennis Secondary Plan and also introduce anti-displacement measures for the Mount Dennis community.

This report responds to Council's requests and recommends Council adopt the Mount Dennis Community for All Action Plan (the Action Plan) proposed in this report as the community development plan. This report also recommends that Council request staff to establish a City of Toronto interdivisional working group to implement immediate and longer-term measures introduced in the Action Plan. The development of the Action Plan is a community-led and community-focused process that reflects the voices of Mount Dennis residents.

The City has worked closely with the Learning Enrichment Foundation (LEF), a community agency in Mount Dennis, to support community engagement in development of the action plan. The City provided funding of $50,000 to LEF for the delivery of the People’s Summit focused on anti-displacement strategies and priorities for the Action Plan. LEF contracted Untitled Planning to assist with the design and implementation of the summit and completion of a final report on the summit activities and findings. LEF also convened a stakeholder working group to collaborate on the design of the People's Summit and co-development of recommendations.

The Action Plan (Attachment 1) introduces a number of actions that are aimed at:

- Preserving housing and commercial affordability, including the launch of a community-led land trust and development of an equity scorecard to measure the impact of development on the community;

- Promoting anti-displacement measures for businesses and residents, including the establishment of a community-led Anti-Displacement Education Fund, with investments from the City to support anti-displacement initiatives led by community groups and non-profits;

- Enhancing public spaces for community use, including initiating the return of the Mount Dennis Community Hall to community; and

- Establishing a pro-active strategy to implement and monitor the delivery of the Mount Dennis Community for All Action Plan, including the establishment of a Mount Dennis community partnership table and engagement with Indigenous and Black communities.  

In addition, the report recommends the establishment of a collaborative framework between the City of Toronto and the Mount Dennis community to deliver the action plan for the residents of Mount Dennis over the next ten years.

This report and the Action Plan have been developed in consultation with the Action Plan interdivisional working group members from Social Development, Economic Development & Culture, City Planning, Development Review, and Parks & Recreation, in addition to consultation with Transportation Services and the Indigenous Affairs Office. 

There are no immediate financial impacts expected to the 2025 Budget Year arising from the recommendations contained in this report. The Mount Dennis Community for All Action Plan (Attachment 1) includes a combination of actions for the City, the Learning Enrichment Foundation, and Mount Dennis community. Actions for the City can be completed within existing grant programs, policies, and services, and there are no anticipated budget impacts for 2026.

Should there be a need for future resources over the ten-year life span of the action plan, costs to implement any enhanced measures will be included in responsible City Division, Agency and Corporation future budget requests for Council's consideration.

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

The Deputy City Manager, Community Development and Social Services recommends that:  

1. City Council direct the Deputy City Manager, Community Development and Social Services, to engage with Indigenous communities on the topic of the City's Reconciliation Action Plan to determine the next phase of Reconciliation priorities and report to Toronto City Council by the end of the second quarter in 2027. 

2. City Council authorize the Director, Indigenous Affairs Office to negotiate and enter into agreement(s) with not-for-profit agencies and vendors as required to advance the City's Reconciliation priorities in a form acceptable to the City Solicitor and within approved budget limits until June 30, 2027.

3. City Council authorize the Executive Director, Social Development, to provide one-time funding of $350,000 to the Toronto Aboriginal Support Services Council to increase organizational capacity and support for City projects.

In April 2022, City Council adopted the Reconciliation Action Plan (the Plan) to guide future discussions and Council recommendations that advance truth, justice, and Reconciliation with Indigenous peoples, inspired by the Truth and Reconciliation Commission Calls to Action, the United Nations Declaration of the Rights of Indigenous People, and the City’s Commitments to Indigenous Peoples. The Plan includes 28 actions and 141 sub-actions to guide City staff.

Over the past three years, the Plan has guided City divisions, agencies, and corporations to take unprecedented and bold steps toward Reconciliation with Indigenous communities. The City has seen the most impactful outcomes when initiatives are rooted in strong community partnerships and a commitment to co-creating^[1] solutions with Indigenous communities.

This report reflects on the first four years of implementation, highlighting progress, challenges, and opportunities. It showcases strong and authentic collaborations between City divisions and Indigenous communities that created programs anchored by the principles of self-determination and co-creation, offering transformative support for urban Indigenous people. The report also acknowledges key lessons learned in the engagement, design, implementation and monitoring of the Plan which has led some community partners to view their collaborations with City divisions as separate from the Plan.

Since 2022, 103 of the 141 sub-actions have started and are in progress; 3 are completed. While internally focused work has advanced some of the actions outlined in the Plan, the City has more work to do to ensure that co-creation with urban Indigenous communities is consistent and foundational to further Reconciliation efforts. In doing so, Reconciliation efforts will be community-centred, effective and meaningful.

With the recent restructure of the Community and Social Services portfolio, the Indigenous Affairs Office, along with oversight and support for the Reconciliation Action Plan now fall under the leadership of the Deputy City Manager, Community Development and Social Services. This move offers an opportunity for reflection on the City's community development approaches to Reconciliation, and to continue to rebuild trust with First Nations, Inuit, and Métis communities in Toronto so that the next leg of our Reconciliation journey is grounded in mutual understanding and meaningful relationships.

[1] Co-created initiatives are recommended to Council for approval before implementation.

This report provides an update on the implementation of both the Reconciliation Action Plan and projects co-created and co-led by City of Toronto divisions and Indigenous community partners between April 2022 and October 2025.  

Since implementation, a growing number of City divisions have taken steps to lead Reconciliation initiatives, from 13 divisions in 2022 to 21 this year as outlined in Appendix 1. Appendix 2 summarizes Reconciliation efforts undertaken by 9 City agencies and corporations.

Notable cumulative investments in Reconciliation in the first four years of the plan include:

- Housing: $120.568 million in capital and operating grants, subsidies and financial incentives to 13 Indigenous housing providers and Indigenous organizations.

- Indigenous Funding Framework: $7.040 million in grants to support the "take what you need, leave what you don't" community basket approach to funding.

- The Spirit Garden Project: $21.000 million to install a prominent, publicly accessible Residential Schools Monument in response to Call to Action 82.

- Indigenous Centre for Innovation and Entrepreneurship: $8.817 million in capital expenses and $2.769 million in operating expenses to support an Indigenous-led space with programming, services and supports for Indigenous entrepreneurs.

- Toronto Community Crisis Service: $18.071 million to support culturally relevant, mobile mental health and crisis supports for Indigenous community members.

- Toronto Shelter and Support Services: $18.781 million in operating grants to Indigenous Shelter and Support Service providers and $3.506 million in capital costs to build shelter space for Indigenous communities.

- Indigenous Arts and Culture: Economic Development and Culture provided $0.991 million to celebrate Indigenous arts and culture, including grants to enable community-led Indigenous cultural initiatives such as exhibitions, workshops, and community gatherings; funding for major new public artworks at Humber Bay Shores Park,  Ethennonnhawahstihnen’ Library and Community Recreation Centre, and the Glen Road Pedestrian Bridge; and support for ongoing programming and partnerships with Indigenous communities. 

Any additional funding required to advance the City's Reconciliation priorities will be submitted through future budget processes for Social Development and relevant City Divisions and Agencies, as required, for consideration along with other City priorities, subject to the City's financial and resource capacity.

This report also recommends one-time funding of $0.350 million to the Toronto Aboriginal Support Services Council. Funding for this is available within the 2025 Operating Budget for Social Development.

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

The Executive Director, Social Development recommends that:  

1. City Council adopt the refreshed Community Service Partnerships approach and updated funding model components in Appendix 1 of this report, and direct the Executive Director, Social Development, to report back to City Council, on the progress and implementation, as part of the annual reporting on Community Funding grants.

2. City Council authorize the Executive Director, Social Development to allocate Community Service Partnerships funding until the end of the next grant cycle on December 31, 2030, and report annually to the Economic and Community Development Committee on the grants approved, with funding allocations subject to the annual budget process.

The City remains steadfast in its commitment to advancing reconciliation and equity through sustained funding for Indigenous, Black, and other equity-deserving communities across Toronto. Guided by strong partnerships, strategic investments, and community-informed frameworks that address systemic barriers and historical underinvestment, the Community Funding Unit administers responsive funding that enables community-led, culturally grounded organizations to deliver high-quality and accessible programs and services. This report outlines the City’s ongoing efforts to strengthen fairness, transparency, and responsiveness in its funding approach and provides updates on three major funding programs:

- Indigenous Funding Framework (IFF): Supports Indigenous organizations through a flexible, self-determined funding model.

- Black Mandated Funding Framework (BMFF): Provides targeted funding and capacity-building for Black-led organizations.

- Community Service Partnerships (CSP): Social Development’s largest funding stream, now updated to enhance equity-focused goals and accountability practices.

The Indigenous Funding Framework (IFF), approved by City Council in December 2024, sets out how the City supports Indigenous organizations. It uses a flexible funding model called “take what you need, leave what you don’t,” which allowed 24 Indigenous groups to share $1.95 million in funding. This Framework is rooted on principles of self-determination and mutual respect and includes an implementation plan that focuses on evaluation and strengthening of granting processes for Indigenous communities. In May 2025, the Toronto Aboriginal Support Service Council (TASSC) hosted a celebration feast to officially launch the Framework and a deepening of the City’s relationship with Indigenous communities.

The Black Mandated Funding Framework (BMFF), adopted in November 2023, continues to shape an ecosystem of support for Toronto’s diverse Black communities. In 2024-2025, $2.125 million in funding was distributed across 49 organizations which included Black Francophone, newcomers, 2SLGBTQ+ and youth serving groups. Social Development also expanded enhanced organizational mentorship and trusteeship supports, improved access to funding application and capacity building supports through an eligibility self-assessment tool, and deepened engagement with sector and community partners. 

The Community Service Partnerships (CSP) program, Social Development’s largest and longest standing funding stream, supported over 2.6 million Toronto residents in 2024. This report details the recent updates to this funding program. As part of phase 1, it introduces an updated model that incorporates new grant pillars, equity-focused measures and an enhanced monitoring and evaluation framework. These changes are designed to keep programs stable while laying the groundwork for a more equitable, transparent and impact-driven grant process that is responsive to community needs and rooted in strong sectoral partnerships.

The 2025 Operating Budget of $32.197 million gross and $31.314 million net for the Community Partnership Investment Program in Social Development ensures the timely delivery of social services by not-for-profit, grassroots and resident-led groups. This report includes an overview of all grants created and approved with delegated authority between October 2024 and September 2025. These grants supported a variety of projects that included resident led initiatives that supported local, place-based activities, youth violence prevention, programs created by youth for youth, and community healing efforts after violence incidents. 

This report provides an overview of all grants approved with delegated authority between September 2024 and October 2025. It also presents updates on three grant initiatives: the Indigenous Funding Framework, the Black Mandated Funding Framework and grants administered under the Community Service Partnerships stream. These funding streams have been co-designed with the community and are being funded through the City's existing Community Funding resources within Community Partnership and Investment (CPIP) Grants. 

There are no current year or additional financial implications resulting from the recommendations in this report. 

Investments of $3.900 million (gross and net) to support the two Funding Frameworks in 2024-25 and future years are included in the 2025 Operating Budget of Social Development under Community Partnership and Investment Program (CPIP) grants and the Indigenous Affairs Office. 

The table below shows the total funding and number of organizations supported by these frameworks from 2021 to 2025. On average, each framework, the Indigenous Funding Framework and the Black-Mandated Funding Framework, received about $1.525 million per year.

Table 1 - Funding Framework Investments 2021 - 2025 

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

The Executive Director, Social Development recommends that:

1. The Economic and Community Development Committee receive this report for information.

Toronto faces one of the highest youth unemployment rates in Ontario, at 19.7%, highlighting the ongoing challenges many young people are facing in accessing stable and meaningful employment. Indigenous, Black, newcomer, and 2SLGBTQ+ youth experience the greatest barriers, including limited access to networks, training opportunities, and pathways into stable work.

The City of Toronto employs more youth, aged 15 to 29, per capita, than any other Canadian municipality. Each year, over 16,000 youth are employed across the City system. Building on this strength, the City is taking steps to improve equitable youth employment and create clearer pathways from skill development to lasting careers, guided by Council direction and aligned with key Council-approved strategies.

This report provides an overview of the City’s youth employment programs. Attachment 1, City of Toronto Youth Jobs Inventory, provides a comprehensive inventory of 40 youth-specific employment programs offered across 10 City divisions, agencies, and corporations. Attachment 2, Case Studies of Toronto Youth Employment Pathways, provides case studies of how youth move through training, work experience, mentorship, and into careers through these programs.

While Toronto is a leading municipal youth employer, stronger coordination and investment across governments is needed. Limited provincial funding, and the seasonal nature of federal programs like the Canada Summer Jobs, highlight the need for a more aligned, multi-government approach to meet the needs of Toronto’s youth labour market.

In 2026, the City will focus on key actions to improve youth employment:

- Address barriers in hiring by reviewing and reforming practices like police reference checks, simplifying qualifications, and making job postings clearer, accessible, and more inclusive.

- Modernize recruitment systems with digital tools, data insights, and plain language for better transparency, and efficiency.

- Strengthen entry pathways through internships, and early talent programs to support smoother transitions into public service careers.

- Expand partnerships through the Youth Employment Table and the upcoming Toronto Youth Employment Charter.

- Create local jobs through major events like FIFA World Cup 2026™ and the municipal election.

These steps aim to build a more equitable system and call for stronger collaboration across governments and sectors to advance youth employment opportunities.

There are no financial implications resulting from the adoption of the recommendation in this report. Any future financial impacts will be requested through future budget processes for consideration along with all other City priorities. 

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

Destination Toronto will provide an overview of 2025 market performance and economic impact for tourism and meetings in the city. A status update on the development of the Tourism Destination Master Plan and maximizing Toronto's FIFA World Cup moment will also be shared.

The General Manager, Toronto Shelter and Support Services, recommends that:  

1. City Council approve the Access to Shelter Framework in Attachment 2 to this report as the process to review and assess proposed changes to shelter eligibility, and authorize the General Manager, Toronto Shelter and Support Services, to make future adjustments to the framework, in consultation with the Human Rights Office, Confronting Anti-Black Racism Unit, Toronto Newcomer Office, and other relevant divisions and offices.

2. City Council authorize the General Manager, Toronto Shelter and Support Services and the General Manager, Toronto Employment and Social Services, to continue implementing and administering the Emergency Family Shelter Support program as set out in this Report and Attachment 3, provided that the funding for the program is available within the Operating Budget for Toronto Shelter and Support Services.

3. City Council authorize the General Manager, Toronto Shelter and Support Services and the General Manager, Toronto Employment and Social Services, to develop and implement modifications to the Emergency Family Shelter Support program as they deem necessary to:

a. ensure the Emergency Family Shelter Support program remains responsive and scalable to fluctuations in demand for family shelter space that exceeds available family shelter capacity; and

b. maintain program integrity.

4. City Council authorize the General Manager, Toronto Shelter and Support Services to enter into research agreements with individuals and external organizations for research and/or data sharing purposes, including requests for data in the custody and control of the City, and any research involving City staff or Toronto Shelter and Support Services service users, provided that:

a. the research is for the purposes of advancing system planning and transformation and informing improvements to existing policies, programs and practices; and

b. all research agreements comply with City policies and requirements of the Municipal Freedom and Information and Protection of Privacy Act, on such terms and conditions as are satisfactory to the General Manager, Toronto Shelter and Support Services, and in a form satisfactory to the City Solicitor.

5. City Council authorize the General Manager, Toronto Shelter and Support Services to enter into agreements with individuals and external organizations to use Toronto Shelter and Support Services space to conduct research for the purposes listed in recommendation 4 on such terms and conditions as are satisfactory to the General Manager, Toronto Shelter and Support Services and in a form satisfactory to the City Solicitor.

6. City Council authorize the General Manager, Toronto Shelter and Support Services to provide letters of divisional support to individuals and external organizations for grant funding proposals for research projects that support the purposes listed in recommendation 4.

Toronto Shelter and Support Services (TSSS) continues to manage the largest municipal shelter system in Canada amidst unprecedented demand, driven by the housing affordability crisis, limited income supports, and the continued arrival of refugee claimants seeking shelter supports. In response to operational pressures City Council directed TSSS to enhance transparency, equity, and accountability in shelter access through CC28.2 - Identifying and Addressing Pressures in the Refugee and Emergency Shelter System.

This report responds to City Council’s direction to provide a status update on the implementation of all recommendations in the fourth quarter of 2025. As of November 2025, 15 of the 24 directives under CC28.2 have been completed, 4 are in progress and will be completed upon adoption of this report, and 5 remain in progress or represent ongoing work.

This report also provides updates on key initiatives related to the refugee-serving and base shelter systems, including:

- Access to Shelter Framework – A structured, transparent process guiding future decisions on shelter eligibility, aligned with the Toronto Housing Charter, human rights obligations, and equity principles. The framework was reviewed by the Confronting Anti-Black Racism Unit (CABR), the Toronto Newcomer Office (TNO), and the City's Human Rights Office, and included formal engagement with the Housing Rights Advisory Committee's (HRAC) Supporting Unhoused Rights Holders Working Group.

- Operational measures aimed at advancing establishment of a dedicated refugee service system and addressing financial pressures.

- Emergency Family Shelter Support (EFSS) Program – Short-term accommodation support for families during periods of high shelter demand to ensure children are not left unsheltered.

- Additional Council-directed Actions through CC28.2 and EC22.12 – Progress on data and outcome tracking, training, capacity building, refugee sector engagement, equity initiatives, human rights-based learning sessions, the renewal of AccessTO public education campaign for undocumented residents, and partnerships with hospitals and health care providers.

- Research and Data Sharing Partnerships – Establishing agreements with individuals, external organizations and research institutions to conduct evaluation and research to inform and develop best practices to support people experiencing homelessness. 

The report outlines next steps to implement the Framework, refine EFSS program operations, reduce pressures in the refugee service system, strengthen data-informed decision-making, continue equity-focused training, and continue advancing other recommendations under CC28.2. Together, these measures aim to improve fairness, transparency, and equitable access to shelter and housing for all Torontonians.

There are no immediate financial impacts associated with the recommendations in the report. There may be future financial implications to the following:

Emergency Family Shelter Support (EFSS) Program

This program helps meet the needs of families who require temporary shelter. Each year, the program’s budget is adjusted based on expected demand and available space in the family shelter system. If more families need shelter than anticipated and/or available, there may be financial pressure to the City.

The EFSS program is intended as a temporary support measure, with the overarching goal of ensuring sufficient space and resources are available for families with children and pregnant women when required.

Funding for the EFSS program is included in the 2025 Operating Budget for Toronto Shelter and Support Services (TSSS). The budgeted amount for EFSS program is anticipated to reduce over time as new family shelter beds become available through the Homelessness Services Capital Infrastructure Strategy (HSCIS).  As these new resources become available, the need for the EFSS program is expected to decrease and eventually be phased out.

Ongoing monitoring of the program will be required to ensure resources are allocated effectively to areas of needs.

Dedicated Refugee Service System

As refugee claimants continue to arrive and with the federal Interim Housing Assistance Program (IHAP) with funding available until 2027, TSSS is implementing operational measures to build a dedicated refugee system that is financially sustainable. These measures include setting targets for length of stay, strengthening case management and outreach, and ensuring timely refugee applications. The purpose of these measures is to reduce the number of refugee claimants needing shelter and help those in the system transition more quickly.   

Discussions with the federal government on the current IHAP agreement are in final stages. TSSS remains committed to supporting refugee clients and ensuring they have access to essential services.

Research Agreements

Funding for research is included the 2025 Operating Budget for TSSS and any future research will be accommodated within each year's existing budget.

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, Toronto Shelter and Support Services recommends that:  

1. Economic and Community Development Committee receive this report for information.

Toronto Shelter and Support Services (TSSS) continues to manage the largest municipal shelter system in Canada amidst unprecedented demand, driven by the housing affordability crisis, limited income supports, and continued high refugee claimant shelter demand. In response to operational pressures and the Toronto Ombudsman’s 2024 recommendations, City Council directed TSSS to enhance transparency, equity, and accountability in shelter access through CC28.2 - Identifying and Addressing Pressures in the Refugee and Emergency Shelter System.

This report responds to City Council’s direction to provide a status update on the implementation of all recommendations in the fourth quarter of 2025. It includes an overview of the progress made to date.

This report provides updates on key initiatives, including:

-  Access to Shelter Framework

-  Emergency Family Shelter Support (EFSS)

-  Operational measures aimed at advancing establishment of a dedicated refugee service system

-  Additional Council-directed Actions through CC28.2 and EC22.12

-  Research and Data Sharing Partnerships

The report also outlines next steps to implement initiatives noted above.

There are no financial implications arising from the adoption of the recommendation in this report.

The General Manager, Parks and Recreation recommends that:

1. City Council amend Toronto Municipal Code Chapter 608, Parks, in accordance with Attachment 1 to the report (November 18, 2025) from the General Manager, Parks and Recreation, as follows:

Article I - Definitions

a. add new definitions as follows:

DRONE – A Remotely Piloted Aircraft System as defined in the Canadian Aviation Regulations, being a set of configurable elements consisting of a remotely piloted aircraft, its control station, the command and control links and any other system elements required during flight operation.

GLIDER – A Glider as defined in the Canadian Aviation Regulations, being a non-power-driven heavier-than-air aircraft that derives its lift in flight from aerodynamic reactions on surfaces that remain fixed during flight.

HARASSMENT – As defined in the Ontario Human Rights Code, meaning engaging in a course of vexatious comment or conduct that is known or ought reasonably to be known to be unwelcome.

REMOTE-CONTROLLED VEHICLE: Any navigable aircraft, ground-based, or water-based vehicle, irrespective of its weight, that is operated by a pilot that is not on board, including drones, boats, cars, or similar devices, but excluding balloons, rockets, or kites.

VAPE OR VAPING – The use or holding of a vaporizer or inhalant-type device, whether called an electronic cigarette or any other name, whether or not the vapour contains nicotine or cannabis, and includes any of the following:

Inhaling vapour from a vaporizer or inhalant–type device;

Exhaling vapour from a vaporizer or inhalant-type device; or

Holding an activated vaporizer or inhalant-type device

b. Amend the definition of GENERAL MANAGER to replace "Parks, Forestry and Recreation" with "Parks and Recreation" and replace "his or her" with "their" so that it now reads: "The General Manager of Parks and Recreation or their successor or designate."

c. Amend the definition of PARK to add the words "parking lots" so that it now reads: "Land and land covered by water and all portions of it owned by or made available by lease, agreement, or otherwise to the City, that is or may be established, dedicated, set apart or made available for use as public open space or golf course, and that has been or may be placed under the jurisdiction of the General Manager, including any and all buildings, structures, facilities, parking lots, erections, and improvements located in or on the and, save and except where the land is governed by other by-laws of the City."

d. Amend part B of the definition of PROHIBITED AREAS to replace the word "playgrounds" with the words "playground safety surface or playground equipment" so that it now reads: "B. Playground safety surface or playground equipment, splash pads or wading pools."

e. Replace the definition of SMOKE OR SMOKING as follows:

The use or holding of a lighted cigar, cigarette, pipe, hookah, or any other lighted device or material, such as tobacco or cannabis, and includes any of the following:

Inhaling smoke from a lighted cigar, cigarette, pipe, hookah or any other lighted device or material;

Exhaling smoke from a lighted cigar, cigarette, pipe, hookah or any other lighted device or material; or

Holding a lit cigar, cigarette, pipe, hookah or any other lighted device or material."

f. Replace the definition of VEHICLE as follows:

A Vehicle as defined under the Highway Traffic Act, being a motor vehicle, trailer, traction engine, farm tractor, road-building machine, bicycle and any vehicle drawn, propelled or driven by any kind of power, including muscular power, but excludes a baby carriage or cart, child's wagon, child's stroller, child's sleigh, wheelchair or similar device (powered or otherwise) used by an individual due to a disability, or other similar conveyance.

Article II - Conduct

g. Amend 608-3 as follows:

1. Amend 608-3 A (1) to replace the word "indulge" with the word "engage", add the words "any form of harassment or", delete the word "boisterous", and delete the words "profane or" so that it now reads: "Engage in any form of harassment or riotous, violent, threatening, or illegal conduct; or use abusive language".

2. Delete 608-3 A (5), 608-3 A (6) and 608-3 B that relate to sexual behaviour and nudity.

3. Amend 608-3 D to delete the word “warning” so that it now reads: "No person shall remove, disturb, relocate, damage or destroy protective fencing, lifesaving equipment, barriers and signage put in place for protection of the public."

h. Amend 608-7 to add the word “soil” so that it now reads:

Unless authorized by permit, no person shall encroach upon or take possession of a park by any means whatsoever, including the construction, installation or maintenance of a fence or structure; the dumping or storage of materials, soil or plantings; or planting, cultivating, grooming or landscaping.

i. Amend the title of 608-7.1 to add the words "water and wastewater" so that it now reads: "Water and wastewater discharge".

j. Replace 608-7.1 as follows:

Unless authorized by permit, no person shall cause or permit the discharge, flow or runoff of water or wastewater from private property into or onto a park, from any source including but not limited to a hose or similar device, sewage, a roof drainage system, parking lot, hot tub, swimming pool or pond.

k. Amend the title of 608-8.1 to add the words "and vaping" so that it now reads: "Smoking and vaping".

l. Amend 608-8.1 as follows:

1. Amend 608-8.1 A to add the words “or vape” after the word "smoke", add the word "within" after the words "boundaries of and" and change the radius surrounding amenities and areas from nine metres to 20 metres so that it now reads: "While in a park no person shall smoke or vape within the boundaries of and within a 20-metre radius surrounding the following amenities or areas in a park".

2. Add a new subsection to 608-8.1 B as follows: "(4) In a designated off-leash area."

3. Add a new subsection to 608-8.1 as follows: "C. Despite § 608-8.1.A and 608-8.1.B and in accordance with the Smoke-Free Ontario Act, nothing in this Chapter: (1) prohibits an Indigenous person from smoking tobacco or holding lighted tobacco there, if the activity is carried out for traditional Indigenous cultural or spiritual purposes; or (2) prohibits a non-Indigenous person from smoking tobacco or holding lighted tobacco there, if the activity is carried out with an Indigenous person and for traditional Indigenous cultural or spiritual purposes."

Article III - Park Use

m. Replace 608-16 as follows:

In a park, no person shall enter gender-segregated washrooms, change rooms or other facilities that do not correspond to their gender identity.

Article IV - Games, Sports and Organized Activities

n. Amend the title of 608-19 so that it now reads: "Drones and remote-controlled vehicles".

o. Amend 608-19 to replace the words "powered models of aircraft, rockets, watercraft or vehicles" with the words "a drone, rocket or remote-controlled vehicle" so that it now reads:

While in a park, no person shall operate a drone, rocket or remote-controlled vehicle unless authorized by permit.

p. Amend the title of 608-20 so that it now reads: "Aircraft and gliders".

q. Amend 608-20 to add the words "any aircraft as defined in the Canadian Aviation Regulations including", delete the words "hot air balloon" and delete the word “hang” so that it now reads:

Unless authorized by permit, no person shall tether, launch or land any aircraft described in the Canadian Aviation Regulations including a glider, ultra light aircraft or similar conveyance in a park.

Article V - Vehicles

r. Amend 608-28 to add the words "any area of" and delete the words “roadway or parking lot in” so that it now reads:

No person shall make use of any area of a park for:

A. Washing, cleaning, servicing, maintaining or, except in the event of an emergency, the repair of any vehicle;

B. Instructing, teaching or coaching any person in the driving or operation of a motor vehicle, unless authorized by permit; or

C. Storing a boat or trailer without a permit.

Article VI - Animals

s. Amend 608-34 as follows:

1. Amend 608-34 A (6) to add the words "has been determined to be a dangerous dog under Chapter 349, Animals, or the dog"; and amend 608-34 A (6)(a) to add the words "or order"; so that it now reads:

 (6) Allow a dog to enter a designated off-leash area if the dog has been determined to be a dangerous dog under Chapter 349, Animals, or the dog is required to be equipped with a muzzle or secured by a leash under:

(a) A notice or order issued under Chapter 349, Animals; or

(b) The Dog Owners' Liability Act or an order issued under that Act.

2. Amend 604-34 C (1) to change the maximum leash length from 2.4 metres to two metres.

Article IX - Commercial Enterprises

t. Amend 608-46 to add the word "lessons" to 608-46 A (3) so that it now reads: "Any art, skill, service, lessons or work."

u. Replace 608-47 as follows:

A. While in a park, unless authorized by permit under this Chapter or permitted under Chapter 459, Filming and authorized by permit from the Toronto Film and Television Office, no person shall:

(1) Take or permit to be taken for remuneration any film, photograph, videotape or television broadcast;

(2) Take or permit to be taken any film, photograph, videotape or television broadcast in a washroom or change room.

B. No video surveillance system shall be installed in a park except in accordance with the City of Toronto Security Video Surveillance Policy.

Article X - Regulation and Enforcement

v. Amend 608-49 A to replace the word "obtained" with the words "applied for" and delete the words "the Customer Service Section of" so that it now reads:

Permits for activities contemplated in this chapter may be applied for by contacting the City's Parks and Recreation Division.

w. Amend 608-52 A to add a new subsection immediately after the current subsection 608-52 A (2) and before the current subsection 608-52 A (3) to read as follows:

Employees or agents of the City while engaged in works or services undertaken for or on behalf of the City as authorized by the General Manager;

x. Amend 608-55 to delete the words "of § 608-27" to that it now reads:

An officer or the General Manager, upon discovery of a vehicle parked or standing in contravention of this chapter, 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 of and storing the vehicle, 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 authorize the City Solicitor to make any necessary clarifications, refinements, minor modifications, technical amendments or by-law amendments as may be identified by the City Solicitor and the General Manager, Parks and Recreation.

3. City Council direct that the amendments above come into force on March 2, 2026.

This report responds to City Council direction in 2025.MM29.8 to review Toronto Municipal Code Chapter 608, Parks, to remove outdated, burdensome or unnecessary provisions. Toronto Municipal Code Chapter 608 (the "Parks By-law") is the governing by-law for City of Toronto parkland. It regulates park activities so that parks are protected, safe and enjoyable for everyone. The by-law aims for a balanced approach to enable a broad range of park activities while also ensuring public safety and protection of City property and the natural environment.

This report recommends 25 immediate updates to the Parks By-law. These include amendments to: i) address evolving conditions, circumstances, technologies and activities affecting the use or protection of parks; ii) align the by-law with other City by-laws and policies; and iii) reflect federal and provincial legislation.

The report also identifies by-law topics and areas where Council-directed policy work is currently in progress that may result in by-law amendments in the near future (e.g., Food and Beverage Strategy for parks; rules for micromobility devices), as well as other topics that require more extensive future policy work to ensure the by-law remains reflective of evolving community and user needs (e.g., regulations for boating and mooring, social gathering size, and use of barbecues). In most cases, the policy development process for these topics will include community engagement and dedicated project work, with the level of effort tailored to the scope of each topic.

Some issues raised in 2025.MM29.8 relate to outdated park signage that is not reflective of the by-law. This report also describes a park sign audit that is in progress to identify and remove outdated and unnecessary park signs.

Finally, the report recommends a plan for the by-law to undergo regular reviews every five years, or as required based on changes to the policy environment, to ensure that it is consistently kept up to date going forward. These reviews will include public engagement to increase public awareness of the by-law and to identify public priorities related to parks policy and governance.

Parks and Recreation consulted with Legal Services, Municipal Licensing and Standards, Toronto Public Health, Transportation Services, and Environment, Climate and Forestry in the development of this report.

There are no financial impacts resulting from the adoption of the recommended by-law amendments.

Signage updates and by-law enforcement will continue to be managed within Parks and Recreation's and Municipal Licensing and Standards' operating budgets respectively. Any incremental funding or additional resource requirements will be requested through future staff reports to Council and/or in subsequent budget processes, to be considered alongside other City priorities.

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 designate the area described by Attachment 1 as the amended Bloor Annex Business Improvement Area under the City of Toronto Municipal Code Chapter 19, Business Improvement Areas.

2. City Council amend the City of Toronto Municipal Code Chapter 19, Business Improvement Areas, as necessary to reflect the expanded boundaries of the Bloor Annex Business Improvement Area.

The purpose of this report is to recommend a minor expansion of the Bloor Annex Business Improvement Area (BIA) boundary to include Seaton Park, located north of Bloor Street West on the east side of Albany Street.

Economic Development and Culture's 10-Year Capital Budget and Plan may be impacted in future years should streetscape or other capital improvements be undertaken by the expanded Bloor Annex BIA. Capital improvements are cost-shared between the BIA and Economic Development and Culture.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impact information.

The Toronto Accessibility Advisory Committee recommends that the Economic and Community Development Committee recommend that:

1. City Council request the Executive Director, Corporate Real Estate Management and the General Manager, Economic Development and Culture, in consultation with Social Development and Technology Services to develop an Accessibility and Inclusion Handbook for event organizers that can be presented to the Toronto Accessibility Advisory Committee for feedback and input at its meeting on February 27, 2026.

2. City Council request the General Manager, Economic Development and Culture to provide a digital and an accessible PDF, hard copy or alternative format version of the Accessibility and Disability Inclusion Handbook to each organization that hosts an event on city property or at the request of any organization for their event.

At its meeting on October 24, 2025, the Toronto Accessibility Advisory Committee considered Item DI14.7 and made a recommendation to City Council. 

Toronto is a vibrant city known for its festivals, cultural events, and community gatherings that bring residents together and celebrate our diversity. However, for many people with disabilities, participation in these events can be limited by barriers in physical spaces, communication, and program design. Ensuring that all Torontonians can fully engage in public life is essential to building an equitable and inclusive city.

This motion calls on the City of Toronto to develop an Accessibility Handbook for Event Organizers — a practical resource to guide event organizer seeking to host events at City facilities that are welcoming and accessible to people with disabilities. The handbook would provide clear standards in plain and easy to understand language, best practices, and checklists to promote inclusive events and event spaces that meet or exceed accessibility requirements while not requiring the expenditure of significant additional funds. By equipping event organizers with the right tools and knowledge, the City can help foster environments where everyone, regardless of ability, can participate, contribute, and feel a genuine sense of belonging.

The Toronto Accessibility Advisory Committee recommends that:

1. City Council direct the Executive Director, Social Development, and the City Clerk to prepare a feasibility report with recommendations on establishing a part-time fellowship program for youth living with disabilities, including:

a. potential program delivery partners;

b. clear and collaborative processes for selecting Council members’ offices; and

c. a structured matching process to ensure quality work experiences that align with both the interests of the fellows and the needs of the Council members’ offices;

and to report back to the Economic and Community Development Committee by the second quarter of 2026.

At its meeting on October 24, 2025, the Toronto Accessibility Advisory Committee considered Item D14.6 and made a recommendation to City Council.

Summary from the Toronto Accessibility Advisory Committee:

The City of Toronto has demonstrated strong leadership in promoting equity and inclusion through initiatives such as the Indigenous, Black, and Muslim Youth Fellowships — programs that empower young people to engage directly in civic leadership and policymaking. Youth with disabilities would bring vital lived experience and insight into accessibility and inclusion within our city.

Creating a Fellowship for Youth with Disabilities would extend the City’s commitment to representation and accessibility by providing meaningful mentorship, professional development, and hands-on experience in municipal government. This program would help ensure that Toronto’s future leaders include the voices and perspectives of people with disabilities, strengthening our collective work toward a truly inclusive city.

At its meeting of March 26 and 27, 2025, City Council adopted the following:

1. City Council request the Toronto Community Housing Corporation board to work with the Executive Director, Housing Secretariat to establish a Youth Tenant Advisory Committee in the similar manner that Tenant Advisory Committee members were recruited through Tenants First, and report back to the Economic and Community Development Committee once completed.

In accordance with Council’s direction, the Board of Directors of Toronto Community Housing Corporation (the “Board”) considered a report at its meeting of October 17, 2025, entitled, “Implementation of the Youth Tenant Advisory Committee” (TCHC Report TCHC:2025-70).

The Board adopted the following recommendation made in the report:

1. The Board of Directors receive this report for information and forward it to the City of Toronto Economic and Community Development Committee.”
The Report through which TCHC’s Board of Directors adopted the above-noted resolution is attached to this transmittal letter.