Agenda

Membership:

Councillor Alejandra Bravo (Chair), Councillor Shelley Carroll (Vice Chair), Councillor Parthi Kandavel, Deputy Mayor Ausma Malik, Councillor Nick Mantas, Councillor Chris Moise, and Councillor Neethan Shan

Members of the public are invited to submit written comments or register to speak on any item listed on the agenda. For detailed information on how to participate in the Economic and Community Development Committee meeting, including procedures for submitting comments or requesting to speak, please visit: Have Your Say at Council & Committee Meetings (https://www.toronto.ca/city-government/council/council-committee-meetings/have-your-say/)

toronto.ca/council

The Interim Executive Director, Municipal Licensing and Standards recommends that:

1. City Council amend Toronto Municipal Code, Chapter 545, Licensing as follows:

a. Amend Article XXIII, 545-282 and Article XXIV, 545-291 by deleting requirements pertaining to hours and days of operation.

b. Amend Article XXIII, 545-285 and Article XXIV, 545-293 by:

A. Deleting the requirement that the register of goods received be kept in the form of a book, and written in ink in a plain, legible hand; and

B. Adding that the register shall be in a format satisfactory to the Executive Director of MLS.

c. Amend Article XXIII, 545-286 to remove the requirement that information from the Second-Hand Goods Register book be submitted to the Executive Director.

d. Amend Article XXIV, 545-293.1 by deleting the requirement that information from the Old Gold or Old Jewellery Register book be submitted to the Executive Director.

e. Amend the definition of an Entertainment Establishment/Nightclub so that it reads:

A. Premises used to provide amplified music for dancing or patron entertainment, and where the premises meets three or more of the following criteria:

1) The premises offers or advertises bottle service, meaning the sale or service of liquor by the bottle;

2) The operator, or an agent acting on behalf of the operator refers to or advertises the premises as a club, nightclub, disco, dance hall, dance club, or similar venue;

3) The premises are equipped with a lighting system, sound system, or disc jockey booth greater in scope than one expected in an eating or drinking establishment;

4) The premises has a stage, dance floor, or other area used for dancing or patron entertainment.

B. Despite Subsection A, an entertainment establishment/nightclub shall not include an adult entertainment club.

2. City Council repeal Toronto Municipal Code Chapter 832, Videotape Stores, Licensing.

3. City Council direct that Recommendation 1 and Recommendation 2 come into effect on September 30, 2026.

The City of Toronto’s Municipal Licensing and Standards (MLS) Division continues to refine the administration of its business licence and permit services to remain responsive to client needs and reduce regulatory burden. MLS issues and enforces 89 business licence and permit types, with 56 of them contained in Chapter 545, Licensing (the Licensing Bylaw). In 2025, MLS issued and renewed a total of 32,906 business licences and processed 7,552 service requests associated with businesses licensed under Chapter 545.

In July 2025, City Council adopted MLS’ Business Licence and Permit Applications Action Plan (the Action Plan) (2025.EC22.7), which sets out a four-year roadmap to review and modernize regulations for various licence categories. This report provides a progress update on implementation of the Action Plan and responds to outstanding directives. Specifically, it:

- Outlines recent customer service enhancements, including simplifying licence applications, launching a Business Licensing Information Phone Line and upgrading the Division’s licence renewal portal;

- Describes operational enhancements for food, beverage and entertainment businesses based on insights from the implementation of updated licensing and zoning regulations, which includes process and system changes to advance the Division’s client-centered/business friendly approach when supporting businesses in changing into a new licence type (2025.EC24.7);

- Responds to outstanding directives and proposes minor bylaw amendments to reduce regulatory burden and provide clarity for businesses.

In 2026, staff will continue to advance the Action Plan by proposing amendments to street vending regulations, launching a new online licence application portal, launching user engagement research, and preparing for implementation of new regulations for pet establishments. Staff are also preparing to report back in 2027 regarding regulations for temporary sign providers; certain trade licences, such as home renovation trades; certain driver/vehicle owner licences; second-hand goods related businesses; a regulatory sandbox framework for new business models; and a further review of holistic centres and adult services establishments. 

This report was prepared in collaboration with the Economic Development and Culture Division and the Technology Services Division.

There are no current year or future year financial impacts resulting from the recommendations contained 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 Interim Executive Director, Municipal Licensing and Standards recommends that:

Interim Amendments to Chapter 740

1. City Council amend City of Toronto Municipal Code Chapter 740, Street Vending by deleting section 740-11(the moratorium on new applications for Sidewalk Vending Permits for food vendors in Wards 10, 11 and 13).

2. City Council amend City of Toronto Municipal Code Chapter 740, Street Vending by deleting the phrase “five hours” in section 740-17A(6) and replacing it with the phrase “twelve hours” to permit Mobile Food Vending permit holders to operate for up to twelve hours on the same block within a 24 hour period.

3. City Council amend City of Toronto Municipal Code Chapter 740, Street Vending by deleting the phrases “, until January 1, 2027,” and “As at January 1, 2027, the R55 Curb Lane Vending Permits will, without notice, automatically be cancelled.” from section 740-20 to remove the expiry date on existing Curb Lane Vending Permit holders, and allow Curb Lane Vendors to continue operating under the term of their current R55 Curb Lane Vending permit.

Adoption of a New Chapter 740

4. City Council adopt a new vending permit regime and amend City of Toronto Municipal Code Chapter 740, Street Vending and Artists, as follows:

a. Delete Articles I, II, III, IV, V, VI and VII and add Articles 1, 2, 3, 4, 5, 6 and 7 as set out in Attachment 1 to this report (March 24, 2026) from the Interim Executive Director, Municipal Licensing and Standards.

b. Rename Schedule D “Short Stop Vending Permit Locations”;

c. Add a new Schedule E, “Artist Permit Restrictions” as set out in Attachment 1 to this report (March 24, 2026) from the Interim Executive Director, Municipal Licensing and Standards;

d. Rename Chapter 740 “Street Vending and Artists”

5. City Council delete section 313-44.1 from former City of Toronto Chapter 313, Streets and Sidewalks, which contains dated provisions relating to buskers and portrait artists.

Interim Amendments to Chapter 545, Licensing

6. City Council remove the requirement for Pedlar Assistants to obtain a business licence, as mentioned in 545-226(A).

Adoption of New Articles in Chapter 545, Licensing

7. City Council amend Toronto Municipal Code, Chapter 545 to repeal Article IV Refreshments Sold from Vehicles, and replace it with provisions substantially in the form of draft Article IV Refreshment Vehicles, attached as Attachment 2 to this report (March 24, 2026) from the Interim Executive Director, Municipal Licensing and Standards, to simplify and clarify licence conditions.

8. City Council amend Toronto Municipal Code, Chapter 545, to add a new licence requirement for any owner or operator carrying on business as a Refreshment Vendor on Foot and a corresponding Article that contains the following requirements:

a. Every owner or operator of a business selling refreshments for consumption by the public, traveling on foot without a vehicle, shall:

(1) At the time of application for a licence:

i. File with the Municipal Licensing and Standards Division a detailed scaled drawing of any equipment to be used in the sale of refreshments; 

ii. Produce a written report from the Medical Officer of Health confirming that the refreshments to be sold and any equipment to be used in the business are sanitary and suitable for purpose;

(2) Ensure that containers or apparatuses from which the refreshments are sold are of a type approved by the Municipal Licensing and Standards Division;

(3) Ensure that every person selling or handling refreshments is wearing clean clothes, is clean and neat in appearance, and has clean hands;

(4) Ensure that any equipment used for dispensing refreshments is clean and sanitary;

(5) At all times conspicuously display their refreshment vendor licence such that it is visible to members of the public;

(6) Ensure that all parts, equipment, and processes used for the preparation, storage, or dispensing of refreshments meet the requirements of Ontario Regulation 493/17 and are approved by the Medical Officer of Health; and

(7) Obtain liability insurance with respect to bodily injury and property damage in the amount of $1,000,000, require that Municipal Licensing and Standards be notified of any change to the policy within 10 calendar days of such change, and require that a certificate of the policy be submitted to Municipal Licensing and Standards as a requirement of any licence application.

9. City Council delete Toronto Municipal Code, Chapter 545, Article XVII Hawkers and Pedlars.

Fee Amendments

10. City Council amend Chapter 441, Fees and Charges, Appendix C – Schedule 12, Municipal Licensing and Standards to lower certain street vending fees by amending the following fees so that they read as in the table below:

11. City Council add new permitting and licensing fees to Chapter 441, Fees and Charges, Appendix C – Schedule 12, Municipal Licensing and Standards, as shown in the table below:

12. City Council add new fees related to seizures to Chapter 441, Fees and Charges, Appendix C – Schedule 12, Municipal Licensing and Standards, as shown in the table below:

13. City Council delete from Chapter 441, Fees and Charges, Appendix C – Schedule 12, Municipal Licensing and Standards, the following, as shown in the table below:

14. City Council direct the Executive Director, Municipal Licensing and Standards, to waive the application fee for existing Hawker/Pedlar licensees transitioning to a Motorized Refreshment Vehicle Licence, Non-Motorized Refreshment Vehicle Licence, or Refreshment Vendor on Foot Licence between March 1, 2027 and March 1, 2028, with applicants required to pay only the applicable renewal fee.

Other Directives

15. City Council direct the Executive Director, Municipal Licensing and Standards to work with the Executive Director, Environment, Climate and Forestry, to explore programs, options, incentives or other measures to reduce emissions generated by street vendors.

16. City Council direct the Executive Director, Municipal Licensing and Standards in collaboration with the Chief Congestion Office and other relevant divisions to monitor the implementation of the proposals in this report and report back to the appropriate committee, as needed, with any proposed bylaw amendments or operational measures required to address noted noise, congestion or other impacts.

17. City Council amend Chapter 743, Streets and Sidewalks, Use of, to align with the provisions in Chapter 740, Street Vending, by adding the following subsection G to §743-18:

G. Notwithstanding §743-18A(1), a person with a valid permit issued pursuant to Chapter 740, Street Vending is exempted from the obligation to obtain a permit to temporarily occupy the street.

18. City Council amend Chapter 950, Traffic and Parking, to align with the provisions in Chapter 740, Street Vending by:

a. Deleting §950-400C and replacing it with the following:

C. Sales from Vehicles.

(1) No person who sells, offers for sale or takes orders for goods, wares, merchandise, produce, refreshments, beverages or other food from a vehicle shall, for the purpose of carrying on business, stop the vehicle on any part of the highway without a valid permit issued under Chapter 740, Street Vending.

(2) Nothing in this section shall be deemed to permit the stopping or parking of a vehicle where stopping or parking is prohibited.

b. Adding the following subsection (c) to §950-400D(5):

(c) Subsection D(5) does not apply to a vehicle with a valid permit issued under Chapter 740, Street Vending that permits parking for longer than three hours

19. City Council amend Municipal Code Chapter 910, Parking Machines and Meters, by adding the phrase “, unless otherwise authorized to park and vend for a longer time under a permit issued in accordance with Chapter 740, Street Vending” to sections 910-6, 910-9.7 and 910-16.

Implementation Timing

20. City Council direct that recommendations 17, 18 and 19, which align other city by-laws with Chapter 740, come into effect immediately on the date the by-law is adopted.

21. City Council direct that the following by-law amendments come into effect June 15, 2026:

a. Recommendation 1 on repealing the sidewalk vending moratoriums in Wards 10, 11 and 13

b. Recommendation 2 on permitting Mobile Food Vending Permit holders to operate up to twelve hours per block, within a 24 hour period

c. Recommendation 3 on removing the expiry of R55 Curb Lane Vending Permits

22. City Council direct that Recommendation 10 on amending Chapter 441, Fees and Charges to lower permit fees for Sidewalk Vending Permits and Mobile Vending Permits come into effect January 1, 2027.

23. City Council direct that the following by-law amendments come into effect March 1, 2027:

a. Recommendation 4 to repeal Chapter 740, Street Vending and adopt a new Chapter 740, Street Vending and Artists

b. Recommendation 5 to repeal the busking and artist provisions in former City of Toronto Chapter 313, Streets and Sidewalks

c. Recommendation 6 to remove the need for Pedlar Assistants to obtain a licence

d. Recommendation 7 to repeal Chapter 545, Licensing, Article IV, Refreshments Sold from Vehicles and replace it with a new Article

e. Recommendation 8 to add a new article to Chapter 545, Licensing for Refreshment Vendors on Foot

f. Recommendations 11 and 12, on amending Chapter 441, Fees and Charges to make permit and licence fee additions, and add fees for retrieval of seized items

g. Recommendation 14 to not charge Hawker / Pedlars an application fee if they get a different licence, between March 1 2027 to March 1 2028.

24. City Council direct that the following by-law amendments come into effect March 1, 2028:

a. Recommendation 9 on deleting Chapter 545, Article XVII Hawkers and Pedlars

b. Recommendation 13, on deleting Hawker/Pedlar fees from Chapter 441, Fees and Charges

In a city as large and vibrant as Toronto, investing in a strong local economy supports a high quality of life for residents. Street vendors and artists contribute to these efforts by adding to the vibrancy of the public realm, strengthening community relationships, and offering the public opportunities to conveniently access food, goods and art.

City of Toronto Municipal Code Chapter 545, Licensing, outlines licence requirements that certain businesses, including mobile vendors, need to meet to operate their business in Toronto. City of Toronto Municipal Code Chapter 740, Street Vending establishes rules for vendors operating on the public Right-of-Way for the purpose of selling refreshments, including food, drink and ice cream, as well as art made by portrait artists. Additionally, former City of Toronto Municipal Code, Chapter 313, Streets and Sidewalks regulates the City’s buskers and sidewalk artists.

As directed by City Council, the City’s Municipal Licensing and Standards Division (MLS) undertook a review of the City’s street vending and artist by-laws in 2025, with the goals of:

- Improving opportunities for street vendors and artists by identifying ways to support entrepreneurship, cultural expression, and equitable access to public space, while enhancing City vibrancy and consumer options;

- Modernizing licensing requirements and processes to reflect evolving business models and reduce regulatory and financial burdens; and

- Updating and clarifying by-law language to improve consistency, comprehension, and enforceability.

The review included public and industry consultation to identify options to enhance and update the regulatory framework and address the goals of the review. Recommendations in this report include:

- Adopting a revised Chapter 740, Street Vending and Artists, that updates permit types and makes rules easier to understand for permit-holders;

- Lifting a moratorium on new sidewalk vending locations, originally established in 2002, and expanding opportunities for musical buskers by allowing them to sell original media and use amplification in their performances (under certain conditions);

- Establishing new regulations for travelling vendors, to clarify rules and increase opportunities;

- Increasing mobile vending daily limits from 5 to 12 hours; removing permit expiry for legacy curb-lane vendors; allowing more items to be sold under the current ice cream truck model and permitting the sale of non-food items to expand opportunities for mobile vendors; and,

- Reducing fees for most vending and artist permits to increase opportunities for vendors, right-sizing and harmonizing fees, and reflecting consultation feedback and jurisdictional research, while continuing to address the costs associated with administration, enforcement, and the management of public spaces.

The proposals have sought to mitigate any potential congestion impacts of an increase in vending activity through operating conditions on permits when operating in the right of way. In consultation with the Chief Congestion Officer, the recommendations in this report are not anticipated to have any significant immediate impacts on congestion, however, staff will monitor the implementation of the recommendations in this report to assess operational or congestion-related impacts that may arise from these changes.

As part of a monitoring plan, staff are proposing to report back on the implementation of the recommendations in this report, which would include an assessment of noise, congestion and/or operational issues, and propose any necessary further refinements or actions to address those issues.

This report was developed in consultation with Transportation Services, Toronto Public Health, Parks and Recreation, Environment, Climate and Forestry, Economic Development and Culture, and the Chief Congestion Officer.

The recommendations in this report include implementing new licence and permit fees and reducing some of some existing ones. Lowering permit fees will help reduce financial barriers for vendors, better align Toronto’s user fees with those of comparable municipalities while continuing to recover costs, and harmonize fees across different business types. These changes will provide greater flexibility for vendors operating with tight margins and support first-time and seasonal vendors. Reduced fees may also encourage more street vendors and artists, including those operating without a licence and new entrants, to apply for a permit or licence, which could increase net revenues.

The recommendations in this report, including lifting the moratorium on sidewalk vending and creating new opportunities for short-stop vendors, are anticipated to increase the number of street vending and artist permits issued by the City.

MLS reviewed the new and revised fees to ensure they are based on a cost recovery model, align with the City’s User Fee Policy, and appropriately reflect operating costs. The proposed fee reductions are projected to result in a $75,000 to $120,000 estimated annual decrease in revenue, assuming there is no change in the existing number of licences and permits each year. It is expected that lower fees and the proposed expanded licence and permit options will result in increased licence and permit volume, which will consequently offset the projected revenue decrease. Permit volumes would need to increase by approximately 20 additional mobile vendors, or a comparable combination of other licences or permit types, to offset the decrease. MLS will continue to monitor permit volumes and associated revenues and will address any issues through future operating budget submissions or Council reports.

As a result, no net change in revenues is anticipated from the recommendation to lower licence and permit fees. This report does not recommend any additional resources to implement the proposed bylaw amendments.

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 and the Executive Director, Social Development recommend that:

1. City Council adopt the Inclusive Economic Development Framework, as outlined in Attachment 1 to the report (March 24, 2026) from the General Manager, Economic Development and Culture and the Executive Director, Social Development as part of the implementation of Sidewalks to Skylines: A 10‑Year Action Plan for Toronto’s Economy (2025–2035).

2. City Council request the General Manager, Economic Development and Culture to include a summary of progress toward inclusive employment and entrepreneurship outcomes within Sidewalks to Skylines: A 10‑Year Action Plan for Toronto’s Economy (2025–2035) annual progress reports.

3. City Council request the Chief Planner and Executive Director, City Planning, to work with Economic Development and Culture, Social Development, and other relevant City divisions, as part of new or updated Secondary Plans, to identify opportunities to advance inclusive economic development through land use, commercial space, and related policies that support local employment, diverse business activity, and improved access to jobs.

Sidewalks to Skylines: A 10-Year Action Plan for Toronto’s Economy (2025-2035), adopted by City Council in November 2024, identifies economic polarization as a key challenge. It recognizes that attracting investment and sustaining economic growth requires a different approach—one that ensures that residents and workers across the city can participate in, and benefit from, economic growth. To advance this shift, Action #4 directs the City to collaborate with external partners to reduce barriers to economic inclusion. This was further complemented by direction in EC17.2 – A Partnered Approach to Inclusive Economic Development in December 2024 for the City to work with partners to develop an Inclusive Economic Development (IED) Framework.

This report presents the IED Framework, co‑developed over one year with an external IED Working Table representing different sectors and organizations. The IED Framework consists of definitions and principles previously approved by Council, a set of indicators of an inclusive economy, and a clear scope for City action:

- Inclusive employment and sector pathways

- Inclusive entrepreneurship and ownership

The IED Framework aims to support alignment, coordination, and accountability across existing and new City initiatives while reinforcing Council’s direction that inclusive economic development be embedded within the City’s broader economic strategy, Sidewalks to Skylines. Progress on the IED Framework will be tracked in Sidewalks to Skylines annual reporting, including the forthcoming Year One update report in Q2 2026. The IED Framework was developed through a collaboration among Economic Development and Culture (EDC); Social Development (SD); Toronto Employment and Social Services (TESS); City Planning; Purchasing and Materials Management (PMMD); People and Equity (P&E); Parks and Recreation (P&R); Children’s Services; Housing Secretariat; and Environment, Climate & Forestry (ECF).

There are no immediate financial impacts resulting from the adoption of recommendations contained within 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, Social Development recommends that:

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

Toronto’s Action Plan to Confront Anti-Black Racism is Canada’s first municipal strategy dedicated to addressing systemic anti-Black racism and improving access, outcomes, and life opportunities for Black Torontonians through City policy, programs, services, and community partnerships. Adopted by City Council in December 2017 and developed in partnership with Black communities, the Action Plan established 22 recommendations and 80 actions across five issue areas to address long-standing structural barriers and inequities experienced by Toronto’s diverse Black communities.

This report provides City Council with an update on Year Five (2023–2024), the final implementation period of the current Action Plan, confirms progress achieved between 2018 and 2024, and outlines priority work to be advanced in 2026 and early 2027. Over its lifespan, the Action Plan delivered 96 per cent of identified actions, strengthened interdivisional coordination, expanded partnerships with Black-led and Black-serving organizations, and built durable institutional capacity to apply an anti-Black racism lens across City operations. These efforts resulted in tangible community-facing outcomes while embedding accountability mechanisms to support sustained systems change.

Despite this progress, Black Torontonians continue to experience disproportionate and persistent outcomes across key determinants of wellbeing, including housing stability, food security, employment, and crisis response. Black residents remain significantly overrepresented among people experiencing homelessness, experience higher rates of food insecurity, and face elevated unemployment—particularly among youth. These outcomes reflect structural and systemic conditions that cannot be addressed through time-limited initiatives or business as usual service delivery alone and underscore the continued need for coordinated, targeted, and sustained municipal action.

The report also provides an update on Action Plan Legacy Initiatives that address complex and intergenerational barriers, including the Black-Mandated Funding Framework, the Toronto Black Food Sovereignty Plan, and the Growing in Place Initiative. These multi-year, cross-cutting initiatives extend beyond the original Action Plan timelines and demonstrate the scale, duration, and coordination required to achieve lasting systems change and improved outcomes for Black communities.

In response to City Council direction, staff are advancing work toward a renewed 10 Year Toronto Action Plan to Confront Anti-Black Racism, to be brought forward for Council consideration in Q2 2027. While this work is underway, the City will continue advancing priority actions to maintain momentum, build on prior investments, and strengthen accountability. The renewed Action Plan will build on lessons learned between 2018 and 2024, shift from foundational capacity building toward deeper, measurable systems change, and provide a clear framework to address persistent disparities experienced by Black Torontonians.

By strengthening systems and service pathways that better serve Black communities, these targeted approaches also improve effectiveness, equity, and value for money across City services, supporting broader Council priorities related to safety, access, and service quality for all Toronto residents.

This report provides an update on the implementation of the Toronto Action Plan to Confront Anti-Black Racism (CABR) Year 5 (2023 and 2024). There are no immediate financial impacts arising from the recommendations contained within this report.

The Year Five recommendations were funded through the 2023 and 2024 budgets across multiple divisions and agencies, with actuals of around $14.5 million per year over the two-year period. These investments support areas of responsive and culturally relevant childcare, youth support, employment initiatives, community economic development and cultural arts projects, community spaces, and social infrastructure that benefit all communities.

Funding for priority work in 2026 is included in the 2026 Operating Budget for various divisions and agencies. For 2027 and beyond, a staff report on a renewed 10-Year Toronto Action Plan to Confront Anti-Black Racism is expected to be submitted to Council in Q2 2027. Any financial impacts arising from the implementation of the recommendations will be submitted through future budget processes for various divisions and agencies, as required, for consideration along with other City priorities, subject to the City's financial and resource capacity.

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

The Executive Director, Social Development recommends that:

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

The Rexdale-Casino Woodbine Community Benefits Agreement demonstrates how large-scale infrastructure projects can be harnessed to deliver meaningful community benefits to local residents. The Agreement's public-private sector collaboration, workforce development targets, and community partnerships directly align with the guiding principles of Inclusive Economic Development. These guiding principles use City levers to support, alongside community partners, accessible pathways to employment, skills training and entrepreneurship for communities that have not benefitted from economic growth in the past.

This report provides a 2025 progress update on the agreement's targets and requirements. The majority of the targets and requirements of the Rexdale-Casino Woodbine Community Benefits Agreement are being met or are on track to being met. Actions to meet targets are further detailed in this report.

The Rexdale-Casino Woodbine Community Benefits Agreement was adopted by City Council in 2018 as a condition of expanded gaming at the Woodbine Racetrack site. The Agreement requires annual progress reports from One Toronto Gaming to the City of Toronto, with corresponding updates from City staff to City Council. One Toronto Gaming's 2025 annual report is included in this report as Attachment 2.

Highlights of One Toronto Gaming's progress as of December 31, 2025, includes:

Requirement: Local and Social Hiring (Operations)

- Target: 40 percent of new hiring through local or social hiring, with minimum of 20 percent local Hiring.

- Status: The social hiring target has been met. The local hiring target has not been fully met. Of the 3,428 new hires since 2018, 41 percent (1,402 individuals) self-identified as a social hire and nine percent (314 individuals) were local hires.

Requirement: Construction Hiring:

- Target: By 2022, a minimum of 10 percent of the overall hours worked by trades and craftspeople shall be worked by apprentices or journeypersons from the Woodbine local area or Equity-seeking Groups; and youth hiring initiatives will have prioritized and will continue to prioritize youth who are also members of other Equity-seeking Groups.

- Status: The combined construction hiring target has been met. Of the 2,827 people employed on the construction site since 2018, 29 percent (809 individuals) self-identified as a social hire and two percent (66 individuals) self-identified as a local hire.

Requirement: Full-time Employment:

- Target: 40 percent of total employees have full-time employment in the first two years of Expanded Gaming, rising to 50 percent after two years.

- Status: This target has been met. Of the 1,715 active employees, 63 percent (1,081 individuals) are employed on a full-time basis and 37 percent (634 individuals) are employed on a part-time basis.

Requirement: Responsible Gambling

- Target: Maintain all responsible gambling measures at Great Canadian Casino Resort Toronto.

-  Status: This target has been met. The Alcohol and Gaming Commission of Ontario has established the Common Standards and Requirements; a set of responsible gambling controls with which Ontario Lottery and Gaming and all service providers must comply. In 2024, the Ontario Lottery and Gaming Corporation partnered with Toronto Public Health to develop a five-year workplan (organized around four workstreams) to guide responsible gambling efforts from 2025 to 2029. In 2025, as part of the Data Collection and Analysis workstream, Toronto Public Health reviewed the scope and availability of local gambling-related data.

Requirement: Supply-Chain Diversity

- Target: Develop Supply Chain Diversity Policy and Procedures for non-construction procurement. Starting in 2019, at least 10 percent of annual non-construction procurement will be sought through local or diverse suppliers (specialized gaming procurement exempt).

- Status: The combined supply chain diversity target has been met. In 2025, One Toronto Gaming spent $113.3 million across 18 local suppliers and $2.34 million across 7 diverse suppliers. Collectively, this represents 35.2% of One Toronto Gaming’s baseline spend.

Requirement: Child Care Centre

- Target: Contribute $5 million to create a child care centre that will benefit Casino employees and local residents.

- Status: This target has not been fully met. A letter of credit for $5 million has been received by the City from Ontario Gaming GTA LP. In addition to the letter of credit provided to the City, $5 million has been budgeted in the 2026-2035 Capital Budget & Plan by Children’s Services for the project. As of December 31, 2025, negotiations related to the project and funding agreement are ongoing. Once completed, Children’s Services and Toronto Community Housing Corporation will confirm construction development timelines for the child care centre.

Requirement: Community Access to Space

- Target: Develop Community Access to Space Policy and Procedures. Make Entertainment Venue space available to the local community at little or no cost for at least one large-scale event per month or 12 large-scale events per calendar year.

- Status: This target has not been fully met. In 2025, One Toronto Gaming hosted seven community events.

There is no financial impact from the adoption of the recommendation in this report.

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

The Executive Director, Social Development, the Executive Director, Corporate Real Estate Management and the General Manager, Parks and Recreation recommend that:  

1. City Council receive this report for information.

2. City Council direct that Confidential Attachment 1 to this report remain confidential at this time as it relates to a proposed or pending acquisition of a property by the City and a plan to be applied to negotiations carried on by the City.

3. City Council authorize the public release of Confidential Attachment 1 of this report following the closing of any real estate transactions.

The City of Toronto operates ten community centres, known as Association of Community Centres (AOCCs), managed by volunteer Boards of Management appointed by City Council. These multi-purpose facilities serve as catalysts for neighbourhood transformation—providing inclusive spaces that strengthen civic engagement, build local leadership capacity, and advance equity-focused outcomes. All Board-approved programming is carried out by AOCC staff, who operate as City employees within the AOCC Relationship Framework, ensuring operational accountability and alignment with City standards. The City Council adopted AOCC Expansion Framework and Implementation Strategy affirm the AOCC model as essential community development infrastructure that advances equity, social cohesion, and neighbourhood resilience.

Applegrove Community Complex (“Applegrove”) became an AOCC in 1983 and is one of two AOCCs located in leased premises, occupying 7,911 square feet at the Toronto District School Board’s (TDSB) Duke of Connaught Public School, which serves as its primary program and administrative location. Facility constraints were first documented in 1988 by the City‑appointed Applegrove Relocation Task Force, which concluded that the existing space could not meet program or service requirements, and a purpose‑built City‑owned facility was required. Sustained capital funding pressures, combined with limited suitable real estate opportunities, have constrained progress toward securing a relocation facility.

This report responds to City Council direction (2026.CC38.1), and evaluates multiple relocation options for Applegrove, each assessed for program fit, facility adequacy, capital and operating cost implications, and implementation feasibility. The facility scenarios currently under consideration include:

1.  Maintain operations at the existing TDSB-leased facility at 60 Woodfield Road;

2.  Relocate or expand S.H. Armstrong Community Recreation Centre at 56 Woodfield Road, as a hybrid ‘Integrated Facility’ with a global operating budget;

3.  Acquire and fit-up a privately owned building in the Greenwood‑Coxwell area; or

4.  Incorporate Applegrove within the mixed‑use Toronto Builds development at 1631 Queen Street East.

While several relocation options may be viable under varying future conditions, the analysis identifies that the acquisition and fit-up of a privately owned facility in the Greenwood–Coxwell area presents the strongest potential alignment with long‑term programmatic and operational requirements, contingent upon the availability of new capital funding. Additional site‑specific and financial details associated with this option are outlined in Confidential Attachment 1.

The AOCC portfolio faces significant state of good repair obligations, as well as expansion and relocation pressures. The City Council-directed (EC24.2) AOCC Facilities and Operations Plan will build upon and operationalize the AOCC Implementation Strategy by establishing a prioritized, citywide, multi‑year framework to support the long‑term sustainability and strategic growth of the AOCC portfolio. Through this Plan, Social Development and Corporate Real Estate Management will consider facility renewal and capital improvement needs across all AOCC locations, with reinvestment decisions aligned with lifecycle asset‑management principles and for consideration through the City's Budget process.

Four relocation options for the Applegrove Community Complex have been identified and evaluated with the objective of balancing program delivery needs against both capital and operating cost considerations. This assessment examines program suitability, financial requirements, operational impacts, real estate constraints, and implementation risks. The estimated capital and operating costs, which are currently unfunded and require significant investments to acquire, fit out, and maintain a facility tailored to specific program needs, as well as related administrative and program delivery impacts, are summarized in Table 3 of this report.

Longer-term funding requirements, including capital and operating projections for the Applegrove Community Complex, will require further review with interdivisional partners to ensure alignment with City-wide priorities, affordability, and feasibility. Funding requests will be considered through future budget processes and evaluated under the City’s Capital Prioritization Framework.

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, Social Development, the Executive Director, Corporate Real Estate Management and General Manager, Parks and Recreation recommend that:  

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

The Executive Director, Social Development, Executive Director, the Corporate Real Estatement Management and the General Manager, Parks and Recreation will be submitting a report to evaluate relocation options for Applegrove Community Complex, as directed by City Council (2026.CC38.1), to the Economic and Community Development Committee before its meeting on April 9, 2026.

Further information on financial impacts will be outlined in the forthcoming supplementary report.

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, Parks and Recreation recommends that:

1. City Council approve the park mobile vending program as described in Section 2 of this report and direct the General Manager, Parks and Recreation to implement the program, based on the park selection criteria in Section 2.2 and in consultation with the Ward Councillor. 

2. City Council authorize the General Manager, Parks and Recreation in consultation with the Ward Councillor, to execute licence agreements for food concessions with interested community-based non-profit groups for a term of up to five years, on terms and conditions satisfactory to the General Manager, Parks and Recreation, and in a form satisfactory to the City Solicitor, provided that the community based non-profit group pays the negotiated market licence fees, and provides recreation benefits in adjacent spaces as outlined in Section 3.2 of this report, as determined by the General Manager, Parks and Recreation. 

3. City Council authorize the General Manager, Parks and Recreation to execute licence agreements with concession operators selected through a concession program application process to be established by the General Manager, Parks and Recreation as outlined in Section 3.3 of this report for an initial term of three to five years, including an option to renew for up to five additional years at the discretion of the General Manager, Parks and Recreation, all on terms and conditions satisfactory to the General Manager, Parks and Recreation and in a form satisfactory to the City Solicitor. 

4. City Council direct the General Manager, Parks and Recreation, to report back to City Council in 2027 with an update on the park mobile vending program and the four-year food and beverage strategy as described in Section 4 of this report.

In response to City Council direction (2025.MM29.8), this report outlines near-term actions to increase food and beverage options in parks, where appropriate, including an assessment of existing physical structures and operating models. The report also establishes a clear pathway toward a comprehensive four-year food and beverage strategy to be brought forward for Council consideration in 2027.

Toronto’s parks are among the City’s most valued public spaces, but food and beverage services remain limited, inconsistent, and developed on a site-by-site basis. A more coordinated, city-wide approach is needed to improve access, modernize infrastructure, and reduce barriers for small businesses and community organizations. To that end, this report:

- Describes the current state of mobile vending, concessions, and restaurant services in parks, including key benefits and challenges;

- Recommends launching a City-coordinated mobile vending program with a phased rollout across selected parks starting June 25, 2026, supported by clear rules, consistent oversight, and engagement with local Councillors and communities;

- Recommends a simplified concession application process, improving access for non-profits and small operators, while maintaining competitive processes at high-demand sites; and

- Establishes four guiding principles and a roadmap for the development of a four-year food and beverage strategy to be presented to Council in 2027 to guide long-term decisions on investment, infrastructure, operating models, and service standards.

Implementation of the proposed actions will include targeted engagement with Ward Councillors, Business Improvement Areas, community stakeholders, and prospective operators, with ongoing monitoring and evaluation to assess program performance and inform future refinements. This report was prepared in consultation with Municipal Licensing and Standards (MLS), Toronto Public Health (TPH), Solid Waste Management Services (SWMS), Purchasing and Materials Management Division (PMMD), and other internal City Divisions, as appropriate.

Parks and Recreation (PR) currently administers a range of food and beverage services across the parks and recreation system, including mobile vending, concessions, and full-service restaurant operations in select locations. Existing operators work under licence or lease agreements and contribute to the City through a combination of fixed rent, base licence fees, and revenue-sharing arrangements, depending on the operating model and location. Over the last three years, historical revenue from food and beverage agreements has ranged from $1.1 million to $1.2 million annually.

Table 1.1: Historical Food and Beverage Revenue by Category

The recommendations in this report are expected to have no material net operating budget impact in the short term. The proposed new staged City-Coordinated Park Mobile Vending Program is anticipated to generate modest revenue in the first year based on the projected level of vendor participants. Incremental revenues generated through mobile vending permits and concession licences will be used to offset program administration, marketing, and oversight costs.

Table 1.2: Projected Vendor Participation and Revenue Projections

Any future operating or capital impacts associated with expanded food and beverage services will be brought forward for Council consideration through the four-year food and beverage strategy and the City’s annual budget process.

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, Parks and Recreation recommend that:

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

This report responds to City Council’s direction in item 2025.MM29.8 to provide options for expanding food and beverage services in parks, where appropriate, including an assessment of existing physical structures and operating models.

It outlines improvements for the 2026 season and sets out four key principles that will guide development of a comprehensive four‑year food and beverage strategy for Toronto’s parks and recreation system, to be brought forward for Council consideration in 2027.

This report approach will be organized into four sections:

-  Review of Current Food and Beverage Offerings: An overview of existing services, including mobile vending, concessions, and restaurants, along with an assessment of their benefits and challenges.

-  Immediate Options to Increase Food and Beverage Availability: Actions that can be implemented quickly to improve access and respond to public demand, while leveraging existing assets and partnerships.

-  A Simplified Concession Program Application Process: A new process to make it easier for community‑based non‑profits and small operators to access concession spaces.

-  Introduction of Four Guiding Principles for the 2027 Food and Beverage Strategy: A set of principles and a public engagement plan that will shape long‑term planning and inform future decisions related to investment, operating models, and infrastructure across the parks and recreation system.

Further information on financial impacts will be outlined in the forthcoming supplementary report.

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

The Chief Financial Officer and Treasurer recommends that:

1. City Council adopt and certify the 2026 recommended Operating Budgets and Levy requirements of the following Business Improvement Areas:

2. City Council adopt and certify the amended 2026 recommended Levy Funds requirements of the Upper Avenue BIA to $187,298.

3. City Council elect to have the subclasses for the commercial and industrial property classes apply for 2026, and to apply the respective BIA special levy rate reductions to the subclasses, all as set out in Appendix C.

This report brings forward Business Improvement Area (BIA) annual Operating Budget for approval by City Council as required by the City of Toronto Act, 2006. City Council approval is required to permit the City to collect funds through a special levy on the rateable commercial and industrial properties within the respective BIA boundaries. Special levy rate reductions for the subclasses have been set out in Appendix C, for properties in the subclasses of the commercial and industrial property classes.

The BIA is an association, independently managed from the City and operated by local businesses and property owners, joining together to organize, finance, and deliver capital streetscape improvements, and to promote economic development in a district with its own governance structure as set out in Chapter 19 of the Toronto Municipal Code and the City of Toronto Act, 2006.

There are currently 86 established BIAs in the City of Toronto. City Council previously approved the 2026 Operating Budgets for 64 BIAs through Report 1 at its meeting on February 4, 2026 (Item 2026.CC36.5). Included in this Report 2 is the 2026 Operating Budgets for the 21 BIAs for City Council approval. One BIA, Historic Queen East, is inactive. Report 2 also contains a recommended technical adjustment to 2026 Levy Funds Required outlined in Recommendation 1 of Report 1, specifically pertaining to the Upper Avenue BIA. No City funding is required since the financing of individual Business Improvement Area Operating Budgets is raised by a special levy on the rateable commercial and industrial properties within the respective BIA boundaries.

Under current Chapter 19 of the Toronto Municipal Code, the Business Improvement Areas By-law does not have specific provision requiring a BIA maintain a certain amount in their accumulated surplus. Should a BIA find itself in a deficit, be dissolved or becomes inactive, City Council has the authority to collect funds required and liabilities including interests, through the BIA levy as stipulated under the By-law. If a board is dissolved and the liabilities exceed the assets assumed by the City, Council shall recover the difference.

The recommendation in this report reflects the board-adopted 2026 Operating Budgets by the respective BIAs’ Boards of Management and General Membership. Complete budgets and supporting documentation have been reviewed by City staff to ensure that the 2026 Operating Budgets for BIAs reflect Council’s approved policies and practices.

Financing of the Business Improvement Area Operating Budgets is raised by a special levy on the rateable commercial and industrial properties within the respective BIA boundaries, accumulated surplus, grants administrated and funded by the city and/or external parties, donations, sponsorships, festival revenues, and other third-party revenues. The BIA Office within the Economic Development and Culture Division (EDC) works with the BIAs to ensure that all BIAs are aware of the available City grant programs.

The BIA operating budgets and changes in levies are board-adopted by the respective BIAs’ Boards of Management and General Membership. The 2026 Operating Budgets for the 21 BIAs total $9.934 million which requires a special levy in the amount of $4.836 million. All of the 2026 BIA Operating Budgets submitted for consideration are balanced budgets that are managed independently by the BIAs and not economically dependent on the City. Detailed budgets of individual BIAs discussed in this report are set out in Appendix A.

The Business Improvement Areas - 2026 Operating Budgets - Report 1 included an outdated 2026 Levy Funds Required recommendation for the Upper Avenue BIA, understating the levy amount by $9,000. This report recommends correcting the BIA levy to the accurate total of $187,298.

The BIA Operating Budgets have provisions set aside for required capital cost-sharing contributions for those capital projects approved in 2025 or prior and carried forward into 2026, as well as new capital cost-share projects in the 2026-2035 Capital Budget and Plan for Economic Development and Culture through the 2025 Budget process.

The dates at which the 2026 Operating Budgets were adopted by the respective BIAs’ Boards of Management and General Membership are provided in Appendix B.

The Toronto Francophone Affairs Advisory Committee recommends that: 

1. The Economic and Community Development Committee request the General Manager, Economic Development and Culture, to prepare a progress report summarizing actions the City has taken related to the Committee’s recommendations in the current term, and to report back to the Toronto Francophone Affairs Advisory Committee at its meeting on June 18, 2026.

At its meeting on February 12, 2026, the Toronto Francophone Affairs Advisory Committee considered Item FA7.1 and made recommendations to the Economic and Community Development Committee.

Summary from the letter (November 19, 2025) from Mareva Cestor

In our review of the Committee’s current planning practices and mandate, we believe that strengthening planning processes and establishing an annual report will contribute to more transparent, coordinated, and results-oriented decision-making.

Adding a dedicated item to discuss planning processes will help clarify how work items are identified, prioritized, and aligned with the Committee’s mandate.

An annual progress report would also provide members, City staff, and City Council with a clear overview of achievements, challenges encountered, and areas requiring additional attention, thereby supporting long-term planning.

This motion therefore seeks to add an item to the agenda to allow the Committee to examine its planning process and to request the development of an annual report outlining the progress made throughout the year.

The Toronto Francophone Affairs Advisory Committee recommends that:

1. The Economic and Community Development Committee request the General Manager, Economic Development and Culture, in consultation with the Chief People Officer, to include in the report back to the Toronto Francophone Affairs Advisory Committee on June 18, 2026 on the subject of existing services available to French-speaking Torontonians, the number of City jobs that have the posted requirement to speak French and how many of those jobs are filled.

At its meeting on February 12, 2026, the Toronto Francophone Affairs Advisory Committee considered Item FA7.5 and made recommendations to the Economic and Community Development Committee.

Summary from the letter (January 14, 2026) from Councillor Alejandra Bravo

Regarding Item 12 on the Toronto Francophone Affairs Advisory Committee workplan, “Overview of existing services available to French speaking Torontonians”, I have received the following information:

- At its meeting on October 17, 2024, the Toronto Francophone Affairs Advisory Committee requested that staff explore the feasibility of creating an inventory of City-delivery services in French.

- Staff reported back with a feasibility and time estimate at the Toronto Francophone Affairs Advisory Committee meeting on February 13, 2025. The item was discussed at the April 8, 2025 meeting of the Economic and Community Development Committee and noted at the Toronto Francophone Affairs Advisory Committee meeting of July 11, 2025.

- The direction from Economic and Community Development Committee was for Economic Development and Culture to “consider including the creation of an inventory of City-delivered services in French in the Toronto Francophone Affairs Advisory Committee’s 2026 work plan, given current priorities regarding the United States tariff response-related work”.

- Following cross-divisional discussion, Economic Development and Culture has determined that this work can be carried out within its Strategic Policy and Management Services section.

- Economic Development and Culture will add this research item to the Strategic Policy and Management Services work plan for 2026, with the aim of reporting back to the Toronto Francophone Affairs Advisory Committee at the June 18, 2026 meeting.

The Toronto Francophone Affairs Advisory Committee recommends that: 

1. The Economic and Community Development Committee request the City Manager to include the information contained in the letter (January 15, 2026) from Councillor Alejandra Bravo and attachment 1 as part of the report back to the Toronto Francophone Affairs Advisory Committee requested by the Economic and Community Development Committee in Item 2025.EC.19.9.

At its meeting on February 12, 2026, the Toronto Francophone Affairs Advisory Committee considered Item FA7.4 and made recommendations to the Economic and Community Development Committee.

Summary from the letter (January 15, 2026) from Councillor Alejandra Bravo

On April 7 and 8, 2022, City Council directed the City Manager to report to the Toronto Francophone Affairs Advisory Committee on the feasibility of Toronto rejoining Association Francophone des Municipalités de l’Ontario (https://secure.toronto.ca/council/agenda-item.do?item=2021.FA5.4).

I have met with staff on this issue. Following a series of meetings between City staff and Association Francophone des Municipalités de l’Ontario in 2025, Association Francophone des Municipalités de l’Ontario provided staff with the attached information package that includes an overview of their organizational mission and values, membership benefits, and governance and fee structures (see Attachment 1). Staff are continuing to engage with Association Francophone des Municipalités de l’Ontario to understand the tangible intergovernmental advocacy benefits of Association Francophone des Municipalités de l’Ontario membership to residents of Toronto.

Staff expect to report back to the Toronto Francophone Affairs Advisory Committee on whether to pursue Association Francophone des Municipalités de l’Ontario membership at their meeting in June 2026.

The Confronting Anti-Black Racism Advisory Committee recommends that:

1. Economic and Community Development Committee request the City Manager, in consultation with the Confronting Anti-Black Racism Unit and relevant divisions, to report to City Council as part of the development of the neighbourhood assessment tool and to provide a briefing note as part of the 2027 budget process on a citywide framework for scaling Social Development Plans/ Community Development Plans, including:

a. Identification of priority neighbourhoods for implementation, including those with significant Black and racialized populations;

b. Governance models that ensure resident-led and community-based decision-making;

c. Integration with existing City strategies related to community safety, housing stability, employment, and social development; and

d.  Opportunities to partner with neighbourhood associations, coalitions, and grassroots organizations.

2. City Council request the Mayor to consider, in the development of the 2027 budget, allocating ongoing yearly funding in the range of $250,000-$500,000 annually per neighbourhood to support neighbourhood associations or community-led coalitions to implement Social Development Plans.

3. Economic and Community Development Committee request the Executive Director, Social Development to consider the establishment of equity-based indicators and accountability mechanisms, in the development and implementation of Social Development Plans / Community Development Plans include, including:

a. Collection and reporting of disaggregated race-based data related to youth opportunities, community safety, service access, and housing stability; and

b. Alignment with the Toronto Action Plan to Confront Anti-Black Racism, the United Nations International Decade for People of African Descent (Recognition, Justice, Development), and relevant City equity frameworks.

4. City Council reaffirm that Social Development Plans/Community Development Plans are core anti-Black racism interventions, as they:

a. Address neighbourhood-level disparities in safety, policing, housing access, and economic mobility;

b. Build capacity within Black and racialized communities; and

c. Support resident-led, equity-based governance and community resilience.

At its meeting on March 23, 2026, the Confronting Anti-Black Racism Advisory Committee considered item CR9.3 and made recommendations to Economic and Community Development Committee and City Council.

The Confronting Anti-Black Racism Advisory Committee recommends that:

1. City Council request the Board of Directors, Toronto Community Housing Corporation, to request the Chief Executive Officer, Toronto Community Housing Corporation to consider implementing a moratorium on arrears-related evictions effective July 30, 2026, until November 15, 2026, or until such time as City Council receives and considers a comprehensive plan to address the rise in evictions, particularly their disproportionate impact on Black, Indigenous, racialized, and low-income tenants.

2. City Council request the Board of Directors, Toronto Community Housing Corporation, in consultation with the City Manager, to develop and implement a rehousing and housing stability pathway for tenants who have been evicted from Toronto Community Housing Corporation-operated social housing, with priority given to:

a. Black, Indigenous, and racialized tenants;

b. Seniors, persons with disabilities, families with children, and youth; and

c. Tenants displaced through arrears-related, administrative, or non-violent evictions.

3. City Council declare that Toronto is experiencing an escalating housing crisis, with increasing evictions from social housing, the housing of last resort for many residents, including seniors, persons with disabilities, youth, and families from equity-seeking communities.

4. City Council reaffirm its commitment to addressing anti-Black racism in housing, consistent with:

a. The Toronto Action Plan to Confront Anti-Black Racism; and

b. The United Nations' International Decade for People of African Descent (Recognition, Justice, Development).

5. City Council request the Board of Directors, Toronto Community Housing Corporation, to direct the Chief Executive Officer, Toronto Community Housing Corporation to report to the Board of Directors, Toronto Community Housing Corporation by the fourth quarter of 2026 on:

a. The number and demographics of Toronto Community Housing Corporation tenants facing eviction, disaggregated by race, gender, age, postal code, and type of eviction;

b. The number and demographics of former Toronto Community Housing Corporation tenants who have been evicted and remain unhoused or housing-insecure; and

c. Immediate and long-term interventions to prevent evictions and support rehousing in social housing.

At its meeting on March 23, 2026, the Confronting Anti-Black Racism Advisory Committee considered item CR9.4 and made recommendations to City Council.

The Executive Director, Housing Secretariat, recommends that:

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

At their meeting of March 23, 2026, the City’s Confronting Anti-Black Racism Advisory Committee (CABRAC) moved a motion with several requests to City Council related to requests of the Toronto Community Housing Corporation (TCHC) Board of Directors. The motion will be considered by Economic and Community Development Committee (ECDC) on April 9, 2026 (Item EC27.13). 

The motion highlights important information about the impact of evictions on Black TCHC tenants, however staff have concerns regarding the interpretation of the data the motion is premised on as well as potential unintended consequences of proceeding with adoption of the recommendations.

Further review of the potential impacts of a moratorium on evictions, a specific re-housing strategy for TCHC households that have been evicted, and an imposed timeline for TCHC to complete identity data work is necessary to fully understand potential implications.

The information in this report is intended to provide additional context and clarification to members of the Economic and Community Development Committee as they consider EC27.13.

There are no financial impacts associated with this report.

Councillor Dianne Saxe recommends that:

1. The Economic and Community Development Committee request the Fire Chief and the Chief of Toronto Paramedic Services to collaborate to review all available options for reducing resident sleep disturbances from the use of warning sounds on emergency services vehicles, especially in the immediate vicinity of paramedic and fire stations and hospitals, and to report back to this committee in Q1 of 2027.

Emergency services vehicles are and must be equipped with sirens and air horns to warn pedestrians, cyclists and drivers to move aside when the emergency services vehicles are responding at speed to an emergency. Unfortunately, in dense downtown areas such as Ward 11, there are a large number of emergency calls 24/7, and therefore a high and growing frequency of middle-of-the-night sirens and air horns.

Ward 11 constituents who live close to EMS or fire stations or hospitals report that the frequent, piercing noise from these sirens and air horns is causing serious and chronic sleep disruptions for residents many storeys above the road. As No More Noise Toronto has documented, chronic sleep disruptions have serious health implications for those affected, and can reduce the safety of third parties by degrading the professional performance of doctors, pilots, and others affected by such sleep disruptions.

Noise is difficult to control in a dense urban area, but our sleep-deprived constituents deserve to know that everything possible is being done to focus necessary warning sounds from emergency vehicles on other road users, and to prevent such sounds from adversely affecting nearby residents.