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/)

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

1. City Council adopt updates made to Sidewalks to Skylines Actions 2, 3, 6, 7, 9, 12, 32, 52, 60 and 70, the integration of Actions 74 to 77 from the Mayor's Economic Action Plan in Response to US Tariffs, and the addition of Actions 78 to 80 focused on Inclusive Economic Development as part of Sidewalks to Skylines first five-year work plan as outlined in Attachment 1 to this report from the General Manager, Economic Development and Culture.

In November 2024, Toronto City Council adopted Sidewalks to Skylines: A 10-Year Action Plan for Toronto’s Economy (2025-2035). Shortly following, in March 2025, City Council adopted the Mayor's Economic Action Plan in Response to US Tariffs responding to significant changes in American economic policy relating to Canada. This report provides an update on the City's progress in implementing Sidewalks to Skylines in 2025, the Action Plan in Response to US Tariffs in 2025 and 2026 and the Red Tape Hotline for Businesses pilot project.

Sidewalks to Skylines and the Mayor's Economic Action Plan in Response to US Tariffs are City-wide efforts, spanning work across multiple City Divisions. With the support of other City Divisions, the Economic Development and Culture Division (EDC) is coordinating the tracking of implementation of these two comprehensive economic development plans.

One year into the implementation of Sidewalks to Skylines, over 90 percent of the plan's original 73 actions are completed or in process. This report provides an overview of the work in 2025 toward achieving these actions and highlights key progress and successes. The report recommends Council adopt updates to the original 73 Sidewalks to Skylines actions and add four actions from the Tariff Action Plan not otherwise addressed in Sidewalks to Skylines and three actions focused on Inclusive Economic Development.

Attachment 1 provides a detailed status update on the first year of implementation for all original Sidewalks to Skylines and additionally lists the four net-new long-term actions of the Tariff Action Plan and three actions on inclusive economic development, for a total of 80.

There are no immediate financial impacts resulting from the adoption of recommendations contained within this report. If adopted by City Council, Economic Development and Culture will continue to implement the Sidewalk to Skylines actions that can be advanced within the Division's annual budget in 2026.

Through the 2025 budget process, EDC secured and administered new and enhanced funding to support Sidewalks to Skylines. No new and enhanced requests for Sidewalks to Skylines or the Mayor's Economic Action Plan in Response to US Tariffs were included in the 2026 budget. For 2027 and future budget processes, EDC will continue to advise Council of resource requirements including staffing impacts, to advance recommended actions that are currently unfunded.

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 authorize the General Manager, Economic Development and Culture, to establish the Heritage Organization Operating Partnership program to provide operating funding to not-for-profit heritage organizations in accordance with the City of Toronto's Community Grants Policy and the City of Toronto Heritage Organization Operating Partnership Program Guidelines as outlined in Attachment 4 to this report from the General Manager, Economic Development and Culture, with implementation commencing in 2026.

2. City Council authorize the General Manager, Economic Development and Culture, to negotiate and execute single- and multi-year contribution agreements for not-for-profit heritage organizations funded through the Heritage Organization Operating Partnership program, with funding recipients and grant amounts to be determined annually by the General Manager within the budget allocation for the program, and on such terms satisfactory to the General Manager, Economic Development and Culture, and in a form satisfactory to the City Solicitor.

3. City Council direct the General Manager, Economic Development and Culture, to establish the Museums and Heritage Sector Development Program to fund heritage activities across Toronto, substantially in accordance with the City of Toronto's Community Grant Policy and the City of Toronto Museums and Heritage Grant Program Guidelines as outlined in Attachment 5 to this report from the General Manager, Economic Development and Culture, with implementation commencing in Q4 2026.

4. City Council authorize the General Manager, Economic Development and Culture, to negotiate and execute single- and multi-year contribution agreements for not-for-profit heritage organizations funded through the Museums and Heritage Sector Development Program, with funding recipients and grant amounts to be determined annually by the General Manager within the budget allocation for the program, and on such terms  satisfactory to the General Manager, Economic Development and Culture, and in a form satisfactory to the City Solicitor.

5. City Council authorize the General Manager, Economic Development and Culture, to negotiate and execute one-time and multi-year agreements with not-for-profit organizations funded through the Cultural Hotspot program and Youth Cultural Incubators Stabilization Initiative program, with funding recipients and grant amounts to be determined annually by the General Manager, Economic Development and Culture, within the budget allocation for the program, and on such terms satisfactory to the General Manager, Economic Development and Culture, and in a form satisfactory to the City Solicitor.

The City of Toronto has a long-standing commitment to strengthening the city’s cultural vibrancy and economic prosperity through Economic Development and Culture (EDC) grant programs, directed grants, and event sponsorships. These investments are aligned with City priorities and support programs, projects, operational needs, and events that foster collaboration and innovation across Toronto’s cultural sector and the broader economy. In accordance with City Council direction, this staff report provides an overview of EDC’s annual grant-making activities, including a list of all grant recipients.

This report also presents the final phase of the Economic Development and Culture (EDC) multi-year grant reform, which started in 2018 to make all EDC funding opportunities more transparent, equitable, and aligned with the 2019 City of Toronto Community Grants Policy. This final phase includes the establishment of the Heritage Organization Operating Partnership and the Museums and Heritage Microgrant Programs, which will enable museums and heritage spaces to serve as accessible hubs for storytelling, learning, and civic engagement. Through these programs, the City will demonstrate equity, access, and transparency in museums and heritage funding, strengthening inclusive participation, supporting diverse cultural expression, and reinforcing Toronto’s cultural infrastructure. No new funding is being requested, and the program will leverage funds currently provided as directed grants, already accounted for within EDC’s existing operating budget allocation.

The completion of EDC's grant reform is an important step to advancing the Council-approved strategies outlined in the Division's two guiding strategic plans: Sidewalks to Skylines: An Action Plan for Toronto’s Economy and Culture Connects: An Action Plan for Culture in Toronto.

There are no current year financial implications resulting from the adoption of the recommendations contained in this report. The Museums and Heritage Funding Program will be funded through $100,000 in reallocation within EDC, with no net new financial impacts

Any future year financial impacts arising from the recommendations in this report will be accommodated within the Operating Budget of the Economic Development and Culture Division.

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:  

1.City Council designate the area outlined in Attachment 1 as the expanded boundaries of The Riverside District Business Improvement Area, under the City of Toronto Municipal Code Chapter 19, Business Improvement Areas.

2.City Council direct the General Manager, Economic Development and Culture to conduct additional consultation with City Divisions, including but not limited to Transportation Services and City Planning, regarding any further proposed expansion to the Riverside BIA, and to review the BIA boundary expansion process to ensure that it is transparent and balances the interests of local businesses, BIAs and the City of Toronto and report back to City Council as a part of the 2027 Annual Update on the Implementation of Sidewalks to Skylines,

3.City Council direct the City Solicitor to submit a By-law to designate the area outlined in Attachment 1 as the expanded boundaries of The Riverside District Business Improvement Area.

4.City Council amend Schedule A of the City of Toronto Municipal Code Chapter 19, Business Improvement Areas, as necessary, to reflect the expanded boundaries of The Riverside District Business Improvement Area.

The purpose of this report is to recommend the expansion of The Riverside District Business Improvement Area (BIA) boundary outlined in Attachment 1. In accordance with Chapter 19 of the City of Toronto Municipal Code, the City Clerk conducted a poll to determine if there is sufficient support to expand The Riverside District BIA boundary outlined in Attachment 1. The City Clerk received a majority of accepted ballots that were in favour of expanding the BIA.

While polling results were favourable, the BIA boundary expansion process did not include adequate consultation with key City Divisions to ensure coherence with key City policies and goals in such a way that the City's interests would be fully considered. As a result, when the poll was circulated the initial proposed boundary expansion failed to reflect certain key City policy needs such as traffic management.   The recommended expansion boundary has been revised to address the need for divisional consultation with a partial expansion now proposed versus the original expansion. Staff will also be reviewing the broader process for any BIA boundary expansion to ensure stronger organizational alignment allowing for a 'whole‑of-City' approach.

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

Capital budgets may be affected in future years should streetscape or other capital improvements be undertaken by the expanded BIA. Capital improvements are generally cost-shared equally between the BIA and the City.

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

The General Manager, Toronto Shelter and Support Services, and the Executive Director, Corporate Real Estate Management recommend that:

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

Toronto’s shelter system is undergoing a period of transition, with recent reductions in homelessness alongside continued demand for stable shelter solutions that meet the diverse needs of those experiencing homelessness. The City continues to require a more stable, coordinated, and long-term approach for shelter infrastructure and service delivery across the city.

This report provides the annual update on shelter infrastructure planning and delivery, including progress made in shelter development, and key next steps to advance a more sustainable and responsive shelter system.

Over the past year, the City has made measurable progress implementing the Homelessness Services Capital Infrastructure Strategy (HSCIS). This includes advancing 11 new shelter sites that will deliver 1,057 new spaces in Toronto's shelter system. Concurrently, the City has continued to transition out of large, temporary shelter programs, advance capital planning and design for new purpose-built facilities, and strengthen community engagement and interdivisional coordination to support new shelters successfully integrate into neighbourhoods. These achievements represent a critical phase in shifting the shelter system toward greater stability, improved service delivery, and more equitable access to shelter infrastructure across Toronto.

Building on this progress, the report outlines the next phase of HSCIS implementation, including advancing the design and construction of secured sites, continuing site acquisition to meet long-term targets, and supporting the planned transition from temporary programs. It also provides updates on related initiatives, such as the Housing and Shelter Infrastructure Development (HSID) program and the George Street Revitalization (GSR).

Collectively, this work positions the City to deliver on Council’s direction to modernize the shelter system, strengthen capacity with cost effective solutions, and improve outcomes for people experiencing homelessness.

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

The Homelessness Services Capital Infrastructure Strategy (HSCIS), approved by City Council, is estimated to cost $674.5 million over the ten-year capital planning period (2024-2033) for the development of permanent sites to create 1,600 spaces to accommodate growth in specific sectors of the shelter system and support relocation and closure of costly temporary programs.

HSCIS shelters will reduce long-term operating costs and improve financial stability in the system. Through the development of permanent shelter infrastructure, Toronto Shelter and Support Service (TSSS) estimates to realize annualized savings of approximately $49.5 million once all sites are open. TSSS is committed to realizing and capturing all benefits arising from these capital investments. Operating impacts will be reviewed each year and be considered as part of future year budget processes.

Council has approved funding of $507.5 million to acquire, design and construct thirteen new shelters.  The 2026 Capital Budget and 2027-2035 Capital Plan for TSSS includes a total of $382.5 million to design and construct the eleven sites acquired in 2024 and 2025 for approximately 1,057 spaces, as well as for two additional sites.

The remaining unfunded balance of $167.0 million will be required for additional sites and will be submitted through 2027 and future budget processes for consideration along with other City priorities, subject to the City's financial and resource capacity.

The 2026 Capital Budget and 2027-2035 Capital Plan for TSSS also includes the required funding for the Housing and Shelter Infrastructure Development (HSID) and the George Street Revitalization (GSR), Winter Planning, SOGR and AODA.

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

The General Manager, Parks and Recreation recommends that:  

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

Early Local Registration (ELR) was directed by Toronto City Council in October 2024 to improve local access to high-demand, free registered recreation programs at the City’s Free Centres, particularly for residents living nearby and in lower-income neighbourhoods. ELR allows eligible residents living within a defined catchment area near a Free Centre to register for programs one week in advance of general registration.

Parks and Recreation implemented ELR using a phased approach beginning in Summer 2025, initially at six Free Centre locations, with gradual expansion over successive registration sessions. ELR will be fully implemented at all 37 Free Centre locations with registered programming by Fall 2026. 

Implementation of ELR has been supported by extensive community and Councillor engagement, local outreach, and targeted promotion. Over the past year, more than 3,600 residents have been directly engaged through in-person, virtual, and pop-up sessions, alongside hyper-local communications and partnership with community agencies and City divisions.

ELR is guided by a data-driven program design and ongoing evaluation. Findings to date indicate that ELR has improved access to registered programs for local residents and residents from lower-income areas at participating Free Centres, while resulting in an expected reduction in access for some non-local clients. The impacts of this displacement have been closely monitored and mitigation measures, including individualized client support, promotion of the Welcome Policy, and service planning adjustments where possible, have been implemented to help address identified challenges. 

The purpose of this report is to provide City Council with an update on the implementation of Early Local Registration, summarize evaluation findings and outcomes to date, and outline the approved sustainment approach to support the ongoing delivery of the program.

Funding to support the expansion and sustainment of ELR was approved through the City’s 2026 budget process. This includes $2.18 million in 2026, $0.85 million in 2027, and $0.70 million in 2028, for a total investment of $3.73 million over the 2026–2028 period. This funding supports the full implementation of ELR across all 37 Free Centre locations with registered programming. 

Beginning 2029 and onward, ongoing sustainment costs are estimated at $0.70 million annually. These costs would be requested through the 2029 Operating Budget submission, subject to Council approval, to ensure continued support for staffing, outreach and promotion, communications, technology and system support, and site‑level operational support necessary to maintain the successful delivery of the Early Local Registration initiative. 

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 authorize the General Manager, Parks and Recreation, to approve the following eligibility criteria to reimburse the cost of insurance to permit a park oven:

- non-profit organizations, charities, and community groups that have been involved in the establishment and ongoing operation of a park oven;

- operate the ovens for multiple public events during one or more seasons;

- provide opportunities for community education on oven use during public events;

- submit proof of payment for insurance; and

- submit a short report about the public events involving the oven.

2. City Council authorize the General Manager, Parks and Recreation to implement, on an annual basis, a process to allocate a maximum of $10,000 to reimburse the costs of insurance to permit a park oven, in accordance with criteria set out in Recommendation 1 and on terms acceptable to the General Manager, Parks and Recreation, starting with the following organizations in 2026:

- Centre for Local Research into Public Space (Dufferin Grove Park, Ward 9)

- Friends of Christie Pits (Christie Pits Park, Ward 11)

- Fred Victor as Trustee for Friends of Regent Park (Regent Park, Ward 13)

- Friends of Sorauren Park (Sorauren Park, Ward 4)

- Neighbours of Dentonia Park (Dentonia Park, Ward 19)

- Thorncliffe Park Women's Committee (R.V. Burgess, Ward 15)

- Second Rise (Alexandra Park, Ward 10)

In response to City Council direction (2025.EC20.1), this report provides a progress update on steps taken to expand community access to outdoor ovens in parks by removing financial and administrative barriers. All of the actions directed by City Council in May 2025 have been implemented, with the majority completed.

To remove financial barriers, permit fees were eliminated for Toronto residents and non-profit organizations and insurance costs were reduced by thirty per cent for recurrent permit holders. This report recommends reimbursement of insurance costs for the non-profit organizations, charities and community groups that have been involved in the establishment and operation of an oven in a City park for recurrent public programming.

To remove administrative barriers, outdoor ovens can now be booked online for one or more dates at a time, and oven availability and usage information can be viewed online. Procedures for onsite staff support to oven users have been updated to deliver consistent, reliable service at all locations. The City's policy on Outdoor Ovens in City Parks was amended, as directed, regarding long-term agreements.

In 2026-2027, Parks and Recreation will build on these improvements in order to encourage wider public awareness and enjoyment of the City's outdoor ovens network.

The financial impact of $10,000 will be managed through the through the Parks and Recreation 2026 operating budget.

The City will reimburse community organizations for the purchase of seasonal insurance to book outdoor ovens for recurrent public programming in 2026; the total amount of all reimbursements combined not to exceed $10,000, with funding available through Parks and Recreation 2026 operating budget.

Three-month, bulk seasonal insurance coverage ($2M liability) for residents and non-profit organization permits has been negotiated with the City's insurance supplier as follows:

- $250 for 1-25 participants - one permit per week

- $500 for 26-50 participants - once permit per week

- $400 for 1-25 participants: unlimited permits

- $800 for 26-50 participants: unlimited permits

Funding requests in future years would be considered through future annual budget cycles.

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

Councillor Ausma Malik recommends that:

1. City Council direct the Chief Planner and Executive Director, City Planning, Executive Director, Corporate Real Estate Management, General Manager, Economic Development and Culture, General Manager, Parks and Recreation and General Manager, Transportation Services to work with Canada's Walk of Fame, Roy Thomson Hall, Mirvish Productions, the Toronto Downtown West BIA and other stakeholders to:

a. Develop a concept plan for improvements to the public realm on the block bounded by King Street West, Simcoe Street, Wellington Street West and John Street, including alignment with ongoing City projects;

b. Formally explore the proposed Canada's Walk of Fame Garden of Achievement project at David Pecaut Square as part of that plan;

c. Review precedents for successful public-private maintenance and operational agreements for similar public spaces; and

d. Report back in the first quarter of 2027 with an update report and recommended next steps.

Canada's Walk of Fame celebrates Canadians who have excelled in their respective fields in order to engage and inspire the next generation. In recent years, Canada's Walk of Fame has expanded its ambitions to include programs that help create a new generation of star Canadians, and to strengthen national ties with "hometown stars" in cities across Canada, and explore opportunities to revitalize the green space in David Pecaut Square as a lasting monument to great Canadians and a tourist destination.

This evolution aligns with the ongoing work on the John Street Cultural Corridor, stretching from Stephanie Street to just south of Front Street West. Recognized as a route of civic and cultural significance, the corridor connects many of the city’s major cultural institutions, including the Art Gallery of Ontario, the National Film Board of Canada, the CBC Broadcast Centre, the Princess of Wales and Royal Alexandra Theatres, and the TIFF Bell Lightbox, among others.