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 Fire Chief and General Manager, Toronto Fire Services recommends that:

1. City Council receive this report for information.

The Toronto Fire Services 2025 Annual Report provides an overview of the fire protection services provided to Toronto's residents and visitors, along with a clear and transparent reporting of outcomes and service level performance. Toronto Fire Services provides Toronto residents, visitors, and businesses with world class fire protection services, through public education, fire prevention and all-hazards emergency response services.

Toronto Municipal Code Chapter 79, Fire Services, requires the Fire Chief to prepare and present an annual report to City Council. This report fulfills that requirement and provides Council with an update on fire protection service levels, service level performance, and an overview of the numerous achievements and accomplishments in 2025.

There are no financial implications resulting from the recommendation in this report.

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

The Interim General Manager, Children's Services recommends that:

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

 This report responds to Council direction for an update on Children's Services' activities between 2025 and 2026 to implement local capacity building strategies and raise interest among not-for-profit organizations to deliver child care in wards deemed high priority for expansion under the Canada-wide Early Learning and Child Care (CWELCC) system. These efforts are key in addressing both systemic barriers and challenges faced by individual operators for the delivery of equitable and accessible child care in Toronto. Despite these efforts, access gaps persist in high priority wards, and continued progress will depend on sustained funding and system conditions beyond the City of Toronto’s control.

The report includes a brief overview of the current child care landscape, barriers to expansion experienced by current and prospective operators, and strategies Children's Services has taken to encourage expansion and interest among new and existing operators. Between 2025 and 2026, Children’s Services has advanced local capacity building for child care expansion through city-wide consultations, information sessions, webinars, and town halls, providing multiple touchpoints for operators, community organizations, and stakeholders to connect with Children's Services.

Children's Services promoted expansion opportunities through targeted outreach for the Early Learning and Child Care Infrastructure Fund, including engagement with Indigenous-led and Black-led, Black-mandated, and Black-serving organizations. Ongoing Expression of Interest processes, direct operator support, and collaboration with school boards also strengthened sector capacity building and planning for new spaces. In addition, capacity building support in the home child care sector has contributed to the addition of 60 licensed homes and the capacity to serve up to 360 children between April 2025 and May 2026. Collectively, these efforts aim to improve awareness of expansion opportunities and support the ability of existing and prospective operators to navigate the child care expansion process.

There are no financial implications resulting from the recommendations included in this report.

This report provides an update on activities undertaken by Children's Services between 2025 and 2026 to implement local capacity building strategies and raise interest among not-for-profit organizations to deliver child care in wards identified as high priority for expansion under the Canada-wide Early Learning and Child Care (CWELCC) system in Toronto. These activities are in line with the strategic priorities of the Toronto Early Years and Child Care Service Plan 2025-2030, in particular Strategic Priority 2: Expand the early years and child care System to meet the needs of children and their families.

Any financial impacts arising from actions undertaken to advance the identified strategic priorities in the Toronto Early Years and Child Care Service Plan 2025-2030 will be submitted through future budget processes, as required, for consideration along with other City priorities, subject to the City's financial and resource capacity.

While Children's Services is on track to meeting its provincial CWELCC space creation targets by the end of 2026, demand for child care continues to outpace the supply of spaces in Toronto and further expansion is required in high priority wards as identified through the Directed Growth Plan. (See Attachment 1 for the Directed Growth Plan and map of priority areas for expansion) This indicates that despite meeting provincial space creation targets, sustained efforts are needed to promote equitable access across the city. Children's Services will continue to implement sector engagement activities to inform and support child care expansion in these high priority wards  within their budget.  Sustaining Children's Services efforts to meet the needs of Toronto's families will depend on sufficient, ongoing, and predictable funding from both provincial and federal governments.

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 Employment and Social Services recommend that: 

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

The purpose of this report is to provide a status update on the implementation of recommendations from the Ombudsman Toronto's An Investigation Into the City’s Handling of a Resident’s Social Assistance Overpayments report. The Ombudsman identified 18 recommendations, all of which were adopted by Council with an additional amendment to provide a status update to the Economic and Community Development Committee in Q3 2026. The Ombudsman recommendations focused on strengthening client communication, staff training, management oversight, documentation, and customer service standards.

Toronto Employment and Social Services (TESS) received and provided an initial response to the Ombudsman’s report in December 2025. The initial response highlighted the considerable work already underway to address the identified concerns. Since receiving the recommendations, TESS has undertaken a series of new and enhanced actions. These efforts reflect a holistic and robust approach to the recommendations, ensuring that TESS continually provides the best possible service to clients.

This report provides an update on TESS' work to implement the Ombudsman's recommendations. Eleven recommendations have been completed, and the other seven recommendations have advanced substantively and will be completed by the end of 2026. With ongoing monitoring and oversight.

Recommendations requiring Provincial collaboration, including system-related changes, have been advanced with the Ministry. Ongoing internal program compliance reviews will support adherence to these recommendations, mitigate risks, and identify opportunities for continuous improvement.

A summary of the activities to support each recommendation is provided in Attachment 1. TESS provided a comprehensive progress update to Ombudsman Toronto in June 2026 that was well received and is committed to continued collaborative discussions to support the intended outcomes.

This report has no financial impact.

The Chief Planner and Executive Director, City Planning and the General Manager, Parks and Recreation recommend that:

1. City Council request the Chief Planner and Executive Director, City Planning and the General Manager, Parks and Recreation to continue to advance an Indigenous-led naming process with the Mississaugas of the Credit First Nation, and report back to City Council in Q2 2027 with a chosen Anishinaabemowin name, either historical or newly gifted, for the Lower Don parkland system and trail; and an associated narrative for public interpretation and signage.

This report responds to City Council direction to undertake due diligence on the proposed use of the name “Wonscotonach” for the Lower Don parkland system and trail, and to engage Indigenous communities to confirm an appropriate approach to naming of this parkland system and trail.

Through research and engagement conducted between 2018 and 2026, including recent discussions with the Mississaugas of the Credit First Nation (MCFN) and leading academic research, staff have heard that there is not consensus on the accuracy, spelling or interpretation of “Wonscotonach,” though it is related to historical Anishinaabemowin place names of the area.

Recent engagement, including a Circle discussion hosted with MCFN leadership, Elders, Knowledge Keepers and language speakers in April 2026, affirmed that further discussions are needed and the process should involve Indigenous naming protocols. MCFN has advised that a decision on naming should be informed by a land-based process, including a site visit in summer 2026, to determine whether a historically accurate name can be reclaimed or a new name should be gifted based on contemporary relationships to the land.

This report recommends that Council authorize staff to continue this Indigenous-led process and report back in the second quarter of 2027 with a chosen Anishinaabemowin name for the Lower Don parkland system and trail, along with an interpretive narrative for public use.

The naming initiative will also inform a subsequent, collaborative planning process for the Lower Don parkland system, including future park improvements, programming, and Indigenous placekeeping, to be advanced in partnership with Indigenous communities beginning in 2026.

Funding for the naming review, continued Indigenous engagement, research, and related pre-engagement/scoping work is available within Parks and Recreation’s approved Capital Budget through the Indigenous Placekeeping Capital project.

There are no additional financial impacts arising from the recommendations in this report. Any future financial implications related to the Lower Don Trail Master Plan update, additional signage, placekeeping, programming, stewardship, or capital improvements will be identified through future staff reports and considered through future budget processes.

The General Manager, Economic Development and Culture recommends that:

1. City Council, in accordance with the City's Public Appointments Policy, appoint the following nominees to the Business Improvement Area Boards of Management set out below at the pleasure of Council, and for a term expiring at the end of the term of Council or as soon thereafter as successors are appointed:

            Upper Village:

            Berger, Alexis

2. Remove the following directors from the Business Improvement Area Boards of Management set out below:

            Little Jamaica:

            Kayani, Haris

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

There are no current or known future year financial implications resulting from the adoption of the recommendation contained 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, Municipal Licensing and Standards recommends that:

1. City Council amend the definition of an Entertainment Establishment/Nightclub in Toronto Municipal Code, Chapter 545, Licensing to add that, “Despite Subsections A and B, a premises with an occupant load of under 151 people shall not be deemed an Entertainment Establishment/Nightclub and will instead be licensed, based on its operations, as an Entertainment Place of Assembly, Eating or Drinking Establishment, or Expanded Activity Eating or Drinking Establishment for the purposes of this Chapter”.

2. City Council request the Chief Planner and Executive Director, City Planning work with the Executive Director, Municipal Licensing and Standards to strengthen alignment of business licensing and zoning regulations for Entertainment Establishment/Nightclubs and assess and consult on potential zoning changes to address implementation challenges.

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

In April 2026, as part of an update on the City’s Business Licence and Permit Applications Action Plan (2026.EC27.1), City Council directed Municipal Licensing and Standards (MLS) to report back to the June meeting of the Economic and Community Development Committee with any recommended changes to the definition of an Entertainment Establishment/Nightclub in Toronto Municipal Code, Chapter 545, Licensing (the Licensing Bylaw).

Nightclub regulations were last updated in 2023 during the City’s Night Economy Review (2023.EC8.13), with modernized licensing and zoning regulations for bars, restaurants, and entertainment venues coming into effect on January 1, 2025. Over the first year of implementation, staff identified opportunities to further refine and review regulations, including for nightclubs.

Staff have initiated a broader implementation review of licensing and zoning regulations for nightclubs to address implementation challenges and respond to stakeholder feedback. This work includes reviewing the specified criteria of a nightclub in the licensing definition, how nightclubs are differentiated from other licence categories, and zoning requirements. Staff plan to report back on outcomes of this work in 2027 as part of the next update on the City’s Business Licence and Permit Applications Action Plan (2025.EC22.7).The objectives of this implementation review are to support business growth and focus enforcement resources on operators that present with high nuisance and safety risks. The longer-term next step of the implementation review will be to consult with industry stakeholders on potential updated regulations.

While the implementation review progresses, staff are recommending an immediate amendment to the licensing definition of an Entertainment Establishment/Nightclub to reduce regulatory burden on small capacity entertainment venues that are currently captured under the nightclub licensing category. Enforcement data shows that these venues have demonstrated lower nuisance and safety impacts compared to larger capacity nightclubs.

This report recommends amending the definition of an Entertainment Establishment/ Nightclub in Toronto Municipal Code Chapter 545, Licensing to only apply to venues with an occupancy load of more than 150 people. Entertainment businesses with an occupant load of 150 or fewer will instead be licensed under a different existing entertainment category (likely Expanded Eating or Drinking Establishment or Entertainment Place of Assembly licence, depending on business operations). This change aligns with MLS’ activity-based licensing framework, introduced through the Night Economy Review. Under this framework, select establishments with higher potential safety or nuisance impacts determined by their activities (e.g. liquor service and late operating hours) must meet additional licensing requirements.

This report was prepared in collaboration with Economic Development and Culture, Toronto Fire Services, City Planning, and Toronto Building.

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 Executive Director, Municipal Licensing and Standards, recommends that: 

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

In an increasingly digital marketplace, consumer protection has become a primary concern for many Torontonians. Rising costs and opaque pricing practices have made it increasingly difficult for consumers, particularly sports and entertainment fans, to afford live event tickets and associated costs.

In Ontario, the provincial and federal governments are responsible for creating regulations and overseeing enforcement of consumer protection, including regulating businesses through the provincial Consumer Protection Act, 2002 and Ticket Sales Act, and the federal Competition Act. Overall, the City has limited regulatory authorities in this area but does prohibit the resale of event tickets occurring on public sidewalks under the Use of Streets and Sidewalks Bylaw (Chapter 743). Any by-laws or regulations enacted by the City must not conflict with provincial or federal legislation.

This report provides an overview of the regulatory landscape for consumer protection and competition laws with respect to event tickets and booking accommodations, as well as the opportunities for, and jurisdictional limitations of the City. The report fulfills the directive of item 2026.EC26.4, which requested staff to report back to the Economic and Community Development Committee in July 2026 on consumer protection issues related to ticket price “gouging” of sporting and entertainment events as well as hidden fees for booking accommodations. In addition, the report responds to item 2025.EC24.9 from November 2025, which requested staff to explore consumer protection enforcement activities for major sporting events. Note that algorithmic and/or surveillance pricing is beyond the scope of this report.

This report was developed in consultation with the Economic Development and Culture Division, and the Customer Experience Division.

There are no financial impacts associated with this report. The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impact information.

The Film, Television and Digital Media Advisory Board recommends that the Economic and Community Development Committee:

1. Request the General Manager, Economic Development and Culture, in consultation with relevant City Divisions and agencies, to:

a. review the administration and application of fees, accessibility requirements, operational requirements, and other conditions affecting film and television productions at Old City Hall,

b. engage with industry stakeholders including location managers, producers, and production companies to identify barriers impacting the competitiveness and usability of Old City Hall as a filming location and implement any recommended cost and operational amendments coming out of said consultation, and

c. report to the first Film Board meeting in 2027 on actions to reduce costs and improve usability.

At its meeting on June 29, 2026, Film, Television and Digital Media Advisory Board considered Item FB10.4 and made a recommendation to the Economic and Community Development Committee.

Summary from the presentation from the Manager Film Sector Development, Economic Development and Culture

Film Office staff will provide brief verbal updates on key initiatives and new developments, including the Film Strategic Plan, Pyrotechnics Notification Protocol, FIFA-related activities, Global Production Awards, film website enhancements, staffing, and other items.

The Toronto Francophone Affairs Advisory Committee recommends to the Economic and Community Development Committee that:

1. City Council direct the City Manager to register one staff member for Individual Membership for Toronto in the Association francophone des municipalités de l'Ontario (AFMO) for the remainder of 2026 and up to four Individual Memberships for 2027.

2. City Council direct the City Clerk to canvass Members of Council for interest in appointment to the Association francophone des municipalités de l'Ontario (AFMO) for the 2027 calendar year.

3. City Council direct the City Manager to review the City's Association francophone des municipalités de l'Ontario (AFMO) membership in the third quarter of 2027 and assess the merits of pursuing a Corporate Membership in 2028.

4. City Council direct the City Manager, based on the outcome of the review in recommendation three, to facilitate Toronto’s Corporate Membership in Association francophone des municipalités de l'Ontario (AFMO) subject to terms satisfactory to the City Manager.

At its meeting on June 18, 2026, the Toronto Francophone Affairs Advisory Committee considered Item FA8.3 and made recommendations to the Economic and Community Development Committee.

Summary of the report (May 21, 2026) from the Chief of Staff to City Manager and General Manager, Economic Development and Culture

This report responds to the Economic and Community Development Committee request to report back on the City rejoining the Association francophone des municipalités de l'Ontario. This report recommends that the City join Association francophone des municipalités de l'Ontario as an Individual Member for the remainder of 2026 and 2027. The recommendation is consistent with a recent Association francophone des municipalités de l'Ontario Board resolution (Attachment 1 to this report), which reaffirms two or more Individual Members (an elected official and a City staff person at minimum) for a period of one year. At the end of 2027, there will be a review of membership outcomes prior to considering a Corporate Membership in 2028.

The Toronto Francophone Affairs Advisory Committee recommends that: 

1. The Economic and Community Development Committee request the General Manager, Economic Development and Culture, in collaboration with the relevant City divisions, agencies and corporations to:

a. explore the feasibility of creating a centralized digital portal that would consolidate French-language municipal services, programs, resources, public consultations, and events, in order to improve their accessibility and visibility to the public; and

b. report back to the Economic and Community Development Committee and the Francophone Affairs Advisory Committee on implementation options and potential next steps for the creation of a City of Toronto French-Language Services Portal by the first quarter of 2027.

At its meeting on June 18, 2026, the Toronto Francophone Affairs Advisory Committee considered Item FA8.2 and made recommendations to the Economic and Community Development Committee.

Summary of the presentation from the General Manager, Economic Development and Culture, and the Business Analyst, Economic Development and Culture

This presentation will provide an overview of the results of a City-wide survey conducted to assess which City services are available to the public in French

The Toronto Francophone Affairs Advisory Committee recommends that:

1. The Economic and Community Development Committee request the General Manager of Economic Development and Culture to:

a. study the possibility of the City of Toronto providing financial support for the construction of a new theatre for Théâtre français de Toronto, in accordance with the commitments set out in the Culture Connects: An Action Plan for Culture in Toronto, 2025–2035, adopted by City Council on November 13, 2024;

b. examine, in collaboration with the relevant community and institutional partners, the various funding and partnership models that could enable such a project to be carried out; and

c. report to the Economic and Community Development Committee, through the Francophone Affairs Advisory Committee where appropriate, on the possibilities for municipal support for this project and the next steps that could be considered, by the first quarter of 2027.

At its meeting on June 18, 2026, the Toronto Francophone Affairs Advisory Committee considered Item FA8.6 and made recommendations to the Economic and Community Development Committee.

Summary from the letter (June 10, 2026) from Hélène Grégoire

In support of Théâtre français de Toronto and its long-standing project to build a permanent venue designed specifically for French-language theatre in Toronto, I propose that the motion below be added to the June 18, 2026 meeting.

For nearly 60 years, Théâtre français de Toronto has been a pillar of Toronto’s Francophone cultural life. As the only professional French-language theatre in the Queen City, Théâtre français de Toronto serves Francophone and Francophile communities in Toronto, the Greater Toronto Area, and well beyond, while playing an important role in education, youth audience development, and artistic creation. The company welcomes nearly 12,000 audience members each season, including non-Francophone spectators who can also enjoy the plays thanks to surtitles.

Despite its significant contribution to Toronto’s cultural life, Théâtre français de Toronto has operated for decades without a permanent venue. Seventy-one Franco-Ontarian organizations recently signed letters of support reaffirming the need for a permanent home for Théâtre français de Toronto. The support of the federal government is appreciated but insufficient to bring the project to completion. The City of Toronto would benefit from such a project, and I believe it is important that the City explore what it can do to support the project as well. It is in this spirit that I propose the following motion.

Councillor Paul Ainslie recommends to the Economic and Community Development Committee that:

1. City Council requests the General Manager, Economic Development and Culture, and the Executive Director, Municipal Licensing and Standards review the Montréal nightlife hub model and report back to the Economic and Community Development Committee in the fourth quarter of 2027, on the feasibility of implementing designated nightlife hubs and/or extended hours for select venues in Toronto.
 

2. City Council request that the General Manager, Economic Development and Culture include a jurisdictional scan, inclusive of Montréal’s nightlife hub model, as part of any future report recommending amendments to the delegation of authority and process for the endorsement of temporary liquor licenses.
 

3. City Council request that the General Manager, Economic Development and Culture include as part of future reports on actions to support Toronto’s night economy:
 

a. Consideration of the night economy’s economic impact and its role in economic development, tourism, and arts and culture sectors.

b. Recommendations on enhancing public safety and wellbeing, sound conflict mitigation, transportation, and harm reduction measures necessary to support extended hours.

As Night Economy Champion, I am requesting that City staff review recent developments in Montréal, where the City has introduced designated “nightlife hubs” that permit select venues to operate with extended hours—up to 6:00 a.m. during approved events—beyond the standard last call. This model is intended to support the nighttime economy, enhance cultural vibrancy, and create more coordinated and managed late-night activity.

Toronto’s nighttime economy is a vital contributor to economic growth, tourism, and cultural life. However, existing frameworks around last call and the concentration of late-night activity can present challenges related to congestion, safety, and neighbourhood impacts. Montréal’s approach offers a structured model that concentrates activity in specific areas while balancing economic opportunity with community considerations and public safety measures.

Given Toronto’s scale and diversity, it is important to assess whether a similar approach could be appropriate locally. This includes undertaking meaningful consultation to determine whether there is an appetite among residents, businesses, and stakeholders for extended hours and designated nightlife hubs, and identifying how such a model could be tailored to Toronto’s unique context.

Councillor Paul Ainslie recommends to the Economic and Community Development Committee that:

1. City Council request General Manager, Parks and Recreation to equip all basketball backboards in City of Toronto-owned and operated facilities and parks with appropriate nets, and to implement a regular inspection and maintenance program to replace missing or damaged nets in a timely manner.

Access to fully maintained basketball courts supports recreation, community engagement, and youth activity across Toronto neighbourhoods. Many City courts currently have missing or damaged nets, reducing playability and user experience.

The practice of removing basketball nets from city parks and facilities was to be discontinued in 2019, to support and encourage recreational play across the city. Yet today many courts remain without proper nets, indicating a need for a formal request supported by City Council, with a more consistent and proactive maintenance approach.

Ensuring that all hoops are equipped with proper nets, and maintained on a consistent schedule, will improve recreational infrastructure and promote safer and more enjoyable use of public facilities.

We need to have our residents enjoying City Facilities and encourage play.

Councillor Alejandra Bravo recommends that:

1. City Council request the Executive Director, Social Development, Executive Director, Municipal Licensing and Standards, Fire Chief and General Manager, Toronto Fire Services Executive Director, Toronto Emergency Management, Executive Director, Housing Secretariat, in consultation with the City Solicitor and other relevant City Divisions, to:

a. Explore options to improve the City’s ability to recoup costs associated with providing multi-division response activities in private residential properties with ongoing compliance issues related to serious life and safety risks and unsafe conditions, and where resident displacement occurs as a result of the property being deemed unsafe;

b. Identify opportunities to improve the City's ability to track costs associated with the multi-division responses, to inform any necessary enforcement and/or legal actions; and 

c. Identify additional legislative and regulatory measures that may be required from the Province of Ontario to strengthen the City’s ability to recoup costs for multi-division response activities in these cases. 

Located in Ward 9 – Davenport, the privately-owned property at 92 Lappin Avenue has been the subject of longstanding City interventions dating back to 2009. Over this period, the City has responded to ongoing concerns related to fire and life safety, property standards, and the provision of vital services. There have also been serious concerns regarding the vulnerability of tenants and people visiting the location, and the need for significant support. After extended work by myself, my staff and many City of Toronto employees, in August 2025, Toronto Fire Services and Toronto Building determined that the property posed serious fire and life safety risks, leading to its closure. The building cannot be reoccupied until these unsafe conditions are addressed.

The coordinated, all-of-City response to challenges at 92 Lappin included enforcement actions, emergency operations, tenant engagement, relocation planning, provision of emergency accommodations, housing and shelter supports, as well as health and harm reduction services, and ongoing case coordination. This work has involved Toronto Fire Services, Toronto Emergency Management, Toronto Paramedic Services, Municipal Licensing and Standards, the Housing Secretariat, and Social Development, alongside community agencies, as well as public safety investigations from the Toronto Police Service.

From 2021 to year-to-date 2026, the City’s costs related to 92 Lappin have totaled $306,000. Of these expenses, the City has only been able to recover a portion, resulting in a net spend of $236,000 (this total does not include the expenses associated with police investigations for public safety issues at the property, or legal support and prosecutions).

The case of 92 Lappin highlights the significant operational and financial burden associated with prolonged, multi-divisional interventions required in challenging properties. The disproportionate demand generated by these properties can consume considerable emergency service resources over time, reducing capacity to respond to other community needs, priority calls for service, and unforeseen emergencies across the city. These considerations should inform future discussions regarding enforcement tools, inter-agency coordination, and potential mechanisms for the City to recover costs from the property owner.

As outlined in items 2025.PH26.3 and 2025.EX28.2, and directed by 2026.EX29.14, City Divisions are enhancing coordination, improving response to property standards issues (including vital services disruptions), and improving pathways for vulnerable tenants to access appropriate supports. Staff will continue to consider ways to identify costs to the City, including enhanced action against property owners, and opportunities to recover these costs.

The General Manager of Economic Development and Culture recommends that: 

1. City Council receive this report for information.

The property at 285 Spadina Avenue is the site of the former Standard Theatre, which opened in 1921 as a venue for the live performance of Yiddish theatre. Over the years, the theatre has changed names and owners and now sits vacant on the second and third floor of the property. Currently, the site contains leased retail on the ground floor.

The purpose of this report is to respond to City Council's adoption of Member Motion 2026.MM42.61, which requested Economic Development and Culture (EDC) to assess the suitability of the Standard Theatre for adaptation as a live music venue. Preliminary review undertaken by EDC in consultation with City Planning and Toronto Building indicates that a live music venue (referred to as an entertainment place of assembly for zoning purposes) would be a permitted use on the property and could support City objectives related to cultural space preservation and expansion. However, further investigation into the extent of restoration work required must be initiated by the property owner and proceeding with the creation of a live music venue is dependent on interest from the property owner and potential tenants.

There are no immediate financial impacts resulting from the adoption of the recommendation contained within this report. Any future year financial impacts will be identified and brought forward through a future budget cycle.

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

Councillor Ausma Malik recommends that:

1. Economic and Community Development Committee request the General Manager, Economic Development and Culture, in collaboration with Transportation Services and other relevant divisions, agencies, local Business Improvement Areas, and local major cultural institutions to report back in the next annual report on the implementation of Culture Connects: An Action Plan for Culture in Toronto (2025-2035) on how the objectives of the Action Plan can be supported by opportunities to animate the King Street West corridor as a cultural and business destination in Toronto. 

King Street West is one of our city’s best cultural and business corridors, home to many of our theatres, entertainment venues, restaurants, retail, and many other businesses that put Toronto on the world map.

As our city continues to invest in our culture industry and in our small businesses, King Street West is one of our finest destinations but it needs support to continue to be a place people want to visit throughout the day, throughout the year, and for many different reasons. Investing in the King Street West corridor is essential to maintaining its status as a premier cultural and business destination.

Councillor Alejandra Bravo and Councillor Josh Matlow recommend that:

1. Economic and Community Development Committee request that the City Manager and General Manager, Economic Development and Culture include, as part of the next update on Toronto’s Festival Strategy 2026 -2031, work to develop an approach to enhance the safety of festivals and large community gatherings, including:

a. Engaging with the Toronto Police Service, Toronto Paramedic Services, Toronto Fire Services, and Toronto Emergency Management regarding best practices for coordination, including conditions to be met for permits to be issued;

b. Working with the Toronto Police Service to develop a risk-based event security framework that establishes security practices for festivals and large community gatherings based on threat assessments, expected attendance, venue characteristics, and current intelligence, while remaining scalable to the size and nature of the event;

c. Conducting a jurisdictional scan of other global cities to identify best practices for securing large events; and,

d. Working with festival organizers to address the costs associated with ensuring adequate security.

Festivals and community gatherings are part of what makes a healthy and vibrant city. They are events where we come together to have fun, celebrate, support our local economy and create a sense of belonging.

Tragically, our city has been shaken by a senseless act of violence at the Salsa on St. Clair festival which killed two people, injured others, and traumatized an entire community and city.

We must be proactive in identifying potential threats and implementing evidence-based measures to intercept acts of violence. Toronto City Council has expanded youth violence prevention programs, hired more 911 operators to reduce call wait times, and are strengthening our front-line emergency response through the Toronto Police Service’s multi-year hiring plan. These are important measures, but there is still more work to do to get guns off our streets and to make sure that festivals and events are safe for everyone. 

The Toronto Police Service has identified opportunities to improve coordination in planning these kinds of large events. For example, Toronto successfully hosted six World Cup matches, which safely brought together tens of thousands of people from across the city and around the world. This was the result of a fully integrated safety strategy and collaboration across many City divisions and agencies.

This motion seeks to ensure that there are real security improvements and resources are deployed to prioritize everyone’s safety at large public events. Ultimately, our goal should be for all our residents to be able to continue coming together to celebrate culture, sports and community, freely and peacefully, and know that everything has been done to ensure that they are in a safe and secure environment.