Item - 2018.PG29.7

City Council considered Items PG29.4. PG29.5, PG29.6 and PG29.7 together.

The Planning and Growth Management Committee recommends that:

1. City Council adopt the Downtown Community Services and Facilities Strategy, attached as Attachment 1 to the report (April 17, 2018) from the Chief Planner and Executive Director, City Planning, the General Manager, Parks, Forestry and Recreation, the Acting General Manager, Children's Services, the Director, Real Estate Services and the Executive Director, Social Development, Finance and Administration, to guide implementation of the Downtown Plan.

2. City Council direct the Chief Planner and Executive Director City Planning, the Director, Real Estate Services, the General Manager, Parks, Forestry and Recreation, the Acting General Manager, Children's Services, and the Chief Librarian, Toronto Public Library Board in consultation with the Chief Financial Officer to:

a. monitor the progress and implementation of the Community Services and Facilities Strategy including updates to the Sector Tables, Actions and Directions contained in the Downtown Community Services and Facilities Strategy; and

b. prepare a Community Services and Facilities Implementation Strategy following the completion of work by each of the divisions and agencies on their respective sector strategies, facility master plans, studies and reviews, targeting a report in the first quarter of 2020. 

3. City Council direct the Director, Real Estate Services, the General Manager, Parks, Forestry and Recreation, the Acting General Manager, Children's Services, and the Chief Librarian, Toronto Public Library Board, to use the Downtown Community Services and Facilities Strategy, to inform future capital plans.       

4. City Council direct City Staff to use the Downtown Community Services and Facilities Strategy to review development applications within the Downtown Plan area to:

a. inform the necessary infrastructure required to support the development application;

b. assess the potential cumulative impact of other applications and to determine the City’s ability to provide the necessary infrastructure to support development; and

c. use planning mechanisms, such as holding by-laws, to ensure that growth and infrastructure needs are aligned.

5.  City Council direct the Executive Director, Social Development, Finance and Administration, the Director, Real Estates Services, and the General Manager, Parks Forestry and Recreation, in consultation with the Chief Planner and Executive Director, City Planning, to establish an Inter-Divisional Working Group, to review the future renewal, retrofit and/or expansion needs and opportunities for Association of Community Centres (AOCCS) and other City-owned community facilities (excluding facilities operated by Parks, Forestry and Recreation) serving the Downtown in consultation with AOCCs and Toronto Neighbourhood Centres (TNCs) and to report back by the fourth quarter 2019 with a long-term capital strategy for AOCCS and other appropriate City-owned assets.

6. City Council direct the Executive Director of Social Development, Finance and Administration with the Director of Real Estate Services Division, the Transition Lead of CreateTO, the General Manager of Parks Forestry and Recreation, and the Chief Planner and Executive Director, City Planning in partnership with University Settlement House, to explore opportunities to develop a for City-owned assets such as  the University Settlement House, Harrison Pool, St. Patrick's Market, and other sites in the area, including St. George the Martyr, to better meet the emerging needs of the community, in consultation with the Ward Councillor and local community and in cooperation and alignment with the forthcoming Downtown West Service Plan as well as parks and public realm improvements, and to report back to Council by the fourth quarter of 2019

7. City Council direct the Executive Director, Social Development, Finance and Administration and the Director,  Real Estate Services, to prioritize the allocation of space through the Community Space Tenancy policy to address the identified needs in the Downtown Community Services and Facilities Strategy.

8. City Council direct the Chief Planner and Executive Director,City Planning, the Director, Real Estate Services, the General Manager of Parks, Forestry and Recreation, the Acting General Manager, Children's Services, and the Chief Librarian, Toronto Public Library Board in consultation with the school boards to report back every 5 years with updates to the Downtown Community Services and Facilities Implementation Strategy to be coordinated with the preparation of the City’s future Development Charges By-law updates.

Community services and facilities (CS&F) contribute to the social, economic and cultural development of the city and are vital in supporting a liveable Downtown. CS&F are publically accessible, non-profit facilities and places where City Divisions, school boards and agencies deliver programs and services. They act as neighbourhood focal points and serve as "urban living rooms" for a diverse Downtown population including residents, workers, students and vulnerable populations. CS&F support a strong network of programs and services that are essential to building community capacity as well as the fostering of complete communities. 

Growth in the Downtown has placed significant pressures on the existing community services and facilities sectors, which for the purpose of the Community Services and Facilities Strategy (CS&F Strategy), includes: child care centres, libraries, schools, recreation facilities and human services. The CS&F Strategy outlines directions and actions intended to align service and facility planning with long-term growth in the residential and worker populations. The Strategy identifies growth-related community space and facility needs and priorities to support infrastructure investment through collaboration and alignment with the strategic and capital plans of City divisions, boards and agencies. The CS&F Strategy supports the implementation of the Downtown Plan by informing the Complete Community Assessment and other requirements as part of the Planning Rationale for development applications.

The Downtown Plan provides a blueprint for growth and infrastructure in Toronto's core over the next 25 years. Leveraging opportunities that come with intensification, while addressing challenges often associated with growth, the plan seeks to achieve complete communities, of which CS&F form a critical role. In 2016, Downtown had a population of close to 240,000, with more than 500,000 jobs. By 2041, Downtown has the potential to grow to as many as 475,000 residents. The Downtown, together with the 'shoulder' areas of South of Eastern and Liberty Village, has the potential to reach between 850,000 and 915,000 jobs by 2041.