Economic Development and Culture Division Annual Report 2015

ED11.1

Making Toronto a place where business and culture thrive

Economic Development & Culture Division Annual Report 2015

toronto.ca/business | toronto.ca/culture Message from the General Manager

Looking back on our Division’s work in 2015 two clear themes emerge: celebration and renewal. Etobicoke was also the site of the second Cultural Hotspot, staged with more than 50 community From the spectacular Luminous Veil and Panamania Live celebrations, to major capital improvements partners. Spurred by 2011’s Creative Capital Gains report, the Cultural Hotspot program (initiated in on the business and cultural fronts, the Economic Development and Culture Division had an busy Scarborough in 2014 and coming to North York in 2016) is part of a wider agenda to ensure that and productive year. culture is a social and economic driver beyond the downtown core.

The Pan Am and Parapan Am Games owned Toronto’s summer of 2015 and many of the Division’s Nuit Blanche Toronto has been driving economic activity for a decade now and the event’s 10th edition achievements relate back to these events. Panamania Live attracted nearly 350,000 visitors to Nathan on October 3 was no exception. The 2015 event saw more than 1 million attendees -- including close to Phillips Square over the 23 days of the Games; it was the place to be for victory celebrations, music 200,000 out-of-town visitors -- resulting in an economic impact of $41.5 million. concerts, dance performances, art exhibits and nightly fireworks. On July 4 EDC lit up the night, with the inaugural lighting of the Prince Edward Viaduct’s Luminous Veil, a Pan Am legacy project. An estimated Another huge money-spinner is Toronto’s film, television and digital media industry; EDC’s film office was 10,000 happy revellers came out to see live bands and the unveiling of artist Derek Revington’s ambitious, typically tireless in 2015 supporting in excess of 1,531 productions representing more than 30,000 jobs light-based, public artwork. and generating a record $1.55 billion in production industry investment in Toronto’s economy.

The Games also provided a perfect opportunity to host the Toronto Global Forum: Pan American Edition. Music was center stage at City Hall with the arrival of Music 311 and Live from City Hall, a showcase for Three years in the planning, this EDC-sponsored event featured 100 speakers and 2,800 delegates emerging artists. Toronto increased its efforts with Austin and Chicago, both now engaging with music (including heads of states and central bank governors) representing 40 countries. exchanges.

Of course, the Pan Am Games weren’t the only focus of our work in 2015. Exceptional achievements were In October, one of democracy’s most pivotal documents, Magna Carta, touched down at Fort York made in all work portfolios. EDC completed the Council approved “From Concept to Commercialization: Visitor’s Centre, one of four Canadian stops. The unprecedented exhibition also included a Toronto A Startup Eco-System Strategy”, which provides a five-year plan for making Toronto the best place globally specific component highlighting Torontonians who through time, in different ways, reflected the ideals to start and build a business. We facilitated over 57,000 client interactions with small businesses and of Magna Carta. entrepreneurs and helped launch Food Starter, a shared food production facility that assists entrepreneurs The Division also launched its 7STAR initiative to develop an EDC Operational Business Strategy for the in bringing food products to market. next three years to support strategic planning and operational effectiveness. EDC’s Business Improvement Area program facilitated streetscape improvements worth $11.4 million in None of this could be accomplished without collaboration with our many partners and stakeholders inside 2015. By working with business at the street level, EDC leveraged $34 million in private sector funding for City Hall and in the many business and arts communities we serve. We especially appreciate the support commercial area revitalization — a 30:1 ratio for every dollar the City spends to support BIAs. of the Economic Development Committee of Council and its enthusiastic leadership by Councillor Michael Renewal is coming to Scarborough’s Guild Inn Cultural Precinct where an inter-divisional City team-effort Thompson. resulted in significant progress to allow for the revitalization of the Inn by Dynamic Hospitality. This is I look forward to working with you and our many partners in 2016 and beyond as we continue our efforts to an outstanding example of leveraging Public-Private Partnerships to enhance our creative city; having a keep expanding Toronto’s global success story. commercial facility anchor the Guild will help pave the way for a new arts space. On the other side of the city, Montgomery’s Inn was renewed with a significant landscape restoration that recreated the historic Inn landscape, adapting period features for current program uses.

Mike Williams General Manager Economic Development & Culture

Facilitated 30 major Delivered developments, 700,000 arts education classes 1 million+ BIA façade 425 representing $450 prix fixe Winter/Summerlicious people attended 2 million free maps 54 2,000+ improvement grants arts events million construction meals served generating Nuit Blanche Toronto, distributed through business 425 leveraged investment, an estimated generating + $2 million+ registrations exhibits $30 $41.5 1,000 private processed 95 510 and 6,500 jobs million for million in concierge and corporate calls million in $1.55 billion investment 412,000 economic information desks people attended made to local Toronto economic in on-location impact 22 businesses restaurants impact filming + programs expenditures (2015) business 300 museums incubator at10 partnerships and collaborations

2 | Economic Development & Culture Economic Development & Culture | 3 Setting Priorities

Economic Development & Culture strives to make Toronto a place where business and Creative Capital Gains: An Action Plan for Toronto culture thrive. Our objective is to advance Toronto’s prosperity, opportunity and liveability Produced in 2011 through the volunteer efforts of cultural and business leaders, Creative Capital Gains: by fostering employment and investment opportunities, encouraging Toronto’s cultural An Action Plan for Toronto, comprises input and comments from almost 500 members of Toronto’s arts, vibrancy through more and enhanced cultural experiences, and by engaging partners in culture and business communities. the planning and development of the City’s economic and cultural resources. To enhance Toronto’s place as a leading international cultural centre and increase the role of culture in the Service Overview economic and social development of the city the report identifies the following broad recommendations:

EDC provides various programs and initiatives within the following categories: 1. Ensure a supply of affordable, sustainable cultural space

• Economic Competitiveness Services: facilitate job creation and tax base expansion, by fostering 2. Ensure access and opportunity for cultural participation for all citizens Toronto’s economic competitiveness and strength in strategic industry sectors regardless of age, ethnicity, ability, sexual orientation, geography, or • Cultural Services: increase the role of culture in the economic and social development of the city socioeconomic status to enhance Toronto’s place as an international cultural centre 3. Support the development of creative clusters and emerging cultural • Business Services: facilitate job creation and tax base expansion, by supporting the formation, scenes to generate jobs and economic growth retention and expansion of Toronto businesses 4. Promote Toronto’s cultural institutions, festivals and other assets The Division’s programs are supported by a $77.7 million Operating Budget and a $46 million Capital to enhance its position as a creative city regionally, nationally and Budget. The Division’s 2015 Operating Budget was offset by $23.7 million in revenue for a net cost of internationally $53.9 million. 5. Keep pace with international competitors by making a firm commitment Of EDC’s 2015 capital budget of $46 million in gross expenditures, which includes carry-forward funds, to sustain Toronto’s cultural sector and position Toronto as a leading 40 per cent was allocated to state of good repair projects for the Division’s 100 City-owned heritage globally competitive creative capital buildings as well as to Business Improvement Area streetscape improvement projects and several large Staff have implemented all action items set out in the report: eight actions are complete, 16 are done and capital projects including Fort York Visitor Centre. expanding, and work is well underway on the remaining 12 actions. Strategic Directions Collaborating for Competitiveness: A Strategic Plan to Accelerate Economic The City of Toronto Strategic Actions for 2013-2018 plan articulates a number of key goals for our city: Growth and Job Creation in Toronto social development, economic vitality, environmental sustainability, good governance and city building. While EDC’s programs and initiatives support all of the themes of the 26 actions outlined in the plan, the Endorsed by City Council in 2013, this plan sets targets to create a more attractive business Division is directly responsible for three specific City priorities: increase economic opportunities, accelerate and investment climate in Toronto and commits to harmonizing the policies and activities of the economic growth and invest in culture. City of Toronto and its agencies. The four recommendations and actions defined within the report are:

To advance these actions, two foundational strategies – Creative Capital Gains and Collaborating for 1. Make Toronto the most competitive big city in North America for Competitiveness – developed by EDC and endorsed by City Council, guide the programs, initiatives and businesses services the Division implements. EDC’s program development is also broadly aligned with the Strong 2. Ensure adequate supply and availability of business input essentials Neighbourhoods 2020 Strategy produced by the Social Development, Finance & Administration Division and Toronto Employment & Social Services’ Working as One: A Workforce Development Strategy for 3. Encourage business investment and formation Toronto. In 2015, Council unanimously approved a new poverty reduction strategy, TO Prosperity, for which EDC provided input. EDC operational effectiveness is guided by its operational business strategy 4. Boost business growth and 7STAR strategic planning process to ensure its programs and services support and advance the City’s Of the 18 actions outlined in the report, all have been completed or Strategic Actions. the work is well underway or being enhanced. To date, staff have made a variety of focused, concrete and actionable recommendations and actions to address a number of key issues including: enhancing Toronto’s incubation network through a new, Council approved strategy, From Concept to Commercialization: A Startup Ecosystem Strategy for the City of Toronto; participating in the development of a new Regional Foreign Direct Investment agency for the GTA; protecting employment lands for economic activity; leveraged the Pan/Para Pan Am Games to stimulate business alliances through implementing the 2015 Toronto Global Forum-Pan American edition with 2,800 delegates; further developing the music sector through an MOU with Austin, Texas; and undertaking 10 outbound missions and hosting 25 inbound missions in 2015.

4 | Economic Development & Culture Economic Development & Culture | 5 Fundamental Premise Of Division: Fostering a Creative Economy

The City’s Economic Development & Culture (EDC) Division is strategically positioned to foster the increasingly symbiotic relationships between culture, economy and place, in pursuit of long-term prosperity, opportunity and liveability. Toronto’s creative economy impacts and contributes to the economic and social foundations that make Toronto what it is today - a highly desirable place to live, work and play, that attracts skilled workers, businesses, tourists and investment.

The workers and businesses that make up Toronto’s creative economy represent all sectors of the economy, not just those traditionally viewed as cultural. From publishing houses to entertainment lawyers; musicians to musical instruments supply stores; actors and directors to DVD manufacturers and post-production agencies, creative industries are based in many areas of Toronto’s economic make-up.

EDC’s programs and services support all levels of the creative economy and strive to enrich the relationships between them.

The rest of the economy

The Creative Economy Creative thinkers and knowledge workers are found in all sectors

Creative Businesses producing goods and Industries services that are continuously undergoing change including architecture, design, publishing, technology, fashion Cultural Businesses that make products Industries with a core cultural component such as museums, art galleries, crafts, broadcasting Arts Music, drama, theatre, visual art, dance, etc.

Lighting of artist Derek Revington’s Luminous Veil a magnificent legacy of Pan Am Games.

6 | Economic Development & Culture Economic Development & Culture | 7 Who We Are

+ Business Growth Services Economic Cultural Increase the role Business Further the success Competitiveness of culture in the Business Growth Services are designed to do just that: help Toronto businesses reach their full potential of Toronto's Facilitate a economic & social business community dynamic economic development of the with a focus on job creation and investment. Staff assist businesses of all sizes; from burgeoning micro through client environment city and enhance support and enterprises to medium– to large-scale companies; from firms operating within the city’s key industry where business Toronto's place as network can develop an international relations sectors to main street retail and service establishments that comprise the city’s 81 Business Improvement and grow cultural centre Areas. Contributing directly to Toronto’s business-friendly environment, EDC’s business growth initiatives help businesses launch, grow, expand, export and manage everyday challenges.

Film & Entertainment Industries A well-established screen-based production centre. A vibrant music scene. Dynamic festivals and events. All are exciting in their own right, but when combined, they help raise Toronto’s profile as a world- renowned tourist destination. EDC supports all aspects of the city’s film, music, tourism and entertainment industries.

Economic Development & Culture Museums & Heritage Services With an eye to the past while keeping a finger on the pulse of today, EDC manages 10 historic sites in The more than 700 full-time and part-time skilled professionals working within the Toronto. From the birthplace of urban Toronto to the home of Toronto’s first mayor, from a 19th century Economic Development & Culture Division are committed to making Toronto a place industrial community overlooking the Don Valley to a one-room schoolhouse, residents and visitors alike where business and culture thrive. Five organizational units – Arts & Culture Services, can learn about Toronto’s fascinating and diverse history and view some of the 150,000 artifacts and Business Growth Services, Film & Entertainment Industries, Museums & Heritage more than a million archaeological specimens in the City’s collection. In addition to developing unique Services, and Program Support – are focused on business, cultural, and economic programming to showcase the City’s historic sites, the Division also manages, maintains, and restores an additional 100 major heritage buildings and cultural facilities. competitiveness to heighten Toronto’s ability to encourage job creation and support the economic and cultural well-being of the city. Program Support

Arts & Culture Services EDC develops Division-wide strategic plans and policies that address issues facing the business, cultural and arts communities. To track Toronto’s economic and cultural and operational performance staff collect Lifelong cultural participation and public engagement are key contributing factors to prosperous, and analyze statistical data and coordinate technology needs. Staff co-ordinate financial and budget healthy and liveable communities. EDC is committed to supporting and promoting vibrant cultural planning, analysis and procurement for the Division. Operational effectiveness for the Division is guided scenes in Toronto where creative business can flourish and residents and visitors can engage in rich through strategic planning management and advice, and business analysis support. Securing sponsorship artistic experiences. The Division contributes to the development of arts and culture in Toronto by dollars enables EDC to deliver award-winning events, forums and programs. To promote these initiatives, consulting with and advocating for the city’s cultural industries, providing financial support to arts the Division executes large-scale, multi-layered marketing and communications campaigns that attract institutions and individual artists, guiding the development of public art, as well as producing major international attention and millions of participants. cultural events and inclusive arts programs.

8 | Economic Development & Culture Economic Development & Culture | 9 Pan Am/Parapan Am Games

Summer 2015 in Toronto was one for the record books. The city hosted the 350,000 largest Pan Am and Parapan Am Games ever staged and culture gave sport people a run for its money. attended

Collaborating with the TO2015 organizing committee, EDC produced Panamania Live, 23 days of dazzling, free arts and cultural activities on Nathan Phillips Square. City Hall truly was the nexus of celebration with 23 top drawer music concerts, dance performances, art exhibits and nightly days of cultural activities featuring fireworks. 130 More than 130 artists were present including Wyclef Jean, Serena Ryder, artists during Panamania Live at The Flaming Lips, Kiesza, Lila Downs, Café Tacvba, Calle 13, Sergio Nathan Phillips Square Mendes, Derek Miller, Tanya Tagaq, The Roots, Janelle Monae and Jann Arden. Panamania Live attracted nearly 350,000 visitors – it was the big daddy of Pan Am celebrations but it did not have the market cornered. 528,236 passengers were On July 4 EDC turned a utilitarian transport corridor into a spectacular street transported party. Dubbed Luminous Night, the inaugural lighting of the Prince Edward Viaduct’s Luminous Veil attracted an estimated 10,000 happy revellers. The permanent LED array by artist Derek Revington – a Pan Am legacy project – is one of the most ambitious light-based public artworks in the world.

Even before the Games got underway, EDC was busy helping to manage on the test events in a variety of locales including High Park and the waterfront. Pan Am wrapped Island Ferry

The Games provided an outstanding opportunity to market Toronto via the 3D PACHI transit shelters Toronto Global Forum and the Pan American Economic Summit (2,800 4 generated delegates from 41 countries). EDC also produced the Latin American Export Development Showcase which allowed us to promote Toronto exporters and their services to a record number of attendees. Fort York National Historic Site pulled out the stops with a 19-day 14 million Indigenous arts, culture, and sports festival that ran concurrent with impressions the Games. The Aboriginal Pavilion brought together Indigenous peoples from across the Americas to celebrate, share, and learn through dance, theatre, and family programming including visual arts and traditional crafts workshops. 3D Toronto Sign generated EDC took the lead on rolling out the welcome mat for Toronto’s regional and international guests. Our award-winning We’ve Been Expecting You (WBEY) 100 million program turned more than 20,000 hospitality workers and residents into social media impressions city ambassadors. The Host City Welcome and Engagement campaign included wrapping a Toronto Island ferry in the Pan Am brand, in addition to the largest street banner campaign in the city’s history. The campaign also featured three-dimensional Pachis (mascot of the Games) on transit shelters around the city.

But no promotional effort could top the wild popularity of the 3D Toronto Sign on Nathan Phillips Square. An instant icon for the city, the Toronto 20,000 volunteers and hospitality Sign ruled social media for months and continues to boost civic pride and workers trained global attention. Thanks to the Pan Am Games Toronto is truly ready for its close-up. 750,000 The Roots were a highlight of the free maps distributed to Games visitors 23 -day Panamania Live festival.

10 | Economic Development & Culture Economic Development & Culture | 11 Arts & Culture Services: What we do

Arts Services

Partnering with community organizations and artists, EDC staff Managed facilitate, develop and implement a range of community arts programming to ensure barrier-free arts and cultural opportunities million for all. Programs range from mentorships for young artists to $27.8 community theatre, art exhibits, music and dance performances in grant allocations and creative businesses. The Division operates four City-owned community cultural facilities including: The Assembly Hall, Cedar Responsible for Ridge Creative Centre & Art Gallery, Etobicoke Civic Centre Art Gallery and the Zion Church Cultural Centre; and is undertaking the works of day-to-day operation of a new arts and cultural centre through the redevelopment of the Guild Park and Gardens. 205 public art City Cultural Events EDC produces a series of annual signature and special project arts and cultural events from inception through to execution. These annual events include; Cavalcade of Lights, Doors Open Toronto, Nuit Blanche Toronto and Summer in the Squares. These events are free and celebrate the vibrancy and diversity of Toronto, enrich the quality of life for residents, attract world-wide tourist audiences 19 million people and promote professional local, national and international artists, co-producers and presenters in every artistic discipline. The Division develops large-scale special programs that commemorate events of significance for the city. Past events include Toronto’s millennium celebration and 175th anniversary, the 2010 Olympic Torch Relay and this year’s cultural celebration for the 2015 Pan Am and Parapan Am Games - Panamania Live at Nathan Phillips Square. Cultural Partnerships EDC’s Cultural Partnerships unit works with the professional not- attended for-profit arts and cultural sector to provide cultural offerings across Toronto. Grant allocations are made to the sector through our partnership with the Toronto Arts Council, and City programs such 28,000 as Major Cultural Organizations, Local Arts Service Organizations, City-funded and the Culture Build program. EDC also administers and maintains cultural events Toronto’s Public Art program. The Division works closely with Planning, Real Estate Services, Finance, and Facilities Management to ensure a supply of affordable and sustainable cultural space by managing Below Market Rent tenancies in City-owned spaces 271,000 and developing new space through unique partnerships with Doors Open commercial and not-for-profit developers. Toronto building visits

to162 sites

Artist Mary Mattingly’s Beaufort 5: Torus featured at the 10th edition of Nuit Blanche Toronto.

12 | Economic Development & Culture Economic Development & Culture | 13 Arts & Culture Services: What we achieved

Arts Services Cultural Partnerships • Implemented the second Cultural Hotspot celebrating local arts and culture, this year in Etobicoke, • Funded directly, and through the TAC, more than 28,000 cultural events attended by over 19 million which drew 21,000 attendees and included festivals, exhibitions and performances people

- Leveraged $500,000 from 50 key partners to develop 200 Hotspot events • Managed $27.8 million in grant allocations through the Toronto Arts Council and directly to major - Created employment, mentorship and training opportunities for more than 200 youth cultural and local arts service organizations

- Developed the legacy Cultural Loops Guide & Tour Program, featuring a booklet of • Culture Build program funded 12 state-of-good-repair projects with a total of $330,000 in grants, self-guided tours featuring over 200 points of interest in Etobicoke leveraging $1.6 million worth of repair work on non-City owned cultural facilities - Launched the Hot Eats program, featuring 75 local restaurants and cafes • Oversaw the appointment of Anne Michaels as the fifth Poet Laureate of the City of Toronto • Supported legacy programming in the 2014 Scarborough Hotspot with two animation for a three-year term weekends attended by 1,000 people • Supported 37 public appearances by outgoing Poet Laureate George Elliot Clarke • Delivered 425 arts education classes, 425 arts events and 95 arts exhibits • Produced the Toronto Book Awards in partnership with the Toronto Public Library and Word on the • 17 key community arts organizations participated in the 2015 Live Arts Partnership Program Street; doubled attendance at the award ceremonies to 300

• Coordinated the efforts of 596 volunteers who contributed a total of 7,078 hours • Completed conservation and maintenance on more than 25 artworks and monuments City Cultural Events • Steered a major policy report through Council resulting in the consolidation of all three Civic Theatres – the Sony Centre for the Performing Arts, the St. Lawrence Centre for the Arts, and the • Produced the 10th edition of Nuit Blanche Toronto, North America’s largest free contemporary art Toronto Centre for the Arts – under a single board of management festival, featuring 110 art projects by nearly 400 artists. The 2015 event attracted an audience of more than 1 million (including close to 205,000 out-of-town visitors) and generated an economic impact of $41.5 million. Promotion and Funding

• Produced the 16th edition of Doors Open Toronto, one of the three largest Doors Open events in • Developed and implemented local and out-of-market campaigns for the Division’s major cultural the world: 162 sites including 39 new participants were featured in 2015 with seven programming events. Combined, these campaigns were valued at more than $6 million and generated in partners. The event saw 271,000 visits, an increase of nearly 40,000 over 2014. excess of 2.2 billion impressions, driving increased attendance and economic impact

• Canada Day celebration at Mel Lastman Square attracted an audience of 25,000; seven Sunday • Secured partnerships with 15 media outlets resulting in over $2.2 million of in-kind promotional Serenades were also held at Mel Lastman Square support

• Produced the 49th edition of Cavalcade of Lights which drew a record audience of 50,000 • Secured $2.9 million in corporate sponsorship (cash and in-kind) and grants to support City cultural events, offsetting 70 per cent of event programming budgets • The City Cultural Events Volunteer Program saw over 2,000 placements (excluding the Pan Am Games) Policy and Research • Reported to Council on the impact of increased investment in cultural grants in terms of funds leveraged, citizen engagement, distribution of funding, new program development, and diverse arts practices

• Established new program criteria for the Major Cultural Organizations improving program transparency and accountability

• Established terms and conditions for the appointment of Toronto’s first Photo Laureate in 2016 and convened an advisory panel to select candidate

• Contributed to the City’s official response to the Province of Ontario’s Cultural Strategy and the Toronto Arts Council’s strategic plan; and served on the steering committee for Toronto Artscape’s Creative Spaces Outside the Core

The Water Guardians by Toronto’s • Analyzed the economic performance of the culture sector in Ontario through participation Jennifer Marman and Daniel Borins is in the Creative City Network of Canada, Cultural Statistics Strategy one of several new public art projects enhancing the West Don Lands.

14 | Economic Development & Culture Economic Development & Culture | 15 Business Growth Services: What we do

Business Improvement Areas EDC supports the growth and economic health of Toronto’s network of 81 Business Improvement Areas (BIAs) comprised of more than 35,000 businesses employing over 410,000 people. Staff provide hands- on advice and assistance to community groups looking to start or expand a BIA, ensuring that legislative requirements are met. EDC administers several grant programs that help BIAs to improve the façade of commercial premises and to create murals that can be enjoyed by all. The Streetscape Improvement Program provides 50/50 cost sharing for large-scale beautification projects within BIAs. Business Retention and Expansion EDC’s services and programs support local medium- and large-sized businesses to facilitate growth and job creation. Staff offer a corporate calling program, administer the IMIT Property Tax Incentive Program, and expedite development through the Gold Star program. To help Toronto companies expand into foreign markets, EDC offers export development advice and training and access to representatives of the 9 international cities with which Toronto has formal economic and cultural relationships. Two key resources produced and maintained by staff are the Toronto Signature Sites Collection online database, and the Business Connect resource guide. Entrepreneurship Services EDC offers services that link entrepreneurs and small business owners with the tools they need for growth and development. Within three Enterprise Toronto small business centres staff offer one-on-one business plan consultations, assist with Facilitated the business name registrations, and advise on government completion of major investment regulations including permitting and licensing. Staff also produce projects and free business forums, weekly seminars and unique training expansions opportunities. Business incubators and accelerator programs play 30 a key role in the growth of start-up and early-stage companies. EDC supports the formation, maintenance and expansion of business incubators in Toronto through professional and financial support. Sector Development a combined investment value of EDC provides advocacy and consultation and fosters business to-business collaboration among targeted high-growth industry $450 million sectors including: life sciences, design, fashion/apparel, education, aerospace, financial services, food and beverage, green, and technology. Funding initiatives and programs representing developed by industry partners, sector-based organizations and associations allow the City to leverage resources to encourage 2 million+ square feet of space growth among Toronto’s key sectors and contribute to Toronto’s future economic health.

resulting in 6,500 retained and new jobs EDC played a key role in the creation of the Downsview Aerospace Innovation and Research Consortium with a focus on collaborative R&D

16 | Economic Development & Culture Economic Development & Culture | 17 Business Growth Services: What we achieved Sector Development Business Improvement Areas Life Sciences: Participated in launch of TO Health! The Toronto Region’s Human Health Sciences Initiative, both locally at MaRS HealthKick and internationally at the BIO International Convention. • Supported the creation of three new BIAs (Midtown-Yonge, Dufferin Wingold and Bayview Leaside) and the expansion of two BIAs (Dupont by the Castle and Fairbank Village) Aerospace: Played a key role in the creation of the Downsview Aerospace Innovation and Research Consortium and the facilitation of planning and building approvals of the Centennial College Aerospace • Spent $8.5 million (gross) of approved capital funding on 60 projects resulting in a 75 per cent campus representing Phase 1 in the development of the Downsview Aerospace Campus Hub. completion rate Business and Professional Services: Initiated “Smart Cities” asset mapping as a way to promote • Completed 54 Façade Improvement Grants valued at $525,000, leveraging over $2 million in private Toronto’s value proposition as an Urban Solutions provider and encourage local exports. Worked with investment Global Affairs’ Toronto Office, to promote Toronto’s business advantages to 25+ Trade Commissioners.

• 10 Mural Grants completed valued at $50,000 Design: Helped the Design Advisory Service secure Industry Canada funding for research to measure the impact of industrial and graphic design. Assisted the Toronto Design Offsite Festival to participate in New • Leveraged over $34 million in private sector funding for commercial area revitalization — a 30:1 York Design Week with designs made from urban wood. ratio for every dollar the City spent Fashion: Supported Shop Toronto Design project, Toronto Fashion Incubator (TFI) New Labels designer • Provided ongoing professional advice and support to all 81 BIAs; attended 740 Board of competition, and facilitated TFI Press & Buyers spring and fall boutique trade shows at World MasterCard Management meetings Fashion Week. Working with TESS to help employers hire and train sewing machine operators. Business Retention & Expansion Education: with 30 partners supported approximately 3,500 international students from 124 countries via the International Student Airport Welcome Program; hosted International Students Day for 200 attendees. • Consulted with 3,700 mid- to large-sized businesses and area-based networks, made 510 corporate calls and supported the resolution of 110 local business issues Food and Beverage: Supported the build and launch of the new Toronto Food Business Incubator. Worked on application for funding from the Province that provided $760,000 over 3 years. Worked with TDSB on • Supported more than $450 million worth of investment to completion across 30 projects adding three Youth into Food Processing training programs that saw 45 post-secondary school graduates find full more than two million sq. ft. of space and more than 6,500 retained and new jobs time employment in the Toronto food processing sector.

• Reviewed 118 development applications, producing 33 comments Green: Completed the Maple Leaf Forever Wood Initiative which engaged over 250 local makers and wood crafters to build national awareness of Toronto leadership in the sustainable economic use of our urban • Signed two IMIT incentive development agreements (four applications received) tree resources. Created the Green Market Acceleration Program (GMAP), in collaboration with the Toronto • Provided export plan, trade compliance and export development training to over 200 companies Office of Partnerships, to provide support for new locally-developed green technologies.

• Hosted 24 inbound business delegations Technology: Provided support for a series of career events (Techvibes, Hackernest, Learning to Code, and Talent Mash) to promote tech careers to youth and help employers recruit tech talent. Supported HTML • Maintained more than 140 active listings and received almost 12,700 visits to the Business 500 which provided free HTML training for one day to 500 Toronto residents, including 50 TESS clients. Opportunities Bulletin Board Entrepreneurship Services Promotion and Funding • Completed the Council approved “From Concept to Commercialization: A Startup Eco-System • Secured more than $270,000 to support Entrepreneurship Services and Education Sector Strategy for the City of Toronto” which provides a 5-year plan for making Toronto the best place Development globally to start and build a business • Facilitated over 57,000 client interactions with small businesses and entrepreneurs, fostered Policy & Research 22 business incubator partnerships and collaborations • Initiated the Consumers Road Economic Potential Study to identify the opportunities to • Coached more than 735 business incubator clients to achieving self-sustaining status support sustained employment and non-residential investment in Employment Lands

• Held 129 training seminars and events • Managed the Competitiveness Municipal User Rates Study to analyze and evaluate the competitiveness of various user rates, levies and operating costs faced by Toronto’s • Processed over 2,000 business registrations and provided 2,135 one-on-one consultations manufacturing sector

• Supported the City’s request to amend the legislation around the Provincial Vacant Unit Rebate

18 | Economic Development & Culture Economic Development & Culture | 19 Film & Entertainment Industries: What We Do

Film, Television & Digital Media EDC provides one-stop service for animation, video game, interactive, digital media and film projects produced in Toronto. Staff co-ordinate location filming within the city, ensuring the highest level of customer service to this specialized client group while minimizing disruption on city streets. Staff offer connections to resources for talent, skilled technicians, Total film commissions, government and industry contacts, tax credits, studios, locations and suppliers. Staff provide industry development support to the local screen-based community including the more than 25,000 employed in $1.55 this industry. billion in direct investment in Live & Recorded Music Development 2015 Toronto is a diverse music city, home to an unmatched grassroots network of emerging artists and global talent as well as over 250 venues featuring live music regularly, 75 unique music festivals across all genres, leading promoters, and the country’s top recording studios and record labels. Through robust industry-based partnerships, EDC staff liaise with Toronto’s music industry, stimulating economic growth and helping to create more million opportunities within this dynamic sector. $145 in animation Event Support $1.47 EDC supports the hundreds of bids, festivals, events and conventions million in music videos which occur in Toronto annually. EDC staff manage and co-ordinate the cross-Divisional Event Support Team, a one-stop shop of City representatives that provide advice and answers to help producers facilitate their events. The team is composed of representatives from $345 City divisions, and Commissions including Toronto Paramedic Services, million in commercials Film, Television & Digital Media, Municipal Licensing & Standards, Parks, Forestry & Recreation, Police Services, Public Health, and Transportation. EDC provides an online event planning guide and the Event PaL application billion which generates customized application packages. Staff regulate permits $1.062 in major for all events on Nathan Phillips Square. Staff also administer the annual film & TV productions Winterlicious and Summerlicious programs. Tourism Services EDC nurtures and stimulates the tourism economy through public information services, industry support and by representing tourism interests in City policies and practices. Public tactics include engagement to benefit visitor experience, encourage higher expenditure in destination and support local business. Industry tactics include training and outreach as well as sector support such as attracting investment and supporting industry needs. Specific programs include year-round (Union Station) and seasonal (INFOTOGO) visitor information services as well as supporting 1,218 filming projects pieces such as the Festival and Events Calendar/Database, maps and brochures. Industry engagement includes the We’ve Been Expecting You shoot days

(WBEY) eNewsletter, online and in-person training. Additional programs 6,680 include Toronto Greeters, a unique program linking visitors with local volunteers who share their love of Toronto. New Year’s Eve 2015 attracted the largest audience ever on Nathan Phillips Square.

20 | Economic Development & Culture Economic Development & Culture | 21 Film & Entertainment Industries: What we achieved

Film, Television & Digital Media Tourism Services • Permitted over 6,000 filming locations and co-ordinated 1,531 on-screen productions for a total of • Launched the online We’ve Been Expecting You (WBEY) hospitality training program which engaged 6,680 shoot days generating $1.55 billion in expenditures by screen-based production companies. 20,000 TO2015 volunteers and an additional 3,000 people from 400 different organizations. The 2015 marked the fifth consecutive year that expenditures exceeded the $1 billion mark. WBEY in-person training program engaged an additional 2,000 participants.

• Supported 80+ film festivals that operate in Toronto each year including TIFF, Hot Docs, and the • Visitor Information Services interacted with 266,127 people over 383 operating days at 51 different Canadian International Television Festival sites. This was two times the impact of 2014’s program and eight times that of 2011

• Worked closely with the Ontario Media Development Corporation and key stakeholders and • Produced approximately 2 million maps including 785,000 Games-specific maps distributed at over suppliers to support Toronto’s reputation as a global film destination and encourage new production 1,000 locations, up from 250 locations in 2014 business • Continued operation of the City’s online Festival and Events Calendar/Database with 26,942 Live & Recorded Music Development live event listings • Augmented the Music Office staff to support the work of sector development • Reached out to close to 5,000 tourism-based businesses including 1,000 door-to-door engagements, leadership of events such as an Attractions Marketplace and monthly WBEY • Planned and executed activations at SXSW in Austin, Texas, co-hosted by the City of Toronto and eNewsletter the Austin-Toronto Music Cities Alliance: - two showcases providing performance opportunities for eight Toronto artists Promotion & Funding - two business networking events bringing together Toronto and Austin music industry leaders • Developed and implemented advertising, media relations and social media campaigns for • Launched the Music 311 program with the City’s 311 Division and the Live from City Hall program Winterlicious and Summerlicious 2015. Combined, these campaigns had a total market value with the City’s Facilities Management division of more than $2.2 million and generated close to 700 million impressions, driving increased • Worked with The ReMix Project on the Chicago/Toronto Urban Music Exchange initiative, “A Tale of audience participation and economic activity. Two Cities” for emerging artist showcases in sister cities Chicago and Toronto • Social media following for @LiciousTO grew to over 60,000 in 2015 • Initiated the first-ever Toronto music-sector asset inventory project

• Worked with Mayor’s Arts Advocate Councillor John Filion, the City’s Parks Foresty & Recreation Policy & Research division, and the Toronto Arts Council to create the Music in the Parks pilot program • Undertook a Creative Industries Policy Review; delivering on Creative Capital Gains, Action 6.6 • Worked with the Toronto Music Industry Advisory Council to advance key goals including: to “expand awareness and understanding about existing City Financing tools (Section 37, TIEGs, - collection and inclusion of music industry input into the noise bylaw review process undertaken etc.) to the cultural community” by the City’s Municipal Licensing and Standards division • Implemented Phase II of EventPal, the City’s online permit application system for event - writing of the City’s first Music Strategy’s first draft and an accompanying online survey, which organizers, replacing 16 divisional forms with a unified, mobile-optimized permitting application generated over 6,000 responses • Launched Phase II of the Film Office Permitting System, replacing a manual cash register Event Support process with an automated process including an accounting module that has auditing and • Consulted on 100 events at Nathan Phillips Square and co-ordinated city services for a total of 233 reporting capabilities that provide real-time insight into business operations event days

• Provided logistical support to over 500 events including: 2015 Pan Am & Parapan Am Games, Panamaina, Torch Relay, Luminous Veil, World Pride, TIFF Street Festival, NHL World Cup of Hockey, NBA Allstar Game and the City of Toronto’s New Year’s Eve Show

• Winterlicious and Summerlicious served more than 600,000 prix fixe meals, representing approximately $27 million in direct spending for Toronto’s restaurant industry. Since the program’s inception in 2003, participating restaurants have served 5.6 million meals and generated more than $247 million in economic activity for the local restaurant industry.

22 | Economic Development & Culture Economic Development & Culture | 23 Museums & Heritage Services: What we do

Toronto’s Historical Museums EDC operates 10 historic sites – including Toronto’s birthplace, the iconic Fort York National Historic Site – that collectively tell the story of Toronto. Each public site offers a broad range of programs, events and exhibits – including P.A. Day and March Break events, summer camps, concerts, informative talks, tours and theatre programs – that bring these historic sites and their history to life. Staff also run highly popular school programs aligned with the Ontario primary and Fort York NatioFnaorlt York National Todmorden MillTodmors den Mills secondary school curriculums. EDC facilitates rentalHistoric Site Historic Site Heritage Site Heritage Site of all the sites for a variety of business and social functions such as corporate meetings, weddings and birthday parties. Collections and Conservation EDC is responsible for the care, conservation and display of a large and significant collection of historic objects – 150,000 items such as furniture, clothingGibson House GibsoMuseumn House Museum Zion SchoolhousZione Schoolhouse and documents – as well as roughly 1.1 million archaeological objects that are authentic and tangible reminders of Toronto’s history. In addition, EDC acts as the steward of the City’s fine art collection, conserving the more than 2,500 moveable works of art, many dating back to the 19th century and making them available and accessible to the public.

Operational Support Mackenzie HouseMackenzie House Montgomery'sMo Innnt gomery's Inn EDC is responsible for the restoration, maintenance and major service improvements of our 10 historic sites and of over 100 additional City-owned heritage buildings located on 42 properties. These properties range from the Toronto Centre for the Arts and the Sony Centre to historic sites such as Todmorden Mills, Spadina Museum, and Casa Loma; and cultural centres such as the Windfields Estate. Staff also lead the development of, and manage the ongoingMar ket GalleryMarket Gallery Spadina MuseumSpadi na Museum relationship for adaptive reuse and restoration of major sites such as the Evergreen Brickworks, the Guild and the John St. Roundhouse. Staff also engage a variety of significant media and other partners and work to raise awareness of programs, events and exhibits and facilitate both the active participation of volunteers as well as the rental of facilities.

Colborne LodgeColborne Lodge Scarborough Scarborough Historical MuseHiumstori cal Museum

Summer camp at Spadina Museum

24 | Economic Development & Culture Economic Development & Culture | 25 Museums & Heritage Services: What We Achieved

Toronto’s Historical Museums Operational Support • In 2015, over 412,000 people visited the historical museums • Completed Phase 8 of the structural restoration of Casa Loma, which will permit visitors to access the observation deck on top of the Norman Tower at the south-west corner of the site • More than 300 events, programs and exhibits were produced attracting more than 200,000 attendees. The new Visitor Centre at Fort York National Historic Site hosted a number of major • Completed most of the work related to the historic landscape restoration at Montgomery’s programs and exhibits including Magna Carta: Law, Liberty & Legacy, part of a cross-Canada tour, Inn. What was initially identified as a waterproofing and re-grading project to enhance the museum and the Gertrude Kearns exhibit The Art of Command, related to Canada’s military mission in entrance, developed into a re-creation of the historic landscape features around the Inn Afghanistan. • Completed numerous roof replacements on EDC properties including two roofs at the Berkeley - Fort York’s 43-acre site was animated with many events and programs including The Great War Street Theatre, while taking into consideration the Canadian Stage Company’s busy schedule of Comes to Life and the Indigenous Arts Festival. In addition, the site played host to other major rehearsals and performances cultural events such as the Taste of Toronto and the Toronto Independent Music Experience. - The opening of Gibson Park with its Gibson memorial mural, recreated orchard, and heritage • Completed Phase 1 of the mainstage reconfiguration of the Toronto Centre for the Arts. The tower inspired public art re-installation, 100 Chains, in partnership with Parks, Forestry & Recreation, stage black-box theatre opened on schedule in April and was regularly booked throughout the rest Councillor John Filion’s office and Menkes Developments of the year. Phase 2, the Lyric Theatre, is scheduled for completion in 2016 - Spadina Museum’s Gatsby Garden Party went viral on social media with more than 52,000 • Completed the Monument Walk, as well as the environmental abatement and cleaning of the three Facebook RSVPs historic buildings at the Guild. Nineteen monuments and architectural artifacts had to be moved to - Mackenzie House hosted Interlove, a captivating documentary photography exhibit make way for the Guild Inn banquet hall development. The buildings are ready for re-development as a community arts centre in the coming years - Montgomery’s Inn celebrated its 40th year as a historical museum with an event to mark the opening day itself, a special exhibition about the role of volunteers at the Inn, and a major community celebration in the fall Promotion & Funding - Three exhibits were staged at the Market Gallery: Toronto Observed Through Three • Secured over $680,000 in grants, corporate sponsorships and donations and over $400,000 in Generations, Home Field Advantage and Framing Toronto: City of Toronto Art Acquisitions media partnerships to support Magna Carta: Law, Legacy and Liberty, and other Museum and 2010 to 2015. Heritage programs - Continued to collaborate with Toronto Arts Council on The Arts@the Historic Sites bringing • Marketing budget of $140,000 leveraged $550,000 in in-kind media to promote more than 300 more art, theatre and dance into the City’s museums programs, events and exhibitions. Highlights include: - Art of Command media reached 1.4 million - Magna Carta media reached over 5.7 million. Key advertising partners included: Astral, Pattison, Toronto Star, Metroland, Classical 96.3 - We Have a Camp for That guide strategically targeted to more than 80,000 students in the TDSB and TCDSB. Campaign drove two per cent increase in museum camp registrations • TD Education Fund created to break down barriers and increase accessibility to Toronto’s Historic Sites for students. Program participation for 2015: 9,331 students across 126 schools

Policy & Research • Led a comprehensive environmental scan of external factors that will influence Museums and Heritage Services business in the next five years, as part of the Museums and Heritage’ Services Roadmap

• Prepared trade area profiles for several of the City’s historical museums

Fort York Visitor’s Centre hosted Magna Carta: Law, Liberty and Legacy, a highlight of the busy fall season.

26 | Economic Development & Culture Economic Development & Culture | 27 Program Support: What We Do

Finance & Administration With some of the highest capital budget completion rates in the corporation, EDC staff co-ordinate financial planning, analysis, reporting and the budget process for the Division. Staff ensure that sound management and best practices in financial planning and procurement are followed across the Division, advocating for responsible stewardship of funds and compliance with corporate financial and payroll policies, procedures and directives. Marketing Staff use a variety of marketing and communications tools to attract audiences to EDC-produced cultural programs and events, and to inform about City of Toronto services for businesses. Strategic planning, pro-active publicity and media relations, advertising, print collateral, website and digital tool development, social media campaigns and media sponsorships are some of the tactics that staff oversee and develop to ensure key target audiences are aware of the City’s business and cultural offerings. Media sponsorships are negotiated and nurtured by staff, increasing the overall reach of promotional efforts and enabling EDC to promote in mediums that it would otherwise be unable to afford. Strategic Planning and Policy Development Providing policy analysis and advice on a broad range of economic, cultural and strategic issues is a vital part of EDC. Staff develop policies and short- and long-term strategies to support the economic, cultural and fiscal well-being of Toronto. Through consultation with stakeholders as well as regional, national and international practitioners, staff ensure that the interests of not only the City but also residents and businesses alike are accurately reflected in policy development. Staff advocate and influence provincial and federal government legislation, policy and programs to protect and advance Toronto’s economic, cultural and competitive position. Staff lead the operational business planning through advice and support across the division. Operational effectiveness oversight and support is provided through program evaluation and performance measures development. Research & Information Systems Research staff collect, analyze and disseminate economic data about the city of Toronto and the Toronto region. Regular publications include: Toronto Economic Indicators, Labour Force Summaries, Economic Dashboard reports and presentations, industry and occupation profiles and GTA property tax comparisons. Staff support the analytic and data needs of the rest of EDC and maintain www.toronto.ca/ecdevdata/. Staff respond to over 500 internal and external research enquiries a year, investigate the use of technology to improve customer service and to find efficiencies across the Division and coordinate the delivery of IT capital projects for EDC. Sponsorship Many of the programs offered by EDC are supported through corporate sponsorship and public/private sector partnerships. These partnerships reap positive, measurable economic spin-offs for the City of Toronto generating cash and in-kind revenue for the division. Staff develop sponsorship strategies featuring customized levels of sponsorship, marketing and on-site benefits and manage the effective execution of all on-site sponsor-related activations.

Another Pan Am Games legacy, the 3D Toronto Sign on Nathan Phillips Square became an instant icon for the city generating 100 million social media impressions.

28 | Economic Development & Culture Economic Development & Culture | 29 Program Support: What we achieved EDC’s 7STAR Strategy

Finance & Administration Following its 2013 organizational restructuring, Economic Development & Culture Division required an operation business plan that strategically outlined its services, objectives and performance evaluation. In • Managed and restated the Division’s operating budget to the new organizational structure, which 2015, EDC embarked on an internal strategic planning process that focussed on three key deliverables: totalled $77.7 million in gross expenditures, offset by revenue of $23.7 million for a net cost of $53.9 million. Expedited an additional 300 contracts and generated over 570 payments to artists - Development of an EDC Operational Business Strategy to clearly articulate the Division’s services to for the 2015 Pan Am games. assist clients and achieve its goals - Initiation of a Continuous Improvement Implementation Plan to support the Division long term • Managed the Division’s Capital budget which totalled $46 million in gross expenditures commitment to service excellence Policy Development - Creation of a Divisional Information and Information Technology Plan to enable EDC’s operational business strategy • Developed and implemented new Agenda Monitoring System to identify and track items of interest Together these initiatives became known as EDC’s 7STAR Strategy. on City Council, Community Councils and Committees of Council agendas 7STAR -- an acronym for Staff / Strategy / Structure / Skills / Style / Systems / Sharing / Talent and • Provided an economic development and cultural lens on various reports and projects for internal Resources - represents all aspects of the Division that require city and external groups for example: alignment in order for EDC to successfully achieve its mission. - Provided economic development and culture input into the development of the TO Poverty Reduction Plan To deliver on these three initiatives, EDC followed strategic planning best practices guided by the following principles; - Contributed to the economic impact analysis section of the City Manager’s report on the Woodbine Casino Report STAR • Comprehensive (focused on service, I&T and continuous SKILLS | STRATEGY | STRUCTURE | STYLE | SYSTEMS 7STAFF | SHARED VALUES | TALENT AND RESOURCES improvement) - Advanced the City’s economic development and culture policies by working on TOcore Phase 1 Sustaining a Robust Economy • Aligned (both with corporate and divisional strategies, strategic planning best practices) - Participated in monthly meetings with Toronto Employment and Social Services (TESS) to identify areas of common interest and collaboration with regards to the Workforce Development • Inclusive (all staff engagement) Strategy • Governed (project management through various committees and working groups) Research & Information Systems What We Achieved: • Researched and drafted the EDC IT Strategic Planning study outlining current gaps in capabilities,  Refined EDC’s strategic directions and Mission Statement: Making Toronto a Place Where Business consolidates technology solutions and establishing a vision for EDC’s future directions in and Culture Thrive information technology  Identified key clients, their needs and current services that meet these needs • Analyzed, produced and reported a variety of data to track and communicate Toronto’s economic performance including monthly Economic Indicators and Labour Force (LFS) summaries with  Reviewed the Division’s performance measures and targets seasonal adjustments for key variables  Identified key operational challenges and opportunities for the Division • Prepared and delivered Economic Overviews for the City’s Bond Rating presentations  Piloted a web-based communications tool for the Division • Participated in and provided an economic development lens for: the Gardiner Expressway  Completed the first draft of the EDC I&IT Strategy Environmental Assessment, the Poverty and Employment Precarity in Southern Ontario (PEPSO) Project, Rental Apartment Working Group, Tower Renewal Neighbourhood committee Next Steps:

• Provided research and statistical support to the Management Information Dashboard produced by In 2016, as part of the EDC 7STAR Strategy, we will: the City Manager’s Office; Toronto Foundation’s Vital Signs Report; and the Global City Indicators - Implement a 2016- 2018 Work Plan • Produced Economic Dashboard reports for each EDC meeting, which summarize economic trends - Develop section and unit strategies to address specific issues and prioritize activities and data regarding Toronto’s economy - Validate performance measures for all EDC services and activities • Responded to more than 600 inquiries for economic research and statistical information - Update and implement the customer service strategy - Develop a Capital Business Case to respond to the IT roadmap - Further Continuous Improvement Implementation Plan

30 | Economic Development & Culture Economic Development & Culture | 31 Looking Forward

Building on the strengths and impacts of the programs and services currently offered, Implementation of the Museums and Heritage Services Roadmap we will continue to support job creation and investment attraction to improve Toronto’s In 2016, EDC will begin implementation of Museums and Heritage Services’ five-year roadmap, which business climate; bring arts, culture and heritage programming to the broadest possible is intended to focus the section’s efforts and enhance awareness of and visitation to the City’s historical audience; and provide leadership and collaborative support to both the business and museums. This strategic endeavour is focused on bringing the history and heritage of Toronto to life cultural communities. Some of the Division’s upcoming initiatives include: through innovative and dynamic programs, exhibits and special events. Nuit Blanche Toronto: The Next Five Years When the Beatles Rocked Toronto A five-year strategic planning process for Nuit Blanche Toronto is currently underway (2016 - 2020) with a In collaboration with a variety of partners, EDC will present the exhibit “When the Beatles Rocked Toronto” projected completion date of spring 2016. The strategic plan will make recommendations to ensure that to commemorate the 50th anniversary of the group’s final performance in the City. The exhibit will explore Nuit Blanche remains one of Toronto’s most anticipated, bold and evocative contemporary art events. It some of the changes Toronto was experiencing in the 1960’s and be complemented by a variety of other will clarify and confirm the City’s vision and objectives for the event and define the event’s vision and events including a concert at the former Maple Leaf Gardens, musical programming at Yonge-Dundas goals, strategic objectives, key program deliverables, current issues and opportunities, and performance Square, a fashion event and walking tours. measures. 7STAR Strategic Planning Canada 150 In 2016, EDC will continue the internal 7STAR strategic planning process, delivering a final EDC Looking further ahead, to mark the 150th birthday of Canada, planning is underway to explore a potential Operational Business Strategy and directing staff efforts towards the development and implementation of music centered summer festival. Reminiscent of 2015’s Panamania Live celebrations, this program will a Divisional Work Plan, and Section and Unit plans. Additional focus will be placed on improving internal integrate live concerts with performance and spectacle to create a center of celebration for all Torontonians communications, implementing a new CRM (Customer Relationship Management software) and continued at Nathan Phillips Square. The Division’s major Cultural Events and Museums programs will also be work on the Division’s Centres of Excellence for policy development, marketing, sponsorship, finance, augmented with broad community-based programming to support this special year of celebration for our research and IT. nation. Event Hosting Growing business globally and locally EDC will provide support for a number of major third-party events that will be hosted in Toronto in 2016 Key priorities include implementation of the Startup Ecosystem Strategy, and advancement of the Smart including the NBA All Star Weekend, Microsoft International Conference, World Cup of Hockey and the City initiative. EDC will continue to provide strategic support to the industrial and commercial investment Grey Cup. The Division will also report to Council on an Event Hosting and Bidding Strategy which will and development sector, and conduct a review of the Division’s IMIT incentive program. present a framework for managing various bids for major events and conventions, including both City- initiated and third party-initiated events. A strategy for management and animation of Nathan Phillips Strengthening Toronto’s business environment Square is also being developed and will be reported to Council. Specific recommendations for both reports are currently under consideration. EDC will continue to develop and support a Going Global Strategy, as well as the launch of the Regional Foreign Direct Investment Agency. We will re-activate existing sister-city agreements and capitalize on Planning for future growth in Toronto’s Film & Music Industries long-standing relationships with consuls around the world to help pave the way for Toronto businesses to explore international markets. We will gain access to the global property development community through In 2016, the Toronto Music Advisory Council will present a strategy to guide the short- and long-term attendance at MIPIM in 2016. Toronto will also lead a business mission to Asia and the U.S. West Coast in growth of Toronto’s music sector to City Council. If adopted, the strategy will provide a roadmap for 2016 and to other markets later in the year. supporting and growing Toronto’s music sector. The Division also plans to develop a new strategic plan to guide the future development of Toronto’s strong film, television and digital media sector. This plan will steer the Division’s future work with these growth sectors.

32 | Economic Development & Culture Economic Development & Culture | 33 Our ongoing commitment

In the coming years, the ways in which we work may change, but our objectives will remain the same: we will continue to preserve and support job creation; stimulate business growth; and help businesses prosper in a global economy. We will continue to maintain and enhance our dynamic and diverse cultural sector; and increase the role of culture in the economic and social development of the city. As a Division, EDC will adapt and change to meet the challenges and opportunities presented by our growing and evolving city.

We look forward to working with you. Contact us.

Mike Williams Pamela Roberts

General Manager, EDC Director, Program Support 416-397-1970 416-395-0410 [email protected] [email protected]

Terry Nicholson George Spezza

Director, Arts & Cultural Services Director, Business Growth Services 416-392-4166 416-392-6904 [email protected] [email protected]

Zaib Shaikh Larry Ostola

Film Commissioner & Director Director, Museum & Heritage Services of Entertainment Industries 416-392-9135 416-392-3376 [email protected] [email protected]

EDC administers several grant programs that help BIAs to improve the façade of commercial premises and to create murals that can be enjoyed by all.

34 | Economic Development & Culture Economic Development & Culture | 35 toronto.ca/business | toronto.ca/culture