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It’s time for the return of my weekly E-Blast! If you’re a longtime reader, welcome back. If you’ve joined our list more recently, you can expect to hear from my office every Thursday. With a few exceptions for holidays, my team and I will bring together the municipal updates, community news, and event announcements we think you’ll want to know about, all in one weekly email. Each week, I’ll share a column on a current municipal issue or something I’m seeing through my various committee and Board roles. If the column isn’t for you that week, feel free to scroll straight to the Community Updates section. That’s where my team and I will share information about upcoming meetings and town halls, project notices that may affect your commute, events happening across the ward, and important public updates from City divisions and agencies. If you’re interested in what happens in the Council Chamber, including the decisions Council makes and what they mean for Don Valley North, watch for my monthly “Council Highlights” E-Blast. If growth and development are your main interest, notices for consultation meetings will appear in Community Updates. Every few months, I’ll also publish a “Development Updates” column with an overview of active applications across the ward and where each one stands in the City’s review process. Right now, Council is preparing for the inaugural meeting of the new term on Wednesday, November 18. The City’s standing committees, including Planning and Housing and Infrastructure and Environment, will begin meeting after that. Today, I chaired another meeting of the Toronto Police Service Board, where members continue the important year-round work of overseeing the Toronto Police Service. In the meantime, elected representatives are taking our oaths of office and getting back to work with our teams. My staff are following up on active neighbourhood cases that came to us over the summer and fall, and our office is open for business. If you have a new concern that you’ve been waiting to share, please don’t hesitate to get in touch. I’ll have more news for you next week. Until then, let’s keep working together to make Don Valley North the best place to be.

With the municipal election period beginning on August 1, this will be my last weekly E-Blast you'll receive until after Election Day. During the election blackout period, Members of Council are prohibited from distributing community newsletters, E-Blasts, flyers (except in emergencies), or organizing and hosting community events such as community meetings, Environment Days, or movie nights from our City Councillor offices. While our outreach activities are paused, my constituency office remains open and my team will continue to help residents with City services, local issues, and constituent casework throughout the election period. My existing social media accounts will also transition to election accounts, so if you'd like to continue receiving updates from City, please follow me here. This week also marks the final Council Meeting of the term. In this update I've included highlights from this week's City Council meeting, along with an update on a development my team just received, and an update on the Rain Barrel program. Thank you for following along over the past four years, and I look forward to staying in touch throughout the election. Council Highlights EX33.1 - 701 Fleet Street - Authorization to Enter into a Long-term Lease and Community Access Agreement with Tempo Basketball Club Inc. Women's professional sports are truly having a moment. From hockey and basketball to soccer, Toronto has become a leader in supporting women's sports, with growing audiences, sold-out games, and athletes who are inspiring the next generation. If you don't regularly watch sports on streaming services, where many young fans now follow their favourite teams, you may not realize just how quickly women's sports have grown in popularity and profitability. To support that growth, Council approved a long-term lease that will allow the Toronto Tempo, Toronto's and Canada's first Women's National Basketball Association (WNBA) team, to build a permanent practice facility. The Tempo made history by joining the WNBA this year, and this 40-year partnership with the City will create a state-of-the-art home for the team while delivering lasting benefits for the community through new recreation spaces, public programming, and a new public park. The approximately 60,000-square-foot, state-of-the-art facility will include two full-sized indoor basketball courts, training and support spaces, and other amenities that will serve both the Toronto Tempo and City recreation programs. Just as importantly, through a Community Access Agreement, the City will receive a minimum of 2,260 hours of annual access for public recreation programming. That means more registered and drop-in programs, permit opportunities, CampTO programming, and dedicated opportunities for women, girls, and youth to play and develop their skills. The agreement also includes the design and construction of a new City-owned public park at no capital cost to taxpayers. The park will feature outdoor basketball courts, public washrooms, pathways, seating, landscaping, and other amenities, with the final design shaped through community and Indigenous engagement. This partnership is an incredible investment in our city and a tremendous opportunity for women, girls, and young people. At a time when positive role models and accessible recreation matter more than ever, this facility will inspire future generations while creating lasting community benefits for Toronto. EX33.28 - Advancing More Supportive Housing to Address Homelessness and Create Pathways to Long-Term Housing Stability A key priority for me is helping people experiencing homelessness move out of parks, ravines, and other unsafe outdoor locations and into appropriate, permanent housing with the supports they need. This report is an important update on Toronto’s actions to address homelessness by expanding and strengthening supportive housing options for residents who need more than a place to live. City Council has directed staff to advance supportive housing projects by prioritizing City resources, including capital funding programs and City-owned land, while exploring opportunities to convert appropriate shelter sites into permanent supportive housing. The City is also advocating to provincial and federal governments for sustained investments in housing and support services. This approach pairs stable housing with wraparound supports to help people facing complex mental health, health, or addiction challenges build long-term stability. EX33.33 - Making Grocery Prices Fair: Banning Surveillance Pricing in Toronto Have you ever talked about a great online grocery deal with your daughter, only to go home, check the same website, and discover the price isn't what she saw? It happened to me, and it left me wondering why two people could see different prices for the exact same product. One possible explanation is a practice called surveillance pricing. Companies can use personal information, such as your browsing history, shopping habits, or even the device you're using, to predict what you're willing to pay and show you a different price than someone else for the same item. We don't yet know how common this practice is in Canada, and it's not clear what legal tools governments have to address it. That's why, following the lead of other governments looking into this issue, Toronto City Council has directed staff to examine every available option to protect consumers and report back in early 2027. With grocery prices continuing to put pressure on household budgets, I believe we need to explore every tool available to make life more affordable. This review is one part of a broader effort to stand up for consumers and ensure Torontonians are treated fairly when buying everyday essentials. It also builds on the City's other affordability initiatives, including expanding school food programs, supporting local food security organizations, exploring new partnerships to improve grocery affordability, and advocating to the provincial and federal governments for stronger consumer protections and greater transparency. While municipalities don't control grocery prices, we can use every tool available to make a difference. AU13.8 - Audit of the City's Administrative Penalty System for Parking and Red Light Camera Violations I have always been a strong supporter of the work of Toronto’s Auditor General. There is sometimes a perception that the City does not do enough to hold itself accountable. That is exactly why the Auditor General’s independent audits are so valuable. When a City system is not delivering the results residents deserve, the Auditor General investigates, identifies improvements, and provides recommendations that can save residents money, time, and frustration. The Auditor General’s latest review looked at the City’s Administrative Penalty System (APS), which handles disputes and collects payments for administrative penalties, including parking violations, red light camera tickets, and other traffic by-law offences. The APS was created to provide a faster and more efficient alternative to resolving these matters through the provincial court system. In 2025 alone, the City processed approximately 2.2 million parking and red-light camera penalties. However, the audit found significant delays in the system, including an average wait time of 252 days to screen parking penalty disputes and a backlog of more than 247,000 parking penalty disputes. Red light camera penalties had a shorter, but still significant, average screening time of 48 days. For residents, these delays can create unnecessary frustration and uncertainty. Improving the system means disputes can be reviewed sooner, people can get answers faster, and the City can provide clearer and more timely service. The audit also identified opportunities to improve how the City collects outstanding penalties and applies existing tools to encourage timely payment. Between 2022 and 2025, the City had $659.5 million in penalties and fees that were collectable, with $215.8 million still outstanding as of December 31, 2025. The Auditor General made five recommendations to strengthen the Administrative Penalty System, improve oversight, speed up dispute resolution, and ensure the City is doing everything it can to recover money that is owed. This is exactly why independent oversight matters. The Auditor General helps us identify where systems can work better, and Council and City staff must take action to make those improvements. Residents expect the City to be responsible stewards of their money, and this work helps us deliver on that responsibility. PH32.7 - Billy Bishop Airport Proposed Expansion: Response to Council Request for Information on Housing and Transportation Impacts & MM43.90 - Stop the Province’s Land Grab, Give Toronto Island and Parkland Back to Toronto - by Mayor Olivia Chow, seconded by Deputy Mayor Ausma Malik Just one week before Prime Minister Carney announced that the proposed expansion of Billy Bishop Airport would not move forward, I spent the better part of a Sunday talking with residents at our Community Environment Day at Old Cummer GO Station. I was struck by how many people wanted to talk about the airport. So many couples stopped by to ask where I stood and to tell me they hoped I would oppose the expansion. I had received emails on the issue, but hearing those concerns face-to-face reminded me just how strongly people felt about protecting Toronto's waterfront and public spaces. I shared that I had led the push to extend the airport's lease the previous year so it could complete the runway improvements needed to meet updated federal safety requirements. That was about maintaining a safe airport. It was never intended to open the door to a major expansion. It was disappointing to see the airport and the Province move ahead with plans that included expropriating City-owned waterfront lands to make that expansion possible. I'm pleased that the federal government listened to the concerns raised by residents, the City, and communities across Toronto. This decision is a real reminder that when people speak up, governments do listen, and local advocacy can make a difference. With the expansion no longer proceeding, Council adopted the Mayor's motion calling on the Province to repeal the legislation that expropriated City-owned lands, including Little Norway Park and the entirety of the Toronto Islands, and return them to the City. Bafflingly, the Province has suggested that it will continue forward with its plan so this may not be fully over. I will continue to make sure you have a strong voice in what happens on our waterfront. If the Province and Federal Government are still looking for major economic development for Toronto’s downtown, there is a desperate need for a massive upgrade and expansion of our Metro Toronto Convention Centre Facilities. The plans are fully market-researched and completely drawn up. The MTCC plans have been presented for Provincial approval and funding for some time. Such a project has the power to put us back on the world map and create a legacy for all three orders of government. NY34.14 - Don Mills Regeneration Area Study Leslie Site - Final Report & CC43.11 - Status Update Report on Official Plan Amendment 804 - Request for Directions I want to draw your attention to two reports together because the Don Mills Regeneration Area Study provides an excellent example of the kind of planning approach we are advocating for in the Consumers Road Business Park. As you may remember, in 2023 the Province introduced the Helping Homebuyers, Protecting Tenants Act (Bill 97). One of the key changes was a narrower definition of “employment areas” — lands specifically protected for jobs and businesses. This change removed some of the protections that had helped preserve the vision for Consumers Road Business Park. Our goal has been to find a path forward that protects employment opportunities while allowing the area to evolve thoughtfully. That is why the City has requested that the Consumers Road Business Park be redesignated from a General Employment Area to a Regeneration Area. This designation allows for a broader mix of uses, including employment, commercial, institutional, and residential opportunities, while giving the City more tools to guide how future development happens. I know many residents and businesses in the Consumers area have questions and concerns about what this change could mean. Regeneration Areas are a new concept for many people, so I encourage you to take a look at the Don Mills study to see what is possible when a community, City staff, and local stakeholders work together on a long-term vision. We are still waiting for the Province to approve our request to redesignate the Consumers Road Business Park. If that approval is granted, there will be a robust community consultation process to help shape the future of this important employment area. Taking a look at the Don Mills example now is a great way to understand the possibilities and be ready to participate in that conversation. CC43.6 - FIFA World Cup 2026 Toronto: Early Outcomes from the Hosting of the FIFA World Cup 2026 The day before the Council session began, I spent the day with my fellow Board members at Destination Toronto, our city's not-for-profit tourism organization. It was our first opportunity to debrief after FIFA World Cup 2026. Having a Board made up of leaders from Toronto's tourism and hospitality industry provided valuable perspective. We reviewed the benefits to hotels, restaurants, attractions, and local businesses, analyzed survey results to better understand how business and FIFA-related travel will translate into future visits, and looked at extensive international media coverage that showcased Toronto to audiences around the world. I also have to share an industry insider's perspective. For more than a year leading up to the tournament, members of Toronto's hospitality industry were regularly speaking with their counterparts in the other host cities. They often heard questions from American colleagues like, "What's going on with your media? Why does everyone seem to be against the World Cup? Aren't there a lot of soccer fans in Toronto?" Then the tournament began. Toronto, its residents, and even its media embraced the moment. We became known as one of the most exciting and welcoming host cities. Before long, those same American host cities were asking us, "How did Toronto pull it off?" The answer is simple: you did. You welcomed visitors from around the world, embraced the excitement, and showed patience with the security measures, road closures, and changes that helped keep everyone safe. Together, we showed the world what Toronto is all about. The early findings in the staff report before City Council reflect what it felt like on the ground during the tournament: Toronto successfully delivered on its hosting responsibilities, residents embraced the moment, and visitors experienced our city at its best. The early results are extremely positive, showing the significant benefits this event brought to our tourism and hospitality sectors and the way it elevated Toronto's profile around the world. Staff are continuing the important work of finalizing the financial reconciliation, including confirming revenues and budget offsets related to FIFA Fan Festival operations. A final report with complete financial information will come back to Council once that work is complete, expected in early 2027. When we bet on ourselves, there is no stopping Toronto! CC43.15 - Renew Sheppard East Secondary Plan - Ontario Land Tribunal Hearing - Request for Directions I know many residents have been following the progress of the ReNew Sheppard Secondary Plan and have been asking when the vision approved by City Council will take effect. The Secondary Plan, which was approved by Council, remains under appeal at the Ontario Land Tribunal (OLT) by several property owners. Because of these appeals, the policies and protections in the plan are not yet fully in force. If the recommendations in this report are approved through the OLT process, much of the ReNew Sheppard Secondary Plan could move ahead while Planning and Legal staff continue working through the remaining site-specific appeals. While the details of the settlement discussions remain confidential because they involve legal advice, moving this process forward would be an important step in protecting the vision we heard from residents. Throughout the ReNew Sheppard process, residents were clear that growth is coming, but it must be planned carefully, with the right infrastructure, transportation improvements, community services, and a focus on creating complete communities. Getting these policies into effect will help ensure that future development along Sheppard is guided by the long-term plan approved by Council and informed by the feedback residents provided. MM43.12 - Facing the Facts: Endorsing the Findings and Warnings of the Office of the Inspector General of Policing for an Urgent Reckoning and Immediate Action Necessary to Address and Stop Rising Antisemitism and All Forms of Hate - by Councillor James Pasternak, seconded by Councillor Mike Colle I welcomed City Council’s support for the Inspector General of Policing’s Notice of Issue on the rise in antisemitism and hate-motivated incidents. Last month, I joined the Inspector General of Policing, police leaders, police boards, and Jewish community organizations to help inform this work. The resulting Notice recognizes many of the important steps Toronto Police are already taking. In recent months, through sustained engagement with the Jewish community and the work of the Toronto Police Service Board, Toronto Police has strengthened its response to antisemitism with enhanced coordination, training, victim supports, and oversight, while the Notice encourages police services and boards across Ontario to continue building on these efforts. As Chair of the Toronto Police Service Board, I have also been meeting regularly with our Jewish Community Advisory Table since it was established four months ago to help shape the Board’s response to rising antisemitism. This fall, the Board will build on that work and the Notice of Issue by considering a new Public Order Policy, developed in partnership with the Advisory Table, to strengthen how Toronto Police protect both public safety and Charter rights during demonstrations. MM43.56 - Improving Coordination Closures to Fight Congestion - by Councillor Jamaal Myers, seconded by Councillor Shelley Carroll Congestion remains one of the biggest concerns I hear from residents across Don Valley North. Whether it is getting to work, accessing services, or simply moving around our neighbourhoods, people want to know that the City is doing everything it can to keep Toronto moving. That is why I was pleased to bring forward this motion with TTC Chair Jamaal Myers to strengthen the role of the City’s Chief Congestion Officer and improve how we plan and coordinate major road and transit closures. When essential construction and maintenance work is needed to repair, improve, and expand our transportation network, we need to make sure we are also planning for how people will get around during that work. Residents should not have to navigate unnecessary gridlock because different projects were planned in isolation. By improving coordination and making transit a central part of our planning, we can reduce congestion and keep Toronto moving while the important work of building and maintaining our city continues. Statement on Shootings at Kiva’s Bakery & Jewish Businesses The attacks targeting two locations of the same Jewish-owned bakery this past weekend, followed by another incident at a Jewish-owned business on Tuesday, have been deeply disturbing. These incidents have shaken Toronto’s Jewish community and underscore the importance of continuing to stand firmly against antisemitism. I have included the statement I released on Sunday below. The reports of two incidents targeting locations of the same Jewish-owned bakery this morning are profoundly alarming. Whether through violence or intimidation, repeated incidents like these take a real toll on Toronto’s Jewish community. They erode people’s sense of safety and leave business owners, employees, customers, and families wondering whether they are being singled out simply because they are Jewish. The Toronto Police Service is investigating both incidents, including through its Hate Crime Unit. Those responsible must be identified, and if these acts were motivated by hate, they must be prosecuted to the fullest extent of the law. Toronto’s Jewish community deserves to know that its safety is not negotiable. Development Update: 2450 Sheppard Avenue East City Planning has recently received a development application for the property at 2450 Sheppard Avenue East, on the property at the northwest corner of Sheppard Avenue East and Victoria Park Avenue, currently home to the Food Basics plaza and Chuck E. Cheese. As soon as I became aware of the application, I asked City Planning to begin briefing my office so that we can understand the proposal and ensure residents are kept informed from the outset. Application: Phased redevelopment of the site with five mixed-use residential buildings ranging from 10 to 49 storeys, containing a total of 3,635 residential units. The proposal also includes approximately 3,385 square metres of ground-floor retail space, a new public street connecting Sheppard Avenue East and Victoria Park Avenue with sidewalks and dedicated cycling facilities, a new 0.26-hectare public park, enhanced pedestrian connections, 1,388 vehicle parking spaces, and 2,750 bicycle parking spaces. Community Consultation: To be scheduled. Status: The application has recently been submitted to the City but has not yet been reviewed to determine whether it is complete. The formal planning review has not yet begun. If the application is deemed complete, City Planning will begin its review and a community consultation meeting will be scheduled. City Planner: Derrick Wong, Derrick.Wong@toronto.ca This is a significant proposal, and I know many residents living in the area north of Sheppard Avenue will have questions about what it could mean for the community. I am also concerned about it’s impacts and will be following it closely. For now, the application has not been deemed complete, and there are no immediate next steps until City Planning has completed its initial review. Unfortunately, over the past several years the Province has changed planning legislation and significantly increased housing density expectations across Toronto. As a result, it has become increasingly common for developers to submit proposals that are much larger than what residents may have expected in the past. There will be a full public process for this application, including opportunities for residents to review the proposal, ask questions, and provide feedback before any decisions are made. Given that the application has only just been submitted, it is unlikely that any construction would occur for some time. Throughout this review, I will be pressing City Planning and the applicant to address the issues that matter most to residents, including traffic congestion, transportation capacity, schools, parks, community services, infrastructure, neighbourhood fit, public safety, and the quality of the public realm. Update on the Rain Barrel Savings Program Sale I have heard from many residents who were frustrated and disappointed by the rollout of the City’s Rain Barrel Savings Program. Many residents were eager to take advantage of this program as an affordable way to conserve water, collect rainwater for outdoor use, and support environmental sustainability at home. When sales opened on July 23, the response was far greater than anticipated. The overwhelming demand exceeded the third party vendor’s website capacity, resulting in technical difficulties that prevented many residents from completing their purchase. Since then, City staff and the vendor have worked to improve system performance, increase capacity, and introduce additional measures, including a virtual waiting room, to help manage demand. Unfortunately, interest continued to far exceed the available supply, and many people still could not access the website. The second round of the program has now sold out, with all 3,000 available rain barrels claimed on a first-come, first-served basis. I know this will be disappointing for many residents who took the time to try to access the program and were unable to secure a rain barrel. My office is working with City staff to better understand what the program could look like next year, including how many rain barrels may be available, and I will share that information as soon as it is available. City staff are reviewing the challenges experienced during this launch and will be evaluating how the program can be improved in the future, including how demand can be better managed and how residents can have a more reliable experience accessing these types of programs. I also expect the vendor to be held accountable for the failures that occurred during this rollout. Residents should be able to participate in City programs without facing preventable technical issues, and I will be pressing to ensure the lessons from this experience are reflected in any future program delivery. Thank you to everyone who shared their feedback and for your patience as staff work to learn from this experience and improve future program launches. As always, if you need assistance with a City service, have a concern in your neighbourhood, or need support navigating a municipal issue, please do not hesitate to contact my office. While the election period changes how we communicate publicly, my team remains here to support residents and ensure you continue to have access to the services and resources you need.

Next week marks the final Council meeting of this term, and I’ll be sending one last E-Blast to update you on the important decisions we make before Council rises for the municipal election period. Before we get there, I wanted to continue a tradition I’ve always enjoyed at the end of each Council term: taking a moment to reflect on what we’ve accomplished together here in Don Valley North. Four years ago, Toronto was emerging from one of the most challenging periods in its history. We were still recovering from the pandemic while facing rising inflation, increasing concerns about public safety, growing congestion, and significant financial pressures at City Hall. Along the way, our city also experienced a mayoral by-election and a change in leadership. These were not easy years, but they called for experienced leadership and thoughtful decision-making. Throughout this term, I had the privilege of serving as Toronto’s Budget Chief, Chair of the Toronto Police Service Board, and the Mayor’s Economic Development and Culture Champion. Those roles gave me the opportunity to help shape some of the city’s most important decisions—from restoring Toronto’s financial stability, to strengthening community safety, to growing our economy and investing in the neighbourhoods we call home. At every step, my priorities have been guided by what I’ve heard from you. Whether meeting neighbours at one of my park pop-ups, reading your emails, or speaking with residents at community meetings, your message has been remarkably consistent: keep our neighbourhoods safe, make life more affordable, reduce congestion, and continue investing in the services and infrastructure that make Don Valley North such a wonderful place to live. Those priorities have guided my work every day. Despite the challenges of the past four years, we’ve made real progress. Together, we’ve strengthened community safety, restored Toronto’s financial footing, supported local businesses and jobs, invested in parks, libraries and community centres, and delivered important improvements across Don Valley North. Here are just some of the highlights from the past four years. Keeping Our Neighbourhoods Safe Keeping our neighbourhoods safe requires a balanced approach. It means ensuring our first responders have the resources they need while also investing in prevention, accountability, and community partnerships. As Chair of the Toronto Police Service Board, I led the implementation of Toronto’s first sustainable Multi-Year Hiring Plan, ensuring hundreds of new police officers are hired each year while expanding neighbourhood policing and improving emergency response times. Those investments are paying off, with major crime indicators declining and more officers available to respond when people need help. We’ve expanded the Neighbourhood Community Officer program to strengthen the visible police presence in neighbourhoods and on transit, and here in Don Valley North we opened the Fairview Community Safety Hub - bringing police, community agencies, and youth supports together under one roof - and launched the Youth Community Academy - employing 40 local youth to gain experience with Toronto Fire, Paramedics, and Police this summer as a pathway to future employment. But public safety is about more than statistics. People deserve to feel safe walking through their neighbourhood, riding transit, visiting parks, or attending community events. That’s why we’ve invested not only in enforcement, but also in youth outreach, violence prevention, crisis response services, and community partnerships that address the root causes of crime before it happens. Strong public safety also depends on public confidence. Throughout my time as Chair, I’ve pushed to strengthen transparency, accountability and governance. We initiated independent reviews into police culture and allegations of misconduct and antisemitism, adopted a new Strategic Plan for Policing in Toronto, and strengthened the Board’s oversight role to help ensure policing continues to earn the trust of the communities it serves. We’ve also taken important steps to combat hate by expanding security supports for vulnerable institutions - both with direct funding and through the City’s bubble zone by-law- and launching city-wide initiatives to combat antisemitism, islamophobia and all forms of hate. Making Life More Affordable Affordability has become one of the defining challenges facing Toronto families. As Budget Chief, my goal has been simple: protect the services people rely on while ensuring every tax dollar is spent responsibly. Every budget has started with listening to residents through consultations held here in Don Valley North and across Toronto, because your priorities should shape the City’s priorities. Together, we’ve found hundreds of millions of dollars in savings while protecting and expanding the services residents depend on. One of the most significant achievements of this term was helping secure the historic Toronto–Ontario New Deal. By uploading responsibility for the Gardiner Expressway and Don Valley Parkway to the Province, we fundamentally strengthened Toronto’s long-term financial future and freed up billions of dollars that can be invested in housing, transit and community infrastructure instead of highway maintenance. We also secured Toronto’s first credit rating upgrade in decades, reducing borrowing costs and saving taxpayers millions of dollars over the life of future infrastructure projects. At the same time, we focused on everyday affordability by freezing TTC fares for three consecutive years while expanding service, increasing property tax relief for over 28,000 small businesses, supporting student nutrition programs, providing free air conditioning units to vulnerable seniors, expanding the Basement Flooding Protection Program, investing in libraries—including Sunday service at every branch—and extending outdoor swimming hours during the summer. There is still more work to do, but these investments have helped build a stronger financial foundation while making life more affordable for Toronto families. Growing Toronto’s Economy A strong economy creates good jobs, supports local businesses, and generates the revenue we need to invest in the services residents rely on. As the Mayor’s Economic Development and Culture Champion, I was proud to lead the development of Sidewalks to Skylines, Toronto’s new ten-year Economic Action Plan. This comprehensive strategy charts a path to create quality jobs, strengthen our main streets, attract global investment, and position Toronto as a leader in industries like artificial intelligence and advanced technology. When global tariffs and economic uncertainty threatened local businesses, I worked with the Mayor’s Economic Action Team to support Toronto employers, strengthen local supply chains, and protect jobs. We also launched the City’s new Red Tape Hotline, making it easier for businesses to identify unnecessary barriers and helping City Hall become a better partner for entrepreneurs and employers. Supporting small businesses has remained a priority throughout this term, from increasing property tax relief to promoting Toronto’s neighbourhood main streets, restaurants, tourism sector and local shopping districts. A growing economy isn’t about statistics—it’s about creating opportunity for everyone and ensuring Toronto remains one of the best places in the world to live, work, invest and build a business. Investing in Arts, Culture and Tourism Our arts, culture and tourism sectors don’t just enrich our city—they create jobs, attract visitors and help define Toronto’s identity. This term, I was proud to lead the development of Culture Connects, Toronto’s first new ten-year cultural action plan in more than a decade. We increased funding for the Toronto Arts Council, strengthened support for festivals and cultural organizations, and laid the groundwork for a stronger creative economy that benefits neighbourhoods across the city. I also worked with Destination Toronto, Toronto Global and our cultural partners to attract visitors, investment and international events that support local businesses and showcase everything Toronto has to offer. Keeping People Moving Traffic and congestion remain among the issues I hear about most often. That’s why we’ve taken meaningful steps to improve how people move throughout our city. The rehabilitation of the Gardiner Expressway is now running well ahead of schedule, helping reduce the duration of construction impacts. We’ve adopted a new Congestion Management Plan, expanded the Traffic Agent Program, introduced smart traffic signals on Steeles Avenue, and improved coordination of road construction projects across Toronto. At the same time, we’ve continued investing in public transit by freezing TTC fares while expanding service and investing in transit safety. Bike Share Toronto has also continued expanding into Don Valley North, making it easier for residents to connect to transit and travel safely around our community. Investing in Don Valley North Some of the accomplishments I’m proudest of are the improvements we’ve made together right here at home. We opened the beautiful Ethennonnhawahstihnen’ Community Recreation Centre and Library, creating a new gathering place for residents of all ages, including a new childcare centre. We’ve upgraded parks across our community, including Bellbury, Ruddington, Leslie, Clydesdale and Havenbrook Parks, with more improvements underway at Willesden and Clarinda Parks. We opened Don Valley North’s first off-leash dog park, advanced the Pleasant View Basement Flooding Protection project, supported North York General Hospital’s long-term care expansion, protected our ravines and waterways through environmental improvements, and continued investing in traffic calming, pedestrian safety and neighbourhood infrastructure throughout the ward. Each project reflects something I’ve always believed: local government works best when it focuses on the places where people live their everyday lives. Staying Connected None of this would have been possible without your participation. This term, my office has: Assisted with more than 10,000 resident service requests. Published 192 weekly E-Blasts. Delivered eight community newsletters. Hosted dozens of public consultations, park pop-ups, town halls and community meetings. Brought back Summer Celebration, expanded Community Environment Days and neighbourhood clean-ups, and introduced new events like our Winter Bash and Youth Jobs Fair, which employed hundreds of local youth. While I’m proud of the city-wide work I’ve been able to lead, it’s the conversations with residents that have always mattered most. Every email you’ve sent, every park pop-up you’ve attended, every suggestion you’ve shared and every conversation we’ve had has helped shape the decisions I’ve made on your behalf. Thank you for the trust you’ve placed in me over these past four years. It has truly been an honour to serve as your City Councillor. Next week’s edition will be my final E-Blast before the municipal election blackout period begins on August 1. I’ll explain what that means in more detail next week, but please know that my City Hall office will remain open and available to assist residents throughout.

Join the DVN Ward Team! There are two available positions at this time. Position: Constituency Assistant Councillor Shelley Carroll is seeking an energetic, organized and community-minded individual to join her team as a Constituency Assistant. Representing one of Toronto’s most diverse and dynamic communities, our office works every day to help residents navigate City services, resolve local issues and build stronger neighbourhoods. The successful candidate will be an effective problem-solver, a strong communicator and someone who genuinely enjoys working with people. This is a fast-paced, public-facing role that requires initiative, sound judgment, attention to detail and the ability to manage competing priorities. Job Description: Constituent Services and Case Management: Respond to resident inquiries by telephone, email and in person; manage individual casework; investigate concerns; and work with City divisions and agencies to resolve issues. Provide professional and compassionate service, including when dealing with challenging or sensitive situations. Community Outreach: Proactively engage with residents through door-to-door outreach, neighbourhood visits, community events and other engagement activities to hear concerns, identify emerging issues and connect residents with the Councillor’s office. Neighbourhood Leadership: Serve as the office’s primary point of contact for assigned neighbourhoods, building strong relationships with residents, neighbourhood associations, community organizations, businesses and local stakeholders. Stay informed about community priorities and proactively identify issues requiring attention. Community Meetings and Events: Represent the Councillor at community meetings and events, support neighbourhood initiatives and assist with organizing public consultations and community activities. Research and Issue Management: Research municipal issues, prepare briefing materials and support the Councillor’s work on local priorities. Office Operations: Maintain accurate case files and constituent records, track outstanding requests and ensure residents receive timely, professional follow-up. Qualifications include: Excellent written and verbal communication skills, with a strong commitment to constituent service. Confidence and professionalism when speaking with residents by telephone, at their doors or in community settings, including the ability to listen actively and manage difficult conversations. Strong organizational skills and the ability to manage multiple files, deadlines and priorities simultaneously. Demonstrated ability to take ownership of problems, pursue solutions and follow through on commitments. A proactive, outgoing approach to community engagement and a willingness to regularly work outside the office. Strong interpersonal skills and the ability to build positive relationships with people from diverse backgrounds. Sound judgment, discretion and professionalism when handling sensitive or confidential matters. Experience in community engagement, stakeholder relations, customer service, government or a related field. An understanding of municipal government and local issues affecting Toronto neighbourhoods. Proficiency with Microsoft Office and comfort learning new digital tools and case-management systems. Flexibility to attend evening and weekend community meetings and events. Proficiency in Mandarin and/or Cantonese is a strong asset, particularly the ability to communicate directly with residents and community organizations. Experience working with Toronto’s diverse cultural communities is a strong asset. Familiarity with Don Valley North and its neighbourhoods is a strong asset. Previous experience in a municipal councillor’s office, elected representative’s office or other public-facing government role is a strong asset. The position is full-time, starting in the near future. It is primarily based out of Toronto City Hall, with regular work at North York Civic Centre and throughout Don Valley North. The position is subject to a six-month probationary period. Salary: $65,000 annually with benefits How to Apply: Interested candidates are invited to submit a resume and brief cover letter outlining their relevant experience and interest in the position. Applications should be sent to: councillor_carroll@toronto.ca Application Deadline: Monday, November 16, 2026, or until the position is filled. Please include “Constituency Assistant – Office of Councillor Shelley Carroll” in the subject line. We thank all applicants for their interest. Only those selected for an interview will be contacted. Position: Communications Advisor Councillor Shelley Carroll is seeking a creative, organized and digitally savvy Communications Advisor to lead social media, digital communications, graphic design and content production for her office. Representing one of Toronto’s most diverse and dynamic communities, our office works on a wide range of local and city-wide issues, from neighbourhood improvements and constituent services to major policy initiatives affecting Toronto’s future. The successful candidate will be a talented storyteller, a strong writer and a skilled content creator who can turn complex issues into clear, engaging and accessible communications. This is a fast-paced, hands-on role that combines strategic thinking with day-to-day execution. We’re looking for someone who can develop creative ideas, produce high-quality content and manage communications projects from concept through to publication. Job Description: Social Media and Digital Communications: Manage the Councillor’s social media accounts and digital platforms, including content planning, writing, scheduling, publishing, community engagement and performance monitoring. Graphic Design and Visual Identity: Design engaging, professional graphics and visual materials for social media, digital platforms, presentations, community events and print publications, maintaining a consistent visual identity across all channels. Photography and Video Production: Capture photos and videos at community events, meetings and other activities. Plan, film, edit and produce short-form video content, including reels and other social media features. Print and Digital Publications: Lead the design, production and distribution of newsletters, community updates, flyers, brochures, invitations, posters and other printed and digital materials, including coordinating with external printers and suppliers. Writing and Content Development: Draft speeches, remarks, statements, newsletters, website content, social media posts and other public-facing materials in the Councillor’s voice. Multilingual Outreach: Work with team members who speak Mandarin, Cantonese and Farsi to adapt and distribute communications across appropriate language-specific platforms and community channels, ensuring important information reaches residents in the languages they use. Website and Digital Platforms: Maintain and update the Councillor’s website and other digital platforms, ensuring content is accurate, accessible, current and engaging. Communications Planning: Develop and maintain communications plans and editorial calendars, working with senior staff to align content with the Councillor’s priorities and community initiatives. Community Engagement and Events: Attend community events, public meetings and other activities to document the Councillor’s work, identify content opportunities and support communications needs. Project Management: Manage multiple communications projects, coordinate production timelines and ensure materials are completed accurately and on schedule. Qualifications include: Excellent writing, editing and proofreading skills, with the ability to communicate complex issues clearly and adapt messaging for different audiences and platforms. Demonstrated experience managing social media accounts and developing engaging digital content. Strong graphic design skills and proficiency with tools such as Adobe Creative Suite, Canva or equivalent design software. Experience with photography, videography and video editing, particularly short-form content for social media. Experience designing and producing print publications, including preparing materials for professional printing. Strong understanding of social media trends, platform best practices and digital engagement strategies. Excellent organizational and project management skills, with the ability to manage competing deadlines and deliver high-quality work under pressure. Strong creative judgment, attention to detail and the ability to maintain a consistent visual identity and tone across communications channels. Ability to work independently, take initiative and manage projects from concept to completion. Strong interpersonal and collaborative skills, including the ability to coordinate with colleagues on multilingual communications and community outreach. Sound judgment, discretion and professionalism when handling sensitive or confidential information. Familiarity with website content management systems, email marketing platforms and digital analytics tools. Flexibility to attend evening and weekend community meetings and events. Experience in communications, digital media, public affairs, government or a political office is a strong asset. Familiarity with municipal government, Toronto politics and issues affecting local communities is a strong asset. Experience coordinating multilingual communications or reaching diverse audiences through community-specific media and digital platforms is a strong asset. Familiarity with Don Valley North and its neighbourhoods is a strong asset. Experience working with external designers, printers, photographers or other creative suppliers is a strong asset. The position is full-time, starting in the near future. It is primarily based out of Toronto City Hall, with regular work at North York Civic Centre and throughout Don Valley North. The position is subject to a six-month probationary period. Salary: $75,000 annually with benefits How to Apply: Interested candidates are invited to submit a resume, brief cover letter and portfolio or examples of previous work, including graphic design, social media content, writing and video production. Applications should be sent to: councillor_carroll@toronto.ca Application Deadline: Monday, November 16, 2026, or until the position is filled. Please include “Communications Advisor – Office of Councillor Shelley Carroll” in the subject line. We thank all applicants for their interest. Only those selected for an interview will be contacted.

Official website of City Councillor Shelley Carroll, Ward 17 - Don Valley North. Our Ward Meet Shelley News & E-Blast Updates & E-Blasts The Last E-Blast: Blackout Period, Council Highlights and Community Updates With the municipal election period beginning on August 1, this will be my last weekly E-Blast you'll receive until after Election Day. During the election blackout period, Members of Council are prohibited from distributing community newsletters, E-Blasts, flyers (except in emergencies), or organizing and hosting community events such as community meetings, Environment Days, or movie nights from our City Councillor offices. While our outreach activities are paused, my con E-Blast Jul 30 15 min read Looking Back on Four Years of Progress Next week marks the final Council meeting of this term, and I’ll be sending one last E-Blast to update you on the important decisions we make before Council rises for the municipal election period. Before we get there, I wanted to continue a tradition I’ve always enjoyed at the end of each Council term: taking a moment to reflect on what we’ve accomplished together here in Don Valley North. Four years ago, Toronto was emerging from one of the most challenging periods in its E-Blast Jul 23 7 min read Getting Control of Moribund Development Sites Last Sunday, I was having a rant at dinner to my husband that if I couldn’t clean up certain development sites in my ward of Don Valley North, my intersections would soon look like The Bronx in the eighties. My grandson looked up and said, “What does that mean, The Bronx in the eighties?” I had to explain that while I was exaggerating for effect, I was describing a time in history when a collapse in the economy, both locally and nationally, brought the Bronx Borough of New E-Blast Jul 16 6 min read Read more Read More Upcoming Events No events at the moment How to Pronounce: Ethennonnhawahstihnen’ [et-ta-no-na-wah-STEE-na] “Where they had good, beautiful lives.” - The Wendat Nation Learn more Follow Shelley on Instagram @shelleycarrollto Load More

Thank You For Subscribing The Last E-Blast: Blackout Period, Council Highlights and Community Updates With the municipal election period beginning on August 1, this will be my last weekly E-Blast you'll receive until after Election Day. During the election blackout period, Members of Council are prohibited from distributing community newsletters, E-Blasts, flyers (except in emergencies), or organizing and hosting community events such as community meetings, Environment Days, or movie nights from our City Councillor offices. While our outreach activities are paused, my con Looking Back on Four Years of Progress Next week marks the final Council meeting of this term, and I’ll be sending one last E-Blast to update you on the important decisions we make before Council rises for the municipal election period. Before we get there, I wanted to continue a tradition I’ve always enjoyed at the end of each Council term: taking a moment to reflect on what we’ve accomplished together here in Don Valley North. Four years ago, Toronto was emerging from one of the most challenging periods in its Getting Control of Moribund Development Sites Last Sunday, I was having a rant at dinner to my husband that if I couldn’t clean up certain development sites in my ward of Don Valley North, my intersections would soon look like The Bronx in the eighties. My grandson looked up and said, “What does that mean, The Bronx in the eighties?” I had to explain that while I was exaggerating for effect, I was describing a time in history when a collapse in the economy, both locally and nationally, brought the Bronx Borough of New Upcoming Events No events at the moment