Agenda

This meeting of City Council will be conducted with Members participating in person and remotely and the proceedings of City Council will be conducted publicly.

Notice to people writing to Council: The City of Toronto Act, 2006, and the City of Toronto Municipal Code authorize the City of Toronto to collect any personal information in your communication or presentation to City Council or its committees. The City collects this information to enable it to make informed decisions on the relevant issue(s). If you are submitting letters, faxes, e-mails, presentations or other communications to the City, you should be aware that your name and the fact that you communicated with the City will become part of the public record and will appear on the City’s website. The City will also make your communication and any personal information in it - such as your postal address, telephone number or e-mail address - available to the public, unless you expressly request the City to remove it.

Closed Meeting Requirements: If Council wants to meet in closed session (privately), a Member of Council must place a motion to do so and give the reason why Council has to meet privately (City of Toronto Act, 2006).

July 18, 2025

toronto.ca/council

This agenda and any supplementary materials submitted to the City Clerk can be found online at www.toronto.ca/council. Visit the website for access to all agendas, reports, decisions and minutes of City Council and its committees.

- O Canada

- Moment of Silence

City Council will confirm the Minutes from the regular meeting held on June 25 and 26, 2025.

Report of the Executive Committee from Meeting 25 on July 16, 2025

Submitted by Mayor Olivia Chow, Chair 

Report of the Audit Committee from Meeting 9 on July 11, 2025

Submitted by Councillor Stephen Holyday, Chair 

Report of the Board of Health from Meeting 26 on July 7, 2025

Submitted by Councillor Chris Moise, Chair

Report of the Civic Appointments Committee from Meeting 27 on June 30, 2025

Submitted by Councillor Lily Cheng, Chair

Report of the Corporations Nominating Panel from Meeting 20 on July 7, 2025

Submitted by Councillor Paula Fletcher, Chair

Report of the Economic and Community Development Committee from Meeting 22 on July 9, 2025

Submitted by Councillor Alejandra Bravo, Chair

Report of the General Government Committee from Meeting 23 on July 14, 2025

Submitted by Councillor Paul Ainslie, Chair

Report of the Infrastructure and Environment Committee from Meeting 23 on July 10, 2025

Submitted by Councillor Paula Fletcher, Chair

Report of the Planning and Housing Committee from Meeting 23 on July 15, 2025

Submitted by Councillor Gord Perks, Chair

Report of the Etobicoke York Community Council from Meeting 24 on July 3, 2025

Submitted by Councillor Stephen Holyday, Chair

Report of the North York Community Council from Meeting 25 on July 3, 2025 

Submitted by Councillor James Pasternak, Chair

Report of the Scarborough Community Council from Meeting 24 on July 8, 2025 

Submitted by Councillor Paul Ainslie, Chair  

Report of the Toronto and East York Community Council from Meeting 24 on July 8, 2025

Submitted by Councillor Chris Moise, Chair

New Business and Business Previously Requested from the Mayor and City Officials

Members of Council will declare interests under the Municipal Conflict of Interest Act.

Members of Council may file petitions.

Various presentations and announcements will be made at the City Council meeting.

City Council will review the Order Paper.

Councillor Josh Matlow, Ward 12, St. Paul's, has submitted the following Administrative Inquiry:

I am submitting this Administrative Inquiry under Municipal Code section 27-7.11 to seek information regarding the allocation of $2 million in Parks and Recreation funding.

In February 2024, City Council passed the annual budget for 2024, which included an additional $2 million annualized for the Parks, Forestry and Recreation Division (now Parks and Recreation) to advance the Mayor’s stated goal of providing more opportunities for youth.

Question 1: How have these allocated funds been spent to advance the Mayor’s stated priorities?

The Mayor’s specific direction was to invest in more community-driven, locally-developed youth programming for priority neighbourhoods, including allocating funds for more community creation workers to design and run programs, more employment and skill-building programs, and better priority access for local residents to programs. 

Question 2: What positions have been created and hired for to assist with these programs? Have any front-line unionized community recreation workers been hired?

My understanding is that a hiring call was put out and that candidates were screened and offered interviews, at which point the process ceased.

Question 3: How have local communities been consulted for the development of any additional programming? Are there any records from those consultations?

North York Community Council forwarded the item to City Council without recommendations.

The North York Community Council held a statutory public meeting on June 4, 2025, and notice was given in accordance with the Planning Act, RSO 1990.

This Report recommends approval of the application to amend the Official Plan and Zoning By-law, with a Holding provision (H) to permit the development of an 11-storey building with a height of 36.0 metres, and a 5.0-metre mechanical penthouse, for a total of 41 metres at 221, 223, 225, 227, 229, 231, 235 and 237 Finch Avenue West and 43 Finchurst Drive.

The ground floor features retail and live-work units along Finch Avenue West, and the floors above contain residential units. The development is comprised of 578 dwelling units (including 13 live-work), 519 square metres of retail space, and 2,568 square metres of residential amenity space.

The City Solicitor recommends that:  

1. City Council adopt the confidential instructions to staff in Confidential Attachment 1 to the report dated June 8, 2025 from the City Solicitor.

2. If adopted, City Council authorize the public release of Confidential Recommendation Number 1 in the Confidential Attachment 1 to the report from the City Solicitor and direct that all other information in Confidential Attachment 1 remain confidential as it contains advice which is subject to solicitor-client privilege.

On May 23, 2025, the Toronto Local Appeal Body issued a decision approving a consent to sever and several minor variances pursuant to section 53 and section 45 of the Planning Act for the property at 579 Glencairn Avenue. The Toronto Local Appeal Body allows the parties to a hearing to seek a review of a decision of the Toronto Local Appeal Body. The Planning Act and City of Toronto Act allow the parties to a hearing to seek leave to appeal a Toronto Local Appeal Body decision to the Divisional Court. The City Solicitor requires further directions.

The Executive Committee recommends that:

Implementation of the Toronto Build Policy Framework

1. City Council direct the Executive Director, Housing Development Office to establish a three-year Workplan and prioritization of the Toronto Builds Portfolio on a rolling forecast, in consultation with the Executive Director, Development Review, the Chief Executive Officer, CreateTO and the Chief Executive Officer, Toronto Community Housing Corporation, to be updated annually and approved through the Governance Framework.

2. City Council direct the Executive Director, Housing Development Office to request through the annual budget process sufficient funding for all pre-development, due diligence, development review, development procurement and market offering activities, and all other services to be provided pursuant to the Master Service Agreements with CreateTO and Toronto Community Housing Corporation for Toronto Builds sites based on the Workplan referred to in Recommendation 1 above. 

3. City Council authorize the Executive Director, Housing Development Office to approve Development Services Requests and Development Services Summaries and approve and execute Project Addenda for Toronto Builds Projects under the Master Service Agreements with CreateTO and Toronto Community Housing Corporation, respectively subject to the availability of sufficient Council approved funding for the services included in the Project Addendum.

4. City Council, as part of Council's previous request in Item EX19.1, Part 3, adopted by City Council in December 2024, request the Board of Directors, CreateTO to direct the Chief Executive Officer, CreateTO to advance work on housing opportunities at the direction of the City, including having CreateTO provide development and construction management services and act as a development partner for projects on City lands as part of the terms of the Master Services Agreement to be executed by CreateTO.

5. City Council direct the Executive Director, Development Review, the Chief Building Official  and Executive Director, Toronto Building and the Chief Planner and Executive Director, City Planning to prioritize and expedite all relevant planning application and building permit approvals required to deliver Toronto Builds projects, based on the approved Workplan in Recommendation 1 above.

6. City Council deem Toronto Builds projects as having City-wide interest and direct that the City-initiated planning applications for these projects be considered by the Planning and Housing Committee.

7. City Council authorize the Deputy City Manager, Development and Growth Services, in consultation with the Deputy City Manager, Corporate Services and the Chief Financial Officer and Treasurer to approve the business case and competitive delivery partner selection process for each of the Toronto Builds Projects, as recommended through the Governance Framework, provided that the business case complies with the Toronto Builds Policy Framework and does not include any new financial impacts to the City that were not previously approved by City Council.

8. City Council authorize the Executive Director, Housing Development Office, in accordance with the approved business case, per Recommendation 7 above to:

a. undertake, or assign to CreateTO or Toronto Community Housing Corporation through their respective Master Services Agreement to undertake, a competitive process to select a delivery partner; and

b. approve, in consultation with the Deputy City Manager, Development and Growth Services, a delivery partner for each Toronto Builds Project, provided that the terms are aligned with the approved business case.

9. City Council authorize the Executive Director, Housing Secretariat to issue Requests for Proposals and select, in consultation with the Deputy City Manager, Development and Growth Services, non-profit and for-profit housing operators for Toronto Builds sites, when required, provided that the terms are aligned with the approved business case per Recommendation 7 above.

10. City Council authorize, severally, each of the Executive Director, Housing Secretariat and the Executive Director, Housing Development Office, to negotiate and enter into, on behalf of the City, Municipal Housing Project Facility Agreements (the City's Contribution Agreement) with the development partners and/or operators selected in accordance with Recommendations 8 and 9 above, to secure the financial assistance being provided and set out the terms of the development and/or operation of the affordable rental housing, on terms and conditions satisfactory to the Executive Director, Housing Secretariat and the Executive Director, Housing Development Office, and in a form approved by the City Solicitor.

11. City Council authorize, severally, the Executive Director, Housing Secretariat and the Executive Director, Housing Development Office, or their designate, to execute, on behalf of the City, any security or financing documents required by the development partners and/or operators selected in accordance with Recommendations 8 and 9 above, to secure construction and conventional financing and subsequent refinancing, including any postponement, confirmation of status, discharge or consent documents where and when required during the term of the City’s Contribution Agreement, as required by normal business practices, and provided that such documents do not give rise to financial obligations on the part of the City that have not been previously approved by City Council.

12. City Council authorize the Executive Director, Housing Secretariat to amend the Contribution Agreements for any of the six Housing Now sites identified in the report (July 2, 2025) from the Deputy City Manager, Development and Growth Services, if required, to remove the requirement that 10 percent of the affordable rental housing units be rented at no more than 40 percent of average market rent and require where not otherwise provided for, that 20 percent of the affordable housing units be made available to households in receipt of housing benefits to create new rent-geared-to-income homes, provided the requirement that the overall average rents for the affordable units at each site not exceed 80 percent of average market rents remains unchanged.

13. City Council direct the Executive Director, Housing Development Office, in consultation with relevant City Divisions, Agencies and Corporations, to report annually to the Planning and Housing Committee on the status of Toronto Builds Projects, including development progress and timelines, and update on the three-year Workplan.

14. City Council direct the Executive Director, Housing Development Office, in consultation with relevant City Divisions, Agencies and Corporations, to include in the Toronto Housing Data Hub publicly available information on the delivery of the Toronto Builds Portfolio.

Real Estate Authorities to Implement Toronto Builds Projects on City-owned Land

15. City Council authorize the Deputy City Manager, Corporate Services, when transacting with for-profit developers and/or operators in relation to Toronto Builds projects, to approve market value transactions, including leases and related transaction agreements for a term of up to 99 years for the purpose of achieving the City's affordable housing objectives, notwithstanding that the related values may exceed the Deputy City Manager, Corporate Service’s existing delegated authority of $5 million dollars, as set out in Municipal Code Chapter 213, Appendix A, provided that the lease and transaction agreements are materially consistent with the applicable business case approved in accordance with Recommendation 7 above, and the Executive Director, Housing Development Office and the Executive Director, Housing Secretariat concur with the proposed transaction terms.

16. City Council authorize, in relation to transactions contemplated in Recommendation 15 above, the Deputy City Manager, Corporate Services to consider the estimated value of the affordable housing benefits that will be realized by the City as sufficient market value compensation received by the City, provided the transaction meets the affordability requirements set out in the Toronto Builds Policy Framework.

17. City Council authorize the Deputy City Manager, Corporate Services, when transacting with non-profit developers and/or operators in relation to the Toronto Builds projects, to approve transactions at nominal or less than market value, including leases and related transaction agreements for terms of up to 99 years for the purpose of achieving the City's affordable housing objectives, provided that the Executive Director, Housing Development Office and the Executive Director, Housing Secretariat concur with the proposed transaction terms.

18. City Council authorize, severally, the Deputy City Manager, Corporate Services and the Executive Director, Corporate Real Estate Management, to execute, on behalf of the City, any documents arising in relation to the exercise of the approval authorities set out in Recommendations 15 and 17 above, subject to such documents being in a form satisfactory to the City Solicitor.

19. City Council authorize the Deputy City Manager, Corporate Services, in consultation with the Executive Director, Housing Development Office, to provide any consent necessary to encumber the Toronto Builds Projects or the affordable rental housing portion thereof, and to negotiate and enter into any associated agreements or other documents required to deliver any of the Toronto Builds Projects or the affordable rental housing portion thereof, on terms and conditions satisfactory to them and in a form approved by the City Solicitor.

20. City Council authorize the Executive Director, Corporate Real Estate Management to negotiate and enter into agreements, including nominal agreements with corporate entities controlled by either CreateTO or Toronto Community Housing Corporation, where it is deemed necessary to facilitate or perform development activities for Toronto Build Projects in accordance with the terms of the Master Services Agreements.

21. City Council amend Article VI of the City of Toronto Municipal Code, Chapter 415, Development of Land substantially in accordance with Attachment 2 to the report (July 2, 2025) from the Deputy City Manager, Development and Growth Services, to exempt Toronto Builds Projects from the application of parkland dedication requirements and payment of community benefits charges.

22. City Council direct the Deputy City Manager, Development and Growth Services to work, in consultation with the Deputy City Manager, Community Development and Social Services, and request the Board of Directors, CreateTO and the Board of Directors, Toronto Community Housing Corporation to direct the Chief Executive Officers of CreateTO and Toronto Community Housing Corporation to work in consultation with the Deputy City Manager, Development and Growth Services and the Deputy City Manager, Community Development and Social Services to explore ways to harmonize community benefits best practices.

23. City Council direct that Confidential Attachment 1 to the report (July 2, 2025) from the Deputy City Manager, Development and Growth Services remain confidential in its entirety until all the projects under the Master Service Agreements with CreateTO and Toronto Community Housing Corporation have been completed.

Toronto is facing an unprecedented housing affordability crisis that spans the entire housing continuum—from emergency shelters to market rental and ownership housing. The need for new rent-controlled, affordable, and rent-geared-to-income (RGI) homes is urgent and growing. In response, the City of Toronto has taken bold and transformative steps to reshape its housing system and accelerate the delivery of much-needed homes.

To meet the complex and evolving housing needs of its residents, the City is adopting a more proactive and hands-on approach to housing development. Structural and policy innovations—such as the establishment of the Housing Development Office and the implementation of the Toronto Builds Policy Framework—are pivotal to this strategy. These initiatives are designed to streamline processes, align resources, and facilitate the timely development of housing on land owned by the City and its agencies and corporations.

This report responds to City Council direction from EX19.1 and PH21.4 and provides an update on the new housing delivery model to implement the Toronto Builds Policy Framework. Specifically, it outlines the Housing Delivery Governance Framework, that was established earlier this year, to improve decision-making, accountability and coordination across teams, provides details on the development models, stage gating and approval framework for Toronto Builds sites, and describes the status and key terms of the Master Service Agreements between the City and CreateTO and the Toronto Community Housing Corporation (TCHC), respectively.  In addition, this report offers an update on the establishment of the Housing Development Office, which serves as a central coordinating body to drive housing delivery across the corporation and with CreateTO and TCHC, to ensure accountability, efficiency, and innovation in the City’s housing efforts.

The Executive Committee recommends that:

1. City Council direct the Executive Director, Transit Expansion to request Toronto Waterfront Revitalization Corporation (Waterfront Toronto) to undertake the following enabling works to advance the Waterfront East Light Rail Transit project, up to a cost of $5.05M, as part of Waterfront Toronto’s Quayside Infrastructure and Public Realm project:

a. construction of a duct bank on Small Street; and

b.  relocation of a Toronto Hydro Electric System Limited duct bank underneath Queens Quay East, west of Small Street (collectively the “Enabling Works”).

2. City Council authorize the Executive Director, Transit Expansion to negotiate and execute an agreement, including amendments thereto, with Waterfront Toronto, on terms and conditions satisfactory to the Executive Director, Transit Expansion and in a form satisfactory to the City Solicitor, to facilitate the delivery of the Enabling Works.

The Waterfront East Light Rail Transit project (WELRT) is a City of Toronto (City) priority transit project, bringing higher-order transit to the central and eastern waterfront area, including to the Quayside precinct (see Attachment 1 – Figure 1 for WELRT alignment).

Waterfront Toronto is working on behalf of the City to advance the design of the at-grade segments of the WELRT to the 60 percent design development stage. Along the WELRT alignment, and within the Quayside precinct, Waterfront Toronto in collaboration with the City is also undertaking the Quayside Infrastructure and Public Realm project (QIPR) to design and construct streets, servicing and public spaces.

In June 2025, Waterfront Toronto notified the City of an opportunity to expedite delivery of two WELRT enabling works projects in coordination with the QIPR project (see Attachment 1 – Figure 2 for location):

1. Construction of an electrical duct bank on Small Street; and

2. Relocation of a Toronto Hydro Electric System Limited (THESL) duct bank below Queens Quay East, west of Small Street (collectively the “Enabling Works”).

Coordinating construction of these two Enabling Works projects with the QIPR project will benefit the City by:

- Avoiding future construction complexity due to the proximity of the work to the future Inner Harbour West Tunnel shaft along Small Street;

- Designing and installing new electrical connections to the THESL duct bank on Queens Quay East;

- Accelerating work that would be delayed due to the Gardiner Expressway Realignment project, and development of the Quayside community;

- Protecting for and enabling the WELRT electrical substation construction at the preferred location;

- Avoiding a need to override the moratorium on construction following reopening of Small Street and Queens Quay East; and

- Reducing costs and project risk by delivering the Enabling Works now, rather than in the future.

Given that the utilities portion of the QIPR contract is currently in procurement with award anticipated in September 2025, a funding commitment for the Enabling Works is required by Waterfront Toronto to take advantage of this opportunity for construction coordination. This report seeks City Council authority to provide Waterfront Toronto with up to $5.05M of the existing Council approved WELRT funding to deliver the Enabling Works through the QIPR project. Subject to Council approval of this report, and entering into an agreement with Waterfront Toronto, construction for these works is anticipated to begin in Q1 2026 and take approximately 5 months to complete.

The Executive Committee recommends that:

1. City Council designate the easterly northbound and westerly southbound lanes on Dufferin Street between Bloor Street West and King Street West as a reserved lane for public transit vehicles and bicycles at all times.

2. City Council designate the easterly southbound lane on Dufferin Street between Thorburn Avenue and Springhurst Avenue as a reserved lane for public transit vehicles at all times.

3. City Council designate the westerly northbound and easterly southbound lanes on Bathurst Street between Bathurst Station north exit and Nassau Street as a reserved lane for public transit vehicles at all times.

4. City Council designate the westerly northbound and easterly southbound lanes on Bathurst Street between Dundas Street West and Lake Shore Boulevard West as a reserved lane for public transit vehicles at all times.

5. City Council authorize the alteration of the intersection of Bathurst Street and Front Street, and City Council:

a. designate one southbound through lane for vehicles;

b. designate one southbound left turn lane for vehicles; and

c. designate one southbound through lane reserved for public transit vehicles only.

6. City Council enact the amendments to traffic and parking regulations associated with Recommendations 1 to 5 above, and generally as described in Attachment 1 to the report (July 2, 2025) from the General Manager, Transportation Services.

7. City Council delegate, despite any City of Toronto By-law to the contrary, to the General Manager, Transportation Services, until April 30, 2028, to implement and then address operational and safety issues that may arise in relation to Recommendations 1 to 6 above, the authority to implement changes and process and submit directly to City Council any necessary Bills for by-law amendments to the schedules to City of Toronto Municipal Code Chapters on the streets and within the parameters found in Attachment 2 to the report (July 2, 2025) from the General Manager, Transportation Services, and that such By-laws submitted be made permanent on April 30, 2028.

8. City Council direct the General Manager, Transportation Services, in consultation with the Chief Executive Officer, Toronto Transit Commission, to collect traffic and transit data, monitor the performance of RapidTO Dufferin and Bathurst, and publish the results quarterly for up to two years following the date of installation, subject to data availability.

9. City Council amend Section 950-503D(1) of City of Toronto Municipal Code Chapter 950, Traffic and Parking, to delete the period after subsection (b) and insert “; or” and to  include new Subsections (c), (d), and (e) generally as follows:

“(c) For the purpose of overtaking a vehicle making a left turn, a person may enter the lane and shall exit from the lane not more than 45 metres from the point at which he or she enters; or

(d) For the purpose of loading or unloading merchandise or passengers in a commercial loading zone marked by an authorized sign under § 950-402 between the limits and times and/or days as set out in Schedule VI, a person may enter the lane and shall exit from the lane not more than 45 metres from the point at which he or she enters; or

(e) For the purpose of loading or unloading passengers in a passenger loading zone marked by an authorized sign under § 950-402 between the limits and times and/or days as set out in Schedule VII, a person may enter the lane and shall exit from the lane not more than 45 metres from the point at which he or she enters.”

10. City Council amend Section 950-503D of City of Toronto Municipal Code Chapter 950, Traffic and Parking, to include a new Subsection (5) and a new Subsection (6) generally as follows:

“(5) Despite Subsection D(1) and (2), a vehicle may be stopped in the lane during the times or days set out in Schedule XXII in § 950-1321 for the purpose of and while actively engaged in the loading or unloading of passengers or merchandise in a commercial loading zone marked by an authorized sign under § 950-402 between the limits and times and/or days as set out in Schedule VI.

(6) Despite Subsection D(1) and (2), a vehicle may be stopped in the lane during the times or days set out in Schedule XXII in § 950-1321 for the purpose of and while actively engaged in the loading or unloading of passengers in a passenger loading zone marked by an authorized sign under § 950-402 between the limits and times and/or days as set out in Schedule VII.”

11. City Council authorize the City Solicitor to introduce the necessary Bills to give effect to City Council's decision and City Council authorize the City Solicitor to make any necessary clarifications, refinements, minor modifications, technical amendments, or by-law amendments as may be identified by the City Solicitor or the General Manager, Transportation Services, in order to give effect to City Council's decision on Recommendations 9 and 10 above.

12. City Council direct the General Manager, Transportation Services, to report back to Executive Committee at the appropriate time after FIFA World Cup 2026, with an evaluation of the RapidTO Dufferin Street and Bathurst Street projects and recommendations for the future of the projects, up to and including the potential removal of implemented measures if warranted, and with recommendations for next steps for future implementation of RapidTO segments on Dufferin Street and Bathurst Street between Bloor Street West and Eglinton Avenue West.

13.  City Council amend Attachment 5, Dufferin Street Local Road and Collector Monitoring List, to the report (July 2, 2025) from the General Manager, Transportation Services by adding the following:
  

14.  City Council direct the General Manager, Transportation Services to conduct a street furniture audit on:

a. Dufferin Street, south of Bloor Street West, to identify opportunities to improve or add street furniture such as new garbage cans, benches, bicycle racks and bus shelters, that may be required to respond to increases to ridership on Toronto Transit Commission routes and on other modes of transport, and to prioritize installation to align with the implementation of the transit priority measures; and

b. Bathurst Street, south of Bloor Street West, to identify opportunities to improve or add street furniture such as new garbage cans, benches, bicycle racks, and bus shelters, that may be required to accommodate increases to Toronto Transit Commission ridership, cycling and walking, and to prioritize installation to align with the implementation of the transit priority measures.
 

15.  City Council direct the General Manager, Transportation Services to:

a. prioritize Dufferin Street in Ward 9, and the surrounding area, as one of the first areas to be studied through the new strategic framework for managing parking supply at an area level introduced in the Toronto Strategic Parking Framework; and

b. prioritize Bathurst Street in Ward 11, and the surrounding area, as one of the first areas to be studied through the new strategic framework for managing parking supply at an area level introduced in the Toronto Strategic Parking Framework.
 

16.  City Council direct the Executive Director, Transit Expansion, in consultation with the General Manager, Transportation Services and Strategic Capital Coordination Office, to request Metrolinx to:

a. explore mitigations to the outbound and inbound Truck Haul Route plans for Exhibition Station associated with Route 1 (as depicted in Figures 5and 6 in the report (July 2, 2025) from the General Manager, Transportation Services) such as off-peak hour hauling, including weekends, and encouraging greater use of secondary routes where feasible; and

b. include a Metrolinx logo on the vehicle identifier decal for Ontario Line trucks.

17.  City Council direct the General Manager, Transportation Services to work with the Mayor’s Office, local Councillors, residents, businesses and transit riders, to develop implementation plans, with due consideration of local needs, for the remaining RapidTO corridors north of Bloor Street West on Bathurst Street to Eglinton Avenue West and Dufferin Street to Wilson Station, and to report back alongside the evaluation of the RapidTO projects.

18.  City Council direct the General Manager, Transportation Services to work with the Mayor’s Office, local Councillors, residents, businesses and transit riders to identify and report to the Executive Committee on interim transit priority measures that can be implemented for FIFA World Cup 2026; including consideration of creative options such as rush hour parking prohibitions, time-of-day use, loading zones, High-Occupancy Vehicle lanes and best practices from other jurisdictions.

19.  City Council to direct staff to explore opportunities to accelerate beautification of the public realm along the Bathurst and Dufferin priority transit corridors in accordance with the recently approved “Towards a Beautiful City – A Path Forward” Plan.

20. City Council direct that Confidential Attachment 2 to the report (May 14, 2025) from the Chief Strategy and Customer Experience Officer, Toronto Transit Commission remain confidential until award of contracts.

21.  City Council direct the General Manager, Transportation Services, in consultation with the Executive Director, Corporate Real Estate Management, the President, Toronto Parking Authority and the local Councillor, to report back to the October 22, 2025 meeting of Toronto and East York Community Council with recommendations to replace parking removed from Dufferin Street and ensure parking availability in the permit parking zones (2, 3K, 3J, and 3I) adjacent to Dufferin Street, between Bloor Street West and Peel Avenue, including investigating the feasibility of the following:

a. extending residential permit parking hours on adjacent streets;

b. adding permit parking on the south side of Alma Avenue, west of Dufferin Street;

c. exploring an agreement with the Toronto Catholic District School Board to designate all parking spaces at 30 Bank Street for permit holders in Area 2 from 9:00 p.m. to 7:00 a.m., Monday to Sunday, and that permit holders in Area 2 be permitted to utilize the lot at all other times space-permitting, in consultation with the Executive Director, Corporate Real Estate Management and the General Manager, Parks and Recreation;

d. working with Dufferin Mall to enable overnight parking for local residents in the commercial parking lot located at 900 Dufferin Street;

e. exploring permitting front yard parking applications on residential properties for both sides of Dufferin Street, between Bloor Street West and Peel Avenue; and

f. exploring adjustments to the boundaries of, or splitting of, Permit Parking Area 2 to better control for utilization and local access.
 

22.  City Council request the Board of Directors, Toronto Parking Authority to assess feasibility of adding Car Park 241 at 9 Bonar Place to Schedule A of Toronto Parking Authority Policy Resolution 3-6 (Residential Overnight Use), designating the municipal car park as a location for overnight parking for valid residential on-street permit holders.

23.  City Council direct the General Manager, Transportation Services, in consultation with the local Councillor, to report back to the October 22, 2025 meeting of the Toronto and East York Community Council with a report on immediate, proactive changes to address:

a. anticipated local traffic infiltration that may occur as the result of the introduction of new turn restrictions and diverted vehicle traffic, including but not limited to, recommendations on:

1. directional changes and mazing; and

2. traffic calming measures on local streets; and

b. local traffic infiltration that may occur near Bathurst south of Bloor as the result of creation of the dedicated streetcar lane, including but not limited to, recommendations on:

1. directional changes and mazing; and

2. traffic calming measures on local streets.

24. City Council direct the General Manager, Transportation Services to implement a Commercial Loading Zone between a point 170 meters north of College Street and a point 50 metres further north on the east side of Bathurst Street during Sunday morning and holiday service hours of St. Moses & St. Katherine Coptic Orthodox Church.

25. City Council direct the General Manager, Transportation Services, in consultation with the Executive Director, Corporate Real Estate Management, the President, Toronto Parking Authority and the local Councillor, to report back to the October 22, 2025 meeting of the Toronto and East York Community Council with recommendations to improve off-street or side-street parking for those attending St. Moses & St. Katherine Coptic Orthodox Church on Sunday mornings and holidays.

RapidTO is a joint initiative by the City of Toronto and the Toronto Transit Commission (TTC) that aims to improve bus and streetcar travel time reliability for surface transit priority roadways along arterial roads using reserved lanes, intersection signal improvements, and regulatory changes.

In February 2024, City Council endorsed, in principle, the RapidTO: Surface Transit Network Plan (RapidTO) as the basis of Transportation Services' planning and programming of surface transit priority projects in Toronto. The report directed staff to initiate four new roadway-specific studies in the near term (2024-2025), one of which was the RapidTO: Dufferin Street project.

In June and July 2026, Toronto will host six FIFA World Cup™ (FWC26) matches at Exhibition Place. Fort York National Historic Site and The Bentway are official venues for the FIFA Fan Festival™. The games are expected to draw over 300,000 visitors, and the mobility concept includes the provision of dedicated transit lanes to ensure frequent service along key roadways. As directed by Council in July 2024, the RapidTO: Dufferin Street and RapidTO: Bathurst Street projects have been accelerated as critical routes to get people to and from the games. To meet the timelines for FWC26, it was proposed to Council that the studies and design for both routes prioritize the sections south of Bloor Street West for connection with the Line 2 subway, while also reviewing the potential for extension to Eglinton Avenue West to connect with the future Eglinton Crosstown LRT.

In order to implement priority sections in time for FWC26, this report seeks Council authority to approve the following changes to Dufferin Street south Bloor Street West to Dufferin Gate Loop and Bathurst Street from Bathurst Station to Lake Shore Boulevard West to improve travel times and reliability for residents and visitors riding transit.

Dufferin Street

- Install priority bus lanes between Bloor Street West and King Street West;

- Install time-of-day, designated loading zones for delivery, passenger pick-up, and drop-off activities along the roadway;

- Install turn restrictions at key intersections; and

- Install a priority streetcar lane on the southbound lane between Thorburn Avenue and Springhurst Avenue.

Dufferin Street has been identified as a priority roadway in the RapidTO: Surface Transit Network Plan due to its high ridership and current service, which is slower and less reliable than desired.  The 29 Dufferin and 929 Dufferin Express buses serve over 40,000 riders daily, with only between 48% and 74% of buses arriving on time throughout the day on weekdays. On weekends, the percentage of buses arriving on time ranges from 36% to 63%. Additionally, during the weekday AM and PM peak periods, the average bus speed is only 14 km/h, and the commute time is 65% longer than it would be by driving the same distance.

As the fifth busiest surface transit route in the city, Dufferin Street has been identified as a key candidate for transit priority in the TTC's 5-Year Service Plan and Customer Experience Action Plan (2024-2028).

Bathurst Street

- Install priority streetcar lanes from Bathurst Station to Lake Shore Boulevard West, except on the segment between Nassau Street and Dundas Street West due to Toronto Western Hospital construction;

- Install stopping prohibitions at all times; and

- Install turn restrictions at key intersections along the 511 Bathurst streetcar route.

The 511 Bathurst streetcar serves over 15,000 riders daily, with between 72% and 83% of streetcars arriving on time throughout the day on weekdays, and between 52% and 87% arriving on time on weekends. Additionally, during the weekday morning and afternoon peak periods, the average speed is only 9 km/h, and the commute time is up to 82% longer than it would be by driving the same distance.

If approved by Council for installation, delivery of the two projects would begin in fall 2025. Any remaining work would be completed in spring 2026 before FWC26.

The projects would be evaluated through a data monitoring plan to ensure transparency, accountability, and evidence-based decision-making. By tracking metrics such as transit travel time and reliability, ridership, auto travel time and volume, bus and streetcar lane compliance, and collision data, Transportation Services and the TTC would be able to assess whether the implemented design is achieving the anticipated benefit while making considerations to monitor, evaluate, and adjust designs based on actual impacts. This could include mitigation strategies against speeding and traffic infiltration around local streets, as well as location-specific accommodations for loading and accessibility needs.

A data dashboard will be posted on the project web page quarterly for up to two years from the date of installation, i.e. until April 30, 2028.

Similar to the approach that has been taken with other projects where Transportation Services and the TTC have tested or piloted changes, and made adjustments based on outcomes, the RapidTO corridors would be tracked, monitored, and improved as necessary to support neighborhood mobility.

At the appropriate time after FWC26, Transportation Services would report back to Executive Committee with an evaluation of the RapidTO Dufferin and Bathurst projects including recommendations for the future of the projects, up to and including the potential removal of implemented measures if warranted, as well as recommendations for next steps for future implementation of RapidTO segments on Dufferin Street and Bathurst Street between Bloor Street West and Eglinton Avenue West.

The TTC Board on May 14, 2025, adopted Item TTC4.4 - Transit Priority Measures on Dufferin Street and Bathurst Street, as amended, and in doing so, has:

1. Forwarded the report and Confidential Attachment 2, to City Council, through Executive Committee, for consideration after the completion of ongoing public consultation (to be completed on May 26, 2025) alongside the complimentary report from the General Manager, Transportation Services in Summer 2025 which incorporates public feedback into the design.

The Executive Committee recommends that:  

1. City Council direct the General Manager, Transportation Services and the Executive Director, Customer Experience to remove the temporary service request hold period historically implemented at the start of a winter event to enable the public to create winter maintenance service requests.

2. City Council direct the General Manager, Transportation Services and the General Manager, Fleet Services to determine surge capacity equipment needs related to major snow events, including sidewalk plows and snow removal equipment.

3. City Council direct the City Manager to work with Municipal VU Consulting Inc., in consultation with the General Manager, Transportation Services, the Executive Director, Toronto Emergency Management, the Chief Communications Officer, the Chief Executive Officer, Toronto Transit Commission, the Chief of Police, Toronto Police Services and applicable divisions, to finalize a robust Major Snow Event Plan and associated Communications Plan.

4. City Council direct the City Manager, working with Municipal VU Consulting Inc. in the development of the robust Major Snow Event Response Plan, to include a plan to identify and respond to geographic area or neighbourhood deficiencies in winter maintenance, based on the volume of winter maintenance service requests arising from a concentrated geographic area or neighbourhood, reporting by City staff or contractors, or other inputs, that may require an escalated and comprehensive response for timely resolution.

5. City Council direct the City Manager to report back to the Executive Committee on November 4, 2025 on the continued work with Municipal VU Consulting Inc., in consultation with the General Manager, Transportation Services, the General Manager, Fleet Services, the Chief Technology Officer, the Chief Procurement Officer as well as any other applicable divisions, to refine, prioritize, conduct costing and feasibility analysis and risk assessments as outlined in Attachment 1 to the report (July 11, 2025) from the City Manager ahead of the 2025-2026 winter for major snow events including:

a. quality monitoring tools and procurement;

b. identifying appropriate Fleet for snow clearing;

c. developing a Stand-alone Snow Removal Contract; and

d. developing a City Towing Strategy.

6. City Council direct the City Manager to consider as part of the report to the November 4, 2025 meeting of the Executive committee:

a. how value for money will be ensured from snow removal services, including options for optimizing the use of resources during periods of low or no snow removal activity; and

b. whether snow removal services are more efficiently provided by City staff or an external service provider.

7. City Council direct the City Manager to include as part of the report to the November 4, 2025 meeting of the Executive Committee an update on the implementation of:

a. the nine Auditor General recommendations on winter maintenance that are still in progress and not fully implemented; and

b. all winter maintenance recommendations submitted by Municipal VU Inc. outlined in Attachment 1 to the report (July 11, 2025) from the City Manager.

8. City Council direct the Director, Internal Audit to engage with a third-party consultant to conduct a forensic audit of the Winter Snow Maintenance contracts including:

a. tailored specifications within the request for proposal to favour certain vendors;

b. lack of transparency in scoring;

c. rejection of compliant bids; and

d. significant variation in cost estimation and bid.

The President and the Vice-President, Municipal VU Consulting Inc. gave a presentation on the City of Toronto Winter Maintenance Review.

In February 2025, the City of Toronto experienced a series of major winter storms that resulted in over 50 centimetres of snow across the city during three events spanning seven days. This was the largest snowfall accumulation for the City of Toronto since January 2022, which saw 55 cm of snowfall in a single event. The scale and impact of these back-to-back storms in 2025 impacted Toronto’s snow clearing and removal operations.

As a result, City Council directed the City Manager to:

A. Conduct a thorough review of the City’s winter maintenance program, evaluate options to improve winter maintenance work and;

B. Undertake a forensic audit of the procurement for the 2022-2029 winter snow removal contract.

To undertake this work, the City Manager engaged the services of Municipal VU Consulting Incorporated (MVU) to complete an independent review of the City’s Winter Maintenance Program as well as Transportation Services’ response during the February 2025 Extreme Weather Events (Attachment 1). The City Manager also directed the Internal Audit Division to undertake a risk assessment audit of the procurement for the 2022 to 2029 winter snow removal contracts (Attachment 2).

This report provides a summary of the findings from the MVU report and the Internal Audit Division’s Fraud Risk Assessment. 

The MVU report revealed that the City’s winter maintenance processes and procedures tend to work reasonably well for routine snowfall, however they face systemic gaps that limit their effectiveness when major snow events hit. The MVU report identified several challenges related to three core issues - the City’s Major Snow Event Response Plan, snow storage and snow removal.

The Internal Audit Division was engaged to perform a Fraud Risk Assessment following direction from the City Council meeting in March 2025. This Fraud Risk Assessment identified the following potential fraud risk exposures:

1. Tailored specifications within the request-for-proposal to favour certain vendors

2. Lack of transparency in scoring

3. Rejection of compliant bids

4. Significant variation in cost estimation and bid

As a result, Internal Audit recommends undertaking a follow-up Phase 2 forensic audit led by an independent third-party auditor focused on the four fraud risk areas identified above commencing in August 2025.

The City Manager will report back to Executive Committee on November 4, 2025 with a comprehensive update on the results of the third-party forensic audit.

Staff are recommending the implementation of the following immediate actions ahead of the 2025-2026 winter season:

- Removing the temporary hold period at the start of a winter event to enable winter maintenance 311 service requests to be created by the public and referred to Transportation Services Division

- Creating a dedicated year-round Winter Operations Unit within the Transportation Services Division

- Determining surge capacity equipment needs related to major snow events, including sidewalk plows and snow removal equipment

- Creating a robust Major Snow Event Plan and associated Communications Plan in consultation with the consultant, City divisions and agencies

Further work and refinement prior to the report back will involve work led by MVU and City divisions to address recommendations from the report which includes costing, feasibility studies and risk assessments associated with:

- Quality monitoring tools and procurement

- Identifying appropriate fleet resources for snow clearing

- Developing a robust City-wide led Major Snow Event Response Plan and Communications Plan

- Developing a Stand-alone Snow Removal Contract

- Developing a City Winter Towing Strategy

The purpose of this report is to advise that the City Manager will be submitting a report that provides the findings of the first phase of a full review of winter maintenance operations to Executive Committee for its meeting on July 16, 2025.

The Executive Committee recommends that:  

1. City Council direct the General Manager, Economic Development and Culture, in consultation with relevant City Divisions and Agencies, to develop a Strategy for Advancing the Productivity and Protection of Good Manufacturing and Industrial Jobs in the City of Toronto to stimulate new investment and employment intensification and report back to City Council by second quarter of 2026.

2. City Council direct the General Manager, Economic Development and Culture, in consultation with the Chief Planner and Executive Director, City Planning, and the Chief Financial Officer and Treasurer, to bring forward to the Planning and Housing Committee by fourth quarter of 2025, options to amend the City-Wide Community Improvement Plan for the Economic Development and Growth in Employment (EDGE) Incentive Program to create a time-limited enhancement to incentivize businesses to invest in job creation in the short-term, within the existing annual financial incentive cap for Economic Development and Growth in Employment, by providing an enhanced grant for applications received by December 31, 2027, including assessing such program changes as the following:

a. increasing the incentive level for applicants constructing new buildings or substantially renovating existing buildings in eligible sectors or uses (excluding Transformative Projects) by:

 i. increasing the tax increment equivalent development grant to 100 percent of the cumulative municipal tax increment over a five-year period for applications submitted by December 31, 2027; or

 ii. increasing the total amount of assistance to 100 percent of the municipal tax increment over a maximum seven-year period, or until all eligible remediation costs have been compensated through the program (whichever occurs first), when development grants are provided in conjunction with Brownfield Remediation Tax Assistance, for applications submitted by December 31, 2027;

b. a sunset of this enhancement which returns the program to the current benefit levels and program design for applications received after December 31, 2027; and

c. any other amendments, which are required to implement the above changes to the Economic Development and Growth in Employment Incentive Program.

3. City Council request the Executive Director, Development Review, in consultation with the General Manager, Economic Development and Culture, to add industrial and manufacturing applications to the Priority Development Review Stream and provide a concierge-type service and expedited review of these applications, to advance implementation of Action 34 of the Action Plan for Toronto's Economy (2024.EC16.2) and include an update on details of this initiative with the next report of this plan.

4. City Council direct the City Manager and the Executive Director, Environment, Climate and Forestry, to work with Toronto Hydro and The Atmospheric Fund to engage key stakeholders in the development of a report on “The Electrification Advantage” that outlines the accelerated concrete actions to increase the deployment of local renewables and help achieve the goals of the TransformTO climate strategy, enhance energy security, strengthen the long-term financial and environmental sustainability of Toronto, encourage innovation and job creation, and address long term affordability concerns for Toronto residents and businesses.

5. City Council request the Executive Director, Environment, Climate and Forestry to review the letter (July 16, 2025) from the Vice President, Policy and Programs, The Atmospheric Fund when developing the report on “The Electrification Advantage”.

6. City Council amend City of Toronto Municipal Code Chapter 767, Taxation, Property Tax to expand the eligibility criteria of the Industrial Property Tax Deferral Program to include industrial businesses with an ancillary use in a different tax class at the same property, subject to the satisfaction of the Executive Director, Finance Shared Services and the General Manager, Economic Development and Culture that other uses are ancillary.
 

7. City Council direct the General Manager, Economic Development and Culture to continue to monitor the evolving trade relationship with the United States and report back on the progress of the implementation of the Mayor's Economic Action Plan in Response to United States Tariffs in first quarter of 2026, as part of the Year 1 progress report of Sidewalks to Skyline: Action Plan for Toronto's Economy or before then, if and as necessary.

The Mayor’s Economic Action Plan in Response to US Tariffs (referred to as the ‘Tariff Action Plan’ hereafter), outlined actions the City is taking to protect Toronto workers, businesses and residents in response to US tariffs. The Tariff Action Plan, adopted at the March 26 City Council meeting, was developed in close collaboration with City divisions and agencies and the Mayor's Economic Action Team, and is consistent with the Council adopted Sidewalks to Skylines: An Action Plan for Toronto's Economy (APTE).

Since the adoption of the Tariff Action Plan update by Toronto City Council on April 23, City staff across various divisions have been working to implement the actions, monitor the evolving US trade situation, and continue work with the Mayor's Economic Action Team on the next phase of City actions. Notably, as US trade policy and related Executive Orders from the White House continue to evolve, this report outlines the situation at the time of writing.

This purpose of this report is to provide further updates on the Tariff Action Plan for the ten short term actions and six longer term economic objectives. City staff have advanced work since the last report, with highlights including the full implementation of procurement changes to leverage the City’s buying power to support Canadian businesses, a new trade diversification initiative (TradeTO), the success of the Love Local spotlight campaigns, and a 15 percent increase in registrations on the Social Procurement Supplier List.

This report recommends several actions to strengthen and advance the Tariff Action Plan, including, developing a strategy for advancing productivity and protection of manufacturing and industrial jobs, developing options for a time-limited enhancement to the Economic Development and Growth in Employment Incentive Program to incentivize near-term investments in job creation, prioritizing the review of industrial and manufacturing development applications, working with Toronto Hydro and the Atmospheric Fund to advance electrification, and expanding the eligibility of the Industrial Property Tax Deferral Program to include all industrial properties. The report also provides additional updates on steps the City is taking to advance the six long-term economic objectives within the Tariff Action Plan.

Staff continue to closely monitor the evolving trade relationship with the United States and will report back on the progress of the implementation of the Mayor's Economic Action Plan in Response to US Tariffs in Q1 2026, as part of the Year 1 progress report of Sidewalks to Skyline: Action Plan for Toronto's Economy or before then, if and as necessary. 

At its meeting on March 26, 2025, City Council adopted the Mayor's Economic Action Plan in Response to US Tariffs, which laid out ten (10) immediate actions the City is taking in response to United States (US) tariffs. The cumulative effect of these tariffs, along with subsequent announcements, threatens to disrupt global supply chains, impact auto and auto parts manufacturing in Canada, and reduce the productivity of the global economy. Several major financial institutions predict a recession or significant economic slowdown in Canada. 

Since the adoption of the Mayor's Economic Action Plan in Response to US Tariffs - Update by Toronto City Council on April 23, City staff across various divisions have been working to implement the actions, monitor the evolving US trade situation, and continue to work with the Mayor's Economic Action Team on the next phase of City actions. Notably, US trade policy and related Executive Orders from the White House continue to evolve. 

The upcoming supplementary report to Executive Committee will provide an update on the implementation of the Council-approved action plan, outline the situation at the time of writing and the next steps for City response.

The Executive Committee recommends that:

1. City Council approve in-year budget adjustments to the 2024-2033 Approved Capital Budget and Plan as detailed in Appendix 4 to the report (July 2, 2025) from the Chief Financial Officer and Treasurer.

The purpose of this report is to provide City Council with the City of Toronto’s capital spending for the twelve-month period ended December 31, 2024. Furthermore, this report seeks Council's approval for in-year budget adjustments to the 2024 Approved Capital Budget and Plan to align with the year-end funding requirements.

As illustrated in Table 1 below, the City's 2024 capital expenditure was $4.740 billion or 73.8 percent of the 2024 Approved Capital Budget of $6.422 billion for the period ended December 31, 2024.

- Tax Supported City Programs and Agencies reported capital expenditures of $3.653 billion representing 73.4 percent of their collective 2024 Approved Capital Budget of $4.976 billion.

- Rate Supported City Programs reported capital expenditures of $1.086 billion, representing 75.1 percent of their collective 2024 Approved Capital Budget of $1.446 billion.

Table 1: Capital Variance Summary 

In 2024, the City’s actual capital delivery continued its upward trend, building from the progress made in 2023. The capital spending totaled $4.740 billion, with a spending rate of 73.8 percent, reflect an improvement over 2023, when capital expenditures were $4.219 billion with a spending rate of 71.4 percent. The spending rate is defined as the actual capital expenditures as a percentage of the full year budget including in-year budget adjustments and carry forward funding from prior years' unspent budget.

The improved spending rate is largely attributable to the City’s sustained focus on prioritizing capital delivery, supported by strengthened budget planning process. This approach has enabled City Programs and Agencies to accelerate project timelines and enhance overall execution The achievements were made possible by the coordinated efforts of City Council, Divisions, and Agencies.

The Executive Committee recommends that:

1. City Council approve the budget adjustments detailed in Appendix D to the report (July 2, 2025) from the Chief Financial Officer and Treasurer to amend the 2024 Approved Operating Budget, with no impact on the Net Operating Budget of the City as well as the recommended expenditure authority as detailed in Appendix E to the report (July 2, 2025) from the Chief Financial Officer and Treasurer.

The purpose of this report is to provide City Council with the Operating Variance for the year ended December 31, 2024. This report also requests City Council's approval for amendments to the 2024 Approved Operating Budget that have no impact on the City's Net Budget.

The following table summarizes the year end financial position for the City's Tax-Supported Operations as of December 31, 2024.

Table 1: Tax-Supported Operating Variance Summary

As detailed in Table 1 above, for the 2024 year-end, Tax-Supported Operations experienced a favourable net variance of $114.4 million. The favourable net variance reflects adjustments for Toronto Building whose surplus is allocated to reserves by legislation.

Rate-Supported Programs:

Rate-Supported Programs reported a favourable year-end net variance of $34.2 million.  

Table 2: Rate-Supported Operating Variance Summary

The favourable year-end variance is driven by all three rate programs.

Rate-Supported Programs are funded entirely by user fees that are used to pay for the services provided and the infrastructure to deliver them. Solid Waste Management Services and Toronto Water’s respective year-end surpluses, if any, must be transferred to the Waste Management Reserve Fund and the Wastewater and Water Stabilization Reserves respectively, to finance capital investments and ongoing capital repairs and maintenance. Seventy-five percent (75%) of Toronto Parking Authority’s surplus is allocated to the City, with the remaining 25% reinvested in Toronto Parking Authority’s capital projects, which is consistent with the Income Sharing Agreement.

The Executive Committee recommends that:

1. City Council approve in-year budget adjustments to Previously Approved Capital Budget and Plan, as detailed in Appendix 3 to the report (July 2, 2025) from the Chief Financial Officer and Treasurer.

The purpose of this report is to provide City Council with the City of Toronto capital spending for the four-month period ended April 30, 2025, as well as the projected 2025 year-end expenditures. Furthermore, this report seeks Council's approval for in-year budget adjustments to previous approved Capital Budget and Plan as outlined in Appendix 3 of this report.

Table 1 below summarizes the City's 2025 actual capital expenditures compared with the 2025 Approved Capital Budget for the four-month period ended April 30, 2025, and the projected expenditures by year-end, December 31, 2025.

Table 1: Capital Variance Summary

The City's actual capital spending for the first four months of 2025 totals $1.056 billion, or 17.1 percent of the 2025 Approved Capital Budget. This marks a notable improvement in spending rate compared to the historical average for the same four-month period, which has typically remained below 15 percent and applied against generally smaller capital budgets in the past years. Capital spending will continue to be reviewed with updates provided in future variance reports that will benefit from actual experience over capital intensive months. As more actual delivery materializes over the course of the year, the Programs and Agencies will provide updated spending projections.                                              

The Executive Committee recommends that:

1. City Council approve the budget adjustments and any associated complement changes detailed in Appendix D to the report (July 2, 2025) from the Chief Financial Officer and Treasurer to amend the 2024 Approved Operating Budget, with no impact on the Net Operating Budget of the City.

The purpose of this report is to provide City Council with the Operating Variance for the four months ended April 30, 2025, as well as projections to the year-end, December 31, 2025. This report also requests City Council's approval for amendments to the 2025 Approved Operating Budget that have no impact on the City's Net Budget.

The following table summarizes the year-to-date financial position and year-end projections for the City's Tax-Supported Operations as of April 30, 2025.

Table 1: Tax-Supported Operating Variance Summary

As detailed in Table 1 above, for the four-month period, Tax-Supported Operations experienced a favourable net variance of $62.9 million. A favourable net variance of $0.8 million is projected at year-end. These favourable variances reflect adjustments for Toronto Building and City Planning, whose surpluses are allocated to reserves by legislation and Council policy or supported by reserve draws in the event of a deficit. The financial information presented is as of April 30 and represents a point-in-time snapshot, with the year-end projection based on current and anticipated future activities.

Rate-Supported Programs:

Rate-Supported Programs reported a favourable year-to-date net variance of $5.5 million. At year-end, Rate-Supported Programs are projecting a favourable variance of $32.2 million.         

Table 2: Rate-Supported Operating Variance Summary

The favourable year-to-date variance is driven by all three programs: Toronto Water, Toronto Parking Authority and Solid Waste, however the favourable projections to year-end are mainly driven by Toronto Water

Rate-Supported Programs are funded entirely by user fees that are used to pay for the services provided and the infrastructure to deliver them. Solid Waste Management Services and Toronto Water’s respective year-end surpluses, if any, must be transferred to the Waste Management Reserve Fund and the Wastewater and Water Stabilization Reserves respectively, to finance capital investments and ongoing capital repairs and maintenance. Seventy-five percent (75 percent) of Toronto Parking Authority’s surplus is allocated to the City, with the remaining 25 percent reinvested in Toronto Parking Authority’s capital projects, which is consistent with the Income Sharing Agreement.

The Executive Committee recommends that:

1. City Council authorize that the criteria sheet of the Paver Maintenance Reserve Fund be amended to reflect changes to its purpose and withdrawal policy as outlined in Appendix E to the report (July 2, 2025) from the Chief Financial Officer and Treasurer, and amend Municipal Code Chapter 227, Reserves and Reserve Funds, Appendix B, Schedule 8 to reflect the change.

2. City Council authorize the General Manager, Transportation Services to negotiate, enter into and execute amending agreements to existing paver agreements, with terms and conditions satisfactory to the General Manager, Transportation Services, and in a form satisfactory to the City Solicitor.

3. City Council direct that the balance of the Housing Allowance Reserve in the amount of $4,543,300 be transferred to the Social Housing Stabilization Reserve and that it be closed and deleted from Municipal Code Chapter 227, Reserves and Reserve Funds, Appendix A, Schedule 1 – Corporate Reserves.

4. City Council direct that the balance of the Home Improvement Reserve Fund in the amount of $95,002 be transferred to the Social Housing Stabilization Reserve and that it be closed and deleted from Municipal Code Chapter 227, Reserves and Reserve Funds, Appendix B, Schedule 9 – Community Initiatives Reserve Funds.

5. City Council authorize that the criteria sheet of the Social Housing Stabilization Reserve be amended, reflecting changes to its purpose and contribution and withdrawal policies, as outlined in Appendix F to the report (July 2, 2025) from the Chief Financial Officer and Treasurer, and also amended in Municipal Code Chapter 227, Reserves and Reserve Funds, Appendix A, Schedule 3 to reflect its change in purpose.

6. City Council approve a change in the name of the “Municipal Land Transfer Tax Stabilization Reserve Fund” to the “Municipal Land Transfer Tax Stabilization Reserve” and amend City of Toronto Municipal Code Chapter 227, Reserves and Reserve Funds by removing the “Municipal Land Transfer Tax Stabilization Reserve Fund” from Municipal Code Chapter 227, Reserves and Reserve Funds, Appendix B, Schedule 7, Corporate Discretionary Reserve Funds, and adding the “Municipal Land Transfer Tax Stabilization Reserve” to Appendix A, Schedule 3, Stabilization Reserves.

The City of Toronto (City) maintains deferred revenue balances that will be recognized as revenues in future years, in addition to reserves and discretionary reserve funds that are intended to support the City's future activities. This report provides an update of these balances, as well as their related earned revenues and activities for the year ended December 31, 2024.

Deferred Revenue

Deferred revenue , or obligatory reserve funds, are monies received from external parties for specific purposes outlined in Provincial legislation or third-party agreements.   

For the twelve-month period ended December 31, 2024, the City’s deferred revenues increased from $6,362.1 million to $6,728.9 million. The increase of $366.8 million was primarily driven by New Deal contributions from the Provincial government for affordable housing, subway and transit operations, and contributions from the City’s water and wastewater revenues that will be leveraged to support ongoing water and wastewater expenditures and commitments.

Reserves and Discretionary Reserve Funds

Reserves and Discretionary Reserve Funds are established by Council to support the financial management and operations of the City, minimize annual tax rate fluctuations, and provide a measure of financial flexibility to address the impact of significant unexpected pressures.

Reserves and Discretionary Reserve Funds balances increased by $318.9 million over the twelve-month period ended December 31, 2024, going from $5,291.7 million to $5,610.6 million. This net increase is the result of Council-authorized contributions for capital investments in housing, transit, capital infrastructure, and vehicle and equipment replacement. The majority of the City's Reserves and Discretionary Reserve Funds balances ($5,381.7 million, or 95.9 percent) are committed to future Council directed activities that include capital and operating expenditures and rate-based activities.

The remaining reserve and discretionary reserve fund balance ($228.9 million, or 4.1 percent) is uncommitted and available to respond to various unanticipated costs, stabilize funding sources, including the tax base, or for emergency purposes such as extreme weather events.  The uncommitted amount represents 1.3 percent of the total 2024 approved Operating Budget of $17,119.6 million.

There are total commitments and obligations of $15,720.8 million against the $5,381.7 million balance in committed reserves, consistent with the approved 10-Year Capital Plan. These commitments and obligations are nearly three times greater than the current reserve and discretionary reserve fund balances, requiring continued reserve contributions to support planned expenditures.

The Executive Committee recommends that:

1. City Council approve the renewal of the outstanding interest-only capital loan issued by the City to the Lakeshore Arena Corporation in the amount of $4,047,660, for a one-year period commencing on November 1, 2025, and ending October 31, 2026.

This report provides annual update reporting on the existing portfolio of City direct loans, capital loan and line of credit guarantees. The portfolio of loans included in this report is separate and apart from other internal City loan programs (e.g., Home Ownership Assistance Program, Sustainable Energy Plan Financing Program) which are covered under other City policies.

As at December 31, 2024, the City had authorized line of credit guarantees amounting to approximately $5.995 million, capital loan guarantees for underlying loans of $67.5 million, outstanding direct loan balances of $42.5 million, and one direct line of credit with a balance of $800,000.

This report recommends a one-year term extension (to 2026) for an outstanding, interest-only capital loan of $4.048 million to Lakeshore Arena Corporation (LAC). During the extended timeline, City and LAC staff will work to develop the details of a loan refinancing arrangement to allow for the repayment of both interest and principal to the City. Staff will report back to Council with recommended refinancing details.

The Executive Committee recommends that:

1. City Council direct the 2023 operating surpluses of two of the centres (Central Eglinton Community Centre and Swansea Town Hall Community Centre) totalling $137,646 be paid to the City of Toronto and be used to partially fund the payment of operating deficits of $539,724 for seven centres (Applegrove Community Centre, Cecil Street Community Centre, Community Centre 55, Eastview Neighbourhood Community Centre, Ralph Thornton Community Centre, Scadding Court Community Centre and 519 Church Street Community Centre), resulting in a net operating deficits of $402,078 to be paid to the Association of Community Centres by the City, as illustrated in Appendix A  to the report (June 13, 2025) from the Chief Financial Officer and Treasurer.

On an annual basis, the City of Toronto receives the audited financial statements from 10 community centres which collectively are known as the City's Association of Community Centres (AOCCs). The audited financial statements assist the City to determine whether operating grant payments need to be provided to or clawed back from the AOCCs to settle their operating deficits or surpluses. The audited financial statements are based on the Public Sector Accounting Board (PSAB) requirements for government not-for-profit entities while the operating deficits or surpluses align with the modified cash basis of accounting.

This report recommends settlement with the Association of Community Centres for 2023 based on their audited financial results as of December 31, 2023.

The Executive Committee recommends that:

1. City Council request the Government of Canada to: 

a. enhance and expand federal programs that provide financial support to families and individuals who cannot afford in-home internet, such as the Connecting Families Initiative;

b. consult with municipalities, school boards, public libraries and community organizations to ensure that subsidies are accessible, well-publicized and meet the needs of vulnerable populations; and

c. review and update income eligibility thresholds for internet subsidy programs, such as the Connecting Families Initiative, to better reflect the realities of low-income residents, particularly in large urban centres like Toronto.

This report provides an update on the ConnectTO program, as directed by Executive Committee, including information on the installation and use of public Wi-Fi across the City to bridge the digital divide, and presents a framework for future site selection, as informed by research, data and public consultations.

In 2021, the City of Toronto established the ConnectTO program, prioritizing its work to bridge the digital divide, as a response to the COVID-19 pandemic, and to address the need for residents to equitably access digital government services. The digital divide, which remains a persistent reality in Toronto, is defined as the gap between those who have internet access, along with the skills, and support to effectively engage online, and those who do not. Approximately 2% of Torontonians, or 58,000 people, currently lack affordable in-home internet access.

ConnectTO has successfully focused on expanding internet connectivity, growing the number of locations of public Wi-Fi from 100 sites exclusively in Toronto Public Library branches to a total of 252 locations across the City in various types of City facilities, with a focus on establishing sites in the City’s Neighbourhood Improvement Areas and Emerging Neighbourhoods as identified by the Toronto Strong Neighbourhoods Strategy 2020. By the end of 2025, the City will have approximately 300 public Wi-Fi locations. The program has successfully achieved coverage of public Wi-Fi in 88% of Neighbourhood Improvement Areas and Emerging Neighbourhoods, with each ward in the City hosting at least one public Wi-Fi location. Public Wi-Fi supports a range of users - in 2024, ConnectTO locations received an average of 7,600 daily connections, with 69% of those were repeat connections (users connecting more than once at a given location). The average duration of a connection is 4 hours, which includes all types of devices that can connect to Wi-Fi. Nearly half (45%) of all visits are under 2 hours; 16% are between 5-30 minutes, and over 19% of visits are over 8 hours.

Staff are committed to using a data-driven approach to inform ConnectTO investments and actions, and it is critical that the City regularly assesses its progress toward closing the digital divide and to maximize the impact of its investment. The City has partnered with higher education institutions, including Toronto Metropolitan University and the University of Toronto, commissioning regular research to understand and support the assessment of the City’s efforts to bridge the digital divide. Research and public consultations consistently identify affordability as the primary barrier to home internet access, with marginalized communities disproportionately affected by the digital divide. Public spaces offering Wi-Fi serve as critical points of access, connecting residents who would not otherwise have access to the internet.

Research and public consultations also informed the development of a framework with criteria to determine the need for public Wi-Fi in a local area (e.g. presence of equity-deserving groups, distance to existing public Wi-Fi, and potential for usage), as well as baseline requirements for public Wi-Fi installations (i.e., they must be in a City operated building, that is open to the public and has communal space available). The research also indicates that spaces where the public can linger are a better strategic Wi-Fi investment than transitory spaces, as it promotes typical Wi-Fi uses such as checking emails, working, streaming, browsing, and is supported by stable connectivity, and power access for extended device usage.

In 2025 and 2026, the ConnectTO program will focus on maximizing the impact of investments made to-date, by driving public awareness, digital literacy and utilization of public Wi-Fi, in cooperation with Toronto Public Library and Toronto Community Housing, as well as supporting broader awareness of subsidized internet access programs through the Human Services Integration program.

The Executive Committee recommends that:

1. City Council adopt the City of Toronto 2025-2029 Disability Inclusion Action Plan as set out in Appendix A to the report (June 9, 2025) from the Chief People Officer, People and Equity.

At its meeting on June 23, 2025, the Toronto Accessibility Advisory Committee considered Item DI12.2 and made a recommendation to City Council.

Summary from the Toronto Accessibility Advisory Committee:

This report responds to the requirement under both the City of Toronto's Corporate Accessibility Policy and the Accessibility for Ontarians with Disabilities Act, 2005 (AODA) for a multi-year accessibility plan which is reviewed and updated at least once every five years.

The 2025-2029 Disability Inclusion Action Plan (DIAP) is the City's new accessibility plan which outlines guiding principles, goals and 85 specific actions that reaffirm the City's commitment to building an equitable and inclusive society that values the contributions of people with disabilities. The Disability Inclusion Action Plan (DIAP) provides a clear path forward on the identification, removal and prevention of accessibility barriers, will improve awareness and understanding of legislated requirements and expectations, and helps embed disability inclusion into all City operations.

The Disability Inclusion Action Plan (DIAP) is a key component of the City's accessibility framework which outlines how the City will provide an accessible environment in which people with disabilities can access the City's goods, services and facilities, including buildings, public spaces, information and communications, and employment opportunities in a way that meets their individual needs. The City is equally committed to supporting City employees through policies, tools, and resources that promote a disability inclusive workplace and support employees in designing and delivering accessible programs, services and spaces. 

The Executive Committee recommends that:

1. City Council amend the composition of the Heritage Toronto Board of Directors by reducing the number of public members from 21 to 11, effective immediately, so that the overall composition of the Board would be reduced from 23 members to 13 members as follows: 

- The Mayor or a Council Member appointed by the Mayor as the Mayor's designate;

- 1 Member of City Council;

- 10 public members; and

- 1 Member of the Indigenous community.

2. City Council amend the City's Relationship Framework with Heritage Toronto to reflect the amendment to the Board's composition set out in Recommendation 1 above.

3. City Council authorize the City Manager, in consultation with the City Solicitor, to implement any necessary technical and substantive amendments to the City's Relationship Framework with Heritage Toronto consistent with City Council directions and City Council authorize the City Solicitor to introduce the necessary Bills amending Chapter 103, Heritage, of the Toronto Municipal Code to reflect City Council's decisions in the report (July 2, 2025) from the City Manager .

4. City Council direct that the appointment of the following two public members of the Board, appointed for a term of office ending February 4, 2024 and until successors are appointed, end effective immediately upon amending the Board's composition set out in Recommendation 1 above:

- Colin Smillie; and

- Sarah Watson.

The purpose of this report is to seek City Council authority to amend the composition of the Heritage Toronto Board of Directors.

The Board of Directors of Heritage Toronto has submitted a request for City Council to amend the composition of the Heritage Toronto Board of Directors to improve the efficiency and effectiveness of Board and agency operations. The request and decisions of the Board of Directors is set out in Attachment 1 to this report from the Chair of the Heritage Toronto Board (June 20, 2025).

City Council's approval of the Board's recommendations would result in a change to the composition of the Heritage Toronto Board from 23 members to 13 by reducing the number of public members from 21 to 11. This change requires amendments to the Relationship Framework for City of Toronto with Heritage Toronto and Municipal Code Chapter 103, Heritage.

City Council policy allows Agencies of the City of Toronto to request that City Council consider amendment of their board structures, bylaws and their Relationship Frameworks.

The Executive Committee recommends that:

1. City Council authorize the levy and collection of taxes for the 2025 taxation year on railway roadways and rights-of-way and on land used as transmission or distribution corridors owned by power utilities, in accordance with subsection 280(1) of the City of Toronto Act, 2006 and subsection 257.7(1) of the Education Act.

2. City Council request the Province of Ontario to explore the impact of national railways converting to a tonnage-based levy system, as opposed to the current rate per acreage system in the Province of Ontario, to determine any benefits to municipalities.

3. City Council forward the Item to the Ontario Good Roads Association, the Association of Municipalities of Ontario and the Federation of Canadian Municipalities for their information.

This report seeks Council authority for the introduction of the by-law necessary to levy and collect taxes for the 2025 taxation year on railway roadways and rights-of-way and on land used as transmission or distribution corridors owned by power utilities, totalling approximately $6,992,485 in taxation revenue, of which the municipal share is $6,483,956 and the provincial education share is $508,529.

The 2025 levy has remained consistent with the 2024 levy total of $6,996,373 (with a $6,487,844 municipal share and a provincial education share of $508,529). For 2025, the prescribed property tax rates for railway rights-of-way and hydro corridors remain unchanged from 2024.

Taxation of railway lands varies across Canada, with some provinces utilizing a per-acre rate for railway lands, and most western provinces using tonnage per linear kilometre rates. In Ontario, per-acre rates are not increased annually. From 2005 to 2016 railway rates remained static, followed by modest rate increases in 2017 and again in 2018, with no rate increases since. If railway and hydro rates had been indexed to inflation to reflect increases in the Consumer Price Index in each year since 2005, an additional $3,759,677 would be generated from the levy in 2025. This additional levy would be inclusive of the educational portion of Hydro One's levy of approximately $3,483,926.

The Executive Committee recommends that:

1. City Council authorize the levy and collection of amounts for the 2025 taxation year on colleges and universities, public hospitals and correctional facilities at the prescribed rate of $75 per provincially rated hospital bed, full time student or resident place as authorized by Section 285 of the City of Toronto Act, 2006, to be due on September 19, 2025.

2.  City Council request the Province of Ontario update the Heads and Beds Levy on Institutions to the amount of $182.79 per head or bed to reflect inflation from 1987 to the current year of 2025.

This report requests Council authority to adopt a by-law to levy amounts in the 2025 taxation year for colleges and universities, public hospitals, and correctional facilities (the "institutions"), estimated at approximately $20.8 million (annual "Heads and Beds" levy) based on the current legislative rates.

A levy of $75 per head or bed has been in effect since 1987. If the rates had been increased to reflect increases in the Consumer Price Index in each year from 1987 to 2025 (such that the 2025 rate would be $182.79 for each full time student, provincially rated bed, or resident place), an additional $29.9 million in tax revenue would be received in 2025. This is an issue faced by all Ontario municipalities.

The Executive Committee recommends that:

1. City Council authorize the reallocation of cashflows and corresponding funding within Toronto Water’s 2025 Capital Budget and 2026-2034 Capital Plan in the amount of $15.166 million, for acceleration and deferral of projects, as presented in Schedule A (Parts A and B) to the report (June 24, 2025) from the General Manager, Toronto Water, with a zero Budget impact.

2. City Council amend the 2025-2034 Capital Budget and Plan for Toronto Water by converting previously approved future year estimates for projects outlined in Schedule A (Part C) to the report (June 24, 2025) from the General Manager, Toronto Water and increasing total project costs by $2.514 million and cash flow commitments by $0.150 million, $1.346 million, $1.018 million in 2026, 2027 and 2028 respectively, funded by Toronto Water Capital Financing reserve ($2.514 million) as presented in Schedule A (Part C) to the report (June 24, 2025) from the General Manager, Toronto Water, all consistent with the 10-Year Capital Budget and Plan.

This report requests City Council's authority to amend Toronto Water's 2025 Capital Budget and 2026-2034 Capital Plan by adjusting project cash flows contained within the 10-Year Capital Budget and Plan, respectively, to align forecasted project accelerations and deferrals.  The adjustments will have a zero dollar impact on the 2025 Capital Budget and 2026-2034 Capital Plan and will align the budget and plan with Toronto Water's capital project delivery schedule and program requirements.

In addition, this report requests City Council's authority to amend Toronto Water's Approved 2025 Capital Budget and 2026-2035 Capital Plan by converting already approved future year cost estimates contained within the 10-Year Capital Budget and Plan and increasing project costs and cashflow commitments for one approved project in order to proceed with contract award, ahead of schedule, in late 2025 or early 2026.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the report (April 23, 2025) from Chief Executive Officer, CreateTO is considered as the Annual General Meeting of the Shareholder for Build Toronto Inc.:

a. receive the Board-approved 2024 Audited Financial Statements for Build Toronto Inc. from CreateTO's Chief Executive Officer, forming Attachment 1 to the report (April 23, 2025) from Chief Executive Officer, CreateTO;

b. receive the 2024 Annual Report for Build Toronto Inc. from CreateTO's Chief Executive Officer, forming Attachment 2 to the report (April 23, 2025) from Chief Executive Officer, CreateTO; and

c. receive the CreateTO's 2024 Highlights Report from CreateTO's Chief Executive Officer, forming Attachment 3 to the report (April 23, 2025) from Chief Executive Officer, CreateTO.

2. City Council, acting as shareholder of the corporation, and in accordance with section 148 of the Business Corporations Act, dispense with the requirement set out in section 149(2) of the Act to appoint an auditor for the current financial year during this Annual General Meeting.

Under CreateTO’s management, Build Toronto Inc. (Build Toronto) continues to support CreateTO to develop City buildings and lands for municipal purposes and deliver real estate solutions to advance City Council’s key public policy goals and meet the program needs of City Divisions, Agencies and Corporations (DACs).

Under the leadership and guidance of our Board of Directors, Build Toronto, through CreateTO, has brought stakeholders, partners and community members together to advance a number of key City-building initiatives. Please refer to Attachment 3, for CreateTO’s 2024 Highlights Report.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the report (June 26, 2025) from the Chief Executive Officer, Casa Loma Corporation is considered as the Annual General Meeting of the Shareholder for Casa Loma Corporation; and

a. receive the Board-approved "Casa Loma Corporation 2024 Annual Report" and the "Casa Loma Corporation 2024 Audited Financial Statements" forming Attachments 1 and 2 to the report (June 26, 2025) from the Chief Executive Officer, Casa Loma Corporation, respectively; and

b. appoint Welch LLP as the Auditor of Casa Loma Corporation for fiscal year 2025, and authorize the Board of Directors, Casa Loma Corporation to fix the remuneration of the Auditor.

The Board of Directors of the Casa Loma Corporation (“CLC”) recommend to City Council actions necessary to comply with the requirements of the Business Corporations Act, Ontario for holding the Annual General Meeting of the Shareholder of CLC, including receipt of its Annual Report and Audited Financial Statements (“Statements”) for 2024 and appointment of the auditor for 2025.

CLC's 2024 Statements were audited by Welch LLP and received an opinion stating that the financial statements present fairly, in all material respects, the financial position of the Corporation as of December 31, 2024, and the results of its operations and its cash flows for the year then ended in accordance with Canadian public sector accounting standards.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the report (June 26, 2025) from the Executive Director, Lakeshore Arena Corporation is considered as the Annual General Meeting of the Shareholder for Lakeshore Arena Corporation, and:

a. receive the Board-approved "Lakeshore Arena Corporation 2024 Annual Report" and "Lakeshore Arena Corporation 2024 Audited Financial Statements", forming Attachments 1 and 2 to the report (June 26, 2025) from the Executive Director, Lakeshore Arena Corporation, respectively;

b. appoint Welch LLP as the Auditor of Lakeshore Arena Corporation for fiscal year 2025, and authorize the Board of Directors of Lakeshore Arena Corporation to fix the remuneration of the Auditor; and

c. receive the "Lakeshore Arena Corporation Executive Compensation Disclosure 2024", forming Attachment 3 to the report (June 26, 2025) from the Executive Director, Lakeshore Arena Corporation.

The Board of Directors of Lakeshore Arena Corporation (LAC) recommends to City Council actions necessary to comply with the requirements of the Business Corporations Act, Ontario for holding the Annual General Meeting of the Shareholder of LAC, including receipt of its Annual Report and Audited Financial Statements (Statements) for 2024 and appointment of the auditor for 2025.

LAC's 2024 Statements were audited by Welch LLP and received an opinion stating that the financial statements present fairly, in all material respects, the statement of financial position of the LAC as at December 31, 2024, and its results of operations, changes in net debt and its cash flows for the year then ended in accordance with Canadian public sector accounting standards.

This report also recommends that City Council receives information disclosing the individual compensation of executive officers employed by LAC in 2024.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the report (July 2, 2025) from the President and Chief Executive Officer and the General Counsel and Corporate Secretary, Toronto Community Housing Corporation is considered as the Annual General Meeting of the Shareholder for Toronto Community Housing Corporation by:

a. receiving the Letter to the Shareholder from the Toronto Community Housing Corporation's Chair of the Board of Directors and President and Chief Executive Officer dated April 30, 2025 transmitting the "Toronto Community Housing Corporation 2024 Annual Report: Celebrating Community – Stories Across the City" and "Additional Information" (including Executive Compensation Disclosure), forming Attachment 1 to the report (July 2, 2025) from the President and Chief Executive Officer and the General Counsel and Corporate Secretary, Toronto Community Housing Corporation;

b. receiving the "Toronto Community Housing Corporation 2024 Audited Consolidated Financial Statements", forming Attachment 2 to the report (July 2, 2025) from the President and Chief Executive Officer and the General Counsel and Corporate Secretary, Toronto Community Housing Corporation; and

c. acting as shareholder of the corporation, and in accordance with section 148 of the Business Corporations Act, dispense with the requirement set out in section 149(2) of the Act to appoint an auditor for the current financial year during this annual general meeting.

This report transmits materials from the Board of Directors of Toronto Community Housing Corporation (TCHC) to the City. Management of TCHC confirms that all financial information was made available to the auditors for the performance of the audit.

This report recommends the actions necessary to comply with the requirements of the Business Corporations Act, for holding the Annual General Meeting of the Shareholder of TCHC, including receipt of its Annual Report and Audited Consolidated Financial Statements (Statements) for 2024.

TCHC's 2024 Statements were audited by KPMG LLP and received an unqualified opinion stating that the financial statements present fairly, in all material respects, the financial position of the TCHC as of December 31, 2024, and its results of operations for the year then ended in accordance with Canadian public sector accounting standards.

The report also provides information on subsidiaries and joint ventures, individual compensation of executive officers, and additional items as directed by the Shareholder.

The Executive Committee recommends that:

1. City Council in its capacity as one of the Shareholders of Toronto Pan Am Sports Centre Inc. that it adopt and authorize the City Manager to sign the Resolutions of the Shareholders attached as Attachments 2 and 3 to the letter (June 27, 2025) from the Secretary, Board of Directors, Toronto Pan Am Sports Centre on behalf of the City that resolve:

a. Financial Statements

1. the audited financial statements of the Corporation for the financial year ending December 31, 2024, are received;

b. Appointment of Auditors

1. Welch LLP are reappointed as the auditors of the Corporation until the close of the next annual meeting of the shareholders or until their successors are duly appointed; and

2. the remuneration of the auditors will be fixed by the directors who are hereby authorized to fix that remuneration;

c. Confirmation of Proceedings

1. all By-laws, contracts, acts, proceedings, appointments, elections, and payments of any director or officer of the Corporation that were enacted, made, done, or taken since the last annual meeting of the shareholders of the Corporation are approved, ratified, sanctioned, and confirmed; and

d. Approval of Budgets

1. the Budget be and is hereby ratified and approved; and

2. any two directors or officers of the Corporation, be and they are hereby authorized and directed, for and in the name of and on behalf of the Corporation, to do all such acts and things and to execute under the corporate seal of the Corporation or otherwise, and to deliver all agreements, certificates and documents as they may consider necessary or advisable to carry out the provisions of the resolutions passed by the shareholders of the Corporation herein.

The Toronto Pan Am Sports Centre (TPASC) 2024 Overview (Attachment 1) provides a brief history of the organization, 2024 operating highlights, an overview of annual general meeting requirements, Board actions related to appointment of the 2025 auditor, 2024 financial statement summary, results of the financial statement audit, 2024 operating financial results, background on the 2025 budget, the future outlook of the organization and a description of the Board composition.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the report (June 21, 2025) from the Chief Executive Officer, CreateTO is considered as the Annual General Meeting of the Shareholder for Toronto Port Lands Company, and:

a. receive the Board-approved 2024 Audited Financial Statements for Toronto Port Lands Company from CreateTO's Chief Executive Officer, forming Attachment 1 to the report (June 21, 2025) from the Chief Executive Officer, CreateTO;

b. receive the 2024 Annual Report for Toronto Port Lands Company from CreateTO's Chief Executive Officer, forming Attachment 2 to the report (June 21, 2025) from the Chief Executive Officer, CreateTO; and

c. receive the CreateTO's 2024 Highlights Report from CreateTO's Chief Executive Officer, forming Attachment 3 to the report (June 21, 2025) from the Chief Executive Officer, CreateTO.

2. City Council, acting as shareholder of the corporation, and in accordance with section 148 of the Business Corporations Act, dispense with the requirement set out in section 149(2) of the Act to appoint an auditor for the current financial year during this Annual General Meeting.

Under CreateTO’s management, Toronto Port Lands Company (TPLC) continues to advance the long-term vision for a sustainable new community in the heart of Toronto. TPLC is the majority landowner in the Port Lands, which is one of the largest and most valuable undeveloped pieces of real estate in North America. On behalf of the City, TPLC is committed to making sure the people of Toronto get the most value out of this amazing part of the City.

TPLC manages leases with more than 80 tenants that provide important supplies and services to the downtown core; and is continuing to advance the long-term vision to create sustainable new communities in the Port Lands with McCleary District and Ookwemin Minising; and supporting further development of the film industry in the area through projects like Basin Media Hub.

Throughout 2024, TPLC continued its support of the flood protection work by Waterfront Toronto which will unlock many new uses to better serve Toronto residents and visitors. More than 120+ acres of land continue to be leased to Waterfront Toronto to support the completion of the flood protection work. In November 2024, the Port Land Flood Protection (PLFP) project saw a major milestone with the removal of the north plug, which completed the new mouth of the Don River, allowing the river to flow freely, and marked the creation of a new island on Toronto’s waterfront. Once completed, this initiative will unleash an abundance of new opportunities from affordable housing to vibrant parks, trails, and commercial hubs. We are committed to continuing to work with our partners and stakeholders to ensure that this distinctive downtown area enriches Toronto to the fullest extent possible.

Please refer to Attachment 3, page 5, for Port Lands 2024 Highlights.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the report (June 25, 2025) from the Chief Executive Officer, Toronto Seniors Housing Corporation is considered as the Annual General Meeting of the Shareholder for Toronto Seniors Housing Corporation, and:

a. receive the Board-approved "Toronto Seniors Housing Corporation 2024 Annual Report" as set out in Attachment 1 to the report (June 25, 2025) from the Chief Executive Officer, Toronto Seniors Housing Corporation;

b. receive the Board-approved "Toronto Seniors Housing Corporation 2024 Audited Financial Statements " as set out in Attachment 2 to the report (June 25, 2025) from the Chief Executive Officer, Toronto Seniors Housing Corporation;

c. acting as shareholder of the corporation, and in accordance with section 148 of the Business Corporations Act, dispense with the requirement set out in section 149(2) of the Act to appoint an auditor for the current financial year during this annual general meeting; and

d. receive the Toronto Seniors Housing Corporation's 2024 executive compensation disclosure as set out in Attachment 3 to the report (June 25, 2025) from the Chief Executive Officer, Toronto Seniors Housing Corporation.

Enclosed are the materials in support of the Toronto Seniors Housing Corporation Annual General Meeting and 2024 Audited Financial Statements reporting to the City of Toronto and City Council as per the requirements of the Shareholder Direction.

The Executive Committee recommends that:

1. City Council direct the Executive Director, Environment, Climate and Forestry to develop and implement a new program for Toronto homeowners to accelerate the adoption of heat pumps and other clean technologies and that includes, without limitation, the following elements:

a. energy coaching and personalized guidance;

b. decision-support tools to help homeowners evaluate options;

c. a vetted contractor directory to ensure quality installations;

d. direct installation services;

e. targeted incentives for low-to-moderate-income households; and

f. access to preferred financing options.

2. City Council request the Board of Directors of Toronto Hydro to direct the Climate Advisory Services business to act as a joint delivery partner with the City, consistent with its mandate to support customers with home electrification and its unique capacity to address barriers to the implementation of heat pumps and related clean technologies.

3. City Council authorize the Executive Director, Environment, Climate and Forestry to negotiate and execute agreements, as required, with community and industry organizations to provide, where feasible and appropriate, in-kind or financial support and/or the disbursement or receipt of funding, on terms and conditions acceptable to the Executive Director, Environment, Climate and Forestry, and in a form satisfactory to the City Solicitor.

4. City Council direct the Chief Financial Officer and Treasurer, working with the Executive Director Environment, Climate and Forestry, to determine an appropriate method for setting interest rates on City capital used to finance clean technologies, to encourage participation among low- to moderate-income households, within the existing budget envelope of Environment, Climate and Forestry.

5. City Council authorize the Executive Director, Environment, Climate and Forestry to negotiate and execute any agreements or related documents necessary with the Province of Ontario and/or the Independent Electricity System Operator to enable coordination between provincial energy efficiency programs and any new Council-directed program for Toronto homeowners to accelerate the use of heat pumps and other clean technologies at their residences, on terms and conditions acceptable to the Executive Director, Environment, Climate and Forestry and in a form satisfactory to the City Solicitor.

6. City Council direct the City Manager, in consultation with the Executive Director, Environment, Climate and Forestry, to request on behalf of the City that the Government of Canada provide financial support to enhance the program offering, including capital investments to be delivered through low- or zero-interest financing and targeted incentives, in order to improve the overall affordability of heat pump installations.

Over the next 15 to 20 years, hundreds of thousands of homeowners in Toronto will need to replace their home furnace. Heat pumps offer a clean, efficient and comfortable option to provide home cooling and heating. Accelerating the deployment of electric heat pumps also represents the most impactful single measure for reducing emissions in Toronto, making this a key requirement to achieving the City’s net zero goals and implementing the Net Zero Existing Buildings Strategy

Despite growing interest in recent years in installing heat pumps, homeowners are faced with a difficult process to navigate when replacing their furnace and understanding their home energy needs. There is a complex system of incentives, confusing information online, varied contractor support and uncertainty about home energy needs that often leads to homeowners installing another gas furnace. Not only that, but heat pumps and other clean technologies often have higher upfront costs than conventional natural gas-powered furnaces.

We need a program that provides people with a simple, trusted and affordable option when they need to upgrade their furnace and want to adopt other clean technologies. Homeowners need personalized advice tailored for their needs to understand how to make home upgrades and understand what supports are available. Toronto Hydro’s Climate Advisory Services business offers this customer facing support to encourage homeowners to find sustainable energy solutions.

This motion directs staff to develop a new program, in partnership with Toronto Hydro, that would help people make their homes more energy-efficient, reduce their bills and provide local installation jobs. It would provide personalized energy coaching services and information and tools to help homeowners make decisions and complete an installation quickly and easily.

The Audit Committee recommends that:  

1. City Council approve the 2024 Consolidated Financial Statements in Appendix B to the report (June 26, 2025) from the Chief Financial Officer and Treasurer, and the Controller and Chief Accountant.

2. City Council approve the 2024 Sinking Funds Financial Statements in Appendix C to the report (June 26, 2025) from the Chief Financial Officer and Treasurer, and the Controller and Chief Accountant.

3. City Council approve the 2024 Consolidated Trust Funds Financial Statements in Appendix D to the report (June 26, 2025) from the Chief Financial Officer and Treasurer, and the Controller and Chief Accountant.

4. City Council delegate authority to the Chief Financial Officer and Treasurer to approve accounting adjustments in the City’s accounting records and system(s) when deemed necessary and provided that the adjustments do not conflict with the commitment authority delegated to him or her by the City Manager and / or other City by-laws.

Jason Li, Controller and Chief Accountant, Accounting Services, gave a presentation on the 2024 Audited Financial Statements - Consolidated City, Sinking Funds, and Consolidated Trust Funds.

This report presents the City of Toronto's Consolidated Financial Statements, the Sinking Funds Financial Statements and the Consolidated Trust Funds Financial Statements for the year ended December 31, 2024.

All City financial statements are prepared in accordance with Public Sector Accounting Standards established by the Public Sector Accounting Board of the Chartered Professional Accountants of Canada.

The City's external auditors, KPMG LLP, issued a clean audit opinion (also referred to as an unqualified audit opinion) on the City's 2024 Consolidated Financial Statements, Sinking Funds Financial Statements, and Trust Funds Financial Statements.

The Audit Committee is responsible for adopting the financial statements prior to City Council's approval.

The Audit Committee recommend that:

1. City Council receive the City of Toronto Audit Findings Report for the Year Ended December 31, 2024 (June 26, 2025) from KPMG LLP for information.

Kevin Travers, Lead Audit Engagement Partner, KPMG LLP, and Maria Khoushnood, Audit Engagement Partner, KPMG LLP, gave a presentation on City of Toronto Audit Findings Report for the Year Ended December 31, 2024.

At its meeting of June 29, 2020, in item 2020.AU5.7, City Council appointed KPMG LLP as the auditor licensed under the Public Accounting Act, 2004 responsible for annually auditing the accounts and transactions of the City and certain of its local boards and expressing an opinion on the financial statements of these bodies based on the audit.

KPMG LLP presents the City of Toronto Audit Planning Report for the Year Ended December 31, 2024 for the 2024 audit of the consolidated financial statements for the City of Toronto.

The Audit Committee recommends that:

1. City Council approve the CreateTO 2024 Audited Financial Statements in Attachment 3 to the report (April 4, 2025) from the Chief Executive Officer, CreateTO.

2. City Council approve the Toronto Parking Authority 2024 Audited Financial Statements in Attachment 2 to the report (April 10, 2025) from the President, Toronto Parking Authority. 

3. City Council receive for information the CreateTO Highlights Report, in Attachment 1 to the report (April 4, 2025) from the Chief Executive Officer, CreateTO.

4. City Council receive for information the Exhibition Place 2024 Audit Financial Statements in Attachment 1 to the report (May 30, 2025) from the Chief Executive Officer, Exhibition Place and the Audit Findings Report in Attachment 3 to the report (May 30, 2025) from the Chief Executive Officer, Exhibition Place.

5. City Council receive for information the Heritage Toronto 2024 Audited Financial Statements in Attachment 1 to the letter (June 9, 2025) from the Board of Directors, Heritage Toronto, and the Audit Findings Report to the Board in Attachment 2  to the letter (June 9, 2025) from the Board of Directors, Heritage Toronto of the report (March 20, 2025) from the Executive Director, Heritage Toronto, and the Management Representation Letter in Attachment 3 to the letter (June 9, 2025) from the Board of Directors, Heritage Toronto.

6. City Council receive for information the Sankofa Square 2024 Audited Financial Statements and Auditors Report in Attachment 1 to the letter (June 26, 2025) from the Board of Management, Sankofa Square, and the Management Representation Letter dated April 22, 2025 in Attachment 2 to the letter (June 26, 2025) from the Board of Management, Sankofa Square.

7. City Council receive for information the TO Live 2024 Audited Financial Results in Attachment 1 to the report (March 25, 2025) from the President and Chief Executive Officer, TO Live and Audit Findings Report in Attachment 2 to the report (March 25, 2025) from the President and Chief Executive Officer, TO Live.

8. City Council receive for information the Toronto Atmospheric Fund 2024 Audited Consolidated Financial Statements as presented in Attachment 1 to the report (April 25, 2025) from the Director of Finance, Toronto Atmospheric Fund.

9. City Council receive for information the Toronto Public Library 2024 Audited Financial Statements in Attachment 1 to the letter (June 23, 2025) from the Toronto Public Library Board, and the Audit Findings in Attachment 2 to the letter (June 23, 2025) from the Toronto Public Library Board.

10. City Council receive for information the Toronto Transit Commission Draft Consolidated Financial Statements of Toronto Transit Commission for the Year Ended December 31, 2024 in the Attachment  to the report (June 9, 2025) from the Deputy Chief Executive Officer, and the Audit Findings Report in the Attachment to the report (June 9, 2025) from the Deputy Chief Executive Officer.

11. City Council receive for information the Toronto Zoo 2024 Audit Results in Attachment 1 to the report (May 23, 2025) from the Chief Transformation Officer, Toronto Zoo and the Toronto Zoo Financial Statements - Year Ended 2024-12-31 in Attachment 1 to the report (May 23, 2025) from the Chief Transformation Officer, Toronto Zoo.

The following 2024 Financial Statements and related documents for the year ended December 31, 2024 have been submitted to the Audit Committee for consideration:

- CreateTO
- Exhibition Place
- Heritage Toronto

- Sankofa Square
- TO Live
- Toronto Atmospheric Fund
- Toronto Parking Authority
- Toronto Public Library
- Toronto Transit Commission
- Toronto Zoo

At its meeting on April 22, 2025, the Board of Directors of CreateTO considered Item RA18.5 and made recommendations to City Council.

Summary from the report (April 4, 2025) from the Chief Executive Officer, CreateTO:

As the City of Toronto’s real estate agency, CreateTO applies a strategic city-wide lens to Toronto’s real estate holdings, develops City buildings and lands for municipal purposes and delivers real estate solutions to advance City Council’s key public policy goals and meet the program needs of City divisions, agencies, and corporations.

Toronto has an extensive real estate portfolio, which holds tremendous value, both financially and in its potential to be activated for the public good. CreateTO was established to put that value to use for our city. The agency offers creative and strategic approaches to solving some of our city’s most pressing challenges, from building affordable homes and inclusive communities, to creating cultural and employment opportunities, driving economic prosperity, achieving our climate goals, and increasing our collective quality of life. Key accomplishments achieved in 2024 have been summarized in CreateTO’s 2024 Highlights Report. Please refer to Attachment 1 for details.

For the year ending December 31, 2024, KPMG LLP conducted the audit and delivered a clean audit opinion. Please refer to Attachment 2 for KPMG LLP's audit findings report and Attachment 3 for the audited financial statements

At its meeting on June 13, 2025, the Board of Directors of Exhibition Place considered Item EP17.2 and made a recommendation to City Council.

Summary from the report (May 30, 2025) from the Chief Executive Officer, Exhibition Place

The auditor of record for the Board, KPMG, audits our financial statements in accordance with Canadian public sector accounting standards and summarizes issues of audit significance, and provides the communications required by their professional standards.

KPMG presents for the information of the Board, for the year ended December 31, 2024, the following:

1.  Draft Audited Financial Statements (Attachment 1),

2.  Management Representation Letter (Attachment 2), and

3.  Audit Findings Report (Attachment 3).

The Audit Findings Report (Attachment 3) presents the auditors' suggestions and recommendations based on their findings, aimed at enhancing our accounting and internal control procedures. As detailed in Attachment 3, the auditors have issued an unqualified opinion on the financial statements for the 2024 audit, indicating no significant internal control issues.

Included in the Management Representation Letter (Attachment 2) is to provide formal written assertions from the company's management to the auditors. These assertions confirm the accuracy and completeness of the financial statements and disclosures provided during the audit. This letter also includes two (2) corrected misstatements identified by the auditors, which management has agreed upon. These corrections are for balance sheet reclassifications for presentation purposes only and do not impact the income statement.

A representative of KPMG will attend the Board meeting on June 13, 2025, to respond to any questions of the Auditor.

As reported on the Statement of Operations and Accumulated Deficit, the Transfer Payable before Budget Deficit Subsidy funding from the City is $2.710 million. The Boards 2024 Operating Budget Deficit Subsidy funding was $0.800 million. Overall, therefore, Exhibition Place will have a Transfer Payable of $3.510 million to the City.

At its meeting on June 9, 2025, the Board of Directors of Heritage Toronto considered Item HT 25-11 and made recommendations to City Council.

Summary from the report (March 20, 2025) from the Chair of the Audit and Finance Committee of the Board:

Heritage Toronto builds a better city by bringing people together to explore Toronto’s shared past and people’s lived experiences. It delivers 80 plus public programs annually including: walking, cycling and bus tours; plaques, digital programs and exhibitions, the Heritage Toronto Awards, the Emerging Historian program, community events programming, and the Heritage Equity Initiative.

For the year ending December 31, 2024, Doane Grant Thornton conducted the audit and delivered a clean audit opinion.

Auditor’s Report and Financial Statements, and Management Representation Letter for Sankofa Square for the year ended December 31, 2024.

At its meeting on April 17, 2025, the Board of Directors of TO Live considered item CT15.2 and made recommendations to City Council.

Summary from the Report (March 25, 2025) from the President and Chief Executive Officer, TO Live:

The purpose of this report is to present the 2024 Audited Financial Results to the Board of Directors of TO Live.

At its meeting on April 29, 2025, the Board of Directors of the Toronto Atmospheric Fund considered Item TA10.1 and made recommendations to City Council.

Summary from the report (April 25, 2025) from the Director of Finance, Toronto Atmospheric Fund:

The 2024 Audited Consolidated Financial Statements have been prepared by Doane Grant Thornton and are presented to the Toronto Atmospheric Fund Board of Directors for approval. These statements provide separate fund accounting for the endowment funds provided to Toronto Atmospheric Fund by the City of Toronto, Province of Ontario, and Government of Canada.

At its meeting on May 15, 2025, the Board of Directors of the Toronto Parking Authority considered Item PA14.2 and made recommendations to City Council.

Summary from the report (April 10, 2025) from the President, Toronto Parking Authority:

The purpose of this report is to provide the Audit and Risk Management Committee of the Board of Directors of Toronto Parking Authority with the draft audited financial statements for the year ended December 31, 2024.

Toronto Parking Authority is North America's largest municipal operator of public parking with over 25 million transactions in 2024. In addition to its parking operations, Toronto Parking Authority also operates Bike Share Toronto, North America’s third largest Bike Share program. In 2024, Bike Share Toronto attracted over 40,000 members (+5,000 v 2023) and achieved ridership of 6.9 million (+1.2 m v 2023) marking a nearly 300 percent increase in ridership since 2019. Toronto Parking Authority’s electric vehicle charging network, which now comprises over 450 chargers, places Toronto Parking Authority as the operator of the largest municipally owned electric vehicle charging network in Canada. This network attracted over 20,000 unique customers and generated over $1.1 million in revenue. A summary of key accomplishments achieved in 2024 will be presented at the May 15, 2025, Board meeting through Toronto Parking Authority’s 2024 Annual Report.

KPMG LLP has completed their audit of Toronto Parking Authority’s financial statements for the year ended December 31, 2024, and has delivered a clean audit opinion. A draft of the financial statements along with a copy of KPMG's year-end report to the Audit and Risk Management Committee is provided in Attachments 1 and 2.

The financial statements continue to be marked as draft pending approval by the Toronto Parking Authority Board of Directors. KPMG Audit Partner, Kevin Travers, will attend the Audit and Risk Management Committee meeting to provide a summary on significant accounting and financial reporting matters dealt with during the audit process.

At its meeting on May 15, 2025, the Board of Directors of the Toronto Parking Authority considered Item PA14.9.

Summary from the report (April 29, 2025) from the President, Toronto Parking Authority:

Toronto Parking Authority is North America's largest municipal operator of public parking with over 25 million transactions in 2024 contributing to $ in revenue. In addition to its parking operations, Toronto Parking Authority also operates Bike Share Toronto, North America’s third largest Bike Share program. In 2024, Bike Share Toronto attracted over 40,000 members (+5,000 v 2023) and achieved ridership of 6.9 million (+1.2 m v 2023) marking a nearly 300 percent increase in ridership since 2019.

Toronto Parking Authority’s electric vehicle charging network, which now comprises over 450 chargers, places Toronto Parking Authority as the operator of the largest municipally owned EV charging network in Canada. This network attracted over 20,000 unique customers and generated over $1.1 million in revenue.

Together, Toronto Parking Authority's mobility services generated total revenues of $164.6 million (+18.6 million v 2023) in 2024. Toronto Parking Authority's net income was $44.8 million (+$6.7 million v 2023) with a total of $32.8 million (+$8.9 million v 2023) provided to the City of Toronto through the Toronto Parking Authority - City of Toronto Net Income Share Agreement.

A summary of key accomplishments achieved in 2024 is presented in the draft 2024 Annual Report (refer to Attachment 1).

Through PA14.02, the 2024 Audited Financial Statements are also being submitted to the Board for approval at the May 15, 2025 Board meeting. Should the Board approve both the draft Annual Report and the Audited Financial Statements, Toronto Parking Authority will incorporate the Audited Financial Statements into the 2024 Annual Report and finalize for distribution and publishing on Toronto Parking Authority's website. In order to meet requirements under the City of Toronto Municipal Code, Chapter 179 Parking Authority, it is also recommended that the Board refer both the Audited Financial Statements and Annual Report to City Council.

Audit Findings Report and Financial Statements for Toronto Public Library for the year ended December 31, 2024.

At its meeting on Monday, June 23, 2025, the Toronto Transit Commission Board considered the attached report titled, “Draft Consolidated Financial Statements of Toronto Transit Commission for the Year Ended December 31, 2024”.

In doing so, the Toronto Transit Commission Board:

1. Approved the Draft Consolidated Financial Statements of Toronto Transit Commission for the Year Ended December 31, 2024; and

2. Authorized forwarding a copy of this report to the City Clerk for submission to the City of Toronto Audit Committee.

The foregoing is submitted to the Audit Committee for consideration.

At its meeting on Monday, June 23, 2025, the Toronto Transit Commission Board Board considered the attached report titled, “KPMG LLP Audit Findings Report on the Toronto Transit Commission Consolidated Financial Statements for the Year Ended December 31, 2024”.

In doing so, the Toronto Transit Commission Board Board:

1. Received the KPMG LLP Audit Findings Report on the Toronto Transit Commission Consolidated Financial Statements for the Year Ended December 31, 2024; and

2. Authorized forwarding a copy of this report to the City Clerk for submission to the City of Toronto Audit Committee.

The foregoing is submitted to the Audit Committee for consideration.

At its meeting on Friday, June 13, 2025, the Board of Management of the Toronto Zoo, considered Item ZB16.4 and made recommendations to City Council.

Summary from the report (May 23, 2025) from the Chief Transformation Officer, Toronto Zoo:

This report provides the Audit Results, as prepared by KPMG, to assist the Board in reviewing the financial statement for the year ended December 31, 2024. The Audit Results Report was reviewed and discussed at the Policy and Finance Committee meeting on May 13, 2025.

The Audit Committee recommend that:

1. City Council receive the report (June 26, 2025) from the Auditor General on the status of the financial statement audits of the City’s Agencies and Corporations for the year ended December 31, 2024 for information.

The purpose of this report is to provide the Audit Committee and City Council with the status of financial statement audits of the City’s Agencies and Corporations for the year ended December 31, 2024.

The Audit Committee recommend that:

1. City Council direct that the confidential information contained in Confidential Attachment 1 to the report (June 26, 2025) from the Auditor General remain confidential in its entirety, as it contains information that involves the security of property of the City of Toronto or one of its agencies and corporations, or the information is about labour relations or employee negotiations, or deals with personal matters about an identifiable person.

The Auditor General follows up on her reports to review management actions taken to implement the recommendations adopted by City Council and to ensure that intended benefits are being achieved.

At the beginning of this follow-up cycle in May 2024, management reported 209 recommendations as fully implemented or no longer applicable. We selected 169 recommendations (157 for City divisions and 12 for Toronto Community Housing Corporation) to review in this follow-up cycle. These included 120 high priority recommendations. In addition, we also followed up on our Toronto Police Service 2021 Cybersecurity report.

The assessments for the 157 City division recommendations concluded that 120 are fully implemented, 7 are no longer applicable, and 30 are not fully implemented.

Given the importance of the three Auditor General reports on the Winter Maintenance Program and additional work requested by City Council after the February 2025 snowstorm, the follow-up results of the 19 winter maintenance program recommendations reported by Transportation Services as fully implemented are reported on separately.  

The results of the follow-up for Toronto Community Housing Corporation and Toronto Police Service will be reported separately to their respective Boards in July 2025.

Since 1999, the Auditor General has made 3,654 recommendations and verified 87 per cent of these as fully implemented or no longer applicable.

The detailed results from this follow-up review are discussed in Attachment 1.

The Audit Committee recommends that:  

1. City Council request the General Manager, Transportation Services to implement a structured process for managing route map updates to improve accountability and enable effective real-time monitoring throughout the season by:

a. providing updated Geographic Information System data and infrastructure changes to contractors in advance of the winter season;

b. requiring contractors to submit finalized route maps incorporating these updates before the start of the season; and

c. ensuring the finalized route maps are uploaded to the Global Positioning System dashboard before winter operations begin.

2. City Council request the General Manager, Transportation Services to incorporate longer street segments and additional risk-based samples into field audit reports to improve coverage, enhance quality assurance, and identify contractor deficiencies.

3. City Council request the General Manager, Transportation Services to:

a. review whether there is a systemic issue with contractor performance due to contractors using single-axle vehicles on local roads; and

b. ensure contractors achieve the required pavement outcomes within the time specified in the contract when single-axle vehicles are used on local roads and apply performance-based price adjustments when contractors do not meet performance requirements.

4. City Council request the General Manager, Transportation Services, to include feedback from Members of Council for their real-time, in-year, risk assessments used to monitor and evaluate contractor performance, and to also use this input in future years; and to provide annual briefs to Members of Council on the risk profiles within their wards.

5. City Council request the General Manager, Transportation Services, to implement Global Positioning System and data-based controls to detect instances when work has been completed in a timeframe that is implausibly fast, and to enter this into the risk based contract management processes.

The Audit Committee:

1. Requested the General Manager, Transportation Services, in consultation with the Chief Procurement Officer, to report directly to the July 23, 24 and 25, 2025 meeting of City Council with the following information:

a. documents showing the detailed review of scoring and evaluation of the Negotiated Request for Proposals for Winter Maintenance contracted services;

b. technical requirements that staff used in the Negotiated Request for Proposals; and

c. documents related to how vendors scored.

Contracted winter maintenance services are part of the City’s snow and ice management plan to ensure the safety and mobility of all road, sidewalk, cycle, and path users.

In March 2025, City Council requested the Auditor General to review whether previous Auditor General recommendations related to winter maintenance operations were implemented by City management ahead of the February 2025 winter storm (2025.EX21.1).

This report presents the status of the 30 recommendations made in three of the Auditor General’s previous reports related to the Winter Maintenance Program:

1. Audit of Winter Road Maintenance Program - Phase One: Leveraging Technology and Improving Design and Management of Contracts to Achieve Service Level Outcomes (October 2020)

2. Winter Road Maintenance Program - Phase 2 Analysis: Deploying Resources (June 2021)

3. Winter Maintenance Program Follow-Up - Status of Previous Auditor General’s Recommendations and Processes to Hold Contractors Accountable to New Contract Terms (June 2023)

In the 2023 follow-up, 11 recommendations were closed. For this follow-up cycle, management reported that the remaining 19 recommendations were fully implemented. We verified that eight are fully implemented, two are no longer applicable and closed, and nine are still in progress and are not fully implemented.

Our report also includes three new recommendations for the Transportation Services Division to continue improving how it oversees and manages the current winter maintenance contracts going forward.

Fully implementing the remaining nine recommendations from our previous reports, along with the three new recommendations in this report will help management more efficiently and effectively monitor contractor performance, report on service level achievement, and apply liquidated damages and performance-based price adjustments in accordance with the terms of the winter maintenance service contracts.

The Audit Committee recommends that:  

1. City Council request the General Manager, Transportation Services, to improve tracking and timeliness of the utility cut permit application review and approval process by:

a. ensuring that permit status and key application timelines (e.g., submission, first review, and resubmission dates) are accurately tracked to better monitor the permit process timeliness and identify delays and causes for delays;

b. ensuring factors such as preliminary review work, new permit versus permit extensions, and Road Allowance Control System versus email submissions are tracked, to enable accurate processing time metrics and help staff identify delay causes; and  

c. expanding the use of online submissions to reduce reliance on manual email submission and improve efficiency of the permit process.

2. City Council request the General Manager, Transportation Services, to strengthen oversight of the utility cut permit process by taking the following actions:

a. establish a Memorandum of Understanding with Toronto Water and other internal City stakeholders to clearly define roles and responsibilities for utility cut permits and ensure they are clearly understood and agreed upon;

b. establish processes to centrally track permits issued and inspections conducted by other divisions, such as Toronto Water, and to ensure that inspection results are consistently stored in a centralized system; and

c. review and deactivate unused accounts, restrict permit approval privileges to authorized staff, and implement appropriate tools or procedures to ensure oversight of user roles and access levels.

3. City Council request the General Manager, Transportation Services, to develop and implement a quality assurance process for all permit streams, including standardized checklists aligned with applicable policies and standards for reviewing permit applications to ensure that necessary conflict approvals are obtained, and appropriate documentation is maintained to support compliance and accountability.

4. City Council request the General Manager, Transportation Services, to strengthen coordination and communication between the Utility Management Unit and the Work Zone Construction Coordination Unit to improve oversight of utility cut activities by:

a. establishing a standardized communication protocol between the two units to ensure timely updates on permits and inspections;

b. ensuring all Road Disruption Activity Reporting System approvals are linked to valid and accurate Road Allowance Control System permit numbers, and that all completed permits have corresponding Road Disruption Activity Reporting System approvals; and

c. implementing a process to enforce compliance with Road Disruption Activity Reporting System  approval requirements through actions including, but not limited to, inspecting QR code construction signs and recovering administrative costs for non-compliance.

5. City Council request the General Manager, Transportation Services, to develop and implement a structured process to manage and track the inspections throughout the entire permit life cycle until its warranty period is completed, specifically:

a. ensure timely permanent restoration and warranty inspections are performed for all permits; and

b. ensure a warranty start date is clearly defined and supported by inspection for all permits that come to the warranty stage.

6. City Council request the General Manager, Transportation Services, to set up a structured training program that is periodically updated to reflect new processes, and to provide refresher training to inspectors so they have clear guidance on how to carry out and document inspections properly, ensuring all evidence is complete, accurate, and uploaded into Maximo.

7. City Council request the General Manager, Transportation Services, to develop and implement a formal process for conducting material testing and monitoring material testing deficiencies.  

8. City Council request the General Manager, Transportation Services, to develop and implement a formal process to monitor permits where deficiencies are identified. The process should include but not be limited to the following items:

a. maintain a centralized report to track permits with deficiencies, resolution timelines, and statuses;

b. develop a protocol to inform utility companies about the deficiencies before warranty expires; and

c. ensure re-inspection of resolved deficiencies is performed and documented.

9. City Council request the General Manager, Transportation Services, to establish formal service standards on service requests and enhance documentation practices to include actions taken with supporting evidence.

10. City Council request the General Manager, Transportation Services, to update and report on its key performance indicators and targets, and investigate and take timely corrective actions when performance issues are identified.

11. City Council request the General Manager, Transportation Services, to implement a process to charge pavement degradation fees and to recover past and ongoing costs of road damage caused by utility cuts.

12. City Council request the General Manager, Transportation Services, to determine and propose any adjustments needed to the fee structure to reflect the full cost of program delivery, including inspections, compliance enforcement, and administrative support.

13. City Council request the General Manager, Transportation Services, in consultation with Legal Services where appropriate, to make best efforts to recover all outstanding permanent restoration costs for work performed on the legacy utility cut permits.

14. City Council request the General Manager, Transportation Services, to implement an effective permit system that integrates with the inspection system for more efficient processing and tracking of permits and inspection data.

15. City Council request the General Manager, Transportation Services, to provide a list of permits, timing, and sequencing for all of the utility work for the following streets in Ward 14:

a. Woodfield Road, from Dundas Street East to Fairford Avenue;

b. Riverdale Avenue, from Broadview Avenue to Carlaw Avenue;

c. Grant Street, from Queen Street East to Kintyre Avenue; and

d. Danforth Avenue, from Jones Avenue to Ladysmith Avenue.

16. City Council direct the General Manager, Transportation services to submit a follow-up report to AU9.7 - Audit of Transportation Services: Improving Utility Cut Permit and Inspection Processes, to the November 5, 2025 Audit Committee meeting that includes the photos available for work completed by utility contractors for utility work in Wards 1, 2, 5, 14 and 23.

17. City Council request the General Manager, Transportation Services to develop terminology for "permanent" repairs by done contractors which can be easily understood by the public.

Tara Anderson, Auditor General, Ariane Chan, Assistant Auditor General, and Ruchir Patel, Senior Audit Manager, gave a presentation on Audit of Transportation Services: Improving Utility Cut Permit and Inspection Processes.

Barbara Gray, General Manager, Transportation Services, gave a presentation on Management Response on Audit of Transportation Services: Improving Utility Cut Permit and Inspection Processes.

The Transportation Services Division maintains City roads and sidewalks to ensure they remain safe and accessible for all users. Each year, the Utility Management Unit of Transportation Services issues approximately 35,000 utility cut permits to authorized public utility companies.

The Auditor General’s 2025 Work Plan included an audit of Transportation Services’ Utility Cut Program to review its permit and inspection processes.

A “utility cut” refers to excavating a portion of the public right-of-way (e.g., pavement, sidewalks or boulevards) to provide access to underground utilities, such as water mains, power lines, and telecommunications infrastructure.

Utility cuts can lead to traffic disruptions and construction-related dust and noise complaints. Improper restoration of utility cuts can also deteriorate City roads and sidewalks or result in road hazards, increasing the safety risk for drivers, cyclists and pedestrians. As a result, it is crucial for the City to effectively manage the utility cut process.

Our audit identified opportunities for improvement in the following areas:

A. Improve Application Processing Time and Implement Consistent Practices for reviewing and Documenting Permit Applications

B. Improve Inspections and Deficiency Monitoring

C. Establish an Effective Cost Recovery Fee Structure

D. Better Track and Integrate Utility Cut Data

The Audit Committee recommends that:

1. City Council request the Chief Financial Officer and Treasurer, in consultation with the Chief Procurement Officer, to review and consider expanding purchasing card use and, where appropriate, update policy, guidance and training, and such review should consider:

a. Default purchasing card transaction limits and criteria for allowable use, including using purchasing cards in lieu of issuing divisional purchase orders and paying vendor invoices via Accounts Payable for low dollar value purchases; and

b. Feasibility of using purchasing cards as a payment method for purchase orders and divisional purchase orders.

2. City Council request the Chief Procurement Officer, in consultation with City divisions, to review thresholds, criteria and procedures for divisional purchase orders, considering potential efficiencies and savings that arise if Division Heads are given more discretion on whether to obtain multiple quotes, and the need to also balance compliance, value-for-money and the City’s Social Procurement Program and other policy objectives.

3. City Council request the Chief Procurement Officer, in consultation with City divisions, to publish information / open data on divisional purchase orders specifically identifying low dollar value goods and services that were purchased without soliciting multiple quotes, with such information to include vendor name, description of goods and / or services purchased, dollar value of purchase, and justification for direct purchasing.

4. City Council request the Chief Procurement Officer, in consultation with City divisions, to review, update, and provide enhanced guidance and training to staff for divisional purchasing and purchasing card use, where appropriate, and in doing so, the Chief Procurement Officer should consider addressing areas where divisions may require additional guidance, and that key training and annual refreshers should be made mandatory for staff involved in conducting and approving divisional purchasing via divisional purchase orders and purchasing cards.

5. City Council request the Chief Financial Officer, in collaboration with the Chief Procurement Officer, to ensure a centralized City-wide approach to strategically plan and coordinate procurement across all City divisions and provide strategic support to divisions to better understand city-wide procurement needs and improve category management for low and medium dollar value purchases, and in doing so, the Chief Procurement Officer should implement a process to periodically analyze City-wide purchasing activity, covering all divisions and considering not only purchase orders, divisional purchase orders, and contract release orders, but also purchasing cards, and identify opportunities to strategically improve the operational efficiency and cost-effectiveness of divisional purchasing across the City, and the benefits and challenges, as well as potential actions to address these opportunities should then be raised with divisions.

6. City Council request the City Manager to forward the report (June 25, 2025) from the Auditor General to the major agencies and corporations for review and request the heads of the agencies and corporations to:

a. review the issues and recommendations included in this report and consider the relevance to their respective organizations for implementation; and

b. report back to the City Manager on any opportunities that the agencies and corporations identify to further strengthen coordination with the City for strategic procurement of low and medium dollar value purchases.

Tara Anderson, Auditor General, and Ina Chan, Deputy Auditor General, gave a presentation on Audit of the City's Low Dollar Value Purchases: Increasing Efficiency and Cost Savings While Balancing Other Procurement Objectives and Maintaining Compliance.

This audit of low dollar value purchases was included in the Auditor General’s 2024 Work Plan. Although low dollar value purchases (less than $3,000) do not make up a significant amount of the City’s total dollar spend, they do make up 96.5 per cent of the City’s annual purchasing volume (based on total number of purchase order, divisional purchase order and purchasing card transactions). Given this significant volume, increasing the efficiency of procurement and payment processes can have a significant impact to divisional operations.

The objective of this audit was to assess whether the City’s procurement processes provide sufficient flexibility to support quick and cost-effective low dollar value procurement while maintaining compliance.

Our audit identified opportunities to improve operational efficiencies by considering expanded use of purchasing cards and reviewing thresholds for requiring multiple quotes, to allow divisions greater discretion when it comes to lower dollar value purchases. Enhanced training, guidance, and information sharing for divisional staff will help to improve procurement planning, efficiency, as well as compliance of procurement processes.

Our audit also highlights that it is important for the City to ensure a centralized city-wide approach to strategically plan and coordinate procurement across all City divisions, and to provide strategic support to divisions to better understand city-wide procurement needs and improve category management for low and medium dollar value purchases. To maximize savings for the City, city-wide analysis and planning can consider potential opportunities identified in this audit, such as obtaining better pricing by further consolidating buying power, maximizing contract rebates, discounts, and other benefits, and leveraging corporate programs with member benefits.

We recognize that although it is important to increase efficiency and cost savings where possible, purchasing must comply with procurement policies, and the City must balance increasing cost savings with its Social Procurement Program and other policy objectives.

The Audit Committee recommends that:

1. The Mayor consider strengthening governance oversight at the Council level earlier in the process (e.g., beginning of the bidding process) for future Mega or large scale events (with costs above a certain threshold and / or requiring funding from other levels of government), in consultation with the City Manager and City Council where appropriate, which may include a Steering Committee to lead and oversee the relevant division, and a Subcommittee to consider and make recommendations on all event-related matters to Executive Committee.

2. City Council request the City Manager to develop and propose policy and procedures, relating to Council delegated authority to staff, to ensure that Council is appropriately informed in cases where there is a significant change in the estimated value or a significant update of a project or agreement, that is not already covered under existing City policies.

3. City Council request the City Manager and General Manager, Economic Development and Culture, to develop long-term bidding and hosting principles and strategies for Mega Events, including a comprehensive risk and opportunities assessment and risk mitigation strategy, with required reporting to City Council for consideration and for any further direction that may be required.

4. City Council request the City Manager and Executive Director, FIFA World Cup 2026 Secretariat, to expedite finalizing the remaining one agreement with Maple Leaf Sports and Entertainment Ltd., once the necessary information is available to finalize the agreement.

5. City Council request the City Manager and Executive Director, FIFA World Cup 2026 Secretariat, in consultation with the General Manager, Economic Development and Culture, to develop a standard and guidance for staff on documenting agreed-upon changes to hosting requirements for FIFA World Cup 2026 and future Mega Events, where changes to the legal agreement is not possible. For informal communications, this should include documenting meeting minutes, retaining records of agreed-upon changes, and obtaining written confirmation by the other party(ies) where possible.

6. City Council request the City Manager and relevant Division Head to develop a process and policy to provide all relevant information on significant updates or changes (e.g., bidding process updates, significant changes to potential risks / opportunities or cost estimates) for future Mega Events to City Council on a timely basis, so that Council can make fully informed decisions.

7. City Council request the City Manager and relevant Division Head to develop a process and policy to have full cost estimates in staff reports related to future Mega or significant special events, including all potential costs for the City, as well as describing any uncertainties regarding whether it will be the responsibility of another party or level of government, or could fall under the responsibility of the City.

In 2018, the City submitted a bid to host the FIFA World Cup 2026. Toronto, along with 15 other cities across the United States of America, Canada, and Mexico, will host the international football (referred to as soccer in North America) tournament. Hosting this Mega Event involves significant funding and involvement from multiple levels of government.

The purpose of this project was to examine the City’s governance and cost control measures leading up to and during the execution of the FIFA World Cup 2026 Agreement. It also identifies opportunities for improvement for City Council and management on future Mega and large international events, as well as other City Council decisions requiring significant funding with financial support from multiple levels of government.

This report aims to reinforce best practices for City Council and staff to help strengthen governance and guidelines for future Mega Events, as well as to address areas for improvement in hosting the FIFA World Cup 2026 in Toronto.

The Audit Committee recommends that:  

1. City Council request the City Manager, to forward the investigation report (June 21, 2025) from the Auditor General to other City Divisions, and Agencies and Corporations for their information, to encourage diligence in reviewing and approving invoices, with emphasis to those Agencies and Corporations that are responsible for reviewing their own electricity invoices.

2. City Council forward the report (June 21, 2025) from the Auditor General to the Toronto Police Service Board and request the Chief of Police to consider initiating an investigation.

This report presents the results of the Auditor General's investigation of a complaint received through the Fraud and Waste Hotline, which alleged that electricity accounts for 14 City properties were switched from Toronto Hydro to two different third-party energy retailers without the City's knowledge.

In October 2019, the Corporate Real Estate Management Division’s Energy Management Team identified unusual invoices as part of their routine account review of electricity invoices.

Upon following up with Toronto Hydro and the two energy retailers, Corporate Real Estate Management discovered that the electricity accounts were switched in July 2019 to two contracts with an estimated total value of $4.2 million, of which $2.5 million represented what would have been lost by the City had the unusual invoices not been identified. This estimated potential loss was based on the difference between what the City would have paid Toronto Hydro versus what would have been paid to the energy retailers over the contract term.

Corporate Real Estate Management also noted that the City employee who purportedly signed the contracts had retired before they were signed and did not have authority to sign contracts of this value. The City directed the energy retailers to revert the affected electricity accounts back to Toronto Hydro and the payments made to the energy retailers under the void contracts were recovered by the City. 

The Auditor General’s Office commenced an investigation to try to identify who entered the City into these contracts and whether any City employee was involved in the fraud. The review was paused due to the COVID-19 pandemic and competing priorities, restarted in 2024, and finalized in 2025.

For background, while all electricity in Toronto is physically distributed by Toronto Hydro, Ontario has an electricity market where consumers can purchase their electricity from either Toronto Hydro (at a regulated price, without markup by Toronto Hydro) or from a licensed energy retailer. By default, in accordance with Provincial legislation, consumers purchase from Toronto Hydro.

In some cases, energy retailers pay commissions to consulting firms that bring in new contracts to them. The consulting firms act as intermediaries between the energy retailers and consumers. It appears that the commissions received by the consultants was the motivation to enter the City into these contracts.

Our investigation concluded the following:

1. The alleged City employee did not sign the contracts and therefore the contracts were fraudulent.

2. Consulting firm owners appeared to have some involvement in establishing the contracts with energy retailers, but this could not be substantiated due to lack of evidence at this time, despite extensive efforts. 

3. Retired City employees’ identifications were fraudulently used to set up the contracts with the energy retailers. We were unable to identify if a City employee was involved in this case.

This matter has been referred to the Toronto Police Service due to prior allegations against one of the consulting firm owners, including signature forgery. Toronto Police Service will assess whether the circumstances meet the criminal threshold to warrant a criminal investigation.

It is important for the City, and its Agencies and Corporations, to be vigilant since the switch of electricity accounts to third-party energy retailers can occur without their knowledge and can result in a negative financial impact. It is important that City staff are diligent in reviewing and approving electricity invoices, to prevent or detect this potential fraudulent scheme early. Employee identities and credentials can also be used for fraudulent purposes, so it is critical to review contracts and invoices diligently prior to approval and payment.

The energy retailers suffered a loss as they were unable to recover the commissions paid to the consulting firm owners. However, the City did not incur a loss on these void contracts and has proper controls and processes in place to identify the switch of the electricity accounts with energy retailers.  

We would like to acknowledge the diligence of Corporate Real Estate Management staff and management for identifying and following up on these fraudulent contracts, and recovering the payments made to the energy retailers under the void contracts for the City.

The Audit Committee recommend that:

1. City Council receive the report (March 10, 2025) from the Auditor General for information.

At its meeting on April 16, 2025, the Toronto Transit Commission Board considered the report titled "Audit of the Toronto Transit Commission’s Non-Union Workforce Planning and Management" and has forwarded the report to City Council through the Audit Committee.

The Audit Committee recommend that:

1. City Council receive the report (June 26, 2025) from Acting General Manager, Parks and Recreation for information.

On October 7, 2024, the Auditor General released a report entitled "Audit of Parks Branch Operations - Phase 1: Improving Oversight of Day-to-Day Maintenance Helps to Ensure City Parks are Beautiful, Clean and Safe", which was considered by the Audit Committee on October 15, 2024, and City Council at its meeting on November 13 and 14, 2024. Thereafter on February 5, 2025, the Auditor General released a report entitled "Audit of Parks Branch Operations - Phase 2: Supporting Vibrant Parks by Improving Park Asset Management and Repair Processes", which was considered by the Audit Committee on February 12, 2025, and City Council at its meeting on March 26 and 27, 2025.

City Council subsequently adopted various recommendations aimed at improving how the Parks branch performs maintenance operations and repairs to keep parks clean, safe and beautiful.

One such recommendation directed Parks and Recreation to report to the Audit Committee in December 2024, as well as July and November 2025 with a status update. This report outlines steps taken to implement both phases of the audit.

Implementation of the Auditor General's recommendations is proceeding as provided by management in their response to both phases of the audit. While longer term technological improvements are in development, interim processes to improve accountability and oversight have been implemented.

The Audit Committee recommends that:

1. City Council receive the 2024 audited financial statements and management letters, where applicable, for the Community Centres in Attachments 1 to 9 to the report (June 26, 2025) from the Auditor General for information:

Attachment 1 - Financial Statements and Report to the Board of Management - 519 Church Street Community Centre;

Attachment 2 - Financial Statements and Report to the Board of Management - Applegrove Community Complex;

Attachment 3 - Financial Statements and Report to the Board of Management - Cecil Community Centre;

Attachment 4 - Financial Statements and Report to the Board of Management - Central Eglinton Community Centre;

Attachment 5 - Financial Statements and Report to the Board of Management - Eastview Neighbourhood Community Centre

Attachment 6 - Financial Statements and Report to the Board of Management - Ralph Thornton Community Centre;

Attachment 7 - Financial Statements and Report to the Board of Management - Scadding Court Community Centre

Attachment 8 - Financial Statements and Report to the Board of Management - Swansea Town Hall Community Centre; and

Attachment 9 - Financial Statements and Report to the Board of Management - Waterfront Neighbourhood Centre.

The purpose of this report is to provide the Audit Committee and City Council with the 2024 audited financial statements of Community Centres.

The 2024 audited financial statements for the ten Community Centres are presented to Audit Committee after approval by their respective Boards of Management.

At this time, the audits of nine Community Centres have been completed, and one was still in progress. Depending on when the remaining audit is completed, the Independent Auditor's Report, accompanying financial statements and management control letter (where applicable) of that Community Centre will be presented at a subsequent meeting of the Audit Committee.

The Audit Committee recommends that:

1. City Council receive the 2024 audited financial statements and management letters, where applicable, for the Arenas in Attachments 1 to 2 to the report (June 26, 2025) from the Auditor General for information:

Attachment 1 - Financial Statements and Report to the Board of Management - McCormick Playground Arena; and

Attachment 2 - Financial Statements and Report to the Board of Management - North Toronto Memorial Arena.

2. City Council receive the 2023 audited financial statements and management letters, where applicable, for the Arenas in Attachments 3 to 5 to the report (June 26, 2025) from the Auditor General for information:

Attachment 3 - Financial Statements and Report to the Board of Management - Leaside Memorial Community Gardens Arena;

Attachment 4 - Financial Statements and Report to the Board of Management - Moss Park Arena; and

Attachment 5 - Financial Statements and Report to the Board of Management - Ted Reeve Community Arena.

3. City Council direct the City Manager to notify and remind Arena Boards of Management governed under the Relationship Framework, of their requirements related to their annual audited financial statements in accordance with Section 10.3.1 of the Relationship Framework to submit responses to the 2024 management letters by October 8, 2025 for Audit Committee’s consideration at its meeting on November 5, 2025, and annually thereafter with the submission of their financial audit materials, as applicable.

The purpose of this report is to provide the Audit Committee and City Council with a status update on the 2024 and 2023 audited financial statements of Arenas.

The audited financial statements for the eight City Arenas are presented to the Audit Committee after approval by their respective Boards or Committees of Management.

At the time of preparation of this report, there were two 2024 audited financial statements available for Arenas. This is because the 2024 audits for one entity was awaiting board approval, another was pending an accounting adjustment, three entities were in progress, and one entity had not yet started. Depending on when the audits are completed, the Independent Auditor's Reports, accompanying financial statements and management control letters (if applicable) will be presented at a subsequent meeting of the Audit Committee.

This report also provides City Council with the remaining three 2023 audited financial statements of the eight Arenas, which are for Leaside Memorial Community Gardens Arena, Moss Park Arena, and Ted Reeve Community Arena.

The Audit Committee recommend that:

1. City Council approve the 2023 and 2024 audited financial statements and management letters of the Business Improvement Areas as attached in Appendices A to AB to the report (June 26, 2025) from the Chief Financial Officer and Treasurer.

The purpose of this report is to present the Audit Committee and City Council with the audited financial statements and management letters of Business Improvement Areas as outlined below:

All of the audited financial statements received unqualified audit opinions and have been approved by the Business Improvement Areas’ respective Boards of Management (Board). Six Business Improvement Areas (Bloor Annex, Bloorcourt Village, Bloordale Village, Crossroads of the Danforth, Liberty Village and Village of Islington) received recommendations to strengthen internal controls and operations for fiscal 2023. Most are minor in nature and have been accepted by the Business Improvement Area’s management and Board.

With this report, the 2023 audited financial statements for all 83 Business Improvement Areas[1] have been presented to the Audit Committee. The remaining 70 audited financial statements for the 2024 fiscal year are in the process of being finalized and will be presented to the Audit Committee and City Council at a future date.  

[1] Note: There are now 84 active Business Improvement Areas in 2025. The Historic Queen Street East Business Improvement Area was inactive in 2024, resulting in a total of 83 active Business Improvement Areas in 2024.

The Audit Committee recommends that:

1. City Council, in accordance with Section 139 of the City of Toronto Act, appoint KPMG LLP as an external auditor, licensed under the Public Accounting Act, 2004, to perform the annual financial statement audits of the City and certain Agencies and Corporations and express an opinion on the financial statements of these entities, based on the audit.

2. City Council authorize the Controller and Chief Accountant to award and enter into an agreement in the amount of $5,120,000 net of all applicable taxes and charges ($5,210,112 net of Harmonized Sales Tax recoveries) with KPMG LLP, the highest scoring supplier meeting the requirements of the Request for Proposal.

3. City Council, acting as shareholder, appoint KPMG LLP as the Auditor for fiscal year 2025 for each corporation listed below, and authorize the Board of Directors of each corporation to fix the Auditor’s remuneration:

a. Build Toronto Inc.;

b. Toronto Economic Development Inc. (carrying on business as Toronto Port Lands Company);

c. Toronto Community Housing Corporation; and

d. Toronto Seniors Housing Corporation.

4. City Council direct that Confidential Attachment 1 to the report (June 26, 2025) from the Controller and Chief Accountant, and the Chief Procurement Officer remain confidential, as it pertains to financial information, supplied in confidence to the City of Toronto, which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization.

5. City Council authorize the public release of Confidential Attachment 1 to the report (June 26, 2025) from the Controller and Chief Accountant, and the Chief Procurement Officer upon the execution of the agreement contemplated in Recommendation 2.

The purpose of this report is to advise on the results of Request for Proposal Doc4989142973 for the Non-exclusive External Audit Services and Other Professional Services for the City and Certain Agencies and Corporations and to request authority to enter into an agreement with the recommended supplier, KPMG LLP, to be appointed as external auditor licensed under the Public Accounting Act, 2004 to perform the annual financial statement audits and other professional services.

The contract is for a five (5) year period from November 1, 2025 to October 31, 2030 in the amount of $5,120,000 net of all applicable taxes and charges ($5,210,112 net of Harmonized Sales Tax recoveries).

The Audit Committee recommend that:

1. City Council receive the report (July 8, 2025) from Robert Gore and Associates on the 2024 Compliance Audit for the Auditor General’s Office of the City of Toronto for information.

At its meeting of July 14, 25, and 16, 2021, in item 2021.CC35.5, City Council appointed

Robert Gore and Associates as the external auditor to conduct an annual compliance audit for the offices of each of the City’s Accountability Officers for a five-year period for calendar years ending December 31st for 2020, 2021, 2022, 2023 and 2024.

Robert Gore & Associates, Chartered Professional Accountants, reporting on the Auditor General's Office of the City of Toronto - Report on the Results of Applying Specified Auditing Procedures to Financial Information Other Than Financial Statements for the Year Ended December 31, 2024.

The Board of Health recommends that:

1. City Council appoint the candidate identified in the Confidential Attachment 1 to the report (June 25, 2025) from the Chair, Medical Officer of Health Hiring Panel to the position of Medical Officer of Health for the City of Toronto Health Unit effective on September 3, 2025, or on the date the appointment is approved by the Minister of Health, whichever is later.

2. City Council transmit the appointment of the Medical Officer of Health to the Provincial Minister of Health for approval.

3. City Council authorize the appropriate City Officials to take the necessary action to give effect thereto, including the introduction in City Council of the necessary bills to appoint the approved candidate as the Medical Officer of Health under the Health Protection and Promotion Act, R.S.O. 1990, c. H.7.

4. City Council authorize the public release of the Curriculum Vitae summary of the Medical Officer of Health contained in Confidential Attachment 1 to the report (June 25, 2025) from the Chair, Medical Officer of Health Hiring Panel upon approval from City Council.

The Board of Health recessed its public meeting to meet in closed session to consider the item as it pertains to personal matters pertaining to the appointment of a Medical Officer of Health.

Earlier this year, the Medical Officer of Health Hiring Panel regrouped to continue the search for Toronto’s next Medical Officer of Health. After a thorough search and interview process, we are bringing forward a recommendation to appoint the new Medical Officer of Health.

A report on the appointment of the recommended Medical Officer of Health will be submitted for consideration to the July 7th meeting of the Board of Health.

The purpose of this report is to recommend to the Board of Health an appointment to the position of Medical Officer of Health (MOH).

The Board of Health recommends that:

1. City Council authorize the continued implementation and operation of the Downtown Community Outreach Response and Engagement program, as outlined in the June 26, 2025 report from the Acting Medical Officer of Health.

2. City Council authorize the Medical Officer of Health to enter into or continue agreements or other arrangements with the Toronto Police Service and/or other service organizations and agencies for the operation of the Downtown Community Outreach Response and Engagement program on terms satisfactory to the Medical Officer of Health and in a form satisfactory to the City Solicitor.

The Board of Health:

1. Requested the Medical Officer of Health to report back to the Board of Health with evaluation results and recommendations for the next steps of the Downtown Community Outreach Response and Engagement program in the first quarter of 2026. 

2. Directed the Medical Officer of Health to identify and pursue opportunities to participate in a neighbourhood impact study being led by the Downtown Yonge Business Improvement Area as far as is permissible under relevant legislation and policies.

3. Directed the Medical Officer of Heath to ensure coordination between the Downtown Community Outreach Response and Engagement program and the Homelessness Addiction Recovery and Treatment Hub, as well as the All-of-City Response to Homelessness and Support Needs, including through referral pathways between services and integrated case management.

The Acting Director, Clinical Services, Toronto Public Health, and the Chief Superintendent, Toronto Police Services, gave a presentation on Downtown Community Outreach Response and Engagement (CORE) Program.

In 2024, Toronto Public Health and the Toronto Police Service launched the Downtown Community Outreach Response and Engagement (CORE) program as a one-year pilot to address complex health and social service needs among individuals experiencing homelessness, and challenges with mental health and substance use in the Yonge-Dundas (Sankofa Square) area. The program pairs public health nurses with police constables to deliver integrated, low-barrier, mobile outreach and case management services.

The program aims to connect individuals with health, social, and wraparound services, including harm reduction interventions, through voluntary, trauma-informed, client-centered engagement. The model aligns with the City’s Our Health, Our City Strategy, advances the City’s SafeTO Community Safety and Well-Being Plan, and applies a public health lens to community safety and well-being.

This report provides an overview of the program and seeks City Council authority to continue its implementation. Toronto Public Health will provide an update on the program, including the results of an evaluation, to the Board of Health upon completion of the pilot period in the first quarter of 2026 and seek the Board of Health’s direction on the future of the program beyond the pilot year.

The Civic Appointments Committee recommends that:

1. City Council appoint Susan Gapka to the Two-Spirit, Lesbian, Gay, Bisexual, Transgender, and Queer (2SLGBTQ+) Advisory Committee, at pleasure of Council, for a term of office ending on November 14, 2026, or until the mandate is completed, whichever comes first. 

2. City Council waive Section 8.6, Interviewing Candidates, of the City of Toronto Public Appointments Policy, to appoint LeZlie lee kam to the Two-Spirit, Lesbian, Gay, Bisexual, Transgender, and Queer (2SLGBTQ+) Advisory Committee, at pleasure of Council, for a term of office ending on November 14, 2026, or until the mandate is completed, whichever comes first.

3. City Council direct that Confidential Attachments 1, 2 and 3 to the report (May 28, 2025) from the Chief People Officer remain confidential in their entirety as they relate to personal matters about identifiable individuals being considered for appointment to the Two-Spirit, Lesbian, Gay, Bisexual, Transgender, and Queer (2SLGBTQ+) Advisory Committee.

Candidates' biographies

Susan Gapka

Susan Gapka (she/her/elle) is a founding member of the Toronto Trans Coalition Project which emerged from the advocacy work of the Trans Lobby Group in Ontario Canada which she also founded. As chair, Susan helped lead the Ontario campaign to fund transition related surgeries and helped change the Vital Statistics Act so trans people's legal documents more accurately reflect their lived identity, and successfully campaigned to adopt legislation to amend the Ontario Human Rights Code and Canadian Human Rights Act. 

leZlie lee kam

leZlie lee kam is a world majority, brown, Carib, Trini, Indo, Chinese, callaloo, differently-abled, Jurassic, bionic DYKE Elder/Rainbow Senior. leZlie is a community activist, educator, connector, storyteller, knowledge-keeper, event curator, accessibility consultant and sometime actor. leZlie is a co-chair of the board of Pride Toronto, the coordinator of the Youth/Elders Program at Buddies in Bad Times Theatre. leZlie is an educator training staff with the City of Toronto’s ten long-term care homes; and leZlie is a staff of the Visiting Homemaker’s Association and a member of the Toronto Senior Pride Network. leZlie advocates for RAINBOW (2SLGBTQI+) SENIORS and Indigenous, Black, queer, trans, disabled, intersex people of colour. leZlie lives her life from an anti-oppression, anti-racism, anti-colonialism, pro-Indigenous, intersectional, and intergenerational perspective. leZlie enjoys doubles, dancing, dim sum and a Trini 'lime' any time. leZlie says "my Existence is my Resistance".

This report recommends the appointment of two individuals to the Two-Spirit, Lesbian, Gay, Bisexual, Transgender, and Queer (2SLGBTQ+) Advisory Committee.

The Civic Appointments Committee recommends that:

1. City Council appoint Ben Liu to the Toronto Public Library Board, at pleasure of Council, for a term of office ending on November 14, 2026, and until a successor is appointed.

2. City Council direct that Confidential Attachments 1a, 1b, and 2 to 4 remain confidential in their entirety as they relate to personal matters about identifiable individuals being considered for appointment to the Toronto Public Library Board.

Candidate's biography:

Ben Liu

Ben Liu has been a long-time, engaged, citizen of the City of Toronto, with an LGBT family in Etobicoke. As the senior administrative leader of the University of Toronto's School of Cities, Ben is responsible for the overall financial, operational and programmatic leadership, direction and oversight of the School. He brings over 25 years of experience across a range of higher education functions and over 15 years of experience on boards of community health centres and learning centres in Toronto.

The Civic Appointments Committee will conduct interviews and recommend one candidate to City Council for appointment to the Toronto Public Library Board.

The Civic Appointments Committee recommends that:

1. City Council appoint Edward McDonnell to the Toronto Zoo Board of Management, at pleasure of Council, for a term of office ending on July 21, 2027, and until a successor is appointed.

2. City Council appoint Nora Boyer to the Toronto Zoo Board of Management, at pleasure of Council, for a term of office starting on November 11, 2025, ending on November 11, 2029, and until a successor is appointed, to succeed Matthew Cole whose term ends on November 10, 2025.

3. City Council direct that Confidential Attachments 1 to 4 remain confidential in their entirety as they relate to personal matters about identifiable individuals being considered for appointment to the Toronto Zoo Board.

Candidates' biographies:

Edward McDonnell

Edward McDonnell has been Chief Executive Officer of the Greenbelt Foundation since 2017, leading work on climate resilience, outdoor recreation, local food, and natural spaces. With over 20 years of experience in public policy and non-profit leadership, he is an entrepreneur and long-time community volunteer with a strong commitment to inclusive, sustainable institutions. He recently received the King Charles III Coronation Medal for significant contributions to Ontario's environmental and conservation movement.

Nora Boyer

Nora Jane Boyer (Seegwin Nibi Manitou Kwe – Spring Water Spirit Woman), adopted by the Migizi (Eagle) and Condor Clans, is a proud Anishinaabe mother, community builder, and federal civil servant with over 20 years of experience. Guided by the 7 Grandfather Teachings, she brings deep expertise in climate action, Indigenous governance, and animal and land stewardship. As Vice President of the Native Canadian Centre of Toronto, she champions teamwork, inclusion, and respect for all living beings.

The Civic Appointments Committee will conduct interviews and recommend one candidate to City Council for appointment to the Toronto Zoo Board of Management.

The Corporations Nominating Panel recommends that:

1. City Council treat the portion of the City Council meeting at which the Appointment of Public Members to the Toronto Community Housing Corporation Board of Directors is considered as a special meeting of the Shareholder for Toronto Community Housing Corporation.

2. City Council appoint the following candidates to the Toronto Community Housing Corporation Board of Directors, at pleasure of Council, for a term of office ending July 26, 2027, and until successors are appointed:

Adele Imrie

Naram Mansour

Brian Smith

3. City Council waive Section 4.6(b), Limit on Length of Service, Corporations, of the Public Appointments Policy, and adopt the following as a resolution of the Shareholder of the Toronto Community Housing Corporation:
 

Notwithstanding the Shareholder Direction, City Council, as Shareholder, appoint the following candidates to the Toronto Community Housing Corporation Board of Directors, at pleasure of Council, for a term of office ending on July 26, 2028, and until successors are appointed:

Debbie Douglas

Mary Hogan

Vinita Jajware-Beatty

Nicholas Macrae

4. City Council appoint Adele Imrie as Chair of the Toronto Community Housing Corporation Board of Directors.

5. City Council appoint the following candidates to the Toronto Community Housing Corporation Board of Directors, as tenant directors, at pleasure of Council, for a term of office ending July 26, 2027, continuing to serve until successors are appointed:

Marcel Charlebois

Ubah Farah

6. City Council waive Section 4.6(b), Limit on Length of Service, Corporations, of the Public Appointments Policy, and adopt the following as a resolution of the Shareholder of the Toronto Community Housing Corporation:
 

Notwithstanding the Shareholder Direction, City Council, as Shareholder, appoint the following candidate to the Toronto Community Housing Corporation Board of Directors, as tenant director, at pleasure of Council, for a term of office ending on July 26, 2028, and until successors are appointed:

Dan McIntyre

7. City Council direct that Confidential Attachments 1a, 1b and 2 to 4 to the report (June 25, 2025) from the City Clerk remain confidential in their entirety as they relate to personal matters about identifiable individuals being considered for appointment to the Toronto Community Housing Corporation Board of Directors.

8. City Council direct that Confidential Attachment 1 and 2 to the supplementary report (June 25, 2025) from the City Clerk remain confidential in their entirety as they relate to personal matters about identifiable individuals being considered for appointment to the Toronto Community Housing Corporation Board of Directors.

Candidates' Biographies

Marcel Francis Charlebois (Tenant Director)

Marcel Charlebois belongs to the Ojibway First Nations and has lived and worked in Toronto for approximately 25 years. He has been involved in many roles within social services, such as developing a community watch program with a focus on domestic violence. He has worked in the addictions field and has experience in working with homeless individuals. He has volunteered with sentencing circles within the Native community and worked with Bereaved Families Ontario with the focus of suicide loss.

Debbie Douglas

Debbie Douglas is the Executive Director of the Ontario Council of Agencies Serving Immigrants, Canada’s largest umbrella organization for agencies working with immigrants, refugees, and other migrant populations. Ms. Douglas has worked to promote an antiracist intersectional lens in her work in the broader non-profit ecosystem by highlighting issues of equity and social justice. She's the recipient of various awards and in 2023 was recently made a Member of the Order of Canada.

Ubah Farah (Tenant Director)

Ubah Farah has over 20 years of experience in organizational development, project management, and creative leadership. Her experience encompasses community advocacy, policy analysis, operations management, financial management, facilitation, and public speaking. She has a diploma in Community Work from George Brown College and a master's degree in Social Work from York University. Ms. Farah is a passionate housing worker, intervention and high-level civic engagement leader, and has built strong relationships with Somali-Canadian and Muslim diaspora leaders in order to help them better their lives.

Mary Hogan

Mary Hogan is a retired judge of the Ontario Court of Justice. Her legal career began at Parkdale Community Legal Services where, as the Director, she specialized in test case litigation and law reform in the areas of housing and tenants’ rights, including appearances at the Supreme Court of Canada. She received her judicial appointment in 1987, and in 1991 was appointed the Deputy Attorney General for Ontario. Following her return to the bench her judicial career focused primarily on the work of the “specialty courts” - Mental Health, Drug Treatment, Indigenous Persons and in 2022 she was instrumental in establishing the Toronto Downtown East Justice Centre. Her career has been marked by community engagement and the pursuit of social justice for the marginalized and vulnerable in our society. Through mentoring and teaching she has shared her knowledge and expertise throughout Canada and internationally.

Adele Imrie

Adele Imrie was appointed to the Toronto Community Housing Corporation Board of Directors in 2019 serving as Chair of the Building, Investment, Finance and Audit Committe, and appointed Chair of the Board in 2023. Adele brings extensive experience in public/private partnership infrastructure, commercial real estate, and renewable energy investments as a senior finance executive. Adele also has significant board experience, having served as chair and audit committee chair for several large not-for-profit organizations in the education and health care sectors. Adele is a Chartered Professional Accountant, Chartered Accountant.

Vinita Jajware-Beatty

With over 20 years of experience in risk, governance, infrastructure, and innovation, Vinita brings cross-sector insight to public board service. She has contributed to oversight of Environmental, Social, and Governance, financial sustainability, and inclusive governance in housing and real estate. Recognized nationally for leadership in risk, equity, and technology modernization, she supports strong board culture and is committed to advancing safe, sustainable housing.

Nicholas Macrae

Nick is the Senior Vice President, Head of Investments at Woodbourne Capital Management where he is responsible for the firm's investment activities and is a member of the senior leadership team. Prior to Woodbourne, Nick was the Acting Co-Head of Global Real Estate and Senior Portfolio Manager, Real Estate at the Healthcare of Ontario Pension Plan (HOOPP), a major Canadian pension plan with over $100 billion in assets and  over $16 billion in global real estate. Nick has degrees from the University of Toronto and Queen's University.

Naram Mansour

Naram Mansour is the Founder and President of Carlyle Communities, an active city builder with developments representing a gross buildout value of $2.6 billion comprised of more than 3,000 residential units. Naram is also a sessional lecturer at the Schulich School of Business, where he lectures on the topic of real estate development. He earned Bachelor of Business Administration and Master of Business Administration degrees from the Schulich School of Business, York University.

Dan McIntyre (Tenant Director)

Dan is experienced in non-profit housing having served on 3 Boards and has been chief staff person to 2 others. He is a licensed paralegal in the process of retiring. Dan brings over 43 years of experience to the table. He served on the City of Ottawa’s Non-Profit Housing Corporation for 4 years, the Fairlea Park Housing Co-operative in Ottawa for 10 years, and the Kensington Bellwoods Community Legal Services for 11 years. Dan is well versed in Board Governance and all issues and laws. Dan has also worked with the City of Toronto on such matters as the Housing section of the Official Plan, Rental Housing Protection Laws, the Tenant Defense Fund, and the Tenant Advisory Committee.

Brian F. C. Smith

Brian F. C. Smith was the President and Chief Executive Officer of WoodGreen Community Services from 1978 to 2014 which grew from a staff of 40 in two locations and a budget of $400,000 to 34 locations and a budget of almost $50,000,000. The organization operates 7 childcares, 9 housing sites for individuals and families with housing challenges; 2 locations serving newcomers; 3 employment sites; services for seniors; services for individuals with mental health and developmental challenges. Former Member of the Mayor's Task Force on Toronto Community Housing Corporation; The Provincial Task Force on Homelessness; and President of the International Federation of Settlements.

The Corporations Nominating Panel will conduct interviews and recommend seven public members to City Council for appointment to the Toronto Community Housing Corporation Board of Directors. One of the seven public members or one of the three tenant directors will be recommended for appointment as Chair.

The Corporations Nominating Panel will recommend three public members as tenant directors to City Council for appointment to the Toronto Community Housing Corporation Board of Directors.

The Economic and Community Development Committee recommends that:

1. City Council direct the General Manager, Children's Services to follow guidance from local Indigenous-led organizations and associations to co-develop and implement an Indigenous-led Early Years and Child Care Service Plan, ensuring clear roles in shared decision-making, implementation, and ongoing oversight.

2. City Council request the Province of Ontario and Government of Canada to recognize Indigenous rights, governance systems, and holistic approaches to early learning and child care and ensure legislation, policy, and funding frameworks respond accordingly.

3. City Council approve Toronto’s Early Years and Child Care Service Plan 2025-2030, included as Attachment 1 to the report (June 24, 2025) from the General Manager, Children's Services.

4. City Council instruct the General Manager, Children's Services, to forward the approved Service Plan to the Ministry of Education and Toronto school boards for their information and reference.

The General Manager, Children's Services gave a presentation to the Economic and Community Development Committee on Toronto’s Early Years and Child Care Service Plan, 2025-2030.

This report seeks approval of Toronto’s Early Years and Child Care Service Plan, 2025-2030 (“Service Plan”).  The Service Plan guides Toronto’s approach, in collaboration with sector partners, to planning and managing the early years and child care system over the next five years.

As the early years and child care sector responds to new realities resulting from the implementation of the Canada-wide Early Learning and Child Care (CWELCC) system and changes to the socioeconomic landscape, the Service Plan provides a responsive, strategic framework with clear actions to support the sector as it navigates these changes. The Service Plan was developed through comprehensive stakeholder engagement involving families, early years and child care staff, service providers and operators, school boards, and community organizations, including Indigenous leaders in the sector. This ensures that the Service Plan is grounded in the lived realities and insights of Toronto’s diverse families, whose experiences are at the heart of this work.

The Economic and Community Development Committee recommends that:

1. City Council request the Executive Director, Municipal Licensing and Standards to continue to review and amend the updated Coyote Coexistence and Response Strategy, in Attachment 1 to the report (June 26, 2025) from the Executive Director, Municipal Licensing and Standards, as appropriate and when necessary.

2. City Council direct the Executive Director, Municipal Licensing and Standards to host public sessions and design other programming as appropriate in each of the City’s Community Council Areas on the updated Coyote Coexistence and Response Strategy while continuing to reallocate existing financial resources for public education efforts on coexistence in 2025.

3. City Council request the Executive Director, Municipal Licensing and Standards, in consultation with the Executive Director, Development Review, to include guidelines for wildlife management within the Construction Management Plan as an advisory comment in the Notice of Approval with Conditions issued through the Site Plan Control application review process.

4. City Council direct the Executive Director, Municipal Licensing and Standards to leverage existing resources within the 2025 Operating Budget to provide funding to wildlife and/or community organizations to help proactively engage communities and support public education on wildlife issues as outlined in the Coyote Coexistence and Response Strategy, and include consideration of the creation of the Wildlife Response Team as part of the 2026 budget process.

5. City Council request the Government of Ontario to outline detailed criteria for when provincially-led redevelopment projects will include coyote and/or wildlife-specific studies.

6. City Council notify the Government of Ontario of the resources and costs necessary to respond to coyote interactions in Toronto and reiterate its request for the Government of Ontario to share the costs of wildlife management.

7. City Council request the Government of Ontario review the Fish and Wildlife Conservation Act, 1997, to incorporate updated best practices for wildlife management and to support wildlife management in urban areas, including disruptions to wildlife caused by urban densification.

8. City Council request the Executive Director, Municipal Licensing and Standards, consider cost-effective third parties alternatives to deliver upon the strategy.

9. City Council request the Executive Director, Municipal Licensing and Standards to continue to monitor research related to reproductive controls for coyotes and to participate in relevant research opportunities where feasible and report back with a status update in the second quarter of 2027.

10. City Council direct the Executive Director, Municipal Licensing and Standards, in consultation with the Executive Director, Corporate Real Estate Management, General Manager, Parks and Recreation, and other City divisions as appropriate, to review best practices from other jurisdictions related to coyote management and physical infrastructure and to make site-specific improvements as necessary at vacant City-owned property adjacent to greenspaces such as parks, ravines, and lightly treed areas, where increased coyote activity has been observed and report back with a status update in the second quarter of 2027.

11. City Council request the Executive Director, Municipal Licensing and Standards to work with the General Manager, Economic Development and Culture, to provide educational materials to Business Improvement Areas on rules related to proper waste disposal and wildlife feeding in order to discourage coyote activity.

Toronto’s urban wildlife is incredibly diverse, with thousands of unique species calling the city home. In particular, coyotes have lived in Toronto’s communities for many years. Coyotes have adapted well to urban environments and are a consistent feature in many cities across North America. It is normal to see a coyote in residential, commercial, or industrial areas, and in or around parks, trails and ravines.

The City of Toronto monitors coyote activity and has relied on its existing Coyote Response Strategy to guide its response. The Strategy (last updated in October 2013) prioritizes deterrence and public education to minimize coyote encounters. It focuses on removing open food sources, preventing dog-coyote interactions, and coyote-proofing properties.

This staff report responds to several Council and Committee directives, notably to update the Coyote Response Strategy and report back on items related to the Downtown Coyote Action Plan, which was received by the Economic and Community Development Committee on May 6, 2025 (2025.EC20.4). The City of Toronto’s updated Coyote Response Strategy, renamed the Coyote Coexistence and Response Strategy (“the Strategy”), is attached to this report as Attachment 1. The updated Strategy organizes best practices for coyote management into a comprehensive operational document to guide City responses and support public participation in wildlife management efforts.

This report recommends City Council’s endorsement of the Strategy and that Council make several requests to the province: to outline detailed criteria for when provincially led redevelopment projects will include coyote and/or wildlife-specific studies, share costs for coyote management (which reiterates a previous request), and review provincial wildlife conflict management regulations. This report also outlines additional actions, including creating a proposed Wildlife Response Team, developing a comprehensive public education campaign in 2026, creating reliable and responsive channels for public updates related to coyote incidents, and clarifying how wildlife management is factored into construction and development projects.

This report was prepared in consultation with City Planning, Customer Experience (311), Development Review, Environment, Climate and Forestry, Parks and Recreation, Policy, Planning, Finance and Administration, Solid Waste Management, Toronto Building, Toronto Public Health and Transportation Services.

The Economic and Community Development Committee recommends that:

1. City Council adopt the Rat Response Plan as described in the report (June 24, 2025) from the City Manager.

2. City Council request the Executive Director, Development Review, to include a rat management plan within the Construction Management Plan as an advisory comment in the Notice of Approval with Conditions issued through the Site Plan Control application review process.

3. City Council request that the Chief Engineer and Executive Director, Engineering and Construction Services, the Executive Director, Corporate Real Estate Management, the General Manager, Parks and Recreation, and other City officials as appropriate, include a requirement for rat management as a component of City-led construction projects.

This report outlines the City's Rat Response Plan that was developed in response to direction from City Council. The Rat Response Plan is the City’s coordinated, proactive and strategic approach to manage rats. Rats can pose significant issues for residents and businesses, and effective management requires action from the City, private property owners, residents, businesses, and construction site managers.

The guiding principles of the Plan emphasize integrated pest management (IPM), focusing on environmental changes that minimize the conditions for rats to thrive, holistic urban pest and wildlife management, data-driven approaches, and leveraging and building on current rat response actions.

The objectives and outcomes of the Plan focus on reducing access to food, water, and shelter for rats, delivering municipal services that support a clean city, supporting residents and businesses, prioritizing rat response efforts in high-issue neighborhoods, improving coordination across City divisions and stakeholders, embedding rat response within broader urban wildlife and environmental strategies, and continuously monitoring and evaluating the City's approach.

The Plan's actions focus on governance and administration, public education, inspection and enforcement, waste management, maintaining a clean public realm, managing rats on municipal property and data collection, monitoring and evaluation.

The Economic and Community Development Committee recommends that:

1. City Council amend Toronto Municipal Code Chapter 545, Licensing, in accordance with the draft article attached as Attachment 1 to the report (June 24, 2025) from the Executive Director, Municipal Licensing and Standards, as follows:

Updates to 545-246 Definitions

a. Add new definitions as follows:

1. PET ESTABLISHMENT – A building, part of a building, vehicle, or other place in which animals are kept for business activities. Such business activities include, but are not limited to, breeding, boarding, training, grooming, and similar activities, or any combination of these activities.

2. PET DAYCARE – A pet establishment used for boarding of dogs, cats or other animals between the hours of 7 a.m. and 11 p.m. only.

3. KENNEL – A pet establishment used for boarding, breeding or training of dogs, cats or other animals, including between the hours of 11 p.m. and 7 a.m.

4. PET GROOMING SALON – A pet establishment used for grooming of dogs, cats or other animals.

5. ANIMAL CENTRE – As defined in Chapter 349, Animals.

6. ANIMAL – As defined in Chapter 349, Animals.

b. Amend definitions as follows:

1. PET SHOP – A pet establishment where animals for use as pets are sold or kept for sale.

2. VETERINARIAN - A person registered and entitled to practise veterinary medicine under the Veterinarians Act, as amended.

Updates to Article XX – Category-Wide Requirements

c. Amend title of Article XX “Pet Shops” to “Pet Establishments”.

d. Amend 545-247 to be titled “Separate licence required for each pet establishment” and to read:

A separate licence shall be taken out for each pet establishment.

e.  Add section titled “Endorsements” and to read:

A. Every owner or operator of a pet establishment shall obtain a licence and, at the time of application for a licence and at each application for renewal, obtain a separate endorsement of their licence for every business activity conducted, provided or offered at the premises as follows:

(1) Any person who owns or operates a pet establishment which offers or provides animals for sale or adoption shall obtain a licence and a Sale/Adoption of Animals endorsement.

(2) Any person who owns or operates a pet establishment which offers or provides animal breeding shall obtain a licence and an Animal Breeding endorsement.

(3) Any person who owns or operates a pet establishment which offers or provides animal daycare, boarding, or training shall obtain a licence and an Animal Daycare/Boarding/Training endorsement.

(4) Any person who owns or operates a pet establishment which offers or provides pet grooming shall obtain a licence and a Pet Grooming endorsement.

(5) Any person who owns or operates a pet establishment which offers or provides overnight keeping of animals shall obtain a licence and an Overnight Animal Keeping endorsement.

B. Every owner or operator shall notify the Municipal Licensing and Standards Division in writing of any change to the operations of the pet establishment which may result in a change in the business activities conducted, provided or offered, at least 30 days prior to the implementation of such change.

f.  Add section titled “Exceptions” to read “Article XX does not apply to:

A. The premises of an Animal Centre.

B. The premises of an affiliate to branch of the Ontario Society for the Prevention of Cruelty to Animals (OSPCA).

C. The premises of an accredited veterinary hospital under the care of a veterinarian licensed by the College of Veterinarians of Ontario (CVO).

D. The Toronto Zoo.

E. Ross Lord Stables.

F. Sunnybrook Stables.

G. Riverdale Farm.

H. High Park Zoo.

I. Black Creek Pioneer Village.

J. Exhibition Place.

K. Toronto Island Farm.

L. Woodbine Racetrack.

M. Ripley’s Aquarium of Canada.

N. Studio sets and locations within the City on which professionally produced films are being made by film professionals and film production companies, for the duration of filming only.

O. Premises registered as research facilities pursuant to the Animals for Research Act.

P. Premises of slaughterhouses licensed pursuant to the Meat Inspection Act.

Q. Premises where Toronto Police Service animals are kept.

R. Toronto Wildlife Centre.

S. Royal Ontario Museum.

T. Businesses or attractions that have been expressly exempted by the City in writing.”

g. Add section titled “Application requirements” to read:

Every pet establishment operator shall provide the name and address of the licensed veterinarian(s) who will provide services to the pet establishment, ensuring that each species receives appropriate veterinary services from a qualified professional.

h. Delete sections 545-248, 545-249, 545-250, 545-251, 545-252, 545-253, 545-254, 545-255, 545-256, 545-257, 545-259, 545-260.1 and 545-260.2, that relate to animal care, facility standards and operations, which are to be reorganized and re-added under new sections.

i. Delete section 545-260, that relates to the sale of poultry.

j. Amend section 545-258 to read:

The Municipal Licensing and Standards Division, and any other person authorized by the Executive Director or their designate may inspect any pet establishment or place where animals are kept for business activities at any time.

k. Add section titled “Animal care requirements” to read:

A. Animals are fed as needed in accordance with the particular food requirements of each type or species of animal kept.

B. Water is provided daily to every animal in sufficient quantity to maintain at all times a potable supply available to such animal.

C. Food and water receptables be mounted or situated that they cannot be easily overturned or contaminated.

D. Primary enclosures in which animals are housed on the premises are located in such a way as to provide maximum comfort to satisfy the known and established needs for the particular species housed and are provided with safeguards to prevent extreme environmental changes and to prevent undue direct physical contact with such animals by the general public.

E. Primary enclosures permit the animal to:

(1) be confined;

(2) remain clean and/or dry;

(3) turn, stand up, sit down, lie down with limbs outstretched, have sufficient perch space to permit full wing extension in every direction;

(4) move or walk around; and

(5) hide, where appropriate.

F. Primary enclosures are:

(1) structurally sound;

(2) free of sharp edges and other hazards;

(3) contain impervious surfaces which do not retain odours;

(4) have floors which do not allow the feet or toes of an animal to pass through any opening; and

(5) have a portion be a solid surface large enough for the animal to sit and/or lay on.

G. Bedding, if any, inside a primary enclosure is made of non-toxic and non-irritating materials, able to absorb feces and urine, and permits the animal to nest, lay eggs or burrow.

H. Incompatible animals are not housed or confined in the same primary enclosure.

I. Animals are not kept in crowded quarters or cages.

J. No more than 20 budgerigars or canaries or 25 finches, nor any combination of more than 25 such birds, are contained in a single cage with dimensions smaller than 68.6 centimetres by 40.6 centimetres by 78.7 centimetres.

K. No more than 15 budgerigars or canaries or 20 finches nor any combination of more than 20 such birds are contained in a single cage with dimensions smaller than 61 centimetres by 35.6 centimetres by 40.6 centimetres.

L. Primary enclosures which house cats include a litter box.

M. Outdoor enclosures which house dogs comply with section 349-7 as listed in Chapter 349, Animals.

N. All persons responsible for the care, feeding or cleaning of animals are adequately trained and supervised in the handling and care of all animals.

O. There are a sufficient number of employees competent in the care of animals to properly care for every animal.

P.  Animals are handled so as not to cause the animal physical injury, harm or discomfort.

Q. Predator and prey species are housed with separation sufficient to prevent the respective species from seeing, hearing and/or smelling the other.

R. Social species are housed in groups or pairs, according to their social and behavioural needs.

l. Add section titled “Facility requirements” to read:

A. Every pet establishment operator shall ensure that:

(1) During the period in which a licence issued under this chapter is in force, there shall be exhibited over the street door or in the lower front window of the pet establishment in respect of which such licence is issued, or in some other conspicuous place satisfactory to the Municipal Licensing and Standards Division a sign having in plain letters not less than 15 centimetres in height in the English language the words "Licensed Pet Establishment," and such licence shall be kept continuously exposed in a conspicuous place in the interior of the premises.

(2) Any establishment is ventilated by mechanical means, such as by windows, vents, fans or air conditioners, to remove odours and prevent condensation.

(3) The ambient temperature in an establishment:

(a) is regulated by a heating or cooling system to protect the animals from extreme temperatures; and

(b) is monitored by means of a thermometer.

(4) The lighting in an establishment:

(a) is sufficient to permit observation of all animals, inspection and cleaning;

(b) is sufficient to allow for the proper stimulation and normal behaviour of the animal; and

(c) does not pose a health hazard to the animal.

(5) Any establishment, including all primary enclosures is to be cleaned each day to ensure that:

(a) all pests, rodents, insects, pathogens and parasites are removed or killed;

(b) food and water receptacles (including sipper tubes) are free of any dirt, debris and algae; and

(c) all excess water, food and waste materials are disposed of.

(6) No animal remains inside a primary enclosure while the primary enclosure is being cleaned.

(7) Where the quarters used for the housing of any animal form part of or are physically attached to a building used for human habitation or to which the public have access, such quarters shall have a concrete or other impermeable floor with a drain opening constructed as a plumbing fixture, and such floor shall be thoroughly cleaned and washed with water at least once each day, or more often than once if necessary to keep the said floor clean.

(8) Animal waste is disposed of regularly in a hygienic manner to maintain cleanliness and prevent odors, with increased frequency as needed.

(9) An attendant responsible for the care and control of the animals shall be on the premises of the pet establishment at all times during hours of operation, unless consent has been obtained from each pet owner.

B. Every pet establishment operator shall:

(1) Take all reasonable and humane steps to prevent nuisance caused by barking or undue noise, and comply with Chapter 591, Noise, at all times.

(2) Make every reasonable effort to obtain the name, address and description of anyone offering to them any animal which they have cause or reason to suspect has been stolen or otherwise unlawfully obtained, and they shall report the facts promptly to the nearest police station.

m.  Add section titled “Record keeping requirements” to read:

A. Every pet establishment operator shall keep a record for each animal acquired or kept, for the duration of the pet establishment’s custody of the animal and for a 12-month period after the date of sale, departure or death of the animal. Each entry should include:

(1) the date of acquisition, arrival, or birth;

(2) the date of sale, departure, or death;

(3) the name, breed, date of birth, behaviour, physical description, health and reproductive status, vaccination information, licence and microchip number (if applicable);

(4) the name, address, and phone number of the person or organization from whom it was acquired, or pet owner; and

(5) the name, address, and phone number of the person or organization who acquires the animal, or pet owner.

B. Every pet establishment operator shall keep a record of any animal-related injuries for each animal acquired or kept, for the duration of the pet establishment’s custody of the animal and for a 12-month period after the date of sale, departure or death of the animal. Each entry should include:

(1) the date and time of the injury;

(2) a detailed description of the injury;

(3) the location of the injury;

(4) the animals and/or humans involved; and

(5) any actions taken following the injury.

n. Add section titled “Insurance requirements” to read:

Every pet establishment operator shall, in respect of each pet establishment for which they hold a licence, require a Commercial General liability with notice to the effect that the Municipal Licensing and Standards Division will be given at least 10 days' notice in writing of any cancellation, expiration or variation in the amount of the policy, and insuring, in the amount of $2,000,000 comprehensive against loss or damage resulting from bodily injury to or the death of one or more persons, or from loss or damage to property resulting from an occurrence. A certified copy or certificate of such policy shall be deposited with the Municipal Licensing and Standards Division. Such policy of insurance shall endorse the City as an additional insured.

Updates to Article XX – Sale or Adoption of Animals

o. Add section titled “Requirements for pet shops or businesses keeping animals for sale or adoption” to read:

A. Every operator of a pet shop or business keeping animals for sale or adoption (including breeding kennels) shall ensure that:

(1) Animals are not sold or given away to anyone under the age of 18.

(2) Animals are not displayed in windows.

(3) Mammals are not sold or given away before they have reached the normal weaning age, based on known requirements of each particular species.

(4) Animals are groomed, including the trimming of hair, beaks and nails.

(5) Animals have up-to-date vaccinations and parasite treatments, unless exempted in writing by a licensed veterinarian.

(6) Deceased animals are contained and disposed of without delay.

(7) A daily record of animal observations must be maintained, documenting behavior and any signs of illness, distress, or injury, including changes in eating, drinking, urination, and defecation.

(8) Animals indicating signs of illness or injury are examined and appropriately treated within 24 hours of the onset of illness or injury by a veterinarian or other qualified person experienced in the care and treatment of the species concerned, unless a lesser or greater deadline is determined by a representative of the Municipal Licensing and Standards Division, and that such animal is kept in a quarantine area, away from the public and other animals until such illness or injury has been cured.

(9) Dogs, cats, rabbits and guinea pigs are only obtained from the following sources, except when breeding kennels are obtaining purebred animals, in accordance with the standards set out in the Animal Pedigree Act:

(a) animal centres;

(b) registered humane societies;

(c) registered animal rescue groups; or

(d) from people who have surrendered their pets at no charge.

(10) A detailed record of all veterinary care is maintained, including dates of care, diagnoses, prescribed medications, treatments administered, and the information of the veterinarian including name and contact information.

B. Whenever an operator of a pet shop or business keeping animals for sale or adoption sells or otherwise homes a dog, cat, rabbit, or guinea pig, they shall give to the purchaser a receipt showing the name and address of the vendor and purchaser, the date of sale, the sale price, and breed or cross-breed, sex, age and description, including colour and markings, of the animal, and an up-to-date certificate of health from a veterinarian, and shall post in a conspicuous place, a notice provided by the Municipal Licensing and Standards Division advising customers of the required content of the receipt.

Updates to Article XX – Breeding Kennels

p. Add section titled “Requirements for breeding kennels” to read:

A. Every operator of a breeding kennel shall ensure that:

(1) Proof of active membership is maintained with the Canadian Kennel Club (CKC) or another appropriate professional kennel or breeding organization, as approved by the Municipal Licensing and Standards Division.

(2) Adequate human supervision and assistance is available during the whelping period and the following birth of offspring.

(3) A designated whelping area is provided that:

(a) is of adequate size to accommodate the dam and litter;

(b) is clean, dry, and with absorbent bedding;

(c) allows the dam to have access to food, water, and rest;

(d) has the water source positioned to prevent offspring from falling into it;

(e) prevents offspring from escaping or harming themselves; and

(f) includes a safe source of supplemental heat until the offspring can thermoregulate.

(4) Ethical breeding practices are followed, including that:

(a) no breeding occurs between parent and offspring, or between siblings;

(b) all animals are evaluated by a licensed veterinarian and confirmed to be physically and behaviorally sound before breeding;

(c) animals that test positive for inherited diseases, have genetic abnormalities, pose a risk to public safety, exhibit signs of psychological distress related to breeding, or have traits negatively affecting their quality of life, are not bred;

(d) animals experiencing illness or injury that causes pain during breeding are not bred until conditions are resolved; and

(e) the age at which breeding begins, frequency of breeding, total number of breedings, and the breeding retirement age of each animal are confirmed by a licensed veterinarian.

B. Every operator of a breeding kennel shall keep a breeding record for each cat and dog acquired or kept, for the duration of the breeding kennel’s custody of the animal and for a 12-month period after the date of sale, departure, or death of the animal. Each entry should include

(1) For sires: dates bred, dams bred to, outcome of breedings (successful or failed), and results of any genetic testing.

(2) For dams: heat cycle dates, dates bred, sires bred to, outcome of breedings (successful or failed), whelping dates, litter sizes (live and stillborn), birthing complications, and results of any genetic testing.

(3) For offspring: weight measured regularly until weaned.

Updates to Article XX – Pet Daycares, Boarding and Training Kennels

q. Add section titled “Requirements for pet daycares, boarding and training kennels” to read “Every operator of a pet daycare, boarding or training kennel shall ensure that:

A. Prior to accepting dogs or cats for daycare, boarding, training, or similar activity, the animal has up-to-date vaccinations and parasite treatments, unless exempted in writing by a licensed veterinarian.

B. Each animal is inspected upon intake for signs of any contagious or infectious disease.

C. The owner of any animal exhibiting signs of illness or injury is contacted promptly; if the owner cannot be reached or cannot arrange immediate care with their preferred veterinarian, the operator must ensure veterinary care is provided.

D. No more than one animal is kept in a single primary enclosure without prior consent from the owners of all the animals who would share the enclosure.

E. Dogs less than four (4) months of age are separated from dogs older than four (4) months that are not owned by the same person unless the owner of the dog less than (4) months of age has provided written authorization.

F. Dogs are provided an area to exercise freely, and which prevent any dogs from exiting the property; if no dedicated exercise area is available, dogs must be regularly walked on a leash.”

Updates to Article XX – Pet Grooming Salons

r. Add section titled “Requirements for pet grooming salons” to read:

A. Every operator of a pet grooming salon shall ensure that:

(1) Prior to accepting dogs or cats for grooming services, the animal has up-to-date vaccinations and parasite treatments, unless exempted in writing by a licensed veterinarian.

(2) Each animal is inspected upon intake for signs of any contagious or infectious disease.

(3) The owner of any animal exhibiting signs of illness or injury is contacted promptly; if the owner cannot be reached or cannot arrange immediate care with their preferred veterinarian, the operator must ensure veterinary care is provided.

(4) Bathing tubs are equipped with a non-slip bottom surface.

(5) No more than one animal is kept in a single primary enclosure without prior consent from the owners of all the animals who would share the enclosure.

(6) Staff use handling methods that apply the least amount of restraint necessary to minimize fear, pain, stress, and suffering, while ensuring the safety of both animals and humans.

(7) Grooming tools, equipment, and surfaces are maintained in good working order and cleaned and sanitized regularly.

B. Mobile grooming salons operating in areas other than on private property, in addition to complying with every other part of this Article, must also comply at all times with Chapter 743, Use of Streets and Sidewalks, Chapter 517, Idling of Vehicles and Boats, and all parking regulations.

Updates to Article XX – Overnight Keeping of Animals

s. Add section titled “Requirements for the overnight keeping of animals” to read “Every operator of a pet establishment keeping animals on-site between hours of 11 p.m. and 7 a.m. must:

A. Make available upon request a Level 1 noise control plan to the Municipal Licensing and Standards Division.

B. Notify owners of all animals if animals will be kept on-site overnight without staff present during that time.”

Updates to 545-1 Definitions

t. Add new definitions as follows:

1. ANIMAL ATTRACTION – A building, part of a building, vehicle or other place where animals are used for public display, education, entertainment, or interactive experiences.

u. Amend definition as follows to include the addition of animal attractions:

1. AMUSEMENT ACTIVITY – Activities including but not limited to the following: bowling, video arcades and arcade games, archery, axe throwing, carnivals, internet cafes, miniature golf, golf driving ranges, go-kart courses, roller-skating rinks, billiards or pool, trampolines, rebound tumbling, animal attractions and other like activities.

Updates to Article LII – Amusement Establishments

v. Amend section 545-564 to read “To apply for an amusement establishment licence or its renewal, or at any time during the term of the licence at the request of the Municipal Licensing and Standards Division, the applicant or licensee shall submit to the Municipal Licensing and Standards Division:

A. If the establishment serves alcohol, a copy of a valid liquor licence.

B. The following documents issued by the Technical Standards and Safety Authority or its successor agency, if applicable to the business:

(1) A valid and current licence to carry on business in Ontario; and

(2) A valid and current permit for each amusement device operating in the establishment.

C. If the establishment has animals on the premises.

D. A level 1 noise control plan and/or a patron management plan, if requested by the Executive Director.

E. A level 2 noise control plan, if requested by the Executive Director, for approval.

F. Any other information or documents required by the Executive Director.”

w. Amend section 545-566 to read:

Every operator shall, in respect of each amusement establishment for which they hold a licence, require a Commercial General liability with notice to the effect that the Municipal Licensing and Standards Division will be given at least 10 days' notice in writing of any cancellation, expiration or variation in the amount of the policy, and insuring, in the amount of $2,000,000 comprehensive against loss or damage resulting from bodily injury to or the death of one or more persons, or from loss or damage to property resulting from an occurrence. A certified copy or certificate of such policy shall be deposited with the Municipal Licensing and Standards Division. Such policy of insurance shall endorse the City as an additional insured.

x. Add provision to section 545-567 to read:

Animal attractions keeping animals between the hours of 11 p.m. and 7 a.m. must make available upon request a level 1 noise control plan.

y. Add section titled “Inspection of premises” to read:

The Municipal Licensing and Standards Division, and any other person authorized by the Executive Director or their designate may inspect any amusement establishment at any time.

z. Add section titled “Animal attraction requirements” to read:

A. Every operator of an animal attraction shall ensure that:

(1) They comply with all requirements in section [ ] Animal care requirements, section [ ] Facility requirements, and section [ ] Record keeping requirements

(2) Animals are not displayed in windows.

(3) Animals are provided with regular rest periods away from public interaction.

(4) Animals receive appropriate enrichment to support their psychological well-being.

(5) All public interactions with animals are supervised by trained staff to prevent harm to both the animals and visitors.

(6) Clear guidelines for visitor safety are established, including, but not limited to:

(a)  Restricting physical contact with dangerous or sensitive species;

(b)  Using barriers or protective equipment where necessary, and

(c)  Prohibiting unsupervised feeding of animals by the public.

(7) Animals are groomed, including the trimming of hair, beaks and nails.

(8) Animals have up-to-date vaccinations and parasite treatments, unless exempted in writing by a licensed veterinarian.

(9) Deceased animals are contained and disposed of without delay.

(10) A daily record of animal observations is maintained, documenting behavior and any signs of illness, distress, or injury, including changes in eating, drinking, urination, and defecation.

(11) Animals indicating signs of illness or injury are examined and appropriately treated within 24 hours of the onset of illness or injury by a veterinarian or other qualified person experienced in the care and treatment of the species concerned, and that such animal is kept in a quarantine area, away from the public and other animals until such illness or injury has been cured.

B. Every operator of an animal attraction shall provide the name and address of the licensed veterinarian(s) who will provide services to the animal attraction, ensuring that each species receives appropriate veterinary services from a qualified professional.

C. Premises from section [ ], Exceptions, are not considered animal attractions.

2. City Council amend Toronto Municipal Code Chapter 349, Animals as follows:

a. Amend definition to remove the exclusion of fish:

1. ANIMAL – All species of fauna excluding humans and aquatic invertebrates.

3. City Council amend Toronto Municipal Code Chapter 441, Fees and Charges, Appendix C – Schedule 12, Municipal Licensing and Standards by amending fee description names in the table below:

4. City Council direct that the by-law amendments to Chapter 545, Licensing and Chapter 441, Fees and Charges come into effect on February 1, 2027.

5. City Council direct that the by-law amendments to Chapter 349, Animals, come into effect on September 1, 2025.

6. City Council authorize the City Solicitor to introduce the necessary bills to give effect to City Council's decision and authorize the City Solicitor to make any necessary clarifications, refinements, minor modifications, technical amendments, or by-law amendments as may be identified by the City Solicitor and the Executive Director, Municipal Licensing and Standards.

Toronto Municipal Code, Chapter 545, Licensing, requires a variety of businesses to obtain a licence from the City and comply with its regulations for the purpose of public health and safety, consumer protection, and nuisance control.

Pet shops are currently the only type of business licensed by the City that keep animals on-site, leaving other pet-related businesses, such as kennels or grooming salons, unregulated. This report recommends amendments to Chapter 545, Licensing, Chapter 349, Animals, and Chapter 441, Fees and Charges, to modernize regulations for businesses that house or care for animals for business activities. The proposed changes aim to enhance animal welfare and facility standards, reduce nuisance concerns, improve consumer protection, and establish appropriate oversight at the municipal level.

This report responds to two directives from City Council to (1) review possible amendments to introduce a new pet establishment business licence class to regulate all businesses for the sale of, grooming, training, daycare or the overnight boarding of animals, as well as review zoning by-law regulations for kennels and pet services in relation to the proposed licence (2022.EC31.5), and (2) develop a plan to license kennels in Toronto (2021.GL27.30). This report also supports the City of Toronto Business Licence and Permit Applications Action Plan: Chapter 545, Licensing (2025 to 2029), which is the Division's roadmap for making the business licensing experience easier for business owners and trade practitioners.

To improve and modernize regulations for animal-related businesses, this report recommends updating licence definitions and requirements to improve clarity for operators, reduce regulatory gaps, and reflect community input and the current state of pet-related services in Toronto, including:

- Introducing a new pet establishment business licence category that captures the full range of services provided by pet-related businesses, including boarding, breeding, training, grooming, daycare, and the sale or adoption of animals. This involves updating licensing definitions and requirements, as well as implementing an activity-based licensing framework to cover the variety of services that can be offered by a single establishment.

- Expanding the amusement establishment licence category to include businesses where animals are used for display, education, or entertainment.

- Updating definitions in Chapter 349 to align with the new licensing framework and establish consistency across by-laws.

The recommendations in this report aim to establish regulations for businesses that care for live animals, set consistent standards for inspections, animal care and facilities, allow the City to maintain animal welfare and protect consumers, and update the licensing framework to better reflect current business practices.

In addition to the proposed licensing framework for pet establishments, City Planning (CP) is reviewing the zoning requirements related to kennels and pet services to ensure that the proposed licensing amendments align with City-wide Zoning By-law 569-2013. This collaborative approach is essential given the complementary roles of Chapter 545 and the Zoning By-law, and the interconnectedness of licensing and zoning. CP has developed a complementary report with preliminary recommendations related to pet establishments, for consideration by Planning and Housing Committee, and aims to bring a final report in early 2026.

The Economic and Community Development Committee recommends that:

Delete four licence application requirements from the Licensing Bylaw

1. City Council amend Toronto Municipal Code Chapter 545, Licensing as follows:

a. Delete all provisions that require or might require an applicant or licensee to file a list of services and fees they will offer at their business with Municipal Licensing and Standards and any other provisions that depend on such information.

b. Delete all provisions that require or might require an applicant or licensee to file a list of employees with Municipal Licensing and Standards and any other provisions that depend on such information.

c. Delete all provisions that limit or might limit an applicant, licensee, or employee to only one employer and any other provisions that depend on such information.

d. Delete all provisions that require or might require an applicant, licensee, or employee to undergo a medical examination and any other provisions that depend on such information.

Delegate authority to Executive Director, Municipal Licensing and Standards to impose conditions

2. City Council amend Toronto Municipal Code Chapter 545, Licensing as follows:

a. Reorganize and make all necessary changes to Article I - General Licensing Provisions to grant Municipal Licensing and Standards, in addition to the Toronto Licensing Tribunal, the authority to place conditions on a business licence before issuing or renewing a licence or at any time during the term of a licence, subject to the following procedure:

1. Municipal Licensing and Standards shall notify the applicant or licensee in writing of the proposed conditions, including the applicant's or licensee's right not to agree to the proposed conditions;

2. If the applicant or licensee agrees to the proposed conditions, in a form and manner prescribed by Municipal Licensing and Standards, Municipal Licensing and Standards may place the conditions on the business licence; and

3. If the applicant or licensee does not agree to the proposed conditions, Municipal Licensing and Standards may deny the application (subject to the applicant's right to request a hearing before the Toronto Licensing Tribunal) or refer the licence to the Toronto Licensing Tribunal for a hearing, as appropriate, at which time Municipal Licensing and Standards may request that the Toronto Licensing Tribunal add the proposed conditions to the licence.

b. Add a provision to Article I - General Licensing Provisions to permit the Toronto Licensing Tribunal to consider a licensee's contravention of such conditions as part of any future hearing related to the licensee and to impose such penalty or further conditions as the Tribunal considers just.

Require email contact information as part of the licence application process

3. City Council amend Toronto Municipal Code Chapter 545, Licensing as follows:

a. Amend Article I – General licensing provisions to require persons or entities wishing to apply for or renew a licence to provide the name, phone number, and email address of a person responsible for responding to all communications from Municipal Licensing and Standards and to require a licensee to immediately update Municipal Licensing and Standards on any changes to such contact information.

b. Amend Article I – General licensing provisions to specify that all communications relating to this chapter between Municipal Licensing and Standards and an applicant or licensee shall be sent via email to the email address most recently provided to Municipal Licensing and Standards as part of the licensing and renewal process under this chapter, except where another method is authorized by the Executive Director; and that any email sent in accordance shall be deemed for the purpose of this chapter to have been received by the addressee on the day it is sent.

Remove municipal licensing requirements for certain businesses/trades

4. City Council amend Toronto Municipal Code Chapter 545, Licensing as follows:

a. Amend Article I – General licensing provisions to delete definitions and licence requirements for or related to the following:

1. Boats for hire

2. School bus driver

3. Transient trader

4. Building cleaner

5. Chimney repairman

6. Builder of radiation fall-out shelters

7. Collector for second hand goods

b. Delete Article XIV – Operators of boats for hire.

c. Amend Article XV – Drive-self vehicles for hire; school bus drivers to delete provisions pertaining to school bus drivers.

d. Amend Article XVII – Hawkers and Pedlars to delete provisions pertaining to transient traders.

e. Amend Article XXIII – Salvage yards; second hand goods to delete provisions pertaining to collector for second hand goods.

f. Delete Article XXX – Building cleaners.

g. Amend Article XXXVI – Chimney repairman; persons renovating buildings; construction of radiation fall-out shelters to delete provisions pertaining to chimney repairman and construction of radiation fall-out shelters.

Remove associated fees for certain business/trade licences

5. City Council amend Toronto Municipal Code Chapter 441, Fees and Charges, Appendix C – Schedule 12, Municipal Licensing and Standards to delete the fees in the following table:

Update commercial parking lot provisions in the Licensing Bylaw

6. City Council amend Toronto Municipal Code Chapter 545, Licensing as follows:

a. Amend Article I – General licensing provisions to add to the definition of Commercial Parking Lot "including visitor parking spots for residential buildings," so that it reads:

"Any location, including visitor parking spots for residential buildings, that demands compensation in relation to the use of a parking space, but does not include:

A. Any parking location operated by or under the authority of the Toronto Parking Authority, regulated under Chapter 179, Parking Authority;

B. Any City agency, board, commission, corporation or division;

C. Any parking space rented on a weekly, monthly or yearly basis for one person's exclusive use;

D. Any space located upon the driveway of a residential building that is used for parking on a temporary basis; and

E. Any parking location operated by a registered charitable organization, as defined in subsection 248(1) of the Income Tax Act, R.S.C. 1985, c. 1 (5th Supp.), or successor legislation, that has a registration number issued by the Canada Revenue Agency, or successor agency."

b. Amend Article XLV, 545-530 to specify that despite its provisions, commercial parking lots that consist only of residential visitor parking shall not make any advertisement or display any signage that might indicate the location is used for paid parking or is available to members of the general public, except the signage that must be displayed at each pay station.

Update provisions for owners and operators of laundries in the Licensing Bylaw

7. City Council amend Toronto Municipal Code Chapter 545, Licensing as follows:

a. Amend 545-2(20) to require every operator of a laundry premises to obtain a licence.

b. Delete 545-2(21), which contains a duplicative licence requirement for laundreterias.

c. Add the following definition of "Laundry Premises"

"LAUNDRY PREMISES – Any premises at which laundry services, including wet washing, dry cleaning, laundry collection or return, and self-serve washing machines or dryers are offered or provided to the public, but does not include a premises used solely for laundry collection or return that is operated by a licensed operator of a laundry premises.

d. Amend 545-228, by deleting the existing requirements for a separate licence for each premises owned or occupied by the operator and instead requiring every applicant for a laundry premises operator licence or its renewal to provide a list of premises owned or operated by the applicant that are used solely for laundry collection or return and to immediately notify Municipal Licensing and Standards of changes to this list.

e. Delete 545-229, Maintenance of premises and related equipment and vehicles.

f. Delete 545-230, Hours of operation restricted for certain machinery.

g. Amend 545-231 to require every operator to post their licence in a conspicuous place within the laundry premises.

h. Amend 545-232 to require every operator to post a sign in a conspicuous place at each premises they use solely for laundry collection or return that states the operator's name, email address, mailing address, and telephone number.

i. Delete 545-233, Identification for premises with coin operated machines.

j. Delete 545-234, Premises to be kept clean and tidy.

Amend provisions for driving school operators

8. City Council amend Toronto Municipal Code Chapter 545, Licensing as follows:

a. Amend 545-15(B) so that it reads “No driving school operator shall cause or permit driving instruction to be given in or upon the streets, highways and areas  described in Subsection A of this section.”

Introduce a zoning review user fee for Municipal Licensing and Standards

9. City Council amend Toronto Municipal Code Chapter 441, Fees and Charges, Appendix C – Schedule 12, Municipal Licensing and Standards by adding the associated fee in the following table:

Bills and authorization

10. City Council direct that recommendations 1 to 9 come into effect on January 1, 2026.

11. City Council authorize and direct the Executive Director, Municipal Licensing and Standards to extend the term of licences held as of October 1, 2025, for boats for hire; school bus drivers; transient traders; building cleaners; chimney repairmen; collectors of second-hand goods to December 31, 2025, without the need to pay associated licence renewal fees.

12. City Council authorize the City Solicitor, in consultation with the Executive Director, Municipal Licensing and Standards, to make such clarifications, refinements, minor modifications, technical amendments, or other amendments to Chapter 545 as may be necessary to give effect to these recommendations.

13. City Council direct the Executive Director, Municipal Licensing and Standards to review provisions for second hand goods in Toronto Municipal Code, Chapter 545, Licensing and report back to Economic and Community Development Committee in 2026 on potential amendments to such provisions, as part of the Division’s 2026 update report to City Council on the Business Licence and Permit Applications Action Plan.

Municipal Licensing and Standards is continuously optimizing the administration of the Division's business licence and permit services to reduce regulatory burden for business operators and trade practitioners while upholding the City's mandates to mitigate potential community nuisances, protect consumers, and support public health and public safety objectives.

Examples of business licences issued by Municipal Licensing and Standards include but are not limited to those for eating or drinking establishment operators, building renovators, and motorized refreshment vehicle operators. In addition to business licences, the Division administers business-related permits, including but not limited to permits to display marketing signs and permits to use public-rights-of-way.

To meet Council directive 2024.EC14.14, staff have developed the Business Licence and Permit Applications Action Plan: Chapter 545, Licensing (2025 to 2029) ("Action Plan"), which is presented in this report and is Municipal Licensing and Standards' roadmap for completing the remaining work aimed at improving the business licensing and permitting experience for applicants and licence holders.

This staff report supports and is in alignment with 2025.EX22.9, which affirmed the City's commitment to enhancing Toronto’s business environment to drive new investment, employment growth, and economic resilience. Additionally, the report and Action Plan address multiple outstanding Council directives, including reducing burden for local business owners; supporting public health and safety; addressing problematic establishments; reviewing in full Chapter 545, Licensing; and assessing the feasibility of enabling broader community input to Toronto Licensing Tribunal hearings.

To reduce regulatory burden for businesses and trades, Municipal Licensing and Standards is implementing the following five actions in partnership with other Divisions: 1) simplify Municipal Licensing and Standards' business licence and permit application and renewal requirements; 2) transform the technology that enables Municipal Licensing and Standards' business licence and permit administration and enforcement; 3) optimize interdivisional reviews, issuance, and enforcement of business licences and permits 4) modernize the City of Toronto’s business licensing regulations; and 5) broaden access to and streamline direct supports and information on Municipal Licensing and Standards' business licence and permit services.

This report was prepared in consultation with Technology Services, Toronto Building, Transportation Services, Economic Development and Culture, Toronto Public Health, Customer Experience (311 Toronto), and City Planning.

The Economic and Community Development Committee recommends that:

1. City Council designate the area described by Attachment 1 to the report (June 19, 2025) from the General Manager, Economic Development and Culture, as the amended Queen Street West Business Improvement Area under the City of Toronto Municipal Code Chapter 19, Business Improvement Areas.

2. City Council direct the Chief Technology Officer to prepare designation By-law maps of the area outlined in Attachment 1 to the report (June 19, 2025) from the General Manager, Economic Development and Culture, and submit them to the City Solicitor.

3. City Council amend the City of Toronto Municipal Code Chapter 19, Business Improvement Areas, as necessary to reflect the expanded boundaries of the Queen Street West Business Improvement Area.

The purpose of this report is to recommend a minor expansion of the Queen Street West Business Improvement Area (BIA) boundaries to include the property at 165 John Street, a commercial retail space with offices, adjacent to the boundaries of the Business Improvement Area.

The Economic and Community Development Committee recommends that:

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

          Upper Village:

          Nhan, Frank

          Uptown Yonge:

          Moretti, Angelo

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

          Uptown Yonge:

          Maidens, Brent

          Nurzynski, Pawel

          Reshetnikova, Sofia

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

The General Government Committee recommends that:

1. City Council amend the Procurement Policy, as set out in Attachment 1 to the report (June 27, 2025) from the Chief Procurement Officer, and the Controller and Chief Accountant, effective October 1, 2025.

2. City Council authorize amendments to Chapter 71, Financial Control By-law in accordance with Attachment 2 to the report (June 27, 2025) from the Chief Procurement Officer, and the Controller and Chief Accountant, effective October 1, 2025, to support sub-delegation of commitment authority by the City Manager.

On April 23 and 24, 2025, City Council adopted the report, Review of Bid Award Panel (Item 2025.GG20.10), which amended Toronto Municipal Code Chapter 195, Procurement (the Procurement By-law), effective October 1, 2025, to eliminate the Bid Award Panel and delegate award authority to the Chief Procurement Officer to award open competitive solicitations up to $30 million. Item 2025.GG20.10 also amended Toronto Municipal Code Chapter 71, Financial Control to delegate commitment authority to the City Manager to approve commitments of funding for open competitive solicitations up to $30 million and authorized the City Manager to sub-delegate commitment authority to City officials or staff.

This report responds to City Council’s direction through Item 2025.GG20.10 to ensure continued transparency in the procurement process in the absence of the Bid Award Panel. It also seeks approval to make administrative amendments to the Financial Control By-law to support this transition and support the City Manager's sub-delegation of commitment authority.

Purchasing and Materials Management Division, in collaboration with the Technology Services Division and Strategic Public and Employee Communications, will be introducing enhancements to the City’s Toronto Bids Portal, which is a public database of open competitive solicitations and awarded open competitive and non-competitive contracts valued over $133,800. This threshold aligns with the Canadian Free Trade Agreement requirement for public sector entities  such as the City of Toronto to publicly post all covered procurements and their resulting awards.

New system enhancements will allow Purchasing and Materials Management Division to share procurement award data with Members of Council, suppliers and the public in a way that is comparable to how that information is currently available through the Toronto Meeting Management Information System.

the public.

A new subscription-based notification feature will allow Council Members, suppliers and to sign up for email updates on newly posted procurement awards on the Toronto Bids Portal. Award information for open competitive procurements will be searchable using the following fields:

- Ward: (New field) Indicates the City of Toronto ward(s) where the project will be primarily located or where services will be delivered.

- Posting Title: Title of the solicitation.

- Document Number: Unique SAP Ariba identifier assigned to the solicitation document for tracking and reference.

- Solicitation Type: Indicates the procurement method for the solicitation, such as Request for Proposals, Request for Quotations and Request for Tenders.

- High Level Category: Groups the goods or services being procured into the following categories: Goods and Services, Professional Services, and Construction Services.

- Awarded Supplier: Name(s) of the supplier(s) that were awarded the contract.

- Awarded Amount: Total contract amount for each Awarded Supplier, excluding option years.

- Division: Name of the City Division requesting the solicitation. The contract will be between the Awarded Supplier(s) and this Division.

- Award Date: The date that the solicitation was approved by the Chief Procurement Officer, Standing Committee or Council, subject to execution of the contract.

Selecting an individual record will display the above-noted information, along with access to an Award Summary Form. This Award Summary Form will list all bidders and, where applicable, their bid prices, as well as provide a breakdown of the total award  value by initial contract value and option years, when an award includes option years.

For suppliers and individuals who are not subscribed for notifications, the Toronto Bids Portal is available on the City's "Doing Business with the City" webpage. In addition to the Toronto Bids Portal system enhancements, the link to the portal will be moved to a more prominent location on the "Doing Business with the City" landing page.

The Records Retention Schedule of Municipal Code Chapter 217, Records, Corporate (City), sets out the requirement for records relating to the procurement and acquisition of goods and services to be retained until the termination or expiry of the contract, plus seven years. Records are maintained internally for this duration and are accessible on request to Members of Council and through Freedom of Information Requests to suppliers and the public. Contract award information is currently retained publicly in the Toronto Bids Portal for 18 months. The Open Data Portal also contains a record of contract awards posted in the Toronto Bids Portal, including those older than 18 months, starting from February 2024, when the Toronto Bids Portal launched. Older award data will be made available in separate datasets in the Open Data Portal.

Downloadable datasets will be available in the Open Data Portal. A link to the Open Data Portal will be added to the Toronto Bids Portal to direct users to this alternate format.

The enhancements in the Toronto Bids Portal described above align with broader modernization objectives, including reducing administrative burden and improving access to procurement information for Members of Council, suppliers, and the public.

The General Government Committee:  

1. Forwarded the item to City Council without recommendations.

The purpose of this report is to recommend the reinstatement of Pave-1 Construction Limited and IPAC Paving Limited as eligible suppliers to the City of Toronto. Both companies are currently subject to permanent suspensions imposed by Council.

At its meeting on February 6 and 7, 2012, City Council temporarily suspended IPAC Paving Limited, Sebastian Corbo, as an individual, and any entity in any way owned, directed or controlled by Sebastian Corbo, including Road Mill Construction. IPAC Paving Limited and Sebastian Corbo as an individual and any entities owned, directed, or controlled by Sebastian Corbo (including Road Mill Construction) were permanently suspended by Council on November 27, 28, and 29, 2012.  The suspension was based on Sebastian Corbo pleading guilty to a charge of paying a secret commission in relation to providing money to a former Toronto Transit Commission employee to facilitate IPAC Paving Limited obtaining paving work from the Toronto Transit Commission. City Council on August 25, 26, 27 and 28, 2014, also permanently suspended Pave-1 Construction Limited, an affiliate of IPAC Paving Limited, from being awarded or granted any future City contracts, or otherwise profiting from any City contracts.

John Corbo has maintained ownership and sole directorship of both Pave-1 Construction Limited and IPAC Paving Limited since 2014, distancing the operations from prior activities, as corroborated by federal compliance records. Road Mill Construction is no longer in operation.

The current City of Toronto Municipal Code Chapter 195, Procurement and the Supplier Suspension Procedure prescribe a maximum supplier suspension period of five years. It also provides suspended suppliers the option to apply for reinstatement upon completion of at least half of their total suspension period. However, as no formal mechanism exists in the Supplier Suspension Procedure for reviewing a permanent suspension imposed by City Council, it is recommended that City Council now reinstate IPAC Paving Limited and Pave-1 Construction Limited as eligible suppliers in accordance with Chapter 195 and the Supplier Suspension Procedure.

The General Government Committee recommends that:

1. City Council, in accordance with Municipal Code Chapter 195 - Purchasing, where the current request exceeds the Chief Procurement Officer's authority of the cumulative five-year commitment, under Article 7, Section 195-7.3 (D) of the Purchasing By-Law or exceeds the threshold of $500,000 net of Harmonized Sales Tax allowed under staff authority as per the Toronto Municipal Code, Chapter 71- Financial Control, Section 71-11A, authorized the Executive Director, Corporate Real Estate Management, to negotiate and enter into a non-competitive agreement with Nederman Canada Limited for the supply of proprietary original equipment manufacturer parts and services to Nederman Canada Limited, for a period of five years from August 1, 2025 to July 31, 2030 in the amount of $636,000 net of Harmonized Sales Tax ($647,194 net of Harmonized Sales Tax recoveries), on terms and conditions satisfactory to the Executive Director, Corporate Real Estate Management and in a form satisfactory to the City Solicitor.

The purpose of this report is to request authority to enter into a non-competitive contract with Nederman Canada Limited for the supply of Nederman Manufactured Parts and Maintenance and Repair Services for the City of Toronto’s Corporate Real Estate Management Division in the amount of $636,000 net of Harmonized Sales Tax ($647,194 net of Harmonized Sales Tax recoveries) for an initial period of three years, commencing on August 1, 2025 to July 31, 2028, with two separate single year option terms.

A non-competitive procurement is required, as the Nederman Magna System utilizes proprietary technology for vehicle exhaust extraction and is available exclusively from Nederman Canada Limited, the sole manufacturer and seller of the required parts. As such, the contract meets the criteria for Exception Code 2 - Exclusive Rights - under the City’s Purchasing By-law.

The Nederman Canada Limited Magna exhaust evacuation system is installed and used at various City facilities managed by Corporate Real Estate Management, where the maintenance and repair of City-owned vehicles occur, including police cars, ambulances, fire trucks, and other vehicles. The maintenance and repair of the Nederman Canada Limited exhaust evacuation system was previously outsourced to a third-party supplier. However, as part of a cost efficiency strategy, Corporate Real Estate Management is now self-performing most of the required maintenance and repairs. This contract will supply the necessary Nederman Canada Limited parts needed to keep the systems operational and includes a provision for maintenance and repair services for instances where City staff cannot complete the work.

General Government Committee approval is required in accordance with Municipal Code Chapter 195, Purchasing, where the current request exceeds the Chief Procurement Officer’s authority of the cumulative five-year commitment limit for each vendor under Article 7, Section 195-7.3(D) of the Purchasing By-law or exceeds the threshold of $500,000 net of Harmonized Sales Tax allowed under staff authority as per the Toronto Municipal Code, Chapter 71, Financial Control, Section 71-11(A).

The General Government Committee recommends that:

1. City Council grant authority to the Chief Technology Officer, in accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), to amend Blanket Contract 47024775 with DragonAgile by increasing the contract value by $1,268,256 USD ($1,737,510 CAD) net of all applicable charges and taxes or $1,290,577 USD ($1,768,090 CAD) net of Harmonized Sales Tax Recoveries, revising the current Blanket Contract Value from USD $1,197,770 to $2,488,347 USD, and at the time of writing the report (July 2, 2025) from the Chief Technology Officer, and the Chief Procurement Officer, in June 2025, that $1 USD = $1.37 CAD.

2. City Council direct that the confidential information contained in Confidential Attachment 1 to the report (July 2, 2205) from the Chief Technology Officer, and the Chief Procurement Officer, remain confidential in its entirety, as it contains advice which is subject to solicitor-client privilege.

The purpose of this report is to request authority to amend Blanket Contract 47024775 (the “Contract”) with DragonAgile Consulting Inc., (DragonAgile) for the provision of Atlassian Product Software Licences. Additional funds are required for the City to exercise the two (2) additional and separate one (1) year option terms.

Since 2022, the City has utilized Blanket Contract 47024775 with DragonAgile to procure Atlassian Software Licences and Cloud Subscriptions. Anticipating the Contract’s expiry in November 2025, the City issued a Request for Quotation in January to competitively source a new contract for a two-year term. No bids were received and the Request for Quotation failed. Due to the urgency of securing the necessary funds to maintain business continuity on an established platform, this report recommends against reissuing a competitive solicitation. Instead, this report recommends allocating the required funds through the existing contract. This approach ensures business continuity across the ten (10) divisions using Atlassian Software and Cloud subscriptions while the City develops a longer-term strategy to address its Atlassian licensing needs.

More information on the City's long-term licensing strategy can be found in Confidential Attachment 1.

The General Government Committee recommends that:

1. City Council, in accordance with Section 71-11.1C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-law) grant authority to the Executive Director, Corporate Real Estate Management to amend Blanket Contract Number 47024834 with Graham Alarm Monitoring Ltd., for the non-exclusive supply of all labour, equipment, material, supervision, and any associated equipment required by CAN/ULC-S561 to monitor fire alarm systems service for the City of Toronto in the amount of $800,000 net of all taxes and charges ($814,080 net of Harmonized Sales Tax recoveries), increasing the contract value from $689,850 to $1,489,850 net of all taxes and charges ($1,516,071 net of Harmonized Sales Tax recoveries).

2. City Council grant authority to Executive Director, Corporate Real Estate Management  to enter into a non-competitive contract with Fire Monitoring of Canada Inc., for the non-exclusive supply of all labour, equipment, material, supervision, and any associated equipment required by CAN/ULC-S561 to monitor fire alarm systems service for the City of Toronto in the amount of $1,000,000 net of all taxes and charges ($1,017,600 net of Harmonized Sales Tax recoveries), on terms and conditions satisfactory to the Executive Director, Corporate Real Estate Management and in a form satisfactory to the City Solicitor.

The purpose of this report is to request authority to amend blanket contract 47024834, issued to Graham Alarm Ltd, for the non-exclusive supply of all labour, material, supervision, and any associated equipment required by the CAN/ULC-S561 standard, covering the installation and services for fire signal receiving centres and systems. This amendment is necessary to bring the contract into financial controls compliance and proceed with its closure.

Over the past several years, Corporate Real Estate Management has successfully standardized and consolidated all fire monitoring for all City of Toronto Divisions. The centralization initiative has progressed ahead of schedule and has consumed the full fire alarm monitoring contract value prematurely. Contract resources were also required to carryout the unplanned replacement of over 140 remote fire monitoring panels that relied on 3G technology in City facilities. The replacement was necessary due to the nation-wide phase out of the 3G network by Rogers Communication and Bell Canada.

In 2024, the CAN/ULC-S561 standard was updated to include additional requirements which Graham Alarm Monitoring Ltd. was unable to meet. As a result, the City will be ending its contract with Graham Alarm Monitoring Ltd. and will be initiating a new competitive procurement process for the supply of labour, materials, supervision and associated equipment required by the updated CAN/ULC-S561 standard.

This report additionally requests authority to enter into a new non-competitive contract with Fire Monitoring of Canada Inc. for the sum of $1,000,000 to sustain the City of Toronto's fire and life safety monitoring service until a new competitive Request for Proposal can be prepared, issued for bidding, and awarded, which is anticipated to occur in the third quarter of 2026.

City Council approval is required in accordance with Municipal Code Chapter 195, Purchasing, where the current request exceeds the Chief Procurement Officer's authority of the cumulative five-year commitment limit for each supplier under Article 7, Section 195-7.3(D) of the Purchasing By-law, or exceeds the threshold of $500,000 net of Harmonized Sales Tax allowed under staff authority as per the Toronto Municipal Code, Chapter 71, Financial Control, Section 71-11.1.

The General Government Committee recommends that:

1. City Council, in accordance with Section 71-11.1.C of City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), grant authority to the Executive Director, Corporate Real Estate Management, to amend the Purchase Order 6055315 with Osler, Hoskin and Harcourt LLP for the provision of legal services at the Ontario Land Tribunal on behalf of the City related to Metrolinx’s expropriation of a portion of lands at Union Station, increasing the contract value by $174,111 net of all applicable taxes and charges ($177,176 net of Harmonized Sales Tax recoveries), revising the current contract value from $599,895 net of all applicable taxes and charges ($610,453 net of Harmonized Sales Tax recoveries) to $774,006 net of all applicable taxes and charges ($787,629 net of Harmonized Sales Tax recoveries).

2. City Council, direct that all the information contained in Confidential Attachment 1 to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management, and the Chief Procurement Officer remain confidential in its entirety, as it contains information about litigation that affects the City of Toronto.

The purpose of this report is to seek authority from City Council authority to amend the Non-Competitive Purchase Order 6055315 with Osler, Hoskin and Harcourt LLP for the provision of legal services at the Ontario Land Tribunal on behalf of the City related to Metrolinx’s expropriation of a portion of lands at Union Station in the amount of $174,111 net of all applicable taxes and charges ($177,176 net of Harmonized Sales Tax), increasing the overall value of the Purchase Order from $599,895 net of all applicable taxes and charges ($610,453 net of Harmonized Sales Tax recoveries) to $774,006 net of all applicable taxes and charges ($787,629 net of Harmonized Sales Tax recoveries).

Osler, Hoskin and Harcourt LLP's services were retained in response to the expropriation of land by Metrolinx at Union Station, related to their Union Station Enhancement Project, Package 1, for a new south concourse. Metrolinx took possession of the expropriated lands on July 15, 2020.

A final purchase order amendment is necessary to pay Osler, Hoskin and Harcourt LLP for the services rendered representing the City in legal matters and negotiations which concluded in a settlement agreement between the City and Metrolinx in December 2024. No further amendments to this purchase order will be required in the future.

The General Government Committee recommends that:

1. City Council, in accordance with Section 195-8.5(B) of Toronto Municipal Code Chapter 195 (Procurement By-Law), grant authority to the General Manager, Fleet Services, to execute and enter into an agreement on behalf of the City of Toronto with UAP Inc., for the non-exclusive supply of automotive equipment parts and inventory management solution, with respect to the operations of the City Division known as Fleet Services, for an initial term of two (2) years from December 1, 2025 to November 30, 2027, in the amount of $29,506,358 net of Harmonized Sales Tax recoveries ($32,765,511 including all taxes and charges), with the option to renew for four (4) additional two (2) year periods, for a total amount of $185,907,484 net of Harmonized Sales Tax recoveries ($206,442,076 including all taxes and charges) including the initial term and all option years, in accordance with the terms and conditions of the  Negotiated Request for Proposal and any other terms and conditions satisfactory to the General Manager, Fleet Services and in a form satisfactory to the City Solicitor.

2. City Council, in accordance with Section 195-8.5(B) of Toronto Municipal Code Chapter 195 (Procurement By-Law), grant authority to the Chief, Toronto Paramedic Services, to execute and enter into an agreement on behalf of the City of Toronto with UAP Inc., with respect to the operations of the City Division known as Toronto Paramedic Services, for the non-exclusive supply of automotive equipment parts solution, for an initial term of two (2) years from December 1, 2025 to November 30, 2027, in the amount of $8,692,130 net of Harmonized Sales Tax recoveries ($9,652,228 including all taxes and charges), with the option to renew for four (4) additional two (2) year periods, for a total amount of $57,754,897 net of Harmonized Sales Tax recoveries ($64,134,271 including all taxes and charges) including the initial term and all option years, in accordance with the terms and conditions of the Negotiated Request for Proposal and any other terms and conditions satisfactory to the Chief, Toronto Paramedic Services, and in a form satisfactory to the City Solicitor.

3. City Council, in accordance with Section 195-8.5(B) of Toronto Municipal Code Chapter 195 (Procurement By-Law), grant authority to the Fire Chief and General Manager, Toronto Fire Services, to execute and enter into an agreement on behalf of the City of Toronto with UAP Inc., with respect to the operations of the City Division known as Toronto Fire Services, for the non-exclusive supply of automotive equipment parts solution, for an initial term of two (2) years from December 1, 2025 to November 30, 2027, in the amount of $3,730,960 net of Harmonized Sales Tax recoveries ($4,143,067 including all taxes and charges), with the option to renew for four (4) additional two (2) year periods, for a total amount of $24,536,142 net of Harmonized Sales Tax recoveries ($27,246,305 including all taxes and charges) including the initial term and all option years, in accordance with the terms and conditions of the Negotiated Request for Proposal and any other terms and conditions satisfactory to the Fire Chief and General Manager, Toronto Fire Services, and in a form satisfactory to the City Solicitor.

The purpose of this report is to advise on the results of the Negotiated Request for Proposal Doc4833008494, which identified UAP Inc. (operating as NAPA Auto Parts) as the highest-ranked proponent meeting the requirements of the Negotiated Request for Proposal.

UAP Inc., is a Canadian Business Subsidiary (as defined in the Mayor’s Economic Action Plan in Response to US Tariffs, adopted by Executive Committee on March 18, 2025), with a Head Office in Montreal, Quebec, and 14 distribution centres across Canada. UAP Inc., sources 96 percent of products through a network of 762 Canadian-based suppliers, distributors, and manufacturers.

This report requests authority for:

- The General Manager, Fleet Services Division, to enter into a contract on behalf of the City with UAP Inc., operating as NAPA Auto Parts, for the non-exclusive supply of an automotive equipment parts and inventory management solution with respect to the operations of Fleet Services Division;

- The Chief, Toronto Paramedic Services, to enter into a separate contract with UAP Inc., operating as NAPA Auto Parts, for non-exclusive supply of an automotive equipment part solution, with respect to the operations of Toronto Paramedic Services; and,

- The Fire Chief and General Manager, Toronto Fire Services, to enter into a separate contract with UAP Inc., operating as NAPA Auto Parts, for non-exclusive supply of an automotive equipment part solution with respect to the operations of Toronto Fire Services.

As part of the Negotiated Request for Proposal, Fleet Services Division conducted a comprehensive review of its delivery model, which included market soundings with nine municipalities and agencies and four key automotive industry suppliers. This analysis confirmed that the existing model, where an external supplier manages on-site parts management, inventory, and distribution, remains the most effective approach for managing the complexity and scale of Fleet Services Division’s operations. This model offers benefits such as improved parts availability, reduced vehicle downtime, performance accountability, and specialized staffing resources.

Separately, Toronto Paramedic Services and Toronto Fire Services use a variety of auto parts in the maintenance of emergency service vehicles and support vehicles managed by the respective divisions. The contract with UAP Inc., will work alongside a number of other existing contracts as part of their overall parts inventory, managed internally by the divisions.

Each of the separate contracts will be for a term of two (2) years, commencing December 1, 2025 to November 30, 2027, with an option to renew for four (4) additional two (2) year periods at the sole discretion of the General Manager, Fleet Services Division, the Chief, Toronto Paramedic Services, and the Fire Chief and General Manager, Toronto Fire Services, respectively, and subject to budget approval.

The total potential value of all three separate contracts for the initial two (2) years term is $41,929,448 net of Harmonized Sales Tax recoveries ($46,560,806 including all taxes and charges), and $268,198,523 net of Harmonized Sales Tax recoveries ($297,822,652 including all taxes and charges) for a total of ten (10) years inclusive of all option renewal years.

In accordance with the terms of the Negotiated Request for Proposal, Agencies and Public Bodies within the Province of Ontario may piggyback on the terms of these three separate contracts. Any such agreements will be managed independently by the participating Agencies and Public Bodies.

The General Government Committee recommend that:

1. City Council authorize the General Manager, Transportation Services to negotiate and execute a non-competitive agreement with Fortran Traffic Systems Ltd., for a period from date of award, and end on December 31, 2025, in the amount of $2,008,750 net of all applicable taxes ($2,044,104 net of Harmonized Sales Tax recoveries), on terms and conditions satisfactory to the General Manager, Transportation Services and in a form satisfactory to the City Solicitor.

The purpose of this report is to request City Council authority to enter into a non-competitive contract with Fortran Traffic Systems Ltd., for the supply and delivery of Flashing Beacons on behalf of Transportation Services (City Stores). The term of the contract will be for a period from date of award and end on December 31, 2025, in the total amount of $2,008,750 net of all applicable taxes and charges ($2,044,104 net of Harmonized Sales Tax recoveries).

Non-competitive procurements may be undertaken where both the proposed procurement and supplier can be justified in good faith based on an exception set out in Toronto Municipal Code Chapter 195, Procurement. These procurements will be proceeding under the exception related to Exclusive Rights, where Fortran Traffic Systems and the City has determined in good faith that both the proposed procurement and the selected supplier, along with the terms and conditions of the contract are beneficial to the City (Toronto Municipal Code, Chapter 195, Procurement, Section 7.1K.).

A contract was awarded to Fortran Traffic Systems Ltd. in 2018 resulting from competitive call Request for Quotation Number 1202-18-0299. The contract expired on November 5, 2020. In June 2021, a lower value and short-term contract was awarded to Fortran Traffic Systems Ltd., resulting from a Non-Competitive Procurement Request. This contract covered the immediate purchases necessary for the 2021 installation, as well as on-going maintenance throughout the City of Toronto as part of the Vision Zero School Safety Zone project. A non-competitive Contract 47024374 was awarded to Fortran Traffic Systems Ltd. on January 1, 2022, which expired on December 31, 2024.

This new contract is needed to support the continued supply of equipment, as directed by City Council, for designated school safety zones. These purchases will ensure adequate inventory in City Stores to meet installation and implementation milestones, with completion targeted for the end of 2027 across 111 school safety zones. Moreover, the Flashing Beacons supplied by Fortran Traffic System Ltd., and installed across the City operate on a JSF System that enables wireless communication with the devices in the field. Fortran holds exclusive rights to this system, and no other companies in Canada run on this system. This system has been tailored and customized to meet all City requirements; therefore, it is necessary to proceed with the Non-competitive exception code number 2, Exclusive Rights.

City Council approval is required in accordance with Municipal Code Chapter 195- Purchasing, where the current request exceeds the Chief Procurement Officer's authority of the cumulative five year commitment for each supplier, under Article 7, Section 195-7.3 (D) of the Purchasing By-Law or exceeds the threshold of $500,000 net of Harmonized Sales Tax allowed under staff authority as per the Toronto Municipal Code, Chapter 71 - Financial Control, Section 71-11A.

The General Government Committee recommends that:  

1. City Council grant authority to the Chief Technology Officer, in accordance with Sections 195-6.6 and 195-8.5 of the Toronto Municipal Chapter 195 (Procurement), to enter into, and execute a non-competitive contract with Kronos Canadian Systems Inc., a UKG company, commencing from the date of award for a three (3) year term with options to extend the Contract term by up to two (2) additional one (1) year periods, for up to the total amount set out in Confidential Attachment 1 to the report (June 30, 2025) from the Chief Technology Officer, and the Chief Procurement Officer, subject to terms and conditions acceptable to the Chief Technology Officer.

2. City Council direct that Confidential Attachment 1 to the report (June 30, 2025) from the Chief Technology Officer, and the Chief Procurement Officer, remain confidential at this time as it pertains to criteria to be applied to negotiations carried on or to be carried on by or on behalf of the City of Toronto and be made public at the discretion of the Chief Procurement Officer following the execution of the contract authorized by recommendation 1.

The purpose of this report is to request City Council authority to enter a five (5) year non-competitive contract with Kronos Canadian Systems Inc., a Canadian Business Subsidiary of Ultimate Kronos Group (UKG) (USA Based Supplier) for proprietary workforce management software licenses, cloud subscriptions, and related services.

Non-competitive procurements may be undertaken where both the proposed procurement and supplier can be justified in good faith based on an exception set out in Toronto Municipal Code Chapter 195, Procurement. These procurements will be proceeding under the exception related to compatibility, where Kronos Canadian Systems and the City has determined in good faith that both the proposed procurement and the selected supplier, along with the terms and conditions of the contract are beneficial to the City (Toronto Municipal Code, Chapter 195, Procurement, Section 7.1K.).

By 2027, the supplier is retiring and ending support for its legacy on-premises workforce management system, which the City of Toronto has used since 2016 as its enterprise-standard solution for divisions with complex scheduling and workforce planning needs.

This report addresses business continuity for the two divisions currently dependent on the legacy system until full migration to the new platform is complete and state of good repair by moving to an up-to-date, fully supported platform. Additionally, this report supports City’s broader modernization goal to ensuring all divisions with complex scheduling needs are on a single, unified solution.

City Council approval is required in accordance with Municipal Code Chapter 195 - Purchasing, where the current request exceeds the Chief Procurement Officer's authority of the cumulative five-year commitment limit for each supplier under Article 7, Section 195-7.3D of the Purchasing By-Law or exceeds the threshold of $500,000 net of Harmonized Sales Tax allowed under staff authority as per the Toronto Municipal Code, Chapter 71-Financial Control, Section 71-11A.

The General Government Committee recommend that:

1. City Council authorize the General Manager, Toronto Water, to negotiate and execute a Non-Competitive Procurement contract with Fer-Pal Construction Ltd., for Urgent Watermain Cured-in-Place Pipe Lining at various locations in Ward 6, in the amount of $6,000,000 net of all applicable taxes ($6,105,600 net of Harmonized Sales Tax recoveries) from the date of award to May 31, 2026, subject to terms and conditions satisfactory to the General Manager, Toronto Water, and in a form acceptable to the City Solicitor.

The purpose of this report is to request City Council authority to enter into a non-competitive contract with Fer-Pal Construction Ltd., for Urgent Watermain Cured-in-Place Pipe Lining at various locations in Ward 6.

The commissioning of the Downsview transmission main earlier this year has increased water pressure in the area, causing breaks in watermains with deteriorated condition. This indicates that portions of the existing infrastructure cannot handle the higher pressure. If these watermain condition issues are not addressed promptly, it could significantly impact both public infrastructure and customer service.

To prevent additional watermain and service breaks, water pressure in the affected areas has been temporarily reduced until the structural integrity of the distribution system can be improved through Cured-in-Place Pipe lining. Pressure levels must be restored to support the future growth of Downsview. Therefore, the Cured-in-Place Pipe structural lining of watermains in Ward 6, originally planned for 2026, must be advanced to 2025.  The total value of the work identified for advancement to the 2025 is estimated at $11.8 million (net of Harmonized Sales Tax recoveries). Fer-Pal Construction Ltd. is currently completing similar work in Wards 3, 4, and 5), and unspent funds of $5.8 million under that contract will be used to initiate the work in Ward 6. To complete the full scope of work in 2025, Toronto Water is requesting authority to award a non-competitive contract to Fer-Pal for the remaining balance of $6,000,000, net of all taxes and charges ($6,105,600 net of Harmonized Sales Tax recoveries) from the date of award to May 31, 2026.

Due to seasonal constraints, this construction work must be completed by November 2025, leaving Toronto Water with insufficient time to conduct a competitive procurement process and complete the construction work. While the watermain lining will be completed in 2025, this contract will also support the associated road and boulevard restoration work, which is scheduled for completion in spring 2026.

Non-competitive procurements may be undertaken where both the proposed procurement and supplier can be justified in good faith based on an exception set out in Toronto Municipal Code Chapter 195, Procurement. These procurements will be proceeding under the exception code related to time constraints where due to the urgency for the delivery of a good and service, time does not permit the competitive solicitation processes and the City has determined in good faith that both the proposed procurement and the selected supplier, along with the terms and conditions of the contract are beneficial to the City (Toronto Municipal Code, Chapter 195, Procurement, Section 7.1B.).

City Council approval is required in accordance with Municipal Code Chapter 195 - Purchasing, where the current request exceeds the Chief Procurement Officer's authority of the cumulative five-year commitment limit for each supplier under Article 7, Section 195-7.3D of the Purchasing By-Law or exceeds the threshold of $500,000 net of Harmonized Sales Tax allowed under staff authority as per the Toronto Municipal Code, Chapter 71-Financial Control, Section 71-11A.

The General Government Committee recommends that:  

1. City Council grant the authority to the Chief Technology Officer, in accordance with Sections 195-6.6 and 195-8.5 of the Toronto Municipal Code Chapter 195 (Procurement), to enter into, and execute a non-competitive contract with Fluree Europe Middle East and Asia commencing from the date of award for an initial term of three (3) years with options to extend the Contract by up to two (2) additional one (1) year periods for up to the total amount set out in Confidential Attachment 1 to the report (June 30, 2025) from the Chief Technology Officer, and the Chief Procurement Officer, subject to terms and conditions acceptable to the Chief Technology Officer.

2. City Council direct that Confidential Attachment 1 to the report (June 30, 2025) from the Chief Technology Officer, and the Chief Procurement Officer, remain confidential at this time as it pertains to criteria to be applied to negotiations carried on or to be carried on by or on behalf of the City of Toronto and be made public at the discretion of the Chief Procurement Officer following the execution of the contract authorized by recommendation 1.

The purpose of this report is to request City Council authority to negotiate and enter a non-competitive contract with Fluree Europe Middle East and Asia, a non-US based supplier for proprietary information management software licences, professional services and related maintenance. The City's current contract with Fluree expires July 31, 2025. This report requests authorization to secure a new contract with the vendor as the sole supplier of the software to allow the City to maintain its licensing and business continuity.

Non-competitive procurements may be undertaken where both the proposed procurement and supplier can be justified in good faith based on an exception set out in Toronto Municipal Code Chapter 195, Procurement. These procurements will be proceeding under the exception related to compatibility, where Fluree Europe Middle East and Asia and the City has determined in good faith that both the proposed procurement and the selected supplier, along with the terms and conditions of the contract are beneficial to the City (Toronto Municipal Code, Chapter 195, Procurement, Section 7.1K.).

The City procured Fluree's (then Mondeca) information products competitively for a seven (7) year term in 2018. The City uses three of Fluree's tools as its enterprise vocabulary management platform for developing and maintaining standardized vocabularies that are then used by staff to describe and organize data and information across City systems. This report requests authorization to secure a new contract for an initial three (3) year term, with options to extend by up to two (2) additional one (1) year periods with the supplier as the sole supplier of the software to allow the City to maintain its licensing and business continuity.

City Council approval is required in accordance with Municipal Code Chapter 195 - Procurement, where the current request exceeds the Chief Procurement Officer's authority of the cumulative five-year commitment limit for each supplier under Article 7, Section 195-7.3D of the Purchasing By-Law or exceeds the threshold of $500,000 net of Harmonized Sales Tax allowed under staff authority as per the Toronto Municipal Code, Chapter 71-Financial Control, Section 71-11A.

The General Government Committee recommends that:

1. City Council authorize the Executive Director, Corporate Real Estate Management, on behalf of the City, to enter into a nominal license agreement (the “License”) with Aboriginal Legal Services Inc., as licensee, for a term of 10 years in respect of the a part of the property located at 1125 Danforth Avenue, more particularly described in Appendix B to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management, and the General Manager, Children's Services hereto, substantially on the terms and conditions set out in Appendix A to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management, and the General Manager, Children's Services, and on such other or amended terms and conditions that are acceptable to the Executive Director, Corporate Real Estate Management and in a form satisfactory to the City Solicitor.

2. City Council authorize each of the Executive Director, Corporate Real Estate Management, and the Director, Real Estate Services, Corporate Real Estate Management severally to execute the License, and any related documents on behalf of the City.

3. City Council authorize the Executive Director, Corporate Real Estate Management, their successors and designates, to administer and manage the License, including the provision of any consents, approvals, waivers, notices (including notices of termination) provided that the Executive Director, Corporate Real Estate Management may, at any time, refer consideration of such matters to City Council for direction and determination.

The purpose of this report is to obtain City Council authority for the City (the "Licensor") to enter into a nominal 10-year license agreement (the “License”) with Aboriginal Legal Services Inc. (the “Licensee”) with respect to a part of the property located at 1125 Danforth Avenue (the “Licensed Area”) for the purposes of providing the Licensee with space to continue operating the Giiwedin Anang Council, an Indigenous family dispute resolution program (the “Program”).

 
The Licensed Area is a portion of the Danforth Early Learning and Child Care Centre, a City-owned and operated child care centre. The Program operates during the off-hours of the child care centre and leverages an otherwise unoccupied space that suits the Licensee’s programming needs. The Licensee operated the Program for one-year as a pilot in the Licensed Area with minimal to no impacts to the operations of the child care centre. The pilot program supported numerous Indigenous families and was well-received by the child care centre and the broader Indigenous community.

The License Agreement allows the Licensee to continue to provide critical culturally relevant services to the Indigenous community, and aligns with the City’s 2022-2032 Reconciliation Action Plan to advance truth, justice and reconciliation by supporting Indigenous-led programs and services that promote healthy child and family development.

The Program has served the Indigenous community since 2008, and is made up of staff from Aboriginal Legal Services Inc. and Indigenous community volunteers. The purpose of the Program is to allow parents, children, extended family, child welfare authorities, and others to come together to develop a plan that meet the needs of the child, often through Talking Circles.

The General Government Committee recommends that:

1. City Council authorize the Executive Director, Corporate Real Estate Management to enter into a nominal lease agreement with Network Child Care Services, as tenant, for a term of ten years with an option to extend for a further period of ten years in respect of the premises located at the property municipally known as 292 Dundas Street West, as more particularly set out in Appendix A to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management, and the General Manager, Children's Services, and illustrated on the location map and floor plan in Appendix B and Appendix C to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management, and the General Manager, Children's Services, respectively, and including such other or amended terms and conditions that are acceptable to the Executive Director, Corporate Real Estate Management and in a form satisfactory to the City Solicitor.

2. City Council authorize severally each of the Executive Director, Corporate Real Estate Management, and the Director, Real Estate Services, Corporate Real Estate Management, to negotiate and execute the Lease, and any related documents on behalf of the City.

This report seeks authority for the City, as landlord, to enter into a ten-year year nominal lease agreement (the “Lease”) with Network Child Care Services, as tenant (the “Tenant”), for the purpose of operating a not-for-profit child care at the newly constructed centre located on the ground and second level of a condominium building at 292 Dundas Street West (the “Leased Premises”). The Tenant, as selected by the General Manager, Children's Services, pursuant to an Expression of Interest process conducted by Children's Services, is expected to operate the child care program at the Leased Premises with occupancy anticipated in the fourth quarter of 2025.

The child care centre was secured by the City as a community benefit as part of an agreement pursuant to Section 37 of the Planning Act.

The General Government Committee recommends that:

1. City Council authorize the City to enter into a lease agreement (the “Lease”) at below market rent with The Neighbourhood Group Community Services (“the Tenant”) for the City premises located at 5220 Yonge St, Toronto as outlined and illustrated in the attached Appendix A and Appendix B to the report (June 27, 2025) from the General Manager, Economic Development and Culture, the Interim Executive Director, Social Development, and the Executive Director, Corporate Real Estate Management, respectively (the “Leased Premises”) for a five-year term with an option to extend for further five-year period, in accordance with the City's Community Space Tenancy Policy and substantially on the terms and conditions set out in the attached Appendix C to the report (June 27, 2025) from the General Manager, Economic Development and Culture, the Interim Executive Director, Social Development, and the Executive Director, Corporate Real Estate Management, and on such other or amended terms and conditions acceptable to the Executive Director, Corporate Real Estate Management, and in a form acceptable to the City Solicitor.

2. City Council authorize each of the Deputy City Manager, Corporate Services, and the Executive Director, Corporate Real Estate Management, severally to execute the Lease, and any related or required documents on behalf of the City to give effect to the Lease.

3. City Council authorize the Executive Director, Corporate Real Estate Management, in consultation with the General Manager, Economic Development and Culture, and the Executive Director, Social Development, to administer and manage the Lease including the provision of any amendments, consents, approvals, waivers, notices, and notices of termination, provided that the Executive Director, Corporate Real Estate Management may, at any time, refer consideration of such matters (including their content) to City Council for its determination and direction.

4. City Council authorize the Executive Director, Social Development, in consultation with the General Manager, Economic Development and Culture, to enter into, execute and administer a Service Level Agreement in respect of the tenancy at the Leased Premises, including the provision for any amendments, eligibility assessment, and annual reporting from the Tenant.

5. City Council pass a By-law pursuant to Section 252 of the City of Toronto Act, 2006, providing authority to:

a. enter into a Municipal Capital Facility Agreement with The Neighbourhood Group Community Services, the landlord, which will lease approximately 3,494 square feet of community space at 5220 Yonge Street (the “Leased Premises”), for the purposes of the provision of Municipal Capital Facility related to social and cultural services; and

b. exempt the Leased Premises from taxation for municipal and school purposes, with the tax exemption being effective from the latest of:

1. the commencement date of the lease;

2. the date the Municipal Capital Facility Agreement is entered into;

3. and the date the Tax Exemption By-law is enacted.

6. City Council direct the City Clerk to give written notice of the Municipal Capital Facility By-law to the Minister of Finance, the Municipal Property Assessment Corporation, the Toronto District School Board, the Toronto Catholic District School Board, le Conseil scolaire Viamonde, and le Conseil scolaire catholique MonAvenir.

This report seeks authority for the City, as landlord, to enter into a five-year nominal lease agreement (the “Lease”) with The Neighbourhood Group Community Services, as a tenant, for approximately 3,494 square feet of space located at 5220 Yonge Street (the “Leased Premises”) for the purposes of providing non-profit social, cultural, and community support services.

The Neighbourhood Group Community Services will deliver a community hub offering integrated social and cultural programs and services, including newcomer services, language classes, settlement services, employment, and peer support services. The space will also be activated by community programming partners (North York Arts, North York Women’s Centre, Toronto Fringe Festival, and North York Seniors) who will provide on-site programs, including arts and culture, seniors' programs, and education and employment support services for women.

This report also seeks authority for the adoption of the necessary by-law to designate the Leased Premises owned by the City as a Municipal Capital Facility and to provide an exemption for municipal taxes and education taxes. The Municipal Capital Facility agreement authorized by the by-law will provide an exemption for the Leased Premises.

The General Government Committee recommends that:

1. City Council authorize the Executive Director, Corporate Real Estate Management, on behalf of the City, as tenant, to enter into a lease extension and amending agreement (the “Lease Extension”) with RioCan Holdings Inc., as landlord, for a further term of 10 years (the "Extended Term") with an option to extend for a further five years in respect of certain premises located at 700 Lawrence Avenue West, Unit 330 (the "Leased Premises"), more particularly as shown in Appendix B and Appendix C to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management, and the General Manager, Toronto Employment and Social Services hereto, substantially on the terms and conditions set out in Appendix A to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management, and the General Manager, Toronto Employment and Social Services, and on such other or amended terms and conditions that are acceptable to the Executive Director, Corporate Real Estate Management, or their designate, and in a form satisfactory to the City Solicitor.

2. City Council authorize severally each of the Executive Director, Corporate Real Estate Management, and the Director, Real Estate Services, to negotiate and execute the Lease Extension, and any related documents on behalf of the City.

The purpose of this report is to obtain City Council authority for the City, as tenant, to enter into a lease extension and amending agreement (the "Lease Extension") with RioCan Holdings Inc. (the "Landlord"), with respect to approximately 43,681 square feet of office space located at Lawrence Allen Centre, 700 Lawrence Avenue West, Unit 330 (the "Leased Premises") operated by Toronto Employment and Social Services, as Lawrence Square Employment and Social Services, for Toronto Employment and Social Services' client-based program administration.

Toronto Employment and Social Services has operated at the Lawrence Allen Centre since 2009, providing services to approximately 6,700 Ontario Works cases through the support of 125 staff. This location serves the Lawrence - Allen neighbourhood by providing financial supports, social supports, and referrals to employment supports for people receiving Ontario Works in Toronto. The existing lease for the Leased Premises is set to expire in the fall of 2025. Following a comprehensive review of the City-owned properties within Toronto Employment and Social Services' catchment area completed by Corporate Real Estate Management and CreateTO, in consultation with Toronto Employment and Social Services, staff have determined there is no suitable City-owned property that meets Toronto Employment and Social Services' operational requirements. The Lease Extension will allow continuity in Toronto Employment and Social Services' service delivery while also providing a sufficient term length to rationalize significant planned capital investments in the Leased Premises.

The rent and other terms and conditions of the Lease Extension reflect current market value according to market research and valuation conducted by Corporate Real Estate Management staff. The Leased Premises will continue to be designated as a Municipal Capital Facility and exempt from realty taxation for municipal and school purposes.

The General Government Committee recommends that: 

1. City Council authorize the City to enter into an agreement of purchase and sale for the fee simple acquisition of the property address identified in Confidential Attachment 1 to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management, substantially on the terms and conditions set out in Confidential Attachment 1 to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management, and on such other terms and conditions that are acceptable to the Executive Director, Corporate Real Estate Management, in consultation with the City Librarian, Toronto Public Library, and in a form satisfactory to the City Solicitor.

2. City Council amend the 2025-2034 Capital Budget and Plan for Toronto Public Library by accelerating cashflow funding in 2025 and 2026 by the amount set out in the Confidential Attachment 1 to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management, offset by reducing cashflow funding, with no debt impact, from years 2027-2031 to the 2025 Capital Budget within the St. Lawrence Relocation and Expansion project (Cost Centre: CLB232-02) to support planned expenditures, including the acquisition of the property identified in Confidential Attachment 1 to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management.

3. City Council authorize the public release of Confidential Attachment 1 to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management following the closing of any purchase transaction.

4. City Council forward the Item and Confidential Attachment 1 to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management to the Toronto Public Library Board for their information.

The purpose of this report is to seek City Council authority for the City to enter into an agreement of purchase and sale for the fee simple acquisition of the property identified in Confidential Attachment 1 (the "Property") for the purposes of relocating the Toronto Public Library’s St. Lawrence Branch, as approved by the Toronto Public Library Board in December 2024.

Toronto Public Library, in collaboration with CreateTO and the City’s Corporate Real Estate Management Division, identified the Property as a potential new site for the St. Lawrence Branch. The Property is privately owned and currently for sale. This new location for the St. Lawrence Branch will deliver a new, long overdue and much-needed larger district library to the community. Compared to the previously considered site at 125 The Esplanade, relocating the St. Lawrence Branch to the newly identified Property presents advantages in terms of cost savings, project timelines, and service delivery.

Toronto Public Library’s Information Technology Department, currently operating out of the City-owned property located at 120 Martin Ross Avenue, will also be relocated to this new site allowing the 120 Martin Ross Avenue property to be repurposed by the City to address other critical municipal uses.

Confidential Attachment 1 to this report identifies the major terms and conditions of the agreement of purchase and sale for the acquisition of the Property negotiated by staff and associated financial implications.

The General Government Committee recommends that:

1. City Council authorize the initiation of expropriation proceedings for the full fee simple interest in all of the laneway located east of the property municipally known as 129 Peter Street (the "Property"), as set out in Appendix A to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management, for the purposes of supporting the ongoing operation of Streets to Homes Assessment and Referral Centre, if the Executive Director, Corporate Real Estate Management, deems it necessary or appropriate to proceed in that manner.

2. City Council grant authority to serve and publish the Notices of Application for Approval to Expropriate the Property, to forward to the Ontario Land Tribunal any requests for inquiries received, to attend the hearing(s) to present the City of Toronto's position, and to report the Ontario Land Tribunal's recommendations to City Council for its consideration.

This report seeks authority to initiate expropriation proceedings for the full fee simple interest in all of the laneway located east of the property municipally known as 129 Peter Street (the “Property”) to support the ongoing operation of Streets to Homes Assessment and Referral Centre. Streets to Homes Assessment and Referral Centre is a 24 / 7 walk-in support hub for individuals experiencing homelessness. The Property is required to provide essential space for secure garbage storage, access to utility meters and vents, and ensuring safe passage for staff.

This is Stage 1 of the expropriation process. Should City Council adopt the recommendations in this report, staff will serve and publish the Notice of Application for Approval to Expropriate Land on each registered owner. Owners, as defined in the Expropriations Act (the "Act"), will have 30 days to request a hearing into whether the City's proposed taking is fair, sound, and reasonably necessary.

Staff will report back to City Council with a Stage 2 report, providing details on property values and other costs, and if a hearing is requested, the report of the Ontario Land Tribunal. The proposed expropriation would only be effected after adoption by City Council, as approving authority, of the Stage 2 report, by registration of an expropriation plan, which would then be followed by the service of notices as required by the Act.

Before the City can take possession of the expropriated property, offers of compensation based on appraisal reports must be served on each registered owner.

The General Government Committee recommends that:

1. City Council authorize the Executive Director, Corporate Real Estate Management, to continue negotiations to acquire the property interests set out in Appendix A (the "Property Requirements") to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management, and as illustrated in the draft reference plans set out in Appendix C to the report (June 27, 2025) from the Executive Director, Corporate Real Estate Management, and City Council authorize the initiation of expropriation proceedings for the Property Requirements, for the purposes of constructing a second exit at Toronto Transit Commission's Summerhill Station, if the Executive Director, Corporate Real Estate Management, deems it necessary or appropriate to proceed in that manner.

2. City Council grant authority to serve and publish the Notices of Application for Approval to Expropriate Land for the Property Requirements, to forward to the Ontario Land Tribunal any requests for hearings that are received, to attend the hearing(s) to present the City's position, and to report the Ontario Land Tribunal's recommendations to City Council for its consideration.

This report seeks authority to initiate expropriation proceedings for permanent and temporary easements in part of the properties municipally known as 10 and 20 Scrivener Square, for the purposes of constructing an exit at Summerhill Subway Station (the "Station") to provide a second means of entry and exit from the Station as part of the Toronto Transit Commission Fire Ventilation Upgrade Project, of which the Second Exit Project (the "Project") is a component.

Subsequent to City Council's authorization in 2021 to expropriate property interests for the construction of the Project, additional easement property interests have been identified by the Toronto Transit Commission, and are necessary to further facilitate the Project. The initial and new easements are incorporated in this report.

This is Stage 1 of the expropriation process. Should City Council adopt the recommendations in this report, City staff may serve and publish the Notice of Application for Approval to Expropriate Land on each registered owner. Owners, as defined in the Expropriations Act (the "Act"), will have 30 days to request a hearing into whether the City's proposed taking is fair, sound and reasonably necessary.

Staff may report back to City Council with a Stage 2 report, providing details on property values and other costs, and if a hearing is requested, the report of the Ontario Land Tribunal. The proposed expropriations would only be effected after adoption by City Council, as approving authority, of the Stage 2 report, by registration of an expropriation plan(s), which would then be followed by the service of notices as required by the Act.

Before the City could take possession of the expropriated properties, offers of compensation based on appraisal reports must be served on each registered owner.

Infrastructure and Environment Committee recommends that:

1. City Council direct the General Manager, Solid Waste Management Services, with the support of the General Manager, Fleet Services, to bring the City's mechanical litter removal (litter vacuum) operations in-house, to be performed and managed by City staff, when the City's existing agreement for Mechanical Litter Removal (Request For Quotation number 6033-19-0187) for downtown Toronto (East Contract) and agreement for Mechanical Litter Collection (Request For Quotation number Doc3060658546) for the west-end of Toronto (West Contract) have ended respectively.

2. City Council authorize the General Manager, Solid Waste Management Services and General Manager, Fleet Services starting in 2025 to make any necessary adjustments as defined in the Financial Impact section to their Divisional capital, operating and reserve budgets, as well as amend their Divisional staffing complement to implement Recommendation 1 above.

3. City Council direct the General Manager, Solid Waste Management Services continue to work in collaboration with the General Manager, Transportation Services to ensure that, where based on availability and operational requirements, mechanical litter removal staff are redeployed during snow events to support the timely clearing of ice and snow from Toronto’s roads and sidewalks and other priority locations such as parks and community centres.

The purpose of this report is to report back to City Council with Solid Waste Management Services' review and analysis of potential service delivery options for the City's mechanical litter removal (litter vacuum) operation which is part of the City's integrated litter program. This report also recommends a service delivery model change to the currently contracted portion of the litter vacuum operations. It presents timelines, operational requirements, financial comparison estimates, and other considerations (resulting from extended producer responsibility transition for Blue Bin recyclables) for the Solid Waste Management Services Division to bring litter vacuum operations in-house once the existing contracts end. The East Contract[1] expires December 31, 2026, and the West Contract[2] expires March 31, 2027.

[1] In this report, Request For Quotation number number 6033-19-0187 for downtown Toronto is referred to as the East Contract.

 
[2] In this report, Request For Quotation number Doc3060658546 for the west-end of Toronto is referred to as the West Contract.