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).

December 11, 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 November 12 and 13, 2025.

Report of the Executive Committee from Meeting 28 on December 9, 2025

Submitted by Mayor Olivia Chow, Chair 

Report of the Corporations Nominating Panel from Meeting 27 on December 8, 2025

Submitted by Councillor Paula Fletcher, Chair 

Report of the Economic and Community Development Committee from Meeting 25 on December 2, 2025

Submitted by Councillor Alejandra Bravo, Chair

Report of the General Government Committee from Meeting 26 on December 8, 2025

Submitted by Councillor Paul Ainslie, Chair

Report of the Infrastructure and Environment Committee from Meeting 26 on December 4, 2025

Submitted by Councillor Paula Fletcher, Chair

Report of the Planning and Housing Committee from Meeting 26 on December 3, 2025

Submitted by Councillor Gord Perks, Chair

Report of the Etobicoke York Community Council from Meeting 27 on November 26, 2025

Submitted by Councillor Stephen Holyday, Chair

Report of the North York Community Council from Meeting 28 on December 5, 2025 

Submitted by Councillor James Pasternak, Chair

Report of the Scarborough Community Council from Meeting 27 on November 27, 2025 

Submitted by Councillor Paul Ainslie, Chair  

Report of the Toronto and East York Community Council from Meeting 27 on November 27, 2025

Submitted by Councillor Chris Moise, Chair

New Business from 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 impact that the FIFA World Cup can be expected to have on the City’s traffic management and the City’s preparedness to continue to meet resident’s needs.

Question 1: What is the anticipated impact on Toronto’s drivers, pedestrian and public transit riders of the increased volume of visitors from June – July 2026 related to the FIFA World Cup, including for matches, community events, and Fan Zone activations?

Question 2: What roads will need to be closed in relation to Fan Zones and the Outer Security Perimeter around Toronto Stadium, how long will the roads be closed, and what is the anticipated impact on Toronto’s drivers, pedestrians and public transit riders?

Question 3: When is the FIFA-mandated transport mobility plan being completed and brought forward to Council?

Councillor James Pasternak, Ward 6, York Centre, has submitted the following Administrative Inquiry:

I am submitting this Administrative Inquiry (under Municipal Code §27-7.11) to obtain information, updates, and details on when City Council will receive an updated staff-recommended Rallies and Protests policy for debate.

Since October of 2023, well over 3,500 rallies and protests have taken place across the City of Toronto, with over 780 hate crime charges laid. These protests, ostensibly aimed at serving as a voice for the Palestinian cause, have destabilized the city through various actions and behaviour. Managing these protests has cost the City over $30 million in police time, and has resulted in the disruption of critical infrastructure. This includes CN Rail Lines, Union Station, the Gardiner Expressway, and numerous Toronto Transit operations, including the Danforth subway line.

Mobs have swarmed the Eaton Centre, Yorkdale, Scotia Plaza, and numerous Jewish-owned stores and restaurants. They have harassed residents in Jewish neighbourhoods such as Bathurst and Sheppard. This anarchy has resulted in the doubling of 911 response times and has hurt businesses due to illegal blocking of streets, calls for discriminatory boycotts of Jewish-owned businesses, etc.

Further, these protests have damaged Toronto’s international reputation as a safe place to live and invest; these same groups sabotaged an official State Dinner with the visiting Prime Minister of Italy and continue to harass elected officials at their community offices and even private homes. Some have suggested that the protests and ensuing incitement had led to a Jewish girls’ school being shot at on three separate occasions, a Jewish owned grocery store being fire-bombed and numerous synagogues vandalized.

It is abundantly clear that Toronto is in desperate need of an enforceable Rallies and Protests policy.

Beginning in February of 2024, City Council adopted a staged approach to introducing a new Rallies and Protests policy. Council adopted a policy framework for the managing and monitoring of rallies and protests that aligned with the City’s Human Rights and Anti-Harassment Policy.

On December 17-18, 2024, Council adopted CC24.2 – Policy Framework – City Response to Demonstrations, directing the City Manager to report to Council in the first quarter of 2025 with “bubble zone” by-laws “with an emphasis on protecting vulnerable institutions such as places of worship, faith-based schools, and cultural institutions.”

On May 21 and 22, 2025, City Council adopted a “bubble zone” by-law amendment to guarantee access to social infrastructure. The framework exercise and adoption of this by-law was a step toward a comprehensive Rallies and Protests policy, but it does not manage the crisis in our city; the existing policy is totally inadequate and cannot deal with the current realities facing the City, as it is neither clear nor enforceable.

The current policy—merely directing would-be protest organizers to a Toronto Police “Notice of Demonstration” form—offers no practical tools, no enforcement thresholds, and no protections for communities experiencing targeted harassment. The result is a policy vacuum that leaves neighbourhoods unprotected and frontline divisions without guidance.

A modern, enforceable Rallies and Protests Policy must include clear enforcement thresholds, prohibitions on targeted residential harassment, standardized response expectations for unplanned demonstrations, and defined roles for both TPS and City divisions. Without these components, the policy cannot translate into predictable, consistent, or equitable public safety.

A city cannot function when long-standing communities feel abandoned by the institutions meant to protect them. Councillors’ offices, City divisions, and Toronto Police Service have received thousands of reports since October 2023, particularly from residents near Bathurst–Sheppard, throughout the downtown core, and around Jewish schools and synagogues.

The reality is that for the many residents who report feeling unsafe walking in their own neighbourhoods during weekly demonstrations, an effective policy cannot come fast enough.

As such, here is my question:

When will the City Manager, together with City staff, present City Council with an effective Rallies and Protests policy that will keep the city safe?

Councillor James Pasternak, Ward 6, York Centre, has submitted the following Administrative Inquiry:

I am submitting this Administrative Inquiry (under Municipal Code §27-7.11) to obtain information, updates and details on the status of the City of Toronto application to the Community Sport and Recreation Infrastructure Fund.

In April 2024, the Province of Ontario announced the Community Sport and Recreation Infrastructure Fund. The Fund is a $200 million capital funding program delivered by the Ministry of Tourism, Culture and Sport (the Ministry) to revitalize existing sport and recreation infrastructure and support the construction of new facilities across the province. Stream 2 covered New Builds/Signature Builds. Under the guidelines, the City of Toronto was eligible to apply for funding under this program. The maximum grant would be capped at $10 million.

What is not clear, is what project(s) the City of Toronto submitted as a priority and whether any funding was secured. The former interim Manager of Parks and Recreation said that the City received notice from the Province of Ontario that when the City’s application was received, funds from the infrastructure program had already been distributed and the budget was spent. The City of Toronto would receive NO funding. However, a member of cabinet and the Member of Provincial Parliament for York Centre has said that Toronto in fact did receive funds. Residents and elected officials in York Centre were led to believe that the funding priority was the Downsview Community Centre because of its link to advancing housing construction on the Downsview lands.

The design and build of the Downsview Community Centre are closely linked to development aspirations on the Downsview Lands. These lands will house approximately 115,000 residents in the coming decades—or about 54,000 units, of which 10 to 20 percent will be affordable. Certain stages in community centre design and build are linked to the building of housing. Downsview residents have been advocating for this community centre for over 25 years.

Here are my questions:

- Did the City of Toronto apply for funding under Ontario’s Community Sport and Recreation Fund?

- If yes, which project(s) were identified by the City for funding?

- Which project(s) at the City of Toronto received funding?

- If no application was submitted, please provide reasons why an application was not submitted.

- If no funding was received, please provide the reasons why the City of Toronto received no funding.

North York Community Council:

1. Forwarded the item to City Council without recommendation.

On February 21, 2025, a complete application to amend the Official Plan and Zoning By-law was submitted at 245-251 Marlee Avenue, 1-7 Romar Crescent and 16 Stayner Avenue (the “subject lands”) to permit a 37 and 35-storey building (118.25 metres and 112.35 metres plus mechanical penthouse) with 886 dwelling units totalling 56,327.5 square metres of residential gross floor area and 650 square metres of retail space on the ground floor (the “proposal”).

On July 7, 2025, the applicant appealed the Official Plan and Zoning By-law Amendment application to the Ontario Land Tribunal citing Council’s failure to make a decision within the timeframes specified the Planning Act. A Case Management Conference has not yet been scheduled.

On July 22, 2025, a complete application for Site Plan Control was submitted. As the Site Plan Application is not subject to the current appeal, this application is held in abeyance pending the outcome of this appeal.

This report recommends that City Council instruct the City Solicitor with the appropriate City staff to attend the Ontario Land Tribunal hearing in opposition to the proposal in its current form, and to continue discussions with the applicant to try to resolve the issues in advance of the hearing.

The City Solicitor recommends that:

1. City Council adopt the recommendations contained in Confidential Attachment 1 to this report from the City Solicitor.

2. City Council authorize the public release of the confidential recommendations contained in Confidential Attachment 1, Confidential Appendix A and Confidential Appendix B to this report from the City Solicitor, if adopted by City Council.

3. City Council direct that all other information contained in Confidential Attachment 1 to this report from the City Solicitor is to remain confidential at the discretion of the City Solicitor, as it contains advice which is subject to solicitor-client privilege.

On August 10, 2015, Zoning By-law Amendment and Official Plan Amendment applications were submitted to the City for the properties at 847-853 Kingston Road to permit the construction of a seven-storey mixed-use building.

On December 29, 2022, the applicant submitted revised Applications after acquiring and incorporating the adjacent property at 855 Kingston Road into its proposal to permit the construction of a 11-storey mixed-use building.

On November 12, 2024, the applicant appealed City Council's neglect or failure to make a decision on its Applications within the prescribed timelines in the Planning Act to the Ontario Land Tribunal.

The City Solicitor requires further directions for the upcoming 15-day Ontario Land Tribunal hearing scheduled to commence on April 13, 2026.  For reasons set out in Confidential Attachment 1, this matter is urgent and cannot be deferred.

Councillor Paula Fletcher, seconded by Councillor James Pasternak, recommends that:

1. City Council direct the City Solicitor to continue to vigorously oppose these nuisance legal proceedings brought by various plaintiffs wishing to stop new housing and shelter projects.

2. City Council direct the Chief Financial Officer to provide a grant to reimburse Consultants named in these legal proceeding for up to $50,000 for their legal fees and disbursements incurred in defending these nuisance actions which are not covered by their insurance underwriters (the “Reimbursement”), provided that:

a) The allegations in the legal proceeding relate to work performed by the Consultant under their respective contract with the City;

b) The Consultant seeking reimbursement provides proof that they carried an appropriate insurance policy that may have been required as part of their contractual relationship with the City;

c) The Consultant provides evidence that they made all reasonable efforts to have their insurance underwriter cover the costs of defending one or more of these actions, including, but not limited to commencing an application for a determination of coverage;

d) The Consultant submits itemized invoices or other detailed billing documents, and proof of payment to the satisfaction of the Chief Financial Officer; and

e) The Chief Financial Officer, in consultation with the City Solicitor, determines that, based on the itemized invoices or other billing documents, the Consultant’s expenses are reasonable given market rates for legal services.

3. City Council deem the Reimbursement made in accordance with Recommendation 2 to be in the interest of the City.

4. The Chief Financial Officer be directed to report through quarterly variance reports from time to time to update Council on any payments of Reimbursements made to Consultants.

The City has committed to a comprehensive plan to build new affordable and supportive housing as part of its HousingTO 2020-2030 Action Plan. The City has also committed to the expansion of its purpose-built emergency homeless shelters through the Homelessness Services Capital Infrastructure Strategy (HCSIS). This expansion is necessary as the City’s shelter system is at capacity, people are turned away from full shelters on a nightly basis, hundreds of individuals are sleeping in encampments, and thousands more are chronically underhoused.

While new shelters have been met with mixed response in their planned locations, a small group of people are forcing the City to defend itself in court. This civil litigation has been brought by various plaintiffs wishing to arrest new housing and shelter projects, including at locations on Cummer Avenue, Adelaide Street West, Wardlaw Crescent, Sheppard Avenue East and Third Street.

Shelter operators and community engagement consultants contracted by the City of Toronto have also been named as defendants in these cases. These operators and consultants have been acting in the public interest, as directed and required pursuant to their contracts with the City of Toronto. In several cases, the plaintiffs are newly created non-profit organizations without assets and may in fact meet the test of a "straw man” for the purposes of bringing litigation and may never be able to pay costs if they are awarded by the court. There is also some evidence that the various plaintiffs in these separate actions are in fact working in concert and retaining the same legal counsel.

This effort to systematically attack shelter operators and consultants is meant to send a message to all potential operators and consultants that they should stay away from this vitally important work to help those who need it most gain shelter. Reimbursing reasonable legal fees of these operators and consultants is in the City of Toronto’s interest to ensure current and future shelter capital projects can move forward and help people experience homelessness access their right to housing.

REASON FOR URGENCY:

Legal proceedings have been commenced against certain shelter operators and consultants.

The Executive Committee recommends that:

1. City Council revise the graduated Municipal Land Transfer Tax rates for high value residential properties containing at least one, and not more than two, single family residences, by amending the thresholds as follows:

2. City Council direct the Chief Financial Officer and Treasurer to implement graduated Municipal Land Transfer Tax rates effective for all transactions registered or upon which Municipal Land Transfer Tax otherwise becomes payable on or after April 1, 2026.

3. City Council amend City of Toronto Municipal Code Chapter 760, Municipal Land Transfer Tax to reflect the changes detailed above.

4. City Council authorize the Chief Financial Officer and Treasurer to amend the City’s Collection Agreement with Teranet to allow Teranet to collect the Municipal Land Transfer Tax in accordance with these changes.

The City can play a role in saving families money. Together, we’ve made choices that help, like saving families $1,200 on grocery bills through the school food program and not raising TTC fares for three years running.

That’s in addition to building more affordable rental homes, and creating more free spaces - like library Sunday hours and more recreation for youth.

We’ve already taken steps in this direction. When I first arrived in 2023, I ask people buying luxury homes to chip in a little more. It was designed as new graduated rates on the MLTT for high-priced homes. In 2024, it impacted only 2% of home-buyers and brought in $138 million in revenue, taking pressure off working and middle class families. That’s revenue that keeps our city running.

It’s clear that the impact of our current economic uncertainty is not being evenly felt across our City. Many people are at risk of losing their jobs and finding it harder to make ends meet. Some continue to do very well. I’m asking the 2% of buyers purchasing luxury homes far beyond what average Torontonians can afford to chip in more. Those who can afford five or ten million dollar homes can afford to pay their fair share.

This motion raises the cost to buy Luxury Homes incrementally - between 0.9% and 1.1% on the graduated rates listed below - to shift the cost of funding our city towards those who can afford it the most.

The Executive Committee recommends that:

1.  City Council receive the report (November 25, 2025) from the Interim Executive Director, Municipal Licensing and Standards, the Executive Director, Housing Secretariat and the Executive Director, Toronto Emergency Management for information.

In May 2025, City Council adopted recommendations from the Ombudsman related to the City’s response to a six-month vital services outage in an unlicensed multi-tenant house (MTH) in 2023, and provided additional directives to staff to ensure supports are in place for tenants (2025.CC30.3).

In September 2023, following a fire in a multi-tenant home, utility providers shut off natural gas and some of the electricity. Tenants called the City for assistance to restore vital services, and ten of the eleven tenants ended up moving out as the outage lasted for six months.  

Addressing vital services disruptions to prevent tenant displacement, and supporting those who become displaced, is a multi-divisional collaborative effort by Municipal Licensing and Standards (MLS), the Housing Secretariat (HS), and Toronto Emergency Management (TEM). Other divisions with roles in responding to a vital service outage, uninhabitable housing, and tenant displacement include Social Development (SD), the Customer Experience Division (CXD), Toronto Fire Services (TFS), Toronto Building (TB), and Toronto Shelter and Support Services (TSSS).

The Ombudsman identified concerns over the adequacy and timeliness of the City’s response and made 27 recommendations, all of which were adopted by Council. These are aimed at improving policies and procedures, staff training and supervision, and responses to vital service outages for MLS, as well as clarifying programs and improving service standards for the EPIC program. City Council provided an additional 6 directives to Municipal Licensing and Standards, Housing Secretariat, Toronto Emergency Management and Customer Experience Division largely around supporting tenants in the event of displacement.

This report provides an update on the inter-divisional work to support the implementation of the Ombudsman’s recommendations and related Council directives. City staff are working closely with the Ombudsman’s Office on implementation, and all recommended actions are either completed or underway. In response to the recommendations, staff have strengthened enforcement processes, improved staff training, and are establishing stronger protocols for interdivisional coordination to better protect tenants affected by vital services disruptions.  

The Executive Committee recommends that:

1. City Council repeal Toronto Municipal Code, Chapter 497, Heating and replace it with the draft By-law attached as Attachment 1 to the report (November 25, 2025) from the Interim Executive Director, Municipal Licensing and Standards, the Executive Director, Environment, Climate and Forestry, and the Medical Officer of Health, effective June 1, 2026, and also make the following amendments to Chapter 497 that will come into force at the same time: 

a. include the requirement that the owner and operator of an apartment building, as defined by Toronto Municipal Code, Chapter 354, Apartment Buildings, with an existing indoor amenity space must maintain a temperature of not more than 26 degrees Celsius from June 1 – September 30 of each year in at least one amenity space if cooling is not provided in all dwelling units, unless the owner or operator can establish that the only way to comply with the requirement is to undertake construction or demolition within the meaning of the Building Code Act, 1992.

2. City Council delete clause F from § 629-38 of Toronto Municipal Code, Chapter 629, Property Standards, effective on June 1, 2026.

3. City Council amend § 354-3.2. B(7) of Toronto Municipal Code, Chapter 354, Apartment Buildings to remove the words struck out and include the underlined words to come into effect on June 1, 2026:

the location of an air-conditioned place a cooled amenity space, as defined in Chapter 497, Indoor Temperature Standards, in the building, including its daily hours of operation, and of other locations on the property that offer relief from uncomfortably warm indoor temperatures, including any other cooling room or shaded areas, if accessible to all tenants;

4. City Council direct the Executive Director, Municipal Licensing and Standards to report back to the appropriate Committee no later than July 2026 with a proposed Maximum Temperature By-law for rental units, considering varying building infrastructure, mechanisms to prevent above guideline rent increases passed on to tenants and informed by a compliance analysis study.

5. City Council direct the Executive Director, Environment, Climate and Forestry or their designates, to continue to deliver an air conditioner assistance program aimed at providing access to air conditioning for low-income and vulnerable households in multi-unit residential buildings in Toronto, subject to the approval of the 2026 budget submission.

6. City Council request the City Manager, in consultation with relevant City Divisions and the Medical Officer of Health, to coordinate engagement with the Government of Ontario including the Ministry of Health to discuss the Government of Ontario’s role in creating programs and allocating funding to mitigate the health impacts of extreme heat on vulnerable populations and the health-care system.

7. City Council reiterate its request to the Government of Ontario to amend the Residential Tenancies Act, 2006, to include cooling as a vital service and establish a maximum indoor temperature standard applicable to all rental units to ensure thermal safety protections are available to tenants.

8. City Council reiterate its request to the Government of Ontario to proclaim into force Bill 97, Helping Homebuyers, Protecting Tenants Act, 2023, to strengthen tenants' rights to install and use a window or portable air conditioner in a rental unit in leased residential premises and examine additional measures to support vulnerable and low-income tenants with associated cooling costs such as the Ontario Electricity Support Program and Low-Income Energy Program, and service disconnection bans.

9. 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 and the Executive Director, Municipal Licensing and Standards.

The Executive Committee considered Items EX28.3, EX28.4 and EX28.5 together.

The Executive Director, Environment Climate and Forestry, the Interim Executive Director, Municipal Licensing and Standards, the Executive Director, Toronto Emergency Management and the Director, Community Recreation, Parks and Recreation gave a presentation on Extreme Heat and Climate Resilience.

Extreme heat is Toronto’s most urgent climate threat, and excessive indoor temperatures are of particular concern for tenants in leased residential premises without cooling equipment like air conditioning (A/C) or heat pumps. Unlike heating, cooling is not considered a vital service[1] by the Government of Ontario.

This report responds to City Council’s endorsement in December 2024 (2024.PH17.5) of a maximum indoor temperature standard of 26 Degrees Celsius for leased residential premises and cooling rooms, and direction for staff to report back on implementation and next steps. In 2025, staff conducted comprehensive stakeholder engagement and procured C40 Cities to examine this topic in Toronto and other North American cities. Feedback and expertise suggest that a maximum indoor temperature will provide health and safety benefits for tenants. However, implementation costs and burdens to rental housing providers that do not currently provide air conditioning are a significant barrier, and costs are expected to be passed to tenants. Any new indoor temperature requirements must also consider relevant provincial legislation, such as the Building Code Act, 1992.

As a result, this report recommends that, in 2026, staff conduct a compliance analysis study of introducing a maximum temperature requirement across different rental unit/building types and the measured impact on tenants (e.g., rent increases). Staff will report back to City Council in 2027 with results of the study. The report back will include recommendations for potential implementation of a maximum indoor temperature requirement in rental units, considering varying building infrastructure, with exceptions to be informed by the compliance analysis study. To help protect tenants from excessive indoor temperature in the short term, staff recommend continuing the City’s Air Conditioning Assistance Program to provide free air conditioning to low-income and vulnerable households. Staff also recommend bylaw amendments to require RentSafeTO apartment buildings cool an existing amenity space during the summer months, if they meet the requirements to comply, beginning June 1, 2026.

This report and the recommendations therein were developed by Municipal Licensing and Standards (MLS) Division in collaboration with Environment, Climate and Forestry (ECF), with input from Toronto Public Health.

Divisions and City agencies that supported the development of this report and that were consulted with include Housing Secretariat, Toronto Emergency Management, Social Development Division, Toronto Employment and Social Services Division, City Planning, Toronto Building, Seniors Services and Long-Term Care Division, People & Equity Division, Toronto Community Housing Corporation, and Toronto Hydro.

This report has been prepared in coordination with two other heat-related reports being presented at the same City Council meeting: Progress and Priorities for Enhancing Toronto’s Climate Resilience (led by Environment, Climate and Forestry) and Strengthening the Heat Relief Strategy (led by Toronto Emergency Management). Together, these reports contribute to a coordinated approach to enhancing heat resilience across Toronto.

[1] Under Ontario’s Residential Tenancies Act, 2006, “vital service” means hot and cold water, fuel, electricity, gas or, during the part of each year prescribed by regulations, heat.

The Executive Committee recommends that:

1. City Council request the Executive Director, Toronto Emergency Management to continue working with the City's Hot Weather Response Coordinating Committee to finalize and implement the draft 2026 Heat Relief Strategy in Attachment 1 to the report (November 25, 2025) from the Executive Director, Toronto Emergency Management, and to review and update the Strategy as appropriate and when necessary.

2. City Council request the Deputy City Manager, Community Development and Social Services to improve the Hardship Fund application process and consider options to enhance accessibility to the Hardship Fund.

3. City Council request the Deputy City Manager, Community and Emergency Services, in consultation with the Chief Communications Officer, to enhance communication regarding the availability of cooling centres targeted to individuals most likely to use these services, including by working with relevant community partners.

4. City Council request the Deputy City Manager, Community and Emergency Services to partner with relevant community agency partners to more effectively activate cooling centres.

The Executive Committee considered Items EX28.3, EX28.4 and EX28.5 together.

The Executive Director, Environment ,Climate and Forestry, the Interim Executive Director, Municipal Licensing and Standards, the Executive Director, Toronto Emergency Management and the Director, Community Recreation, Parks and Recreation gave a presentation on Extreme Heat and Climate Resilience.

The Heat Relief Strategy guides the City of Toronto's response to hot weather, with a goal of minimizing the health impacts of extreme heat. Its primary focus is to provide tailored relief to populations most vulnerable to heat. It is active during the heat season, which runs annually from May 15 to September 30.  

This report will respond to City Council direction MM31.21, which requested City staff to review City’s Heat Relief Strategy (the Strategy) and provide recommendations for enhancement, and MM31.26, , which directed staff improve timely and accurate public updates about pool and recreation facility closures.

Toronto is increasingly experiencing the impacts of climate change, including more frequent, prolonged and extreme heat events. The summer of 2025 was among the hottest in the past decade, with a total of 29 days under a Heat Warning issued by Environment and Climate Change Canada (ECCC).

The first Heat Warning in June 2025 was marked by high heat, with temperatures reaching 34.5°C, and Humidex values that reached 46, the highest Humidex ever recorded in Toronto for the month of June. The severity of this event highlighted areas where the City's response measures needed strengthening, including expanded access to cool spaces, increased water distribution and more coordinated, proactive communications. Challenges were experienced with the operation of public pools during the Heat Warning, requiring additional staffing, enhanced occupational health and safety measures, and a more proactive approach to pool maintenance to support uninterrupted service.

In response, City divisions implemented enhanced measures during summer 2025, and Toronto Emergency Management coordinated an interdivisional review of the Heat Relief Strategy to identify further recommendations for strengthening it.

Building on lessons learned from 2025 and City Council direction, the City is advancing an updated Heat Relief Strategy for summer 2026. Key updates include:

- Improved public communications to provide timely and accurate information about pool operations through the City’s website and 311 Toronto.

- Enhanced occupational health and safety measures and operational readiness for indoor and outdoor pools, including pre-season facility and equipment assessments to provide continuous and reliable operations and safe conditions for staff and the public.

- Improved contingency plans for CampTO to reduce heat exposure for staff and children during the heat season, including the purchase and deployment of portable air conditioning units to ensure every camp had access to a designated cool space.

- Expanded access to cool spaces, including the introduction of a 24-hour cool space during Heat Warnings.

- Dedicated engagement with vulnerable populations, including the dissemination of heat-related information and, in some cases, direct check-ins during heat events. Building on a 2025 Canadian Red Cross pilot, future outreach pilots will be explored, informed by best available evidence and approaches scalable to a city the size of Toronto.

- Expanded access to drinking water through deployment of water trailers and distribution of bottled water.

- Strengthened emergency management, including a pre-season tabletop exercise in April 2026 and continuing to convene the Heat Warning Table ahead of forecasted alerts to coordinate Heat Warning-activated services.

This report has been prepared in coordination with two other climate-related reports being presented to City Council: Progress and Priorities for Enhancing Toronto’s Climate Resilience (led by Environment, Climate and Forestry) and Towards Implementing a Maximum Indoor Temperature Requirement for Rental Units and Cooling Rooms (led by Municipal Licensing and Standards, co-signed by Toronto Public Health and Environment, Climate and Forestry). Together, all three reports contribute to a coordinated approach to enhancing immediate and long-term heat resilience across Toronto. The Heat Relief Strategy will be updated after City Council considers these two related reports, ensuring alignment across all three initiatives.

The 2026 Heat Relief Strategy will be finalized and posted publicly on the City's website by May 1, 2026.

The Executive Committee recommends that:

1. City Council adopt the Climate Change Resilience Workplan, as presented in Attachment 2 to the report (November 25, 2025) from the Executive Director, Environment, Climate and Forestry and City Council direct the Executive Director, Environment, Climate and Forestry to lead its implementation in collaboration with the applicable City Divisions.

2. City Council direct that the Item be forwarded to Toronto Community Housing Corporation Board, Toronto Hydro Corporation Board, Toronto and Region Conservation Authority Board, Toronto Public Library Board, and the Toronto Transit Commission Board for their consideration and request the Boards to consider actions they can take to address climate change risks, and participate in the Climate Change Resilience Workplan as presented in Attachment 2 to the report (November 25, 2025) from the Executive Director, Environment, Climate and Forestry.

3. City Council authorize the Executive Director, Environment, Climate and Forestry, or their designate, until December 31, 2028, to negotiate, enter into and execute non-procurement agreements, as may be required, to support the implementation of the Climate Change Resilience Workplan, as presented in Attachment 2 to the report (November 25, 2025) from the Executive Director, Environment, Climate and Forestry, with City of Toronto Agencies and Corporations, and with the non-profit, private and public sectors to:

a. collaborate on research, projects, forums or initiatives;

b. provide in-kind and/or financial support from the approved Environment, Climate and Forestry Division budget and that is within the Executive Director, Environment, Climate and Forestry financial authority;

c. data sharing; and/or

d. accept funding and/or in-kind support,

with each non-procurement agreement being on such terms and conditions acceptable to the Executive Director, Environment, Climate and Forestry, and each being in a form satisfactory to the City Solicitor.

4. City Council direct the Executive Director, Environment, Climate and Forestry, in consultation with the applicable City Divisions, to develop a Climate Change Adaptation Action Plan for the City, as outlined under Action 1.2.1 in the Climate Change Resilience Workplan, as presented in Attachment 2 to the report (November 25, 2025) from the Executive Director, Environment, Climate and Forestry, and report back to City Council by the second quarter of 2027 with information on feasibility, cost and accountability for climate change adaptation actions proposed for the City.

5. City Council direct the Chief Financial Officer and Treasurer, in collaboration with the Executive Director, Environment, Climate and Forestry, and the General Manager, Parks and Recreation, to develop a workplan to improve integration of climate risks and impacts and incorporate natural assets into the City’s asset management planning process, in line with improvement initiatives currently identified in the City of Toronto's 2025 Corporate Asset Management Plan, and reflect these developments and enhancements as part of the 2030 update to the Corporate Asset Management Plan.

6. City Council direct the Executive Director, Environment, Climate and Forestry, with the support of the Executive Director, Financial Planning, to report back to the Infrastructure and Environment Committee in the second quarter of 2027 on the feasibility of amending Toronto Municipal Code Chapter 669, Climate Change Goals and Governance, to include climate resilience and climate change adaptation in the Carbon Budget Report.

7. City Council direct the Executive Director, Environment, Climate and Forestry, and the Director, Indigenous Affairs Office, in collaboration with the applicable City Divisions, to identify and encourage the adoption of new approaches to engaging with Indigenous communities on stewardship of lands and waters that respect, honour and enable Indigenous-led climate action.

The Executive Committee considered Items EX28.3, EX28.4 and EX28.5 together.

The Executive Director, Environment, Climate and Forestry, the Interim Executive Director, Municipal Licensing and Standards, the Executive Director, Toronto Emergency Management and the Director, Community Recreation, Parks and Recreation gave a presentation on Extreme Heat and Climate Resilience.

In 2024, Toronto City Council directed Environment, Climate and Forestry to report back on current and future climate resilience initiatives across the corporation, provide a refreshed governance approach to climate resilience, identify climate resilience priorities and discuss Indigenous worldviews and relationships in climate resilience planning. This report responds to this direction, and has been prepared in coordination with two other heat-related reports being presented to City Council: Towards Implementing a Maximum Indoor Temperature Requirement for Rental Units and Cooling Rooms, led by Municipal Licensing and Standards Division (and co-signed by Toronto Public Health and Environment, Climate and Forestry), and Strengthening the Heat Relief Strategy, led by Toronto Emergency Management. Together, these reports contribute to a coordinated approach to enhancing heat resilience across Toronto.

Toronto’s climate is changing, with extreme heat and flooding from heavy rainfall two of the city’s most urgent climate hazards. Extreme heat is projected to escalate rapidly in the coming decades, making it the most pressing concern. High winds, poor air quality and severe winter weather also pose risks to the city. Most risks are expected to intensify over the coming decades, with growing impacts on public health, infrastructure, mobility, access to services and natural systems. Importantly, the impacts are not felt equally, making equity a critical consideration in building climate resilience.

Two essential types of climate action are mitigation, which means reducing greenhouse gas emissions to limit future climate change, and adaptation, which involves preparing for and responding to the impacts we are already experiencing and those to come. Effective adaptation strengthens Toronto's overall climate resilience, with evidence consistently showing that it delivers long-term benefits that outweigh the costs.

City Divisions are already taking important actions to build climate resilience, including actions to address heat, flooding and other climate risks through emergency preparedness, seasonal planning and dedicated initiatives. Despite these efforts, more is needed to close gaps and plan for risks that will continue to escalate in coming decades, coordinate and direct efforts and resources where they are needed most, connect long-term planning with seasonal planning and short-term response and ensure climate risks are considered in the mandates of City Divisions. The City also needs to fill information gaps, clarify accountabilities and specify resourcing needs for climate change adaptation actions.

Staff will convene an Oversight Table for Climate Resilience, co-chaired by Environment, Climate and Forestry and Toronto Emergency Management, to reflect the importance of connecting long-term climate resilience planning and seasonal preparedness and emergency response to extreme weather events. The Oversight Table will be composed of City Division Heads with representation from each City service area and will be supported by interdivisional working tables, including a wider range of City Divisions, Agencies, and Corporations, to generate a Climate Change Adaptation Action Plan. This Plan will enable the City to address the risks identified in the City's new climate change risk and vulnerability assessment. The climate change adaptation action planning process will also include engagement with residents to ensure actions are inclusive and locally relevant, and to generate data to support decision-making.

Complementary work to embed climate risk considerations into existing cross-corporate decision-making processes, such as asset management and budget planning, will further enable climate change adaptation actions to be identified, prioritized and addressed systematically. Over time, these changes will be mainstreamed into annual operations, strengthening decision-making to account for future climate conditions.

This governance approach will be coordinated by Environment, Climate and Forestry as described in the attached Climate Change Resilience Workplan (Attachment 2). This approach is recommended over the creation of a singular Chief Resiliency Officer position, as it builds on and leverages existing expertise, Division-specific authorities and responsibilities and limits duplication or uncertainty around accountabilities.

This report also recognizes that Indigenous climate solutions are an essential companion to Western climate science approaches. Indigenous communities led and maintained the health of these lands and waters, and the living beings that are here, since time immemorial. As it works toward climate resilience, the City seeks to honour this knowledge and work alongside Indigenous communities to enable approaches that centre reciprocity and kinship with all beings and collective prosperity.

The Executive Committee recommends that:

1. City Council direct the Chief Planner and Executive Director, City Planning, the General Manager, Parks and Recreation, the General Manager, Transportation Services and the General Manager Toronto Water to work with the Toronto and Region Conservation Authority and report back to the Executive Committee in the third quarter of 2027 with a progress update on delivery of the Scarborough Waterfront Project and the Scarborough Bluffs West Comprehensive Environmental Assessment, including funding requirements and a next steps action plan.  

2. City Council direct the Chief Planner and Executive Director, City Planning, the General Manager, Parks and Recreation, the General Manager, Transportation Services and the General Manager Toronto Water to work with the Toronto and Region Conservation Authority to advance a planning process for the Etobicoke Waterfront from Etobicoke Creek to the Humber River to identify, prioritize and coordinate potential projects for funding and delivery.

3. City Council direct the City Manager, in consultation with the Director, Waterfront Secretariat and the Toronto and Region Conservation Authority to continue pursuit of intergovernmental funding opportunities to advance wider waterfront projects.

This report responds to MM24.20 (December 2024), where City Council requested that staff, in collaboration with the Toronto Region Conservation Authority and Waterfront Toronto, report back on opportunities to advance wider waterfront initiatives outside of the central waterfront and Designated Waterfront Area, "including City and Toronto and Region Conservation Authority joint projects on the Scarborough and Etobicoke portions of the Lake Ontario Waterfront that could benefit from funding from senior levels of government so as to inform inter-governmental discussions and funding requests, and 2026 budget deliberations."

The waterfront has been of great public interest for a long time. Published in 2000, Our Toronto Waterfront: Gateway to the New Canada (Gateway Report) provided the original vision for Toronto's waterfront.

The Next Phase of Waterfront Revitalization report that was approved by City Council in 2022 directed staff to actively advance and pursue intergovernmental support for projects in the full 43-kilometer “wider waterfront”, extending from Etobicoke Creek in Etobicoke to the Rouge River in Scarborough which for areas needing investment in parks, natural heritage, active transportation and environmental protection and resilience.

As directed, staff have continued intergovernmental dialogue on wider waterfront funding priorities as a part of discussions on the Next Phase of Waterfront Revitalization. As noted in EX19.2, all governments continue to be focussed on the need to invest in enabling infrastructure that would advance significant housing opportunities in the central waterfront. The Next Phase of Waterfront Revitalization resulted in $5 million of funding being secured for wider waterfront initiatives in recognition of its alignment with the original vision for city-wide waterfront revitalization. Funding will be used to advance preliminary studies and design necessary to establish shovel ready projects for future capital funding opportunities. Advancing projects to be ready for future federal and provincial funding opportunities is a key priority of the Wider Waterfront Coordination Table which was established to improve coordination between and across the Toronto and Region Conservation Authority and City divisions.

While the needs identified by the Wider Waterfront Coordination Table are large, a substantial set of projects have been completed or are currently underway in Scarborough, the Toronto Island Park, the Western Beaches and Etobicoke. This report outlines progress underway and recommends direction to staff that will further enable implementation.

Specifically, it is recommended that City Council direct staff to undertake a comprehensive waterfront planning exercise for the Etobicoke Waterfront, between the Etobicoke Creek and the Humber River. Staff would undertake this vision/ strategy beginning in 2026 and report back in 2027. This work would be led by Toronto and Region Conservation Authority with support from the Waterfront Secretariat and staff in various divisions including City Planning, Development Review, Parks and Recreation, Transportation Services and Toronto Water.

Overall, the work described in this report will continue to be coordinated through the Wider Waterfront Coordination Table and will be conducted in collaboration with local Councillors and include public and Indigenous engagement. Together, the implementation of ongoing projects and launching the work program as recommended in this report will set the stage for new revitalization opportunities, improved public access and more resilient natural systems along the 43-km waterfront from Etobicoke Creek to the Rouge River.

The Executive Committee recommends that:

1. City Council, as shareholder, direct the Toronto Port Lands Company Board of Directors to direct the Chief Executive Officer, CreateTO to negotiate and execute an amendment to the Ground Lease between the City of Toronto Economic Development Corporation and Basin Media Studios GP Inc., as general partner for and on behalf of Basin Media Studios LP, dated August 29, 2022, as amended, substantially in line with the proposed changes outlined in Confidential Attachment 1 to the report (November 25, 2025) from the Deputy City Manager, Corporate Services and the Deputy City Manager, Community and Emergency Services and in a form approved by the Chief Legal Counsel, CreateTO.

2. City Council direct that Confidential Attachment 1 to the report (November 25, 2025) from the Deputy City Manager, Corporate Services and the Deputy City Manager, Community and Emergency Services remain confidential in its entirety, as it contains information about a position, plan, or instruction to be applied to negotiations carried on or to be carried on by or on behalf of the Board of Directors of Toronto Port Lands Company.

The purpose of this report is to seek City Council's approval to change certain terms previously approved by Council to amend the Ground Lease between Toronto Port Lands Company (TPLC), legally the Toronto Economic Development Corporation, and Basin Media Studios GP Inc. (the "Tenant") related to the Basin Studios project at 29 and 75 Basin Street. This report has been prepared by staff from the City of Toronto and CreateTO.

The Basin Studios project is an approximately $300 million, purpose-built, state-of-the-art film, television, and digital media hub in Toronto’s Port Lands. The development encompasses over 485,000 square feet of new purpose-built studio and support space, including 12 new sound stages. The project site involves an approximately 8.9-acre property owned by Toronto Port Lands Company at 29 Basin Street (the "29 Basin Property") and 5-acre property owned by the Tenant at 75 Basin Street (the "75 Basin Property"). 

The proposed changes to the Ground Lease amending terms are summarized in Confidential Attachment 1. These changes are requested in response to current and ongoing challenges faced by the project since 2021, which have been exacerbated by a renewed protectionism of the US film industry since the arrival of the second Trump Administration, adding additional uncertainty to the investment environment for new film studio development in Toronto. 

CreateTO and City staff are satisfied that the proposed amendments will support the viability of the project in the future and do not introduce any new financial liabilities or risks to the City. The recommendations within this report support the commitments of key City of Toronto strategies that support economic and cultural development, notably the Action Plan for Toronto's Economy, the Action Plan for Culture in Toronto, and the Mayor's Action Plan in Response to US Tariffs.

The Executive Committee recommends that:

1. City Council approve the 2026 Tax and Rate Supported Interim Operating Spending Authorities totalling $5.353 billion as detailed by City Division and Agency in Appendix 1 to the report (November 25, 2025) from the Chief Financial Officer and Treasurer.

The purpose of this report is to establish 2026 interim spending authorities for City Divisions and Agencies before the final adoption of the 2026 Tax and Rate Supported Operating and Capital Budget and Plan. The interim spending authority will allow Divisions and Agencies to continue to deliver current services, meet existing contractual commitments, and continue work on previously approved capital projects until such time as the 2026 budgets are adopted. The 2026 Tax and Rate Supported Operating and Capital Budgets are expected to be adopted in February of 2026.

It should be noted that no funding for new or enhanced services or new capital projects, which are subject to budget adoption, is included in the recommended 2026 Interim Spending Authorities contained in this report.

The 2026 Tax and Rate Supported Interim Operating Spending Authorities total $5.353 billion. The 2026 Tax and Rate Supported Interim Capital Spending Authorities total $2.797 billion, including previously approved debenture financing of $0.772 billion.

The Executive Committee recommends that:  

1. City Council adopt Parts a, b and c below and authorize the Chief Financial Officer and Treasurer and the General Manager, Toronto Water to implement a phased-in approach to increase the current 30 percent discount for Block 2 industrial consumers to 35 percent, as compared to the Block 1 rate, by applying an annual rate increase limited to a minimum of a third of the water and wastewater rate increase for Block 1 customers, expected over the next three years (2026 – 2028) or until the 35 percent discount threshold is reached:

a. effective January 1, 2026, an interim 3.75 percent rate increase for Block 1 and an interim 1.25 percent rate increase for Block 2  water and wastewater consumption rates (paid on or before the due date) charged to metered consumers as shown below and in Appendix A attached to this report:

b. effective January 1, 2026, an interim increase of 3.75 percent to the water and wastewater consumption rates (paid on or before the due date) charged to flat rate consumers, as set out in Appendix A to the report (November 25, 2025) from the Chief Financial Officer and Treasurer and the General Manager, Toronto Water; and

c. effective January 1, 2026, the water and wastewater interim service fees, as set out in Appendix B to the report (November 25, 2025) from the Chief Financial Officer and Treasurer and the General Manager, Toronto Water.

2. City Council adopt, with respect to assistance for low-income seniors and low-income disabled persons:

a. effective January 1, 2026, the interim water rebate for eligible low-income seniors and low-income disabled persons be set at a rate of $1.4589 per cubic metre, representing a 30 percent reduction from the Block 1 rate (paid on or before the due date).

3. City Council amend the following service descriptions in Chapter 441 (Appendix D) of the Municipal Code, by replacing them with the new service descriptions below, per Appendix C to the report (November 25, 2025) from the Chief Financial Officer and Treasurer and the General Manager, Toronto Water:

4. City Council amend the service descriptions for fees with Ref. No. 1, 2, 4 ,5, 6, 45 and 46 in Chapter 441 (Appendix D, Schedule 2) of the Municipal Code from Revenue - Distribution and Collection to Revenue - Capital Planning & Implementation, as outlined in Appendix C to the report (November 25, 2025) from the Chief Financial Officer and Treasurer and the General Manager, Toronto Water.

5. City Council authorize that the necessary amendments be made to Municipal Code Chapter 441 - Fees and Charges, Municipal Code, Chapter 849 - Water and Sewage Services and Utility Bill, and any other necessary Municipal Code Chapters as may be required, to give effect to City Council's decision.

6. City Council authorize the City Solicitor to introduce any necessary Bills required to give effect to City Council's decision and authorize the City Solicitor to make any necessary clarifications, refinements, including stylistic, format and organization, minor modifications, technical amendments or By-law amendments as may be identified by the City Solicitor, the Chief Financial Officer and Treasurer, and the General Manager, Toronto Water. 

7. City Council direct the General Manager, Toronto Water, with support from the General Manager, Economic Development and Culture, to take actions to improve uptake of the Block 2 Program from potentially eligible water consumers to further support industry competitiveness.

This report recommends the adoption by City Council of 2026 interim water and wastewater consumption rates and service fees as set out in this report. The adoption of these interim rates and fees is requested in advance of the 2026 Tax and Rate Supported Operating and Capital Budgets in order to establish these rates and fees and provide City staff with the necessary authority to implement them effective January 1, 2026. The recommended interim rates are established to meet Toronto Water operating and budget requirements which will be considered through the 2026 Operating and Capital Budget process ("2026 Budget Process"). These rates may be amended by City Council when the 2026 Rate supported Operating and Capital Budgets are adopted, which is expected in the first quarter of 2026.

Accordingly, this report recommends, effective January 1, 2026, an interim 3.75% water and wastewater consumption rate increase, as well as inflationary and cost recovery increases for certain existing water and wastewater service fees, reflecting the cost of providing these services.

This report also provides additional information on water consumption, as well as further details on the recommended interim 2026 water and wastewater consumption rates and service fees.

The Executive Committee recommends that:

1. City Council adopt, effective January 1, 2026, the interim Solid Waste Management Services Rates and Fees as summarized by customer group in Appendix A to the report (November 25, 2025) from the Chief Financial Officer and Treasurer, and the General Manager, Solid Waste Management Services and detailed in Solid Waste Management Services Municipal Code Chapter 441 – Fees and Charges in Appendix B to the report (November 25, 2025) from the Chief Financial Officer and Treasurer, and the General Manager, Solid Waste Management Services.

2. City Council authorize that the necessary amendments be made to the Municipal Code Chapter 441 – Fees and Charges, and any other necessary Municipal Code Chapters as may be required to give effect to City Council's decision.

3. City Council authorize the City Solicitor to introduce any necessary Bills required to give effect to City Council's decision and authorize the City Solicitor to make any necessary refinements, including stylistic, format and organization, as may be identified by the City Solicitor, the Chief Financial Officer and Treasurer, and the General Manager, Solid Waste Management Services.

4. City Council direct that all the interim rates, fees and charges set out in Appendix A to the report (November 25, 2025) from the Chief Financial Officer and Treasurer, and the General Manager, Solid Waste Management Services, adopted by City Council in Recommendations 1 and 2 above, continue in full force and effect until such time as they are amended or repealed by City Council.

This report recommends the adoption by City Council of interim 2026 Solid Waste Management Services Rates and Fees as set out in this report. The adoption of these interim rates and fees is requested in advance of the 2026 Tax and Rate Supported Operating and Capital Budgets to establish these interim rates and fees and provide City staff with the necessary authority to implement them effective January 1, 2026.

City Council may amend the interim rates when the 2026 Tax and Rate Supported Operating and Capital Budget is approved, which is expected in February 2026.

This report recommends an interim 3.75% increase in Solid Waste Management Service rates and fees effective January 1, 2026. The recommended increase, shown in Table 1 below by customer grouping, will allow Solid Waste Management Services to maintain all current service levels and address future capital needs.

Table 1: Interim Solid Waste Management Services Rates and Fees effective January 1, 2026

The Executive Committee recommends that:

1. City Council receive the report (November 3, 2025) from the Chief Financial Officer and Treasurer for information.

The purpose of this report is to provide the following information:

1. Performance of the Funds for the six month period ending June 30, 2025

2. General Market Update and Benchmark Performance

3. Compliance to the Council adopted City of Toronto Investment Policy

The General Group of Funds (General Fund) hold the working capital and amounts designated for the City's reserves and reserve funds. The General Fund is comprised of two pools of investments: (a) the Short Term Fund (liquidity funds managed internally), and (b) the Long Term Fund (funds not immediately required managed by the Toronto Investment Board). The General Fund had a book return of 1.7 per cent and generated $179.0 million for the six months ending June 30, 2025. 

During the first half of 2025, there was a larger than expected drawdown from Short Term Fund (STF). On average, the Short Term Fund, including the short-term investments of the Long Term Fund (LTF), was about 43 per cent of the overall General Fund compared to 48 per cent from the pre-pandemic level in 2019. Although this lower weight does not pose a liquidity concern, it will lower projected earnings from Short Term Fund in the near future.

Staff re-assessed the City's liquidity position in late 2023 and advised the Chief Financial Officer and Treasurer (CFO&T) that excess funds within the Short Term Fund were available for longer term investment. Overall, $2 billion was transferred from STF to the LTF in four quarterly installments during 2024.

The Sinking Fund (SF) portfolio is separate from the General Fund and holds the investment funds for future debt repayments. For the six months ending June 30, 2025, the Sinking Fund portfolio had a book return of 1.2 per cent and generated $32.6 million in income.

Since January 1, 2018, the City's long-term investments (Long Term Fund and Sinking Fund) have been managed by the Toronto Investment Board (Board) under a Council adopted Investment Policy which is based on the prudent investor standard. Investment portfolios of different asset classes have been progressively phased in to make use of the broader range of investments that have become available. Although, the potential for volatility in total returns over the short-term investment horizon still exist, the overall portfolio risk has been reduced through asset mix diversification. The overall risk-adjusted total returns over the long-term investment horizon are expected to be higher.

The Board currently provides oversight of four external fixed income managers, four external global equity managers and two real asset managers that invest the long-term investments. As at June 30, 2025, approximately 94 per cent of the Sinking Fund and 97 per cent of the Long Term Fund were managed by external investment managers. Both fixed income and equity investment asset classes are fully funded in accordance with the target asset mix in the Investment Policy with 70 per cent allocated to fixed income and 20 per cent to global equities. The remaining 10 per cent is allocated to real assets of which approximately 5 per cent has been funded to two global real estate mandates. The final 5 per cent of the real asset category will be directed to global infrastructure mandates in the near future. Adding real assets to the current investment portfolios will enhance the overall portfolios' risk-adjusted investment return and complete the Council approved policy target asset mix.

The Toronto Investment Board has contracted a third-party data provider in order to monitor and report on the high-level Environmental, Social, and Governance (ESG) attributes of the City's long-term investment portfolios. This investment fund-level ESG reporting process will complement the existing corporate-level ESG performance report. At the end of June 2025, the City's ESG score on the LTF was "A" and SF score was "AA", both aligned or outperformed the selected market benchmark as depicted in the investment policy.

For the year 2024 and first six months of 2025, all funds managed are compliant with the Investment Policy. The City's auditor, KPMG LLP, performed the Investment Policy compliance audit during the second half of 2025 and no issues were noted.

The Executive Committee recommends that:

1. City Council approve in-year budget adjustments to Previously Approved Capital Budget and Plan, as detailed in Appendices 2a and 2b to the report (November 25, 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 nine month period ended September 30, 2025, as well as the projected 2025 year-end expenditures. Furthermore, this report seeks Council's approval for in-year budget adjustments to the previously approved Capital Budget and Plan as outlined in Appendix 2a and Appendix 2b of this report.

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

Table 1: Capital Variance Summary 

Capital spending for the first nine months of 2025 totals $3.140 billion, or 48.8% of the 2025 Approved Budget, representing an improvement compared with the five-year historical average of 41.9% for the same period. This upward trend is a positive indication as the City moves toward year-end. Spending levels will continue to be monitored with update to be provided in the final variance report following the 2025 year-end closure.

The Executive Committee recommends that:

1. City Council approve the budget adjustments and any associated complement changes detailed in Appendix D to the report (November 25, 2025) from the Chief Financial Officer and Treasurer to amend the 2025 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 nine months ended September 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 September 30, 2025.

Table 1: Tax-Supported Operating Variance Summary 

As detailed in Table 1 above, for the nine-month period, Tax-Supported Operations experienced an unfavourable net variance of $8.2 million. A favourable net variance is projected at year-end of $97.4 million.

It is important to note that the financial information presented is as of September 30, which is a snapshot in time and the year-end projection is based on current and expected future activities as known and anticipated.

Rate-Supported Programs:

Rate-Supported Programs reported a favourable year-to-date net variance of $57.2 million. At year-end, Rate-Supported Programs are projecting a favourable variance of $48.8 million.         

Table 2: Rate-Supported Operating Variance Summary 

The favourable year-to-date variance and favourable year-end projection is driven by Toronto Water and Solid Waste Management Services, with the favourable projection to year-end 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 of Toronto Parking Authority’s surplus is allocated to the City, with the remaining twenty-five percent reinvested in Toronto Parking Authority’s capital projects, which is consistent with an Income Sharing Agreement.

The Executive Committee recommends that:

1. City Council direct that a total of $84.0 million be transferred between reserves and discretionary reserve funds and that following these transfers 20 aged reserves and discretionary reserve funds be closed out, as detailed for both transfers and close outs in Appendix F to the report (November 25, 2025) from the Chief Financial Officer and Treasurer.

The City of Toronto (City) maintains obligatory reserve funds 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 nine months ended September 30, 2025.

Obligatory Reserve Funds

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

For the nine-month period ended September 30, 2025, the City’s obligatory reserve funds increased from $6,726.4 million to $7,963.3 million. The increase of $1,236.9 million was primarily driven by monies received from water and wastewater rate revenue, development and planning act contributions, provincial new deal funding and the federal housing accelerator fund.

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 $433.2 million over the nine-month period ended September 30, 2025, going from $5,612.8 million to $6,046.0 million. This net increase is the result of Council-authorized contributions for capital investments in housing, capital infrastructure, operational support and vehicle and equipment replacement. The majority of the City's Reserves and Discretionary Reserve Funds balances ($5,752.7 million, or 95.1 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 ($293.3 million, or 4.9 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 1.6 percent of the total 2025 approved Operating Budget of $18,849.1 million.

There are total commitments and obligations of $41,066.7 million against the $14,009.3 million balance in committed reserves, discretionary reserves and obligatory reserve funds consistent with the approved 10-Year Capital Plan and other requirements and obligations. These commitments and obligations are almost three times the current reserve, discretionary reserve fund and obligatory reserve fund balances, requiring continued reserve contributions to support planned expenditures. A further breakdown of the City’s current balances in comparison to planned operating and capital expenditures, including both obligatory reserve funds and discretionary reserve funds, can be found in Appendix E.

The Executive Committee recommends that:

1. City Council amend §140-5 of Municipal Code Chapter 140, Lobbying, by adding the following new provision:

§140-5K. Communications during City-established advisory or working bodies.
 

Communications that occur during meetings of a working group, roundtable, task force, advisory committee, or similar body established and convened by the City Manager or by a city division, for the purpose of providing advice or input to City staff or officials, provided that:

1. The body has a written mandate and was formally established before the meeting, as a multi-member group with a continuing advisory function;

2. Its mandate, membership, and meeting records identifying participants and summarizing subject matter discussed are publicly disclosed and accessible;

3. The participant is attending at the request of a city official, employee, or agency;

4. The participant does not use the meeting to seek, promote, or endorse contracts, grants, or other benefits for their employer or client; and

5. This exemption applies only to communications made during meetings convened under the body’s mandate, not to private, serial, or follow-up communications before or after, or to individual or informal meetings described as advisory.

It is recommended that a new section be added to Chapter 140 of the Toronto Municipal Code, Lobbying (the Lobbying By-law), to exempt communications that occur during structured meetings of roundtables, working groups, advisory committees, and similar bodies established by City divisions or the City Manager for the purpose of providing advice or input to staff.

The proposed addition addresses an inconsistency in the Lobbying By-law's application that arises from the distinction between advisory bodies appointed by Council (whose members are considered public office holders and exempt from registration) and those established solely by City staff (whose participants may be required to register as lobbyists). This discrepancy creates confusion and may discourage public engagement.

The proposed exemption is narrowly scoped and conditional, maintaining transparency and integrity while removing unnecessary barriers to stakeholder consultation.

The Executive Committee recommends that:  

1. City Council establish a Vice-Chair position for the Administrative Penalty Tribunal from one of the 25 public member positions appointed by City Council by amending Toronto Municipal Code, Chapter 610, Penalties, Administration, as follows:

a. require the Administrative Penalty Tribunal to consist of 25 members appointed by Council, inclusive of a Chair and Vice-Chair;

b. require the Vice-Chair to be selected by the members of the Administrative Penalty Tribunal at a Business Meeting through a simple majority vote and that such vote be publicly recorded; and

c. authorize the Vice-Chair to have all the powers and to perform all of the duties of the Chair of the Administrative Penalty Tribunal in the absence of the Chair as well as any other duties that may be required of the Vice-Chair.

2. Subject to adoption of Recommendation 1 above, City Council adopt a stipend rate for the Administrative Penalty Tribunal Vice-Chair of $6,250, pro-rated on an annual basis from the time of appointment.

3. 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, the Executive Director, Court Services and the City Manager.

The role of the Chair is critical to the consistent functioning and decision-making of the Administrative Penalty Tribunal. In addition to serving as a Hearing Officer, the responsibilities of the Chair include ensuring that hearing practices of the Administrative Penalty Tribunal are fair and effective, ensuring quality and consistency of Administrative Penalty Tribunal decisions, and chairing the business meetings of the Administrative Penalty Tribunal among other responsibilities.

This report recommends the creation of a Vice-Chair position on the Board, which is intended to reduce the risk of inconsistent decisions and operational disruption by serving as Chair in the absence the Chair or during a vacancy of the Chair's position. As well, a Vice-Chair could assist the Chair in managing their responsibilities and transitioning when a new Chair is appointed. The 2023 and 2024 annual report of the current Chair of the Administrative Penalty Tribunal recommended consideration of a Vice-Chair as a member of the Tribunal for these reasons.  

Based on the proposed role of the Vice-Chair and consideration of the stipends for public members and the Chair, this report recommends an annual stipend for the Vice-Chair of $6,250, pro-rated on an annual basis from the time of appointment.

The Executive Committee recommends that:

1. City Council authorize the City Clerk, or their designate, to accept the in-kind archival donation from George Robb Architect for the Toronto Archives.

The purpose of this report is to request approval from City Council to accept one in-kind archival donation from the architectural firm of George Robb Architect valued at $65,632.

The value of this donation exceeds the $50,000 threshold for donation acceptance under the Donations to the City of Toronto for Community Benefits Policy. City Council approval is required in accordance with Municipal Code Chapter 71 Financial Control, where the value of this bequest exceeds the $50,000 threshold for division heads to accept and spend donated funds under Article X, Section 71-19.

The Executive Committee recommends that:

1. City Council receive the Association of Municipalities of Ontario’s Annual General Meeting August 16 – 20, 2025 update to Council outlined in the letter (November 20, 2025) from Councillor Paul Ainslie for information.

I am providing an update on my participation in the 2025 Association of Municipalities of Ontario (AMO) AGM held August 16–18, 2025, and related advocacy efforts.

The Key Highlights at the AGM were the following: 1. The Province announced $1.6 billion for the Municipal Housing Infrastructure Program to support housing growth and economic development. 2. AMO launched its first Indigenous Relations Action Plan. 3. Member engagement sessions gathered feedback on policy priorities. 2025 AMO Conference Highlights and Highway Advocacy | AMO

The Priority Key Messages were the following: 1. Modernize the municipal-provincial fiscal relationship and provide long-term, predictable infrastructure funding. 2. Invest in solutions addressing homelessness, mental health, and deeply affordable housing. 3. Reassess Ontario’s property tax system to ensure fairness and predictability. 4. Support Bill 9 for improved accountability and respectful civic engagement. 5. Highway Advocacy was high on the agenda as well with the AMO endorsing a 2+1 highway solution for Highways 11 and 17 to improve safety, reliability, and trade connectivity.

This year Ontario Big City Mayors OBCM participated in the AMO Conference in Ottawa, advocating for urgent municipal priorities including housing, homelessness, mental health, public safety, and sustainable funding. Discussions with provincial and federal leaders emphasized the need for predictable infrastructure investment and relief from $5 billion in downloaded service costs. Key outcomes included five motions on housing, safety, and civility—with Toronto leading by successfully adopting a motion requesting the federal government reverse recent changes to the Interim Housing Assistance Program (IHAP) to ensure municipalities can continue providing shelter supports to refugee claimant arrivals—and a provincial announcement of $1.6 billion for housing-related infrastructure. OBCM stressed that municipalities cannot address complex challenges on property taxes alone and called for collaborative action across all levels of government. https://www.ontariobigcitymayors.ca/reports-submissions/

I attended the following meetings during the AGM: Board of Directors meetings, spoke at the special joint meeting of Ontario Big City Mayors (OBCM) and Mayors and regional Chairs of Ontario (MARCO), Opening Ceremonies, Plenary Programs, Concurrent Sessions, Trade Show, Chaired and moderated the session on Libraries for Community impact and Childhood Development, Learning Lunches, Insight Breakfast as well as meeting with Hon. MPP Peter Bethlenfalvy, Minister of Finance, Hon. MPP Minister Flack, Minister of Municipal Affairs and Housing and Hon. MPP Minister Kinga Surma, Minister of Infrastructure as part of the OBCM AMO Conference Delegation.

For more information, visit www.amo.on.ca

The Executive Committee recommends that: 

1. City Council request Metrolinx to reinstate the Lakeshore–Midtown Line within its business model as a priority project aligned with the 2041 Regional Transportation Plan.

2. City Council request the Mayor and the City Manager to advocate to the Province of Ontario and Metrolinx for the inclusion of the Lakeshore–Midtown Line in future planning and funding frameworks.

3. City Council direct the Director, Transportation Planning and the Chief Planner and Executive Director, City Planning to report to the Executive Committee on opportunities for integration of a future Lakeshore-Midtown Line with existing and planned City transit projects to maximize connectivity and efficiency.

The Greater Toronto Area continues to experience significant population growth and increasing demand for efficient, reliable transit options.

The proposed Lakeshore–Midtown Line, which would have connected Oakville through Mississauga, Midtown Toronto, and Scarborough before terminating in Oshawa, was previously identified as a strategic corridor to improve east-west connectivity across the region.

The cancellation of this line represents a missed opportunity to advance the objectives outlined in Metrolinx’s 2041 Regional Transportation Plan, which calls for completing the regional rapid transit network and enhancing cross-regional mobility.

Reinstating the Lakeshore–Midtown Line would:

- Advance RTP Goals: The 2041 RTP calls for improved regional connectivity and new rapid transit corridors to address future growth. This line directly supports those priorities.

- Reduce Congestion: By providing an alternative to the heavily used Lakeshore East and West corridors, the line would alleviate pressure on existing infrastructure.

- Support Economic Development: Enhanced connectivity between employment hubs and residential communities fosters economic resilience and competitiveness.

- Promote Sustainability: Expanding transit options encourages mode shift from personal vehicles to public transit, reducing emissions and supporting Ontario’s climate objectives.

The Executive Committee recommends that:

1. City Council receive the Federation of Municipalities October 2025 Advocacy Days report to Council outlined in the revised letter (December 2, 2025) from Councillor Paul Ainslie for information.

I am pleased to advise of my participation on behalf of the City of Toronto at the Federation of Canadian Municipalities (FCM) Advocacy Days on Parliament Hill, meeting with federal decision-makers to emphasize that Canada’s housing and economic goals depend on strong local infrastructure. Municipalities own over 60% of core infrastructure but receive only 8–10 cents of every tax dollar, while facing a $270B infrastructure deficit. Without urgent federal investment, housing plans and supply chain growth risk stalling before they start. News: Canada risks stalling nation-building without strong local infrastructure

FCM is urging the Federal Government for action on three priorities:

-Double the $2.4B Canada Community-Building Fund and index it to GDP growth, with matching provincial/territorial contributions.
-Launch a NextGen infrastructure program to succeed the $33B Investing in Canada Infrastructure Program ending in 2028, with targeted investments for rural, Northern, and Arctic communities.
-Protect and expand essential municipal programs like Reaching Home, Interim Housing Assistance, and the Canada Public Transit Fund to support vulnerable populations, manage growth, and build resilient communities.

Guided by FCM’s advocacy priorities, I emphasized the City of Toronto in my discussions with Ministers

1. Deliver Municipal Infrastructure that supports jobs and economy amid the trade war

-Support increased infrastructure funding to enable sustainable, complete communities alongside new housing.

-Boost funding for the Canada Permanent Transit Fund (CPTF).

-CPTF will provide $3B annually for transit and active transportation starting in 2026–27. $3B per year is insufficient to meet national transit state-of-good-repair and expansion needs.

2. Enable more affordable housing in Urban and Rural Communities

-Delays in housing benefits, like COHB, immediately stop the flow of people exiting the shelter system, proving their critical role.

-Rent-Geared-to-Income (RGI) housing is overwhelmingly reported by those with lived experience as the most effective tool to prevent their homelessness.

-The Affordability Gap has ballooned due to a 62% increase in average market rent versus only a 4% increase in social assistance shelter allowances since 2014.

3. Ensure Safer Communities through investment in policing, crisis resourcing and bail reform

-Since March 2022, Toronto Community Crisis Service (TCCS) has handled over 29,000 calls, resolving 78% without police, fire, or paramedics—proving the effectiveness of non-police crisis teams.

-In 2023, Toronto Police saw a 4.5% drop in person-in-crisis calls, showing TCCS’s growing impact in diverting appropriate calls and easing pressure on emergency services.

-Continued investment in TCCS will improve public safety, reduce ER strain, support vulnerable residents, and build a more equitable crisis response system.

4. Protecting Canadians from the impacts of climate change and extreme weather.

-Infrastructure Investment: The federal and municipal governments are investing over $700M to upgrade the Black Creek sewer system, enabling 63,000 new homes and supporting 130,000+ residents and 65,000+ jobs.

-Climate Resilience: FCM urges $2B immediately and $1B annually for climate-resilient infrastructure to address extreme weather impacts—2024 alone cost $8.5B in damages.

-High ROI: Every $1 invested in climate adaptation yields up to $15 in economic benefits, protecting communities, public health, and local economies.

I attended the: Committee of the Whole meetings, Board meetings, Reception with Parliamentarians and meetings with the following Members of Parliament:

-Member of Parliament, Hon. MP Robert Oliphant, Parliamentary Secretary to the Minister of Foreign Affairs.

-Member of Parliament, MP Tim Louis, Parliamentary Secretary to the President of the King’s Privy Council for Canada and Minister responsible for Canada-U.S. Trade, Intergovernmental Affairs and One Canadian Economy.

-Member of Parliament, MP Leslie Church, Parliamentary Secretary to the Secretaries of State for Labour, for Seniors, and for Children and Youth, and to the Minister of Jobs and Families.

-Member of Parliament, MP Vince Gasparro, Parliamentary Secretary to the Secretary of State.

-Member of Parliament, MP Maggie Chi, Parliamentary Secretary to the Minister of Health.

-Member of Parliament, Hon. MP Nathaniel Erskine-Smith, Member of Canada-United States Inter-Parliamentary Group (CEUS).

Please visit to review the upcoming board events for 2026 on fcm.ca

October 2025 https://fcm.ca/en/events-training/upcoming-events 

The Executive Committee recommends that:

1. City Council receive the Great Lakes and St. Lawrence Cities Initiative - Climate Mayors Leadership Forum September 24, 2025, meeting update outlined in the letter (November 21, 2025) from Councillor Paul Ainslie for information.

I was pleased to attend the Climate Mayors Leadership Forum on Wednesday, September 24, 2025, representing the City of Toronto and Mayor Olivia Chow in New York City.

The purpose of the forum was to convene municipal leaders from across the Great Lakes region to share strategies and commitments to advance climate action, housing resilience, and energy affordability.

The discussions focused on:

- Creating a vision for the future of climate action and shifting the narrative from risk to opportunity.
- Integrated strategies for tackling housing and climate crises, ensuring affordable, energy-efficient, and resilient homes.
- Reducing energy burdens through modernization and equitable solutions for families.
- Building resilience against extreme weather events, with lessons from recent hurricanes and wildfires.
- Strengthening U.S. and global mayoral leadership in climate diplomacy.
 

Toronto’s participation was essential because our city is a recognized leader in sustainability and urban resilience.

By attending, I was able to:

- Share Toronto’s best practices from our climate action plan and housing initiatives.
- Learn innovative approaches to energy affordability and infrastructure modernization.
- Build partnerships which support economic transformation and equitable climate solutions.
- Ensure Toronto’s voice contributes to shaping regional, national and global strategies for climate leadership.
 

My schedule included:

- The Climate Mayors Leadership Forum, Cities Initiative Roundtable on Economic Transformation Action Plan Implementation,

- I was honoured to participate as a panellist at the “Fireside Chat for the Great Lakes and St. Lawrence Cities Initiative Economic Transformation Action Plan” Launch Event.

The panel participants along with myself included Montreal’s Mayor Valerie Plante, Chicago, Illinois’ Mayor Brandon Johnson, Cleveland, Ohio’s Mayor Justin Bibb. The panel was moderated by St. Catharines, Ontario’s Mayor Mat Siscoe.

Of great interest during the panel discussion to everyone was the successful model created by all three levels of government, including the Toronto and Region Conservation Authority to revitalize the mouth of the Don River.

I was further able to elaborate that Toronto remains committed to bold climate leadership and equitable solutions to address housing, energy affordability, as well as climate resilience in the face of extreme weather events.

It a tremendous honour to be Mayor Chow’s delegate in representing Toronto City Council, and our city in contributing to these critical discussions.

For more information please visit: Welcome to the Great Lakes and St. Lawrence Cities Initiative - Great Lakes and St. Lawrence Cities Initiative

The Executive Committee recommends that:

1. City Council receive the Mayors and Regional Chairs of Ontario (MARCO) November 7, 2025 meeting update to City Council outlined in the letter (November 21, 2025) from Councillor Paul Ainslie for information.  

I am pleased to provide this update for your information following my attendance at the recent meeting on behalf of Mayor Olivia Chow. The meeting focused on critical issues impacting Toronto’s ability to deliver housing and infrastructure, and it was an important opportunity for the City to contribute to national and provincial discussions shaping municipal priorities.

The primary goal was to align municipal advocacy on Development Charges (DCs) and infrastructure funding with emerging federal and provincial initiatives, including the Build Canada Homes program and the Build Communities Strong Fund. Toronto’s position emphasized the need for alternative approaches to growth infrastructure that reduce barriers to housing supply.

Discussions included reaffirming municipal leadership in housing affordability through measures to reduce costs for new developments, advocating for predictable long-term funding and streamlined financing to accelerate housing delivery, and addressing significant financial pressures caused by recent legislative changes that threaten municipalities’ ability to fund essential infrastructure.

Participation was vital to ensure Toronto’s voice is heard as federal and provincial partners design programs that directly impact municipal finances and housing delivery. The meeting provided a platform to advocate for funding models that offset revenue losses from mandated Development Charge reductions and to influence national priorities on housing, infrastructure, and public safety.

Advocacy will continue to focus on:

-Infrastructure and Housing: Securing long-term, predictable funding to unlock housing supply and support economic growth.
-Homelessness: Expanding mental health and addictions services, increasing supportive and deeply affordable housing, and providing integrated funding for frontline service managers.
-Public Safety: Establishing a sustainable, needs-based provincial funding model for policing.
-Red Tape Reduction: Streamlining provincial processes to free resources for housing solutions.
-Municipal Finances: Reversing cost downloading and ensuring funding for provincially mandated programs keeps pace with real costs.
 

Additional information may be viewed at Mayors and Regional Chairs of Ontario

The Executive Committee recommends that:

1. City Council receive the Ontario’s Big City Mayors Caucus (OBCM) meeting update to Council - Thunder Bay, October 17, 2025 outlined in the letter (November 20, 2025) from Councillor Paul Ainslie for information. 

I am writing to inform you that I attended the Ontario’s Big City Mayors (OBCM) Caucus meeting in Thunder Bay on October 17, 2025, on behalf of Mayor Olivia Chow. This gathering brought together mayors and representatives from Ontario’s largest municipalities to discuss shared priorities and advocate for solutions to pressing urban challenges.

Key topics addressed included:

-Public Safety and Automated Speed Enforcement (ASE): The caucus expressed concern regarding the province’s proposed legislation to ban ASE programs. OBCM emphasized the importance of ASE in improving road safety and urged the province to adopt a balanced approach—prioritizing school zones, limiting operational hours to align with community use, and setting reasonable speed thresholds before tickets are issued.

-Housing Affordability and Infrastructure: Motions were passed calling for GST and PST exemptions for homebuyers and urging the federal government to prioritize energy delivery, transportation, and housing as part of national building projects. These measures aim to make housing more affordable and accelerate the development of complete communities.

-Homelessness Response: The caucus renewed its advocacy through the Solve the Crisis campaign and requested that the province prepare a comprehensive 2025/2026 winter homelessness response plan.
 

The meeting also included discussions with federal and provincial representatives, including the Honourable Patty Hajdu, Minister of Jobs and Families MP for Thunder Bay-Superior North, and the Honourable Kevin Holland, Associate Minister of Forestry and Forest Products, MPP for Thunder Bay-Atikokan. Thunder Bay Police Services Chief Darcy Fleury, also spoke on measures to deal with youth violence and homelessness. Following the session, attendees toured the City of Thunder Bay and Kakabeka Falls.

Ontario’s Big City Mayors collectively represent nearly 70% of Ontario’s population and play a critical role in advancing policies that support safer, more affordable, and more livable communities. Our participation ensures Toronto’s voice remains strong in these conversations.

The Executive Committee recommends that:

1. City Council receive the Summary Report on U20 Summit in Johannesburg outlined in the letter (November 25, 2025) from Councillor Alejandra Bravo for information.

In September, I attended the 2025 Urban 20 (U20) Summit as the Mayor’s designate. This marks the City’s second consecutive year in attendance as an ‘Observer City’ at the invitation of the host city. This is a testament that the City’s coordinated efforts to increase its presence on the global multilateral stage over the past year have been noted and are welcomed given our policy leadership and innovations. These include work to advance priorities shared among global cities, including affordable housing, building inclusive, equitable and resilient communities, as well as mitigating the impacts of climate change.

The U20 was launched in 2018 as an international city diplomacy initiative that supports engagement between the G20 and cities by establishing a forum in which cities develop a collective message that emphasizes their unique role in the sustainable development agenda. It brings together international mayors and designates from G20 cities under a common framework and coordinates a joint position to inform the discussions held by national leaders. Contributions from the U20 are shared with the G20 Presidency and Heads of State, enhancing the role of cities as global economic and political leaders. The main output of the U20 process every year is the development of the U20 Communiqué endorsed by U20 cities, which puts forward a united position to contribute their unique urban perspectives to the G20 process. As part of the Communiqué review process, drafts of the document were circulated by City Clerk’s Office – Strategy Protocol and External Relations to City Divisions for input to ensure that Toronto priorities and initiatives were reflected in the final version.

As poignantly stated in the opening statement of this year’s Communiqué, a sense of profound global transformation served as the undercurrent of the discussions.

Cities are increasingly facing interrelated challenges including climate change, rising inequalities, digital exclusion, a global housing crisis, disinformation, financial instability, as well as conflict and geopolitical instability. It is critical for cities, now more than ever, to stand together to help shape a collective global renewal.

Discussion at the 2025 U20 meeting featured a sharpened focus on housing compared to 2024, particularly regarding affordability. While cities shared their commitment to deploy municipal tools, they collectively identified the need for regional and national investments for making progress and bringing good practices to scale.  For its part, the City of Rome shared its perspective leading a European Mayors for Housing initiative, for which there was broad interest at the U20 table, particularly from North American Cities. Housing was also widely discussed as a means by which to advance shared the priorities in the of addressing climate change, rising inequality, and social tension.

This year, the host city undertook a modified approach to the timing of the U20 Summit, scheduling it two months ahead of the G20 Summit to provide sufficient time for cities to engage with their respective national governments, with the aim of informing the final G20 Leaders’ Declaration. The change in timing gave the City an opportunity to meet with the Canadian G20 Sherpa’s Office, and convey key messaging from the U20 2025 Communiqué surrounding the roles of cities as essential partners in multilateral collaboration, as well as enabling cities to access direct and intermediated sources of urban finance to scale their actions on key drivers of equality and social inclusion.

While in Johannesburg, I undertook over 20 formal engagements, ranging from panel participation, technical sessions and bilateral meetings to site visits and knowledge exchanges with municipal representatives. Even as an Observer City, Toronto was encouraged to contribute to discussions about the fiscal, social, and economic challenges common to municipalities across the globe, and in addition to deliberations about how to build a municipal agenda that focuses on solutions to the greatest threats we face today.

I note that in the last two years, U20 has gained access to G20 decision-makers. In 2025, Brazilian President Luiz Inácio Lula da Silva attended the U20 meeting of delegates in Rio de Janeiro and then took the U20 Communiqué to his fellow heads of state. This year, there was a corresponding South African national government presence and engagement throughout the meeting in Johannesburg. Finally, U20 has set as an indicator of its impact a deepening local government capacity to influence the agenda of future G20 meetings through national governments and in the reach of the Communiqué.

Engagement on this type of multilateral forum is in line with the City’s International Policy Framework (IPF) which was adopted by City Council in 2002. The purpose of the IPF is to position Toronto as a diverse, economically dynamic, creative and caring global urban centre which respects human rights and champions local democratic government. Participation at Summits such as the U20 helps give the City maximum exposure to a broad range of municipal partners worldwide and thereby enhance the City’s international prominence, while providing an opportunity to showcase the City’s innovative approaches to addressing urban challenges. In turn, it is an efficient method to facilitate the exchange of best practices with counterparts, which can lead to ongoing bilateral engagement with the aim of improving the quality of life for residents.

The Executive Committee recommends that:

1. City Council receive the report on Metropolis World Congress in Seoul, Korea, outlined in Attachment 1 to the letter (November 24, 2025) from Councillor Nick Mantas for information.

In September 2025, I attended the Metropolis World Congress in Seoul, Korea as the Mayor’s Designate. The Congress marked Metropolis’s 40th anniversary and highlighted the importance of strengthening global collaboration between cities to meet common challenges.

As part of my participation, I attended sessions, activities and site visits organized by Metropolis, on topics related to the role of cities in addressing shared challenges, as well as championing more inclusive, sustainable, and future-ready urban centres.

A report of these engagements, a program for the Metropolis World Congress and the list of participants are attached to this letter. 

The Executive Committee recommends that:

1. City Council authorize the extension of the:

a. Sunset Date in the Land Development Agreement between the City and Hines (LDA) and the Undertaking Agreement between the City and Waterfront Toronto, each dated June 28, 2012, to April 30, 2026, solely in respect of the development site shown as Block C1 on Attachment 1 (Block C1), provided that the LDA is also amended to make the City’s obligation to grant a ground lease conditional on City Council’s acceptance of Hines’ proposal for Block C1; and

b. Term of the Master License Agreement between the City and Waterfront Toronto, dated March 31, 2012, to April 30, 2026;

conditional on the Development Agreement between Waterfront Toronto and Hines, dated June 28, 2012, being similarly extended, and on such other terms and conditions that are acceptable to the Executive Director, Corporate Real Estate Management, in consultation with the Chief Planner and Executive Director, City Planning, and the Executive Director, Housing Development Office, and in a form satisfactory to the City Solicitor.

2. City Council authorize the Executive Director, Corporate Real Estate Management or designate to execute the extension agreements and any related documents on behalf of the City.

3. City Council direct the Chief Planner and Executive Director, City Planning, the Executive Director, Housing Development Office and the Executive Director, Corporate Real Estate Management to report back in April 2026 on plans for Bayside Block C1, based on City and Waterfront Toronto due diligence and review of development options including, but not limited to, a commercial office proposal from Hines Canada.

This report seeks approval to extend the termination date (Sunset Date) set out in the existing Land Development Agreement, dated June 28, 2012, between the City and Hines Canada Management Company II ULC (Hines) for the development site designated as Block C1 (C1) within the Bayside community of the East Bayfront (see map in Attachment 1). The recommended Sunset Date extension would be to April 30, 2026 and only apply to the C1 site. The extension would be for the specific purpose of working with Hines to identify a viable commercial office development at the property and the preparation of a staff report. The extension of the City-Hines Land Development Agreement also requires extension of the Undertaking Agreement and Master Licence Agreement between the City and Waterfront Toronto for the coordination of Bayside, to April 30, 2026. 

The extension to April 30, 2026 will not commit the City to accepting an office proposal from Hines for C1. The extension will be conditional on the LDA being amended to make the City’s obligation to grant a ground lease conditional on City Council’s acceptance of Hines’ proposal. The City will have the opportunity to consider the proposal and determine the most appropriate course of action in consultation with Waterfront Toronto.

While Hines advances options for a viable commercial office development at C1, City and Waterfront Toronto staff will also consider alternative development options that could be pursued for the C1 site should an office option with Hines not advance. These may include options for affordable housing, a student housing pilot project or another opportunity informed by considerations of funding and investment on City land. City staff, in consultation with Waterfront Toronto, will complete due diligence to determine the most appropriate direction for C1 development and report back in April 2026.

The Corporations Nominating Panel recommends that:

1.  City Council appoint the following candidates to the Metro Toronto Convention Centre Board, at pleasure of Council, for a term of office ending on December 19, 2028, and until successors are appointed:

Jascha Jabes; and

Mike Yorke.

2. City Council direct that Confidential Attachments 1a, 1b, 1c, 2 and 3 to the report (November 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 Metro Toronto Convention Centre Board.

Candidates' Biographies

Jascha Jabes

Jascha is responsible for delivering business strategies aimed at increasing revenues and profitability of Scotiabank’s business banking segment. Jascha manages a national team of 900 advisors across multiple channels including branches, virtual, and specialists. He was previously responsible for international private banking and offshore brokerage units, as well as leading the International Private Banking head office team in Toronto.  Jascha began his career with Scotiabank in 2007 and has held roles in Government Affairs and Canadian Banking. In 2012, he joined the Canadian Banking & Wealth Management Leadership Development Rotational Program, with successful rotations in Retail Deposits & Investments, Global Risk Management and International Corporate & Commercial Banking. Jascha started his career with the Privy Council Office as an analyst focused on various social and economic files.

Mike Yorke

Mr. Yorke has spent 40 plus years in Ontario's construction sector having started as an apprentice Carpenter in 1980. He has served in multiple roles with the Carpenters Union as organizer, business representative and various executive board roles culminating as president of local 27 and then also of the Carpenters District Council of Ontario. His role with the council was as Director of Public Affairs and Innovation, which included business development and communications. Mr. Yorke was a founding board member of the College of Carpenters and Allied Trades. He is currently a Board member of the Scarborough Health Network Foundation, a Capital Campaign Committee member at Sunnybrook Hospital, and an Advisory Board member of the Daily Commercial News.

The Corporations Nominating Panel will conduct interviews and recommend two candidates to City Council for appointment to the Metro Toronto Convention Centre Board.

The Corporations Nominating Panel recommends that:

1.  City Council appoint the following public members:

Bruce Davis; and

Allison Mendes

a. to the CreateTO Board, at pleasure of Council, for a term of office ending on December 19, 2029, and until successors are appointed; and 

b. to the Boards of Directors of Build Toronto and the Toronto Port Lands Company, at the pleasure of Council, for a term of office ending on December 19, 2027, and until successors are appointed.

2. City Council re-appoint Sheerin Sheikh:

a. to the CreateTO Board, at pleasure of Council, for a term of office starting on March 29, 2026, and ending on December 19, 2029, and until a successor is appointed; and 

b. to the Boards of Directors of Build Toronto and the Toronto Port Lands Company, at the pleasure of Council, for a term of office starting on March 29, 2026, and ending on December 19, 2027, and until a successor is appointed.

3. City Council appoint Bruce Davis as Chair of the CreateTO Board. 

4. City Council re-appoint Marcie Zajdeman from the CreateTO Board to the Boards of Directors of Build Toronto and the Toronto Port Lands Company, at pleasure of Council, for a term of office ending on June 16, 2027, and until a successor is appointed.

5. City Council direct that Confidential Attachments 1a, 1b, 1c and 2 to 4 to the revised report (December 4, 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 CreateTO Board.

Candidates' Biographies

Bruce Davis, as Chair

With over 30 years experience in government, politics, business, development, real estate and civil society, Bruce Davis is a relentless advocate for access to housing and community building. Bruce has led communications, outreach and strategy for more than ten Rapid Housing projects across Ontario since 2020, playing various roles, from site selection to project management to community engagement to operator selection. He is President of Public Progress, a consultancy serving non-profit and municipal clients.

Beyond housing, Bruce has helped shape policy on public health, environmental justice and youth violence, and for ten years served as a trustee for the Toronto District School Board. Honoured with both the Queen’s Diamond Jubilee Medal and the King Charles III Coronation Medal, Bruce’s career is a testament to what’s possible when passion meets purpose. Bruce and his family have lived in Etobicoke’s Long Branch neighbourhood for almost forty years.

Allison Mendes

Allison is Chair of board at CreateTO, the City of Toronto's real estate and development investment corporation. She is also a certified Corporate Director (ICD.D) and a Chartered Financial Analyst (CFA) with a Master of Business Administration in Finance from the Schulich School of Business.

She is a Board member with over 10 years of experience in both private and public sector, across Healthcare, Retail, Financial Services and Real Estate organizations. 

Allison Mendes has over 18 years of Capital Markets experience. Most recently, she was Managing Director, Senior Portfolio Manager at Manulife Asset Management.

Sheerin Sheikh

Sheerin Sheikh has a passion for public service and social justice. Her results-driven work ethic is demonstrated by her extensive senior level real estate asset management expertise and service on various boards and committees. CreateTO has a critical role in supporting the City of Toronto to move forward wisely and expeditiously in becoming the city that we all can aspire to live in as would our future generations. She will be a significant team player to assist the board in meeting its responsibilities.

Marcie Zajdeman                     

Marcie Zajdeman worked for international law firms before joining Hydro One, specializing in real estate and Aboriginal law. Marcie was Vice President, Legal and Regulatory with Brookfield Infrastructure, part of the senior executive team of Great Lakes Power and Brookfield’s representative on the Ontario Energy Association and the Association of Power Producers of Ontario boards. Marcie developed and taught a course on Energy Law for Osgoode Hall Law School. She continues to practice law, representing mostly First Nations. She serves on the Grandbridge Energy Board.

The Corporations Nominating Panel will conduct interviews and recommend two public member candidates to City Council for appointment to the CreateTO Board. One of the two public members will be recommended for appointment as Chair.

The Economic and Community Development Committee recommends that:  

1. 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 North York Harvest Food Bank (the "Operator") for the property known as 4050 Chesswood Drive, with respect to approximately 31,830 square feet of space, (the "Leased Premises") owned by TK Group Limited. (the "Landlord") for the provision of social and health 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; and

3. the date the Tax Exemption By-law is enacted.

2. City Council direct the City Clerk to give written notice of the 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.

3. City Council direct the Chief Financial Officer and Treasurer, in consultation with the Executive Director, Social Development, to work York Harvest Food Bank to consider its request for the City to provide a supportive loan guarantee, on an exceptional basis, for the sole purpose of financing the construction of an upgrade to its food distribution facility at 4050 Chesswood Drive, and request North York Harvest Food Bank to provide the Chief Financial Officer and Treasurer with the following information:

a. North York Harvest Food Bank’s Audited Financial Statements;

b. project cost details and supporting information, including North York Harvest Food Bank’s annual budget;

c. a sustainable funding and financing structure;

d. communication from lender that a City Loan Guarantee would be required to advance financing to North York Harvest Food Bank; and

e. other project related information as may be required to the satisfaction of the Chief Financial Officer and Treasurer and Executive Director, Social Development.
 

4. City Council authorize the Chief Financial Officer and Treasurer, in consultation with the Executive Director, Social Development, to approve the request for a loan guarantee to be provided in support of the North York Harvest Food Bank on an exceptional basis in order to support the construction of an upgrade to its food distribution facility at 4050 Chesswood Drive only if the aforementioned information in Recommendation 3, above, is provided to the satisfaction of the Chief Financial Officer and Treasurer and Executive Director, Social Development; and direct the Chief Financial Officer and Treasurer to negotiate and execute any necessary agreements on terms and conditions acceptable to the Chief Financial Officer and Treasurer and Executive Director, Social Development and in a form satisfactory to the City Solicitor, including that, if the loan guarantee is provided to the North York Harvest Food Bank, the loan guarantee amount does not exceed the City’s Loan Guarantee Policy individual loan guarantee limit.

This report responds to MM31.12 and will support the North York Harvest Food Bank in meeting rising food scarcity needs in Toronto. This report seeks City Council's authority for the adoption of the necessary By-law to designate a portion of the property owned by TK Group Limited and leased to North York Harvest Food Bank 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 approximately 31,830 square feet plus ancillary parking at 4050 Chesswood Drive. This property is eligible to be deemed as a Municipal Capital Facility due to the provision of social and health services.

The Economic and Community Development Committee recommends that:

1. City Council authorize Executive Director, Corporate Real Estate Management and in consultation with the Executive Director, Social Development to negotiate, enter and execute a lease agreement (the “Lease”) with Family Service Toronto for the premises located at 355 Church Street, on terms and conditions set out in Appendix “C” to the report (November 18, 2025) from the Executive Director, Social Development and the Executive Director, Corporate Real Estate Management, and on such other or amended terms and conditions that are acceptable to the Executive Director, Corporate Real Estate Management, in consultation with the Executive Director, Social Development, and in a form satisfactory to the City Solicitor. 

2. City Council authorize the Executive Director, Social Development, to negotiate, enter into, and amend any required agreements, including funding agreements, with Family Service Toronto for up to a total of $2.5 million for the construction and fit-out of the premises located at 355 Church Street, to make the space fully functional for occupancy and use, on the terms and conditions acceptable to the Executive Director, Social Development and in a form satisfactory to the City Solicitor.

3. City Council authorize the Executive Director, Social Development, to negotiate, enter into, and amend any service and funding agreements with Gerstein Crisis Centre, TAIBU Community Health Centre, Canadian Mental Health Association Toronto Branch, and 2 Spirited People of the 1st Nations for the provision of the Toronto Community Crisis Service training services, on the terms and conditions acceptable to the Executive Director, Social Development and in a form satisfactory to the City Solicitor, subject to all related expenditures being funded within the Social Development operating budget.

4. 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 Family Service Toronto, the landlord, which will lease approximately 7,500 square feet of space on the fourth floor at 355 Church Street (the “Leased Premises”), to the City of Toronto, used for the provision of social and health 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; and

3. the date the Municipal Capital Facility By-law is enacted.

5. City Council direct the City Clerk to give written notice of the 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.

Toronto is advancing its commitment to non-police-led mental health crisis response by establishing a dedicated Toronto Community Crisis Service (TCCS) Training Centre.

This investment marks a critical step in expanding the City’s emergency response system and advances SafeTO, Toronto’s ten-year community safety plan’s vision to prioritize prevention, equity, and community wellbeing.

The establishment of the TCCS Training Centre marks a critical step in embedding TCCS as a permanent and professionalized component of the City’s emergency response system, alongside the Toronto Police Service, Toronto Fire Services, and Toronto Paramedics Services, each of which operates its own dedicated training facility.

The TCCS Training Centre establishes Toronto as a national leader in equity-focused crisis response, reducing reliance on enforcement-led models and addressing the disproportionate impacts of traditional emergency services on Indigenous, Black, racialized, and other equity-deserving communities. To be operated by Gerstein Crisis Centre in partnership with TAIBU Community Health Centre, 2-Spirited People of the 1st Nations, Canadian Mental Health Association Toronto Branch, and Findhelp 211, the Centre will build sector-wide capacity by extending training to City staff, community partners and residents and embedding equity, collaboration, and consistency at the heart of Toronto’s emergency response system.

This report seeks City Council authority to:

- negotiate and execute a nominal, long-term lease agreement (the “Lease”) with Family Service Toronto, as landlord, for the fourth floor at 355 Church Street (the “Leased Premises”) to establish the TCCS Training Centre; 

- negotiate and execute a funding agreement with Family Service Toronto, as owner and landlord, for the construction and fit-out of the Leased Premises to make the space fully functional for occupancy and use as the TCCS Training Centre;

- negotiate and execute funding agreements with the Toronto Community Crisis Service training delivery partners for the provision of services for the TCCS Training Centre;

- designate the Leased Premises as a Municipal Capital Facility; and,

-  negotiate and enter into a service agreement with Gerstein Crisis Centre and other partners to lead the training delivery and provide operational oversight of the TCCS Training Centre.

These measures will enable immediate construction and support a Q4 2026 launch of a dedicated TCCS Training Centre that embeds excellence and strengthens Toronto’s emergency response system.

The Economic and Community Development Committee recommends that:

1. City Council adopt the Mount Dennis Community for All Action Plan, included in Attachment 1 to the report (November 18, 2025) from the Executive Director, Housing Secretariat, the Executive Director, Social Development, the Executive Director, Development Review, the Executive Director, City Planning, the General Manager, Parks and Recreation, and the General Manager, Economic Development, as the community development plan in accordance with Policies 12.4 and 12.5 of the Mount Dennis Secondary Plan.

2. City Council request the Executive Director, Social Development and the Executive Director, Housing Secretariat to establish and lead a collaborative, interdivisional working group to be accountable for implementing the Mount Dennis Community for All Action Plan over a 10 year period, with representation from Development Review, City Planning, Economic Development and Culture, Parks and Recreation, and other relevant divisions identified during implementation.

3. City Council request the interdivisional working group to implement and monitor the Mount Dennis Community for All Action Plan for a period of 10 years, including working with community partners and groups to design and implement a monitoring and evaluation framework and to provide regular reports to the Mount Dennis community and bi-annual reports to City Council.

4. City Council authorize the Executive Director, Social Development to negotiate and execute any necessary agreements with The Learning Enrichment Foundation to develop and deliver an equity scorecard for the Mount Dennis Community for All Action Plan, on terms and conditions satisfactory to the Executive Director, Social Development, and in a form satisfactory to the City Solicitor; and to report back by the first quarter of 2027 with a final equity scorecard for City Council approval.

5. City Council authorize the Executive Director, Social Development to negotiate and execute any necessary agreements with The Learning Enrichment Foundation to administer a grant program focused on supporting anti-displacement education initiatives in the Mount Dennis area, on terms and conditions satisfactory to the Executive Director, Social Development, and in a form satisfactory to the City Solicitor.

6. City Council request the Executive Director, Housing Secretariat to establish a community of practice for community land trusts to support capacity-building, with support from the Economic Development and Culture Division.

7. City Council request the Executive Director, Housing Secretariat to include a priority consideration for projects in transit-oriented communities in housing development and acquisition policies and programs.

8. City Council direct the General Manager, Economic Development and Culture to work with the Mount Dennis Business Improvement Area to ensure that local businesses and entrepreneurs can access a range of City of Toronto small business programs.

9. City Council request the Executive Director, Housing Secretariat to promote access to renter-focused legal, advocacy, and educational programs for residents of Mount Dennis.

10. City Council request that the General Manager, Parks and Recreation engage community stakeholders and City divisions to start the process of renewed community access, programming, and use of the Mount Dennis Community Hall for residents of Mount Dennis.

11. City Council request the Executive Director, Housing Secretariat, the Executive Director, Social Development, the Executive Director, Development Review, the Executive Director, Parks and Recreation, and the General Manager, Economic Development and Culture to report through future budget processes over the 10-year life span of the action plan on the resources, staff and program operations required to ensure delivery of the action plan and ongoing engagement and capacity-building of residents, with a priority focus on Indigenous, Black and equity-deserving groups and inclusive of grassroots groups, youth groups, community organizations and local businesses.

12. City Council request the Executive Director, Housing Secretariat, the Executive Director, Social Development, the Executive Director, Development Review, the Chief Planner and Executive Director, City Planning, the General Manager, Parks and Recreation, and the General Manager, Economic Development and Culture work in partnership with the local community to advocate for positive investments needed from federal and provincial governments.

The Manager, Renters Strategy Unit, Housing Secretariat, and the Manager, Community Development, Social Development gave a presentation on the Mount Dennis Community For All Action Plan.

The Mount Dennis community is a neighbourhood that is undergoing transformation. New development and transit investments will soon make the Mount Dennis area one of the most transit accessible locations in the city. Currently, Mount Dennis is among the few Toronto communities where families and individuals can secure affordable housing. It has also historically been an affordable and diverse neighbourhood for a diverse population and is home to many new immigrants, Black residents, low-income households, vulnerable seniors, and youth.

The increased development and transit investments will bring much needed connectivity and housing supply to the city, but may also bring pressures of displacement, increasing housing costs, and physical, social, and economic changes that will impact current Mount Dennis residents. Without targeted and system-wide strategies and supports, residents of historically underinvested neighbourhoods, such as Mount Dennis, face greater risk of disruption and harm from rising development pressure. As such, there is a need for the City to introduce measures to guide growth in ways that benefit current and future Mount Dennis residents.

City Council adopted the Mount Dennis Secondary Plan in July 2022, as a result of the Picture Mount Dennis Planning Framework Study completed in 2022. City Council also directed staff to establish a community development plan using an anti-displacement lens and to require future development applications to respond to its City Council-adopted recommendations. The community development plan is also intended to support implementation of the policies of the Mount Dennis Secondary Plan and also introduce anti-displacement measures for the Mount Dennis community.

This report responds to Council's requests and recommends Council adopt the Mount Dennis Community for All Action Plan (the Action Plan) proposed in this report as the community development plan. This report also recommends that Council request staff to establish a City of Toronto interdivisional working group to implement immediate and longer-term measures introduced in the Action Plan. The development of the Action Plan is a community-led and community-focused process that reflects the voices of Mount Dennis residents.

The City has worked closely with the Learning Enrichment Foundation (LEF), a community agency in Mount Dennis, to support community engagement in development of the action plan. The City provided funding of $50,000 to LEF for the delivery of the People’s Summit focused on anti-displacement strategies and priorities for the Action Plan. LEF contracted Untitled Planning to assist with the design and implementation of the summit and completion of a final report on the summit activities and findings. LEF also convened a stakeholder working group to collaborate on the design of the People's Summit and co-development of recommendations.

The Action Plan (Attachment 1) introduces a number of actions that are aimed at:

- Preserving housing and commercial affordability, including the launch of a community-led land trust and development of an equity scorecard to measure the impact of development on the community;

- Promoting anti-displacement measures for businesses and residents, including the establishment of a community-led Anti-Displacement Education Fund, with investments from the City to support anti-displacement initiatives led by community groups and non-profits;

- Enhancing public spaces for community use, including initiating the return of the Mount Dennis Community Hall to community; and

- Establishing a pro-active strategy to implement and monitor the delivery of the Mount Dennis Community for All Action Plan, including the establishment of a Mount Dennis community partnership table and engagement with Indigenous and Black communities.  

In addition, the report recommends the establishment of a collaborative framework between the City of Toronto and the Mount Dennis community to deliver the action plan for the residents of Mount Dennis over the next ten years.

This report and the Action Plan have been developed in consultation with the Action Plan interdivisional working group members from Social Development, Economic Development & Culture, City Planning, Development Review, and Parks & Recreation, in addition to consultation with Transportation Services and the Indigenous Affairs Office. 

The Economic and Community Development Committee recommends that:

1. City Council direct the Deputy City Manager, Community Development and Social Services, to engage with Indigenous communities on the topic of the City's Reconciliation Action Plan to determine the next phase of Reconciliation priorities and report to Toronto City Council by the end of the second quarter in 2027. 

2. City Council authorize the Director, Indigenous Affairs Office to negotiate and enter into agreement(s) with not-for-profit agencies and vendors as required to advance the City's Reconciliation priorities in a form acceptable to the City Solicitor and within approved budget limits until June 30, 2027.

3. City Council authorize the Executive Director, Social Development, to provide one-time funding of $350,000 to the Toronto Aboriginal Support Services Council to increase organizational capacity and support for City projects.

4. City Council direct the Director, Waterfront Secretariat and the General Manager, Parks and Recreation, with the support of the Indigenous Affairs Office and the Toronto and Region Conservation Authority, to report to the Economic and Community Development Committee in the first quarter of 2026 on the due diligence undertaken by staff related to the name “Wonscotonach Parklands” for the Lower Don Parkland system.
 

5. City Council direct the Director, Waterfront Secretariat and the General Manager, Parks and Recreation, with the support of the Indigenous Affairs Office to report back on an Indigenous naming process for Coxwell Common located at 1555 Danforth Avenue.
 

6. City Council direct the Executive Director, Housing Development Office, to work with the Director, Waterfront Secretariat and Waterfront Toronto, to ensure that future Request for Proposal (RFP) processes for affordable housing delivery in Ookwemin Minising prioritize partnerships with non-profit and Indigenous housing providers to deliver and operate affordable rental homes.

7. City Council adopt and forward to the Federation of Canadian Municipalities the following resolution to advance the Missing and Murdered Indigenous Women and Girls National Inquiry Calls to Justice:

"Resolution — Advancing the Missing and Murdered Indigenous Women and Girls National Inquiry Calls to Justice

WHEREAS in 2019, the National Inquiry into Missing and Murdered Indigenous Women and Girls released their final report, “Reclaiming Power and Place,” which included 231 Calls for Justice to address systemic violence against Indigenous women, girls, and 2SLGBTQQIA+ people;

WHEREAS the federal government’s implementation of the Calls for Justice has been insufficient and lacks the urgency and accountability required to end the ongoing genocide of Indigenous women, girls, and 2SLGBTQQIA+ people;

WHEREAS Indigenous rights-holders, governments and families of MMIWG victims continue to demand urgent action on the Calls to Justice, including directly addressing the needs of off-reserve Indigenous populations, to ensure all families and survivors get the support required;

WHEREAS municipalities are uniquely positioned to operationalize key aspects of the Calls for Justice, particularly in their roles as first responders and social service and housing providers;

WHEREAS many municipalities have taken steps towards Truth and Reconciliation, including but not limited to adopting and implementing the United Nations Declaration on the Rights of Indigenous Peoples (with particular attention given to Articles 7 and 22), supporting Indigenous data sovereignty, developing gender-based violence strategies that reflect the Calls for Justice, forming MMIWG-specific working groups, and co-developing community safety and housing initiatives with Indigenous communities;

WHEREAS municipalities require more federal leadership and collaboration to ensure nationwide guidance, expediting advancing the Calls to Justice at all levels of government, and ensuring that all First Nations, Métis, Inuit and urban Indigenous people have access to the support needed to address violence against Indigenous women, girls and 2SLGBTQQIA+ people;

RESOLVED, that the Federation of Canadian Municipalities calls on the federal government to urgently accelerate the implementation of the MMIWG Calls for Justice, including through dedicated and adequate MMIWG funding to Indigenous rights-holders and governments working to address violence against Indigenous, women, girls, and 2SLGBTQQIA+ people;

RESOLVED, that the Federation of Canadian Municipalities calls on the federal to take a leadership role in improving coordination across all levels of government and jurisdictions towards implementing the MMIWG Calls for Justice;

RESOLVED, that the Federation of Canadian Municipalities call on the federal government to ensure that MMIWG funding is open to distinction-based governments and organizations as well as urban Indigenous organizations, to ensure that programs and services are accessible to all that need the support; and

RESOLVED, that the Federation of Canadian Municipalities urges the federal government to work with FCM and municipalities to advance the Calls to Justice in areas including but not limited to:

-  Emergency services, policing and public safety, including anti-Indigenous racism in emergency services and policing;

-  Infrastructure, transit and transportation;

-  Affordable housing and homelessness response; and

-  Transparent local reporting on progress on MMIWG, disaggregated Indigenous-lead data collection and public accountability mechanisms."

In April 2022, City Council adopted the Reconciliation Action Plan (the Plan) to guide future discussions and Council recommendations that advance truth, justice, and Reconciliation with Indigenous peoples, inspired by the Truth and Reconciliation Commission Calls to Action, the United Nations Declaration of the Rights of Indigenous People, and the City’s Commitments to Indigenous Peoples. The Plan includes 28 actions and 141 sub-actions to guide City staff.

Over the past three years, the Plan has guided City divisions, agencies, and corporations to take unprecedented and bold steps toward Reconciliation with Indigenous communities. The City has seen the most impactful outcomes when initiatives are rooted in strong community partnerships and a commitment to co-creating^[1] solutions with Indigenous communities.

This report reflects on the first four years of implementation, highlighting progress, challenges, and opportunities. It showcases strong and authentic collaborations between City divisions and Indigenous communities that created programs anchored by the principles of self-determination and co-creation, offering transformative support for urban Indigenous people. The report also acknowledges key lessons learned in the engagement, design, implementation and monitoring of the Plan which has led some community partners to view their collaborations with City divisions as separate from the Plan.

Since 2022, 103 of the 141 sub-actions have started and are in progress; 3 are completed. While internally focused work has advanced some of the actions outlined in the Plan, the City has more work to do to ensure that co-creation with urban Indigenous communities is consistent and foundational to further Reconciliation efforts. In doing so, Reconciliation efforts will be community-centred, effective and meaningful.

With the recent restructure of the Community and Social Services portfolio, the Indigenous Affairs Office, along with oversight and support for the Reconciliation Action Plan now fall under the leadership of the Deputy City Manager, Community Development and Social Services. This move offers an opportunity for reflection on the City's community development approaches to Reconciliation, and to continue to rebuild trust with First Nations, Inuit, and Métis communities in Toronto so that the next leg of our Reconciliation journey is grounded in mutual understanding and meaningful relationships.

[1] Co-created initiatives are recommended to Council for approval before implementation.

The Economic and Community Development Committee recommends that:

1. City Council adopt the refreshed Community Service Partnerships approach and updated funding model components in Appendix 1 to the report (November 18, 2025) from the Executive Director, Social Development, and direct the Executive Director, Social Development, to report back to City Council, on the progress and implementation, as part of the annual reporting on Community Funding grants.

2. City Council authorize the Executive Director, Social Development to allocate Community Service Partnerships funding until the end of the next grant cycle on December 31, 2030, and report annually to the Economic and Community Development Committee on the grants approved, with funding allocations subject to the annual budget process.

The City remains steadfast in its commitment to advancing reconciliation and equity through sustained funding for Indigenous, Black, and other equity-deserving communities across Toronto. Guided by strong partnerships, strategic investments, and community-informed frameworks that address systemic barriers and historical underinvestment, the Community Funding Unit administers responsive funding that enables community-led, culturally grounded organizations to deliver high-quality and accessible programs and services. This report outlines the City’s ongoing efforts to strengthen fairness, transparency, and responsiveness in its funding approach and provides updates on three major funding programs:

- Indigenous Funding Framework (IFF): Supports Indigenous organizations through a flexible, self-determined funding model.

- Black Mandated Funding Framework (BMFF): Provides targeted funding and capacity-building for Black-led organizations.

- Community Service Partnerships (CSP): Social Development’s largest funding stream, now updated to enhance equity-focused goals and accountability practices.

The Indigenous Funding Framework (IFF), approved by City Council in December 2024, sets out how the City supports Indigenous organizations. It uses a flexible funding model called “take what you need, leave what you don’t,” which allowed 24 Indigenous groups to share $1.95 million in funding. This Framework is rooted on principles of self-determination and mutual respect and includes an implementation plan that focuses on evaluation and strengthening of granting processes for Indigenous communities. In May 2025, the Toronto Aboriginal Support Service Council (TASSC) hosted a celebration feast to officially launch the Framework and a deepening of the City’s relationship with Indigenous communities.

The Black Mandated Funding Framework (BMFF), adopted in November 2023, continues to shape an ecosystem of support for Toronto’s diverse Black communities. In 2024-2025, $2.125 million in funding was distributed across 49 organizations which included Black Francophone, newcomers, 2SLGBTQ+ and youth serving groups. Social Development also expanded enhanced organizational mentorship and trusteeship supports, improved access to funding application and capacity building supports through an eligibility self-assessment tool, and deepened engagement with sector and community partners. 

The Community Service Partnerships (CSP) program, Social Development’s largest and longest standing funding stream, supported over 2.6 million Toronto residents in 2024. This report details the recent updates to this funding program. As part of phase 1, it introduces an updated model that incorporates new grant pillars, equity-focused measures and an enhanced monitoring and evaluation framework. These changes are designed to keep programs stable while laying the groundwork for a more equitable, transparent and impact-driven grant process that is responsive to community needs and rooted in strong sectoral partnerships.

The 2025 Operating Budget of $32.197 million gross and $31.314 million net for the Community Partnership Investment Program in Social Development ensures the timely delivery of social services by not-for-profit, grassroots and resident-led groups. This report includes an overview of all grants created and approved with delegated authority between October 2024 and September 2025. These grants supported a variety of projects that included resident led initiatives that supported local, place-based activities, youth violence prevention, programs created by youth for youth, and community healing efforts after violence incidents. 

The Economic and Community Development Committee recommends that:

1. City Council request the Provincial Government to increase the Focus on Youth Program funding to $15 million in school boards across Ontario, to reflect the growth of youth unemployment levels since pre-pandemic times.

2. City Council request the Provincial Government to peg the funding of Focus on Youth Program to annual inflation.

3. City Council request the Executive Director, Social Development, specifically to include the goal of creating new youth employment opportunities within the adopted terms of reference of the Youth Employment Table, and to direct the Youth Employment Table to set youth employment opportunity targets.

4. City Council request the Executive Director, Social Development, report to the Economic and Community Development Committee on May 5, 2026, and thereafter on an annual basis on the progress and outcomes achieved through the Youth Employment Table.
 

5. City Council request the Provincial and Federal Governments to provide additional and sustained funding to support the youth employment opportunities and targets set through the Youth Employment Table and other city initiatives.

6. City Council request the Federal Government to allocate funding and target positions to Toronto in proportion to Toronto’s youth population, within funding commitments of more than $1.5 billion in Budget 2025 under the Canada Summer Jobs Program, Youth Employment and Skills Strategy and Student Work Placement Program.

7. City Council request the Mayor to consider appropriate budget allocations to Social Development to facilitate youth employment opportunities through the Youth Employment Table and Charter, including by funding the hiring of additional staff as required.

8. City Council request the Deputy City Manager, Community Development and Social Services and the Deputy City Manager, Development and Growth Services, in consultation with the Chief Procurement Officer, continue to advance the development of aligned construction workforce and equity targets, with a specific focus on youth access to construction career pathways, on new Toronto Builds projects where applicable, consistent with the Community Benefits best practices; and request the Executive Director, Social Development to share this work with the Inclusive Economic Development Working Table.

Toronto faces one of the highest youth unemployment rates in Ontario, at 19.7%, highlighting the ongoing challenges many young people are facing in accessing stable and meaningful employment. Indigenous, Black, newcomer, and 2SLGBTQ+ youth experience the greatest barriers, including limited access to networks, training opportunities, and pathways into stable work.

The City of Toronto employs more youth, aged 15 to 29, per capita, than any other Canadian municipality. Each year, over 16,000 youth are employed across the City system. Building on this strength, the City is taking steps to improve equitable youth employment and create clearer pathways from skill development to lasting careers, guided by Council direction and aligned with key Council-approved strategies.

This report provides an overview of the City’s youth employment programs. Attachment 1, City of Toronto Youth Jobs Inventory, provides a comprehensive inventory of 40 youth-specific employment programs offered across 10 City divisions, agencies, and corporations. Attachment 2, Case Studies of Toronto Youth Employment Pathways, provides case studies of how youth move through training, work experience, mentorship, and into careers through these programs.

While Toronto is a leading municipal youth employer, stronger coordination and investment across governments is needed. Limited provincial funding, and the seasonal nature of federal programs like the Canada Summer Jobs, highlight the need for a more aligned, multi-government approach to meet the needs of Toronto’s youth labour market.

In 2026, the City will focus on key actions to improve youth employment:

- Address barriers in hiring by reviewing and reforming practices like police reference checks, simplifying qualifications, and making job postings clearer, accessible, and more inclusive.

- Modernize recruitment systems with digital tools, data insights, and plain language for better transparency, and efficiency.

- Strengthen entry pathways through internships, and early talent programs to support smoother transitions into public service careers.

- Expand partnerships through the Youth Employment Table and the upcoming Toronto Youth Employment Charter.

- Create local jobs through major events like FIFA World Cup 2026™ and the municipal election.

These steps aim to build a more equitable system and call for stronger collaboration across governments and sectors to advance youth employment opportunities.

The Economic and Community Development Committee recommends that:  

1. City Council approve the Access to Shelter Framework in Attachment 2 to the report (November 28, 2025) from the General Manager, Toronto Shelter and Support Services as the process to review and assess proposed changes to shelter eligibility, and authorize the General Manager, Toronto Shelter and Support Services, to make future adjustments to the framework, in consultation with the Human Rights Office, Confronting Anti-Black Racism Unit, Toronto Newcomer Office, and other relevant divisions and offices.

2. City Council authorize the General Manager, Toronto Shelter and Support Services and the General Manager, Toronto Employment and Social Services, to continue implementing and administering the Emergency Family Shelter Support program as set out in the report and Attachment 3 to the report (November 28, 2025) from the General Manager, Toronto Shelter and Support Services, provided that the funding for the program is available within the Operating Budget for Toronto Shelter and Support Services.

3. City Council authorize the General Manager, Toronto Shelter and Support Services and the General Manager, Toronto Employment and Social Services, to develop and implement modifications to the Emergency Family Shelter Support program as they deem necessary to:

a. ensure the Emergency Family Shelter Support program remains responsive and scalable to fluctuations in demand for family shelter space that exceeds available family shelter capacity; and

b. maintain program integrity.

4. City Council authorize the General Manager, Toronto Shelter and Support Services to enter into research agreements with individuals and external organizations for research and/or data sharing purposes, including requests for data in the custody and control of the City, and any research involving City staff or Toronto Shelter and Support Services service users, provided that:

a. the research is for the purposes of advancing system planning and transformation and informing improvements to existing policies, programs and practices; and

b. all research agreements comply with City policies and requirements of the Municipal Freedom and Information and Protection of Privacy Act, on such terms and conditions as are satisfactory to the General Manager, Toronto Shelter and Support Services, and in a form satisfactory to the City Solicitor.

5. City Council authorize the General Manager, Toronto Shelter and Support Services to enter into agreements with individuals and external organizations to use Toronto Shelter and Support Services space to conduct research for the purposes listed in Recommendation 4, above, on such terms and conditions as are satisfactory to the General Manager, Toronto Shelter and Support Services and in a form satisfactory to the City Solicitor.

6. City Council authorize the General Manager, Toronto Shelter and Support Services to provide letters of divisional support to individuals and external organizations for grant funding proposals for research projects that support the purposes listed in Recommendation 4, above.

The Director, Service System Planning and Integrity, Toronto Shelter and Support Services, and the Director, Refugee Response, Toronto Shelter and Support Services gave a presentation on Shelter Pressures and Access Initiatives - Updates

Toronto Shelter and Support Services (TSSS) continues to manage the largest municipal shelter system in Canada amidst unprecedented demand, driven by the housing affordability crisis, limited income supports, and the continued arrival of refugee claimants seeking shelter supports. In response to operational pressures City Council directed TSSS to enhance transparency, equity, and accountability in shelter access through CC28.2 - Identifying and Addressing Pressures in the Refugee and Emergency Shelter System.

This report responds to City Council’s direction to provide a status update on the implementation of all recommendations in the fourth quarter of 2025. As of November 2025, 15 of the 24 directives under CC28.2 have been completed, 4 are in progress and will be completed upon adoption of this report, and 5 remain in progress or represent ongoing work.

This report also provides updates on key initiatives related to the refugee-serving and base shelter systems, including:

- Access to Shelter Framework – A structured, transparent process guiding future decisions on shelter eligibility, aligned with the Toronto Housing Charter, human rights obligations, and equity principles. The framework was reviewed by the Confronting Anti-Black Racism Unit (CABR), the Toronto Newcomer Office (TNO), and the City's Human Rights Office, and included formal engagement with the Housing Rights Advisory Committee's (HRAC) Supporting Unhoused Rights Holders Working Group.

- Operational measures aimed at advancing establishment of a dedicated refugee service system and addressing financial pressures.

- Emergency Family Shelter Support (EFSS) Program – Short-term accommodation support for families during periods of high shelter demand to ensure children are not left unsheltered.

- Additional Council-directed Actions through CC28.2 and EC22.12 – Progress on data and outcome tracking, training, capacity building, refugee sector engagement, equity initiatives, human rights-based learning sessions, the renewal of AccessTO public education campaign for undocumented residents, and partnerships with hospitals and health care providers.

- Research and Data Sharing Partnerships – Establishing agreements with individuals, external organizations and research institutions to conduct evaluation and research to inform and develop best practices to support people experiencing homelessness. 

The report outlines next steps to implement the Framework, refine EFSS program operations, reduce pressures in the refugee service system, strengthen data-informed decision-making, continue equity-focused training, and continue advancing other recommendations under CC28.2. Together, these measures aim to improve fairness, transparency, and equitable access to shelter and housing for all Torontonians.

Toronto Shelter and Support Services (TSSS) continues to manage the largest municipal shelter system in Canada amidst unprecedented demand, driven by the housing affordability crisis, limited income supports, and continued high refugee claimant shelter demand. In response to operational pressures and the Toronto Ombudsman’s 2024 recommendations, City Council directed TSSS to enhance transparency, equity, and accountability in shelter access through CC28.2 - Identifying and Addressing Pressures in the Refugee and Emergency Shelter System.

This report responds to City Council’s direction to provide a status update on the implementation of all recommendations in the fourth quarter of 2025. It includes an overview of the progress made to date.

This report provides updates on key initiatives, including:

-  Access to Shelter Framework

-  Emergency Family Shelter Support (EFSS)

-  Operational measures aimed at advancing establishment of a dedicated refugee service system

-  Additional Council-directed Actions through CC28.2 and EC22.12

-  Research and Data Sharing Partnerships

The report also outlines next steps to implement initiatives noted above.

The Economic and Community Development Committee recommends that:

1. City Council amend Toronto Municipal Code Chapter 608, Parks, in accordance with Attachment 1 to the report (November 18, 2025) from the General Manager, Parks and Recreation, as follows:

Article I - Definitions

a. add new definitions as follows:

DRONE – A Remotely Piloted Aircraft System as defined in the Canadian Aviation Regulations, being a set of configurable elements consisting of a remotely piloted aircraft, its control station, the command and control links and any other system elements required during flight operation.

GLIDER – A Glider as defined in the Canadian Aviation Regulations, being a non-power-driven heavier-than-air aircraft that derives its lift in flight from aerodynamic reactions on surfaces that remain fixed during flight.

HARASSMENT – As defined in the Ontario Human Rights Code, meaning engaging in a course of vexatious comment or conduct that is known or ought reasonably to be known to be unwelcome.

REMOTE-CONTROLLED VEHICLE: Any navigable aircraft, ground-based, or water-based vehicle, irrespective of its weight, that is operated by a pilot that is not on board, including drones, boats, cars, or similar devices, but excluding balloons, rockets, or kites.

VAPE OR VAPING – The use or holding of a vaporizer or inhalant-type device, whether called an electronic cigarette or any other name, whether or not the vapour contains nicotine or cannabis, and includes any of the following:

Inhaling vapour from a vaporizer or inhalant–type device;

Exhaling vapour from a vaporizer or inhalant-type device; or

Holding an activated vaporizer or inhalant-type device

b. Amend the definition of GENERAL MANAGER to replace "Parks, Forestry and Recreation" with "Parks and Recreation" and replace "his or her" with "their" so that it now reads: "The General Manager of Parks and Recreation or their successor or designate."

c. Amend the definition of PARK to add the words "parking lots" so that it now reads: "Land and land covered by water and all portions of it owned by or made available by lease, agreement, or otherwise to the City, that is or may be established, dedicated, set apart or made available for use as public open space or golf course, and that has been or may be placed under the jurisdiction of the General Manager, including any and all buildings, structures, facilities, parking lots, erections, and improvements located in or on the and, save and except where the land is governed by other by-laws of the City."

d. Amend part B of the definition of PROHIBITED AREAS to replace the word "playgrounds" with the words "playground safety surface or playground equipment" so that it now reads: "B. Playground safety surface or playground equipment, splash pads or wading pools."

e. Replace the definition of SMOKE OR SMOKING as follows:

The use or holding of a lighted cigar, cigarette, pipe, hookah, or any other lighted device or material, such as tobacco or cannabis, and includes any of the following:

Inhaling smoke from a lighted cigar, cigarette, pipe, hookah or any other lighted device or material;

Exhaling smoke from a lighted cigar, cigarette, pipe, hookah or any other lighted device or material; or

Holding a lit cigar, cigarette, pipe, hookah or any other lighted device or material."

f. Replace the definition of VEHICLE as follows:

A Vehicle as defined under the Highway Traffic Act, being a motor vehicle, trailer, traction engine, farm tractor, road-building machine, bicycle and any vehicle drawn, propelled or driven by any kind of power, including muscular power, but excludes a baby carriage or cart, child's wagon, child's stroller, child's sleigh, wheelchair or similar device (powered or otherwise) used by an individual due to a disability, or other similar conveyance.

Article II - Conduct

g. Amend 608-3 as follows:

1. Amend 608-3 A (1) to replace the word "indulge" with the word "engage", add the words "any form of harassment or", delete the word "boisterous", and delete the words "profane or" so that it now reads: "Engage in any form of harassment or riotous, violent, threatening, or illegal conduct; or use abusive language".

2. Delete 608-3 A (5), 608-3 A (6) and 608-3 B that relate to sexual behaviour and nudity.

3. Amend 608-3 D to delete the word “warning” so that it now reads: "No person shall remove, disturb, relocate, damage or destroy protective fencing, lifesaving equipment, barriers and signage put in place for protection of the public."

h. Amend 608-7 to add the word “soil” so that it now reads:

Unless authorized by permit, no person shall encroach upon or take possession of a park by any means whatsoever, including the construction, installation or maintenance of a fence or structure; the dumping or storage of materials, soil or plantings; or planting, cultivating, grooming or landscaping.

i. Amend the title of 608-7.1 to add the words "water and wastewater" so that it now reads: "Water and wastewater discharge".

j. Replace 608-7.1 as follows:

Unless authorized by permit, no person shall cause or permit the discharge, flow or runoff of water or wastewater from private property into or onto a park, from any source including but not limited to a hose or similar device, sewage, a roof drainage system, parking lot, hot tub, swimming pool or pond.

k. Amend the title of 608-8.1 to add the words "and vaping" so that it now reads: "Smoking and vaping".

l. Amend 608-8.1 as follows:

1. Amend 608-8.1 A to add the words “or vape” after the word "smoke", add the word "within" after the words "boundaries of and" and change the radius surrounding amenities and areas from nine metres to 20 metres so that it now reads: "While in a park no person shall smoke or vape within the boundaries of and within a 20-metre radius surrounding the following amenities or areas in a park".

2. Add a new subsection to 608-8.1 B as follows: "(4) In a designated off-leash area."

3. Add a new subsection to 608-8.1 as follows: "C. Despite § 608-8.1.A and 608-8.1.B and in accordance with the Smoke-Free Ontario Act, nothing in this Chapter: (1) prohibits an Indigenous person from smoking tobacco or holding lighted tobacco there, if the activity is carried out for traditional Indigenous cultural or spiritual purposes; or (2) prohibits a non-Indigenous person from smoking tobacco or holding lighted tobacco there, if the activity is carried out with an Indigenous person and for traditional Indigenous cultural or spiritual purposes."

Article III - Park Use

m. Replace 608-16 as follows:

In a park, no person shall enter gender-segregated washrooms, change rooms or other facilities that do not correspond to their gender identity.

Article IV - Games, Sports and Organized Activities

n. Amend the title of 608-19 so that it now reads: "Drones and remote-controlled vehicles".

o. Amend 608-19 to replace the words "powered models of aircraft, rockets, watercraft or vehicles" with the words "a drone, rocket or remote-controlled vehicle" so that it now reads:

While in a park, no person shall operate a drone, rocket or remote-controlled vehicle unless authorized by permit.

p. Amend the title of 608-20 so that it now reads: "Aircraft and gliders".

q. Amend 608-20 to add the words "any aircraft as defined in the Canadian Aviation Regulations including", delete the words "hot air balloon" and delete the word “hang” so that it now reads:

Unless authorized by permit, no person shall tether, launch or land any aircraft described in the Canadian Aviation Regulations including a glider, ultra light aircraft or similar conveyance in a park.

Article V - Vehicles

r. Amend 608-28 to add the words "any area of" and delete the words “roadway or parking lot in” so that it now reads:

No person shall make use of any area of a park for:

A. Washing, cleaning, servicing, maintaining or, except in the event of an emergency, the repair of any vehicle;

B. Instructing, teaching or coaching any person in the driving or operation of a motor vehicle, unless authorized by permit; or

C. Storing a boat or trailer without a permit.

Article VI - Animals

s. Amend 608-34 as follows:

1. Amend 608-34 A (6) to add the words "has been determined to be a dangerous dog under Chapter 349, Animals, or the dog"; and amend 608-34 A (6)(a) to add the words "or order"; so that it now reads:

 (6) Allow a dog to enter a designated off-leash area if the dog has been determined to be a dangerous dog under Chapter 349, Animals, or the dog is required to be equipped with a muzzle or secured by a leash under:

(a) A notice or order issued under Chapter 349, Animals; or

(b) The Dog Owners' Liability Act or an order issued under that Act.

2. Amend 604-34 C (1) to change the maximum leash length from 2.4 metres to two metres.

Article IX - Commercial Enterprises

t. Amend 608-46 to add the word "lessons" to 608-46 A (3) so that it now reads: "Any art, skill, service, lessons or work."

u. Replace 608-47 as follows:

A. While in a park, unless authorized by permit under this Chapter or permitted under Chapter 459, Filming and authorized by permit from the Toronto Film and Television Office, no person shall:

(1) Take or permit to be taken for remuneration any film, photograph, videotape or television broadcast;

(2) Take or permit to be taken any film, photograph, videotape or television broadcast in a washroom or change room.

B. No video surveillance system shall be installed in a park except in accordance with the City of Toronto Security Video Surveillance Policy.

Article X - Regulation and Enforcement

v. Amend 608-49 A to replace the word "obtained" with the words "applied for" and delete the words "the Customer Service Section of" so that it now reads:

Permits for activities contemplated in this chapter may be applied for by contacting the City's Parks and Recreation Division.

w. Amend 608-52 A to add a new subsection immediately after the current subsection 608-52 A (2) and before the current subsection 608-52 A (3) to read as follows:

Employees or agents of the City while engaged in works or services undertaken for or on behalf of the City as authorized by the General Manager;

x. Amend 608-55 to delete the words "of § 608-27" to that it now reads:

An officer or the General Manager, upon discovery of a vehicle parked or standing in contravention of this chapter, may cause it to be moved or taken to and placed or stored in a suitable place and all costs and charges for removing, care of and storing the vehicle, if any, are a lien upon the vehicle which may be enforced in the manner provided by the Repair and Storage Liens Act. 

2. 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 and the General Manager, Parks and Recreation.

3. City Council direct that the amendments above come into force on March 2, 2026.

This report responds to City Council direction in 2025.MM29.8 to review Toronto Municipal Code Chapter 608, Parks, to remove outdated, burdensome or unnecessary provisions. Toronto Municipal Code Chapter 608 (the "Parks By-law") is the governing by-law for City of Toronto parkland. It regulates park activities so that parks are protected, safe and enjoyable for everyone. The by-law aims for a balanced approach to enable a broad range of park activities while also ensuring public safety and protection of City property and the natural environment.

This report recommends 25 immediate updates to the Parks By-law. These include amendments to: i) address evolving conditions, circumstances, technologies and activities affecting the use or protection of parks; ii) align the by-law with other City by-laws and policies; and iii) reflect federal and provincial legislation.

The report also identifies by-law topics and areas where Council-directed policy work is currently in progress that may result in by-law amendments in the near future (e.g., Food and Beverage Strategy for parks; rules for micromobility devices), as well as other topics that require more extensive future policy work to ensure the by-law remains reflective of evolving community and user needs (e.g., regulations for boating and mooring, social gathering size, and use of barbecues). In most cases, the policy development process for these topics will include community engagement and dedicated project work, with the level of effort tailored to the scope of each topic.

Some issues raised in 2025.MM29.8 relate to outdated park signage that is not reflective of the by-law. This report also describes a park sign audit that is in progress to identify and remove outdated and unnecessary park signs.

Finally, the report recommends a plan for the by-law to undergo regular reviews every five years, or as required based on changes to the policy environment, to ensure that it is consistently kept up to date going forward. These reviews will include public engagement to increase public awareness of the by-law and to identify public priorities related to parks policy and governance.

Parks and Recreation consulted with Legal Services, Municipal Licensing and Standards, Toronto Public Health, Transportation Services, and Environment, Climate and Forestry in the development of this report.

The Economic and Community Development Committee recommends that:

1. City Council designate the area described by Attachment 1 to the report (November 12, 2025)  from the General Manager, Economic Development and Culture as the amended Bloor Annex Business Improvement Area under the City of Toronto Municipal Code Chapter 19, Business Improvement Areas.

2. City Council amend the City of Toronto Municipal Code Chapter 19, Business Improvement Areas, as necessary to reflect the expanded boundaries of the Bloor Annex Business Improvement Area.

The purpose of this report is to recommend a minor expansion of the Bloor Annex Business Improvement Area (BIA) boundary to include Seaton Park, located north of Bloor Street West on the east side of Albany Street.

The Economic and Community Development Committee recommends that:

1. City Council request the Executive Director, Corporate Real Estate Management and the General Manager, Economic Development and Culture, in consultation with Social Development and Technology Services to develop an Accessibility and Inclusion Handbook for event organizers that can be presented to the Toronto Accessibility Advisory Committee for feedback and input at its meeting on February 27, 2026.

2. City Council request the General Manager, Economic Development and Culture to provide a digital and an accessible PDF, hard copy or alternative format version of the Accessibility and Disability Inclusion Handbook to each organization that hosts an event on city property or at the request of any organization for their event.

At its meeting on October 24, 2025, the Toronto Accessibility Advisory Committee considered Item DI14.7 and made a recommendation to City Council. 

Toronto is a vibrant city known for its festivals, cultural events, and community gatherings that bring residents together and celebrate our diversity. However, for many people with disabilities, participation in these events can be limited by barriers in physical spaces, communication, and program design. Ensuring that all Torontonians can fully engage in public life is essential to building an equitable and inclusive city.

This motion calls on the City of Toronto to develop an Accessibility Handbook for Event Organizers — a practical resource to guide event organizer seeking to host events at City facilities that are welcoming and accessible to people with disabilities. The handbook would provide clear standards in plain and easy to understand language, best practices, and checklists to promote inclusive events and event spaces that meet or exceed accessibility requirements while not requiring the expenditure of significant additional funds. By equipping event organizers with the right tools and knowledge, the City can help foster environments where everyone, regardless of ability, can participate, contribute, and feel a genuine sense of belonging.

The Economic and Community Development Committee recommends that:

1. City Council direct the Executive Director, Social Development, and the City Clerk to prepare a feasibility report with recommendations on establishing a part-time fellowship program for youth living with disabilities, including:

a. potential program delivery partners;

b. clear and collaborative processes for selecting Council members’ offices; and

c. a structured matching process to ensure quality work experiences that align with both the interests of the fellows and the needs of the Council members’ offices;

and to report back to the Economic and Community Development Committee by the second quarter of 2026.

At its meeting on October 24, 2025, the Toronto Accessibility Advisory Committee considered Item D14.6 and made a recommendation to City Council.

Summary from the Toronto Accessibility Advisory Committee:

The City of Toronto has demonstrated strong leadership in promoting equity and inclusion through initiatives such as the Indigenous, Black, and Muslim Youth Fellowships — programs that empower young people to engage directly in civic leadership and policymaking. Youth with disabilities would bring vital lived experience and insight into accessibility and inclusion within our city.

Creating a Fellowship for Youth with Disabilities would extend the City’s commitment to representation and accessibility by providing meaningful mentorship, professional development, and hands-on experience in municipal government. This program would help ensure that Toronto’s future leaders include the voices and perspectives of people with disabilities, strengthening our collective work toward a truly inclusive city.

The General Government Committee recommend that:

1. City Council direct that the confidential information contained in Confidential Attachment 3 to the report (November 24, 2025) from the Executive Director, Finance Shared Services, remain confidential in its entirety.

This report provides information on property tax accounts with outstanding receivables of $500,000 or more as of December 31, 2024. The total number of properties with outstanding receivable balances of $500,000 or more is 27, including 24 owned by corporations and three owned by individuals as mentioned above. When compared to what was reported as of June 30, 2024, the total number of properties with receivables of $500,000 or more has decreased. Further information on prior years can be found in Table 2 of the report.

The General Government Committee recommend that:  

1. City Council suspend Capital Sewer and any affiliated persons’, as defined in Chapter 195, eligibility to bid on or be awarded any City of Toronto contracts as a supplier of goods and / or services or as a subcontractor to such a supplier, including any options, or renewals of existing contracts, for a period of five years commencing upon the date of approval of the report (November 26, 2025) from the Chief Engineer and Executive Director, Engineering and Construction Services, and the Chief Procurement Officer.

Jennifer Graham Harkness, Chief Engineer and Executive Director, Engineering and Construction Services, and Geneviève Sharkey, the Chief Procurement Officer, gave a presentation on Suspension of Capital Sewer Services Inc., and Affiliated Persons.

This report recommends that City Council suspend the eligibility of Capital Sewer Services Inc., ("Capital Sewer") and its affiliated persons, to bid on, or be awarded, any City of Toronto contracts for a period of five years, for contraventions of the City of Toronto’s Supplier Code of Conduct (Supplier Performance) in Chapter 195 of the Toronto Municipal Code. Capital Sewer’s affiliated persons include Capital Sewer’s parent company, Capital Infrastructure Group (“CIG”), and five other of Capital Infrastructure Group’s subsidiaries: Utility Force Construction Inc., Capital Utility Services Inc., CEC Mechanical Ltd., MarkerVac Inc., and Clean Water Works Inc. The Supplier Code of Conduct states that a supplier shall not over-bill, double-bill, retain a known over-payment, fail to notify the City of an over-payment or duplicate payment within a reasonable time, submit misleading information to the City, submit false or exaggerated claims to the City, or bill for goods and services not supplied.

This report provides an overview of the City’s investigation into Capital Sewer, summarizing the audit and investigative work completed to date, the inquiries still underway, and the rationale for recommending suspension of their eligibility to continue doing business with the City.

In March 2024, the City’s internal controls, as well as complaints received through the Auditor General’s Fraud and Waste Hotline, first identified irregularities in change order documentation submitted by Capital Sewer. A change order is a formal, written modification to a construction contract. It is used when work needs to be added, removed, or adjusted from the original scope of the contract. Early analysis of the irregularities revealed significant discrepancies between quotations Capital Sewer provided to the City and those provided directly by subcontractors, indicating potential document alterations and overbilling. This triggered an audit process beginning in December 2024, followed by the City’s engagement of KPMG LLP (“KPMG”) to conduct a forensic audit.

While Capital Sewer has committed to restitution and claims to have strengthened internal controls, KPMG has not validated the effectiveness of these new measures, and the full extent of past misconduct is still under investigation. KPMG’s forensic audit is ongoing and will also seek to determine whether further overbilling activity occurred and if additional staff were involved. The findings of overbilling and document alterations have also been reported to Toronto Police Services by Capital Sewer and the City.

Based on KPMG’s findings to date, KPMG has confirmed that there has been intentional overbilling of at least $1.1 million related to contract 22ECS-LU-03TT for work on the Dufferin Sanitary Trunk Sewer Systems Improvement (the "Dufferin Project"). As a result, City staff recommend the maximum allowable suspension of five years for Capital Sewer and its affiliated persons. This suspension is not punitive but necessary to protect public funds, uphold the Supplier Code of Conduct, and safeguard the integrity of the City’s procurement processes.

The City has exercised its rights under the contract for the Dufferin Project to recover the overbillings detected by KPMG to date and KPMG’s initial audit costs to date.

The General Government Committee recommend that:

1. City Council, in accordance with Section 71-11.1.C 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 47025889, issued to EnergyCAP Inc., for the provision of EnergyCAP web hosting and Bill CAPture services, to increase the contract value by $60,000 net of all applicable taxes and charges ($61,056 net of Harmonized Sales Tax recoveries), increasing the non-competitive contract value from $1,057,297 net of all applicable taxes and charges ($1,075,905 net of Harmonized Sales Tax recoveries) to $1,763,464 net of all applicable taxes and charges ($1,794,501 net of Harmonized Sales Tax recoveries).

The purpose of this report is to request authority to amend Blanket Contract 47025889, issued to EnergyCAP Inc., for the provision of EnergyCAP web hosting and Bill CAPture services to support the City's utility bill payment process. The total amendment being requested is $60,000 net of all applicable taxes and charges ($61,056 net of Harmonized Sales Tax recoveries), increasing the non-competitive contract value from $1,057,297 net of all applicable taxes and charges ($1,075,905 net of Harmonized Sales Tax recoveries) to $1,763,464 net of all applicable taxes and charges ($1,794,501 net of Harmonized Sales Tax recoveries).

This amendment will cover utility bill processing charges through the end of 2025. A new contract with EnergyCAP Inc., for services in 2026-2030 is being procured, following Council's approval of GG24.9 - Review and Renewal of Technology Maintenance Contracts for Sustainment of City Services from 2026-2030.

The EnergyCAP bill processing software is used by City staff to store, analyze, audit, and process approximately 45,000 utility invoices every year, valued at approximately $300 million per year. This includes invoices for all City Divisions as well as three agencies: Toronto Parking Authority, Toronto Transit Commission, and Toronto Public Library. The automation and system integration of EnergyCAP with the City's financial management system minimizes late payment fees, and the software is able to audit all utility expenditures for accuracy. EnergyCAP is also able to support regulatory reporting, City buildings' energy performance tracking, utility budgeting, and financial variance reporting.

Bill CAPture is a module of the EnergyCAP software that uses optical character recognition to extract invoice details and upload the invoices into the EnergyCAP database. Through the upload process, the module automatically audits the invoice data for accuracy, using a series of metrics based on cost and energy consumption patterns. Bill CAPture, in conjunction with EnergyCAP, alerts staff to potential errors on utility bills and minimizes the risk of overcharges.

EnergyCAP and Bill CAPture were instrumental in the City's ability to proactively identify unusual invoicing patterns that led to an avoided potential loss of $2.5 million in 2019. Details of the investigation are detailed in 2025.AU9.10 - Fraud Investigation Involving Multiple City of Toronto Electricity Accounts.

Over the past several years, staff have worked to standardize and centralize the processing of utility invoices. While some invoices were previously managed through EnergyCAP, others were handled manually. Recently, all utility invoices for City Divisions and the three Agencies have been transitioned to a standardized system using EnergyCAP and Bill CAPture.

Additionally, as part of the City's 5-Year Energy Conservation and Demand Management Plan, developed in response to provincial regulation, the City is required to report on its total renewable energy generation. This tracking and reporting were previously managed manually by reviewing individual invoices but has now been automated by enrolling these accounts through Bill CAPture. The addition of new renewable energy generation accounts has further increased the volume of data processed through the system.

As Bill CAPture use costs are calculated based on the number of invoices processed and the number of energy accounts enrolled, an amendment is required to enable the continued use of this critical software.

The General Government Committee recommend that:

1. City Council authorize the General Manager, Toronto Shelter and Support Services to enter into the necessary amending agreement on terms and conditions satisfactory to the Chief Procurement Officer and in a form satisfactory to the City Solicitor to extend the term of non-Competitive Blanket Contract Number 47023371 with 2790584 Ontario Inc for Catering at various Toronto Shelter and Support Services locations to August 31, 2026.

The purpose of this report is to request authority from City Council to extend the term of Non-Competitive Contract Number 47023371 with 2790584 Ontario Inc for ongoing catering services at two temporary shelter hotel sites and ad hoc catering services at winter respite sites from December 31, 2025 until August 31, 2026, exceeding the cumulative five (5) year threshold.

A competitive procurement process is underway to identify a catering provider for these locations beyond the end of this contract. This extension is required because of the additional time needed to implement a new, cost-saving approach to catering procurement for the division and its Purchase of Service shelter operators.

Toronto Shelter and Support Services has been exploring options to extend the pricing arrangements in competitively sourced blanket contracts to Purchase of Service shelter operators. Legal Services and the Purchasing and Materials Management division agree that Chapter 195-6.5 of the Toronto Municipal Code provides the necessary legal basis for this change, but additional time is required to incorporate new language into the solicitation and contract documents. By including provisions that allow Purchase of Service shelter operators to piggyback on competitively sourced blanket catering contracts, the City aims to achieve cost savings for Purchase of Service shelter operators through economies of scale, access to larger catering providers, and the ability to leverage the City’s negotiating power. Since Purchase of Service shelter operations are funded through the City’s Operating Budget, this initiative would result in cost savings for the City.

Services in temporary shelter sites located in hotels can be terminated at no cost to the City if that site closes before the end of the contract.

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. This procurement was issued under the exception related to emergency where 2790584 Ontario Inc, 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 7.1E).

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 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 recommend that:

1. City Council, in accordance with Section 7.1P. of the City of Toronto Municipal Code, Chapter 195 (Procurement), and Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), grant authority to the Chief Technology Officer, to amend Non-Competitive Purchase Order 6055323 with Accenture by increasing the contract value by $343,750 net of all applicable charges and taxes ($349,800 net of Harmonized Sales Tax Recoveries), revising the current Purchase Order Value from $481,250 to $825,000 ($489,720 to $839,520 net of Harmonized Sales Tax Recoveries), and extend the term an additional 15 months to January 31, 2027.

2. City Council direct that Confidential Attachment 1 to the report (November 25, 2025) from the Chief Technology Officer, and the Chief Procurement Officer, remains confidential in its entirety, as it pertains to a procedure to be applied to negotiations carried on or to be carried on by or on behalf of the City of Toronto.

The purpose of this report is to request authority to amend Purchase Order 6055323 with Accenture Inc., a Canadian business subsidiary, in the amount of $343,750 net of all applicable taxes and charges ($349,800 net of Harmonized Sales Tax recoveries) for professional services.

Purchase Order 6055323 was valid for an initial 18-month term and extended for an additional 3 months. This amendment request represents a renewal to extend the contract, for an additional 15 months at the same monthly cost and same terms. 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.

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 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 recommend that:

1. City Council authorize the General Manager, Parks and Recreation, to negotiate and execute a licence agreement and any ancillary agreements and documents, and to amend the agreements as required with Premier Racquet Clubs Corp., to undertake site preparation and construction starting in approximately the second quarter of 2026, and to operate and maintain seasonal sports bubbles at Eglinton Flats Park for 10 operating seasons starting on approximately September 24, 2026, with two optional renewal terms of up to five  years each, exercisable at the General Manager’s sole discretion, substantially on the terms and conditions set out in Attachment 1 to the revised report (December 5, 2025) from the General Manager, Parks and Recreation, and the Chief Procurement Officer, and on such other terms and conditions satisfactory to the General Manager, Parks and Recreation and in a form satisfactory to the City Solicitor.

2. City Council authorize an amendment to the contribution policy and withdrawal policy criteria of the Eglinton Flats Tennis Facility Maintenance Reserve Fund (XR3204) to align with the terms of the new agreement with Premier Racquet Clubs Corp., for the annual contribution of funds for future court resurfacing and maintenance costs.

This report seeks authority for the City to enter into a licence agreement with Premier Racquet Clubs Corp., (the “Licensee”), who will be responsible for operating and maintaining seasonal sports bubbles for tennis and related services (e.g. racquet stringing, equipment retail and rental, etc.) at Eglinton Flats Park.

The new agreement was competitively sourced through a negotiated Request for Proposals issued on March 21, 2025. The winning proposal offers significantly improved community access, modernized amenities, and materially higher and more predictable revenue for the City.

The previous licence agreement, which had been in place for more than 15 years, has expired. Under the proposed new agreement, winter tennis capacity will be significantly increased with the installation of a second seasonal sports bubble, effectively doubling the available indoor courts.

The initial term of the proposed licence agreement will cover 10 operating seasons, defined as October through April each year. Pre-season construction activities are scheduled to begin in mid-2026, with the first seasonal sports bubble anticipated to be operational by Fall 2026. Both sports bubbles are expected to be in operation by the 2027 season. The agreement also includes two optional extensions of up to five operating seasons each, exercisable at the sole discretion of the City, provided the Licensee remains in good standing and is not in default under the agreement.

The General Government Committee recommend that:  

1. City Council, in accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), grant authority to the Chief Technology Officer, to amend and increase the authority for the Chief Technology Officer under GG24.9 with Salesforce.com Canada Corporation by $6,751,001 net of taxes and charges ($6,869,819 net of Harmonized Sales Tax recoveries) to procure and renew new licences and support services as required until December 31, 2030, under the same pricing, terms and conditions as the existing agreement, and in a form satisfactory to the City Solicitor.

The purpose of this report is to request an amendment to the City's existing authority with Salesforce.com Canada Corporation, a Canadian business subsidiary. This report recommends that City Council grant authority to increase the contract amount in the value of $6,751,001 net of taxes and applicable charges ($6,869,819 net of Harmonized Sales Tax recoveries) within the five (5)-year term from January 1, 2026, to December 31, 2030, under the same pricing, terms, and conditions of the existing agreement.

Although the City received authority under the consolidated maintenance report GG24.9 in October 2025 to continue existing services, this increase is necessary to obtain additional licenses and subscriptions that will support the expanded licensing required to realize several Council-directed transformation initiatives for the Municipal Licensing and Standards Division and the Customer Experience Division, respectively.

Salesforce is the City of Toronto’s Enterprise Customer Relationship Management platform. It centralizes, tracks, and manages many customer interactions with the City, including by phone, email, or online portals. The platform supports customers to get the information they need regarding City services, while providing City staff with a centralized location to access information - making it easier to manage interactions with customers.

The General Government Committee recommend that:

1. City Council, in accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), grant authority to the Chief Technology Officer, to amend the authority for the Chief Technology Officer under GG24.9 with Granicus for up to the total amount set out in Confidential Attachment 1 to the report (November 26, 2025) from the Chief Technology Officer, and the Chief Procurement Officer, to procure and renew new licenses and support services as required until December 31, 2030 in a form satisfactory to the City Solicitor.

2. City Council direct that Confidential Attachment 1 to the report (November 26, 2025) from the Chief Technology Officer, and the Chief Procurement Officer, remain confidential at this time as it pertains to an instruction 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 Part 1 above.

This report requests an amendment to the authority established through GG24.9 (Review and Renewal of Technology Maintenance Contracts for Sustainment of City Services from 2026 - 2030), adopted by City Council in October 2025. This amendment would allow the City to execute a contract with Granicus, a Canadian business subsidiary, for licenses and professional services to transition to the latest version of the development tracking platform for Development and Growth Services Divisions. This report requests the establishment of a total ceiling authority, with no commitment to spend the full amount.

The City’s Integrated Business Management System is the City's core development tracking and permitting platform. Integrated Business Management System is fundamental to the City's ability to deliver on its strategic goals to deliver housing faster with a focus on affordable housing. Integrated Business Management System supports the operational needs of the Development and Growth Services Divisions, including Toronto Building, City Planning, and Development Review, and enables the City to collect and administer approximately $1.4 billion in annual revenue.

Integrated Business Management System is powered by a legacy software that is at end-of-life, Amanda Version 4.4, which was first implemented in 1999. Transition to a viable, modern technology platform is critical to ensure the City is able to deliver on key Council priorities, including accelerating the development of affordable housing, and meet legislative requirements.

Technology Services Division partnered with the Development and Growth Services Divisions to evaluate options, including a comprehensive, independent third-party market review and jurisdictional scan.

This report recommends upgrading to the latest version of Amanda (Version 7) to ensure the Integrated Business Management System platform remains sustainable, secure, and capable of supporting the City’s housing objectives and priorities.

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 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 recommend that:

1. City Council receive the report (November 24, 2025) from the General Manager, Toronto Water, and the Chief Procurement, for information.

The purpose of this report is to advise Toronto City Council, pursuant to Chapter 195 of the Toronto Municipal Code, Procurement, Section 195-7.5.B, of a non-competitive contract with Alberici Constructors Ltd., for the emergency roof replacement at the Humber Treatment Plant Operations and Control Centre, for  a total value of $1,741,076, net of all taxes and charges ($1,771,719 net of Harmonized Sales Tax recoveries).

The issuance of this non-competitive contract was a matter of extreme urgency, as during construction, demolition revealed multiple cracks and leaks in the existing roof. Immediate action was required to protect staff health and safety, ensure uninterrupted wastewater treatment operations, limit impacts to existing contract warranties and mitigate the risk of costly future repairs.

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. This procurement proceeded under the exception code related to Emergency where the goods or services are required as a result of an emergency which would not reasonably permit the solicitation of competitive submissions 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 7.1.G.).

The General Government Committee recommend that:

1. City Council, in accordance with Section 195-8.5 of the City of Toronto Municipal Code Chapter 195, Procurement, grants authority to Corporate Real Estate Management and Purchasing and Materials Management Division to enter into a construction contract in the form of a CCDC-14 to the Kilmer Group and Tricon Residential (Kilmer-Tricon, the “Developer”) for a maximum upset amount of $40,976,589 net of all applicable taxes and charges ($41,697,777 net of Harmonized Sales Tax recoveries) in addition to the amount identified in Confidential Attachment 1 to the report (November 24, 2025) from the Executive Director, Corporate Real Estate Management, and the Chief Procurement Officer, based on the agreed upon class B cost estimate.

2. City Council grant authority to the Executive Director, Corporate Real Estate Management, in consultation with the Chief Procurement Officer and the Chief, Toronto Paramedic Services, to execute any necessary purchase order amendments with a value exceeding $500,000, or more than 10 percent of the original commitment, for which Committee or City Council approval would normally be required under City of Toronto Municipal Code Chapter 71, Financial Control and City of Toronto Municipal Code Chapter 195, Procurement provided that:

a. the purchase order amendment is necessary to enable the City to respond to the Developer’s request(s) for approval, consent, or agreement to any action, document or plan related to the design and construction of the Toronto Paramedic Services Multi-Function Station 03, and where such approval will impact the critical path of the delivery of mixed-income housing (the Residential Project), the City shall within seven working days after receipt of a request in writing for an approval, respond to the Developer in writing to ensure that the timelines are met for the construction of the Toronto Paramedic Services Multi-Function Station 03 at 610 Bay Street;

b. the appropriate additional funding will be requested in the annual Capital Budget submissions for Toronto Paramedic Services budget;

c. the terms and conditions of any amending agreements are acceptable to the Executive Director, Corporate Real Estate Management, the Chief Procurement Officer, and the Chief, Toronto Paramedic Services in a form satisfactory to the City Solicitor;

d. any amending agreements are completed in accordance with the City of Toronto Municipal Code Chapter 195, Procurement, and associated policies and procedures; and

e. a report summarizing any amendments made under this authority is submitted to the appropriate Committee and / or City Council for information on an annual basis.

3. City Council authorize the public release of Confidential Attachment 1 to the report (November 24, 2025) from the Executive Director, Corporate Real Estate Management, and the Chief Procurement Officer, following the project close out of the construction of Toronto Paramedic Services Multi-Function Station 03.

The purpose of this report is to seek authority to execute a construction agreement with Kilmer Group and Tricon Residential (Kilmer-Tricon, the “Developer”), following a competitive procurement process completed by CreateTO in 2024. The maximum upset limit of this agreement is $40,976,589 net of all applicable taxes and charges ($41,697,777 net of Harmonized Sales Tax recoveries), in addition to the amount identified in Confidential Attachment 1. This report also seeks to delegate authority to Corporate Real Estate Management, in consultation with Purchasing and Materials Management Division and Toronto Paramedic Services, to execute any necessary purchase order amendments, with a value exceeding $500,000, or more than 10 percent of the original commitment, for the construction of a new Toronto Paramedic Services Multi-Function Station (MFS 03) at 610 Bay Street.

In April 2022, City Council adopted a vision for the former Toronto Coach Terminal, located at 610 Bay Street and 130 Elizabeth Street, which prioritizes the delivery of mixed-income housing (the “Residential Project”) and incorporates MFS 03, public realm improvements, sustainable development, design excellence and the adaptive reuse of the heritage-listed former Toronto Coach Terminal.

In November 2024, through the adoption of item EX18.4, Council granted staff authority to enter into a lease and project agreement with the competitively procured tenant and Developer to construct MFS 03 alongside the mixed-income residential developments at 610 Bay Street and 130 Elizabeth Street. Under the lease and project agreement, the City, as landlord, would reimburse the Developer for the actual cost of construction.

As work progressed, staff identified that additional contractual mechanisms would better support the effective oversight, administration and delivery of MFS 03. Staff determined that an industry standard design-build construction agreement (CCDC-14) between the City and Kilmer-Tricon, as the delivery agent, would provide the most suitable contractual framework for delivering this project. A construction agreement defines risk allocation between project stakeholders and improves legal compliance with the Construction Act. It also establishes mechanisms for the City to provide oversight of the project, implements a more structured and transparent process for handling changes to the project scope, and includes a structured mechanism for payments, as opposed to reimbursements made under the existing lease and project agreement.

The execution of an additional construction agreement would constitute a material change from the delivery model approved by Council through item EX.18.4 and therefore requires additional Council authority.

Delegated authority to make necessary purchase order amendments is required to enable the City to respond to the Developer’s requests for approval, consent, or agreement to any action, document or plan related to the construction of MFS 03, where such approval would impact the critical path of the broader Residential Project. As MFS 03 will be constructed within the first two floors of the residential tower, the timeline for the Residential Project is directly dependent on the timely delivery of MFS 03. To support coordinated delivery and maintain the overall project schedule, the City must provide a written response to the Developer within seven working days of receiving a written request for approval. Any delay on the City’s part may result in additional financial implications.

The General Government Committee recommend that:

1. City Council authorize the Chief People Officer to negotiate and enter into a non-competitive agreement with Cornerstone OnDemand Inc., in the amount of $4,796,753 net of Harmonized Sales Tax ($4,881,176 net of Harmonized Sales Tax recoveries) for a three (3) year period, commencing on January 1, 2027 to December 31, 2029, with two (2) additional optional periods, on terms and conditions satisfactory to the Chief People Officer, People and Equity 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 Cornerstone OnDemand Inc., for professional services and licenses for the City's Enterprise Talent Management System and Online Content Libraries in the amount of $4,796,753 net of Harmonized Sales Tax ($4,881,176 net of Harmonized Sales Tax recoveries) for an initial period of three (3) years commencing on January 1, 2027, to December 31, 2029, with two (2) additional option year renewals.

Cornerstone OnDemand, referred to internally as "ELI," is a comprehensive talent management system used to centralize and automate learning and development processes across the organization. Initially procured as a Learning Management System, Cornerstone OnDemand has evolved into the City's Enterprise Talent Management System through additional capabilities, including online performance management.

A non-competitive procurement is required as a change cannot be made for economic or technical reasons without causing significant inconvenience prior to the expiration of the current contract. The current contract expires on December 31, 2026. Executing a new interim contract will ensure uninterrupted access to the Enterprise Talent Management System and associated Online Content Libraries, maintaining continuity of services for the City.

This integrated technology solution:

- Supports the City's learning and talent management approach

- Enables data and analytics capabilities to align learning and development resources to identify employee requirements

- Facilitates online enterprise and divisional learning and reporting in a central repository

- And supports the learning and development needs of City employees via multiple modalities and accessible 24/7.

If the recommendations in this report are not approved, the City will not have access to its enterprise talent management system, eliminating critical learning infrastructure and the ability to track and report on legislatively mandated training. This system is foundational to workforce compliance and capability across Divisions. Its discontinuation would expose the City to compliance risks, disrupt core operational functions, and compromise our ability to develop, retain, and manage talent effectively.

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. This non-competitive procurement with Cornerstone OnDemand Inc. will be proceeding under the exception code related to Compatibility, 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 7.1E.).

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 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 recommend that:

1. City Council authorize the Chief Engineer and Executive Director, Engineering and Construction Services, to negotiate and enter into a non-competitive agreement with Grascan Construction Limited / Torbridge Construction Limited, on terms and conditions satisfactory to the Chief Engineer and Executive Director, Engineering and Construction Services and in a form satisfactory to the City Solicitor, for the repairs of select F.G. Gardiner Expressway concrete bents at Bay Street and Yonge Street for the reasons stated in the revised report (December 8, 2025) from the Chief Engineer and Executive Director, Engineering and Construction Services, and the Chief Procurement Officer; The estimated value of the non-competitive contract is $4,838,911 net of Harmonized Sales Tax, $4,924,076 net of Harmonized Sales Tax recoveries, including contingencies.

The purpose of this report is to negotiate and enter a non-competitive contract with Grascan Construction Limited / Torbridge Construction Limited for the design and construction of repairs of select F.G. Gardiner Expressway concrete bents at Bay Street and Yonge Street. The estimated value of the non-competitive contract is $4,838,911 net of Harmonized Sales Tax, $4,924,076 net of Harmonized Sales Tax recoveries.

The proposed repair work will start immediately upon approval and be completed before the FIFA World Cup begins in June 2026.

This project is urgently needed due to the severe deterioration of concrete bents at Bay Street and Yonge Street, which are in critical condition. Although the Gardiner Expressway Strategic Rehabilitation Plan does not cover the section between York to Jarvis because its deck was rehabilitated in 2013, the substructure bents in this section have not been rehabilitated since their original construction. Ongoing chipping of deteriorated concrete has mitigated falling concrete risks, but it increasingly exposes internal reinforcement to further decay, jeopardizing structural integrity. Completing these repairs now will enhance public safety in preparation for increased traffic during the 2026 FIFA World Cup.

The need for prompt action is also driven by the upcoming major Gardiner rehabilitation projects from Grand Magazine Street to York Street in 2027. Delaying the current repairs could cause emergency interventions during that major construction phase, leading to significant traffic disruptions.

The work will involve complete concrete refacing of the damaged bents, removing the old material and installing new reinforcement and concrete. This repair method is consistent with industry and provincial standards, and would protect the bents from further deterioration for an extended period, better aligning the superstructure and substructure at this location for the next rehabilitation cycle.

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. This non-competitive procurement will be proceeding under the exception code related to the goods or services required as a result of a time constraint, 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 7.1P.).

Pursuant to City of Toronto Municipal Code Chapter 195, Procurement, Section 195-7.3 (D), Standing Committee and Council approval is required for all procurement valued up to or over $500,000, or where the term of the contract exceeds five (5) years or exceeds the projected capital funding for the project as approved by Council. Approval is also required under City of Toronto Municipal Code Chapter 71, Financial Control, Section 71-11A., as the procurement value exceeds the threshold of $500,000 net of Harmonized Sales Tax allowed under staff authority.

The General Government Committee recommend that:

1. City Council authorize the Chief Technology Officer to negotiate and enter into an agreement with IBM Canada Ltd for the Enterprise Work Management Solution cloud migration and Toronto Water rollout components and for the Corporate Real Estate Management component, commencing from January 1, 2026 for a term of two (2) years with options to extend the Contract by one (1) additional one (1) year period in the value of $34,300,219 net of all taxes and applicable charges ($34,903,904 net of Harmonized Sales Tax Recoveries), subject to terms and conditions acceptable to the Chief Technology Officer.

The purpose of this report is to request City Council authority to enter into a non-competitive contract with IBM Canada Ltd. (IBM), a Canadian business subsidiary, for IBM Maximo Application Suite (MAS) Software-as-a-Service subscriptions and support in the amount of $34,300,219 net of all applicable taxes and charges ($34,903,904 net of Harmonized Sales Tax recoveries Recoveries) commencing from January 1, 2026 for a term of two (2) years with option to extend the Contract by one (1) additional one (1) year period.

The Enterprise Work Management Solution Program is modernizing the City's work management systems by replacing outdated, siloed systems with a single, unified platform using IBM Maximo technology, which provides an integrated solution that streamlines work planning, asset management, and service delivery. At the time of writing this report, over 1500 staff across six divisions are supported by the on-premises IBM Maximo technology as part of Enterprise Work Management Solution. This report supports the transition of these divisions from the on-premises, end-of-life Maximo platform to the upgraded, cloud-based solution, and rollout to Toronto Water as a net new division using the solution.

Following an unsuccessful Request for Proposal in 2025 to competitively procure IBM MAS for the Enterprise Work Management Solution cloud migration and Toronto Water rollout through a third-party reseller of IBM products, the City is recommending a non-competitive procurement directly with IBM. The City has confirmed that entering into a direct agreement with IBM provides the greatest benefit and least risk for the City.

Similarly, Corporate Real Estate Management needs to replace its legacy, end-of-life systems with IBM Maximo Application Suite modules, including Maximo Real Estate and Facilities, to ensure operational continuity and compliance as current systems reach end of support. This proposed non-competitive procurement also includes the software licensing and cloud environment required to enable Corporate Real Estate Management’s unified real estate information platform, which was not originally included in the Request for Proposal. This will enable the City to retire end-of-life products and move toward a unified, cloud-based approach for managing critical real estate assets across the City. Adding the volume of Corporate Real Estate Management to this Non-Competitive Procurement helps the City negotiate a lower total cost of ownership and licensing allocation flexibility in addition to other commercial benefits and protections.

This approach will still allow the City to access competitive pricing by avoiding reseller markup and negotiating directly with IBM for flexible licensing terms and enhanced service terms unavailable through third-party resellers. It enables the City to continue to satisfy the Enterprise Work Management Solution Program timelines and objectives, meet Toronto Water's project critical path, and satisfy Auditor General recommendations.

Prior to expiry of the proposed agreement with IBM Canada Ltd., the City will reassess competitive procurement options to ensure continued value for money, operational efficiency, and alignment with evolving industry standards.

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. This non-competitive procurement  will be proceeding under the exception code Section 195-7.1(F) for the Enterprise Work Management Solution cloud migration and Toronto Water rollout components and Section 195-7.1(P) for the Corporate Real Estate Management component, 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.).

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 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 recommend that:

1. City Council authorize the General Manager, Toronto Water, to negotiate and enter into non-competitive agreements with the suppliers listed below, for the supply and delivery of proprietary parts and maintenance services for specialized laboratory instrumentation for a three (3) year period from date of award, on terms and conditions satisfactory to the General Manager, Toronto Water and in a form satisfactory to the City Solicitor:

a. Thermo Fisher Scientific (Mississauga) Inc., with the maximum contract price of $81,853 net of all applicable taxes and charges ($83,294 net of Harmonized Sales Tax recoveries);

b. Waters Limited with the maximum contract price of $154,797 net of all applicable taxes and charges ($157,521 net of Harmonized Sales Tax recoveries);

2. City Council direct that contracts in Recommendation 1 above, will also be on the condition that the vendors continue to be the manufacturers or are exclusive distributors for the goods and services.

The purpose of this report is to request City Council authority to enter into two (2) non-competitive contracts for proprietary parts and services for specialized laboratory instruments with Thermo Fisher Scientific (Mississauga) Inc., and Waters Limited for the Toronto Water Laboratory. Both contracts will have a three (3) year contract period. The total amount for both contracts is $236,650 net of all applicable taxes and charges ($240,815 net of Harmonized Sales Tax recoveries).

Toronto Water uses specialized laboratory instruments to conduct critical analyses of the city's drinking water and wastewater. These contracts help ensure that the necessary preventive maintenance is performed and that the instrumentation systems remain operational, which is essential for managing risks and meeting regulatory standards.

A non-competitive procurement is required for both Thermo Fisher Scientific (Mississauga) Inc. and Waters Limited as they use proprietary technology in their specialized laboratory instrumentation. The technology and required parts and service are available exclusively from each supplier as sole manufacturers and distributors.

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. This procurement will be proceeding under the exception related to Exclusive Rights, where both Thermo Fisher Scientific (Mississauga) Inc. and Waters Limited and the City have determined in good faith that both the proposed procurements and the selected suppliers, along with the terms and conditions of the contract, are beneficial to the City (Toronto Municipal Code, Chapter 195, Procurement, Section 7.1.C).

City Council approval is required in accordance with Municipal Code Chapter 195- Purchasing, where the current request exceeds the Chief Purchasing Officer's authority of the cumulative five (5)-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.

The General Government Committee recommend that:

1. City Council authorize the Chief People Officer to in accordance with Section 195-7.1(E) of the Toronto Municipal Code Chapter 195, Procurement, to enter into, and execute a non-competitive contract with Symphony Talent, LLC, commencing from January 1, 2026, for a one (1) year term with an option to extend the contract by one (1) additional one (1) year period for a total potential value of  $190,045 net of all taxes and charges ($193,390 net of Harmonized Sales Tax recoveries), subject to terms and conditions acceptable to the Chief People Officer.

The purpose of this report is to request authority to enter into a non-competitive agreement with Symphony Talent, LLC, for skills assessment software. Symphony Talent, LLC, was previously awarded Request for Proposal number 3405-16-3013 on January 1, 2020, for a three-year term, plus two one-year renewals, executed in 2023 and 2024. This contract was extended for one year through a non-competitive procurement and expires December 31, 2025.

The skill-testing software provided by Symphony Talent, LLC is a critical component of the City’s recruitment process, supporting approximately 10,000 candidate assessments annually and ensuring recruitment timelines are maintained.

People and Equity is currently leading a capital technology project and working with Technology Services Division to modernize recruitment systems. Vendor demonstrations are ongoing, and a final procurement strategy is expected shortly.

A non-competitive procurement with Symphony Talent, LLC is required as a change cannot be made for economic or technical reasons without causing service delivery gaps and recruitment delays. This will ensure operational continuity and mitigate risks during the transition to a new 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 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 authorize the Executive Director, Corporate Real Estate Management to negotiate and execute a non-competitive contract with Tennessee Marble Company to procure marble supply to be used for the Great Hall flooring restoration project at Toronto Union Station, in the amount of $3,100,415 net of all applicable taxes and charges ($3,154,982 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 City Council authority to enter into a non-competitive contract with Tennessee Marble Company (TMC) to purchase the necessary marble for the Union Station Great Hall flooring restoration.

During the Union Station Revitalization Project (USRP), completed in 2021, only two-thirds of the Great Hall flooring was restored; the remaining one-third was descoped due to budget constraints at the time. This work is now being resumed to address worsening tripping hazards and other safety concerns caused by the unfinished floor, and to ensure its completion in time for Union Station’s 100th Year Anniversary Celebration in 2027. The east and west sections of the Great Hall floor were restored with marble from the Tennessee Marble Company quarry, with only the central portion remaining.

As a designated National Historic Site with a nationally significant impact on Canadian history, the restoration of Union Station must adhere to the requirements outlined in The Standards and Guidelines for the Conservation of Historic Places in Canada (the Guidelines). All work undertaken on the station must comply with the Guidelines and receive prior approval from Parks Canada, the federal authority responsible for administering the Guidelines. The project team has been working collaboratively with Parks Canada to ensure that all historical conservation requirements are met.

A key requirement of the Guidelines is that the type of marble used in the original construction of Union Station must be used when repairing or replacing any marble elements. The original rose marble used in the Great Hall flooring is currently available exclusively through Tennessee Marble Company, the same quarry that supplied the marble during the original construction of Union Station.

In addition to meeting requirements set out in the Guidelines, Tennessee Marble Company holds exclusive knowledge of the required stone’s composition and the specialized cutting techniques required to match the original flooring. This expertise is also essential for maintaining the building’s architectural authenticity.

This non-competitive contract will be proceeding under the exception related to compatibility, where Tennessee Marble Company 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 7.1E).

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 Chief Technology Officer in accordance with Section 195-8.5 of the Toronto Municipal Code Chapter 195, Procurement, to execute a revised and restated Master Services Agreement with SmartSimple Software Inc., a Canadian supplier, commencing from January 1, 2026 for a term of three (3) years with options to extend the contract by up to two (2) additional one (1) year periods in the value of $1,173,706 net of taxes and applicable charges ($1,194,363 net of Harmonized Sales Tax recoveries), subject to terms and conditions acceptable to the Chief Technology Officer.

The purpose of this report is to request authority to execute a Revised and Restated  Master Services Agreement ("Agreement") with SmartSimple Software Inc., a Canadian supplier, for a three (3) year term with the option to renew for plus two (2) separate optional one (1) year periods for the value of $1,173,706 net of taxes and applicable charges ($1,194,363 net of Harmonized Sales Tax recoveries).

Revising and restating the Agreement ensures uninterrupted and efficient service delivery of the Toronto Grants, Rebates, and Incentives Portal, a centralized online hub used by non-profit and resident-led organizations to apply for various City grants administered by City of Toronto Divisions including Economic Development and Culture, Housing Secretariat, Environment, Climate and Forestry, Toronto Shelter and Support Services, Social Development, and Toronto Public Health.

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 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 recommend that:

1. City Council authorize the Chief Engineer and Executive Director, Engineering and Construction Services and the Chief Procurement Officer, Purchasing and Materials Management to apply Proposal Fees and Break Fees to the Design-Build procurement for the Gardiner Expressway Rehabilitation Project - Section 4 (Part 1), based on the conditions set out in Appendix A to the report (November 25, 2025) from the Chief Engineer and Executive Director, Engineering and Construction Services, and the Chief Procurement Officer, and Confidential Attachment 1 to the report (November 25, 2025) from the Chief Engineer and Executive Director, Engineering and Construction Services, and the Chief Procurement Officer.

2. City Council directs that Confidential Attachment 1 to the report (November 25, 2025) from the Chief Engineer and Executive Director, Engineering and Construction Services, and the Chief Procurement Officer, remain confidential in its entirety, until the procurement processes for all sections of the Gardiner Expressway Rehabilitation Project are complete, as it contains commercial and financial information that belongs to the City of Toronto and has monetary value or potential monetary value.

The purpose of this report is to recommend to City Council the use of proposal and break fee mechanisms in the procurement for Gardiner Expressway Rehabilitation Section 4. Proposal fees are offered to partially offset the cost of competing in the Request for Proposal procurement process and are paid to each unsuccessful proponent upon confirmation of their compliance with set criteria, including a compliant technical proposal submission (“Proposal Fee”). Break fees are similarly meant to partially offset proponent costs, but they are made when a procurement is cancelled before it is awarded (“Break Fee”). The amount of the Break Fee is pro-rated based on the timing of the cancellation, to reflect the amount of work completed. These mechanisms were previously authorized by Council and used on the procurement for Gardiner Section 2 - Dufferin Street to Strachan Avenue, a Design-Build project that is nearing the end of the construction phase.

The City’s Owner’s Engineer and Technical Advisor, Stantec Consulting Ltd., is currently advancing the design of Gardiner Section 4. Based on the current level of design and engineering completed, it is expected that Gardiner Section 4 will be delivered in two parts. Part 1: Grand Magazine to Spadina Avenue and Part 2: Spadina Avenue to York Street. The two-stage procurement for Part 1 and the subject of this report is targeted to begin with a Request for Qualifications in early 2026, followed by the Request for Proposal phase to which the Proposal Fee or Break Fee would apply. It is expected that construction will begin in 2027.

The Design-Build delivery method passes construction risk to the contractor and encourages innovative construction methods to achieve the City’s goals for the project.  This method contributed to the successful delivery of Gardiner Section 2.

In order for the City to evaluate the design element of proposals, proponents will be required to do significant design work (up to 60 percent) throughout the Request for Proposal procurement process. Qualified bidders capable of undertaking such projects expect Proposal Fees to partially compensate unsuccessful proponents for the effort expended on their proposal preparation. Similarly, a pro-rated Break Fee would also be expected in the unlikely event that the procurement is cancelled prior to contract award.

The up-front cost to the City of such fees is justified by, among other things, the quality of proponents that would be willing to bid on the project, the progression of design through the procurement process and robust participation by proponents, as well as the benefits of shifting the design risk from the City to the successful proponent.

The General Government Committee recommend that:

1. 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 1594342 Ontario Limited the landlord, which leases approximately 2,105 square feet at 160 Eglinton Avenue East, Suite 203 (the "Leased Premises") to the City of Toronto, used as a community centre; 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; and

3. the date the Tax Exemption By-law is enacted.

2. City Council declare that the municipal capital facility detailed in Recommendation 1 is for the purposes of the City and is for a public use.

3. City Council direct the City Clerk to give written notice of the 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 City Council's authority for the adoption of the necessary By-law to designate a portion of the property owned by 1594342 Ontario Limited and leased to the City and used as the Central Eglinton Community Centre 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 unit 203 which is approximately 2,105 square feet at 160 Eglinton Avenue East. This property is eligible to be deemed as a Municipal Capital Facility as it serves as a City community centre.

The General Government Committee recommend that:

1. 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 East End Arts Toronto, with whom the City has a lease, for the property known as 550 Broadview Avenue, for approximately 1,700 square feet of space plus ancillary parking (the "Leased Premises") for the purposes of providing a City community centre; 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; and

3. the date the Tax Exemption By-law is enacted.

2. City Council pass a resolution that the Municipal Capital Facility referenced in Recommendation 1 is for the purposes of the City of Toronto and is for public use.

3. City Council direct the City Clerk to give written notice of the 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 City Council's authority for the adoption of the necessary By-law to designate a portion of the property owned by the City of Toronto and leased to East End Arts Toronto 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 approximately 1,700 square feet plus ancillary parking at 550 Broadview Avenue. This property is eligible to be deemed as a Municipal Capital Facility as it serves as a City community centre.

The General Government Committee recommend that:

1. City Council pass by-laws pursuant to Section 252 of the City of Toronto Act, 2006, providing authority to:

a. enter into Municipal Capital Facility Agreements with the landlords of each of the two properties with whom the City has a lease on behalf of the City Councillors (the "Leased Premises"), with respect to approximately 1,896 square feet of combined space, for the purposes of providing municipal capital facilities related to the provision of facilities used by City Councillors located at:

622 College Street (Ward 11)

215 Morrish Road (Ward 25)

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; and

3. the date the Tax Exemption By-law is enacted.

2. City Council direct the City Clerk to give written notice of the 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 Council's authority for the adoption of the necessary by-laws to designate portions of two properties leased by the City of Toronto for use as City Councillor's constituency offices as Municipal Capital Facilities and to provide exemptions for municipal taxes and education taxes. The Municipal Capital Facility Agreements authorized by the by-laws will provide tax exemptions for approximately 1,896 square feet in total of combined space. The two properties and their respective square footage are provided below. The two properties are eligible to be deemed as Municipal Capital Facilities as they serve as facilities used by City Councillors.

- 622 College Street, Ward 11, 582 square feet

- 215 Morrish Road, Ward 25, 1,314 square feet

The General Government Committee recommends that:  

1. City Council, as approving authority under the Expropriations Act (the "Act"), approve the expropriation of the permanent and temporary easements in part of the properties municipally known as 10 and 20 Scrivener Square as set out in Appendix A (the "Lands") to the report (November 21, 2025) from the Executive Director, Corporate Real Estate Management, and as identified on the draft reference plan attached as Appendix C to the report (November 21, 2025) from the Executive Director, Corporate Real Estate Management.  

2. City Council authorize the City, as expropriating authority under the Act, to take all necessary steps to comply with the Act, including but not limited to the preparation and registration of an Expropriation Plan, and service of Notices of Expropriation, Notices of Election and Notices of Possession, as may be required.

3. City Council authorize severally each of the Executive Director, Corporate Real Estate Management and the Director, Real Estate Services to prepare, execute and serve Offers of Compensation based on a report appraising the market value of the Lands in accordance with the requirements of the Act.

4. City Council authorize the public release of the confidential information contained in Confidential Attachment 1 to the report (November 21, 2025) from the Executive Director, Corporate Real Estate Management, once there has been a final determination of the compensation payable to the property owners by arbitration, appeal or settlement to the satisfaction of the City Solicitor. 

On October 1 and 4, 2021, City Council authorized the initiation of expropriation proceedings for a permanent and temporary easement for part of the properties municipally known as 10 and 20 Scrivener Square (the "Lands"), for the purposes of constructing an exit at Summerhill Subway Station (the "Station") as part of the Fire Ventilation Upgrade Project, of which the Second Exit Project (the "Project") is a component of, the Toronto Transit Commission. 

On July 23 and 24, 2025, City Council authorized the initiation of expropriation proceedings for additional easement property interests that were identified by the TTC and were necessary to further facilitate the Project. The permanent and temporary easements from the October 1 and 4, 2021 City Council meeting were restated and incorporated into this report along with the new easements.

This report relates to the second stage of the expropriation process. During the first stage and in accordance with the Expropriations Act, Notices of Application for Approval to Expropriate were served on all applicable "registered owners," and published in the newspaper. Parties with affected interests in the land had 30 days to request an inquiry into whether the proposed taking is fair, sound, and reasonably necessary. No requests were received within the 30-day period, and City Council may now approve the expropriation by this Stage 2 report. If authorized, an Expropriation Plan will be registered, and associated notices served. Statutory Offers of Compensation must be served prior to the City taking possession of the expropriated properties.

The Lands are set out in Appendix A and shown on the draft reference plan attached as Appendix C.

The General Government Committee recommend that: 

1. City Council authorize the Executive Director, Corporate Real Estate Management, in consultation with the Chief Procurement Officer, to execute any necessary purchase order amendments, once a construction management agreement(s) has been executed after holding an open, competitive procurement process, with a value exceeding $500,000 or more than 10 percent of the original commitment, for which Committee or City Council approval would normally be required under City of Toronto Municipal Code Chapter 71 (Financial Control By-law), and City of Toronto Municipal Code Chapter 195 (Procurement) for the provision of construction and professional services needed and to carry out any necessary pre-development, pre-construction, construction, renovation or conversion of properties for the development of George Street Revitalization, provided that:

a. the purchase order amendment is necessary to meet the timelines of the George Street Revitalization Project;

b. the funds are available for the George Street Revitalization Project and funded through the Council approved Capital Budget and Plan;

c. the terms and conditions of any amending agreements are acceptable to the Executive Director, Corporate Real Estate Management in a form satisfactory to the City Solicitor; and

d. a report summarizing any amendments made under this authority is submitted to the appropriate Committee and / or City Council for information on an annual basis.

2. City Council authorize the Executive Director, Corporate Real Estate Management, in consultation with the Chief Procurement Officer to include Risk and Reward incentive contract provisions in the construction management agreement(s) for the George Street Revitalization Project, provided that the terms and conditions of the construction management agreement(s) enable the implementation of the Construction Manager at Risk delivery model; and that the terms and conditions of the construction management agreement(s) are acceptable to the Executive Director, Corporate Real Estate Management and in a form satisfactory to the City Solicitor.

3. City Council authorize the City Solicitor, in accordance with Section 195-7.1 (P.) of the Toronto Municipal Code Chapter 195, Procurement, to enter into, and execute a non-competitive retainer agreement with Blake, Cassels and Graydon LLP for the provision of legal services to support the drafting, negotiation, and execution of necessary construction management agreement(s) for the George Street Revitalization Project, in the amount of $480,000 net of all applicable taxes and charges ($488,448 net of Harmonized Sales Tax recoveries), on terms and conditions satisfactory to the City Solicitor in consultation with the Executive Director, Corporate Real Estate Management, and in a form satisfactory to the City Solicitor.

The George Street Revitalization Project is a signature initiative of the Downtown East Action Plan, defined by its integration of shelter services, a long-term care home, supportive housing with wrap-around services, and a community hub - providing a continuum of care on a single site.

In April 2025, City Council approved a two-phased City-delivered approach to procurement and implementation for the George Street Revitalization Project, in alignment with the approved budget. Through value engineering, the City is advancing Phase 1 as a City-led development that delivers key program components while preserving three heritage properties, a semi-detached residence (two units), and a schoolhouse.

This report outlines the Construction Manager at Risk delivery model that will be used to ensure Phase 1 of the project is delivered within the approved capital budget and schedule, and seeks the following delegated authorities to enable the Construction Manager at Risk delivery model:

1. execute the Construction Manager at Risk agreement(s) for George Street Revitalization Project implementation, and perform purchase order amendments for the project duration to avoid delays and exposure to market fluctuations;

2. include Construction Manager at Risk Risk and Reward provisions in the construction management agreement(s); and

3. enter into a non-competitive retainer agreement for external legal counsel to support the execution of the construction management agreement(s).

The Construction Manager at Risk model is an industry-recognized approach, especially beneficial for complex, multi-phase developments, that provides greater cost certainty before construction begins and enhances owner oversight. Under this model, the competitively procured construction manager assumes financial responsibility for delivering the project within an agreed guaranteed maximum price, thereby shifting a portion of project risk away from the City.

Part of the success of the model relies on incorporating real-time market pricing, by tendering trade contracts competitively in sequence prior to the commencement of each phase of the project. The authorities sought in this report would eliminate the need for Council and / or Committee authority for each purchase order amendment tied to a trade contract, allowing timely execution of trade contracts and adjustments necessary to finalize the guaranteed maximum price, and mitigating the risk of delays and exposure to market volatility.

Risk and Reward provisions are also a key to the Construction Manager at Risk model and establish performance-based incentives and penalties that align the construction manager's financial interests with the City’s objectives for cost control, schedule adherence, and high-quality outcomes. The model is increasingly adopted in the construction industry as a strategy to manage ongoing market fluctuations and volatility following the COVID-19 pandemic, and authorities are being sought to include these provisions in the contract.

Staff are also seeking authority to enter into a non-competitive retainer agreement with Blakes for the provision of legal services to support the drafting, negotiation, and execution of necessary construction management agreements for the George Street Revitalization Project. On account of the magnitude, complexity, and time sensitivities of the George Street Revitalization Project, external legal counsel is necessary. Given this is the first City-led Construction Manager at Risk delivered project, unique features, not typically found in City contracts, need to be developed to support the City’s objectives and optimize the Construction Manager at Risk model. Blakes also has a long history with the George Street Revitalization Project and can provide precise insights and advice on account of their experience with the complexities and challenges that have, and will continue to, present themselves. It is essential to execute this agreement on an expedited basis to avoid delays and maintain the George Street Revitalization Project schedule.

The General Government Committee recommend that:

1. City Council authorize the Executive Director, Corporate Real Estate Management, in consultation with the President and Chief Executive Officer, TO Live, and the Chief Procurement Officer, to negotiate and enter into any necessary agreements, including non-competitive agreements, with a value exceeding $500,000, and execute any necessary purchase order amendments, with a value exceeding $500,000 or more than 10 percent of the original commitment, for which the appropriate Committee and / or City Council approval would normally be required under City of Toronto Municipal Code Chapter 71, Financial Control By-law, and City of Toronto Municipal Code Chapter 195, Procurement, for the provision of goods and services including professional and construction services required to deliver renovations for the George Weston Recital Hall, provided that:

a. the procurement or purchase order amendment is necessary to meet the timelines associated with the donated funds;

b. the costs will be fully funded by the donations raised by the Toronto Live Foundation;

c. the competitive procurement and non-competitive procurement processes are completed in accordance with the City of Toronto Municipal Code Chapter 195, Procurement, and associated policies and procedures;

d. the terms and conditions of any such agreements and any amending agreements are acceptable to the Executive Director, Corporate Real Estate Management, the President and Chief Executive Officer, TO Live, and in a form satisfactory to the City Solicitor; and

2. City Council direct the City Manager to forward a copy of the report (November 21, 2025) from the Executive Director, Corporate Real Estate Services and the Chief Procurement Officer, to the Board of Directors of TO Live for their information.

The purpose of this report is to seek City Council authority to negotiate and execute any necessary agreements, including non-competitive agreements exceeding $500,000, for the provision of goods and services including professional and construction services required to deliver renovations to the George Weston Recital Hall at the Meridian Arts Centre (managed by TO Live, an agency of the City), utilizing funds raised for this purpose. This report outlines the procurement authorities required to support these renovations, which are solely and fully funded by private donations fundraised and held by the Toronto Live Foundation.

As part of the transition of the planning and delivery of TO Live’s 2024-2033 Capital Budget and Plan from TO Live to Corporate Real Estate Management, a governance framework was developed that ensures the timely continuation of in-flight projects that were initiated by TO Live and are at various stages of implementation. The renovation of George Weston Recital Hall is one such in-flight project. The planning and scope-setting phase for the George Weston Recital Hall renovations are underway and must continue to proceed as currently planned and scheduled, based on the confirmed project budget, in order to conclude this phase in January 2026 and allow construction to begin in July 2026.

As the renovations are funded through donations, this work was not included in the capital budget planning process and represents an unexpected addition to the project roster. Its unplanned nature requires that synergies with other necessary repair work within the George Weston Recital Hall must be explored as the work packages are developed and existing site conditions are assessed, enabling a coordinated “touch it once” approach. For example, one component of work to be funded through donations is the replacement of the theater seats in George Weston Recital Hall, which will also present an opportunity to complete any necessary flooring or electrical work beneath the seating.

To avoid impacts on already scheduled George Weston Recital Hall programming, all work must be completed by the fourth quarter of 2026. This compressed timeline combined with unplanned nature of the work necessitate flexible procurement authorities to ensure the donated funds are used effectively.

The scope of work supported by the donated funds include flooring, foundation, electrical and several cosmetic updates.

The procurement approach and accompanying authorities being sought in this report, which allow staff to enter into necessary agreements, including non-competitive, and purchase order amendments that would normally require Committee and / or City Council approval, are necessary to meet the accelerated timeline to complete renovations by October 2026. Expedited project delivery is required to ensure minimal impact on ongoing programming at the George Weston Recital Hall.

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 for each supplier, under Article 7, Section 195-7.3 (D) of the Procurement 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.

Non-competitive procurements would proceed under the exception related to cost sharing, where another organization is funding or substantially funding the procurement, 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 General Government Committee recommends that:

1. City Council authorize the Executive Director, Corporate Real Estate Management to enter into a licence extension and amending agreement (the “New Agreement”) with His Majesty the King in Right of Ontario, as represented by the Minister of Government and Consumer Services, for the use of an approximately two by two and half metre area within the Metro Hall property at 55 John Street, as generally outlined in Appendix B to the report (November 21, 2025) from the Executive Director, Corporate Real Estate Management, on the terms and conditions set out in Appendix A to the report (November 21, 2025) from the Executive Director, Corporate Real Estate Management, and on such other amended terms as may be 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 Executive Director, Corporate Real Estate Management, and the Director, Real Estate Services, to execute the New Agreement, and any related documents on behalf of the City.

3. City Council authorize each of the Executive Director, Corporate Real Estate Management, and the Director, Real Estate Services, Corporate Real Estate Management individually to administer and manage the New Agreement, including the provision of any consents, amendments, approvals, waivers, notices (including notice of termination) provided that the Executive Director, Corporate Real Estate Management, may, at any time, refer consideration of such matters to City Council for its determination and direction.

The purpose of this report is to obtain City Council authority for the City (the “Licensor”) to enter into a licence extension and amending agreement (the “New Agreement”) for nominal consideration from His Majesty the King in Right of Ontario, as represented by the Minister of Government and Consumer Services (the “Licensee”), for the continued operation of an air quality monitoring station located at Metro Hall (55 John Street). The New Agreement will: (1) amend the terms of the existing licence agreement (the “Existing Licence”), including the relocation of the air quality monitoring station within Metro Hall; and (2) extend the term of the Existing Licence for an additional period of five years.

The New Agreement is necessary to facilitate the relocation of the air quality monitoring station at Metro Hall from the north-east corner of John Street and Wellington Street to the north-east area of the Metro Hall property fronting King Street West. This move will support the relocation of Toronto Fire Station 332 from 260 Adelaide Street West to Metro Hall, while ensuring continued measurement of key air quality contaminants including major components of traffic-related air pollution, identified by the City of Toronto as priorities for air quality improvement initiatives. The air quality monitoring station at Metro Hall is of particular importance because it is the only fixed station in Toronto located at street-level, which is most relevant for human exposure.

The General Government Committee recommends that:  

1. City Council receive the End of Year 2024 Occupational Health and Safety Report (November 24, 2025) from the Chief People Officer, for information.

This report provides information on the status of the City’s health and safety system, specifically, performance for 2024 and actions and priorities to address identified hazards.

There was a 3.2 percent decrease in the number of lost time injuries in 2024 relative to 2023.

There was an 11.8 percent decrease in the number of recurrences and a 9.4 percent decrease in the number of medical aid injuries in 2024 relative to 2023.

The overall invoiced costs related to the City's current Workplace Safety and Insurance Board firm number increased from $57.3 million in 2023 to $65.9 million in 2024.  This increase in costs was primarily attributed to claims for mental / emotional illnesses or disorders, followed by those attributed to firefighter cancers, and musculoskeletal disorders resulting from exertion, repetition, awkward posture and vibration / jarring.

The General Government Committee recommends that:

1. City Council request the General Manager, Parks and Recreation, and the Executive Director, Corporate Real Estate Management, to implement a process that would allow community groups, non-profit organizations, and other local stakeholders to maintain, animate, and enhance the City Hall Podium Rooftop Floral Gardens commencing for the Spring 2026 Season following city guidelines.

2. City Council request the General Manager, Parks and Recreation, and the Executive Director, Corporate Real Estate Management, report back to the General Government Committee in the second quarter of 2026 on the implementation.

The Toronto City Hall podium green roof is a distinctive public space with significant potential for enhanced activation through partnerships with community organizations. Inviting these groups to animate the floral gardens by planting for the Spring 2026 season will foster civic engagement, beautify the space, promote environmental stewardship, and inspire city pride and participation.

The General Government Committee recommend that:

1. City Council authorize the City Solicitor to negotiate and enter into an agreement with Axon Enterprises Inc., for Axon Justice Premier licenses for an initial three (3) year period from the date of the award with the option to extend the Contract by an additional two (2) year period in the total amount of $511,020 net of all taxes and charges ($520,014 net of Harmonized Sales Tax recoveries) subject to terms and conditions satisfactory to the City Solicitor.

The purpose of this report is to request City Council authority to enter into a non-competitive contract with Axon Enterprise Inc., for Axon Justice Premier licenses to support the Legal Services Division’s digital evidence management needs. Axon Enterprise, Inc., a USA-based supplier, is the sole provider of the proprietary cloud-based Justice Premier platform, which is already in use by Toronto Police Services. The platform enables secure receipt, redaction, storage, and disclosure of digital evidence from enforcement agencies such as Toronto Police Services, Ontario Provincial Police, and Toronto Fire Services. The total estimated value of this procurement is $511,020, net of all applicable taxes and charges ($520,014 net of Harmonized Sales Tax recoveries). This includes an annual licensing cost of $170,340 ($173,338 net of Harmonized Sales Tax recoveries) for 85 licenses over the initial three-year period.

This solution is essential to support the Prosecutions Unit’s work to provide defendants with disclosure of all evidence in the prosecution's possession or control that is relevant to the charge, in accordance with the Charter of Rights and Freedoms if a charge is being disputed in the Provincial Offence Courts. As the Prosecutions Unit processes charges laid by Toronto Police Services, a streamlined and integrated evidence management system is critical for operation continuity.

Toronto Police Services currently utilizes Axon’s body cameras, Axon’s in car camera systems and Axon’s automatic licence plate readers, with all video evidence uploaded to their instance of Axon’s Evidence.com. This video evidence must then be provided to the Prosecutions Unit for review, redaction, and disclosure when charges are being disputed. By procuring Justice Premier it will be a streamlined process working with Toronto Police. The system has been tailored and customized to meet all City requirements, and Staff in Technology Services Division have been consulted on this procurement to ensure technical compatibility and security. This integrated approach will create significant time and cost savings by streamlining workflows for evidence review, redaction, and disclosure, while maintaining proper chain of custody and security protocols required for court proceedings.

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. This non-competitive procurement will be proceeding under the exception code Section 195-7.1(C), 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 7.1(C)).

City Council approval is required in accordance with Municipal Code Chapter 195- Purchasing, as the current request exceeds the Chief Procurement Officer's authority for 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 71-11A.

The Infrastructure and Environment Committee recommends that: 

1. City Council receive for information Attachment 1 and Attachment 4 to the report (November 26, 2025) from the Executive Director, Environment, Climate and Forestry, and the Chief Financial Officer and Treasurer, which together represent the Advanced Plan for Community emission sources as required by section 669-2.3C (1) of Municipal Code Chapter 669 (Climate Change Goals and Governance).

2. City Council direct the Executive Director, Environment, Climate and Forestry, in consultation with the Chief Financial Officer and Treasurer, to report to Infrastructure and Environment Committee in the second quarter of 2028 with a financial analysis of reaching Toronto’s net zero goals by 2040. The financial analysis will include estimated funding needs to achieve the City’s target of net zero greenhouse gas emissions from corporate building and transportation sources, including those activities that will need to be undertaken by Divisions, Agencies and Corporations.

3. City Council receive for information Attachment 2 to the report (November 26, 2025) from the Executive Director, Environment, Climate and Forestry, and the Chief Financial Officer and Treasurer, “Advanced Plan for actions to achieve the 2026-2030 greenhouse gas emissions budget for Corporate emission sources - Buildings, and Accountability Plan” as required by section 669-2.3D (1) of Municipal Code Chapter 669 (Climate Change Goals and Governance).

4. City Council receive for information Attachment 3 to the report (November 26, 2025) from the Executive Director, Environment, Climate and Forestry, and the Chief Financial Officer and Treasurer, “Advanced Plan for actions to achieve the 2026-2030 greenhouse gas emissions budget for Corporate emission sources - Transportation, and Accountability Plan” as required by section 669-2.3E (1) of Municipal Code Chapter 669 (Climate Change Goals and Governance).

5. City Council direct the Executive Director, Environment, Climate and Forestry, in consultation with the Executive Director, Corporate Real Estate Management Division, the Chief Executive Officer, Toronto Transit Commission, the Chief Executive Officer, Toronto Community Housing Corporation, and other affected City Divisions, Agencies and Corporations, to report to the Infrastructure and Environment Committee in the second quarter of 2028 with a policy to guide the transition of all City of Toronto Divisions and Agencies away from the procurement and operation of equipment that combusts fossil fuel in City-owned facilities by 2040, such policy to include:

a. timeline, resources for, and process for the phase-out of procurement and operation of equipment that combusts fossil fuel, subject to a list of exceptions, determined based on the Zero Carbon Transition Plans for buildings that must be developed by December 31, 2027, as required by Municipal Code Chapter 669 (Climate Change Goals and Governance), Appendix A section 4A(7)(c), and to discontinue procurement of long-lived fossil-fuelled equipment in time to phase out its operation by 2040;

b. an appropriate report back mechanism for adherence to the policy through Municipal Code Chapter 669 (Climate Change Goals and Governance); and

c. other elements deemed necessary to operationalize the policy and enable the City’s transition away from equipment that combusts fossil fuel in City-owned facilities by 2040.

6. City Council amend Municipal Code Chapter 367 (Building Emissions Performance), as follows:

a. in §367-2.1.A.(2), delete “2026” and replace with “2027” in order to postpone the required reporting; and

b. in §367-2.4.B., renumber subsection (3) as subsection (4) and add a new subsection (3) to address the 2026 reporting year that states:  “(3) On or before July 2, 2026 for the 2026 reporting year.”

7. City Council direct that the amendments to Municipal Code Chapter 367 (Building Emissions Performance), described in Part 6 above, come into force on January 1, 2026.

8. City Council authorize the Deputy City Manager, Corporate Services, or their designate, until December 31, 2030, to negotiate and enter into agreements, as may be required, to support the implementation of the City Council-adopted recommendations presented in the Transform TO Net Strategy Action Plan 2026-2030 with non-profit, public, and private sector organizations to: 

a. collaborate on projects or initiatives; 

b. provide in-kind and / or financial support from the approved Environment, Climate and Forestry Division budget on projects or initiatives; and / or 

c. receive funding, on terms and conditions acceptable to the Deputy City Manager, Corporate Services, in consultation with the Executive Director, Environment, Climate and Forestry, and in a form satisfactory to the City Solicitor.

9. [Removed]

10. City Council direct the Executive Director, Environment, Climate and Forestry, to report back to the Infrastructure and Environment Committee in the second quarter of 2026 with a plan to strengthen Energy and Water Reporting and Benchmarking, including: 

a. Revising the bylaw to correct the accidental exclusion of condominium properties; 

b. Implementing strategies to improve compliance, targeting 90 percent compliance by 2030, including consideration of: 

1. working with Enbridge and Toronto Water to enable automated uploading of utility data to the Portfolio Manager reporting tool; 

2. enhanced supports for buildings with limited staff capacity; and 

3. eventual phase-in of penalties for non-compliance; 

c. An approach to phase in public disclosure of Energy and Water Reporting Benchmarking data;  

d. Authorize staff to share Energy and Water Reporting Benchmarking data with The Atmospheric Fund and Toronto Hydro for the purpose of providing targeted technical and financial support to the worst performing buildings, including all buildings that do not meet draft initial Building Emission Performance Standards targets.   

11. City Council direct the Executive Director, Environment, Climate and Forestry, to include in its annual climate reporting any recommended climate action red tape reduction measures.

12. City Council authorize the Executive Director, Environment, Climate and Forestry, and the Chief Financial Officer to partner with The Atmospheric Fund to mobilize existing funds earmarked for this purpose in the capital plan and budget to provide low-cost financing for new construction projects being built to meet Toronto Green Standard tier 2 or 3 energy and carbon requirements.

13. City Council direct the Executive Director, Environment, Climate and Forestry, in consultation with the General Manager, Economic Development and Culture, City Solicitor, and Executive Director, Housing Secretariat to report to Infrastructure and Environment Committee in the first quarter of 2027 with recommendations based on stakeholder consultation and the following analysis:

a. an economic impact review of Building Emission Performance Standards that considers affordability, workforce readiness, the working life expectancy of building components and equipment and economic competitiveness, and how to provide adequate notice and regulatory certainty for building owners, managers and Toronto Hydro;

b. an updated legal analysis to ensure a Building Emission Performance Standards bylaw can be compliant with relevant legislation; and

c. Measures to protect tenants from potential rent and utility cost increases related to Building Emission Performance Standards, including necessary enabling actions and supports from other levels of government.
 

14. City Council request the Government of Canada and the Government of Ontario to:
 

a. Create, continue or expand funding, grant programs and tax incentives to improve the business case for building upgrades, such as deep retrofits, electrification, and distributed energy resources, that reduce greenhouse gas emissions from buildings and improve comfort and resilience, including for building types not currently covered by existing Federal and Provincial programs; and 

b. Work with municipalities to ensure that funding and grant programs for such building upgrades flow effectively and directly to recipients.
 

15. City Council direct the Executive Director, Environment, Climate and Forestry to continue to work with Toronto Hydro on new opportunities to further support building owners and managers with building upgrades that reduce emissions and, where possible, Toronto Hydro system costs, while protecting tenants from rent and utility increases associated with those upgrades.

The Infrastructure and Environment Committee considered this item together with item IE26.14.

The Infrastructure and Environment Committee:

1. Directed the Executive Director, Environment, Climate and Forestry, to submit a supplementary report, before the December 16-18, 2025 City Council meeting, with recommendations on whether the City of Toronto should endorse Bill S-238, "An Act to enact the Climate-Aligned Finance Act and to make related amendments to other Acts".

2.  Referred Motion 2.b. by Councillor Saxe to the Executive Director, Environment, Climate and Forestry and directed the Executive Director, Environment, Climate and Forestry to submit a report for information to a future meeting of the Infrastructure and Environment Committee on the feasibility of completing the requested work in 2026.

This report responds to requirements in the City of Toronto Municipal Code Chapter 669, Climate Change Goals and Governance to provide the TransformTO Net Zero Strategy Action Plan (2026-2030) ("the Plan"). The Plan, available in Attachment 1, focuses on mitigating greenhouse gas emissions to limit future climate change and was co-developed with Divisions, Agencies and Corporations, including Finance and Treasury Services, with further analysis required for future considerations.

In 2021, City Council adopted the TransformTO Net Zero Strategy, along with an ambitious target of net zero greenhouse gas emissions by 2040 community-wide, and the first implementation plan. Since that time the City's approach to climate has developed substantially and now includes a robust Carbon Accountability framework, delivery of foundational programs and projects, in-house technical greenhouse gas modelling, a sophisticated understanding of the City's climate opportunities and challenges, and advisory tables, all of which informed the development of this Plan.

The City is moving toward net zero greenhouse gas emissions community-wide and doing as much as it can as soon as it can, while being sensitive to residents' and businesses' current economic situations and the limitations on what actions can reasonably and legally be implemented by municipal governments. The actions in the Net Zero Strategy Action Plan (2026-30) are designed to benefit Torontonians by contributing to climate resilience, considering affordability and opportunities for economic prosperity, improving health and leading to more equitable outcomes, as well as reducing greenhouse gas emissions that cause climate change.

Investing in climate action reduces the high cost of adapting to Toronto's changing climate and responding to extreme weather events. The City is already taking action to address climate risks, and existing climate change adaptation actions are identified at toronto.ca/climateready. Key initiatives that promote climate-resilient natural and built environments include the Toronto Green Standard, Toronto Green Streets, the Wet Weather Flow Master Plan, a new incentive for rain barrels on private property, and the Ravine, Biodiversity, Pollinator Protection and Parkland Strategies. Responding to climate impacts is a core component of the City's Emergency Response Plan, as well as key people-centered initiatives such as the Heat Relief Strategy, the Air Conditioner Assistance Program and the Wildfire Smoke Response Strategy. The City also has a long track record on climate action to reduce greenhouse gas emissions, such as improving affordability of energy efficient retrofits for homeowners with support from the Home Energy Loan Program, replacing TTC diesel buses with hybrid and battery-electric buses to improve air quality, and introducing the first Carbon Budget for 2025. A comprehensive description of the City's latest greenhouse gas-reduction actions is available in the Net Zero Strategy 2024 Progress Report on Implementation Progress. Strengthening the City’s relationships with Indigenous communities is understood to be critical to climate work however, City staff must continue to build internal capacity so that engagements with Indigenous partners are informed, respectful and reciprocal.

Achieving Toronto's climate goals will require coordination with, and prioritization of, strong climate action policy leadership alongside adequate and stable long-term funding, policy and program supports from other levels of government. A shifting policy and program landscape in recent months at other levels of governments is an ongoing source of uncertainty for those looking to take action to reduce emissions and the businesses and supply chains that enable those actions. Since the beginning of 2025, there have been a number of global, national and provincial actions that directly impact the City’s ability to achieve its net zero target, including its ability to establish a successful Building Emission Performance Standards program. These include the removal of a consumer carbon price, the non-renewal of federal funding to support home and building energy retrofits in the recent federal budget, and imposition of tariffs and legislative changes that make more challenging the ability of municipalities to implement climate-positive programs. Given these challenges, along with the affordability and economic competitiveness questions raised by Toronto City Council this past July (2025.EX25.6), City staff have not brought forward a bylaw for consideration and will continue to review opportunities to address these challenges before seeking Council direction on a bylaw. The City will also postpone the data reporting requirement for buildings exceeding 929 square metres (~10,000 square feet) but less than 4,645 square meters (~50,000 square feet) until 2027, while work continues to put in place a reporting help centre and streamline access to building data.

When only City-led actions are considered and federal and provincial policies removed, a significant gap remains between the Business-as-Planned emissions trajectory and the level required to reach the City’s 2040 net-zero community emissions target. More specifically, community-wide modelling to 2040 shows that a combination of the Business-as-Planned actions already being implemented by the City and covered in the Net Zero Strategy Action Plan (2026-2030), and additional quantifiable actions proposed in Attachment 1, anticipate a decline in emissions by approximately eight per cent (1.1 Metric Tons of Carbon Dioxide Equivalent) compared to the Business-as-Usual scenario by 2040. This highlights the importance of coordination with other levels of government and the prioritization of strong climate action policy, programs and funding to achieve Toronto's climate goals.

While community emissions remain challenging to address, the City has made policy changes, dedicated budget and driven operational commitments to make corporate emissions targets more achievable. City corporate modelling shows a smaller gap between anticipated emissions from corporate sources and the 2040 net zero target after planned climate actions are implemented. The greatest corporate greenhouse gas-reducing actions modelled are the TTC Green Bus Program and actions related to decarbonizing existing City buildings and fleets. As directed by City Council through Item 2024.IE12.3, this report includes recommendations to transition the City's own equipment to lower carbon energy sources.

The Net Zero Strategy Action Plan (2026-2030) will not meet the 2030 target of 65 percent reduction from 1990 levels, nor will the emissions budget allotted for community-wide emissions be achieved for this time period given the external factors described in this report. Affordability challenges combined with changes to federal and provincial policies have resulted in a Plan which moves climate action forward while supporting residents with their everyday essential life activities, strengthening Toronto's resilience to future risks posed by shifting energy policy, focusing on corporate decarbonization, and ensuring that equity is embedded in climate work going forward.   

In addition to the Net Zero Strategy Action Plan (2026-2030), an update on the City’s approach to public electric vehicle charging is provided in Attachment 7 of this report. An update on vehicle idling (responding to a separate City Council direction, 2025.IE19.2 Decision Part 3) is available in Attachment 8.

Please note that the signature from the Chief Financial Officer and Treasurer relates only to those portions of the report that support Recommendations 1 and 2, including Attachments 1 and 4.

The Infrastructure and Environment Committee recommend that:

1. City Council approve a parking signage pilot project of up to eighteen (18) months to evaluate the four (4) signage options, generally as described in the report (November 20, 2025) from the Acting General Manager, Transportation Services and City Council request the General Manager, Transportation Services to report back to City Council on the outcome of the pilot project and recommended next steps.

At its meeting on June 25 and 26, 2025, City Council requested the General Manager of Transportation Services to develop a pilot for improved parking signage. Transportation Services proposes launching a comprehensive Parking Signage Pilot to address longstanding challenges with clarity, visibility, and consistency in Toronto’s parking regulations. Current signage often meets provincial standards but can create confusion when multiple signs are clustered, leading to interpretation delays and high violation rates. In 2024 alone over 1.8 million parking violations notices were issued for curbside infractions. The proposed pilot will introduce four new signage options that include:  

- enhanced regulatory signs with larger fonts, simplified language, and consolidated restrictions;

- informational calendar-style signs for areas with complex time-based rules;

- illuminated digital signs for snow routes, activated during major storm conditions to prevent disruptions to TTC and snow removal operations; and

- enforcement consequence tabs displaying fine amounts or tow-away indicators to reinforce compliance.

The plan is to launch the signage pilot in the Spring 2026 with an evaluation period of up to eighteen (18) months at select locations. The pilot will be evaluated through public feedback, QR code surveys, operational data, and enforcement metrics in collaboration with the Toronto Parking Authority, Toronto Police Service, and the TTC. Findings will inform future citywide improvements to enhance user comprehension, reduce infractions, and support accessibility standards.

The Infrastructure and Environment Committee recommend that:

1. City Council authorize the General Manager, Transportation Services to negotiate, enter into, and execute a renewed agreement with Ministry of Transportation of Ontario for operation and maintenance activities associated with traffic control signals, traffic signage and zone painting on Ministry of Transportation of Ontario expressway ramps intersecting with City of Toronto major arterial roads, generally as set out in the report (November 20, 2025) from the Acting General Manager, Transportation Services, and on such other 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 seek the authorization for renewal of an agreement between the City of Toronto and the Ministry of Transportation of Ontario, which formalizes and clarifies both parties' respective responsibilities for the operation and maintenance of Ministry of Transportation of Ontario's traffic control devices (i.e., traffic control signals,  traffic signage and pavement markings) that are owned by the Ministry of Transportation of Ontario at on-off ramps intersecting the city's major arterial roads, at the Ministry's cost.

The Ministry of Transportation of Ontario and the City have been operating under an existing agreement which came into effect between the two parties on July 1, 2014, and expired on June 30, 2024. This existing agreement requires necessary revisions to recognize changing technology, articulating clearer expectations of both parties and adjustment to the term of the agreement.

The term of the previous agreement was for ten (10) years. Under the renewed agreement the term would be for one (1) year from the date of its execution by both parties, with automatic yearly renewals. Either party may terminate this agreement at any time by serving written notice on the other party.  However, termination would not become effective until such time as the Ministry of Transportation of Ontario has made alternative arrangements for the operation and maintenance of the traffic control signals, as well as traffic signage and zone painting at the on-off ramps intersecting the city's major arterial and covered under this agreement.

The Infrastructure and Environment Committee:

1. Forwarded the item to City Council without recommendations.

This report seeks City Council authority to install new, and upgrade existing, bikeway projects identified in the Cycling Network Plan Near-Term Implementation Program (2025-2027). The Cycling Network Plan, and the associated Near-Term Implementation Plan adopted by City Council in June 2024, seek to build on the existing network of cycling routes to Connect gaps in the current network, Grow the network into new parts of the city, and Renew existing parts of the network to improve safety.

Through this report, Transportation Services is seeking authority for bikeway projects that are proposed to be installed or be tendered for construction in the near-term (2025-2027), for which design and consultation have been completed. No motor vehicle travel lane removals are required for the projects within this report.

This report seeks Council authority to install 20.5 centreline kilometres of new bikeways -- cycle tracks, bike lanes, multi-use trails, and shared two-way cycling conditions -- through the following projects:

 -  Alton Towers Neighbourhood Connections on Ingleton Boulevard (cycle track and multi-use trail, Ward 23).

 -  Keele Street Safety and Bikeway Improvements (multi-use trail, Wards 6 and 7).

 -  A Safer Kingston Road (cycle track, Wards 20 and 24).

 -  Kipling Avenue Roadway Improvements on Kipling Avenue, Albion Road, Panorama Court, and Penlea Avenue (cycle track and multi-use trail, Ward 1).

 -  Malvern Neighbourhood Connections on Breckon Gate, Brenyon Way, Casebridge Court, Crow Trail, Grand Marshall Drive, Venture Drive, and Water Tower Gate (cycle track, bike lane, multi-use trail, shared lanes, and sidewalk, Wards 23 and 25).

 -  Martin Grove Cycling Connections on Martin Grove Road, Acorn Avenue, Bloor Street West, Charleston Road, Montesson Street, Rockfield Drive, Swan Avenue, and Wilmar Road (cycle track and shared lanes, Ward 2).

 -  Morningside Avenue Connections (multi-use trail, Ward 24).

 -  Rathburn Road Bikeway and Safety Improvements (cycle track, Ward 2).

 -  Shoreham Drive and Murray Ross Parkway (cycle track, Ward 7).

 -  Trethewey Drive Cycling Connections and Intersection Safety Improvements on Trethewey Drive, Clearview Heights, and Municipal Drive (cycle track, shared lanes, and contra-flow bike lane, Ward 5).

 -  Weston Road Streetscape and Road Safety Improvements (cycle track, Ward 7).

This report also seeks Council authority to make by-law amendments associated with improvements to 0.9 centreline kilometres of existing bikeways on the following streets:

 -  Davenport Road (bike lane to cycle track, Ward 9);

 -  St. George Street (bike lane to cycle track, Ward 11);

 -  Wellesley Street East (traffic and parking, Ward 13); and

 -  Willowdale Avenue (cycle track, Ward 18).

Transportation Services is seeking Council authority to install new all way stop control, new compulsory stop control, new pedestrian crossovers, and new traffic control signals; reduce existing speed limits; and prohibit right-turn-on-red and left-turns associated with the above projects, as listed in Recommendations 5 through 16.

Transportation Services is continuing to use the streamlined reporting process for by-law amendment submissions associated with cycling infrastructure projects approved by Council for implementation. Once projects are approved by Council, the streamlined process involves delegation of authority to submit bills directly to Council for a defined period of time after project implementation, which enables Transportation Services to make minor adjustments to constructed conditions without delay and based on local Councillor and public feedback, such as parking adjustments to improve sightlines, adjustments or addition of accessible loading areas, and similar modifications.

This report also seeks to make minor housekeeping amendments to existing or approved bikeways and their by-laws on the following streets:

-  Dr. Emily Stowe Way (bike lane, Ward 11);

-  Harbord Street (parking and loading, Ward 11); and

-  Ontario Street (bike lane, Ward 13).

A map of the Cycling Network projects recommended in this report is included as Attachment 1a and Attachment 1b. 

The report also responds to a directive from City Council at its meeting on June 26 and 27, 2025 to report to the Infrastructure and Environment Committee on the City’s existing education and engagement programs that encourage cycling lifestyle choices and how these can be expanded upon to involve experiential public engagement.

The Infrastructure and Environment Committee recommends that:

1. City Council receive the report (November 20, 2025) from the Acting General Manager, Transportation Services, for information.

At its October 9 and 10, 2024 meeting, City Council requested the City Manager to establish a working group with representatives from the City of Toronto and various municipalities and agencies to advance the widening of Steeles Avenue East between Ninth Line and Beare Road. This report provides an update as requested by Council on the working group process and next steps for future work on this section of Steeles Avenue East.

The Infrastructure and Environment Committee recommends that:

1. City Council authorize the General Manger, Parks and Recreation to accept the in-kind donation of up to $15.0 million from the Chinese Cultural Centre of Greater Toronto for the purposes of constructing an Asian Garden including amenities such as an atrium, tea houses, horticulture and greenhouses, on a portion of parkland at Cynthia Lai Park as shown in Attachment 1 to the report (November 20, 2025) from the General Manager, Parks and Recreation, in compliance with the Donations to the City of Toronto for Community Benefits Policy.

2. City Council authorize the General Manager, Parks and Recreation to negotiate and execute a Construction and Donation Agreement with the Chinese Cultural Centre of Greater Toronto to facilitate the construction of an Asian Garden on a portion of parkland at Cynthia Lai Park, on terms and conditions satisfactory to the General Manager, Parks and Recreation, in a form and content satisfactory to the City Solicitor, and in accordance with City policies relating to capital projects, including compliance with the City's Fair Wage Policy and the City's Labour Trades Contractual Obligations in the Construction Industry, if applicable.

3.  City Council authorize the General Manager, Parks and Recreation to negotiate and execute a Fundraising Agreement with the Chinese Cultural Centre of Greater Toronto Foundation to raise funds for the construction and management of an Asian Garden on a portion of parkland at Cynthia Lai Park, on terms and conditions satisfactory to the General Manager, Parks and Recreation, and in a form and content satisfactory to the City Solicitor.

4.  City Council authorize the General Manager, Parks and Recreation to negotiate and execute a Management Agreement with the Chinese Cultural Centre of Greater Toronto, for a term of 20 years, plus two 10 year renewal options, commencing after the construction of the Asian Garden has been completed to the General Manager's satisfaction, at the General Manager's discretion after consultation with the Chinese Cultural Centre of Greater Toronto, for the purposes of managing an Asian Garden to be constructed by the Chinese Cultural Centre of Greater Toronto on a portion of parkland at Cynthia Lai Park, on terms and conditions satisfactory to the General Manager, Parks and Recreation, and in a form and content satisfactory to the City Solicitor.

This report responds to City Council direction (2022.MM45.9), which endorsed in principle the use of parkland at Cynthia Lai Park (1051 Progress Avenue) by the Chinese Cultural Centre of Greater Toronto for the implementation of an Asian Garden Project, subject to approval of design by Parks and Recreation staff and provided the project be fully funded by the Chinese Cultural Centre of Greater Toronto and at no cost to the City.

Staff were also authorized to conduct community engagement on the proposed design and directed to report back to the Infrastructure and Environment Committee on the results of community engagement and negotiations with the Chinese Cultural Centre of Greater Toronto, and to seek any required authority for future agreements to implement the project.

The Chinese Cultural Centre of Greater Toronto is a non-profit cultural organization dedicated to promoting Chinese culture and fostering intercultural understanding. The Chinese Cultural Centre of Greater Toronto proposes to design, fund, and construct an Asian Garden as a new cultural and community landmark celebrating Chinese heritage and multicultural exchange. The project also adds additional parking to help alleviate the limited capacity currently available at the adjacent Scarborough Community Complex.

In response to Council direction, City staff collaborated with the Chinese Cultural Centre of Greater Toronto and the local Councillor on a comprehensive engagement process, including a community consultation meeting on September 11, 2025, attended by more than 120 participants and an information flyer that was distributed to 1,200 nearby households. Feedback was broadly supportive, with comments focused on design, operations, funding, and programming. Additional outreach materials produced by the Chinese Cultural Centre of Greater Toronto included an information booklet, a video overview of the proposal, and a survey that generated over 200 responses, along with ongoing updates via a project webpage managed by the Chinese Cultural Centre of Greater Toronto.

This report summarizes the findings of community engagement and status of negotiations with the Chinese Cultural Centre of Greater Toronto and seeks Council authority to accept the in-kind donation of the Asian Garden from the Chinese Cultural Centre of Greater Toronto, and to negotiate and enter into a Fundraising Agreement and a Construction and Donation Agreement to support project implementation. In addition, staff recommend that Council authorize the City to negotiate and enter into a Management Agreement with the Chinese Cultural Centre of Greater Toronto to manage, operate, and maintain the Asian Garden following its completion for a 20-year term, with an option to extend for an additional two 10-year terms.

The Infrastructure and Environment Committee recommends that:

1. City Council direct the General Manager, Parks and Recreation, in co-ordination with appropriate City Divisions, Agencies, the Toronto and Region Conservation Authority, and intergovernmental / non-governmental partners, as required and as appropriate, to implement the Weston Loop Master Plan, contained in Attachment 4 to the letter (November 20, 2025) from Councillor Frances Nunziata, over the next 25 years as the general direction in for improvement for the following five parks:

- Crawford Jones Park

- Mallaby Park

- Cruickshank Park

- Little Avenue Memorial Park

- Weston Lions Park

2. City Council direct the General Manager, Parks and Recreation, the General Manager, Transportation Services, and the Chief Planner and Executive Director, City Planning to review the final recommendations of the Weston Loop Master Plan in Attachment 4 to the letter (November 20, 2025) from Councillor Frances Nunziata, and to pursue opportunities to address the Master Plan recommendations through ongoing studies, such as but not limited to the Parkland Strategy Plan, the Parks and Recreation Facilities Plan, the Weston Cycling Connections Project, the Mid Humber Gap Trail Study and the Weston-in-Gear Study.

3. City Council directs the General Manager, Parks and Recreation, in consultation with other City Divisions and agencies as needed to advance the implementation of priority projects identified in the Weston Loop Master Plan through the Parks and Recreation operating budget and 10-year capital plan and through the various studies, cost estimates, and / or detailed design exercises, as needed.

4. City Council authorize an exemption from section 414-25 A of Municipal Code Chapter 415-Article III Cash-in-lieu; allocation and direct that 100 per cent of the cash in lieu of parkland collected from the following projects be allocated to the Weston Loop Implementation through future budget processes when received, for consideration along with other City priorities:

- 1705 Weston Road

- 1736-1746 Weston Road

- 1798-1812 Weston Road

- 1821-1831 Weston Road

- 1830-1844 Weston Road

- 1871-1885 Weston Road

- 1956 Weston Road

- 13-21 John Street and 36-40 South Station Street

- 16 Wilby Crescent

5. City Council directs the General Manager, Parks and Recreation to work with the Friends of the Weston Loop, in consultation with the local Councillor, including participation in regularly scheduled meetings and support of annual reporting by the Friends of the Weston Loop.

6. City Council directs the General Manager, Parks and Recreation to work with the Weston Loop Consultant to make such stylistic and technical changes to the draft Master Plan as may be necessary to support implementation.

7. City Council direct the General Manager, Parks and Recreation, in collaboration with the Toronto and Region Conservation Authority (TRCA), to complete site-specific feasibility analyses of the Master Plan to address risks associated with proposed programming and infrastructure located within the regulatory floodplain and erosion hazard areas of the Humber River Valley, such that these analyses will inform the project’s design and implementation and ensure that any elements posing a high risk to people or property are removed, appropriately mitigated, or re-imagined.

Last winter, Mayor Chow joined me to launch a community-led visioning process for the 74 acres of connected parkland spanning five parks along the Humber River in Weston. Using a design charrette for the first time, we initiated the development of what has become the Weston Loop Master Plan.

Over several months, an iterative engagement process was undertaken, including focus groups, in-person and one-on-one consultations, the establishment of a local stakeholder advisory group with regular meetings, engagement with treaty rights holders and numerous pop-up engagements at community events. Dedicated digital platforms - such as a project website, Frequently Asked Questions, and online postings - were also used to ensure broad participation and accessibility.

City staff, including, Parks and Recreation staff were fully integrated throughout the process, participating in community events, advisory meetings, and discussions to ensure alignment with City objectives and community priorities.

Councillor Dianne Saxe recommends that:

1. City Council advise the government of Ontario that it strongly opposes the proposed forced amalgamation of Conservation Authorities as outlined in Environmental Registry of Ontario 025-1257.

2. City Council request the City Manager, in consultation with the Executive Director, Environment, Climate and Forestry, to prepare an Environmental Registry of Ontario submission to the Province outlining concerns and participate in any future consultations on this or related proposals.

3. City Council request the Government of Ontario to:

a. Maintain the current watershed-based governance model that ensures local accountability, and Engage in meaningful consultation with municipalities to address any specific provincial concerns regarding efficiency without dismantling local governance and environmental protection; 

b. Keep Toronto and Region Conservation Authority’s watershed boundaries and governance structure which services over 5 million residents in the Greater Toronto Area intact;

c. Abandon the proposed costly re-naming of Toronto and Region Conservation Authority to Central Lake Ontario Regional Conservation Authority;

d. Ensure that all costs of the new Ontario Provincial Conservation Agency and transition to the proposed regional consolidation of Ontario’s conservation authorities be entirely borne by the Province;

e. Properly fund Conservation Authorities instead of creating a new costly Provincial Agency that is enabled to makes decision for and recover costs from Conservation Authorities’ which are funded by municipalities such as the City of Toronto. 

f. Repeal clauses in Bill 68, Schedule 3 which enables the new Provincial Agency to recover costs from conservation authorities in future legislative updates. 

4. City Council request the City Clerk to forward this item to the Premier of Ontario, the Minister of the Environment, Conservation and Parks, the Minister of Municipal Affairs and Housing, all Toronto Members of Provincial Parliament, the Association of Municipalities of Ontario, and the Toronto Region Conservation Authority.

The Conservation Authorities Act (1946) established Conservation Authorities as local, watershed-based bodies to manage natural resources, flooding and development in partnership with municipalities. Their jurisdiction and responsibilities were broadened after the devastation of Hurricane Hazel, and are even more critical now that climate breakdown is worsening the severity of erosion, flooding and storms.

Conservation Authorities are governed by Boards of Directors comprised of municipally elected officials or appointees, ensuring direct accountability to local taxpayers and residents, and responsiveness to local priorities.

This funding model relies heavily on municipal levies and self-generated revenue, with the Province of Ontario contributing approximately 5 percentor less to operating budgets.

The Toronto Region Conservation Authority has deservedly earned international recognition for its exceptional, highly skilled, outstanding work protecting Toronto’s residents, floodplains and natural areas. Part of that essential work is to refuse to permit real estate development on hazard lands where it does not belong.

The current provincial government has repeatedly interfered with this essential work of conservation authorities. It has now introduced Schedule 3 of Bill 68 (and Environmental Registry of Ontario posting 025-1257), to eviscerate municipal watershed-based control of development in hazard lands by amalgamating Ontario’s 36 Conservation Authorities into seven (7) centralized regional entities governed by a new "Ontario Provincial Conservation Agency". This forced amalgamation and subordination will dilute local decision-making, sever the critical link between local funding and local service delivery, imperil the essential work of the Toronto Region Conservation Authority and ignore the unique hydrological and environmental differences between distinct watersheds.

The Infrastructure and Environment Committee that:

1. City Council direct that General Manager, Parks and Recreation and Executive Director, Transit Expansion, in consultation with the local Councillor, to ensure adequate consultation on the design and adequate budget for the construction is in place for new Dog Off Leash Area (DOLA) replacement and that the final design and budget be submitted to the appropriate city committee for approval before final city approval.

As Metrolinx construction progresses through Ward 14, we begin to plan for the future of City spaces along the new stations.

The Gerrard-Carlaw Dogs Off Leash Area has been closed for the construction of the Gerrard Station. When this is opens in 2031, Metrolinx will have constructed a plaza and the reinstallation of the Dogs Off Leash Area as agreed upon with the City.

At this point in the process, the City has been requested to submit formal comments to Metrolinx for the new Dogs Off Leash Area design.

To ensure that the new dog park meets unique needs of this neighbourhood and expectations of a modern dog park, I would ask for your support.

The Planning and Housing Committee recommends that:

1. City Council adopt the amendments to the City-Wide Community Improvement Plan for the Economic Development and Growth in Employment (EDGE) Incentive Program, as shown in Attachment 1 to the report (November 19, 2025) from the Chief Planner and Executive Director, City Planning and the General Manager, Economic Development and Culture to increase the Development Grants to 100 percent of the municipal tax increment for successful applications submitted by December 31, 2027, including any applications submitted prior to the Council approval of amendments.

2. City Council authorize the City Solicitor to make such stylistic and technical changes to the draft By-law to amend the Community Improvement Plan for the Economic Development and Growth in Employment (EDGE) Program, as may be required.

3. 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:

a. examine opportunities to support Small and Medium-Sized Enterprises, particularly businesses seeking to invest in new technology, innovation, or undertake smaller renovation projects that do not trigger a Tax Increment Equivalent Grant (TIEG) or qualify for support under the Economic Development and Growth in Employment (EDGE) Incentive Program, including exploring additional supports outside of the EDGE Program that may help stimulate or support such investment;

b. identify strategies to improve productivity, innovation and competitiveness in Employment Areas, including measures that stimulate additional capital investment and modernization of facilities;

c. engage industry stakeholders, including Business Improvement Areas, to understand their specific needs and interests related to additional capital investments that support business growth and create and retain jobs; and 

d. report back to City Council in the second quarter of 2026 with options to advance these objectives.

The Planning and Housing Committee held a Statutory Public Meeting on December 3, 2025 and notice was given in accordance with the Planning Act.

This report proposes temporary changes to the City-Wide Community Improvement Plan (CIP) for the Economic Development and Growth in Employment (EDGE) Incentive Program to support the Mayor’s Economic Action Plan in Response to United States Tariffs. The CIP amendment would temporarily increase the value of development grants offered through the incentive program to encourage business investment and job creation in the near term.

Specifically, a new program stream would provide development grants equal to 100 percent of the municipal tax increment over a five-year period. This enhanced support would be available for eligible applications submitted by December 31, 2027, including any applications submitted prior to the Council approval of amendments. All other program eligibility requirements would remain unchanged, and the program would continue to operate within its existing annual funding cap of $20 million.

These proposed changes respond to City Council’s direction to explore ways to boost industrial investment and job creation in Toronto and align with priorities outlined in the Action Plan for Toronto’s Economy (APTE), including actions to encourage investment, support job growth, and maintain the city’s competitive edge through tools such as tax incentives. The amendment ensures the program remains responsive to current market conditions, including economic uncertainty and competitive pressures resulting from ongoing U.S. trade policy issues. The report and recommendations were developed in consultation with the Chief Financial Officer.

This report also fulfills City Council’s direction for staff to provide an annual update on the EDGE Incentive Program, which is otherwise required in the first quarter annually.

The Planning and Housing Committee recommends that:

1. City Council amend Toronto Municipal Code Chapter 575, Multi-Tenant Houses as follows: 

a. Amend the definition of “Multi-Tenant House” in section 575-1.1 (1) as follows:

(1) Delete the word “building” in the first sentence of subsection [1] and replace it with “premises” so that it reads as follows:

[1] A premises with four or more multi-tenant house rooms, inhabited or intended to be inhabited by persons who do not live together as a single housekeeping unit.

(2) Add the following as subsection [3](g) in the list of what a multi-tenant house does not include:

(g) units and areas outside of units in an apartment building as defined in City of Toronto Zoning Bylaw 569-2013 or Chapter 354, Apartment Buildings, except for units that individually meet the criteria of subsection (1) or a building described in subsection (2).

b. Amend section 575-2.2A(1)(e) to read as follows:

(e) On first applying for an initial licence, a zoning review from Toronto Building and on a licence renewal, a statement of no change in use;

c. Amend section 575-2.2A(1)(f)[3] to read as follows such that floor plans provided as part of licence applications or renewals include dimensions:

[3] A floor plan of the building showing each multi-tenant house room or dwelling room, the dimensions of each multi-tenant house room or dwelling room, and the maximum number of tenants to be provided with living accommodation in each multi-tenant house room or dwelling room;

d. Amend section 575-2.2A(2) to add a new subsection (e) as follows:

(e) Despite Subsection A(2)(b)[1], when the operator is a corporation, a person authorized to bind the corporation may submit the following in lieu of the documentation required in Subsection A(2)(b)[1]:

[1] A declaration in a form satisfactory to the Executive Director confirming that:

[a] each director of the corporation meets the requirements in Subsection A(2)(b)[1];

[b] the operator will maintain satisfactory documentation to show each director’s compliance with the requirements in Subsection A(2)(b)[1] at all times; and

[c] the operator will provide the documentation described in subsection [b] to the City at any time upon request.

e. Amend section 575-3.1H(1)(b) so it reads as follows such that an operator must provide the City’s approval of a transition plan as part of the notice to tenants:

(b) On receiving approval of a transition plan from the Executive Director, deliver to each tenant a written notice along with the Executive Director’s approval at least 180 days in advance indicating the date on which operations will end.

f. Amend section 575-4.1 to add a new paragraph C as follows:

C. Where a declaration was submitted in accordance with § 575-2.2A(2)(e), the operator of a personal-care multi-tenant house shall ensure that documentation showing each director’s compliance with the requirements in Subsection § 575-2.2A(2)(b)[1] is provided forthwith to the City at any time upon request.

2. City Council direct that the amendments to Toronto Municipal Code, Chapter 575, Multi-Tenant Houses come into force on February 15, 2026.

3. City Council amend Zoning Bylaw 569-2013, as amended, substantially in accordance with the draft Zoning Bylaw Amendment attached as Attachment 2 to the report (November 19, 2025) from the Interim Executive Director, Municipal Licensing and Standards, the Chief Planner and Executive Director, City Planning, the Executive Director, Housing Secretariat, the Interim Chief Building Official and Executive Director, Toronto Building and the Fire Chief and General Manager, Toronto Fire Services.

4. City Council authorize the City Solicitor to make any necessary clarifications, refinements, minor modifications, technical amendments, or bylaw amendments as may be identified by the City Solicitor, the Chief Planner and Executive Director, City Planning, and the Interim Executive Director, Municipal Licensing and Standards.

5. City Council adopt the revised Multi-Tenant Houses Renovation Program (“the Program”) in accordance with the Program guidelines provided in Attachment 8 to the report (November 19, 2025) from the Interim Executive Director, Municipal Licensing and Standards, the Chief Planner and Executive Director, City Planning, the Executive Director, Housing Secretariat, the Interim Chief Building Official and Executive Director, Toronto Buildinga and the Fire Chief and General Manager, Toronto Fire Services and such additional parameters as may be determined by the Executive Director, Housing Secretariat, and subject to available City Council approved funding within the Housing Secretariat’s annual operating budget.

6. City Council authorize the Executive Director, Housing Secretariat to negotiate and execute, on behalf of the City, any agreements with eligible operators selected under the Program referenced in Recommendation 5 above to secure the financial assistance being provided and to set out the terms for the funding, renovation, and operation of multi-tenant housing, on terms and conditions satisfactory to the Executive Director, Housing Secretariat, and in a form acceptable to the City Solicitor.

7. City Council request the Deputy City Manager, Infrastructure Services and the Deputy City Manager, Development and Growth Services to establish an advisory group comprised of relevant stakeholders and staff regarding Multi-Tenant Housing licensing for residential premises licensed, funded or similarly approved of by the Government of Ontario, the Government of Canada, or the City of Toronto.

8. City Council request Deputy City Manager, Infrastructure Services and the Deputy City Manager, Development and Growth Services to report back in the second quarter of  2026 to the Planning and Housing Committee on:

a. establishing a resolution process involving staff and stakeholders to bring resolution to conflicts;

b. producing policy interpretation and guidance materials for staff to ensure consistent interpretation and application of the law which includes developing standard operating procedures and protocols to guide officers in achieving compliance in a way that prioritizes maintaining tenancies and preserving dwelling room supply;

c. additional training for staff in understanding all relevant municipal and provincial laws, newly developed standard operating procedures and protocols, and the City’s right to housing charter; and

d. establishing effective coordination of the many Divisions involved in implementing the Multi-Tenant Houses Regulatory Framework, including the coordination of development of standard operating procedures, and procures, protocols and guidance materials.

The Planning and Housing Committee held a Statutory Public Meeting on December 3, 2025 and notice was given in accordance with the Planning Act.

Multi-tenant houses (also known as rooming houses) are one of the most affordable forms of housing and have long provided accommodation to diverse communities across Toronto, including students, seniors, newcomers, low-income residents, and people exiting homelessness. To preserve this type of affordable housing and ensure it is safe and secure across all neighbourhoods in Toronto, City Council adopted the New Regulatory Framework for Multi-Tenant Houses (“the framework”) on December 14, 2022 (2023.CC2.1). The framework came into effect on March 31, 2024, and introduced a city-wide zoning approach to permit multi-tenant houses in all areas of the city (subject to zone-specific requirements), a new licensing bylaw (Toronto Municipal Code, Chapter 575, Multi-Tenant Houses) and a phased, interdivisional approach to licensing and enforcement. The framework also established the Multi-Tenant House Licensing Tribunal, a renovation and repair program, and a communications and engagement program to inform tenants, operators, and the broader public.

The framework was adopted to advance key actions under the HousingTO 2020-2030 Action Plan ("HousingTO Plan") and other core policy objectives: to harmonize zoning permissions across Toronto; improve tenant safety and housing conditions; preserve and expand deeply affordable housing; and apply an equity lens to the regulation of multi-tenant houses. The framework is also one of many concrete steps the City has taken to advance the progressive realization of the right to adequate housing, a commitment made by City Council in adopting the Toronto Housing Charter. Staff have been monitoring progress toward the framework’s objectives through indicators such as licensing uptake, compliance with property and safety standards, tenant protection measures, and the legal, safe, and equitable integration of multi-tenant houses into all neighbourhoods. 

This report responds to City Council’s direction to provide an implementation update on the framework, and assesses the activities and outcomes between March 31, 2024, and July 31, 2025. The report includes operational insights, licensing and enforcement data, interdivisional collaboration updates, findings from a land economics study, and community engagement activities, including an online feedback form for the public and a targeted survey of operators. 

Implementation of the framework is progressing in line with the planned phased rollout. Licensing activity to date indicates that most operators previously licensed under legacy bylaws have transitioned to the new framework, which applies higher standards. At the same time, implementation has highlighted challenges, particularly when it comes to bringing unlicensed operators into the framework.

To build on progress achieved during the initial phases of implementation and advance policy objectives, this report highlights and recommends targeted refinements and stronger supports to respond to some of the challenges experienced since implementation began.

The City remains committed to increasing participation in the framework, protecting tenants, and advancing the long-term goals of safety, affordability, and equitable housing access across Toronto. To support these objectives, staff introduced an Operator Concierge service in September 2025 to guide operators through the licensing process and are proposing enhancements to the Multi-Tenant Houses Renovation Program. Staff also recommend a set of technical and administrative refinements to both licensing and zoning bylaws, recommended to come into effect on February 15, 2026, that would clarify applicable standards, including for buildings upon multiple properties or containing both dwelling rooms and dwelling units.

The Planning and Housing Committee recommends that:

1. City Council adopt Official Plan Amendment 861 for lands on Avenues within Wards 9 and 11 within Protected Major Transit Station Areas in accordance with Attachment 5 to the report (November 19, 2025) from the Chief Planner and Executive Director, City Planning.

2. City Council adopt Official Plan Amendment 862 for lands on Avenues within Wards 9 and 11 outside of Protected Major Transit Station Areas in accordance with Attachment 6 to the report (November 19, 2025) from the Chief Planner and Executive Director, City Planning.

3. City Council authorize the Chief Planner and Executive Director, City Planning to seek approval of the Minister of Municipal Affairs and Housing of Official Plan Amendment 861, under Section 17 of the Planning Act for Protected Major Transit Station Areas pursuant to Section 16(15) of the Planning Act.

4. City Council amend Zoning By-law 569-2013, as amended, substantially in accordance with the proposed Zoning By-law Amendment for lands on Avenues within Wards 9 and 11 within Protected Major Transit Station Areas in accordance with Attachment 7 to the report (November 19, 2025) from the Chief Planner and Executive Director, City Planning.

5. City Council amend Zoning By-law 569-2013, as amended, substantially in accordance with the proposed Zoning By-law Amendment for lands on Avenues within Wards 9 and 11 outside of Protected Major Transit Station Areas in accordance with Attachment 8 to the report (November 19, 2025) from the Chief Planner and Executive Director, City Planning.

6. City Council request the Chief Planner and Executive Director, City Planning, to develop a new Zone in the residential zone category of Zoning By-law 569-2013 to apply to lands along Avenues designated Apartment Neighbourhoods in the Official Plan and report back as part of the next stage of the Avenues review.

7. City Council authorize the City Solicitor to make such stylistic and technical changes to the recommended Official Plan Amendments and Zoning By-law Amendments as may be required.

The Planning and Housing Committee held a Statutory Public Meeting on December 3, 2025 and notice was given in accordance with the Planning Act.

On March 21, 2023, the Executive Committee adopted Item 2023.EX3.1, "Housing Action Plan 2022-2026- Priorities and Work Plan". Through the Housing Action Plan (HAP) 2022–2026, City Council directed City Planning to update the Official Plan and establish as-of-right zoning permissions to expand housing opportunities across the city. Building on that direction, the Avenues Policy Review modernizes policies and zoning to enable mid-rise buildings along Avenues. In the Official Plan, "Avenues" are designated major streets that serve as corridors for growth and intensification supporting new housing, services, and local businesses close to transit.

On February 5, 2025, Council adopted Official Plan Amendment 778 (OPA 778), which comprehensively updated the Avenues policies, expanded the network of Avenues by 283 kilometres, and directed growth along Avenues generally to the height and scale of mid-rise buildings. Following appeals, the Ontario Land Tribunal brought OPA 778 into effect city-wide on July 24, 2025, except for site-specific matters still before the Tribunal.

Phase Two of the Avenues Policy Review now moves from policy to implementation. It studies new and previously unexamined Avenues to determine where redesignation to Mixed Use Areas or Apartment Neighbourhoods—with corresponding zoning—is appropriate to enable mid-rise development.

On June 25, 2025, Council adopted the Phase Two Work Plan, launching an initial study of Ward 9 (Davenport) and Ward 11 (University-Rosedale) with final reporting in the fourth quarter of 2025. This report presents the findings and recommendations of that study, which considered the local context as well as extensive community consultation. The recommended redesignation of approximately 1,900 parcels along Avenues in these wards along with updates to the accompanying zoning advances Council’s goal of enabling mid-rise housing and complete communities.

The Planning and Housing Committee recommends that:  

1. City Council authorize the Executive Director, Corporate Real Estate Management, in consultation with the Executive Director, Housing Secretariat, to extend the lease agreements, on the existing terms and conditions, with Alexandra Park Housing Cooperative and Beech Hall Housing Co-operative, by up to two years.

On November 13 and 14, 2024, through PH 16.7 - Tenancy Update: Beech Hall Housing Co-operative ("Beech Hall") and Alexandra Park Housing Co-operative ("Alexandra Park"), City Council authorized extensions to the lease agreements, on the existing terms and conditions, for up to one year, to allow for the negotiation of new lease and operating agreements as required under the new policy framework. 

Over the course of the year, staff from the Housing Secretariat and Corporate Real Estate Management have worked with Beech Hall and Alexandra Park to collect and assess site-specific information needed to inform the development of lease agreements.  In addition, City staff initiated and advanced work with both co-operatives to support the upgrading of existing housing assets and to explore opportunities for growth under the City’s Ground Lease Policy Framework.

As additional time is required to finalize the development of the lease and operating agreements, this report requests City Council’s authority to extend the existing lease agreements by up to two years.

The Planning and Housing Committee recommends that:  

1. City Council authorize the Executive Director, Housing Development Office, in consultation with Executive Director, Corporate Real Estate Management (“CREM”), and Executive Director, Social Development to provide up to $17,724,000 to the successful proponent of Parkdale Hub West Block Request for Proposals, the Neighbourhood Land Trust, through a municipal housing facility agreement to be signed between the City and the successful proponent, for the purpose of constructing the community space at Parkdale Hub West Block, with funding from the approved 2025-2034 Capital Budget and Plan for Corporate Real Estate Management.

2. City Council authorize the Executive Director, Housing Development Office, in consultation with Executive Director, Corporate Real Estate Management, to negotiate and enter into, on behalf of the City, a Memorandum of Understanding (“MOU”) with Toronto Community Housing Corporation, substantially in accordance with the key terms and conditions set out in Confidential Attachment 1 to the report (November 19, 2025) from Executive Director, Housing Development Office to advance improvements and access arrangements at 245 Dunn Avenue in support of Parkdale Hub and on such other or amended terms and conditions acceptable to the Executive Director, Housing Development Office, and in a form satisfactory to the City Solicitor.

3. City Council authorize the Executive Director, Housing Development Office to negotiate and enter into on behalf of the City, an agreement with Toronto Community Housing Corporation to secure the funding and delivery of the necessary improvements to 245 Dunn Avenue that are required by Parkdale Hub, substantially in accordance with the terms of the Memorandum of Understanding referred to in Recommendation 2 above, and in a form satisfactory to the City Solicitor.

 The purpose of this report is to seek City Council authorization for staff to take the necessary steps that will enable construction at Parkdale Hub – West Block (the “West Block”).  Staff require authority to enter into an agreement with the selected non-profit development partner, Neighbourhood Land Trust (“NLT”), that would enable capital funding to be flowed to them for the construction of the community space. Staff also require authority to work with Toronto Community Housing Corporation (“TCH”) to prepare the TCH-owned property at 245 Dunn Avenue for off-site parking and a shared driveway required to support the Parkdale Hub development.

Parkdale Hub is a transformational city-building initiative that will deliver a wide range of social, cultural, and economic benefits to the Parkdale community. It includes a three-phase improvement and expansion of important City-owned facilities at the intersection of Queen Street West and Cowan Avenue. This intersection is a focal point of municipal and community activities and home to an important cluster of City-owned facilities, properties, and community services, all of which need significant capital investment over the next ten years to meet their projected service delivery levels. The three phases will be delivered as “blocks”, across a West Block (Phase 1), Centre Block (Phase 2), and East Block (Phase 3).

The West Block will be the first to be delivered among the three blocks and will be led by NLT, the non-profit Community Housing developer that has been selected through a public Request for Proposals (“RFP”) process.  It will contain a 16-storey mixed-use building with an estimated 175 purpose-built rental homes, 88 of which will be permanently affordable, nine of which will be rental-replacements and 78 of which will be rent-controlled homes. The project will also have approximately 23,000 square feet of community space. Once developed, the project will offer a range of affordable, family-sized and accessible homes designed to meet the diverse needs of future residents. In addition, residents will have access to culturally appropriate community supports and services helping to improve their quality of life and connection to community.

City Council approval of the recommendations in this report will enable staff to secure critical financial support for the Parkdale hub development to advance construction. Additionally, the Housing Development Office will continue to work closely with NLT, and with City Divisions and Agencies to deliver the West Block and ensure a seamless integration with the delivery of the Centre Block in Phase 2.

The Planning and Housing Committee recommends that:

1. City Council authorize the permanent closure of the portion of public laneway on a portion of 66–66Y Third Street (the “Closed Highway Lands”), as delineated as Part 2 on Attachment 2 to the report (November 19, 2025) from the Acting General Manager, Transportation Services.

2. City Council enact a by‑law substantially in the form of the draft by-law included as Attachment 1 to the report (November 19, 2025) from the Acting General Manager, Transportation Services, subject to such modifications as required by the City Solicitor.

The northern portion of the existing parking lot at 66-66Y Third Street is dedicated as a public laneway through By-law 1991-0017. There is an existing public laneway immediately north of the site. The closure of the public laneway within the parking lot will have no impact on the existing laneway to the north of the site.

This report is required to facilitate the closure of a portion of the public laneway on a portion of 66-66Y Third Street, in accordance with the decision adopted by City Council on July 23 and 24, 2025, through Planning and Housing Committee report PH23.3 "Advancing Six Sites for the Homelessness Services Capital Infrastructure Strategy”.

As part of the adoption of item PH23.3, City Council directed the General Manager, Transportation Services and any other appropriate staff to initiate the process, including all required investigations, confirmations and reports, to permanently close a portion of the public laneway on a portion of 66-66Y Third Street.

In accordance with direction from City Council, Transportation Services initiated the process to permanently close a portion of the public laneway on a portion of 66-66Y Third Street. Following all required investigations, Transportation Services has determined that it can be closed and recommends that City Council permanently close a portion of the public laneway at 66Y Third Street, as shown in the registered plan of survey as Part 2 on Attachment 2 and Attachment 3 of this report.

Once closed, the jurisdiction and operational responsibility for the former laneway lands will be transferred from Transportation Services to Toronto Shelter and Support Services (TSSS) to enable the construction and management of a new municipal shelter at 66–66Y Third Street. City Council approval is necessary whenever a part of a public laneway is proposed to be permanently closed. Given this closure is required to enable the development in the decision adopted by City Council on July 23 and 24, 2025, through Planning and Housing Committee report PH23.3, which recognized the new municipal shelter as a project of City-wide significance, this report has been submitted to the Planning and Housing Committee for consideration with recommendations for City Council approval.

The Planning and Housing Committee recommends that:

1. City Council state its intention to designate the property at 241 Yonge Street under Part IV, Section 29 of the Ontario Heritage Act in accordance with the Statement of Significance for 241 Yonge Street (Reasons for Designation) attached as Attachment 1 to the report (October 31, 2025) from the Chief Planner and Executive Director, City Planning.

2. If there are no objections to the designation, City Council authorize the City Solicitor to introduce the Bill in Council designating the property under Part IV, Section 29 of the Ontario Heritage Act.

This report recommends that City Council state its intention to designate the property at 241 Yonge Street under Part IV, Section 29 of the Ontario Heritage Act for its cultural heritage value according to the Statement of Significance which includes a description of Heritage Attributes found in Attachment 1.

The subject property at 241 Yonge Street is located on the east side of Yonge Street mid-block between Shuter Street to the south and Sankofa Square to the north, in the Downtown Yonge East neighbourhood. A location map and current photograph of the heritage property are found in Attachment 2.

The property at 241 Yonge Street, formerly known as Art Metropole, contains a four-storey mixed-use commercial brick and stone building constructed in 1911 in the Edwardian Classicism style, following the designs of the architectural firm of Mitchell & White. It was purpose-built as the commercial property for the Art Metropole artist material supply company, first established in 1888 as one of the earliest companies of this type in Toronto. Art Metropole played a key supporting role in the artist community of early 20th century Toronto. Research into the products it supplied and who it supplied them to has contributed to a further understanding of that community. The first Art Metropole directly influenced the naming of the contemporary Art Metropole, the artist-run centre established in 1974 by the Canadian contemporary art group, General Idea, at 241 Yonge Street. Art Metropole was pivotal in the establishment of a national network of artist-run centres that connected the counterculture contemporary art movements of the 1970s and 80s. Today, the property continues to contribute to the historic commercial character of Yonge Street, south of Sankofa Square, where its style and typology reflect how the character of Yonge Street has been evolving for over a century.

Staff have determined that the property at 241 Yonge Street has cultural heritage value and meets 6 of the Ontario Regulation 9/06 criteria prescribed for municipal designation under Part IV, Section 29 of the Ontario Heritage Act. A property may be designated under Part IV, Section 29 of the Ontario Heritage Act, if it meets two or more of the nine criteria.

The property was listed on the City's Heritage Register on November 21, 1973.

Development applications for a combined Official Plan and Zoning By-law amendment and a Site Plan Approval application were made with the City for the subject property. The property is subject to a Prescribed Event, for which City Clerk's issued a complete application notice on February 10, 2025. The property owner provided a waiver of the Prescribed Event and has agreed upon the timing of this report.

At its meeting on November 18, 2025 the Toronto Preservation Board considered Item PB37.2 and made recommendations to City Council.

Summary from the report (October 28, 2025) from the Senior Manager, Heritage Planning, Urban Design, City Planning:

 
This report recommends that City Council state its intention to designate the property at 241 Yonge Street under Part IV, Section 29 of the Ontario Heritage Act for its cultural heritage value according to the Statement of Significance which includes a description of Heritage Attributes found in Attachment 1.

The subject property at 241 Yonge Street is located on the east side of Yonge Street mid-block between Shuter Street to the south and Sankofa Square to the north, in the Downtown Yonge East neighbourhood. A location map and current photograph of the heritage property are found in Attachment 2.

The property at 241 Yonge Street, formerly known as Art Metropole, contains a four-storey mixed-use commercial brick and stone building constructed in 1911 in the Edwardian Classicism style, following the designs of the architectural firm of Mitchell and White. It was purpose-built as the commercial property for the Art Metropole artist material supply company, first established in 1888 as one of the earliest companies of this type in Toronto. Art Metropole played a key supporting role in the artist community of early 20th century Toronto. Research into the products it supplied and who it supplied them to has contributed to a further understanding of that community. The first Art Metropole directly influenced the naming of the contemporary Art Metropole, the artist-run centre established in 1974 by the Canadian contemporary art group, General Idea, at 241 Yonge Street. Art Metropole was pivotal in the establishment of a national network of artist-run centres that connected the counterculture contemporary art movements of the 1970s and 80s. Today, the property continues to contribute to the historic commercial character of Yonge Street, south of Sankofa Square, where its style and typology reflect how the character of Yonge Street has been evolving for over a century.

Staff have determined that the property at 241 Yonge Street has cultural heritage value and meets 6 of the Ontario Regulation 9/06 criteria prescribed for municipal designation under Part IV, Section 29 of the Ontario Heritage Act. A property may be designated under Part IV, Section 29 of the Ontario Heritage Act, if it meets two or more of the nine criteria. The property was listed on the City's Heritage Register on November 21, 1973.

Development applications for a combined Official Plan and Zoning By-law amendment and a Site Plan Approval application were made with the City for the subject property. The property is subject to a Prescribed Event, for which City Clerk's issued a complete application notice on February 10, 2025. The property owner provided a waiver of the Prescribed Event and has agreed upon the timing of this report.

The Planning and Housing Committee recommends that:

1. City Council state its intention to designate the properties at 262-264 St. George Street under Part IV, Section 29 of the Ontario Heritage Act in accordance with the Statement of Significance for 262-264 St. George Street (Reasons for Designation) attached as Attachment 1 to the report (October 30, 2025) from the Chief Planner and Executive Director, City Planning.

2. If there are no objections to the designation, City Council authorize the City Solicitor to introduce the Bill in Council designating the properties under Part IV, Section 29 of the Ontario Heritage Act.

This report recommends that City Council state its intention to designate the properties at 262-264 St. George Street under Part IV, Section 29 of the Ontario Heritage Act for their cultural heritage value according to the Statement of Significance, which includes a description of heritage attributes, found in Attachment 1.

The subject properties at 262-264 St. George Street are located on the west side of

St. George Street between Dupont Street and Bernard Avenue in the Annex neighbourhood. A location map and current photographs of the subject properties are found in Attachment 2.

The properties at 262-264 St. George Street contain two 3-storey semi-detached properties within a house-form building constructed in 1893 and designed in the Annex style. The properties maintain and support the historic character of the Annex neighbourhood, which features an intermingling of the neighbourhood's earliest single family homes, that retain their architectural form and grandeur following the 1920s conversion to apartment houses and multi-tenant rooming houses to accommodate a rapidly growing population in the post-war era, alongside mid-century low- to high-rise apartment buildings.

262-264 St. George Street were listed on the City's Heritage Register on July 2, 1974.

Staff have determined that the subject properties at 262-264 St. George Street have cultural heritage value and meet 4 of the Ontario Regulation 9/06 criteria prescribed for municipal designation under Part IV, Section 29 of the Ontario Heritage Act. A property may be designated under Part IV, Section 29 of the Ontario Heritage Act, if it meets two or more of the nine criteria.

A development application for Official Plan and Zoning By-law Amendment Application was made with the City for the subject properties. The proposed development is a 12-storey residential building where the applicant proposes to integrate the subject properties into the base of the new construction through partial in-situ retention. The new construction will be set back behind the rebuilt roofline of the subject properties.

A Heritage Impact Assessment (HIA) is required for all development applications that affect listed and designated properties to determine how a heritage property is proposed to be conserved. An HIA, prepared by Hobson Built Heritage dated May 18, 2025, has been submitted. 

The properties are subject to a Prescribed Event. Clerks issued a complete application notice on June 16, 2025. The owner provided a waiver to extend the time period for Council to make a decision with no expiry date.

At its meeting on November 18, 2025 the Toronto Preservation Board considered Item PB37.1 and made recommendations to City Council.

Summary from the report (October 28, 2025) from the Senior Manager, Heritage Planning, Urban Design, City Planning:

 
This report recommends that City Council state its intention to designate the properties at 262-264 St. George Street under Part IV, Section 29 of the Ontario Heritage Act for their cultural heritage value according to the Statement of Significance, which includes a description of heritage attributes, found in Attachment 1.

The subject properties at 262-264 St. George Street are located on the west side of St. George Street between Dupont Street and Bernard Avenue in the Annex neighbourhood. A location map and current photographs of the subject properties are found in Attachment 2.

The properties at 262-264 St. George Street contain two 3-storey semi-detached properties within a house-form building constructed in 1893 and designed in the Annex style. The properties maintain and support the historic character of the Annex neighbourhood, which features an intermingling of the neighbourhood's earliest single family homes, that retain their architectural form and grandeur following the 1920s conversion to apartment houses and multi-tenant rooming houses to accommodate a rapidly growing population in the post-war era, alongside mid-century low- to high-rise apartment buildings.

262-264 St. George Street were listed on the City's Heritage Register on July 2,1974.

Staff have determined that the subject properties at 262-264 St. George Street have cultural heritage value and meet 4 of the Ontario Regulation 9/06 criteria prescribed for municipal designation under Part IV, Section 29 of the Ontario Heritage Act. A property may be designated under Part IV, Section 29 of the Ontario Heritage Act, if it meets two or more of the nine criteria.

A development application for Official Plan and Zoning By-law Amendment Application was made with the City for the subject properties. The proposed development is a 12-storey residential building where the applicant proposes to integrate the subject properties into the base of the new construction through partial in-situ retention. The new construction will be set back behind the rebuilt roofline of the subject properties.

A Heritage Impact Assessment (HIA) is required for all development applications that affect listed and designated properties to determine how a heritage property is proposed to be conserved. An Heritage Impact Assessment, prepared by Hobson Built Heritage dated May 18, 2025, has been submitted.

The properties are subject to a Prescribed Event. Clerks issued a complete application notice on June 16, 2025. The owner provided a waiver to extend the time period for Council to make a decision with no expiry date.

The Planning and Housing Committee recommends that:

1. City Council include the property at 39 Wynford Drive on the City of Toronto's Heritage Register in accordance with the Listing Statement (Reasons for Inclusion) attached as Attachment 1 to the report (December 1, 2025) from the Chief Planner and Executive Director, City Planning.

2. City Council request the Chief Planner and Executive Director, City Planning to report to the Planning and Housing Committee on the intention to designate the property at 39 Wynford Drive under Part IV, Section 29 of the Ontario Heritage Act in accordance with a Statement of Significance for 39 Wynford Drive (Entrance Address 41 Wynford Drive) following the completion of the Don Mills Regeneration Area Study and no later than July 16, 2026.

3. City Council request the Senior Manager, Heritage Planning, to continue to consult with the owner of 39 Wynford Drive regarding the proposed designation of that property under Part IV, Section 29 of the Ontario Heritage Act through the Don Mills Regeneration Area Study process.

This report recommends that City Council state its intention to designate the property at 39 Wynford Drive under Part IV, Section 29 of the Ontario Heritage Act for its cultural heritage value according to the Statement of Significance which includes a description of heritage attributes found in Attachment 1.

The property at 39 Wynford Drive is located on the southeast corner of Wynford Drive and Gervais Drive one block northeast of Eglinton Avenue East and Don Mills Road in the Flemingdon Park neighbourhood.  It contains a 4-storey commercial office building. A location map and current photograph of the heritage property is found in Attachment 2.

The property at 39 Wynford Drive was constructed in in 1962 for the A.C. Nielson Company of Canada Limited. Designed in the International Style by Peter Dickson Associates in 1961, it was one of the earliest properties built in the Flemingdon Park Industrial Area. Following Peter Dickinson's death in 1961, it was completed by his former associates, Webb, Zerafa, Menkes Architects (WZMH Architects). In 1967, Webb, Zerafa, Menkes Architects designed a complementary 2-storey addition on top of the structure to accommodate additional office space. With its Modernist design and prominent location at the broad curve in Wynford Drive in the Flemingdon Park Industrial Area, the property contributes to the Modernist design context of the area.

Staff have determined that the property at 39 Wynford Drive has cultural heritage value and meets 6 of the Ontario Regulation 9/06 criteria prescribed for municipal designation under Part IV, Section 29 of the Ontario Heritage Act. A property may be designated under Part IV, Section 29 of the Ontario Heritage Act, if it meets two or more of the nine criteria.

The property was identified as a potential heritage resource in the 2019 Don Mills Crossing Cultural Heritage Resource Assessment as part of the Don Mills Crossing Secondary Plan.

On September 9, 2025, Demolition Permit Application # 25 222936 DEM 00 DM was submitted for the property at 39 Wynford Drive. The application is currently under review by Toronto Building.

When a notice of intention to designate a property as a property of cultural heritage value or interest is given under Section 29, any permit that allowed for the alteration or demolition of the property and that was issued by the municipality under any Act, including a building permit, before the day the notice was served on the owner of the property and on the Trust and published in a newspaper is void as of the day the notice of intention is given in accordance with subsection 29 (3).  2005, c. 6, s. 18.

At its meeting on November 18, 2025 the Toronto Preservation Board considered Item PB37.3 and made recommendations to City Council.

Summary from the report (October 28, 2025) from the Senior Manager, Heritage Planning, Urban Design, City Planning:

 
This report recommends that City Council state its intention to designate the property at 39 Wynford Drive under Part IV, Section 29 of the Ontario Heritage Act for its cultural heritage value according to the Statement of Significance which includes a description of heritage attributes found in Attachment 1.

The property at 39 Wynford Drive is located on the southeast corner of Wynford Drive and Gervais Drive one block northeast of Eglinton Avenue East and Don Mills Road in the Flemingdon Park neighbourhood. It contains a 4-storey commercial office building. A location map and current photograph of the heritage property is found in Attachment 2.

The property at 39 Wynford Drive was constructed in in 1962 for the A.C. Nielson Company of Canada Limited. Designed in the International Style by Peter Dickson Associates in 1961, it was one of the earliest properties built in the Flemingdon Park Industrial Area. Following Peter Dickinson's death in 1961, it was completed by his former associates, Webb, Zerafa, Menkes Architects (WZMH Architects). In 1967, Webb, Zerafa, Menkes Architects designed a complementary 2-storey addition on top of the structure to accommodate additional office space. With its Modernist design and prominent location at the broad curve in Wynford Drive in the Flemingdon Park Industrial Area, the property contributes to the Modernist design context of the area.

Staff have determined that the property at 39 Wynford Drive has cultural heritage value and meets 6 of the Ontario Regulation 9/06 criteria prescribed for municipal designation under Part IV, Section 29 of the Ontario Heritage Act. A property may be designated under Part IV, Section 29 of the Ontario Heritage Act, if it meets two or more of the nine criteria.

The property was identified as a potential heritage resource in the 2019 Don Mills Crossing Cultural Heritage Resource Assessment as part of the Don Mills Crossing Secondary Plan.

On September 9, 2025, Demolition Permit Application Number 25 222936 DEM 00 DM was submitted for the property at 39 Wynford Drive. The application is currently under review by Toronto Building.

When a notice of intention to designate a property as a property of cultural heritage value or interest is given under Section 29, any permit that allowed for the alteration or demolition of the property and that was issued by the municipality under any Act, including a building permit, before the day the notice was served on the owner of the property and on the Trust and published in a newspaper is void as of the day the notice of intention is given in accordance with subsection 29 (3). 2005, chapter 6, section 18.

The purpose of this Supplementary Report is to update the Planning and Housing Committee regarding the owner of 39 Wynford Drive's voluntary revocation of a demolition permit for 39 Wynford Drive, dated October 31, 2025, and to provide alternative recommendations to City Council.

In consideration of the revocation, which has been confirmed by Toronto Building, heritage staff recommend deferral of Council's consideration of the designation of the property until such time as the results of the City's Don Mills Regeneration Study are reported in 2026.

This supplementary report also recommends that City Council include 39 Wynford Drive on the City of Toronto's Heritage Register for its cultural heritage value and interest according to the Listing Statement (Reasons for Inclusion) found in Attachment 1. The property was previously recommended for listing in 2019 by the Toronto Preservation Board, but the item was deferred by North York Community Council to allow for further dialogue between the property owner and heritage staff.

Listing the property at this time would allow staff to monitor the property until a designation notice is issued by Council and would ensure that a Heritage Impact Assessment be submitted as part of a complete development application. Staff recommend that the Part IV designation be brought back to Council, through the Planning and Housing Committee, no later than the July 2026 meeting of City Council.

Properties can only be placed on the Heritage Register for a period of two years.

The Planning and Housing Committee recommends that:

1. City Council state its intention to designate the properties at 6-8 and 10-12 Sumach Street under Part IV, Section 29 of the Ontario Heritage Act in accordance with the Statement of Significance for 6-8 and 10-12 Sumach Street (Reasons for Designation) attached as Attachment 1 to the report (October 2, 2025) from the Chief Planner and Executive Director, City Planning.

2. If there are no objections to the designation, City Council authorize the City Solicitor to introduce the Bill in Council designating the properties under Part IV, Section 29 of the Ontario Heritage Act.

This report recommends that City Council state its intention to designate the properties at 6-8 and 10-12 Sumach Street under Part IV, Section 29 of the Ontario Heritage Act for their cultural heritage value according to the Statement of Significance and description of heritage attributes in Attachment 1.

The properties at 6-8 and 10-12 Sumach Street contain two pairs of semi-detached house-form buildings completed between 1886 and 1888. The Late Victorian-era dwellings are located on the west side of "old" Sumach Street, a remnant one-block stub severed from the original street alignment in the 1960s to make way for the

Richmond Street Bridge from the westbound Don Valley Parkway (DVP) off-ramp at Richmond and the concurrent eastbound Adelaide Street Bridge. Both infrastructural interventions cut through the city's historic Corktown neighbourhood and demolished over 200 residences. The subject properties stand today directly alongside the parkway ramps as remnants of the area's late-19th century residential character, as well as physical evidence of the impact of mid-20th century urban renewal efforts on existing neighbourhoods. A location map and current photograph of the properties are found in Attachment 2.

The subject properties were identified as having cultural heritage value through the Cultural Heritage Resource Assessment conducted as part of the King-Parliament Secondary Plan Review (2019) and were included on the City of Toronto's Heritage Register in December 2020.

Staff have determined that the properties at 6-8 and 10-12 Sumach Street have cultural heritage value and meet 4 of the Ontario Regulation 9/06 criteria prescribed for municipal designation under Part IV, Section 29 of the Ontario Heritage Act. A property may be designated under Part IV, Section 29 of the Ontario Heritage Act, if it meets 2 or more of the 9 criteria.

As of July 1, 2021, Section 29(1.2) of the Ontario Heritage Act restricts City Council's ability to give notice of its intention to designate a property under the Act to within 90 days of a "Prescribed Event".

The properties at 6-8 and 10-12 Sumach Street are subject to a Prescribed Event. On September 13, 2021, the City received an Official Plan and Zoning By-law Amendment application related to the proposed redevelopment of the subject properties (21204556STE13OZ). The City Clerk sent a Notice of Complete Application on December 24, 2021. The owner provided a waiver to hold the time limit for Council to make a decision in abeyance until such time as either the Owner or the City of Toronto provides written notice to the other party (the “Notice”) that the 90 day time period will recommence with the first day of the 90 day time period being the day that is fourteen days after the date of the Notice. Neither party have reenacted the time period and have instead through dialogue co-ordinated the timing of the staff report to the Toronto Preservation Board. On July 23, 2025, the City received a resubmission of the Official Plan and Zoning By-law Amendment application to facilitate a revised development proposal including partial retention and integration of the subject properties.

A Heritage Impact Assessment (HIA) authored by ERA Architects and dated November 30, 2021 was submitted in support of the active development application on the site of the subject properties. A revised HIA authored by ERA Architects and dated July 11, 2025 accompanied the revised development application submission on July 23, 2025. Both versions of the HIA conclude that the properties at 6-8 and 10-12 Sumach Street have cultural heritage value with each property meeting 2 or more criteria in their evaluation under Ontario Regulation 9/06 prescribed for municipal designation under Part IV, Section 29 of the Ontario Heritage Act. 

Designation enables City Council to review proposed alterations or demolitions to the properties and enforce heritage property standards and maintenance.

At its meeting on October 16, 2025 the Toronto Preservation Board considered Item PB36.3 and made recommendations to City Council.

Summary from the report (September 26, 2025) from the Senior Manager, Heritage Planning, Urban Design, City Planning:

This report recommends that City Council state its intention to designate the properties at 6-8 and 10-12 Sumach Street under Part IV, Section 29 of the Ontario Heritage Act for their cultural heritage value according to the Statement of Significance and description of heritage attributes in Attachment 1.

The properties at 6-8 and 10-12 Sumach Street contain two pairs of semi-detached house-form buildings completed between 1886 and 1888. The Late Victorian-era dwellings are located on the west side of "old" Sumach Street, a remnant one-block stub severed from the original street alignment in the 1960s to make way for the Richmond Street Bridge from the westbound Don Valley Parkway (DVP) off-ramp at Richmond and the concurrent eastbound Adelaide Street Bridge that cut through the city's historic Corktown neighbourhood and destroyed over 200 residences. The subject properties stand today directly alongside the parkway ramps as fortunate survivors of the area's late-19th century residential character, as well as physical evidence of the impact of mid-20th century urban renewal efforts on existing neighbourhoods and their sense of place. A location map and current photograph of the properties are found in Attachment 2.

The subject properties were identified as having cultural heritage value through the Cultural Heritage Resource Assessment conducted as part of the King-Parliament Secondary Plan Review (2019) and were included on the City of Toronto's Heritage Register in December 2020.

Staff have determined that the properties at 6-8 and 10-12 Sumach Street have cultural heritage value and meet 4 of the Ontario Regulation 9/06 criteria prescribed for municipal designation under Part IV, Section 29 of the Ontario Heritage Act. A property may be designated under Part IV, Section 29 of the Ontario Heritage Act, if it meets 2 or more of the 9 criteria.

As of July 1, 2021, Section 29(1.2) of the Ontario Heritage Act restricts City Council's ability to give notice of its intention to designate a property under the Act to within 90 days of a "Prescribed Event".

The properties at 6-8 and 10-12 Sumach Street are subject to a Prescribed Event. On September 13, 2021, the City received an Official Plan and Zoning By-law Amendment application related to the proposed redevelopment of the subject properties (21204556STE13OZ). The City Clerk sent a Notice of Complete Application on December 24, 2021. The owner provided a waiver to hold the time limit for Council to make a decision in abeyance until such time as either the Owner or the City of Toronto provides written notice to the other party (the “Notice”) that the 90 day time period will recommence with the first day of the 90 day time period being the day that is fourteen days after the date of the Notice. Neither party has reenacted the time period and has instead through dialogue co-ordinated the timing of the staff report to the Toronto Preservation Board. On July 23, 2025, the City received a resubmission of the Official Plan and Zoning By-law Amendment application to facilitate a revised development proposal including partial retention and integration of the subject properties.

A Heritage Impact Assessment (HIA) authored by ERA Architects and dated November 30, 2021 was submitted in support of the active development application on the site of the subject properties. A revised HIA authored by ERA Architects and dated July 11, 2025 accompanied the revised development application submission on July 23, 2025. Both versions of the HIA conclude that the properties at 6-8 and 10-12 Sumach Street have cultural heritage value with each property meeting 2 or more criteria in their evaluation under Ontario Regulation 9/06 prescribed for municipal designation under Part IV, Section 29 of the Ontario Heritage Act.

Designation enables City Council to review proposed alterations or demolitions to the properties and enforce heritage property standards and maintenance.

The Planning and Housing Committee recommends that:

1. City Council authorize the Executive Director, Housing Secretariat to negotiate and enter into, on behalf of the City, a Social Housing Agreement with WoodGreen Community Housing Incorporated, or its successor, upon such terms and conditions that are satisfactory to the Executive Director, Housing Secretariat, and in a form satisfactory to the City Solicitor, with a re-conveyance obligation for the property at 444 Logan Avenue to the City that is 40 years following the registration of a Social Housing Agreement, upon completion of Item 2 below.

2. City Council authorize the Executive Director, Housing Secretariat to negotiate and enter into, on behalf of the City, a Municipal Housing Facility Agreement ("Contribution Agreement”) with WoodGreen Community Housing Incorporated, to exempt the property at 444 Logan Avenue from the payment of property taxes in accordance with the Toronto Municipal Code Chapter 513, Housing Programs, on terms and conditions satisfactory to the Executive Director, Housing Secretariat, and in a form approved by the City Solicitor.

3. City Council authorize a site specific property tax exemption by-law authorized as "Affordable Housing" in the Toronto Municipal Code Chapter 513, Housing Programs, to exempt from taxation for municipal and school purposes, a total of 160 units at 444 Logan Avenue, a project owned and operated by WoodGreen Community Housing Incorporated for a period of 40 years, effective from the Effective Date as set out in the City's Municipal Housing Project Facility Agreement.

4. City Council authorize the Chief Financial Officer to cancel or refund any taxes paid after the effective date of the Municipal Housing Project Facility Agreement signed between the City of Toronto and WoodGreen Community Housing Incorporated.

5. City Council request the Government of Ontario to allow residents of community housing projects which are exempt from taxation for municipal and school purposes to be eligible for the Ontario Energy and Property Tax Credit component of the Ontario Trillium Benefit.

6. City Council direct the Deputy City Manager, Development and Growth Services to amend the existing Local Agency Housing Agreement by:

a. removing 1117-1119 Gerrard Street East;

b. including the changes reflected in the executed Social Housing Agreement for 444 Logan Avenue;

c. the establishment of a redevelopment framework for WoodGreen Community Housing Incorporated at 835-841 Queen Street East led by the Executive Director, Housing Development Office, in consultation with the Executive Director of Development Review, the Chief Executive Officer of CreateTO and the local Councillor and in collaboration with WoodGreen Community Housing Incorporated.

7. City Council direct the Deputy City Manager, Development and Growth Services to report to the April 14, 2026 Planning and Housing Committee on the redevelopment framework.

The former Municipality of Metropolitan Toronto (City of Toronto) and WoodGreen Community Housing Incorporated (WoodGreen) entered into a municipal agreement on October 22, 1965, to convey the site at 444 Logan Avenue (also known as Ray McCleary Towers) to WoodGreen for the development and operation of 160 social housing units for low-income seniors. The project was funded under a former federal social housing operating agreement which expired on July 1, 2017, when the original Canada Mortgage and Housing Corporation (CMHC) mortgage was discharged. The municipal agreement required that upon mortgage expiry, the property is to be reconveyed to the City. City Council has since approved an extension of the municipal agreement (and WoodGreen's obligation to reconvey the property to the City) to August 2026. This extension provided time for the parties to negotiate the terms and conditions for WoodGreen's continued long-term use of the property.

In addition to the municipal agreement, WoodGreen and the City entered into a Local Agency Housing Agreement on May 23, 2017, which provides a framework for the coordination of three WoodGreen housing initiatives including the redevelopment of 1117-1119 Gerrard Street East, the social housing property at 835-841 Queen Street East, and 444 Logan Avenue. The Local Agency Housing Agreement supports the City and WoodGreen to renegotiate the terms of the reconveyance of 444 Logan Avenue, while considering all three properties together, to ensure no loss of affordable rental and social housing in the city.

Since the Local Agency Agreement was signed, the redevelopment of 1117-1119 Gerrard Street East. has been completed and now provides 36 good quality social housing units and an onsite daycare for residents. To further advance the goals of the Local Housing Agency Agreement, while considering the current context, this report recommends that:

- City Council extend the date at which the 444 Logan Avenue reconveyance obligation comes into force to a date that is 40 years following the registration of a new Social Housing Agreement to be signed between the City and WoodGreen;

- The Local Agency Housing Agreement be amended to incorporate a City-led process for the redevelopment framework for WoodGreen at 835-841 Queen Street East; and

- WoodGreen enter into a Municipal Housing Facility Agreement ("Contribution Agreement") with the City to secure an exemption from property taxes for a period of 40 years for 444 Logan Avenue.

Council's approval of the recommendations in this report will allow WoodGreen to

secure approximately $27 million in federal funding and low-cost financing to complete a deep energy retrofit and modernization of 444 Logan Avenue. These improvements will support quality of life improvements for tenants through adequate heating and cooling, better quality homes and reduced operating costs to enable long-term affordability. The initiative will also support the City's TransformTO Net Zero Strategy and overall sustainability goals by reducing greenhouse gas emissions.

Furthermore, the amended Local Agency Housing Agreement will facilitate the future development of 835-841 Queen Street East through a City-led process, allowing WoodGreen to leverage the City and CreateTO's development expertise to expedite the delivery of good quality, sustainable and affordable homes for seniors.

The Etobicoke York Community Council recommends that:

1. City Council amend City of Toronto Zoning By-law 569-2013 for the lands municipally known as 16 Wilby Crescent substantially in accordance with the draft Zoning By-law Amendment included as Attachment 5 to the report (November 6, 2025) from the Director, Community Planning, Etobicoke York District.

2. City Council authorize the City Solicitor to make such stylistic and technical changes to the draft Zoning By-law Amendment as may be required.

3. City Council classify the lands municipally known as 16 Wilby Crescent as a Class 4 Noise Area pursuant to Publication NPC-300 (Ministry of Environment and Climate Change Environmental Noise Guideline – Stationary and Transportation Sources - Approval and Planning).

4. City Council direct the Executive Director, Development Review or their designate to forward a copy of the City Council Decision Document to the Ministry of Environment, Conservation and Parks.

The Etobicoke York Community Council held a statutory public meeting on November 26, 2025 and notice was given in accordance with the Planning Act.

This report recommends approval of an application to amend the Zoning By-law to permit the development of a 39-storey residential building. The proposal includes 436 residential units, 82 vehicular parking spaces, and 447 bicycle parking spaces. The proposal includes rezoning a portion of the site considered an erosion hazard from a Mainstreet Commercial Residential zone to an Open Space Natural Zone.