Agenda

This meeting of the Executive Committee will be conducted with members participating in person and remotely.

Members of Council, City Officials, and members of the public who register to speak will be provided with the video conference details closer to the meeting date.

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The public may submit written comments or register to speak to the Committee on any item on the agenda. The public may speak to the Committee in person or by video conference.

Written comments may be submitted by writing to exc@toronto.ca

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Notice to People Writing to the Executive Committee: 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 to City Council or its Committees and Boards. 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.

If you want to learn more about why and how the City collects your information, write to the City Clerk's Office, City Hall, 100 Queen Street West, Toronto ON M5H 2N2 or call 416-392-7033. 

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 and Boards.

Declarations of Interest under the Municipal Conflict of Interest Act

Confirmation of Minutes - December 10, 2024

Speakers/Presentations - The speakers list will be posted online at 8:30 a.m. on January 28, 2025.

Communications/Reports

The Executive Director, Corporate Real Estate Management recommends that:  

1. City Council accept an Offer to Purchase from 2-Spirited People of the 1st Nations for the sale of a portion of the City-owned property municipally known as 996 Woodbine Avenue as described in Attachment 2 of this report (the "Developable Property"), for the nominal sum of $2.00, on such terms and conditions as may be deemed appropriate by the Executive Director, Corporate Real Estate Management, in consultation with the Chief Executive Officer, Toronto Transit Commission and the Director, Indigenous Affairs Office, and in a form acceptable to the City Solicitor.

2. City Council authorize the Executive Director, Corporate Real Estate Management to assume all costs and charges related to the disposal of the Developable Property including, but not limited to, land transfer tax, reasonable expenses related to third party consultants, legal and surveying costs, and to waive any customary City related charges and fees associated with the conveyance of lands.

3. City Council authorize the City Solicitor to complete the disposal of the Developable Property on behalf of the City, including making payment of any necessary expenses and amending the closing and other dates to such earlier or later date(s) on such terms and conditions as they may from time to time consider reasonable; and the appropriate City officials be authorized to take necessary action to give effect thereto.

Since July 2023, CreateTO, Corporate Real Estate Management (CREM), Toronto Shelter and Support Services (TSSS) and the Indigenous Affairs Office have worked collaboratively with the 2-Spirited People of the 1st Nations ("2-Spirits") in identifying potential sites for Toronto's first purpose built emergency shelter for 2SLGBTQIA+ Indigenous individuals seeking shelter or fleeing violence.

The City-owned property at 996 Woodbine Avenue (the "Property") has been identified as the preferred site, and 2-Spirits is proposing to construct and operate an 11-bed emergency shelter to meet the unique needs of Toronto's 2SLGBTQIA+ Indigenous community. The proposed emergency shelter includes an integrated transitional housing component, as well as 24/7/365 onsite staff to provide culturally appropriate supports.

To support 2-Spirits' initiative, as an effort to forward the City's commitments set out in the City's Reconciliation Action Plan 2022-2032 (RAP), and to address the critical need for additional 2SLGBTQIA+ shelter space and transitional housing, City staff are seeking Council authority to transfer a portion of the Property to 2-Spirits for nominal consideration.

2-Spirits is a Toronto based Indigenous community organization offering a wide range of social services and supports within Toronto and is a member of Toronto Aboriginal Support Services Council. 2-Spirits has been in operation for over 30 years providing support to the Indigenous and Two Spirit community and leads and operates a Toronto Community Crisis Service team in partnership with Social Development, Finance and Administration.

The foregone revenue for the disposal of a portion of the Property is estimated at $0.6 million, being the estimated market value of the Property.

The City will also pay land transfer tax, and waive any customary City related charges and fees associated with the conveyance of lands. The cost of this is estimated to be approximately $20,000 and will be funded though CREM's operating budget.

The Chief Financial Officer and Treasurer has been advised of the financial impacts associated with this report to be considered along with other priorities in future budget processes.

The Executive Director, Corporate Real Estate Management recommends that:

1. City Council request the Board of Directors, CreateTO to direct the Chief Executive Officer, CreateTO, to work with the Executive Director, Corporate Real Estate Management, the Executive Director, Social Development, Finance and Administration, the General Manager, Parks and Recreation, the Executive Director, Development Review, the Chief Planner and Executive Director, City Planning, and the Executive Director, Housing Secretariat, to advance the Development Master Plan process as outlined in Attachment 1.

2. City Council direct the Executive Director, Development Review to initiate the City-initiated Planning Approval process required to facilitate redevelopment as outlined in Attachment 1.

3. City Council direct the Executive Director, Corporate Real Estate Management, in consultation with the Executive Director, Social Development, Finance and Administration, to develop a relocation and re-accommodation strategy for existing Community Space Tenancy Policy tenants located on the property, that will form part of the process to create the Development Master Plan.

4. City Council request the Board of Directors, CreateTO to direct the Chief Executive Officer, CreateTO, in consultation with the Executive Director, Corporate Real Estate Management, to negotiate agreements with Toronto Lands Corporation and/or Toronto District School Board, as appropriate, for the Development Master Plan and report back to City Council on negotiated terms.

This report seeks City Council approval to advance a City-initiated Development Master Plan and Planning Approval Process for the redevelopment of 705 Progress Avenue. It also provides an update on work completed to-date to advance the Development Master Plan, in coordination with Toronto Lands Corporation (TLC), on behalf of the Toronto District School Board (TDSB), and enables CreateTO to work with TLC on the successful delivery of the project, including the Development Master Plan whose key terms are outlined in Attachment 1. TLC oversees the acquisition, asset management, redevelopment, and sales of all properties in the TDSB real estate portfolio.

705 Progress Avenue is a 10.9-acre property jointly owned on a 50/50 basis by the City of Toronto and TDSB. It was acquired in August 1996 by the former City of Scarborough in partnership with the former Scarborough Board of Education to develop a new elementary school and municipal park. The site is well served by existing and planned transit options and is within the Council-adopted Scarborough Centre Station Protected Major Transit Station Area.

The site is currently developed with low-rise, non-residential buildings initially intended for light industrial uses. The property currently contains 55 commercial units, including active leases with market-rate tenants and below-market-rate tenants, along with City divisions, agencies, and corporations.

In November 2021, City Council directed staff, in consultation with CreateTO and in collaboration with TDSB, to create a Development Master Plan for the site. City Council direction included advancing Official Plan and/or Zoning By-law Amendments to allow a mixed-use development to achieve multiple city-building outcomes. These outcomes include:

-Constructing a new public school;

-Creating a large park;

-Building new affordable housing; and

-Establishing a permanent community hub for local not-for-profit organizations.

In response to City Council direction, CreateTO (on behalf of the City of Toronto), and TLC (on behalf of TDSB) have established a Working Committee and developed a joint and non-binding Project Charter to advance a Development Master Plan and Conceptual Phasing Strategy. The Working Committee includes representatives from the following City of Toronto divisions: City Planning; Development Review, Corporate Real Estate Management; Housing Secretariat; Parks and Recreation; and Social Development, Finance, and Administration.

The Development Master Plan and Conceptual Phasing Strategy have been developed with a view to minimize impacts on existing Community Space Tenancy Policy tenants. Development of the site is anticipated to be phased over several years. In consultation with stakeholders, a relocation and re-accommodation strategy will be developed. This will enable uninterrupted community services for existing tenants operating under the City's Community Space Tenancy Policy and will be refined as the Development Master Plan and phasing strategy are further developed.

This report was prepared in consultation with the Working Committee and TLC (on behalf of TDSB).

An estimated investment of $1.5 million is required for the stated purpose of advancing the Development Master Plan and Conceptual Phasing Strategy for 705 Progress Avenue. This amount will be shared on a 50/50 basis between the City of Toronto and TDSB.

The $1.5 million amount includes undertaking necessary environmental studies and remediation, market analyses, architectural, and other consultant studies. The funding request for the City’s 50% interest, or $750,000, in this due diligence budget is to be shared by Corporate Real Estate Management and the Housing Secretariat in equal parts. Funding in the amount of $375,000 has been included in each of the 2025-2034 capital budget and plan submissions for Corporate Real Estate Management and Housing Secretariat.

CreateTO will lead the procurement and retention of all consultants, in consultation with TLC (on behalf of TDSB). CreateTO will charge back to the City of Toronto and TDSB as landowners of the Redevelopment Site on a 50/50 basis. Any costs imposed through the regulatory process by the City as a regulatory authority are also to be shared by the City and TDSB on a 50/50 basis.

Any future funding required to develop and operate the proposed public TDSB podium elementary school, new park, residential/affordable housing, and community hub will be identified in collaboration with respective City of Toronto divisions and TDSB. The City and TDSB are independently responsible for the capital costs associated with their respective facilities. In addition, The City of Toronto and TDSB are jointly responsible for off-site improvement costs for the construction of all roads, services and other master plan improvements required to develop the site. These costs will be identified through a future business case.

The Chief Financial Officer and Treasurer has been advised of the financial impacts associated with this program to be considered along with other priorities in future budget processes.

The Executive Director, Corporate Real Estate Management recommends that:  

1. City Council direct the Executive Director, Corporate Real Estate Management and request the Board of Directors, CreateTO to direct the Chief Executive Officer, CreateTO to re-examine potential future uses for Old City Hall, substantially in accordance with the Revitalization and Management Principles outlined in Attachment 1, and other considerations outlined in this report, and report back to City Council by no later than the second quarter of 2026.

The purpose of this report is to provide an update on the efforts made by staff to date to occupy and program Old City Hall (OCH) and recommend next steps.

Built between 1889 and 1899, OCH is an example of civic architecture, a widely recognized city landmark at the junction of Bay and Queen Streets and a National Historic Site. Since 1972, the primary tenant of OCH had been the Ontario Infrastructure and Lands Corporation, more commonly known as Infrastructure Ontario (IO), acting on behalf of the Government of Ontario (the "Tenant"). The space was leased for use by the Provincial Courts. OCH has also been home to the Provincial Offenses Courts, managed by the City of Toronto's Court Services Division.

The Provincial Courts have relocated to the new Toronto courthouse adjacent to Toronto City Hall at 10 Armoury Street, and the Provincial Offenses Courts will re-locate to St. Lawrence Market North by the end of April 2025, leaving OCH vacant with no further active uses currently planned.

As directed by City Council in 2018, staff have utilized a variety of strategies to program OCH in anticipation of this vacancy, including seeking a head lessee to implement a long-term mixed-use property management and tenanting model. These efforts were unsuccessful, given a range of factors detailed in this report, including market conditions and the costs associated with bringing the building to a suitable state of good repair for use. For example, in 2019, it was estimated that a full restoration and upgrade of the building would require approximately $225 million in 2020 dollars. Furthermore, given the historic and complex nature of the building, including an inefficient floor plan and heritage status, any future use will need to consider opportunities to improve the leasable area and the need to conserve and protect the heritage character and attributes of the building.

Staff now recommend renewed actions to facilitate temporary, interim uses, along with undertaking new examinations to determine a longer-term operating model and future uses for OCH. Corporate Real Estate Management (CREM) and CreateTO have assembled a team to identify both short and longer term uses, in consultation with Economic Development and Culture (EDC), Toronto Public Library (TPL) and other relevant City Divisions and Agencies. CreateTO will advise CREM on options for future uses and operating models, while CREM will continue to maintain the property in its role of asset owner.

Previous work to occupy and program OCH will inform staff's next steps for a renewed approach to this historical asset. In addition, the following Revitalization and Management Principles will guide decision-making related to any future long-term uses and programming for OCH:

-Increase Public Access and Interest;

-Conserve the National Historic Site;

-Foster Local Economic Development; and

-Achieve Financial Sustainability.

Staff will report back to City Council by the second quarter of 2026 on the findings of this renewed analysis.

As a responsible asset owner, CREM will continue to undertake work to satisfy any health, safety, and legislative requirements to ensure OCH is safe and preserved in its soon-to-be vacant state, pending a broader restoration and upgrade of the building once a long-term use has been identified.

Funding in the amount of $16 million is included in the Approved CREM 2024 - 2033 Capital Budget and Plan. The funding is also part of CREM's 2025 - 2034 Capital Budget and Plan submission, earmarked to address any health, safety, and legislative requirements to ensure OCH is safe and preserved in its soon-to-be vacant state. The budgeted amount is also available to support the work to be led by CreateTO, in consultation with CREM, on a renewed highest and best use analysis and recommended potential future uses for OCH, as well as costs associated with activating interim uses.

Any interim use(s) or activation while staff examine future use options for OCH would result in incremental operating costs, including enhanced security. Any revenues generated from interim uses would need to be considered against the costs to enable the interim use and available budget, prior to implementing.

Implementing future, longer-term uses for OCH will also require significant capital investments to bring it up to modern technological, operating, and safety standards, as well as to conserve the historic attributes of the building. As part of the 2019 competitive process to seek a head tenant for OCH, it was estimated that a full restoration and upgrade of the building would require approximately $225 million in 2020 dollars.  Further analysis of options for future uses will re-examine capital and operating costs and any required funding would be addressed through future budget submissions.

The Chief Financial Officer and Treasurer has been advised of the financial impacts associated with this program to be considered along with other priorities in future budget processes.

The City Manager recommends that:

1. City Council, as Shareholder of Toronto Seniors Housing Corporation, approve the request by the Toronto Seniors Housing Corporation Board of Directors in the letter (January 8, 2025) from the Chief Executive Officer, Toronto Seniors Housing Corporation, forming Attachment 1 to this Report, to amend Section 6.1, Composition of the Board, of the Toronto Seniors Housing Corporation Shareholder Direction to include the City Manager, or designate who is an employee of the City, sitting in an ex-officio non-voting capacity until December 31, 2026, and authorize the City Manager to execute the necessary amendment to the Shareholder Direction attached as Schedule 1 to this Report.

The purpose of this report is to transmit and recommend approval of a request to City Council from the Board of the Toronto Seniors Housing Corporation (TSHC) that the composition of the Board include the City Manager, or designate who is an employee of the City, sitting in an ex-officio non-voting capacity until December 31, 2026.

Section 7.3 of the Shareholder Direction and the provisions of the Business Corporation Act (Ontario) state that TSHC cannot, without the approval of the Shareholder (the City of Toronto), make any change to the number of Directors comprising the Board, or appoint Directors. Section 14 of the Shareholder Direction provides that the Shareholder Direction may only be amended by City Council as Shareholder of TSHC.

In accordance with these requirements, the Chief Executive Officer of TSHC has transmitted the Board's request to change the composition of the Board provided as Attachment 1, and City staff recommend approval in the form of an amendment to the Shareholder Direction, provided as Schedule 1 to this report.

There are no financial impacts resulting from the recommendations in this report.

The Chief Financial Officer and Treasurer has reviewed this report and agree with the financial implications as presented in the Financial Impact section.

The General Manager, Parks and Recreation recommends that:

1. City Council direct that the confidential information contained in Confidential Attachment 1 remain confidential in its entirety, as it pertains to personal matters about identifiable persons, labour relations information and potential litigation that may affect the City of Toronto.

This report responds to City Council's direction to the General Manager, Parks, Forestry and Recreation, now Parks and Recreation, in collaboration with the City Manager to develop a transition plan to change the governance and operations of Moss Park Arena from a Board of Management to a City-operated arena to come into effect by the end of 2025.

In addition, City Council directed that the Moss Park Arena Board, work with the General Manager, Parks and Recreation to review opportunities for the Moss Park Arena to enhance equitable community access to the Arena’s programs. City Council also directed the City Manager and General Manager, Parks and Recreation to report back on options to strengthen local access to programming and enhanced diversity of Board membership within current operating and governance structure of Moss Park Arena.

This report outlines the required actions to facilitate an effective transition, as well as implementation timelines and potential impacts including personnel, clientele and other liabilities and obligations.

The report also provides an analysis of the geographic reach of the Moss Park Arena programs as well as recent efforts to improve access to arena programs, and an update on Board diversity and enhanced local representation through the City's Public Appointments Policy.

There are no immediate financial impacts identified as a result of the recommendation.

Should Council direct staff to transition the operations of Moss Park Arena to Parks and Recreation, operating costs are estimated at $1.0 million gross and $0.30 million net annually with $0.70 million in revenue generated from ice rental permits and program fees, based on the most recent service and operational analyses completed.

The transition would not impact the capital budget as the state of good repair of the Moss Park Arena is already the responsibility of Parks and Recreation.

Additional funding from the City may be required to address the Moss Park Arena's liabilities outlined in Confidential Attachment 1.

Table 1: Operating Budget Comparison for Moss Park Arena and City Operated Arena, and projected City-operated Moss Park Arena

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the Financial Impact Section.

The General Manager, Economic Development and Culture recommends that:

1. City Council approve the City of Toronto’s continued participation in Toronto Global, inclusive of:

a. annual funding of $2.3 million (2025), $2.4 million (2026) and $2.5 million (2027), for a total of $7.2 million over 3 years, for the period beginning April 1, 2025 and ending March 31, 2028, subject to the execution of a three-year funding agreement with Toronto Global; and

b. a minimum of three City of Toronto representatives on the Board of Directors of Toronto Global, including the Mayor of Toronto or designate appointed by the Mayor, the General Manager, Economic Development and Culture, and a third (and any additional) public member appointed by City Council.

2. City Council authorize the General Manager, Economic Development and Culture, to negotiate and execute a Funding Agreement with GTA Region Investment Attraction (operating as Toronto Global) in accordance with recommendation 1 and on such terms and conditions as are satisfactory to the City Manager and the Chief Financial Officer and Treasurer, and in a form approved by the City Solicitor.

Since its inception, Toronto Global has assisted in attracting approximately 280 new investment initiatives to the Greater Toronto Area, including the city of Toronto. These investment projects have generated approximately 17,000 direct jobs, created an additional 8,000 indirect jobs, and induced another 9,000 jobs, bringing the total to approximately 33,000 jobs within the Greater Toronto Area. Together, these investment projects accounted for approximately $3.8 billion in capital investment. A significant amount of these investment projects (74%) landed within the city of Toronto.

At its meeting on April 6, 2022, City Council adopted a recommended three-year revised funding agreement with the Greater Toronto Area Region Investment Attraction organization (operating as Toronto Global) ending on March 31, 2025.

Subject to continued funding contributions for Toronto Global from the governments of Ontario and Canada at no less than current levels, this report recommends that the City of Toronto renew its funding agreement with Toronto Global to strengthen collaboration and expand marketing efforts, in alignment with the Council-approved Action Plan for Toronto's Economy, for an additional three-year period ending March 31, 2028, at the following funding levels: $2.3 million (2025), $2.4 million (2026), and $2.5 million (2027), for a total of $7.2 million over 3 years.

Consistent with the payment schedule of the most recent three-year municipal funding

agreement with Toronto Global, which will expire on March 31, 2025, City funding of $2,121,600 for Toronto Global has been included in the 2025 Economic Development and Culture City Staff Prepared Operating Budget submission, currently under review for approval.

To align with the proposed new funding level outlined in this report for 2025, Economic Development and Culture will leverage existing operational budgets to offset the difference of $178,400 in funding. Incremental increases of $278,400 in 2026, and $378,400 in 2027 will be submitted as part of future budget processes, subject to the City's financial and resources capacity against other critical City-wide operating impacts. Should the City's financial and resource capacity be unable to accommodate these future year increases, offsets will be found within the Economic Development and Culture Operating Budget. This approach ensures the City can meet its commitment to progressively increase municipal contributions and safeguard Toronto Global’s operational stability in light of anticipated reductions in contributions from other municipalities.

The proposed increases are essential to maintain parity with federal and provincial funding levels, each valued at $2.5 million annually, and to protect significant external investments in Toronto Global’s work.

This report also recommends supporting a new three-year funding agreement from April 1, 2025 to March 31, 2028, contingent on continued provincial and federal funding support for Toronto Global.

The Chief Financial Officer and Treasurer has been advised of the financial impacts associated with this program to be considered along with other priorities in future budget processes.

The Chief Financial Officer and Treasurer recommends that:

1. Executive Committee receive this report for information.

Staff presented preliminary guiding design principles of a commercial parking levy to Executive Committee in February 2024. Since that time, staff have completed targeted stakeholder engagement which provided impactful input and feedback, leading to  refined estimates and design scenarios for a potential commercial parking levy. Staff have also engaged with the Municipal Property Assessment Corporation (MPAC) throughout the year to determine an appropriate implementation approach and to develop a preliminary inventory for surface parking in the City.

Through this work, it has been made clear that in order to successfully implement a commercial parking levy and ensure it is applied fairly, consistently and clearly, MPAC's involvement is critical based on their unique service offerings. This includes access to property assessment data, support for technology upgrades, and ability to develop and maintain audit, request for reconsideration, and appeal processes. MPAC has indicated that their commitment to participate further in this work is subject to their Board's approval and may require engagement with the appropriate provincial government officials.

Staff are recommending that any consideration by City Council of an implementation plan for a commercial parking levy be deferred while engagement continues with MPAC on their potential involvement in supporting the administration of a possible levy.

During consideration of the City’s Updated Long-Term Financial Plan (LTFP), City Council directed staff to develop an implementation plan for a commercial parking levy, in direct response to the City’s financial needs. The LTFP identified a combined operating and capital pressure of $46.5 billion over 10 years. It also outlined opportunities to address these significant and unprecedented financial challenges, including expenditure reviews, new revenue tools, capital prioritization and intergovernmental funding required.

In the absence of sustainable intergovernmental funding or structural changes to the City’s fiscal framework, the City has limited options to implement new or expanded revenue tools and has focused on actions within the City’s direct control and authority to implement. With estimated revenue potential of $100 to $108 million annually, the commercial parking levy may represent a reliable and significant source of annual revenue to the City which could be used to sustain critical municipal services, including transit.

In parallel to work conducted on a potential commercial parking levy, City staff continue to advocate to the provincial government for access to permanent sustainable funding sources that grow with the economy, such as a portion of the sales tax. Staff will also continue to engage on this topic, while confirming MPAC's commitment to support implementation of a commercial parking levy, prior to Council's consideration of a detailed program design. Should the City receive confirmation from MPAC and the provincial government that they will support introduction of a commercial parking levy, staff will report back to City Council with a comprehensive implementation plan.

As was reported in February 2024 to Executive Committee, initial projections, based on a 2016 KPMG revenue tools study and geographic estimates developed by Metrolinx in 2013, estimated the annual revenue potential of the commercial parking levy (CPL) to be between $100 million and $150 million.

Following additional analysis and potential design updates as a result of stakeholder engagement, the revised annual revenue potential is estimated to range from $100.0 million to $108.0 million. This revenue estimate incorporates statutory exemptions and consideration of a refined definition of ‘parking area’. This figure would be subject to further revisions upon development of a comprehensive parking inventory.

As part of the work conducted in 2024 with MPAC, the City has been provided a preliminary surface parking inventory, however, further refinement is necessary to verify and ensure accuracy. Current preliminary estimates suggest that the City has approximately 22 million square metres of surface parking area, which incorporates statutory exemptions. When considering a potential minimum exemption for all properties, it’s expected that a levy on surface parking area could generate approximately $58 million annually.

In addition to refining the above estimate, MPAC would need to comprehensively capture all commercial parking lots within the City, including underground and above-grade parking garages, which will increase the total parking area in the City. It is expected these parking areas could generate up to an additional $50 million in revenue, resulting in up to a total $108 million in annual revenue from the CPL.

Actual annual net revenue of a commercial parking levy would also be impacted by:

- Implementation approach and timing - including potential option to phase-in impacts over a period of time;

- Exemptions and final definition of 'parking area' - including minimum exemptions provided to all properties, and consideration of applicable property classes and uses;

- Rate structure - including consideration of a tiered rate based on geography, and provision of discounted rates for small businesses;

- Financial impact to City properties - should a commercial parking levy be introduced, staff’s preliminary guiding design principles had recommended that it apply to City-owned and operated parking facilities also to ensure fairness and market efficiency; and

- Implementation costs - including one-time upfront costs and annual costs to administer, both incurred by the City of Toronto and potentially by MPAC, the preferred service provider.

Should the Province and MPAC confirm their commitment to support the introduction of a commercial parking levy, staff will report back with a final implementation plan for Council’s consideration, which will include detailed financial impacts associated with the above.

The Chief Financial Officer and Treasurer recommends that:

1. The Executive Committee receive this report for information.

The City of Toronto created positive impact across key Environment, Social, and Governance ("ESG") priorities in 2023, demonstrating commitment, innovation and transparency, through the performance disclosure and consideration of ESG risks and opportunities in the Environmental, Social, and Governance Performance Report ("ESG Report") contained in Attachment 1. The objective of the ESG Report is to communicate ESG commitments, define targeted outcomes, and to account for progress towards sustainability, positive socioeconomic outcomes and good governance, as well as demonstrating transparency, accountability, participation, responsiveness, progress measurement and leadership.

Climate action and ESG factors have established significant importance and gained attention globally in both private and public sectors. Numerous organizations are now measured on successfully managing ESG-related risks and opportunities. Corporations are formally assessed on their ESG impact and many public entities have yet to follow this practice. This ESG Report offers a snapshot of ESG performance and opportunity to reflect on improvements that can be made to City plans, actions and initiatives to successfully manage ESG risks and opportunities going forward. ESG factors are increasingly being incorporated in the risk assessments of Toronto's credit rating agencies, insurance companies and by investors. As this becomes standard practice, it is important to address ESG factors appropriately and with a sense of urgency.

This report includes key ESG highlights and achievements. Toronto continues to build and implement an integrated ESG approach, with responsible practices embedded across the organization to build a sustainable, transparent and resilient foundation in order to continue developing a government that is transparent, accountable, sustainability responsible, socially conscious, and minimizes ESG risks. This approach ensures progress is established on the commitments made to achieve ESG priorities.

The financial impacts of this report are embedded in the Approved 2024 Budget, which include:

Embedded in the Council Approved 2024 Operating Budget:

- $639.9 million to provide shelter, support, and housing to Torontonians, improving housing and health access equity;

- $298.1 million for wastewater collection and treatment and storm water management that reduces likelihood of negative impact of water and floods on the ecosystem;

- $289.6 million for Road and Sidewalk management, which includes the maintenance of 792 centerline kilometers of bikeway network;

-  $278.9 million for Health Services such as infectious Disease Control, Chronic Disease and Injury Prevention, and Family Health;

- $148.8 million for solid waste collection and processing services such as solid waste recycling, organics recycling, leave and yard waste, and safe disposal of durable goods and hazardous waste;

- $14.0 million in total funding for the four accountability officers (Auditor General, Integrity Commissioner, Ombudsman Toronto, and Lobbyist Registrar) that help ensure Toronto remains open and transparent;

-  $11.4 million for Transit Expansion, a major driver of GHG emissions reductions daily; and

- $8.8 million for promotion, education, enforcement, community outreach, and environment days.

Embedded in the Council Approved 2024-2033 Capital Plan:

- $46.1 million of additional investments that support Council-approved sustainability outcomes for projects that support Climate Resiliency and Greenhouse Gas (GHG) Reduction:  

- $23.6 million for Energy Retrofit initiatives;

- $10.4 million for Sustainable Energy Plan financing, and;

- $7.6 million for TransformTO supporting both GHG emission reductions and climate resilience.

- Moreover, a total of $1.16 billion is embedded in the budget for social outcomes such as:

- $659.7 million for Shelter and Support Services;

- $394.8 million for Social and Affordable housing initiatives; and

- $105.7 million for Children's Services.

The impact of progress on ESG prioritization are reflected in the annual financial report. In addition, ESG factors such as a climate lens and an equity lens are embedded in the annual budget process.

The Executive Director, Transit Expansion, recommends that:

1. City Council approve the 10 percent functional design for the Eglinton East Light Rail Transit (EELRT), as described in Attachment 1 – Environmental Project Report (EPR) Executive Summary.

2. City Council approve the EELRT Kennedy Station Alternative Design as outlined in this report and as shown in Figure 5 of Confidential Attachment 1, as the basis for advancing the EELRT design at the Kennedy station interface of the EELRT, Line 2 and Scarborough Subway Extension (SSE).

3. City Council direct the Executive Director, Transit Expansion to continue exploring the three alternative Maintenance and Storage Facility (MSF) sites noted in Confidential Attachment 1 – Evaluation of Alternate MSF Sites and Kennedy Station Cost Estimates, and report back to Council in Q1 2026 to:

a. confirm the preferred alternative MSF site; and

b. seek any necessary authorities to advance the preferred alternative MSF site to 10 percent design.

4. City Council direct the Executive Director, Transit Expansion to undertake the necessary works to prepare the project for the next phase of design, using funds previously approved in 2023 as part of EX10.17 and subsequently included in Transit Expansion Division’s 2024–2033 Capital Budget and Plan, including:

a. completion of a Constructability Assessment that will examine project sequencing, risks and interface challenges including Province’s Sheppard Subway Extension as well as the SSE, initial cost estimates and procurement considerations;

b. development of a project management and resourcing plan;

c. market sounding to verify the procurement approach for the EELRT, including light rail vehicles, in consultation with the TTC;

d. updated and supplementary traffic and LRT operations assessments based on current transit and transportation network information;

e. subsurface Utility Engineering (SUE) Level B investigations and topographic surveys along the EELRT corridor for key locations;    

f. commencement of an Environmental Assessment study for the Morningside Bridge-Highway 401 ramp reconfiguration included in the 10 percent design;

g. study confirming the New Military Trail right-of way configuration to complement the LRT and the University of Toronto Scarborough Campus Master Plan, and commencement of an Environmental Assessment for a new roadway, in collaboration with Transportation Services; and

h. continued engagement with interested parties, including Indigenous rightsholders, and the public related to relevant studies, assessments, and property requirements.

5. Subject to Council approval of Recommendation 4, and upon the completion of the Constructability Assessment, City Council direct the Executive Director, Transit Expansion, in consultation with the Chief Planner and Executive Director, City Planning, General Manager, Transportation Services and the Chief Executive Officer, Toronto Transit Commission, to report back to City Council in Q1 2026 with a recommended approach to advance the EELRT alignment to the next phase of design (30 percent), including a phasing approach that addresses the uncertainty and the potential overlap with the Sheppard Subway Extension, along Sheppard Avenue between Sheppard-McCowan Station and the new MSF location.

6. City Council direct that Confidential Attachment 1 remain confidential at this time, as it contains commercial information, supplied in confidence to the City, which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization and involves the security of the property belonging to the City of Toronto.

7. City Council authorize the public release of Confidential Attachment 1 following the Executive Director, Transit Expansion’s confirmation of the completion of the EELRT.

8. City Council endorse the EELRT project as a priority project for funding under the Canada Public Transit Fund (CPTF) and direct the Executive Director, Transit Expansion, in consultation with the City Manager and Chief Financial Officer and Treasurer, to take any necessary steps to work with the Provincial Government to prioritize the EELRT for funding under the CPTF.

9. City Council delegate standing authority to the Executive Director, Transit Expansion, or designate, to sign and submit all documentation required to obtain the necessary permits and approvals under all applicable provincial and federal laws required to deliver the EELRT.

10. City Council forward this report to the Toronto Transit Commission Board for information.

The Eglinton East Light Rail Transit (EELRT) is a proposed 18.6-kilometre LRT in Scarborough, with a total of 27 stops, from Kennedy Station to Sheppard-McCowan Station and Malvern Town Centre.

In December 2023, City Council adopted, with amendments, EX10.17, which approved the EELRT alignment. In accordance with Council direction under that report, and to further advance the EELRT, City staff have:

- Concluded the EELRT 10 percent functional design stage and the corresponding Transit and Rail Projects Assessment Process (TRPAP);

- Identified alternative Maintenance and Storage Facility (MSF) sites should permanent access to the preferred MSF site at 8300 Sheppard Avenue (Conlins Yard) not be available;

- Explored opportunities for a stop at Morningside Park;

- Investigated the opportunity for the cycling network to include off-street cycling facilities through the University of Toronto Scarborough (UTSC) campus; and

- Developed a Kennedy Station Alternative Design that removed EELRT structural dependence on the Province’s Scarborough Subway Extension (SSE) tunnel box structure.

This report provides an update on the items noted above as well as the Durham-Scarborough Bus Rapid Transit project and intergovernmental funding related to the EELRT.

To continue advancing the EELRT project, this report seeks Council approval for:

- The 10 percent functional design;

- Delegated authority to the Executive Director, Transit Expansion, to sign and submit all documentation required to obtain the necessary permits and approvals under all applicable provincial and federal laws required to deliver the EELRT, including the Statement of Completion. This authority is required conclude the TRPAP.

- The Kennedy Station Alternative Design as the basis for advancing the EELRT design at the Kennedy Station interface.

- Further exploring alternative MSF sites.

- Proceeding with work necessary to advance to the next phase of design (30 percent) within existing funding. This includes a Constructability Assessment that will:

- Examine project sequencing;

- Identify risks and interface challenges including with Province’s Sheppard Subway Extension as well as the Scarborough Subway Extension; and

- Provide initial cost estimates and procurement considerations.

- Endorsing the EELRT project as a priority project for funding under the Canada Public Transit Fund (CPTF).

Subject to Council approval of the recommendations in this report, City staff will report back in Q1 2026 with an update on the EELRT.

Through EX10.17, City Council approved the addition of $9.5 million to Transit Expansion Division’s 2024 – 2033 Capital Budget and Plan to support activities required to advance the EELRT (CCI100-02). This report recommends that this approved funding be used to advance the enabling work listed in Recommendations 3 and 4 of this report. As such, there are no financial impacts to the City associated with this report. Staff will report back to Council in Q1 2026 on the status of the work required to prepare the project to advance to the next phase, which may result in future year financial impacts to the City.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impact information as outlined in the Financial Impact Section of this report.

The Executive Director, Transit Expansion recommends that:

1. City Council authorize the Executive Director, Transit Expansion, in consultation with relevant City Divisions, Waterfront Toronto, and the Toronto Transit Commission (TTC) to develop a Phasing and Delivery Plan with updated project costing for the Waterfront East Light Rail Transit (WELRT) to confirm the delivery approach and identify recommendations for early phase transit improvements in advance of the full construction of the WELRT, using existing funds previously approved by City Council.

2. City Council approve advancing the WELRT Queens Quay East Extension design between Parliament Street and Cherry Street, beyond 60 percent design, as required, using existing funds previously approved by City Council, to facilitate project coordination with the Gardiner-Lake Shore East Realignment project.

3. City Council direct the City Manager and the Chief Financial Officer and Treasurer to inform the Provincial and Federal Governments of the City's funding commitments to the WELRT and request their financial support to fully fund the entire project.

4. City Council endorse the WELRT project as a priority project for funding under the Canada Public Transit Fund (CPTF) and direct the Executive Director, Transit Expansion, in consultation with the City Manager and Chief Financial Officer and Treasurer to take any necessary steps to work with the Provincial Government to prioritize the entire project for funding under the CPTF.

5. City Council delegate standing authority to the Executive Director, Transit Expansion, or designate, to sign and submit all documentation required to obtain the necessary permits and approvals under all applicable provincial and federal laws required to deliver the WELRT.

6. City Council direct the Executive Director, Transit Expansion, in consultation with relevant City Divisions, the TTC and Waterfront Toronto, to report back to City Council in Q1 2026 with updates on:

a. The completion of 60 percent detailed design progress for Segments 2, 3 and Early Works, including on the cost estimate and funding requests, as required;

b. Phasing and Delivery Plan, including assessing opportunities for early phase transit improvements and for advancing Segment 1 through design and to procurement;

c. Recommended property acquisitions, as required;

d. Project coordination with major interfacing projects, including the Inner Harbour West Tunnel, Gardiner-Lake Shore East Realignment Project, Hydro One Cherry Street Bridge, and Cherry Street Signal Tower;

e. Design advancement of the Queens Quay East Extension, relating to project coordination with the Gardiner-Lake Shore East Realignment project;

f. Traffic Management Plan; and

g. Intergovernmental discussions including the CPTF.

7. City Council forward this report to the Toronto Transit Commission Board and the Waterfront Toronto Board for information.

The Waterfront East Light Rail Transit (WELRT) is a City of Toronto priority transit project. According to growth projections, when fully built, this 3.8-kilometre planned transit line will provide over 50,000 daily trips, bringing higher-order transit to support an estimated 100,000 residents and 50,000 jobs along its alignment. The WELRT will provide improved transit options to the Central Waterfront, Lower Yonge, East Bayfront, Quayside, Keating Precinct, and the Port Lands communities, and is an integral part of the future development on Ookwemin Minising (formerly known as Villiers Island).

The WELRT design is comprised of three segments (See Attachment 2 – Figure 1).

1. Segment 1 provides the required capacity and operational improvements to the Union Station Loop and enables existing streetcar routes and the WELRT connections to Union through enhanced LRT portals on Queens Quay West.

2. Segment 2 includes the Queens Quay portion from Bay Street to Cherry Street, operating at street level through a dedicated transit right-of-way.

3. Segment 3 extends the 504A King Street streetcar route south along Cherry Street from the Distillery Loop, extending south across the Cherry Street rail bridge to a loop on Commissioners Street in the Port Lands. This segment will connect to the new river valley and parks being developed in the Port Lands and the planned communities within Ookwemin Minising.

The WELRT also includes the Yonge Street Slip Infill and Queens Quay Extension (collectively referred to as Early Works in this report), which will enable future construction of the project. In November 2023, under EX9.14, City Council approved advancing the 60 percent design for Segments 2 and 3 and Early Works. Segment 1 remains at 30% design until the Phasing and Delivery Plan (as recommended below) provides advice on advancing this segment.

This report provides an update on design advancement of the WELRT Segment 2 and 3 and Early Works. The report also outlines the risks and mitigations presented by interfacing projects, including the Gardiner Expressway and Lake Shore Boulevard East Reconfiguration (Gardiner Section 5), Inner Harbour West Tunnel and Metrolinx projects.

This report seeks Council authority to:

-Undertake a phasing and delivery plan (Phasing and Delivery Plan) that will confirm the delivery approach for the full LRT and options for early phase transit improvements in advance of the full construction of the WELRT;

-Sign the Statement of Completion to conclude the Transit and Rail Project Assessment Process (TRPAP) for submission to the Province, to meet regulatory requirements for the WELRT;

-Request that the Province and the Federal Government provide their share to fully fund the project; and

-Endorse the WELRT as a City priority project for funding under the Canada Public Transit Fund (CPTF).

Subject to Council approval of the recommendations in this report, City staff will report back in Q1 2026 with updates on:

-60% detailed design progress for Segments 2, 3 and Early Works, including an updated cost estimate and funding requests, as required;

-Results of the Phasing and Delivery Plan, including assessing opportunities for early phase transit improvements and for advancing Segment 1 through design and to procurement;

-Recommended property acquisitions/agreements;

-Project coordination with major interfacing projects;

-Update on the traffic management plan to address and mitigate the impacts of WELRT construction on road users, the public and to coordinate construction staging with other projects in the area; and

-Discussions regarding intergovernmental funding.

City Council has previously approved funding of $135.3 million to advance the WELRT project. This report recommends that the approved funding in Transit Expansion Division’s 10-year Capital Budget and Plan for the WELRT project be used to advance the work outlined in this report. As such, there are no financial impacts to the City associated with this report. Staff will report back to Council in Q1 2026 on the status of the work required to prepare the project to advance to the next phase, which may result in future year financial impacts to the City.

Total expenditures to 2024 Year-End and existing unspent budget authority on the WELRT project are provided below.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impacts as outlined in the Financial Impact Section of this report.

The General Manager, Transportation Services recommends that:

1. City Council endorse the Preferred Alignments and Designs for the five new and reconfigured streets, as included in Attachment 1.

2. City Council authorize the General Manager, Transportation Services to prepare the Environmental Study Report (ESR) for the ReNew Golden Mile Environment Assessment, issue the Notice of Completion, and post the ESR in the public record in accordance with the requirements of the Municipal Class Environmental Assessment process for Schedule C projects. 

3. City Council approve the additional corridor improvements identified as part of the ReNew Golden Mile Environment Assessment for Jonesville Crescent and Ashtonbee Road, as shown in Attachment 2, and request the General Manager, Transportation Services to program the design and implementation of the improvements as part of future capital planning processes when the streets require reconstruction.

4. City Council request the General Manager, Transportation Services, in consultation with the General Manager, Toronto Water and the Chief, Toronto Paramedic Services, as part of the detailed design of the reconfiguration of Craigton Drive to reduce impacts to the Toronto Water Eglinton Pumping Station at 885 Pharmacy Avenue and Ashtonbee Reservoir at 21 Ashtonbee Road  to allow for the long-term operational and maintenance needs, future expansion needs, and to include safety measures in the street design to mitigate the potential for collisions.

The ReNew Golden Mile Environmental Assessment Study (EA Study) was initiated in 2022. The EA Study builds on the Golden Mile Secondary Plan and Golden Mile Transportation Master Plan approved by City Council in October 2020.

The Golden Mile area, generally consisting of lands located along Eglinton Avenue East and Craigton Drive, between Victoria Park Avenue and Birchmount Road, has been influenced by agricultural, industrial, and commercial eras of development. The area became known as the "Golden Mile of Industry" during the post-World War II era with the construction of large-scale manufacturing buildings along Eglinton Avenue East, between Pharmacy Avenue and Birchmount Road. Large-scale commercial development generally occurred during the 1990's, replacing many of the former industrial buildings that fronted onto Eglinton Avenue East.

The Golden Mile Secondary Plan advanced a vision for a new mixed-use community with a range of tall, mid-rise and some low-rise buildings to be constructed over the next 20+ years. There are 14 sites with active development applications within the Plan Area. City Council has approved or accepted settlement offers for 12 of the 14 sites. These approvals and accepted settlement offers, combined with the balance of development potential for other sites in the area, are currently estimated to accommodate approximately 32,700 residential units, 57,500 residents and over 20,000 jobs (including replacement jobs).

The EA Study is completing phases 3 (Alternative Designs) and 4 (Environmental Study Report) of the Municipal Class Environmental Assessment (MCEA) process and establishes the preferred alignments and designs of new and reconfigured streets to support future development and growth. The EA process completed to date involved developing and evaluating alternative street alignments and designs for the following transportation infrastructure:

-A potential reconfiguration of O’Connor Drive, along with an extension to Birchmount Road;

-A new east-west public street north of Eglinton Avenue East from Victoria Park Avenue to Birchmount Road (“Golden Mile Boulevard”);

-A potential realignment, widening and reconfiguration of Craigton Drive to directly connect to Ashtonbee Road; and

-A potential reconfiguration of Thermos Road and Sinnott Road at the Eglinton Avenue East intersection.

The Preferred Alignments and Designs resulting from the EA process for each of the corridors are provided in Attachment 1.

Additionally, other corridor improvements are recommended along Jonesville Crescent and Ashtonbee Road to Birchmount Road that do not require completion of phases 3 and 4 of the MCEA. The corridor improvements will ensure these streets are complete streets to support existing and future residents and businesses.

City Council considered an interim staff report on June 26, 2024, which provided an update on the EA Study. The report summarized the process of developing and evaluating alternatives for both alignments and street designs, consultation undertaken on the alternatives and feedback received, the evaluation of the alternatives and presented Preliminary Recommended Alignments and Designs. Council endorsed the Preliminary Recommended Alignments and Designs for the purposes of completing the mandatory public consultation required during phase 3 of the MCEA process. Council also directed City staff to further consult with three property owners in the area on the alignment of the O’Connor Drive Extension between Lebovic Avenue and Birchmount Road.

The purpose of this report is to summarize the consultation undertaken on the Preliminary Recommended Alignments and Designs, refinements made to Recommended Alignments and Designs to address feedback received, where appropriate, and present the final Preferred Alignments and Designs. The report seeks endorsement from Council on the final Preferred Alignments and Designs and authorization for City staff to proceed with preparing and filing the Environmental Study Report for the EA Study in accordance with the MCEA process for Schedule C projects, and requests direction to proceed with the recommended corridor improvements along Jonesville Crescent and Ashtonbee Road identified in the Study as part of future capital planning processes.

Additionally, in accordance with Council direction from Item - 2024.MM23.8, this report also provides a summary of the appropriateness and the process requirements of a four vehicular lane design for the O’Connor Drive Reconfiguration and Extension from the ReNew Golden Mile EA’s western limit to Birchmount Drive.

It is anticipated that the full delivery of all of the ReNew Golden Mile EA streets would be fully realized in a long-term horizon of over 20+ years.

Generally, it is anticipated that the implementation of most street infrastructure identified in the EA Study will occur incrementally as sites redevelop over the next few decades. The street infrastructure is generally internal to existing development sites, or sites anticipated to redevelop in the future, or is required to support planned/proposed densities. The street infrastructure is considered to be locally development-driven projects in accordance with the City’s Local Service Policy and Guidelines. Street infrastructure that is external to development sites, such as the reconfiguration of Craigton Drive or reconstruction of Civic Road, may be delivered as future City capital projects where the improvements are not able to be secured through development approvals.

The reconfiguration of Craigton Drive in the vicinity of Pharmacy Avenue would occur following Toronto Water’s planned rehabilitation of its Eglinton Pumping Station facility. The reconfiguration of Craigton Drive also contemplates relocating or reconfiguring Toronto Paramedic Services’ Station 21. The capital cost for the reconfiguration of this Craigton Drive, including west of existing Craigton Drive if this is not secured through development approvals, and potential relocation or reconfiguration of the Toronto Paramedic Services’ facility will be developed during preliminary and detailed design and will be addressed in future capital planning processes subject to Council approval.

The proposed streetscape improvements of Jonesville Crescent and Ashtonbee Road will be secured, where possible, through City of Toronto Act or Planning Act approvals, for sites redeveloping adjacent to this street infrastructure. Where improvements are not able to be secured through development approvals, improvements will be delivered as part of the future capital planning processes, subject to future design work and City Council approval.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impact information.

The General Manager, Toronto Water and the Executive Director, Environment, Climate and Forestry recommend that:  

1. City Council request the General Manager, Toronto Water to report back to the Infrastructure and Environment Committee, no later than Q3 2025, on a plan to implement three new and expanded subsidies under the City’s Basement Flooding Protection Subsidy Program, subject to City Council approval, for a home stormwater assessment subsidy, an increased backwater valve subsidy, and an increased sump pump subsidy, addressing the following details:

a. subsidy amounts;

b. applicant eligibility and application requirements; and

c. refined cost and resource estimates.

2. City Council request the Executive Director, Environment, Climate and Forestry, in consultation with the Chief Financial Officer and Treasurer, the General Manager, Toronto Water, the General Manager, Transportation Services and any other relevant divisions, to report back to the Infrastructure and Environment Committee, no later than Q3 2025, on a plan to implement a green infrastructure incentive program for private property, subject to City Council approval, addressing the following program details:

a. program administration;

b. eligible green infrastructure features;

c. subsidy amounts;

d. applicant eligibility and application requirements;

e. refined cost and resource estimates; and

f. potential funding sources for the program.

3. City Council request the General Manager, Toronto Water, in consultation with the Chief Engineer and Executive Director, Engineering and Construction Services, to report to the Infrastructure and Environment Committee on an assessment of options to accelerate the construction of recommended local sewer infrastructure improvement projects from completed Basement Flooding Environmental Assessment (EA) studies under the City’s Basement Flooding Protection Program, taking into consideration the findings from Engineering and Construction Services’ recent review of capital delivery models for large complex municipal infrastructure programs and projects.

4. City Council direct the General Manager, Toronto Water and the Chief Financial Officer and Treasurer to indefinitely suspend further consideration and/or engagement on a stormwater charge, based on the feedback from stakeholder engagement conducted as part of the consideration of a commercial parking levy; feedback received through previous City consultations on a potential stormwater charge; and in recognition of actions being undertaken to reduce stormwater runoff in Recommendation 2 above.

5. City Council direct the General Manager, Toronto Water to indefinitely suspend further consideration and/or engagement on a water service charge, based on the findings from the City’s public consultation on a water service charge that was paused in April 2024.

Over the past several decades, Toronto has experienced severe storm events that have impacted public and private property and the environment. Most recently, heavy rainfall events in July and August 2024 caused basement and surface flooding, affecting over a thousand properties and City of Toronto (City) infrastructure. In response, City Council directed staff in July 2024 (2024.MM20.24) on a range of issues related to reducing stormwater runoff and mitigating basement flooding. This report provides a response to the following Council directives:

-Review of City stormwater mitigation and adaptation programs for private property (referred to as stormwater management incentive programs in this report), including existing, discontinued, and potential new incentives to reduce impermeable surfaces, stormwater runoff, and basement flooding risks on private property.

-New or discontinued stormwater management incentive programs that could be established in the short-term or require additional review and planning prior to implementation.

-Public input into what programs and incentives would provide the most benefit to residential property owners to decrease impermeable surfaces and mitigate runoff.

-Assessment and consultation on opportunities to reduce stormwater runoff from non-residential properties whose impermeable surfaces drive up flooding, stormwater costs, beach closures, and water pollution.

-Additional resources that would be required to meaningfully reduce basement flooding across Toronto and how those resources should be funded.

The review and public consultation concerning the stormwater management incentive programs for private property was completed in November 2024. The review concluded that the City, through its existing programs, offers a range of stormwater management incentives for private property, comparable to other jurisdictions in North America. However, the public consultation revealed interest in additional incentives, specifically in a new green infrastructure incentive program to help property owners reduce impermeable surfaces and install green infrastructure features at ground level.

Staff conclude there is merit to further consider the establishment of a new green infrastructure incentive program. Such a program would supplement existing City stormwater management incentive programs by providing new subsidies to property owners to install green infrastructure, reduce impermeable surfaces, thereby reducing stormwater runoff on private property. Additional review and planning are required to develop details for a new green infrastructure incentive program prior to seeking Council approval. This report recommends that the Environment, Climate and Forestry Division, in consultation with Toronto Water, Transportation Services and other relevant City divisions, report back to the Infrastructure and Environment Committee no later than Q3 2025 on a plan to implement such a program.

Staff also reviewed the City's existing Basement Flooding Protection Subsidy Program (BFPSP) and gathered input on three options for new and expanded subsidies that could potentially be offered by the BFPSP:

-A new subsidy for home stormwater assessments by a licenced professional.

-An increase in the existing backwater valve subsidy amount to subsidize the cost of two backwater valves.

-An increase in the existing sump pump subsidy amount to subsidize the cost of backup power.

The public consultation revealed interest in the above BFPSP subsidy options, which would help to further reduce basement flooding risks for eligible residential properties. Additional review and assessment of the options is required before seeking Council approval. Staff recommend a report back to the Infrastructure and Environment Committee no later than Q3 2025 that provides more details on the potential establishment of the new and expanded subsidy options under the BFPSP.

With respect to opportunities to reduce stormwater runoff on non-residential properties, this report refers to consultation undertaken by the Office of the Chief Financial Officer and Treasurer in fall 2024 with commercial sector representatives and other interested parties in consideration of a potential commercial parking levy (CPL) which included discussions of a potential stormwater “surcharge” or “levy” that could be applied based on the impermeable surface area on commercial properties that would also be subject to the CPL.

Staff recommend indefinitely suspending further consideration and/or engagement on a stormwater charge based on the feedback received as part of the CPL consultation sessions, the feedback received through previous City consultations on a potential stormwater charge, and in recognition of the recommendation to report back to the Infrastructure and Environment Committee on a plan to implement a green infrastructure incentive program for private property to help reduce stormwater runoff.

Staff also recommend indefinitely suspending further consideration and/or engagement on a potential water service charge based on the feedback received through the City’s public consultation on a water service charge (and stormwater charge) in spring 2024, prior to the consultation being paused in April 2024 to consider alignment of a potential stormwater charge with the City’s broader climate resilience strategy, a potential CPL, and the City’s long-term financial plan.

Finally, this report presents an update on the implementation of the Basement Flooding Protection Program (BFPP) and a preliminary estimate of additional resources and funding required to meaningfully reduce basement flooding risks by accelerating the ongoing implementation of the BFPP, specifically, the construction of recommended local sewer program projects from completed Basement Flooding Environmental Assessment (EA) studies. This report recommends that, Toronto Water, in consultation with Engineering and Construction Services, undertake an assessment of options to accelerate the BFPP local sewer program projects. This assessment will consider recent work conducted by Engineering and Construction Services (ECS) to review Capital Delivery Models for large complex municipal infrastructure programs and projects, which is currently scheduled to appear on an Infrastructure and Environment Committee agenda in the first half of 2025.

There are no immediate financial impacts from the recommendations in this staff report. The following describes the review findings and steps to be taken to address potential future financial impacts:

Basement Flooding Protection Subsidy Program (BFPSP) – Potential future and expanded incentives

The review identified opportunities to further reduce basement flooding risks on private property by establishing new and expanding existing subsidies offered under the City's BFPSP to eligible residential properties. A new subsidy for a home stormwater assessment by a licensed professional would be offered to advise on factors contributing to basement flooding and mitigation measures, while existing backwater and sump pump subsidy programs would be expanded to increase existing subsidies and include an additional backwater valve and backup power battery to be installed on the existing sump pump. Preliminary costs, including development and operational costs and the cost of subsidy for these new and expanded subsidy options are estimated at $9.0 million annually, of which $4.8 million annually would be in addition to current program costs. 

The staff-prepared 2025-2034 Toronto Water Capital Budget and Plan includes $95.0 million in additional funding over the 10-year period to support expanding existing BFPSP incentives and implementing new incentives. A report back to the Infrastructure and Environment Committee on the establishment of new and expanded subsidies offered to eligible residential properties under the BFPSP is recommended no later than Q3 2025. The report back is to provide additional details about new and increased subsidy amounts, application requirements, and cost and resource estimates.

Green Infrastructure Incentive Program – Potential future program

There are also significant opportunities and public interest to reduce stormwater runoff on private property, particularly on residential properties, through the potential establishment of a City green infrastructure incentive program. This incentive program contemplates a subsidy of up to an estimated maximum of $5,000 per property for a range of green infrastructure features including rain gardens, permeable pavement, pavement removal and replacement with soft landscaping, and soakaway pits. It is estimated that the cost to develop such a program would be approximately $0.5 million and costs to operate the program would range from $5.8 million to $14.0 million annually depending on the level of uptake.

A report back to the Infrastructure and Environment Committee on a plan to implement the green infrastructure incentive program for private property based on the proposed program framework presented in this staff report is recommended for no later than Q3 2025. This report will provide additional details to establish and operate the green infrastructure incentive program including but not limited to program administration, eligible green infrastructure features, subsidy amounts, applicant eligibility and application requirements, refined cost, and resource estimates, as well as potential funding sources, for consideration as part of future year budget processes.

Resources and Funding to Meaningfully Reduce Basement Flooding: Future Basement Flooding Protection Program (BFPP) Implementation Acceleration

Based on a preliminary estimate, Engineering and Construction Services anticipates that an additional $50.0 million in annual expenditures for the construction of BFPP local projects would result in an estimated 50 per cent increase in construction delivery rate and could equate to more than 1,000 additional properties benefitting per year. To facilitate management of the design and construction of an expanded BFPP local program, a new BFPP unit within ECS with additional staff positions would be required to deliver an expanded program for consultant management and community outreach.

While additional funding for BFPP local program construction could be considered in future capital budget processes, there are various constraints that impact the completion of BFPP local project designs and require mitigation prior to proceeding to construction. These constraints include easement negotiation with property owners, capital coordination with other capital projects in the same area, regulatory approvals, and possible supplier challenges and disputes.

ECS is undertaking a review of Capital Delivery Models for large complex municipal infrastructure programs and projects with the aim to increase the effectiveness and efficiency of capital delivery (design and construction) timelines. The outcomes of the review and opportunities to improve capital delivery will be addressed in a future report from ECS to the Infrastructure and Environment Committee, expected in the first half of 2025, Toronto Water, in consultation with ECS, will undertake an assessment of options to increase delivery of the BFPP local program that takes into consideration the findings of the aforementioned ECS report, with the aim of accelerating implementation of the BFPP local sewer projects. Toronto Water plans to report to the Infrastructure and Environment Committee on the outcomes of the options assessment upon its completion.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impact information.

Councillor Josh Matlow, seconded by Councillor Jamaal Myers, recommends that:

1. City Council request the City Manager to establish a Program Advisory Body on Municipal Autonomy and Effective Local Governance.

City Council on December 17 and 18, 2024, referred Motion MM24.15 to the Executive Committee for consideration.

Doug Ford’s latest overreach into municipal jurisdiction is another reminder that Canada's constitution was written when our country was largely an agrarian society. Large cities like Toronto are now responsible for delivering, and funding a large share of, transit, roads, social housing, recreation, and other services residents rely on every day. Yet the province can overturn any of our considered and debated decisions on a whim.

Constant provincial meddling in municipal affairs undercuts local democracy and threatens civic engagement. We risk Torontonians tuning out our public meetings and consultations if the sentiment that the province will just overturn Council decisions takes root.

Whether Torontonians agree with a Council decision regarding a development plan, how elections are conducted, or a bike lane, the level of government making the decision should be accountable. Toronto needs a new arrangement with senior levels of government that ensures we have the independence necessary for 21st century cities to thrive and achieve results for residents. Common in the United States and elsewhere, Charter Cities have supreme authority over “municipal affairs.” Also referred to as “Home Rule”, a Charter City’s law concerning a municipal affair will trump a state law governing the same topic.

It's time for Canada's largest city to have the tools it needs to effectively chart its own course to decide how we grow, get around, support each other, and improve our quality of life. A City Charter will also assist in making the division of roles and responsibilities between senior levels of government and City Hall more transparent and therefore more accountable to the public.

No one can be under any illusion that a Charter is possible at present given such a move would require support from the provincial government. However, it is important to start work on how greater independence could be structured and communicate the benefits to Torontonians, other municipalities, and senior levels of government. That’s why this motion requests the City Manager to establish a Program Advisory Body that would serve as a task force on Municipal Autonomy and Effective Local Governance that would include local advocates and governance experts.

The Toronto Accessibility Advisory Committee recommends that:

1. Executive Committee request the General Manager, Parks, Forestry and Recreation to consult with the Division’s Community Disability Steering Committee on the placement and visitor experience related to the installation of beach mats and accessible beach features and make the minutes of the Community Disability Steering Committee publicly available prior to the start of the 2025 season.

2. Executive Committee request the General Manager, Parks, Forestry and Recreation, in consultation with the Waterfront Secretariat, to review the infrastructure proposals in the Presentation from Friends of Hanlan’s Point Beach Proposed Accessibility Requirements and give consideration to:
 

a. scheduling a consultation meeting for the disability community in January 2025 to discuss the improvements underway at Bluffer's Park Beach to ensure they are accessible;

b. conducting an audit of all of Toronto's beaches to establish gaps in accessibility and report results back to the Toronto Accessibility Advisory Committee at the October 24, 2025 meeting; and

c. exploring the creation of accessible, digital maps of parks, recreation centres, and beaches to aid people living with disabilities in preparing their visit to those spaces.

At its meeting on December 11, 2024, the Toronto Accessibility Advisory Committee considered Item DI10.2 and made recommendations to the Executive Committee.

Summary from the Toronto Accessibility Advisory Committee:

Parks, Forestry and Recreation is committed to creating inclusive parks, facilities and natural spaces for everyone. Inna Olchovski, the Senior Project Manager, Capital Projects Design and Delivery, Parks, Forestry and Recreation, and Andrea Chow, the General Supervisor, Parks Operations and Technology Services, Parks, Forestry and Recreation will give a presentation that responds to Item 2024.EX18.11 and provides an overview of how accessibility measures are considered and implemented at City beaches and Toronto Islands.

The Toronto Accessibility Advisory Committee recommends that:

1. Executive Committee request the Toronto Seniors’ Strategy team, in the Seniors Services and Long-Term Care Division, to present to the Toronto Accessibility Advisory Committee at its February 28, 2025 meeting, on: 

a. an update on the strategy and outreach to and consultation with disability communities in the community consultation process; and

b. how the team is using/will use an accessibility lens in preparing this strategy.

At its meeting on December 11, 2024, the Toronto Accessibility Advisory Committee considered Item DI10.6 and made recommendations to the Executive Committee.

Summary from the Toronto Accessibility Advisory Committee:

The City of Toronto is developing a third Toronto Seniors Strategy to better support aging in place, particularly for seniors who are Indigenous, Black, and who belong to equity-deserving groups.

The City of Toronto will be implementing a community consultation process to enhance the City’s understanding of the priorities of seniors and older adults in Toronto. These consultations will be a key input into the development of the next Toronto Seniors Strategy.

The experiences of seniors with disabilities must be included in this strategy, and people with disabilities should be a specific priority group for consultations.

The strategy should be designed with an accessibility lens.

The Toronto Accessibility Advisory Committee recommends that: 

1. Executive Committee request the General Manager, Parks, Forestry and Recreation to review current practices to assist individuals with accessibility requirements related to ferry ticketing and queueing and consult with Parks, Forestry and Recreation’s Disability Steering Committee to make any necessary adjustments prior to the start of the summer ferry schedule.

2. Executive Committee request the General Manager, Parks, Forestry and Recreation to review the feasibility of creating a formal designated waiting area policy for people with disabilities to ensure persons with disabilities can access the Toronto Island ferries at the Jack Layton Ferry Terminal and at the Toronto Island Ferry Landings.

3. Executive Committee request the General Manager, Parks, Forestry and Recreation to report back to Toronto Accessibility Advisory Committee at its May 9, 2025 meeting, to provide an update and receive feedback on any such updated operational process.

At its meeting on December 11, 2024, the Toronto Accessibility Advisory Committee considered Item DI10.3 and made recommendations to the Executive Committee.

Summary from the Toronto Accessibility Advisory Committee:

Heather Inglis Baron, the Project Manager, Waterfront Secretariat and Alex Deighan, the Manager Business Services, Parks, Forestry and Recreation will give a presentation in response to the letter from Luke Anderson about Toronto’s private water taxis and accessibility to Toronto Island Park.

Councillor Paul Ainslie recommends that:

1. Toronto City Council receive the Federation of Municipalities (FCM) December 2024 report to Council for information.

The most recent meeting of the FCM Board of Directors, convened in Ottawa, Ontario, from December 3-5, 2024, encompassed a range of subjects, including strategic positioning and advocacy for municipalities in anticipation of the forthcoming federal election, avenues for municipalities to fulfill the priorities of Canadians, and FCM's long-term Strategic Plan.

The recent Board meetings coincided with FCM annual Advocacy Days. Over 100 meetings were held with MPs and Senators, along with informative sessions for all members.

Key resolutions were adopted, and high-level speakers addressed attendees. The event strengthened FCM's capacity to advocate for Canadian municipalities in the coming months.

I invite you to review the attached Report to Council, detailing the accomplishments of various committees and forums.

The next meeting of FCM’s Board of Directors will take place in Dorval, Quebec, from March 18-20, 2025. You can review all confirmed upcoming board events for 2025 on fcm.ca

Councillor Paul Ainslie recommends that:

1. Toronto City Council receive for information the Good Roads – Advocacy Meetings of November 27 and Board Meetings of November 28.

In November 2024, I represented the City of Toronto at Good Roads' Queens Park Advocacy Days and served on the Board of Directors. During the Advocacy Days, I, along with other municipal representatives from across Ontario, advocated to Members of the Provincial Government, including Ministers. Our focus was on two key issues: Relieving municipalities of excessive liability under the OHSA and reversing the downloading of road and bridge infrastructure to municipalities.GRQ Preview - Good Roads

Good Roads also advocated for supporting Ontario's rural roads, which face disproportionately high fatality rates. Proposing a five-year, $168 million partnership with the Government of Ontario to:

-Introduce Road Safety Audit Grants, Infrastructure Grants, and Analysis Grants.
-Develop an Action Plan to effectively lower fatalities and serious injuries on Ontario roads.
 

My participation at the November meetings included attending Advocacy Briefings with Members of the Provincial Government, attending the Good Roads Board Meeting, and participating in meetings of the Executive Committee, Public Affairs Committee, and Research and Product Development Committee.

The 2024/25 Good Roads’ Board of Directors:

-President – Antoine Boucher, Director of Public Works & Engineering, Municipality of East Ferris

-First Vice President – Cheryl Fort, Mayor, Township of Hornepayne

-Second Vice President – Paul Ainslie, Councillor, City of Toronto

-Third Vice President – Aakash Desai, Asset Manager and Deputy Treasurer, Township of Southgate

-Immediate Past President – John Parsons, City of London,

To learn more about Good Roads and the role they play in our daily lives, visit www.GoodRoads.ca

-Good Roads Quarterly Magazine.

-Good Roads Podcast

-Weekly E-Newsletter

The next Good Roads Conference will take place on March 30 – April 30, 2025. Conference - Good Roads

Councillor Shelley Carroll recommends that:

1. City Council authorize the City Manager and Executive Director, World Cup Hosting 2026, to negotiate and enter into agreements with FIFA exclusive contracted vendors providing services to host cities, including agreements related to the hospitality sales program, venue decoration/dressing, signage, and other services specified by FIFA for the purposes of delivering FIFA World Cup 2026 (FWC26), provided that:

a. the City Manager and Executive Director, World Cup Hosting 2026, have determined that the agreement is necessary to meet the requirements of the FIFA Host City Agreement;

b. agreements do not conflict with the previously Council approved FWC26 Procurement Plan; 

c. City staff make all efforts to advance the FWC26 Community Workforce Development Program;

d. the costs are eligible for, and will be funded through the approved FWC26 Toronto budget subject to the annual Budget Process;

e. the City Manager and Executive Director, FIFA World Cup Hosting 2026, report quarterly on this authorization (for information) back to Executive Committee, through the FIFA World Cup 2026 Subcommittee; and

f. the terms and conditions are satisfactory to the City Manager and Executive Director, World Cup Hosting 2026 and in a form satisfactory to the City Solicitor.

As we approach the final stretch leading to the FIFA World Cup 2026, it’s critical that Toronto is equipped to meet its obligations as a host city. With less than 18 months to go, the ability to execute agreements with FIFA’s exclusive vendors in a timely manner is essential to staying on track and delivering an event that meets both FIFA’s standards and our city’s expectations. This motion ensures that City staff have the authority to act quickly where necessary, while remaining firmly aligned with Council-approved plans, advancing community workforce opportunities, and maintaining transparency and accountability through regular reporting.