Minutes Confirmed on July 16, 2025

The Executive Committee:

1.  Deferred consideration of the item until the September 29, 2025 meeting of the Executive Committee to permit Revenue Services and Legal Services staff to undertake further consultations with the Toronto Catholic District School Board and the Canadian Helen Keller Centre to explore exemption opportunities within the Toronto Catholic District School Board Education Development Charges By-law and report back to the September 29, 2025 meeting.

The Executive Committee commenced a statutory public meeting on May 13, 2025, that continued on  June 17, 2025 and notice was given in accordance with the Education Act/Development Charges Act.

This report responds to a complaint filed pursuant to Section 257.85 of the Education Act, 1990, relating to a development project located at 150 Eighth Street in Etobicoke-Lakeshore.

The development project is an affordable housing project for 56 units under the City’s Open Door Affordable Housing Program. The complainant, the Canadian Helen Keller Centre (the “CHKC”), are of the opinion that they should be exempt from education development charges. The complainant asserts that education development charges in the amount of $184,408.00 should be refunded as this redevelopment was part of Toronto’s Rapid Housing Initiative and the following fees and charges have been waived or exempted:

- planning application fees;

- building permit fees;

- municipal development charges; and

- parkland dedication fees.

City staff have reviewed the complaint and are of the opinion that the Education Development Charges By-law (the "EDC By-law") was applied properly, and no error was made in the determination of the applicable education development charges. The complainant was eligible to have their municipal development charges waived/exempted, but there is no corresponding exemption provided by the Toronto Catholic District School Board.

This report was prepared in consultation with the (Acting) Chief Building Official and Executive Director, Toronto Building, and the City Solicitor.

The Executive Committee recommends that:

1.  City Council request the Government of Ontario to:
 

a. make the City whole for the financial impacts of Bill 17, including the deferral of residential development charge payments until the time of occupancy, estimated to be $1.9 billion in cash flow over the next 10 years; and

b. reconfigure the Building Faster Fund in future years to provide funding upfront to help the City provide development charge waivers or other financial supports to reach the Province’s homebuilding target.

2. City Council request the Government of Ontario to meaningfully consult with City of Toronto staff and the public in advance of drafting Regulations that implement Bill 17.

3. City Council request the Government of Ontario enact a Regulation to permit the use of zoning with conditions, pursuant to Section 113 of the City of Toronto Act 2006, and Section 34(16) of the Planning Act.

4. City Council amend City of Toronto Municipal Code Chapter 415, Development of Land, Section 415-11 in accordance with Attachment 3 to the report (June 11, 2025) from the City Manager, the Chief Financial Officer and Treasurer, and the Chief Planner and Executive Director, City Planning to remove mandatory indexing in 2025 and 2026 as authorized by Protect Ontario by Building Faster and Smarter Act, 2025, and City Council request the Chief Financial Officer and Treasurer consider a longer-term approach as part of the City's Comprehensive Development Charges Review.

5. City Council authorize the City Solicitor to make such stylistic and technical changes to the draft amendment in Recommendation 4 above, as may be required. 

6. City Council reiterate its requests to the Minister of Municipal Affairs and Housing to provide greater flexibility to allocate development charge funds across all eligible capital projects without requiring repayment, and to direct intergovernmental infrastructure funding contributions toward the growth and non-growth share of development charge eligible projects.

7. City Council request the Minister of Municipal Affairs and Housing allow the City of Toronto to determine Inclusionary Zoning requirements, including the percentage of affordable units and affordability period.

8. City Council rescind its current practice authorized by Item 2022.EX34.1 and amended by Item 2023.EX1.6 which requires applicants seeking conditional below-grade permits to enter into an agreement requiring payment of Development Charges at the higher of the development charge rates in effect at the time of permit issuance or the development charges rates in effect based on Section 26.2 of the Development Charges Act, 1997 (the “higher of”) for all new developments and any developments subject to a higher of agreement, provided no development charges have been paid and City Council authorize the Chief Building Official and Executive Director, Toronto Building and direct the Chief Financial Officer and Treasurer take any necessary steps to effect the foregoing.

9. City Council request the Minister of Municipal Affairs and Housing, in considering amendments to the Ontario Building and Fire Codes to improve the economic viability of single-unit four storey townhouses, expand this consultation to include areas where the City has already developed compensating measures for garden suites, laneway suites and multi-tenant houses, and consult directly with the Chief Building Official and Executive Director Toronto Building, and the Fire Chief and General Manager, Toronto Fire Services in any potential code amendments.

10. City Council request the Minister of Municipal Affairs and Housing provide formal confirmation to the Chief Financial Officer and Treasurer that the creation of Municipal Services Corporations will remain optional, not mandatory, for the City of Toronto.

11. City Council forward the Item to Ontario’s Big City Mayors and the Association of Municipalities of Ontario for consideration.

This report provides an assessment of impacts to the City arising from Bill 17, Protect Ontario by Building Faster and Smarter Act, 2025 and the 2025 Ontario Budget. An overview of the 2025 Ontario Budget tabled on May 15, 2025 is included as Attachment 1 to this report. 

The provincial government introduced Bill 17 on May 12, 2025, and fast tracked it through the legislature, including its referral directly to 3rd Reading without further debate, amendments, public hearings, or standing committee review. The provincial government passed Bill 17 and it received Royal Assent on June 5, 2025 - before the end of the public commenting period on June 11, 2025. Bill 17 is an omnibus bill that amends eight separate statutes and introduces several non-legislative related actions, all of which are intended to speed up the construction of new homes and infrastructure by streamlining development processes and reducing costs.

To meet the provincial public commenting deadline, City staff prepared and submitted detailed comments on Bill 17 and related regulatory and policy proposals (Attachment 2) to the provincial government on June 11, 2025. Staff will submit any supplementary information to the relevant Ministries, including any recommendations from Executive Committee and City Council.

The upcoming supplementary report to Executive Committee will provide an assessment of impacts to the City of Toronto arising from Bill 17, Protect Ontario by Building Faster and Smarter Act, 2025 and the 2025 Ontario Budget. Bill 17 is an omnibus bill that amends eight separate statutes and introduces several non-legislative related actions, all of which are intended to speed up the construction of new homes and infrastructure by streamlining development processes and reducing costs. Preparation of staff comments has taken additional time due to the number of and complexity of the issues and the need to seek additional information from the Province regarding some of the proposals.

The Executive Committee recommends that:

1. City Council request the Province of Ontario increase its annual grant funding for the Student Nutrition Program to match the City of Toronto’s current and future investments.

2. City Council request the Province of Ontario provide annual adjustments to provincial Student Nutrition Program funding in consideration of the impact of food cost inflation.

3. City Council reiterate its request to the Government of Canada for increased funding through the National School Food Program to support new and existing student nutrition programs, including dedicated support for infrastructure.

4. City Council amend the Toronto Public Health 2025 Capital Budget and 2026-2034 Plan to create a new capital project called “Universal Morning Meal Program”, with a project cost of $7.492 million and cash flow commitments of $3.800 million in 2025 and $3.692 million in 2026, fully funded by Capital from Current, to administer and support one-time costs related to the accelerated rollout of Phase 3 (Winter 2026) and Phase 4 (Fall 2026) of the Student Nutrition Program, for the implementation of a universal morning meal program.

5. City Council authorize the Medical Officer of Health to enter into agreements and other suitable arrangements with Toronto Foundation for Student Success and Angel Foundation for Learning on behalf of the City of Toronto, for the transfer and administration of the approved 2025 "Universal Morning Meal Program" municipal capital funding to eligible Toronto student nutrition programs on terms satisfactory to the Medical Officer of Health and in a form satisfactory to the City Solicitor.

In October 2024, Council directed City staff to report back by the second quarter of 2025 with a vision and strategy for achieving a universal student food program consistent with Toronto’s Cool Food commitments, where a universal morning meal is provided in all Toronto school communities[1] by the 2026/2027 school year and a strategic path to achieving a universal lunch program no later than 2030.

This work resulted in the development of two key strategies:

- A phased implementation plan for a universal morning meal program, targeted for full rollout by the 2026/2027 school year.

- A strategic blueprint for establishing a universal lunch program by 2030.

This report:

- Summarizes best practices and a jurisdictional scan that informed the development of these strategies.

- Provides an overview of the current state of student nutrition programs in Toronto.

- Presents a vision and strategy to guide the development of a universal student nutrition program, including key capital and operating investment requirements. 

- Provides an overview of program governance, administration, and ongoing funding.

- Outlines the framework for ongoing program measurement and evaluation.

The development of the strategy has made it clear that sustained advocacy is essential to closing ongoing funding gaps. While both the Province of Ontario and the Government of Canada currently provide funding, their contributions remain insufficient to meet the growing need. To ensure all children in Toronto have access to nutritious food at school, both levels of government must build on their existing commitments with increased, sustained, and equitable investment.

[1] The report uses the term school communities to describe programs delivered in schools, as these programs are not implemented by the schools themselves but by the surrounding community, including parents/guardians, volunteers, and community groups. In some cases, the number of programs exceeds the number of school communities, as some offer multiple student nutrition programs, such as both a morning meal and a lunch program.

The Executive Committee recommends that:

1. City Council adopt the proposed principles for the co-location of housing with Parks and Recreation facilities as detailed in Appendix 1 to the report (June 3, 2025) from the Deputy City Manager, Corporate Services and City Council direct the General Manager, Parks and Recreation, in consultation with the Executive Director, Housing Secretariat and the Chief Planner and Executive Director, City Planning, to apply the proposed principles to all major capital recreation facilities as part of the Parks and Recreation Facilities Plan 5-Year Review and Implementation Strategy. 

2. City Council direct the Confidential Attachments 1 and 2 to the report (June 3, 2025) from the Deputy City Manager, Corporate Services remain confidential at this time as they pertain to proposed or pending acquisition or disposition of land by the City or local board, and commercial or financial information that belongs to the City or local board and has monetary value or potential monetary value.

3. City Council authorize the release of information in Confidential Attachments 1 and 2 to the report (June 3, 2025) from the Deputy City Manager, Corporate Services, as transactions related to each site are brought forward, and at the discretion of the Deputy City Manager, Corporate Services.

In March 2024, City Council adopted EX12.4 - Long-Term Financial Plan Update: Leveraging City-Wide Real Estate Opportunities for affordable housing, complete communities and financial sustainability, which directed staff to explore specific real estate portfolios that could support city building, the City's housing plan and fiscal sustainability goals, including:

1. Off-Street City-Owned Parking Lots;

2. Intensification of Toronto Transit Commission (TTC) Stations;

3. City-Owned Land Adjacent to Provincial Transit Sites; and

4. Intensification of Parks & Recreation facilities for housing co-location.   

This report presents analysis conducted by CreateTO, the City of Toronto's strategic real estate agency, working with Parks & Recreation, Toronto Parking Authority, City Planning and other divisions regarding opportunities to make better use of City-owned real estate, including repurposing assets towards alternative City needs and priorities directed by City Council through the Long-Term Financial Plan.

It is important to note that this report does not seek decisions on any specific site. Determining the best city building outcome for any City-owned property requires significant due diligence, planning analysis, financial analysis, stakeholder engagement, including the local Councillor, and the development of appropriate business cases for a change in use before coming to Council for subsequent approvals.

With and on behalf of the City, CreateTO leads an ongoing process of evaluating City-owned real estate and City service needs, or the matching of supply and demand, enabling opportunities to intensify land uses, promote co-location, repurpose underperforming assets, and/or redevelop lands for higher and better uses, including a range of housing and community outcomes. For example, over 50 City-owned parking lots have already been identified to be repurposed for other City uses, including affordable housing, new parks, and City infrastructure needs.

As directed by City Council through item 2024.EX12.4, staff have evaluated the utilization and financial performance of additional City-owned parking lots, and prioritized consideration of facilities functioning at a net operating loss. As a result of this analysis, 21 parking lots met both criteria for underperformance, including: (1) generating a net financial loss, and (2) having a utilization rate that was below target or underutilized. An initial subset of 10 parking lots (of the 21) have been prioritised for evaluation and will be assessed for other City priorities. Additional due diligence is required for each site to identify specific future uses, in consultation with local Councillors and Divisions, Agencies and Corporations (DACs).

Repurposing the 10 prioritized parking lots could potentially deliver a mix of housing, community and financial sustainability outcomes, consistent with Council's Long-Term Financial Plan direction. Subject to due diligence and specific, future decisions on how to proceed on each site, potential benefits from repurposing these sites may include:  

-  $100+ million in land value from 10 underperforming parking lots potentially redirected to other City needs and program priorities;

- New community infrastructure and parkland potential in high-priority areas identified by Parks & Recreation;

- New opportunities to support City Council's urgent need for affordable housing, supportive housing, and new rental supply;   

- Up to approximately $2 million in annual parking operating and capital costs savings;  

- Alignment to Planning policies, including the Official Plan and Provincial Planning Statement, 2024; and

- Supporting the City's Long-Term Financial Plan, HousingTO 2020-2030 Action Plan, and other City strategies and plans promoting complete communities.  

This report also identifies an initial list of five (5) City recreation facility sites where the co-location of housing can be further explored. These sites were identified based on a series of principles and will be advanced through the current 5-Year Review of the City's Parks and Recreation Facilities Plan. Any co-location of housing with community recreation facilities would address the legislative and municipal objectives of these sites for parks and public recreation purposes and avoid impacts to the parkland itself through site-specific design solutions, while addressing the housing needs of current and future residents of Toronto.

The remaining two portfolios under review, including Intensification of Toronto Transit Commission (TTC) Stations and City-Owned Land Adjacent to Provincial Transit Sites have no immediate opportunities to report at this time and will be advanced through future reporting to City Council, as site specific opportunities become available.

The Executive Committee recommends that:

1. City Council direct the City Manager, in consultation with the Director, Waterfront Secretariat, to request permission from the Federal Government for the City and the Toronto and Region Conservation Authority to access the Western Beaches breakwaters in order to complete a condition assessment investigation and related work.

2. City Council direct the City Manager, in consultation with the Director, Waterfront Secretariat, to request permission from the Provincial Government for the City and the Toronto and Region Conservation Authority to access the water-lots surrounding the Western Beaches breakwaters in order to complete a condition assessment investigation and related work.

Western Beaches Breakwaters Action Plan

3. City Council direct the Chief Planner and Executive Director, City Planning, the General Manager, Parks and Recreation and the Executive Director, Corporate Real Estate Management to work with CreateTO and the Toronto and Region Conservation Authority to implement the Western Beaches breakwaters action plan as outlined in the report (June 3, 2025) from the Chief Planner and Executive Director, City Planning, the Acting General Manager, Parks and Recreation and the Executive Director, Corporate Real Estate Management, including consultation with Waterfront Toronto and PortsToronto.

4. City Council direct the Chief Planner and Executive Director, City Planning, the General Manager, Parks and Recreation, and the Executive Director, Corporate Real Estate Management to work with CreateTO and the Toronto and Region Conservation Authority to report back to the Executive Committee in the third quarter of 2025, on the status of the Western Beaches breakwaters action plan, including funding requirements.  

5. City Council request the Federal Government enter into discussions with the City Manager on the Western Beaches breakwaters and related issues described in the report (June 3, 2025) from the Chief Planner and Executive Director, City Planning, the Acting General Manager, Parks and Recreation and the Executive Director, Corporate Real Estate Management, including but not limited to their ownership, rehabilitation funding and coordinated investment.

Broader Issue of Dock Walls and Breakwaters

6. City Council request the Board of Directors of CreateTO to direct the Chief Executive Officer, CreateTO to act as the executive lead to coordinate the management of City-owned dock walls.

7. City Council direct the Chief Planner and Executive Director, City Planning, the General Manager, Parks and Recreation and the Executive Director, Corporate Real Estate Management to work with CreateTO on a report to the Executive Committee by the end of the first quarter of 2026 with a work program, including project resource requirements, to address the dock wall needs on Toronto's waterfront, and to ensure appropriate consultation with the Toronto and Region Conservation Authority, Waterfront Toronto and PortsToronto.

This report provides a response to City Council's direction for staff to report to the June 17 Executive Committee with an action plan for the execution of critical repairs to the Western Beaches breakwaters and dock walls. This report focuses on the Western Beaches breakwaters due to critical conditions that require immediate attention. Breakwaters are different from dock walls. Breakwaters sit in the lake away from the land, running parallel to the shore and protecting the shoreline from wave action. Dock walls are waterfront retaining walls that secure the shoreline and protect land from water and flooding. Dock walls in the Western Beaches are also in need of repair but will be dealt with in a separate report, targeted for the first quarter of 2026, on the required work to address the broad range of dock walls across the Central Waterfront and Port Lands, the Western Beaches and elsewhere. As such, this report focuses primarily on the breakwaters with supplementary information on the broader dock walls work. Attachment 1 to this staff report includes photos of the Western Beaches breakwaters.   

Western Beaches Breakwaters Location and Condition

The Western Beaches breakwaters extend approximately 4.4 kilometres from Palace Pier Court at the mouth of the Humber River, to Ontario Place. Breakwaters sit in water lots, away from the edge of the land and act as a buffer against waves, currents and storm surges to protect natural and humanmade shorelines. The Western Beaches breakwaters also create a protected flat-water marine area for recreational and competitive boating (rowing, kayaking, paddleboarding, dragon boating, canoeing, etc.), mooring and swimming activities. Attachment 2 to this staff report includes two figures showing the location, extent, conditions and preliminary ownership information for the Western Beaches breakwaters and dock walls. All mapping information is preliminary and requires verification, particularly regarding complicated ownership conditions.

Based on the best available evidence, the Western Beaches breakwaters were originally constructed by the Federal government and its Federal agencies in the 1920’s. Apart from a 600 metre section that was rebuilt for the International Dragon Boat Federation World Championships in 2006, most of the Western Beaches breakwaters are over 100 years old and are at risk of critical failure. In some locations, pieces have fallen into the lake (in 1990, 2006 and 2011) and either received critical maintenance repair by City teams and the Toronto and Region Conservation Authority or have been left in a deteriorating condition. Historically, rehabilitation of the complete structure has not proceeded due to concerns about cost, questions about ownership and the responsibility of other governments, and investigations regarding water quality and the effects of the breakwaters. These concerns remain relevant today. However, if action is further delayed, these structures could fail, resulting in vulnerabilities and damage to the shoreline, impacts to marine activities and impacts to water quality.

Ownership

Ownership review and discussions with the other levels of government are required to address the deteriorating conditions and eliminate the risk of collapse or critical failure. This report requests that the federal government enter into discussions with the City Manager to address ownership and other related matters. The ownership issue is complex because the City's best available evidence is that the structures were built by the Federal government and its agencies within what is now widely understood to be Provincially owned portions of Lake Ontario. Previous City staff reporting in 2004 and in 2006 identified that approximately 2.5 kilometres of the breakwaters are still under Federal ownership. The 2006 staff report also identifies approximately 1.7 kilometres of the breakwater structures (extending west from Ontario Place to a point opposite the Toronto Sailing and Canoe Club), were owned by and were the responsibility of the City of Toronto. Due to changes in ownership and responsibility with respect to certain areas since that time, the estimated City-owned section is now approximately 1.5 kilometres. Discussions between City staff and Federal and Provincial partners in 2004 and 2006 did not resolve the ownership and responsibility concerns.  

Western Beaches Breakwaters Action Plan

City staff, in consultation with CreateTO and the Toronto and Region Conservation Authority, have prepared the Western Beaches breakwaters action plan to address the short- and long-term needs of the breakwaters. This work will provide updated information to guide discussions with Federal and Provincial partners related to ownership, responsibilities and investments.

The action plan for the Western Beaches breakwaters includes:

1. Ownership and responsibilities review – to be supported by Legal Services staff and inform discussions with other governments to confirm ownership and maintenance responsibilities, secure funding and mobilize action;

2. Condition assessment update – breakwaters were last assessed in 2017 by Riggs Engineering (retained by the Toronto and Region Conservation Authority); a condition assessment update will be completed in Summer 2025 by Toronto and Region Conservation Authority as part of the Western Beaches Public Realm study. The update will analyze underwater and above water imaging of breakwater structures and comment on conditions and changes since 2017;

3. Identification of priorities – based on updated condition information, the project team will assess and comment on potential risk areas and identify priority sites for rehabilitation. This will include identification of critical failure risks and need for action;

4. Actioning urgent priority sites - if, during the Toronto and Region Conservation Authority conditions assessment update, sites are identified at risk of imminent failure, City staff will work with Toronto and Region Conservation Authority to respond with immediate action required in 2025. Funding will be utilized from existing budgets. If additional funding is required, a request to Council will be accelerated;

5. Rehabilitation options - short- and long-term options to address conditions will be identified. This will include consideration of water quality impacts and be informed by input from the Western Beaches Public Realm study, including public and stakeholder consultation feedback;  

6. Preliminary cost estimates – order of magnitude costing will be completed for short- and long-term repair options. This will identify investments required for different breakwater remediation categories to inform inter-governmental discussions; and

7. Recommendations for implementation – City staff, in consultation with CreateTO and  theToronto and Region Conservation Authority, will identify next steps for implementation, including roles and responsibilities of other governments, as well as phasing, resourcing and related cash flow requirements.

A progress report will be provided to City Council in the third quarter of 2025 with an update on the action plan implementation, including preliminary findings, recommendations and future year budget requirements.

Broader Dock Walls and Breakwaters Rehabilitation Needs

In parallel with work on the Western Beaches breakwaters, City staff from the Waterfront Secretariat, Parks and Recreation, Corporate Real Estate Management and Legal Services are working with CreateTO, Waterfront Toronto and PortsToronto to advance work needed on dock walls and breakwaters across the Central Waterfront and Western Beaches, including in the Port Lands. There are approximately 23 kilometres of dock walls across the Central Waterfront, Port Lands and Western Beaches. Attachment 3 includes preliminary mapping of dock walls and breakwaters in the Central Waterfront. These assets are critical to our waterfront. In addition to what's shown on the maps and noted above, there are approximately 8.7 kilometres of dock walls across the Toronto Islands, and approximately 20 kilometres of dock walls across the Scarborough and Etobicoke Waterfront.

Most of the dock walls are between 70 and 112 years old. It is estimated that approximately 70-75 percent of the dock walls are owned by the City of Toronto and the City of Toronto Economic Development Corporation (carrying on business as Toronto Port Lands Company (TPLC)), a wholly corporation of the City managed by CreateTO. More than 70 percent have not had major repairs since original construction. The scale of dock wall work needed across the waterfront requires a coordinated strategy to determine priorities and identify funding opportunities, with input from all levels of government.

To advance the dock walls work, City staff recommend that CreateTO act as a coordinating body on behalf of the City to manage these assets. This recommendation extends to the dock walls in the Central Waterfront and the Western Beaches. CreateTO already manages most of the dock walls in the Port Lands. The experience that CreateTO has with dock wall management and capital delivery is critical to advance City interests on this matter and will advance the dock wall work with consistent leadership and a consistent approach to capital planning and state of good repair (SOGR) work.

City staff, working with CreateTO and Waterfront Toronto, will report to City Council by the end of the first quarter of 2026 with an update on an overall work program for dock wall management and rehabilitation.

The Executive Committee recommends that:

1. Subject to confirmation of Provincial funding, City Council authorize the addition of 112 staff complement to the Toronto Paramedic Services’ 2025 Operating Budget as an in-year adjustment, comprising 102 frontline Paramedic Full Time Employees, five supervision staff and five support staff resources (i.e., fleet, administrative, payroll, scheduling, training, planning and professional standards) to help mitigate frontline staff workload as a result of increased emergency call demand pressures.

2. Subject to confirmation of Provincial funding, City Council request the Chief, Toronto Paramedic Services to bring forward business cases through the 2026 and future budget processes seeking additional resources as outlined in Appendix A to the report (June 3, 2025) from the Chief, Toronto Paramedic Services, to respond to the projected three (3) percent average annual increase in emergency call demand.

3.  City Council reiterate its request to the Ontario Government to consider establishing a provincial mandated target for wait times to offload a patient to encourage hospitals to better manage paramedic offload delays.

The Chief, Toronto Paramedic Services gave a presentation on Toronto Paramedic Services Multi-Year Staffing Plan.

This report responds to City Council’s direction for the Chief, Toronto Paramedic Services to develop a Multi-Year Staffing Plan by June 2025 following the completion of a detailed staffing analysis, for consideration through the annual budget processes to add staff resources over the next five years to respond to:

- Hospital/health care system pressures;

- Rising emergency call demand; and

- Increasing response times to critical patients.

Toronto Paramedic Services continues to experience increasing emergency call demand of 2 percent to 5 percent annually, along with ongoing healthcare system pressures, including persistent challenges from in-hospital paramedic wait times, which have increased by 11 percent since 2019. These combined pressures are leading to increased service demands, and significant strain on ambulance availability and frontline staff. Factors driving these pressures include: an aging and growing population, the drug toxicity crisis and a lack of access to primary care, particularly for vulnerable individuals. In response to these growing pressures, the Multi-Year Staffing Plan provides a proactive and data-driven approach to strengthening frontline paramedic resources and addressing urgent service challenges to help protect public safety.

Toronto Paramedic Services conducted a detailed analysis to determine frontline paramedic resource needs, factoring in hospital/healthcare system pressures and rising emergency call demand. The analysis indicates that Toronto Paramedic Services anticipates an increase in emergency call demand of 11 percent by the end of 2028, combined with ongoing healthcare system pressures from in-hospital paramedic wait times. In 2024, healthcare system pressures and increasing call demand led to a 300 percent increase in the duration of low ambulance availability across the city compared to pre-pandemic levels.

This Multi-Year Staffing Plan includes the addition of 331 frontline positions from 2025 to 2028 to address growing service demands, to improve ambulance availability and to increase emergency coverage for the community. This is in addition to the new frontline positions approved through the 2025 budget process to address immediate operational needs and lasting pressures incurred from the pandemic. A four-year staffing plan was developed versus a longer-term plan due to significant forecasting challenges and uncertainties past 2028. Beyond a four-year horizon, the accuracy of projections diminishes considerably, increasing the risk of misalignment between staffing levels and operational needs.

In addition to operational improvements, this plan is designed to support the long-term resilience of Toronto’s paramedic workforce. Immediate and long-term investments in additional staffing aim to reduce workload and the reliance on overtime, mitigate staff burnout, and improve retention and morale. Toronto Civic Employees Union, Local 416 was consulted in the development of this Multi-Year Staffing Plan.

Impacts and Outcomes

The staffing investment outlined in this Multi-Year Staffing Plan is anticipated to have a positive impact on service delivery, organizational capacity, and staff well-being. It is anticipated that full implementation of this Multi-Year Staffing Plan and achievement of a 65 percent resource utilization (which measures how much time emergency vehicles are busy on calls compared to their total work hours) will result in an increase of ambulance availability by up to 20 percent by the end of 2028; this enhancement is essential as availability is a primary driver affecting emergency response time. By addressing staffing challenges, the investment will support improved ambulance availability and service delivery. Enhanced staffing levels will also help to reduce reliance on overtime and help balance workload amongst frontline staff. Foregoing these investments will not address increasing service demand, thereby negatively impacting service delivery and placing staff well-being at risk. Toronto Paramedic Services will measure and report the impacts of the staffing investments through annual budget processes.

The Executive Committee recommends that:

1. City Council treat the portion of the City Council meeting at which the report (June 3, 2025) from the Corporate Secretary, Toronto Hydro Corporation is considered as the Annual General Meeting of the Shareholder for Toronto Hydro Corporation.

2. City Council approve and adopt the shareholder resolution attached in Attachment 2 to the report (June 3, 2025) from the Corporate Secretary, Toronto Hydro Corporation to re-appoint the auditor of Toronto Hydro Corporation to hold office until the close of the next annual meeting of the shareholder and to authorize the Directors of Toronto Hydro Corporation to fix the auditor's remuneration.

3. City Council receive the following documents for information:

a. Attachment 1a – Toronto Hydro Corporation 2024 Annual Report;

b. Attachment 1b – Toronto Hydro 2024 Climate Action Plan Status Report;

c. Attachment 2 – Resolution of the Sole Shareholder – City of Toronto, Re-appointing Auditor;

d. Attachment 3 – Toronto Hydro Corporation 2024 Annual Financial Report for the Year Ended December 31, 2024 including Toronto Hydro Corporation’s audited consolidated financial statements for 2024 and the auditor's report related thereto;

e. Attachment 4 – Toronto Hydro Corporation Annual Information Form for the Year Ended December 31, 2024;

f. Attachment 5 – Toronto Hydro Corporation Chief Executive Officer and Chief Financial Officer Certification of Annual Filings;

g. Attachment 6 –Toronto Hydro Corporation 2024 Environmental, Social and Governance Report;

h. Attachment 7 – Executive Compensation Disclosure of Toronto Hydro Corporation for 2024;

i. Confidential Attachment 8 – Toronto Hydro Corporation Report to the Shareholder for the Year Ended December 31, 2024 and Toronto Hydro Corporation Non-Consolidated Financial Statements for the year ended December 31, 2024;

j. Confidential Attachment 9 – Financial Statements of Toronto Hydro-Electric System Limited for the Years Ended December 31, 2024 and December 31, 2023;

k. Confidential Attachment 10 – Financial Statements of Toronto Hydro Energy Services Inc. for the Years Ended December 31, 2024 and December 31, 2023;

l. Attachment 11 – Toronto Hydro Corporation’s First Quarter Report for the Quarter Ended March 31, 2025 including Toronto Hydro Corporation’s unaudited consolidated financial statements for the first quarter of 2025;

m. Attachment 12a – Statement of Remuneration and Expenses for Council Appointees for the Year Ended December 31, 2024 (Form 1); and

n. Attachment 12b – Toronto Hydro Corporation Statement of Board Remuneration and Expenses 2024 (Form 2).

4. City Council direct that Confidential Attachments  8, 9 and 10 to the report (June 3, 2025) from the Corporate Secretary, Toronto Hydro Corporation remain confidential in their entirety due to the security of the property of the City and securities requirements arising from Toronto Hydro Corporation’s status as an offering corporation under the Business Corporations Act, (Ontario) R.S.O. 1990, c.B.16 (the “OBCA”), Toronto Hydro Corporation’s status as a reporting issuer under the Securities Act, (Ontario) R.S.O. 1990, c.S.5, and the application by the Ontario Securities Commission of National Instrument 51-102.

5. City Council authorize and direct appropriate City officials to take the necessary action to give effect to City Council's decision.

The Chair of the Board of Directors and the President and Chief Executive Officer, Toronto Hydro Corporation gave a presentation on Electrifying Communities Today, Building A Brighter Tomorrow.

Toronto Hydro provides this report:

- In combination with the attached 2024 Annual Report in satisfaction of City staff’s request, by way of email dated April 8, 2025, that Toronto Hydro Corporation provide a cover report that highlights key financial information for Executive Committee and City Council consideration.

- To comply with the requirements of subsection 94(1) of the OBCA, the directors of Toronto Hydro Corporation are required to call an annual meeting of its shareholder (i.e. the City of Toronto) by no later than fifteen (15) months after holding the last preceding annual meeting. The preceding annual meeting was held on July 24, 2024.

- To comply with the requirements of subsection 149(2) of the OBCA, the shareholder shall, at each annual meeting, appoint one or more auditors to hold office until the close of the next annual meeting. Pursuant to subsection 149(7) of the OBCA, the remuneration of an auditor appointed by the shareholder shall be fixed by the shareholder, or by the directors if they are authorized to do so by the shareholder.

- To comply with the requirements of subsection 154(1) of the OBCA and section 9.7 of the City’s Shareholder Direction, the directors of Toronto Hydro Corporation are required to place before each annual meeting of the shareholder:

- the financial statements required to be filed under the Securities Act (Ontario) and the regulations thereunder relating separately to: (i) the period that began immediately after the end of the last completed financial year and ended not more than six months before the annual meeting; and (ii) the immediately preceding financial year;

- the report of the auditor, if any, to the shareholders; and

- any further information respecting the financial position of Toronto Hydro Corporation and the results of its operations required by the articles, the by-laws or any shareholder direction.

Toronto Hydro Corporation therefore hereby submits and recommends that this report and attached documents be received by the Executive Committee and the attached shareholder resolution be approved by the City Council.

The Executive Committee:

1. Received the presentation from ALTO on the Toronto - Quebec City High-Speed Rail Network for information.

Pierre-Yves Boivin, Chief Communications and Engagement Officer and David Cook, Vice President, Systems and Interfaces, ALTO gave a presentation on Toronto - Quebec City High-Speed Rail Network.

The Government of Canada is undertaking a Toronto-Québec City High-Speed Rail Network infrastructure project - the Alto project.

As Mayor, I support this initiative. It has the potential to transform the region and expand our connection to cities across the province.

The corridor between Toronto and Quebec City is among the country’s busiest. The cost of air travel and time spent in traffic on the 401 means extra stress for folks trying to visit loved ones, students travelling between cities, or workers commuting. The High-Speed Rail project is an opportunity for a more efficient and reliable transportation option which will boost connectivity between people and cities.

Making it easier to travel between cities will boost our economy. Being able to take a day trip to Ottawa or Montreal by train will help local business connections and boost tourism. Imagine, tourists who have been sightseeing in Montreal can easily and quickly travel to Toronto for a weekend and catch a show or Blue Jays game.

We are prepared to collaborate with Alto to deliver on this initiative to deliver on Toronto's priorities of connectivity, opportunity and economic growth.

I have invited Alto to give a presentation to the Executive Committee at its meeting on June 17, 2025, on this initiative.

The Executive Committee recommends that:

1. City Council receive the report (April 14, 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 year 2024

2. General Market Update and Benchmark Performance

3. City of Toronto Investment Policy and Procedures

The City's 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 5.4 percent and generated $597.6 million for the year ending December 31, 2024.

As a result of the pandemic, the General Fund has held a larger position in the Short Term Fund (STF) to enhance the liquidity and to generally lower the overall risk (risk management).  On average, the Short Term Fund, including the short-term investments of the Long Term Fund (LTF), was about 59 percent of the overall General Fund in first half of 2024 compared to 48 percent from the pre-pandemic level in 2019. This higher weighting in the Short Term Fund provided significant protection, as well as increased returns as short-term rates moved higher in recent years.

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. A plan was set for $2 billion to be transferred from STF to the LTF in four quarterly installments during 2024. After the transfer STF including short term investments of the LTF was approximately 42 percent of the total General Fund, returning to pre-pandemic liquidity level.

The City's Sinking Fund portfolio is separate from the General Fund and holds the investment funds for future debt repayments. For the year ending December 31, 2024, the Sinking Fund portfolio had a market return of 6.4 percent and generated approximatedly $176.1 million in total market return.

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 December 31, 2024, approximately 95 percent of both the Sinking Fund and 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 percent allocated to fixed income and 20 percent to global equities. The Board completed contract negotiations with two real asset managers in the first half of 2024 with funding in the second half of the year. Adding real assets to the current investment portfolios will enhance the overall portfolios' risk-adjusted investment return and align with the Council approved policy target asset mix.

It is a legislative requirement that the Investment Policy be reviewed annually. Staff have reviewed the Investment Policy and no changes are recommended at this time given that policies have only been in place since 2018 and in that time we have experienced several years of volatility triggered by COVID-19 impacts. The City of Toronto Investment Policy can be reviewed in Attachment 1 of this report.

For the year 2023, 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 2024 and no issues were noted.

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 on a quarterly basis. This investment fund-level ESG reporting process will complement the existing corporate-level ESG performance report. At the end of December 2024, the City's long-term investment portfolios score was "A" and is aligned with the selected market benchmark as depicted in the investment policy.  The Carbon Intensity Score for both the LTF and the SF are below the benchmark, with the trend in this indicator showing steady improvement and moving lower each year.

The Executive Committee:

1. Requested the Strategic Public and Employee Communications Division to continue to work with the Mayor’s Office to identify opportunities to livestream the Mayor’s press conferences within existing resources, prioritizing events in the Protocol Lounge and accommodating requests for access from Members of Council and their staff upon coordination with the Mayor’s Office, until such time as additional resources can be identified through the budget process.

City Council on May 21 and 22, 2025, referred Motion MM30.15 to the Executive Committee for consideration.

The Mayor of Toronto regularly holds media availabilities in their City Hall office.

For nearly a decade, it was standard practice for these press conferences to be livestreamed to the public, ensuring broad public accessibility and transparency. Similar practices exist in other major cities – for example, the Mayors of Ottawa, Vancouver, and New York City routinely livestream media availabilities and announcements on YouTube.

In the interest of transparency, accountability, and public access to information, this motion calls on the Office of the Mayor to resume the practice of livestreaming press conferences and other media availabilities. These livestreams should include the full Question and Answer period with media to ensure comprehensive public access.

Democracy functions best when residents have open and timely access to information that affects their city and daily lives. To further promote fairness and collaboration at City Hall, this motion also requests that all Members of Council and their staff be granted full access to attend these media availabilities.

This report provides Executive Committee with supplemental information on the additional resources required to implement MM30.15 “Ensuring Transparency and Accountability in the Mayor’s Office”, which City Council, in its May 2025 meeting, referred to Executive Committee for further consideration. The motion requests the Mayor to begin livestreaming all Mayor’s press conferences and other media availabilities, including the Question and Answer period with media, and that all Members of Council and their staff be granted full access to attend these media availabilities.

Currently, Strategic Public and Employee Communications (SPEC) and the Technology Services Division (TSD) collaboratively support the Mayor’s press conferences and media availabilities (e.g., question and answer sessions with media). Livestreaming these types of events is not a regularized, base service delivered by these teams, but where operationally possible, City staff have provided this service on an ad-hoc basis. The Mayor participates in approximately 225 media events annually, and as of June 2025, the City has livestreamed four of these events.

Livestreaming all Mayor’s press conferences and media availabilities is a significant change to current City practice and the City cannot undertake this additional work through its existing staff complement and resources. Should the City be directed to expand livestreaming services to support the Mayor’s media events that occur seven days a week, across the City, throughout the day and evening, the City would require funding for four additional full time staff and one additional vehicle.

Livestreaming all of the Mayor’s press conferences and other media availabilities (based on 2025 rates) is estimated to cost up to $600,000 per year in annual staffing costs, and up to $75,000 for an additional vehicle with an estimated ongoing maintenance cost of $2,000 annually.

The Executive Committee:

1. Requested the Waterfront Secretariat, in consultation with the Executive Director, Corporate Real Estate Management, to present an update to the Toronto Accessibility Advisory Committee at its September 8, 2025 meeting, on what they plan to do about inaccessible services offered by water taxi service companies such as TikiTaxi, Toronto Harbour Water Taxi and Pirate Taxi Toronto.

2. Requested the General Manager, Parks and Recreation to provide a presentation to the Toronto Accessibility Advisory Committee on plans to ensure persons with disabilities can access the sheltered areas on all Toronto Island ferries, including the open deck Ongiara.

At its meeting on May 9, 2025, the Toronto Accessibility Advisory Committee considered Item DI11.6 and made a recommendation to the Executive Committee.

Summary from the Toronto Accessibility Advisory Committee:

Doug Bennet, Senior Project Manager, Client and Business Services, and Andrea Chow, Manager, Parks Operations Waterfront District, Parks and Recreation will give a presentation following directives from the Executive Committee Item 2025.EX20.16 - Water Taxi Accessibility. Key updates include designated ticketing and waiting areas for individuals with disabilities, improved boarding process, accessibility enhancements on ferries and island docks, and ongoing maintenance and improvements throughout the ferry season.

The Executive Committee recommends that:

1. City Council amend the 2025-2034 Capital Budget and Plan for Exhibition Place with a project cost of $23.0 million gross and cash flow funding of $15.0 million in 2025 and future commitments of $8.0 million in 2026 to create a new capital project, fully funded from third party funding received from the Maple Leaf Sports & Entertainment Ltd., for the enhancement of capital work required for FIFA World Cup 2026 Toronto.

2. City Council authorize the Executive Director, FIFA World Cup 2026, Toronto Secretariat to negotiate and enter into an agreement with Maple Leaf Sports & Entertainment Ltd. to receive the $23 million funding contribution required in Recommendation 1 above, with all necessary terms and conditions to the satisfaction of the Executive Director, FIFA World Cup 2026, Toronto Secretariat, including the requirement that Maple Leaf Sports & Entertainment Ltd. is responsible for any cost overruns to improvements funded solely by the Maple Leaf Sports & Entertainment Ltd. contribution and in a form satisfactory to the City Solicitor.

3. City Council decrease the 2025 Operating Budget for the City Manager's Office by $0.7 million gross and $0 net to reflect a reduced provision for contingency requirements related to FIFA World Cup 2026 hosting costs, currently funded from the Major Special Event Reserve Fund.

4.  City Council increase the 2025-2034 Capital Budget and Plan for Exhibition Place by $0.7 million gross, cash flowed in 2025, funded by the reallocation of funding from the Major Special Events Reserve Fund previously budgeted within the 2025 Operating Budget for the City Manager's Office, as noted in Recommendation 3 above, to reflect increased design costs as a result of scope changes under the Special Projects - FIFA 2026 (Stadium) project, to be delivered through the existing contract with Gensler Architecture and Design Canada.

5. City Council authorize the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the Chief Procurement Officer to amend the non-competitive contract with Gensler Architecture and Design Canada Inc. for architectural services needed for the permanent and temporary upgrades at BMO Field for the FIFA World Cup 2026 Toronto by an additional amount of $664,234.55 excluding taxes ($675,925.08 net of Harmonized Sales Tax recoveries), based on the existing contracted terms and conditions.

6. City Council authorize the Executive Director, FIFA World Cup 2026, Toronto Secretariat, in consultation with the General Manager, Parks and Recreation, to negotiate and enter into ongoing community programming partnerships and other agreements as necessary, on terms and conditions satisfactory to the City Manager and the Executive Director, FIFA World Cup 2026, Toronto Secretariat, and in a form satisfactory to the City Solicitor, which shall:

a. ensure access to safe, quality and inclusive soccer programming delivered by the City or local neighbourhood partners with a focus, where possible, on Neighbourhood Improvement Areas as well as Indigenous, Black, women and girls, and other equity- deserving youth;

b. support an inclusive, diverse and educated soccer coaching and referee community, starting with entry level training for coaches and officials; and

c. enable a mix of Soccer for All and complimentary recreational programs to sustain inclusive and accessible use of infrastructure that is aligned with community needs.

At its meeting on June 16, 2025, the FIFA World Cup 2026 Subcommittee considered Item FWC5.1 and made recommendations to City Council.

The FIFA World Cup 2026 (FWC26) represents an unprecedented opportunity for the City of Toronto to showcase its global reputation as a diverse, inclusive, and vibrant city. As preparations advance, this report provides a comprehensive update on several key initiatives supporting Toronto’s role as a Host City. It includes the latest progress on the Community Benefits Plan, Social Procurement and Workforce Development, the Community Activation Plan, and support for concurrent special events. In addition, this report outlines the foundational principles guiding the City’s approach to bidding on large international events and provides an overview of marketing and communications efforts tied to FWC26.

Together, these updates reflect the City's commitment to ensuring that the benefits of hosting FWC26 are felt widely across communities, support local economic growth, enhance civic engagement, and strengthen Toronto’s position as a world-class destination for major international events. This integrated approach ensures that equity, economic inclusion, and community vibrancy remain at the core of preparations and legacy planning for 2026 and beyond.

This report is a coordinated response, providing updates and addressing directives from City Council (EX12.2, CC.29.1), led by the FWC26 Toronto Secretariat, in collaboration with Economic Development and Culture, Social Development, Parks and Recreation, Purchasing and Materials Management, and Financial Planning.

The Executive Committee:

1.  Requested the City Manager, in consultation with the Chief Financial Officer and Treasurer, the Chief People Officer, the Deputy City Managers and the Chief Procurement Officer, to review the financial and programmatic impacts of the City voluntarily recognizing additional building trade unions, including those represented by the Central Ontario Building Trades Council, in the residential sector of the construction industry.

The City’s plan for 65,000 new homes, including 6,500 new affordable, rent controlled units is ambitious and necessary to address our housing crisis. I am committed to making sure our public building plan becomes a reality.

While we partner with other levels of government to fund these projects one of our key allies in delivering on this plan will be the skilled building trades, who turn wood, bricks, and concrete into homes. They have the expertise to get the construction done quickly and safely, and supporting the Canadian construction sector is even more vital now with the uncertainty in the United States.

These trades are highly skilled and experienced at effectively, efficiently, and safely delivering complex construction projects.  They are an asset to our city as we continue to deliver on our commitments to building new homes for our current and future residents.

Announcements
The Vice Chair acknowledged that the Executive Committee was meeting on the traditional territory of many nations including the Mississaugas of the Credit, the Anishnabeg, the Chippewa, the Haudenosaunee and the Wendat peoples and is now home to many diverse First Nations, Inuit and Métis peoples. The Vice Chair also acknowledged that Toronto is covered by Treaty 13 with the Mississaugas of the Credit.

Where the Members of the Executive Committee listed in the attendance for this meeting participated remotely, they were counted for quorum as permitted by Section 189(4.2) of the City of Toronto Act, 2006, and City Council's Procedures.