Minutes Confirmed on September 29, 2025

The Executive Committee recommends that:

Implementation of the Toronto Build Policy Framework

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The Executive Committee:

1. Received the report (July 2, 2025) from the Executive Director, Development Review for information.

In 2024, the City of Toronto established the Development Review Division to lead a transformational shift in how the City delivers development review services. As part of the Development and Growth Service Area, the Division consolidates over 400 staff from multiple divisions into a single, multidisciplinary team. This integrated model reflects a bold commitment to building a more modern, efficient, and people-centred system that supports good city-building outcomes more effectively.

This foundational shift has already delivered tangible results: enhanced customer service, streamlined review processes, and stronger organizational capacity. The Division is now positioned to better respond to the demands of a growing city and to accelerate the delivery of housing and infrastructure that supports vibrant, complete communities.

In July 2024, City Council adopted Item EX16.20 and directed staff to report back to Executive Committee in July 2025 on implementation, performance, and emerging challenges. This report responds to that request and introduces the Division’s first Strategic Plan (2025–2028) - a values-driven roadmap rooted in continuous improvement, people-centred urban growth, and strengthened partnerships.

The need for this transformation is urgent. In 2024 alone, Toronto welcomed over 140,000 new residents, and approved more than 46,000 residential units. Each year, the City receives over 450 new development applications and 1,200 resubmissions—more than any other Canadian municipality. Growth is accelerating, and so must the systems that shape it.

To meet this demand, the Division has taken bold action: improving internal structures, aligning processes, and enhancing interdivisional coordination. This has helped reduce delays and ensure that as development increases in scale and complexity, it is matched by timely delivery of infrastructure and services that reflect complete communities principles.

Since its launch, the Division has improved statutory review timelines for complex applications (including combined Official Plan Amendment and Zoning By-law Amendment, Zoning By-law Amendment and Site Plan Control) by over 80% compared to the previous five-year average. These timelines reflect the part of the process the City is directly accountable for and serve as a key metric of transparency and performance. Feedback from applicants confirms these improvements are being felt on the ground, through faster, more coordinated and predictable service.

To further advance city-building objectives, the Division recently expanded its Priority Development Review Stream (PDRS). The expanded stream now includes a “concierge-style” service to accelerate projects ready to begin construction within 12 to 24 months. This includes student housing, long-term care homes, and manufacturing facilities, in addition to affordable and supportive housing, which remains a key priority.

The Division has also invested in a suite of new and enhanced digital tools to improve workflows, transparency, and the applicant experience. These include:

- Updates to the Application Submission Tool, enabling applicants to submit development applications online through a more intuitive interface; and

- A new File Circulation Tool, allowing staff across teams to track and manage comments as they review applications in a centralized and streamlined system.

These innovations are enabling faster, clearer, and more coordinated review processes and are laying the foundation for a modern approach to development review.

Another key achievement in this first year is the development of the Division’s first Strategic Plan (the "Plan"), included as Attachment 1. The Plan was shaped by strong organizational priorities and informed by robust engagement, including consultation with industry partners and input from almost 300 staff across the Division. The Plan defines a shared vision, mission, and values, and sets the direction for implementation through 2028.

The Plan is anchored by four strategic priorities:

- Investing in people and partnerships - Focused on fostering a strong, values-based culture; enhancing internal staff capacity and collaboration; and strengthening relationships with applicants and the broader development industry, communities, including Indigenous and equity-deserving communities, elected officials and other orders of government.

- Streamlining processes - Simplifying and aligning review processes to improve consistency, efficiency, and create a more transparent and predictable experience for applicants.

- Modernizing tools and technology - Leveraging new digital tools and platforms to support more efficient workflows, enhance collaboration, and increase transparency for applicants and the public.

- Strengthening transparency and accountability - Enhancing performance measurement, public reporting, and client feedback mechanisms to track progress, strengthen public trust, and support continuous improvement.

Together, these priorities will enable the Division to fulfill its mission:

“We advance world-class city-building by delivering a development review service that is innovative, collaborative, customer-focused, transparent and efficient.”

And they are driven by a bold, forward-looking vision:

“Shaping the future of Toronto - today. We shape development in Toronto so that current and future generations can thrive.”

As Toronto continues to face complex and interconnected challenges - ranging from housing affordability to climate resilience - the need for a modern, accountable, and people-centred development review system has never been greater. This Plan is a direct response to that urgency. It positions the Development Review Division, and City of Toronto as a whole, to lead with purpose, deliver with integrity, and build a more equitable, inclusive and thriving city for all.

The Executive Committee recommends that:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

a. designate one southbound through lane for vehicles;

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

a. extending residential permit parking hours on adjacent streets;

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

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

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

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

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

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

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

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

1. directional changes and mazing; and

2. traffic calming measures on local streets; and

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

1. directional changes and mazing; and

2. traffic calming measures on local streets.

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

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

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

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

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

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

Dufferin Street

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

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

- Install turn restrictions at key intersections; and

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

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

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

Bathurst Street

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

- Install stopping prohibitions at all times; and

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

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

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

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

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

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

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

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

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

The Executive Committee recommends that:  

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

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

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

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

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

a. quality monitoring tools and procurement;

b. identifying appropriate Fleet for snow clearing;

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

d. developing a City Towing Strategy.

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

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

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

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

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

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

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

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

b. lack of transparency in scoring;

c. rejection of compliant bids; and

d. significant variation in cost estimation and bid.

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

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

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

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

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

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

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

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

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

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

2. Lack of transparency in scoring

3. Rejection of compliant bids

4. Significant variation in cost estimation and bid

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

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

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

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

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

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

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

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

- Quality monitoring tools and procurement

- Identifying appropriate fleet resources for snow clearing

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

- Developing a Stand-alone Snow Removal Contract

- Developing a City Winter Towing Strategy

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

The Executive Committee recommends that:  

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

Table 1: Capital Variance Summary 

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

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

The Executive Committee recommends that:

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

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

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

Table 1: Tax-Supported Operating Variance Summary

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

Rate-Supported Programs:

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

Table 2: Rate-Supported Operating Variance Summary

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

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

The Executive Committee recommends that:

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

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

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

Table 1: Capital Variance Summary

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

The Executive Committee recommends that:

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

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

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

Table 1: Tax-Supported Operating Variance Summary

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

Rate-Supported Programs:

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

Table 2: Rate-Supported Operating Variance Summary

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

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

The Executive Committee recommends that:

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

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

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

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

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

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

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

Deferred Revenue

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

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

Reserves and Discretionary Reserve Funds

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

The Executive Committee recommends that:

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

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

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

The Executive Committee recommends that:

1. City Council request the Government of Canada to: 

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

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

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

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

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

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

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

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

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

The Executive Committee:

1. Received the report (July 2, 2025) from the Chief People Officer for information.

This report responds to City Council’s directive on November 25 and 26, 2020 (2020.EX18.6), to provide key findings from Phase One of the Data for Equity Strategy (see Attachment 1). It also responds to City Council’s directive on October 9 and 10, 2024 (2024.MM22.15) to report back, as part of the Data for Equity Strategy in the second quarter of 2025, on how the City can best collect and appropriately use disaggregated workforce data to better understand the experiences of First Nations, Inuit and Métis, Black and equity-deserving staff and enable the delivery of more equitable and transparent human resource services throughout the employee journey.

Data for Equity Strategy

The goal of the Data for Equity Strategy is to provide staff with a standardized framework and guidelines for consistent collection and use of reliable, comparable and actionable data for monitoring and addressing inequities, and understanding impacts of programs and services across the organization. Phase One of the Data for Equity Strategy was intended to test and learn from the application of the Strategy within different City program and service contexts with a focus on six (6) key activities. These activities included:

- establishment of the Data for Equity Unit in the People and Equity Division;

- use of Data for Equity Guidelines (see Attachment 2) by City divisions;

- implementation of pilot projects;

- development of community governance models;

- development of corporate-wide resources; and

- activities related to key privacy, information management, and technology priorities.

Early implementation enabled important strides in increasing staff capacity, improving understanding of unique services users, and advancing better pathways to data-informed decision-making. It also highlighted some key opportunities to advance a more consistent standard of practice. Building on these findings, People and Equity will take steps to further integrate and coordinate data collection and stewardship at the City. This includes supporting divisions in building capacity and aligning with the Data for Equity Guidelines when using socio-demographic data to inform programs, services, and employee journeys* in a way that improves outcomes for First Nations, Inuit and Métis*, Black*, and equity-deserving groups*.

There is a continued need to ensure ongoing compliance with the Guidelines and the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA) that governs information management, while also continuing to drive a data-focused, equity-driven culture at the City that is grounded in responsible, community-informed and equitable practices.

As People and Equity takes the next steps to deepen and expand the implementation of the Data for Equity Strategy, measurement will remain a central pillar of this work. As a methodological framework, the Strategy will continue to support the organization to better understand and advance the equity impact of City services and programs. As implementation progresses, People and Equity will also assess the efficacy of the Strategy through key monitoring and evaluation tools.

Expand on the Collection of Equity Data on Employees

The “Diversity Data Collection and Reporting Modernization” capital project included in the 2025-2034 Capital Budget and Plan for Technology Services Division will enable the City to assess existing technology for the integration of socio-demographic data collection into human resource processes. This project aims to help assess current challenges and limitations within existing tools and processes, as well as help address emerging concerns that align with the City’s goal of enabling equitable human resources practices.

The initial planning phase of this capital project is underway. As part of this phase, People and Equity is assessing ways to leverage existing technology for the integration of socio-demographic data collection into human resources processes, reviewing legislative authority to collect and use data, business process improvements, and identifying data gaps. This could also include expanding current data collection methodologies and leveraging existing workforce and socio-demographic data to improve outcomes for First Nations, Inuit, and Métis, Black and equity-deserving staff throughout their employment journey.

A phased approach will enable the City to address Council’s direction by ensuring the City has the workforce data and capabilities to better understand the experiences of First Nations, Inuit and Métis, Black, and equity-deserving staff, and to deliver equitable and transparent human resource services to all City employees. This will also help ensure the City’s current processes and practices are aligned to support the outcomes of the capital project. People and Equity, in collaboration with Technology Services Division, will continue to update Council on the progress of this multi-year capital project through the quarterly variance reporting and the City’s annual Budget process.

* See Attachment 5 - Key Terms and Definitions

The Executive Committee recommends that:

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

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

Summary from the Toronto Accessibility Advisory Committee:

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

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

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

The Executive Committee:

1. Requested the City Manager to ensure the Service Promise is reviewed with the Senior Leadership Team at least bi-annually and that the Division Heads spot check compliance within their areas of responsibility. 

At its meeting on June 23, 2025 the Service Excellence Committee considered Item SE8.1 and made a recommendation to the Executive Committee.

Summary from the report (June 9, 2025) from the Executive Director, Customer Experience:

This report responds to a request from Executive Committee to report back to the Service Excellence Committee on the Service Promise Refresh implementation progress.

The Service Promise Refresh Initiative is part of the City of Toronto's journey towards greater service excellence. It renewed the City's guidelines for professional and consistent service in daily interactions with customers, Members of Council, and other City staff and partners. The Service Promise Refresh was initiated to enhance consistency across Divisions, continue a respectful workplace culture and provide the public with a greater understanding of what they can expect in their daily interactions with the City.

The refreshed Service Promise has been implemented across the City. In December 2024, the City published the refreshed Service Promise and Standards publicly on the City of Toronto website and updates have also been made to Divisional Customer Service Standards, where appropriate, to ensure alignment with the refreshed Service Promise across the organization. The refreshed Service Promise was developed in consultation with representatives from 40 City Divisions.

Divisional management are responsible for ensuring ongoing staff compliance with the Service Promise. Examples of Divisional-led implementation include requests to update email signatures, Division Heads sharing corporate messaging with staff, and setting autoreplies for Divisional inboxes to provide confidence to the public on when they can expect a response, in a timeframe that meets the Service Standards outlined in the Service Promise. Periodic reminders about obligations to implement the Service Promise will continue to be shared via corporate communications with staff, and with people managers, who are responsible for monitoring the performance of their direct reports to ensure compliance with the Service Promise.

The Executive Committee recommends that:

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

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

- 1 Member of City Council;

- 10 public members; and

- 1 Member of the Indigenous community.

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

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

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

- Colin Smillie; and

- Sarah Watson.

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

The Executive Committee:

1. Received the report (June 24, 2025) from the Chief of Staff, City Manager's Office for information.

The purpose of this report is to provide a summary of the City’s donation activity in 2024 as outlined in the annual reporting requirements of the Donations to the City of Toronto for Community Benefits Policy. 

For the 2024 fiscal year, 6,370 donations for which tax receipts were issued were received, with a total value of $1.06 million. Donations were made by both individuals and organizations. While most donations came from individuals and organizations that live or operate within the City, donations were also received from other parts of the province and country, and from the United States of America.

It is important to note that this summary only includes donations for which tax receipts were issued by the City. This summary does not include donations under $20, gifts from foundations which do not qualify for a tax receipt, or in-kind donations where a tax receipt is not requested by the donor. Agencies and corporations that issue their own tax receipts are also not included in this summary.

The Executive Committee recommends that:

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

a. Financial Statements

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

b. Appointment of Auditors

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

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

c. Confirmation of Proceedings

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

d. Approval of Budgets

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

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

The Executive Committee:

1. Received the letter (July 14, 2025) from the Mayor for information.

The recent announcement from the President of the United States threatening Canada with further tariffs is the latest in a series of provocative measures that deserve a strong and unified response from all Canadians.

The City of Toronto is working with other orders of government and cities across the country to stand up for Canadian workers, Canadian jobs, and Canadian sovereignty. A key part of our long-term response to these continued threats is building trade relationships with other partners.

In that spirit, I am writing to provide you with an update on my July 2025 trade mission to Dublin, Ireland and London, United Kingdom.

Over five days, I had 30 meetings with a wide range of business leaders in both countries through the Dublin and London Chambers of Commerce. I made connections with many companies who are interested in expanding their businesses to Toronto in industries such as film, television, digital media, snow removal, education, transportation infrastructure, and artificial intelligence. Toronto City staff will be following up with each of these contacts to see how we can facilitate their investments in our city.  

Supporting Canadian Exports

One of my key observations was how focused Ireland is on their import and export strategies. Enterprise Ireland is a centralized government agency that provides a one stop shop for Irish businesses looking to expand their trade internationally. It has offices around the world that facilitate connections with global markets. This year, Enterprise Ireland’s coordinated approach has already resulted in 179 new investments, a 37% increase over previous years. 

Companies that are active internationally are more prosperous, competitive and skilled.  At present, government support in Canada for small- and medium-size companies wishing to export their goods or services is fragmented and challenging to navigate.  The City of Toronto may receive enquiries but is not adequately equipped to support these businesses who wish to expand overseas. In discussion with Federal and Provincial trade officials during a meeting hosted by the Canadian High Commissioner in the UK, Ralph Goodale, we concluded that the City of Toronto can play a significant role in being the gateway to companies interested in export. 

Our Economic Development staff will work with Canadian federal and provincial trade offices via the TradeTO initiative and explore a pilot program to enhance the capacity of small and medium sized businesses to trade internationally. Once that is established, the Protocol office will work with Toronto Global and TradeTO to determine the mission and refine the purpose of the City's International Alliance Program.

Economic Development staff will explore the suggestion of High Commissioner Goodale to include a Toronto Pavilion at the Canada Day celebrations in London to showcase our city’s film, technology and AI industries.

Protecting and Strengthening Toronto’s Film, Television and Digital Media Industry

Many of my meetings focused on supporting and growing Toronto’s film, television and digital media sectors. These industries produce $2.6 billion in economic activity and support over 40,000 good jobs.

I met with all the leading broadcasters and nearly every large film and TV production company in the UK and Ireland to promote the many opportunities for our industries to work together. 

Production volume in Toronto’s creative industry has increased dramatically from 2023 to the present. As diversification of our industry becomes more important in the face of trade and tariff threats, building stronger relationships with markets that share our values and stories is critically important.

In discussions with the film industry in both the UK and Ireland, our delegation unlocked tremendous interest in co-production partnerships with Toronto. Many Canadian producers met with their foreign counterparts through meetings and receptions arranged by our delegation. Canada’s diverse talents and various stable and generous tax credits are not as well known by these foreign producers as the ones in Los Angeles. Recognizing the opportunity to promote Toronto’s two greatest strengths, the Toronto Film Office is already focused on developing greater awareness in Dublin and London of the talent and tax credits that make Toronto one of the world’s premier cities to produce film and television.

Public broadcasters in both countries champion significant productions telling UK and Irish stories. In our meetings with BBC and IRE, the delegation identified and opened up opportunities for co-production with Toronto. The Toronto Film Office will facilitate meetings between Canadian broadcasters and BBC and IRE during the Toronto International Film Festival in September. 

Innovative Ideas to Fight Rising Housing Costs and Get People Moving

Toronto and London are both fast growing global cities that share the values of diversity and inclusion as our strength. We also share the challenges that come with rapid growth, particularly in the areas of housing, transit and congestion. 

In meetings with the Mayor of London, Sadiq Khan, and the Deputy Mayors for Housing and Transportation, I gained valuable and constructive insights into London’s approach to resolving these shared challenges. 

I will be actively exploring the British Share Home Ownership model, which assists middle income home buyers in purchasing a home.  

I will also be studying what lessons we can learn from London’s lane rental program that could apply to our own implementation of a new fee structure for construction projects that close our roads. In London, these fees are used to ease congestion and maintain the road infrastructure. Starting this year, Toronto is finally going to be charging appropriate fees for closing lanes of traffic to incentivize coordination between developers, utilities, the TTC and the City, so these lessons will be timely.

I also had the opportunity to learn about London’s new Elizabeth Line subway. Twenty percent of the riders on this line are new customers. No doubt it eases congestion and keeps London moving. Prior to the subway line opening, there was extensive testing. This was an important reminder that, while we are all anxious for it to open, the TTC must thoroughly test the Eglinton Crosstown and Finch LRTs prior to their openings to ensure success. I hope to see a similar increase in new riders when these two long-awaited lines open in Toronto.

The Executive Committee recommends that:

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

a. energy coaching and personalized guidance;

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

c. a vetted contractor directory to ensure quality installations;

d. direct installation services;

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

f. access to preferred financing options.

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

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

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

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

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

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

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

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

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

Announcements
The 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 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.