Minutes To be Confirmed

The Executive Committee recommends that:

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

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

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

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

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

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

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

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

9. City Council authorize the City Solicitor to make any necessary clarifications, refinements, minor modifications, technical amendments, or by-law amendments as may be identified by the City Solicitor and the Executive Director, Municipal Licensing and Standards.

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

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

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

c. data sharing; and/or

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

The Executive Committee recommends that:  

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

2. General Market Update and Benchmark Performance

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

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

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

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

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

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

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

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

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

The Executive Committee recommends that:

1. City Council approve in-year budget adjustments to Previously Approved Capital Budget and Plan, as detailed in Appendices 2a and 2b to the report (November 25, 2025) from the Chief Financial Officer and Treasurer.

The purpose of this report is to provide City Council with the City of Toronto capital spending for the nine month period ended September 30, 2025, as well as the projected 2025 year-end expenditures. Furthermore, this report seeks Council's approval for in-year budget adjustments to the previously approved Capital Budget and Plan as outlined in Appendix 2a and Appendix 2b of this report.

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

Table 1: Capital Variance Summary 

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

The Executive Committee recommends that:

1. City Council approve the budget adjustments and any associated complement changes detailed in Appendix D to the report (November 25, 2025) from the Chief Financial Officer and Treasurer to amend the 2025 Approved Operating Budget, with no impact on the Net Operating Budget of the City.

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

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

Table 1: Tax-Supported Operating Variance Summary 

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

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

Rate-Supported Programs:

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

Table 2: Rate-Supported Operating Variance Summary 

The favourable year-to-date variance and favourable year-end projection is driven by Toronto Water and Solid Waste Management Services, with the favourable projection to year-end mainly driven by Toronto Water.

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

The Executive Committee recommends that:

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

The City of Toronto (City) maintains obligatory reserve funds balances that will be recognized as revenues in future years, in addition to reserves and discretionary reserve funds that are intended to support the City's future activities. This report provides an update of these balances, as well as their related earned revenues and activities for the nine months ended September 30, 2025.

Obligatory Reserve Funds

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

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

Reserves and Discretionary Reserve Funds

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

Reserves and Discretionary Reserve Funds balances increased by $433.2 million over the nine-month period ended September 30, 2025, going from $5,612.8 million to $6,046.0 million. This net increase is the result of Council-authorized contributions for capital investments in housing, capital infrastructure, operational support and vehicle and equipment replacement. The majority of the City's Reserves and Discretionary Reserve Funds balances ($5,752.7 million, or 95.1 percent) are committed to future Council directed activities that include capital and operating expenditures and rate-based activities.

The remaining reserve and discretionary reserve fund balance ($293.3 million, or 4.9 percent) is uncommitted and available to respond to various unanticipated costs, stabilize funding sources, including the tax base, or for emergency purposes such as extreme weather events. The uncommitted amount represents 1.6 percent of the total 2025 approved Operating Budget of $18,849.1 million.

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

The Executive Committee:  

1. Received the report (November 25, 2025) from the Chief Financial Officer and Treasurerfor information.

Development charges are collected from new development and redevelopment projects for the purpose of recovering growth-related capital infrastructure costs. This report provides a statement of development charge (DC) balances and activity for 2024, as required by the Development Charges Act, 1997 (DC Act).

For the fiscal year ended December 31, 2024, the City collected $383.0 million of development charges and earned interest of $31.4 million on its DC balances. This is offset by $680.2 million in earned revenue that was recognized to fund growth-related capital expenditures. As a result of these activities, the DC deferred revenue balance decreased by $265.8 million from the prior year to $2,840.2 million at December 31, 2024. This amount is reported as deferred revenue in the City's audited consolidated financial statements.

The 10-Year Capital Budget and Plan includes $6,659.6 million in DC commitments and obligations to be funded through the City’s DC deferred revenue balances and forecasted future DC collections. Additionally, there is over $6 billion in further DC eligible projects that are not currently included in the City’s 10-Year Capital Plan and will continue to be considered for inclusion as part of future year capital budget processes.

The Executive Committee recommends that:

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

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

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

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

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

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

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

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

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

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

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

The Executive Committee recommends that:  

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

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

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

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

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

3. City Council authorize the City Solicitor to introduce the necessary Bills to give effect to City Council's decision and authorize the City Solicitor to make any necessary clarifications, refinements, minor modifications, technical amendments or by-law amendments as may be identified by the City Solicitor, the Executive Director, Court Services and the City Manager.

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

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

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

The Executive Committee recommends that:

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

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

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

The Executive Committee:

1. Referred Item EX28.19 to the Executive Director, Social Development for consideration as part of upcoming social development and community development plans.

At its meeting on November 25, 2025, the Confronting Anti-Black Racism Advisory Committee considered item CR8.5 and made recommendations to City Council.

Summary from the Letter (November 24, 2025) from May Mohamed

Social Development Plans – Citywide Implementation

City Council should consider, in partnership with local neighbourhood coalitions, developing and implementing Social Development Plans (SDPs) / Community Development Plans (CDPs) across all Toronto priority neighbourhoods by 2027.

Evidence-Based Success – Regent Park

The demonstrated success of the Regent Park Social Development Plans—including outcomes identified in the Federation of South Toronto Residents Associations (FoSTRA) White Paper—such as:

- Zero gun-related deaths in 2023;
- Increased youth employment and leadership;
- Strengthened community cohesion and service coordination;
- Resident-led initiatives advancing employment pathways, housing supports, wellness programs; and community-governance models.
 

These outcomes demonstrate Social Development Plans/Community Development Plans are proven tools for strengthening safety, well-being, and community resilience—particularly benefiting Black, Indigenous, and racialized residents.

Federation of South Toronto Residents Associations Submission – Civil Society Support

City Council review the submission from the 29 resident associations represented by the Federation of South Toronto Residents Associations (FoSTRA), circulated October 8, 2025, calling for a citywide Social Development Plans/Community Development Plans rollout as a cornerstone for community safety, social cohesion, and equitable neighbourhood development.

Federation of South Toronto Residents Associations’ October 2025 citywide submission—endorsed by 29 neighbourhood associations—identifies Social Development Plans/Community Development Plans as scalable strategies that improve neighbourhood safety, housing stability, youth employment, tenant advocacy and community-led governance. Neighbourhoods themselves are requesting a formal mechanism to coordinate this work.

Social Need and Economic Pressures

Priority neighbourhoods with large Black and racialized populations are disproportionately affected by, housing unaffordability, youth unemployment, economic pressures including the impacts of U.S. tariffs and gaps in neighbourhood-level supports. Social Development Plans/Community Development Plans offer structured, long-term, neighbourhood-based strategies that address these systemic challenges.

Anti-Black Racism Intervention

City Council recognize that Social Development Plans/Community Development Plans are core anti-Black racism interventions because they:

- Address neighbourhood-level disparities in safety, policing, housing access, and economic mobility;
- Build community capacity within Black and racialized neighbourhoods; and
- Support resident-led and equity-based governance structures.
 

Global Framework Alignment

As highlighted in the Federation of South Toronto Residents Associations White Paper, Social Development Plans/Community Development Plans:

- Align with United Nations Sustainable Development Goals focused on inequality reduction, community resilience, and sustainable cities;
- Reflect the pillars of the United Nations International Decade for People of African Descent; and
- Position Toronto as a leader in community-led urban equity planning.
 

Create opportunities for international partnerships through platforms such as the World Urban Pavilion.

Indicators and Accountability

When developing Social Development Plans City Council should take the following into consideration:

- Develop equity-based indicators and benchmarks to track Social Development Plans/Community Development Plan outcomes through an anti-Black racism lens, including race-disaggregated data related to youth opportunities, community safety, service access, and housing stability; and
- Align tracking with the United Nations International Decade for People of African Descent (Recognition, Justice, Development), United Nations Sustainable Development Goals, and City equity frameworks.
 

Budget Request

City Council request the Mayor to consider, in the development of the 2026 budget, allocating sustainable funding in the range of $250,000-$500,000 annually per neighbourhood to support neighbourhood associations or coalitions leading Social Development Plan implementation.

Thank you for considering our recommendation to fund the development and implementation of Social Development Plans in the 2026 Budget.  This work will further support equitable development, promote community safety, and reduce the prevalence of Anti-Black Racism. We would welcome the opportunity to discuss these recommendations further as the budget is developed.

The Executive Committee:

1. Referred Item EX28.20 to the Mayor for consideration as part of the 2026 Budget.

At its meeting on November 19, 2025 the Housing Rights Advisory Committee considered Item HS8.2.

Summary from the Housing Rights Advisory Committee:

We are writing to recommend ways that the City can use its maximum available resources in the 2026 Budget to progressively advance the right to adequate housing. Our recommendations focus on supports for people in greatest need (i.e., those who are unhoused and those experiencing complex health challenges), renters at risk of evictions, and people who need help gaining access to affordable rental housing. We also suggest ways that the City can improve how it reports on investments in housing and homelessness programs.

The Executive Committee:

1. Referred Item EX28.21 to the City Manager for consideration as part of the City’s continued commitment to progressively realizing the right to adequate housing and future updates to the Interdivisional Protocol on Encampments.

At its meeting on November 19, 2025, the Housing Rights Advisory Committee considered Item HS8.11 and made recommendations to City Council.

 
Summary from the Housing Rights Advisory Committee:

As a member of the Housing Rights Advisory Committee (HRAC) and Chair of its Supporting Unhoused Rights Holders Working Group, it is imperative to my work — and the broader work of the Committee — that the rights of people who are unsheltered and living in encampments are both respected and upheld in the City of Toronto’s policies and practices.

It is therefore of the utmost concern that recent changes to the Interdivisional Protocol on Encampments (IDP), passed by City Council on November 14th 2025, represents retrogression — a violation of unhoused people’s human rights. These changes effectively suspend human rights for encampment residents within prescribed “bubble zones,” including by placing a limit on the number of shelter offers a resident can receive. This is a deliberate incursion on the established human rights principles set out in the original IDP, i.e., retrogression.

The Executive Committee recommends that:

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

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

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

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

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

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

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

The Executive Committee recommends that: 

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

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

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

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

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

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

Reinstating the Lakeshore–Midtown Line would:

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

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

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

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

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

2. Enable more affordable housing in Urban and Rural Communities

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

The discussions focused on:

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

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

By attending, I was able to:

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

My schedule included:

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

Advocacy will continue to focus on:

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

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

The Executive Committee recommends that:

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

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

Key topics addressed included:

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

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

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

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

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

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

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

The Executive Committee recommends that:

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

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

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

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

The Executive Committee:

1. Granted authority, in accordance Section 71- 11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-law), to the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the Chief Procurement Officer to amend the existing Temporary Hospitality Structures contract with Arena Event Services revising the overall target value from $23,000,000 to $25,060,048 net of Harmonized Sales Tax ($25,501,105 net of Harmonized Sales Tax recoveries).

At its meeting on December 2, 2025, the FIFA World Cup 2026 Subcommittee considered Item FWC8.1 and made recommendations to City Council.

Summary from the report (November 18, 2025) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the Chief Procurement Officer

The purpose of this report is to seek authority from the Executive Committee to amend the agreement with Arena Event Services Inc. for the installation of temporary hospitality structures at Toronto Stadium to support additional semi-permanent fit-out equipment and installation. The contract amendment will provide additional funding to improve visitor experience for ticket holders attending the FIFA World Cup 2026 (FWC26), including the addition of HVAC, power, upgraded finishes, janitor closets, and Automatic External Defibrillators.

Authority is being sought to amend the existing Temporary Hospitality Structures contract with Arena Event Services by an incremental value of $2,060,048.00 net of Harmonized Sales Tax, to be fully funded through contributions from Maple Leaf Sports & Entertainment (MLSE) with no impact to the $380.0 million overall budget for the FWC26 as the requirements for these visitor experience improvements is outside the scope required for hosting the FWC26.

The Executive Committee:

1. Received the report on the FIFA World Cup 2026 Final Draw and Match Schedule outlined in the letter (December 9, 2025) from Councillor Mike Colle for information.

On December 5, 2025, the International Federation of Association Football (FIFA) conducted the Final Draw for the FIFA World Cup 2026^TM (FWC26), following which the Match Schedule was released on December 6, 2025.

As Chair of the FIFA World Cup 2026 Subcommittee, I am excited to share the following information with you and request that this be added to the agenda of the December 9th meeting of the Executive Committee with the recommendation that it be received for information:

Final Draw – Group B

·         Canada

·         European Playoff A winner (Italy / Northern Ireland / Wales / Bosnia and Herzegovina)

·         Qatar

·         Switzerland

While we already knew that the three Host Countries, namely Canada, Mexico, and the United States were placed in Group B, Group A, and Group D respectively, we can now look forward to hosting a number of specific national teams and celebrating their presence with the many diverse communities that make up Toronto.

Toronto Match Schedule – all times EST

As the tournament progresses, we will know the two teams coming to Toronto for the July 2nd Round of 32 game.

Impacts on FWC26 Toronto Secretariat Workflow and Next Steps

Provided with the above information, the FWC26 Toronto Secretariat team and numerous other Divisions at the City of Toronto and external delivery partners are entering the next phase of planning for the hosting of the FWC26. Some areas of the work where planning will now be refined are detailed below.

Transportation Planning

The FWC26 Toronto Secretariat has been working closely with partners such as Transportation Services, the TTC, and Metrolinx on how best to get Toronto ready for the FWC26. Now that the match times are known, working groups can develop more specific plans for matchdays while solving for questions around road closures, ingress and egress from Toronto Stadium and FIFA Fan Festival, and requirements for any by-law amendments such as changes to parking regulations that will need to be brought forward for approvals.

FIFA Fan Festival

One of the most significant implications of the release of the final draw and match schedule is on the operations and timing of Toronto’s FIFA Fan Festival, and the potential by-law exemptions that would need to be approved with respect to the Fort York National Historic Site and The Bentway.

Communications Planning – “Know Before You Go”

The release of the FWC26 Draw and Match Schedule has already sparked heightened public and media interest, and excitement, across Toronto. To address this, the Communications Division, together with its partner organizations, is working to ensure residents and visitors to Toronto know what to expect during the event with a “Know Before You Go” campaign.

Local Neighbourhood Preparations with Liberty Village and Fort York

FWC26 Secretariat staff, in partnership with the Communications Division, Transportation Services, Economic Development and Culture, and Deputy Mayor Malik’s office, will continue to engage with residents and businesses in Ward 10 with the goal of ensuring the FWC26 experience is enjoyable and safe for everyone.

Culture and Community

Working in tandem with the Economic Development and Culture Division and Strategic Protocol and External Relations, heightened engagement with community partners, relevant Business Improvement Areas, the Consular Corps and other stakeholders will support initiatives that showcase and celebrate Toronto’s diverse communities, with particular focus on communities and Consulates of those nations playing matches in Toronto.

The Executive Committee recommends that:

1. City Council authorize the extension of the:

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

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

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

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

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

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

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

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

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.