Decisions

The Infrastructure and Environment Committee recommends that:

1. City Council direct the Deputy City Manager, Infrastructure Services to improve project execution by developing an enhanced Integrated Project Management Framework, that includes responsive on-site contract management to facilitate faster decision-making in the field, with development and implementation beginning in 2025.

2. City Council direct the Chief Engineer and Executive Director, Engineering and Construction Services, to embed the community engagement function into the project management framework, ensuring better communication tools and responsiveness, including moving towards area-based engagement teams with a phased rollout starting in 2025.

3. City Council direct the Chief Engineer and Executive Director of Engineering and Construction Services, and the Chief Procurement Officer, in coordination with relevant Infrastructure Services divisions and Legal Services as needed, to enhance the City's contractor qualification procedures, strengthen the contractor code of conduct beginning in 2025, and implement an enhanced performance management program starting in 2026.

4. City Council direct the Chief Engineer and Executive Director, Engineering and Construction Services and the Chief Procurement Officer in coordination with other Infrastructure Services divisions and Legal Services to develop new contracts, forms, templates and procedures for alternative delivery models with the initial Construction Manager at Risk model to be completed by the end of 2025 and additional alternative delivery models to be reviewed and implemented when appropriate in future years.

5. City Council direct the Director, Strategic Capital Coordination Office to publish a project pipeline by the first quarter of 2026.

6. City Council increase the 2025 Operating Budget for Engineering and Construction Services by approximately $0.360 million gross and $0 net for four new temporary positions for a term of 2 years, fully funded from the 2025-2034 Capital Budget and Plan for Transportation Services (50 percent) and 2025-2034 Capital Budget and Plan for Toronto Water (50 percent) for the implementation and delivery of the Enhancing Capital Construction Delivery program.

7. City Council increase the 2025 Operating Budget for Toronto Water by $0.085 million gross and $0 net for one new temporary position for a term of 2 years, fully funded from the 2025-2034 Capital Budget and Plan for Toronto Water for the implementation and delivery of the Enhancing Capital Construction Delivery program.

8. City Council increase the 2025 Operating Budget for Transportation Services by $0.085 million gross and $0 net for one new temporary position for a term of 2 years, fully funded from the 2025-2034 Capital Budget and Plan for Transportation Services for the implementation and delivery of the Enhancing Capital Construction Delivery program.

9. City Council increase the 2025 Operating Budget for Legal Services by $0.127 million gross and $0 net for one new temporary position for a term of 2 years, fully funded from the 2025-2034 Capital Budget and Plan for Transportation Services (50 percent) and 2025-2034 Capital Budget and Plan for Toronto Water (50 percent) for the implementation and delivery of the Enhancing Capital Construction Delivery program.

10. City Council request the Mayor to consider including the required resources in the 2026 Budget process for Engineering and Construction Services to maintain the positions approved in Recommendations 6, 7, 8 and 9 for continued implementation and delivery of the Enhancing Capital Construction Delivery program.

11. City Council direct the Deputy City Manager, Infrastructure Services, and the Chief Procurement Officer to report back in the second quarter of 2026 on the progress of the Enhancing Capital Construction Delivery program.

12. City Council direct the Deputy City Manager, Infrastructure Services, as part of the Enhancing Capital Construction Delivery program's objective to Enhance Community Engagement and Transparency, to explore options, and implement changes, to posted construction signage for major City-led infrastructure projects to promote improvements and awareness that the project is funded by the City of Toronto.
 

13. City Council direct the General Manager, Transportation Services, in coordination with the Executive Director, Transit Expansion, to work with Metrolinx to enhance construction coordination on overlapping City and Metrolinx capital projects in the Thorncliffe Park and Leaside Business Park area, and to seek any additional funding required from Metrolinx.

14. City Council direct the Deputy City Manager, Infrastructure Services to report annually to Infrastructure and Environment Committee, starting with the second Strategic Capital Coordination Office Annual Report, on capital delivery coordination and delivery of key performance metrics, including established targets, related to program and project delivery performance, including overall reliability, consultant and contractor accountability and community engagement effectiveness.

Judy Tse, Director, Strategic Policy and Programs, Jennifer Graham Harkness, Chief Engineer and Executive Director, Engineering and Construction Services, and Roger Browne, Director, Traffic Management, gave a presentation on Strategic Capital Coordination: An Integrated Approach to Capital Coordination, Delivery and Congestion Management.

Toronto is undergoing an unprecedented wave of infrastructure investment to modernize aging assets, meet the demands of growth, enhance mobility, and build resilience—all while managing record congestion.

The Evolution of Canada’s Largest Municipal Capital Program

The City’s Infrastructure Services service area oversees Toronto’s most significant capital programs, including Toronto Water, Transportation Services, and Solid Waste Management, and manages the largest municipal capital program in Canada. In 2025, it is projected to invest more than $2 billion. Engineering and Construction Services, responsible for delivering the major projects in this portfolio, has nearly tripled its capital delivery rate over the past ten years, now exceeding $1 billion annually. As Toronto continues investing in growth, resilience, and state-of-good-repair projects, this number is expected to rise further.

Essential Infrastructure Needs

These investments are essential to Toronto’s economic competitiveness and livability, ensuring residents, businesses, and future developments have access to reliable infrastructure, including roads, sidewalks, transit, sewers, and watermains. They also enhance the city’s resilience by upgrading and adapting infrastructure to help withstand the increasing impacts of extreme weather.

Current Challenges

Delivering capital construction projects efficiently has become progressively challenging due to increasingly complex coordination requirements, procurement practices that have not kept pace with evolving needs, and capital construction delivery project management methodologies that have not adapted to the growing delivery rate and complexity of coordination.

A Comprehensive, Integrated Strategy

A four-pronged, systems-based strategy is being recommended to address these challenges by integrating capital coordination, project delivery, procurement, and congestion management into a unified framework. Outlined in the following reports, this approach will be reviewed by the respective Committees in April and presented to City Council for consideration at its meeting on April 23-25.

1. Strategic Capital Coordination Office - First Annual Report

- Focus: Foundational steps in program coordination

- To be considered by the Infrastructure and Environment Committee on April 9, 2025

2. Enhancing Capital Construction Delivery (this report)

- Focus: Improving project execution to align with the growing delivery rate and increasing coordination complexity

- To be considered by the Infrastructure and Environment Committee on April 9, 2025

3. Review of Bid Award Panel

- Focus: Modernizing procurement practices to better support evolving project delivery needs and industry capacity

- To be considered by the General Government Committee on April 7, 2025.

4. Congestion Management Update

- Focus: Managing congestion, including mitigating the impacts of critical construction on mobility

- To be considered by the Infrastructure and Environment Committee on April 9, 2025

Significant construction will remain a visible part of Toronto’s landscape, making it important to set realistic expectations. Coordinating infrastructure projects at this scale is inherently complex—tough choices are sometimes required, and the process may not always appear seamless. Essential projects like sewer upgrades, watermain replacements and road improvements will have temporary impacts and can be disruptive. While modernizing procurement is necessary, a natural and healthy tension will continue to exist between meeting industry needs and safeguarding the city's interests. Congestion is a multifaceted challenge that is not solved by enhanced capital construction delivery alone. However, a data-driven, well-coordinated and strategic approach with clear goals will help minimize disruption, improve mobility, and maximize the impact of infrastructure investments.

Towards More Efficient Capital Delivery

The Enhancing Capital Construction Delivery program will follow an agile implementation approach, delivering improvements quickly and continuously. It will be supported by an enhanced Integrated Project Management Framework, strong performance metrics, cross-divisional collaboration, leadership support, dedicated staff resources, and a commitment to culture change.

By strengthening planning, execution, and industry accountability, the program will support reliable, scalable project delivery. Success also relies on strong partnerships with engineering consultants and construction contractors, providing them with the clarity and confidence needed to plan and bid effectively. Prioritizing transparency and measurable results will further strengthen public trust.

This marks the beginning of a structured transformation, delivering near-term improvements while laying the foundation for lasting, system-wide change.

The Infrastructure and Environment Committee recommends that:  

1. City Council direct the Deputy City Manager, Infrastructure Services, to report back to Infrastructure and Environment Committee as part of subsequent annual updates on Strategic Capital Coordination and Congestion Management on how the City is currently using Artificial Intelligence and opportunities to expand the application of Artificial Intelligence in capital coordination, project delivery, and congestion management, including a scan of how it is used in other jurisdictions.

Judy Tse, Director, Strategic Policy and Programs, Jennifer Graham Harkness, Chief Engineer and Executive Director, Engineering and Construction Services, and Roger Browne, Director, Traffic Management, gave a presentation on Strategic Capital Coordination: An Integrated Approach to Capital Coordination, Delivery and Congestion Management.

This first annual report of the Strategic Capital Coordination Office highlights the foundational work completed since its creation in April 2024 to strengthen how the City of Toronto coordinates infrastructure construction across multiple divisions, agencies, utilities, and private partners. As directed by City Council, this report provides a status update on Strategic Capital Coordination Office’s activities and a list of significant forecasted construction projects within the approved capital program.

Year One Progress Highlights

Strategic Capital Coordination Office was established in response to Council’s direction to strengthen capital planning and coordination across City divisions, agencies, utilities, and private developers. The goal of the Strategic Capital Coordination Office is to reduce public disruption, improve project delivery, and support a more integrated, city-wide approach to managing Toronto’s right-of-way space.

In its first year, Strategic Capital Coordination Office has laid the foundation for long-term improvements in how the City plans and delivers construction projects. While process improvements remain a central focus, some of the most impactful progress has come from building alignment and shared accountability among the many partners involved in delivering construction in the City’s right-of-way. Strategic Capital Coordination Office’s work demonstrates a shift from working in silos to working together to deliver infrastructure more efficiently.

Key accomplishments include:

- Improved collaboration with utilities, the Toronto Transit Commission, and other stakeholders to identify and address issues before they impact construction schedules.

- Establishment of an enhanced governance structure to support timely decision-making and increased accountability, consolidating 19 existing coordination tables into five streamlined tables.

- Expansion of the capital coordination process to high-growth cluster areas.

- Better integration of in-year changes to construction programs.

- Implementation of process enhancements to support more efficient city-wide coordination of capital projects.

- Introduction of new performance metrics for continuous improvement.

A Critical Time for Capital Coordination

This first Strategic Capital Coordination Office annual report comes at a critical time. The creation of Strategic Capital Coordination Office in 2024 responded to the growing complexity of Toronto’s construction environment. Over the past decade, the scale of City-led infrastructure programs has expanded significantly, accompanied by increased utility work, rapid private development, more transit projects, and increased congestion.

To address these challenges, a four-pronged, systems-based strategy is being recommended that integrates capital coordination, project delivery, procurement, and congestion management into a unified framework. At the centre of this approach, the Strategic Capital Coordination Office plays a critical coordinating role in bringing together all parts of the system by providing a city-wide lens, structured governance, and consistent engagement with internal and external partners.

Outlined in the following reports, this integrated strategy will be reviewed by the respective Committees, including Infrastructure and Environment Committee on April 9, and General Government Committee on April 7, and presented to City Council for consideration at its meeting on April 23-25, 2025.

1. Strategic Capital Coordination Office (this report) (Infrastructure and Environment Committee)

- Focus: Foundational steps to improve program coordination

2. Enhancing Capital Construction Delivery (Infrastructure and Environment Committee)

- Focus: Improving project execution to meet the pace and complexity of capital delivery

3. Review of Bid Award Panel (General Government Committee)

- Focus: Modernizing procurement to support evolving delivery models and industry capacity

4. Congestion Management Update (Infrastructure and Environment Committee)

- Focus: Reducing the mobility impacts of critical infrastructure construction

The Ongoing Work of Capital Delivery Coordination

Coordinating capital construction in a growing and dynamic city like Toronto is inherently complex. It involves aligning a multitude of projects across City divisions, external agencies, utilities, private developers, and transit operators, each with their own priorities, timelines, and constraints. Projects must navigate limited space in the right-of-way, aging infrastructure, and a congested urban environment, all while minimizing disruption to the public.

This complexity means that while there will be immediate benefits, many outcomes including improved reliability, reduced conflict, and greater efficiency, will require sustained effort and long-term commitment. The Strategic Capital Coordination Office’s focus on governance, stakeholder collaboration, performance measurement, and process improvement provide a strong foundation for continued progress.

As the City continues to invest in critical infrastructure and respond to growth pressures, Strategic Capital Coordination Office’s role in coordinating construction activity is already contributing to more consistent and predictable city-wide capital program planning. The early accomplishments outlined in this report reflect measurable progress in reducing duplication, improving communication, and identifying potential conflicts earlier. Ongoing implementation of governance and process reforms, expansion of long-range planning in cluster areas, and continued collaboration with internal and external partners will help Strategic Capital Coordination Office fulfill its mandate and deliver meaningful results.

The Infrastructure and Environment Committee recommends that:

1. City Council direct the General Manager, Transportation Services to report back on the effectiveness of the traffic mitigation measures implemented to support the Gardiner and King / Church construction, Gardiner-Harbour Nexus, and the Liberty Village traffic mitigation plans, in the fall Congestion Management Plan report.

2. City Council authorize Transportation Services Division in cooperation with Economic Development and Culture Division, to allow Green Market Acceleration Program to expand the definition of "local" to include Greater Toronto and Hamilton Area, Greater Golden Horseshoe Area and Ontario green industry technology companies, and intake projects funded by Ontario Centre of Innovation for small and medium enterprise businesses outside of Toronto, Greater Toronto and Hamilton Area and Greater Golden Horseshoe Area, to include all Ontario businesses. This would encourage significant Canadian participation in the innovation ecosystem and invite more technology companies to commercialize, have physical presence in Toronto, operate physical space and or directly employ people in the City of Toronto.  

3. City Council authorize the General Manager, Transportation Services to negotiate and enter into a contract with pointA for the amount of $400,000.00 net of all taxes and charges ($407,040 net of Harmonized Sales Tax recoveries), for the delivery of Smart Commute Program services in Transportation Management Associations for a one (1) year period from May 1, 2025 to March 31, 2026, on terms and conditions satisfactory to the General Manager, Transportation Services and in a form satisfactory to the City Solicitor.

4. City Council direct the General Manager, Transportation Services, to undertake all necessary steps including public consultation for the implementation of an escalating Road Disruption Activity Reporting System fee, and report back to enable the fees to take effect in September 2025.

5. City Council direct the General Manager, Transportation Services report back on the effectiveness of the Road Disruption Activity Reporting System Fees in the fall Congestion Management Plan report, along with an update on the plans for a Construction Congestion Management Levy.

6. City Council direct the General Manager of Transportation Services, in consultation with the Executive Director of the Housing Secretariat and the Executive Director of Development Review, to report back on the feasibility of and steps required to implement an exemption to the Road Disruption Activity Reporting System fees for development projects containing affordable housing.

7. City Council direct the General Manager, Transportation Services in consultation with the Toronto Transit Commission to develop a strategy for expansion of the City’s existing Transit Signal Priority systems to all high ridership corridors and report on this to Infrastructure and Environment Committee as part of the the fall Congestion Management Plan update.

8. City Council request the General Manager, Transportation Services to work with the Toronto Transit Commission and the Toronto Police Service to develop a plan to significantly reduce the number of streetcar delays due to improperly parked vehicles, including exploring higher fines, and options for increased enforcement and improved timeframes for towing.

Judy Tse, Director, Strategic Policy and Programs, Jennifer Graham Harkness, Chief Engineer and Executive Director, Engineering and Construction Services, and Roger Browne, Director, Traffic Management, gave a presentation on Strategic Capital Coordination: An Integrated Approach to Capital Coordination, Delivery and Congestion Management.

Transportation Services is continuing to manage congestion across the City of Toronto in light of a population growth that saw 125,756 more people in Toronto in just one year, a 26 percent increase in vehicle registrations since 2014 and being constrained by 5,600 kilometres of road network that hasn't expanded in decades. Additionally, Toronto continues to be the busiest city in all North America in terms of construction due to increased private development activity, major infrastructure renewal and the implementation of higher order transit and the City's traffic data shows that this continues to be the most exacerbating factor towards congestion in the City.

A four-pronged, systems-based strategy is being recommended to address these challenges by integrating capital coordination, project delivery, procurement, and congestion management into a unified framework. Outlined in the following reports, this approach will be reviewed by [the respective Committees / Infrastructure and Environment Committee] in April and presented to City Council for consideration at its meeting on April 23-25.

1. Strategic Capital Coordination Office - First Annual Report

- Focus: Foundational steps in program coordination

2. Enhancing Capital Construction Delivery

- Focus: Improving project execution to align with the growing delivery rate and increasing coordination complexity

3. Review of Bid Award Panel

- Focus: Modernizing procurement practices to better support evolving project delivery needs and industry capacity

4. Congestion Management Plan - 2025 Update (this report)

- Focus: Managing congestion including mitigating the impacts of critical construction on mobility

One critical piece of this overall strategy to better mitigate the impacts of congestion within the City is the Congestion Management Plan. The updated Congestion Management Plan outlined in this report provides an additional set of measures that will be implemented to mitigate the congestion impacts of major capital construction projects planned in 2025, in parallel with temporary closures associated with private development and critical utility work.

The following are the five (5) key congestion management measures being undertaken in 2025:

- Leveraging technology to move people as efficiently and as safe as possible

- Helping transit move faster and more reliably.

- Managing intersections with on-the-ground traffic management and enforcement support.

- Enhancing traffic management for major special events and adopting a travel demand strategy around major events.

- Active planning and coordination of City-wide construction projects in year.

In addition to the key measures listed above, this report also provides an update on key items requested by Council as part of the adoption of the 2024 Congestion Management Plan update. It also includes an update on the partnership with the Ontario Innovation Network to pilot, test and develop new innovative technology solutions targeted at mitigating congestion and improving accessibility for all road users.

Staff have also reviewed the Toronto Regional Board of Trade's report, "Breaking Gridlock: Congestion Action Plan for Toronto", and this report includes a comparison of the recommendations in the Toronto Regional Board of Trade report with the current Congestion Management Plan, including some commentary on those recommendations.

While the recommendations in this report will not eliminate congestion, they provide the next steps to actively manage congestion against the ongoing pressures of growth and development that continue to shape our city.

As this report is an update and responds to previous Council requests, Transportation Services will be bringing forward a report on an updated Congestion Management Plan in the fall of 2025. This follow-up report will provide details on the effectiveness of the congestion management measures in 2025 as well as the plan and funding requirements going forward over the next five (5) years.

The Infrastructure and Environment Committee recommends that:

1. City Council amend City of Toronto Municipal Code Chapter 937, Temporary Closing of Highways, to delegate to the General Manager, Transportation Services, until December 31, 2026, inclusive, the authority to temporarily close to vehicular and pedestrian traffic any highway or portion of highway for a period up to 365 consecutive days but ending no later than December 31, 2026, inclusive, with the exception of those highways listed in Section 937-4 of Code Chapter 937, as required for the purpose of construction of the Easier Access Projects, and City Council exempt the General Manager of Transportation Services, in carrying out this delegated authority from Section 937-5 of Chapter 937, that being the requirement to notify the local Ward Councillor of the pending closure and the requirement to report on the proposed closure if so requested by the local Ward Councillor.

2. City Council amend City of Toronto Municipal Code Chapter 27, Council Procedures, to provide that the current delegation to Community Council to temporarily close public lanes or public alleys, local roads, collector roads, and minor arterial roads does not include closures delegated to the General Manager, Transportation Services, in carrying out the authority in Part 1 above.

3. City Council direct the General Manager, Transportation Services, to report to the Infrastructure and Environment Committee by the end of 2025 on the five projects listed in in Table 1 in the report (March 31, 2025) from the General Manager, Transportation Services, which require extensions into 2026, with details of the anticipated traffic impacts, the traffic impact mitigation measures implemented and steps and measures taken to ensure the amount and duration of lane closures are minimized.

4. City Council request the General Manager, Transportation Services, report to Infrastructure and Environment Committee with information on:

a. any necessary authorities for lane closures greater than 30 days for the first Traction Power Upgrade project in Table 2, contract S75-7 in the report (March 31, 2025) from the General Manager, Transportation Services, including details of the anticipated traffic impacts, the traffic impact mitigation measures to be implemented and steps and measures taken to ensure the amount and duration of lane closures are minimized; and

b. the delegated authority being sought in Recommendation 2 in the report (March 31, 2025)  from the General Manager, Transportation Services for the remaining five Traction Power Upgrade projects in described in Table 2 in the report (March 31, 2025) from the General Manager, Transportation Services.

The Toronto Transit Commission's Easier Access Phase Three project involves work to complete the construction of accessibility retrofits at Toronto Transit Commission subway stations, including elevators and associated architectural, structural, mechanical, and electrical modifications. As the Easier Access Phase Three program is nearing completion, the requirement for temporary road closures beyond thirty days, extending into 2026, have been identified for five stations, including King, Spadina, Museum, Old Mill, and Islington.

The purpose of this report is to request delegated authority to the General Manager, Transportation Services, until December 31, 2032, inclusive, to temporarily close to vehicular traffic and pedestrian traffic any highway or portion of highway, with the exclusion of those highways listed in Section 937-4 of City of Toronto Municipal Code Chapter 937, Temporary Closing of Highways, up to 365 consecutive days, but ending no later than December 31, 2032, inclusive, as required for the purposes of the Toronto Transit Commission's Easier Access Phase Three and Traction Power Upgrade projects in order to meet both Accessibility for Ontarians with Disabilities Act requirements, and requirements to upgrade traction power infrastructure ahead of the major transit line expansions being executed by both Metrolinx and the Toronto Transit Commission.

This report seeks authority to make associated amendments to Code Chapter 937 and City of Toronto Municipal Code Chapter 27, Council Procedures.

Without the delegation of this authority, approximately 11 reports will be required seeking Council approval to grant road / lane closures lasting more than thirty days. The scope of these projects will require boulevard, sidewalk, road, and / or laneway closures associated with excavation, utility relocation, underground construction, and streetscape restoration that will extend beyond thirty days. Delegating this authority to the General Manager, Transportation Services, will significantly reduce the administrative burden on City of Toronto and Toronto Transit Commission project staff, enabling all parties to focus on working with the contractor, local ward councillors and the community to maximize the effectiveness of traffic management and construction scheduling, while minimizing the chance of project delay.

The Infrastructure and Environment Committee recommends that:  

1. City Council authorize the General Manager, Solid Waste Management Services to negotiate and execute any service agreements or amending agreements with any private commercial waste management service provider or municipal entity, for the City of Toronto to be contracted to provide a new premium Drop and Load services and / or Drop and Load service that includes haulage to a third party landfill, based on terms and conditions outlined in this report, for the management of garbage at the City's transfer stations for a period of up to ten (10) years, ending on December 31, 2035, on terms acceptable to the General Manager, Solid Waste Management Services and in a form satisfactory to the City Solicitor.

2. City Council authorize the General Manager, Solid Waste Management Services to negotiate and execute any agreements or amending agreements with any private commercial waste management service provider, only where cost effective, for transfer station services, haulage services, processing services, and any related services for Blue Bin Materials that the City continues to collect from non-eligible sources, for a period of up to ten (10) years, ending on December 31, 2035, on terms acceptable to the General Manager, Solid Waste Management Services and in a form satisfactory to the City Solicitor.

3. City Council, recognizing that the City is no longer required to collect and manage recycling material from eligible sources under Ontario Regulation 391/21, direct the General Manager, Solid Waste Management Services to remove from the waste calendar any references to recycling material collection from eligible sources.

4. City Council authorize the General Manager, Solid Waste Management Services to negotiate an agreement with the Common Collection System Administrator for the City to be a service provider on a new operational model for collecting public space recycling, inclusive of each term and condition stated below and on other terms and conditions acceptable to the General Manager, Solid Waste Management Services, and are in a form satisfactory to the City Solicitor, and to report back to City Council with a draft of the final agreement prior to execution: no financial penalty for contamination; receive at a minimum full cost recovery; Blue Box Materials must go through the City's transfer station network; and the City must provide both City parks and street recycle bin collection.

5. City Council authorize the General Manager, Solid Waste Management Services to negotiate and execute an agreement with Common Collection System Administrator, for the City of Toronto to sell City parks recycling bin assets, based on terms and conditions stated below and on other terms acceptable to the General Manager, Solid Waste Management Services, and in a form satisfactory to the City Solicitor: negotiations for the sale of City-owned parks recycling bins will only proceed if a public space collection service provider agreement cannot be successfully negotiated, bins must be branded or stickered at the expense of the Common Collection System Administrator.

6. City Council direct the General Manager, Solid Waste Management Services to:

a. Distribute the 2026 waste collection schedules through a full standalone mailing in the fourth quarter of 2025; and

b. Report to City Council, through the 2026 budget process, on any further recommendations for the distribution of waste collection schedules.

7. City Council authorize the General Manager, Solid Waste Management Services, to increase Solid Waste Management Services staff complement by four (4) positions, to create a Customer Care team to support collection operations with customer care needs following the transition of the Blue Box program to Extended Producer Responsibility.

The purpose of this staff report is to provide City Council with an update on Solid Waste Management Services' preparation for the Post-Transition Phase (2026 and beyond) of the Blue Box Program's transition to Extended Producer Responsibility. Specifically, this report provides an overview of the following: the recommended utilization of the City's transfer stations post-2025; post-transition operational planning discussions with Circular Materials; public space recycling update, system optimization changes to maintain collection efficiency; and recent advocacy activities.

In addition, as directed by City Council, this report provides an update on the communication plan to inform residents of service provision changes in advance of the Post-Transition Phase.

The Infrastructure and Environment Committee recommends that:  

1. City Council authorize the General Manager, Solid Waste Management Services or designate to negotiate, enter into, and execute any new or amending agreements, or acknowledgements - including on the basis of a non-competitive procurement under Toronto Municipal Code Chapter 195, Purchasing - for contingency external organics processing and external waste haulage up to $2,500,000 per vendor and not to exceed $12,500,000 in total expenditures, on terms acceptable to the General Manager, Solid Waste Management Services, and on terms satisfactory to the City Solicitor.

The City's Green Bin program helps to divert waste from landfill by collecting and

processing organics from approximately 460,000 single-family homes, and approximately half of apartment and condominium units, as well as small businesses, schools and City Divisions, Agencies and Corporations. The City of Toronto owns and operates two organic processing facilities: the Disco Road Organics Processing Facility and the Dufferin Organics Processing Facility. The Disco Road Organics Processing Facility is designed to process 75,000 tonnes of organics per year and the Dufferin Organics Processing Facility is designed to process 55,000 tonnes of organics per year, for a combined City-owned processing capacity of 130,000 tonnes per year. Solid Waste Management Services is currently collecting approximately 168,500 tonnes of organics annually and utilizing third-party processors to supplement the City's processing capacity.

Late last year, the Dufferin Organics Processing Facility experienced various challenges which made it unable to process material. To assist with meeting processing capacity shortfalls, Solid Waste Management Services utilized existing third-party processors and non-competitive procurements.

The purpose of this report is to provide an update on the Dufferin Organics Processing Facility and seek authority to secure additional external organics processing capacity and external haulage, on an as needed or contingency basis to ensure continuity of processing of Green Bin organics in the event of unexpected facility issues and throughout the Council-approved expansion of the Disco Road Organics Processing Facility and improvements to the Dufferin Organics Processing Facility.

The Infrastructure and Environment Committee recommends that:

1. City Council direct the General Manager, Toronto Water, and the Chief Engineer and Executive Director, Engineering and Construction Services, as part of the Enhancing the Capital Construction Delivery Process Initiative, to implement a plan to accelerate delivery of projects identified through the Basement Flooding Protection Program that meet the cost per benefitting property threshold, contingent on the outcome of Recommendation 2.

2. City Council request the General Manager, Toronto Water and the Chief Financial Officer and Treasurer, to report back to City Council through the 2026 Budget Process, on the capital delivery resources and cash flow requirements necessary to support the accelerated delivery of the Basement Flooding Protection Program and highlight any challenges or obstacles constraining acceleration.

This report provides a status update on the Basement Flooding Protection Program, including the completion of studies and the ongoing and future implementation of Basement Flooding Protection Program infrastructure upgrades in alignment with the City's recent efforts to enhance capital construction delivery. It also recommends implementing a plan to accelerate project delivery.

Since its inception in 2006, the Basement Flooding Protection Program has made substantial progress, successfully completing all 67 Basement Flooding studies across the city. These studies have identified nearly 1,200 recommended projects, valued at approximately $18 billion in construction costs, aimed at reducing urban flooding risks. Of those projects identified, approximately 650 were found to meet the program's cost per benefitting property threshold and are eligible to progress to design and construction. At the current rate of project delivery, these projects will take about 50 years to complete. To date, 167 projects have been constructed, reducing flood risk for an estimated 31,000 benefitting properties.

With all studies now complete and following the storm events of the summer of 2024, Council requested an assessment of options to accelerate the construction of the remaining Basement Flooding Protection Program projects taking into consideration findings from Engineering and Construction Services’ review of capital delivery models for large complex municipal infrastructure programs and projects.

The Basement Flooding Protection Program, delivered by Engineering and Construction Services, will align with the recommendations from the Enhancing the Capital Construction Delivery Process Initiative, a culmination of industry research, City-led analysis, and Council direction. This may include improvements to project execution through the Integrated Project Management Framework, enhancements to community engagement, refinement of procurement and vendor management, and the exploration of new delivery models and contracts. These measures will increase efficiency and accelerate the delivery of Basement Flooding Protection Program projects.

Preliminary estimates suggest that if Toronto Water increased annual Basement Flooding Protection Program construction expenditures by $50 million, and the necessary resources and supports (such as procurement and contract management frameworks) were in place, the delivery rate could increase by 50 percent. This would benefit an additional 1,000 properties per year and reduce the schedule to complete Basement Flooding Protection Program projects within the cost per benefitting property threshold from 50 years to approximately 35 years.

The Infrastructure and Environment Committee recommends that:

1. City Council request the the General Manager, Transportation Services, and the Chief Engineer and Executive Director, Engineering and Construction Services, to investigate options to accelerate the installation of barriers and related construction on the Leaside Bridge, in line with the new Enhancing Capital Construction delivery program and Integrated Project Management Framework.
 

2. City Council request the General Manager, Transportation Services, and Chief Engineer and Executive Director, Engineering and Construction Services, in consultation with Toronto Public Health, to implement immediate safety measures where possible and report back to September 26, 2025 meeting of Infrastructure and Environment Committee with an update and plans for further interim safety measures, including potential costs and timelines for installation.

3. City Council direct the General Manager, Transportation Services, in consultation with Toronto Public Health, to request the Provincial Deputy Minister of Transportation, Deputy Minister of Infrastructure, and Deputy Minister of Health help fund the implementation of suicide prevention infrastructure in Toronto.

4. City Council request the General Manager, Transportation Services and the Chief Procurement Officer to consider using sole-source procurements where possible in order to accelerate the design and / or construction of safety infrastructure on the Leaside Bridge.

The Leaside Bridge, also known as the Millwood Overpass Bridge (Bridge ID 105), has been identified as a high-risk location for suicide. Research indicates that implementing barriers on bridges can significantly reduce suicide deaths, without leading to increased deaths at other locations.

In response to the request from City Council, as well as work planned by Transportation Services following the report Item 2018.EX34.16 adopted by Executive Committee, Transportation Services worked with Engineering and Construction Services to conduct a barrier feasibility study for Leaside Bridge and an associated Heritage Impact Assessment.

This report outlines the study’s findings, evaluates potential alternatives, and provides a summary of next steps to move forward with implementing a permanent solution that balances safety, aesthetics, functionality, constructability and cost.

HELP IS AVAILABLE

If you or someone you know is at risk of suicide, seek help right away. Support is

available from experienced professionals who are ready to listen and assist.

In an emergency: Call 911 if you are in immediate danger, experiencing a crisis, or

need urgent medical assistance.

For suicide support: Call or text 9-8-8 for free, 24/7, and confidential support.

For other services: Call 211 to be connected to mental health and social services.

For more resources: Visit the City of Toronto’s Mental Health Resources page.

You are not alone—help is just a call, text, or click away.

The Infrastructure and Environment Committee recommends that:

1. City Council approve Toronto's Dog Off-Leash Strategy as set out in Attachment 1 to the report (March 27, 2025) from the General Manager, Parks and Recreation, replacing the People, Dogs and Parks - Off-leash Policy, adopted by City Council at its meeting on January 26 and 27, 2010.

Howie Dayton, General Manager, Parks and Recreation, gave a presentation on Toronto's Dog Off-Leash Strategy: A Citywide Approach to Dogs Off-Leash Areas.

In response to Council direction (2023.IE6.8, 2023.MM19.3), this report proposes an updated citywide Toronto Dog Off-Leash Strategy (“Strategy”) to serve as both a framework and decision-making tool to guide planning, locating, designing, building, maintaining, and upgrading off-leash areas, as well as promoting responsible dog ownership through education and enforcement and engaging residents including off-leash area users. In addition, the report proposes guidance for Commercial Dog Walker use of off-leash areas.

Toronto is home to more than three million people, and it is estimated that Toronto may be home to 600,000 or more dogs. Currently the City of Toronto's off-leash area network includes 81 off-leash areas, distributed across 21 wards which vary widely in size, design, amenities, and age. An additional 13 off-leash areas are under development and are anticipated for delivery over the next two years, which will bring the total to 94 off-leash areas in 23 wards by 2027.

Off-leash areas are an important part of Toronto’s park system and have become cherished community assets across the city. Off-leash areas are designated spaces where dogs can exercise, play, and socialize off-leash with other dogs. Off-leash areas enhance the well-being of dog owners by providing spaces for people to socialize with community members, spend time outdoors, and exercise.

Toronto’s Dog Off-Leash Strategy (“Strategy”) represents the next chapter for off-leash areas as the City of Toronto works to improve the park experience for all visitors, including both dogs and people. The Strategy builds on the City's existing approach in place since 2010 for new off-leash area development and seeks to refine and update to reflect Toronto's growth that has seen more people and dogs living together in increasingly dense communities and sharing limited parkland with many competing demands. Toronto’s updated Strategy takes a citywide approach and is underpinned by the following goals:

Goal 1: Plan Proactively. Implement a citywide and proactive approach to planning for new off-leash area development integrated with the Parks and Recreation Facilities Plan.

Goal 2: Engage Community. Reinforce and strengthen the important role that residents including off-leash area users play in creating well-functioning and welcoming spaces across the off-leash area network.

Goal 3: Design, Locate, and Build Quality off-leash areas. Locate and build off-leash areas to a high and consistent standard with consideration to adjacent land uses and the natural environment.

Goal 4: Maintain - Keep Every off-leash area Clean and Well-Cared For. Maintain off-leash areas to a high and consistent standard.

Goal 5: Improve - Sustain and Increase Value. Improve existing off-leash areas through ongoing state-of-good repair investments.

Goal 6: Ensure Responsible Use of off-leash areas. Communicate and enforce simple and consistent rules of conduct at off-leash areas to support bylaw compliance through education and enforcement.

Goal 7: Commercial Dog Walker Access. Support Commercial Dog Walker access to off-leash areas by implementing guidance at new off-leash areas.

The review was informed by extensive public and off-leash area user engagement, a review of best practices from jurisdictions in Canada and internationally, as well as the City-wide Study for Existing City of Toronto Dogs Off-Leash Areas ("2021 Study"), which has guided a number City improvements to off-leash area design, operations and maintenance, and administration to date. The work was undertaken through a combination of staff efforts supported by the consulting services of thinc design, a Toronto-based landscape architecture and planning firm. In addition, an interdivisional staff team that included representatives from Environment, Climate and Forestry, Municipal Licensing and Standards, and six Parks and Recreation branches provided leadership and oversight on this review. Further City Planning, and Solid Waste Management Services were consulted and provided advice.

This updated approach is supported by stakeholders who have encouraged the City to take a more proactive and comprehensive approach to off-leash area planning, design, maintenance, and stewardship, commensurate with off-leash area approaches in other major cities. If approved, the Strategy will replace the City's 2010 Off-leash Policy.

Finally, this report, as requested by City Council, also explored the feasibility of an off-leash dog track or an off-leash area along the York Beltline Trail in response to 2024.IE11.10. Staff have reviewed the location with the Ward Councillor with a view to serve as many people and dogs as possible. Discussions are ongoing. No further report back is anticipated at this time.

The Infrastructure and Environment Committee:

1. Received the report (March 27, 2025) from the General Manager, Parks and Recreation for information. 

Tennis Canada has expressed interest in collaborating with the City of Toronto to enhance access to year-round tennis by contributing up to two million dollars towards the installation of community tennis bubble.

This report responds to City Council’s direction (2024.MM18.21) for Parks and Recreation to identify an appropriate site to advance the delivery of an accessible and affordable year-round tennis facility with Tennis Canada. This report identifies Centennial Park as the preferred site and provides an update to Council on next steps.

The Infrastructure and Environment Committee recommends that:

1. City Council request the General Manager, Solid Waste Management Services, to consider changing the garbage collection schedule for the west-end areas of Ossington Avenue, Queen Street West, and College Promenade areas from Thursdays to off-peak evenings such as Monday or Tuesday, in order to support the upcoming patio season and enhance the overall experience for residents and visitors, and

a. Engage and consult with local residents, businesses, the Ossington Business Improvement Area, the Queen West Business Improvement Area and the College Promenade Business Improvement Area to gather their input on whether this change would meet the community's needs; and

b. Report to Infrastructure and Environment Committee, as needed, with any recommendations resulting from the consultations with residents, businesses, and the Business Improvement Area.

As we approach the patio season, the busiest evenings for hospitality and retail services in the west-end areas of Ossington, Queen West, and College Promenade are Thursday through Saturday.

Currently, garbage collection is scheduled for Thursday nights, which has been identified as a less-than-ideal time for both residents and businesses.

1. Impact on Dining Experience: The presence of garbage bins on Thursday nights negatively impacts the dining experience for patrons enjoying the vibrant nightlife and outdoor dining options.

2. Feedback from Community: Numerous residents and commercial businesses have expressed concerns that Thursday is not the best night for garbage collection.

3. Support for Night Economy: Adjusting the garbage collection schedule to an off-peak evening such as Monday or Tuesday would better support the thriving night economy by ensuring cleaner streets during peak business hours.

By adjusting the garbage collection schedule, we can create a more pleasant environment for dining and shopping, thereby supporting the local economy and improving the quality of life for residents and visitors alike.

The Infrastructure and Environment Committee:

1. Directed the Chief Building Official, in consultation with Executive Director, Municipal Licencing and Standards and other relevant divisions to report back to the Infrastructure and Environment Committee in the first quarter of 2026 on a plan to reduce dust from commercial and multi-residential construction and demolition, including:
 

a. the feasibility of amending Chapter 363 of the Municipal Code to permit the Chief Building Official to revoke building and demolition permits when permit holders fail to implement adequate attenuating measures to prevent dust; and
 

b. the feasibility of amending the existing Dust By-law (Chapter 417 of the Municipal Code) to include multi-residential and commercial construction and residential demolition permits to allow enforcement against owners who fail to take the preventative measures against dust as described in § 417-2.2 paragraph B.

2. Requested the Chief Building Official and Executive Director, Toronto Building, in consultation with the Executive Director, Municipal Licensing and Standards, to consider options to enhance communications with building permit applicants about by-law requirements to limit dust, and measures to mitigate impacts on neighbouring properties, including providing more detailed guidance at the time of building permit issuance.

Provincial legislation permits Toronto Public Health to undertake enforcement against dust that causes a health hazard. Toronto Building is responsible for nuisance dust, or dust that is not considered a health hazard. When construction or demolition blankets neighbourhoods with nuisance dust, Toronto Building’s strongest means of recourse is currently to give developers a stern request to implement dust control measures. As many of my constituents affected by recent construction and demolition will attest, that is unacceptable. Nuisance causes shortness of breath, eye irritation, and, especially for asthmatic residents, potentially life-threatening long-term respiratory issues. Moreover, it inconveniences property owners with increased cleaning and filter replacement costs.

This motion seeks to explore giving the Chief Building Officer stronger enforcement powers against property owners who flout their responsibility to the community by failing to implement adequate dust control measures. Potential enforcement options include revoking demolition or building permits or imposing penalties under the existing Dust By-law, which currently does not apply to multi-residential construction or demolition.

Some amount of dust from construction or demolition is inevitable, and my motion recognizes this by preserving the existing exception in the Dust By-law for owners that implement dust control measures. Yet it is clear from the images sent to me by constituents of cars and homes being covered in dust and stories of asthmatic residents struggling to breathe that property owners, and the City, must do better.