Agenda

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

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This agenda and any supplementary materials submitted to the City Clerk can be found online at www.toronto.ca/council. Visit the website for access to all agendas, reports, decisions and minutes of City Council and its Committees and Boards.

Declarations of Interest under the Municipal Conflict of Interest Act

Confirmation of Minutes -  December 9, 2025

Speakers/Presentations - The speakers list will be posted online at 8:30 a.m. on March 10, 2026.

Communications/Reports

Mayor Olivia Chow recommends that:

1. City Council receive this letter for information.

I am proud to share that Toronto has been awarded the Bloomberg Philanthropies 2025-2026 Mayors Challenge prize in recognition of our ambitious vision for Toronto’s school food program. We are one of just 24 winners selected out of 630 participating cities worldwide. The City will receive $1.4 million as we work with community partners to expand bulk purchasing of food, lowering food costs while supporting local jobs and Canadian farmers. The prize is an investment in our vision, and it comes with two years of expert support and dedicated funding for staff to help bring this vision to life.

The Bloomberg Prize comes on the heels of my 2026 budget, which made critical investments to reduce the cost of living, including a $7 million boost to expand school food programs to an additional 155 schools and 62,000 students this year. The City’s support for morning meal programs provides immediate relief on grocery bills, delivering almost $900 in savings for families with two kids. Since the beginning of my term, the City has boosted investment in school food programs by more than 80 per cent. We are on track to provide meals to every one of the 330,000 public school students in the City this year.

Attached is an overview of the bulk purchasing program that will be supported by the Bloomberg Prize. This is a system-level shift — work that will reshape the food economy in our City. Bulk purchasing and coordinating logistics can drive down our food costs by more than 10 percent. We hope to use the City’s vast purchasing power, together with community partners, to source more food locally, at low cost, supporting local jobs – not mega chains or US-based food suppliers.

The Deputy City Manager, Development and Growth Services recommends that:

1. City Council authorize the Director, Real Estate Services, to negotiate, enter into, and execute a lease or licence agreement with the Toronto Port Lands Company for nominal consideration to provide the City with access to lands for site investigations, site preparation (including the construction of enabling infrastructure), environmental remediation, interim activation and any other early works related to the Ookwemin Minising Phase 1, on such terms and conditions satisfactory to the Director, Real Estate Services  and in a form satisfactory to the City Solicitor.

2. City Council authorize the Director, Real Estate Services to negotiate, enter into, and execute agreements, including agreements with Waterfront Toronto and other parties approved by Waterfront Toronto, for nominal consideration, to provide access to lands leased or licensed by the City for site investigations, site preparation (including the construction of enabling infrastructure), environmental remediation, interim activation and any other early works related to the Ookwemin Minising Phase 1, on such terms and conditions satisfactory to the Director, Real Estate Services  and in a form satisfactory to the City Solicitor.

3. City Council as shareholder direct the Toronto Port Lands Company Board of Directors to authorize the execution on behalf of Toronto Port Lands Company of any agreements as may be necessary to accept the temporary placement of up to 200,000 cubic metres of excess soils on Toronto Port Lands Company-owned future development blocks within the Port Lands Flood Protection Project Area, until such time that the City of Toronto provides further direction to Toronto Port Lands Company regarding the redevelopment of the lands, which will address the removal, disposal and/or relocation of such excess soils, with said agreements to include terms and conditions as the Chief Executive Officer, CreateTO deems appropriate and in a form satisfactory to the Chief Legal Counsel, CreateTO.

4. City Council authorize the Deputy City Manager, Development and Growth Services, in consultation with the Chief Financial Officer and Treasurer, to negotiate and execute required agreements, in a form acceptable to the City Solicitor, with Toronto and Region Conservation Authority and the Toronto Port Authority for an annual sediment and debris management program, to be subject of future year budget requests.

5. City Council authorize the Director, Waterfront Secretariat in consultation with Toronto and Region Conservation Authority to begin advancing pre-planning and feasibility work in support of potential future Environmental Assessment(s) required to locate and develop a new Confined Disposal Facility or suitable alternative to support the sediment management program, subject to future budget requests.

This report provides an update on the Port Lands Flood Protection project, which reached substantial completion on September 30, 2025. Since the last update to City Council in May of 2023 many important project milestones have been reached. These include:

- Completion and opening of four new bridges (two on Cherry Street over the Keating Channel, one on Cherry Street Bridge over the new Don River and one bridge on Commissioners Street over the new Don River);

- Reconstruction of the new Lake Shore Bridge over the Don River;

- Removal of the old Cherry Street lift bridge over Keating Channel;

- New water, sanitary and stormwater infrastructure along Cherry Street, Commissioners Street and Don Roadway;

- Completion of a Flood Protection Landform underneath the new Don Roadway;

- Completion, flooding and opening of the new Don River valley to Lake Ontario, with associated habitats and public realm;

- Reopening of Commissioners Street, Don Roadway and a fully realigned Cherry Street;

- Completion of Biidaasige Park east of Cherry Street, including Fire Hall 30;

- Naming of former Cherry Street to Ookwemin Street;

- Naming of Ookwemin Minising and Biidaasige Park;

- Installation of key Indigenous design and art elements; and

- The commencement of the sediment removal program in the Keating Channel.

As part of finalizing the project, certain assets, such as the western portion of Biidaasige Park, will be transferred to the City in the first half of 2026. This will occur following installation of final finishes and plantings that can only be done in the spring. Removal of the backlogged sediment in the Keating Channel, needed to maintain flood protection, will also resume in the spring of 2026 under the management of Toronto and Region Conservation Authority (TRCA). Infrastructure assets that will be completed and handed over to the City in 2026 include:

- The portion of Biidaasige Park west of Cherry Street, which will open to the public in the summer of 2026;

- A reconstructed Lake Shore Boulevard East bridge over the Don River, and expanded right-of-way between the Don Roadway and Carlaw Avenue;

- Storm and sanitary related infrastructure; and

- The Sediment and Debris Management Area, built to an interim condition will function as a key staging and management area for dredging, debris removal and sediment handling.

The report also recommends providing the Director, Real Estate Services, Corporate Real Estate Management with authority to negotiate and enter into nominal leases with the Toronto Port Lands Company and with Waterfront Toronto to enable Ookwemin Minising Phase 1. These authorities were not obtained in October 2025 when Council approved Ookwemin Minising Phase 1. In addition, the report recommends that Council as shareholder direct the Toronto Port Lands Company Board of Directors to authorize the execution of any agreements as may be necessary to accept the temporary placement of excess soils on Toronto Port Lands Company-owned future development blocks. This is a housekeeping matter to finalize the handback of lands, as reported to City Council in 2023.

The full development potential of Ookwemin Minising and the broader Port Lands area requires the annual removal of sediment and debris in the Lower Don River and in the Keating Channel. Given the nature of the sediment removed from the Don River, it must currently be disposed of in an approved Confined Disposal Facility (CDF) located within the Leslie Spit. It is recommended that City staff be authorized to enter into agreements with Toronto and Region Conservation Authority and the Toronto Port Authority for an annual sediment and debris management program.

It is also recommended that City staff begin working with Toronto and Region Conservation Authority, the Toronto Port Authority and other stakeholders in identifying alternative dredging technologies to ensure that the most cost effective, and environmentally sensitive approaches are being taken. Preliminary work, in support of potential future Environmental Assessment(s) to identify the location for a new Confined Disposal Facility is also recommended. Further studies will be brought to City Council as appropriate.

The Port Lands Flood Protection project is a large-scale capital initiative which reached substantial completion in 2025.

The operating costs of the assets being transferred in 2026, specifically the portion of Biidaasige Park west of Cherry Street, the rebuilt Lake Shore Boulevard East bridge over the Don River and expanded right-of-way between the Don Roadway and Carlaw Avenue, and storm and sanitary-related infrastructure are included in the 2026 Operating Budgets of Parks and Recreation, Transportation, and Toronto Water, respectively. Any additional costs including annualization will be provided for consideration through the 2027 and future budget processes.

The 2026 Waterfront Revitalization Capital Budget includes $14.7 million for dredging work to remove backlog sediment. Once the backlog is clear, a permanent dredging program will be required to clear annual sediment accumulation. This program is currently being costed by the Toronto and Region Conservation Authority, the Toronto Port Authority and the City, but is expected to range between $12-15 million per year and will be requested through future budget processes. The capital expenses for the acquisition of new equipment, estimated to be $3 million for two low-mast push tugs that can pass under the new Lake Shore Boulevard bridge over the Don River and $7 million for three custom bottom dump scows, are expected to be included in the dredging operations charges from Toronto Port Authority.

The costs of Environmental Assessment(s) required to locate and develop a new Confined Disposal Facility or suitable alternative to support the sediment management program are not yet known and will need to be requested through future budget processes, once assessed.

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

The General Manager, Parks and Recreation and the Executive Director, Corporate Real Estate Management recommend that:

1. City Council authorize the General Manager, Parks and Recreation to accept a donation of up to $50 million and any future donations from the Weston Foundation for Queen’s Park North, and to negotiate and execute a donation agreement with the Weston Foundation to fund the final design and delivery of Queen’s Park North enhancements (the “Donation Agreement”), on terms and conditions acceptable to the General Manager, Parks and Recreation, and in a form satisfactory to the City Solicitor inclusive of key terms outlined in Appendix 5.

2. City Council authorize the General Manager, Parks and Recreation to negotiate, execute, and amend any agreements necessary to complete the revitalization and continued operations of Queen’s Park North, including a tri-party agreement with Weston Foundation and the University of Toronto to govern the maintenance, operations, and funding of the revitalized Queen’s Park North, (the "Tri-Party Agreement") for a term of approximately twenty years, commencing when Queen’s Park North re-opens or as mutually agreed by the parties, on terms and conditions acceptable to General Manager, Parks and Recreation, and in a form satisfactory to the City Solicitor.

3. City Council authorize the General Manager, Parks and Recreation, in consultation with the Chief Procurement Officer, to negotiate and enter into any necessary agreements, including non-competitive agreements, with a value exceeding $500,000, and execute any necessary purchase order amendments, with a value exceeding $500,000 or more than 10 percent of the original commitment, for which the appropriate Committee and/or City Council approval would normally be required under City of Toronto Municipal Code Chapter 71, Financial Control, and City of Toronto Municipal Code Chapter 195, Procurement, for the provision of goods and services including professional and construction services required to deliver the Queen’s Park North revitalization, provided that:

a. the procurement and/or purchase order amendment is necessary to meet the timelines associated with the donated funds;

b. the costs will be fully covered and funded by the donations provided by the Weston Foundation;

c. the non-competitive procurement processes are completed in accordance with the City of Toronto Municipal Code Chapter 195, Procurement, and associated policies and procedures; and

d. the terms and conditions of any such agreements and any amending agreements are acceptable to the General Manager, Parks and Recreation and in a form satisfactory to the City Solicitor.

4. City Council authorize the Executive Director, Corporate Real Estate Management to approve any amendments to the existing lease dated January 1, 1859, between The Governing Council of the University of Toronto, as landlord, and the City, as tenant, as amended, in respect of the lands consisting of Queen's Park North (collectively, the "QPN Lease"), as well as any sublease and licence arrangements in connection with such Queen's Park North Lease, that are necessary for the construction, operation and maintenance of the revitalized park pursuant to the Donation Agreement and the Tri-Party Agreement identified in Recommendations 1 and 2 above, all on terms and conditions acceptable to the Executive Director, Corporate Real Estate Management, in consultation with the General Manager, Parks and Recreation, and in a form satisfactory to the City Solicitor.

5. City Council authorize each of the Executive Director, Corporate Real Estate Management, and the Director, Real Estate Services, Corporate Real Estate Management, severally to execute any amendments to the Queen's Park North Lease and any agreements related to the sublease and licence arrangements identified in Recommendation 4 above, as well as any related documents on behalf of the City.

6. City Council direct the General Manager, Parks and Recreation, in consultation with the Chief Planner and Executive Director, City Planning, take steps to ensure that the cultural heritage values and attributes of Queen’s Park North are appropriately conserved, and where possible enhanced through the finalization of park revitalization plans.

This report provides an update on the planned revitalization of Queen's Park North and the associated proposed donation agreement with the Weston Foundation, in response to Council direction (2025.CC28.1).

In response to the March 2025 Council direction, City staff entered into a first phase donation agreement with the Weston Foundation and have led initial community engagement on the design and operating model for a revitalized Queen's Park North.

This report summarizes the engagement activities, feedback to date from over 2900 participants, and the vision for revitalization. Overall, a wide variety of feedback was received, and emphasis was placed on trees and ecosystems, community and cultural heritage, improved maintenance and the opportunity to improve the visitor experience.

The report outlines recommended terms for two agreements: a further donation agreement to complete detailed design and construction; and a tri-party maintenance, operations and funding agreement with the Weston Foundation and University of Toronto to collaborate on stewardship of the park post-construction. The report also seeks authority to pursue any amendments to the City's existing lease with the University of Toronto in accordance with the revitalization project as well as any sublease and/or licence arrangements in connection with such lease which may be necessary for the construction, operation and maintenance of the revitalized park.

The report presents a vision, principles and design directions that City staff have developed through the first phases of community engagement and site analysis. This vision is illustrated in a draft design concept that staff will be sharing for feedback from the public, neighbouring institutions, First Nations and other project participants in March-April 2026.

Pending adoption from City Council, the project team, in consultation with the local Councillor, will complete the next phase of community engagement, due diligence and refinement, to finalize the design concept, further informing the operating model and agreements to be negotiated with the donor and University of Toronto and enabling progress forward on detailed design, procurement and construction.

Queen's Park North is Toronto's oldest municipal park and a historically, culturally and environmentally important public space in the Downtown. The University of Toronto St. George Campus Secondary Plan seeks to enhance and maintain the picturesque character of Queen's Park and its connections with the University of Toronto, the Provincial buildings and nearby cultural institutions. The Council-adopted Parkland Strategy and Downtown Parks and Public Realm Plan emphasize the priority of improving existing parks to adapt to increased demand, climate change, aging infrastructure and other pressures. The proposed investment and agreements recommended in this report will enable enhanced stewardship, strengthen the natural character of the park and provide amenities to improve the visitor experience for generations to come.

There are no current financial implications resulting from the adoption of the recommendations contained in this report. The Weston Foundation is committed to providing up to $50 million to advance capital improvements as part of the revitalization of the park, including funding for public engagement, design services, and capital costs for park enhancements. The scope of the project is not intended to require additional City capital funding. The Weston Foundation is committed to providing an additional estimated $43 million (approximately $2.15 million annually over an initial term of 20 years) to the University of Toronto to provide enhanced maintenance, operations, and programming.

The City will act as the delivery lead of the project and will procure and oversee all construction services through Parks and Recreation's Capital Projects, Design and Delivery team. All City costs for the design and construction of the revitalized Queen’s Park North will be funded by the donation, except for any City staff overhead cost that exceed the agreed annual capital delivery recovery of $100,000, which will be absorbed within the approved Capital budget.

The City will continue to deliver core municipal services in the park, with the University taking on enhanced maintenance. The City’s aggregate operating costs associated with its maintenance and operations responsibilities will remain generally consistent with current expenditure levels for Queen’s Park North.

Any City financial implications would be addressed through future budget processes or subsequent reports to Council as needed, related to this item.

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

Mayor Olivia Chow recommends that:

1. City Council request the General Manager Transportation Services implement an ongoing pothole blitz strategy informed by local road conditions, 311 data and the planned enhanced road work under the Fixing Roads Faster program to address the particularly tough freeze and thaw cycle this winter.

Every year the City fills hundreds of thousands of potholes through regular road repair and targeted pothole blitzes. In 2025, over 250,000 potholes were filled, an increase of 44 percent since 2022. City crews are out across Toronto this year filling potholes as the snow melts.

Last June, Councillor Fletcher and I brought a Member Motion (MM31.19 Fixing Roads Faster) to City Council that launched a special repaving program to tackle local roads in poor condition, including those with the most significant pothole issues, in addition to regularly scheduled road work. This program accelerated resurfacing of 24 local roads, all ahead of their original schedules. As part of my 2026 Budget, we have invested $11 million in new funding to build on the Fixing Roads Faster program and expand local resurfacing above and beyond the previous level of local road repair. This program will continue to scale as we build on each year’s progress.

This year, unprecedented winter weather means roads are in rough shape and this work is more important than ever. I am recommending we implement a pothole blitz strategy that is informed by 311 data and planned in coordination with the Fixing Roads Faster program to keep Toronto moving.

Mayor Olivia Chow and Councillor Paula Fletcher recommend that:

1. Executive Committee request the City Manager, in coordination with the Deputy City Manager, Infrastructure Services, to consider as part of the upcoming procurement process, which would take effect upon expiry of the existing 20-year agreement with Astral Media, de-coupling the litter bins from the rest of street furniture agreement; and:

a. request the General Manager, Transportation Services, to consider a Request for Proposal process for a new contract for street furniture and street furniture advertising, excluding litter bins;

b. request the General Manager, Solid Waste Management Services to consider a procurement process for bin parts and stock of bins and to develop and implement all programmatic and service delivery requirements, including but not limited to additional vehicles, equipment, staff, real estate and supplies, any operational realignments, agreements and all other capital and operational aspects that would allow delivery of the litter bin program by Solid Waste Management Services; and

c. request the General Manager, Transportation Services, and the General Manager, Solid Waste Management Services, to include the financial implications of the above requests for consideration as part of the 2027 budget process.

2. Executive Committee request the General Manager, Solid Waste Management Services, in consultation with the Executive Director, FIFA World Cup 2026, Toronto Secretariat, to prepare a waste management strategy for the FIFA World Cup 2026 including a ‘hot spot plan’ for litter bin locations on streets and in parks and for a plan to ensure sufficient bins for the games.

In 2007 the City of Toronto entered into a 20-year agreement with Astral Media for the supply, manufacturing, installation and maintenance of 25,000 street furniture elements, including transit shelters, litter bins, benches, and other structures.

The City’s street furniture contract with Astral Media expires in 2027. It is our understanding that the current industry approach to new contracts decouples litter bins from street furniture.

Over the life of the current contract there have been five different designs for the litter bins with varying levels of functionality as well as issues regarding maintenance and installation.

With the contract ending, the City can now step in to ensure our litter bins are well designed, well-maintained, well-placed, responsive to community needs and end the persistent problem of broken and overflowing litter bins that make our main streets less livable. In anticipation of a new street furniture program, the City is conducting a public survey to hear from Torontonians about their priorities.

The recommendations below request City staff to initiate an RFP only for street furniture and street furniture advertising; and to initiate a separate process to bring all the aspects of the litter bins wholly under the control of the city. Both processes should capture the feedback collected through the public survey, as well as 311 data.

We also ask you to support a recommendation for this summer that ensures litter bins are well-placed and well-maintained when the world is coming to Toronto for the FIFA World Cup.

The Chief Financial Officer and Treasurer recommends that:

1. The Executive Committee receive this report for information.

The City of Toronto continued its positive Environmental, Social, and Governance (ESG) impact in 2025, as outlined in the Environmental, Social and Governance Performance Report in Attachment 1. The report demonstrates the City’s commitment to transparency and thoughtful approach to identifying and managing Environmental, Social, and Governance risks and opportunities. Its purpose is to communicate Toronto’s Environmental, Social, and Governance commitments, strategies, activities, outcomes, and progress across the areas of environmental sustainability, socioeconomic well-being, and good governance.

Toronto is steadily strengthening its integrated Environmental, Social, and Governance approach by embedding responsible practices across the organization. This work supports a sustainable, transparent, and resilient foundation for municipal operations and promotes accountability, social responsibility, and effective management of Environmental, Social, and Governance risks. Through this approach, the City continues to make meaningful progress on its Environmental, Social, and Governance priorities and long-term commitments.

The financial impacts of this report were embedded in the Council Approved 2025 Budget which include:

Embedded in the Council Approved 2025 Operating Budget:

- $12.1 million for Transit Expansion, a major driver of Greenhouse Gas emissions reductions daily;

- $317.2 million for Road and Sidewalk management services, which includes the maintenance of 817 centerline kilometers of bikeway network;

- $159.9 million for solid waste collection and processing services such as solid waste recycling, organics recycling, leaf and yard waste, and safe disposal of durable goods and hazardous waste;

- $9.0 million for Waste education, enforcement, community outreach, and environment days;

- $260.6 million for wastewater collection and treatment and stormwater management that reduces likelihood of negative impact of water and floods on the ecosystem;

- $695.0 million to provide shelter, support, and housing to Torontonians, improving housing and health access equity;

- $14.9 million in total funding for the four accountability officers (Auditor General, Integrity Commissioner, Ombudsman Toronto, and Lobbyist Registrar) that help ensure Toronto remains open and transparent; and

- $288.6 million for Health Services such as infectious Disease Control, Chronic Disease and Injury Prevention, and Family Health.

Embedded in the Council Approved 2025-2034 Capital Plan:

- $48.8 million of additional investments that support Council-approved sustainability outcomes for projects that support Climate Resiliency and Greenhouse Gas (GHG) Reduction:

- $9.3 million increase in Residential Energy Retrofits;

- $6.8 million increase in New Development Sustainable Energy Plan Financing to invest in energy efficiency, renewable energy, and emission reduction projects;

- $20.0 million for Home Energy Loan Bulk Buy Program to support low to modest income homeowners in their efforts to decarbonize their homes;

- $10.0 million for Enhanced Home Energy Loan Program Streams to support program enhancements for retrofits in low-rise and multiunit residential buildings; and

- $2.7 million for Codes Acceleration funded by Federal Government to reduce greenhouse gas emissions and energy consumption to fight climate change while strengthening the economy.

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

- $589.0 million for Social and Affordable housing initiatives;

- $11.4 million for Children's Services; and

- $125.5 million for Shelter and Support Services.

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

The Executive Director, Transit Expansion recommends that:  

1. City Council authorize the City Manager, in consultation with the Chief Executive Officer, Toronto Transit Commission to enter into amendments to the Subway Program Real Estate Protocol that may be required based upon the requirements set out in Attachment 1.

2. City Council delegate authority to each of the Executive Director, Corporate Real Estate Management and the Director, Real Estate Services, severally, to approve and enter into nominal temporary licences with Metrolinx where required for the Subways Program, provided that the lands impacted by such licences are not required by the City for municipal purposes during the term of such temporary licence.

3. City Council authorize the Executive Director, Transit Expansion in consultation with the General Manager, Transportation Services and the Executive Director, Corporate Real Estate Management and any other applicable Division Heads, to negotiate, enter into and execute an agreement with Metrolinx, including amendments and renewals, outlining the framework governing responsibility for Metrolinx temporary support structures, installed and located within City lands, including the City’s right of way, as a result of the construction of Metrolinx transit projects, in a form satisfactory to the City Solicitor and on terms and conditions satisfactory to the Executive Director, Transit Expansion in consultation with the General Manager, Transportation Services and the Executive Director, Corporate Real Estate Management.

4. City Council severally authorize the General Manager, Transportation Services and the Executive Director, Corporate Real Estate Management to negotiate, enter into and execute nominal licence agreements with Metrolinx or grant nominal easements to Metrolinx, including amendments and renewals that may be required, relating to specific support structures installed and located within City lands, including the City’s right of way, as a result of the construction of Metrolinx transit projects, providing for the parties’ rights and responsibilities for their maintenance, removal and other requirements as required by the City, on terms and conditions satisfactory to the General Manager, Transportation Services with respect to tiebacks and/or support structures within right of way and the Executive Director, Corporate Real Estate Management with respect to tiebacks and/or support structures on any other City Land, and in a form satisfactory to the City Solicitor.

5. City Council authorize the City Solicitor to complete the transaction(s) contemplated in Recommendation number 2, 3, and 4 and associated agreements on behalf of the City, including paying any necessary expenses, amending the closing, due diligence and other dates, and amending and waiving terms and conditions, on such terms as the City Solicitor considers reasonable.

The Province of Ontario's Subway Program, being delivered by Metrolinx, is a significant transit expansion plan underway in the City of Toronto and consists of four projects: the Ontario Line, Scarborough Subway Extension, Eglinton Crosstown West Extension, and Yonge North Subway Extension.

This report seeks authorities from City Council as follows for Metrolinx’s transit expansion projects:

1. Subway Program Real Estate Protocol (REP): City staff are requesting authority to amend technical provisions of the existing Real Estate Protocol following a joint review of the Real Estate Protocol framework. The updates would allow for additional flexibility for nominal temporary construction licences and the timeframe within which fair market value is determined, in both cases at the City’s discretion.

2. Support Structures Agreements with Metrolinx: City staff are seeking to enter into an agreement with Metrolinx in accordance with the terms and conditions outlined in this report related to Metrolinx tiebacks and other support structures installed within City lands, including the City’s right of way, as a result of the construction of Metrolinx transit projects. Staff are recommending that the tiebacks and support structures installed be permitted to remain in place within City lands in limited circumstances, provided that the City is protected from any losses, costs or damages resulting from the presence of the temporary tiebacks.

This report also provides updates on the implementation of Metrolinx’s Subway Program including progress of construction underway for each Subway project and the findings of the recently released Metrolinx 2024-2025 Community Benefits and Supports Annual Report.  

The Subway Program Real Estate Protocol (REP) provides a framework to support timely real estate transactions between the City and Metrolinx, but it does not determine or direct how individual properties must be treated. Through the Real Estate Protocol, the City retains the authority to decide the current and future use of its properties and whether specific lands can be made available to Metrolinx. As a result, no financial impacts have been identified as a result of the proposed amendments.

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

City Council on December 16 and 17, 2025, referred Administrative Inquiry IA35.1 from Councillor Josh Matlow, Ward 12, St. Paul’s, regarding FIFA Traffic Management and Answer IA35.1a from the City Manager to the Executive Committee for consideration.

The FIFA World Cup 2026 Subcommittee recommends that:

1. Executive Committee receive the report (January 5, 2026) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat for information.

At its meeting on January 19, 2026 the FIFA World Cup 2026 Subcommittee considered Item FWC9.1 and made a recommendation to the Executive Committee.

Summary from the report (January 5, 2026) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat:

The FIFA World Cup 2026™ (FWC26) represents an unprecedented opportunity for the City of Toronto to showcase its global reputation as a diverse, inclusive, and vibrant city. As preparations advance, this report provides an update on several key initiatives supporting Toronto’s role as a Host City. It includes the latest progress on the Community Benefits Plan, Social Procurement and Workforce Development, the Liberty Village and Fort York Neighbourhood Plan, Legacy Initiatives, Community Grants, and budget for the FIFA World Cup 2026 and revenue status and revenue opportunities.

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

This report is a coordinated response, led by the FIFA World Cup 2026 Toronto Secretariat (FWC26 Secretariat), in collaboration with Social Development, Purchasing and Materials Management, Economic Development and Culture, Transportation Services, Toronto Public Health, Parks and Recreation, and Financial Planning.

The FIFA World Cup 2026 Subcommittee recommends that:

1. City Council direct the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the Chief Procurement Officer to proceed in accordance with the updated procurement plan to procure the goods and services required for the delivery of the FIFA World Cup 2026 Toronto set out in Confidential Attachment 1 to the report (February 3, 2026) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the Chief Procurement Officer.

2. City Council direct that Confidential Attachment 1 to the report (February 3, 2026) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the Chief Procurement Officer remain confidential at this time as it pertains to criteria to be applied to negotiations carried on or to be carried on by or on behalf of the City of Toronto and be made public at the discretion of the Chief Procurement Officer following the award or closing of the contemplated procurement transactions.

At its meeting on February 9, 2026, the FIFA World Cup 2026 Subcommittee considered Item FWC10.1 and made a recommendation to the Executive Committee.
 
 
Summary from the report (February 3, 2026) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the Chief Procurement Officer:
 
This report provides an update to the procurement plan associated with the planning and execution of the FIFA World Cup 2026 (FWC26) in Toronto. Updates include the award of contracts to date and requests to negotiate and award on items captured in a confidential attachment.

This report puts forward recommendations to the procurement plan related to both capital and operational services previously approved by City Council on November 12 and 13, 2025 (EX27.11).

Procurements undertaken in accordance with the procurement plan in Confidential Attachment 1 will be made public on an individual basis in accordance with the processes for approval at the earliest opportunity that ensures and maintains the competitiveness of the procurement process, which may be at the time of award or following the closing of the procurement transactions.

The Board of Directors of TO Live recommends that:

1. City Council adopt the negotiated terms of the renewal of TO Live's corporate partnership with a naming rights partner at the Meridian Arts Centre, as outlined in Confidential Attachment 1 to the report (November 17, 2025) from the President and Chief Executive Officer, TO Live.

2. City Council direct that the confidential information contained in Confidential Attachment 1 to the report (November 17, 2025) from the President and Chief Executive Officer, TO Live remain confidential in its entirety, as it contains financial information supplied in confidence to the Board of Directors of TO Live, which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization.

At its meeting on December 11, 2025, the Board of Directors of TO Live considered item CT18.2 and made recommendations to City Council.

Summary from the Report (November 17, 2025) from the President and Chief Executive Officer, TO Live

The purpose of this report is to seek Board approval for TO Live to enter into a renewed corporate partnership with a long-standing naming rights partner at the Meridian Arts Centre. The renewal supports TO Live's strategic priorities related to cultural investment, capital renewal, and sustainability.

Councillor Paul Ainslie recommends that:

1. City Council endorse Toronto as a host city for a major outdoor National Hockey League game akin to the National Hockey League Stadium Series and request that National Hockey League leadership consider Toronto for such an event.
 

2. City Council direct the City Manager to notify Maple Leaf Sports & Entertainment of Council’s endorsement of Toronto as a host city for a major outdoor National Hockey League game and pursue such an opportunity with National Hockey League leadership.
 

3. City Council request that the General Manager, Economic Development and Culture engage with the National Hockey League, Maple Leaf Sports & Entertainment, Rogers Communications, Destination Toronto and other stakeholders to initiate discussions on hosting the event and explore partnership opportunities.

Toronto is a global capital of hockey, as deserved of a major outdoor NHL game hosted by the Toronto Maple Leafs to celebration this great sport and the traditions surrounding it.  The NHL Stadium Series as a marquee outdoor hockey event that attracts national and international attention, offers a model for a made-in-Toronto hockey showcase which would generate significant economic and tourism benefits. Traditionally held only in U.S. markets, the Stadium Series has never been hosted in Toronto—Canada’s largest city, a global sports destination and an international capital of hockey.

The year 2027 marks the 100th anniversary of the Toronto Hockey Club officially becoming the Toronto Maple Leafs, making this an ideal time to host a major NHL outdoor event in our city. This milestone offers a unique opportunity to celebrate Toronto’s deep hockey heritage while positioning the city as a leader in hosting premier sporting events.

Hosting a major outdoor stadium game in Toronto would:

- Highlight our city’s historic connection to hockey and cultural significance.
- Provide substantial economic impact through tourism, hospitality, and local business engagement.
- Showcase Toronto globally as a premier destination for major sporting events.
 

The game could take place at the Rogers Centre with the roof open, providing a magnificent view of the CN Tower and Toronto’s city skyline—creating an unforgettable backdrop for fans and global broadcasts or another iconic outdoor stadium.

Toronto hosting a major outdoor stadium game would break tradition in a meaningful way, allowing all NHL teams to be considered for participation while reinforcing Toronto’s status as a global sports hub.