Agenda

Membership:

Mayor Olivia Chow (Chair), Deputy Mayor Ausma Malik (Vice Chair), Councillor Paul Ainslie, Councillor Alejandra Bravo, Councillor Shelley Carroll, Councillor Mike Colle, Councillor Paula Fletcher, Councillor Joshn Matlow, Councillor Amber Morley, Councillor Gord Perks and Councillor Neethan Shan

Members of the public are invited to submit written comments or register to speak on any item listed on the agenda. For detailed information on how to participate in the Executive Committee meeting, including procedures for submitting comments or requesting to speak, please visit: Have Your Say at Council & Committee Meetings (https://www.toronto.ca/city-government/council/council-committee-meetings/have-your-say/)

toronto.ca/council

The Chief Financial Officer and Treasurer recommends that:  

1. City Council authorize the General Manager, Transportation Services, in consultation with the Chief Financial Officer and Treasurer, to negotiate and execute, on behalf of the City, amendments to the 2006 Street and Expressway Lighting Service Agreement with Toronto Hydro Energy Services Inc. based on the key terms attached as Attachment 1 - Services Agreement Amendments to this report and on such other terms and conditions satisfactory to the General Manager, Transportation Services, and in a form satisfactory to the City Solicitor.

2. City Council authorize the General Manager, Transportation Services, in consultation with the Chief Financial Officer and Treasurer, to provide input, collaborate with Toronto Hydro Energy Services Inc., and to approve, as needed, any modifications to the annual Streetlighting Program Plan as necessary for delivery of maintenance, capital works, capital coordination or operational requirements. Any adjustments must remain within Council-approved funding, preserve the program's overall scope, and maintain the terms of the Street and Expressway Lighting Service Agreement.

3. City Council delegate standing authority to the General Manager, Transportation Services to negotiate and execute on behalf of the City any subsequent amendments to the 2006 Street and Expressway Lighting Service Agreement with Toronto Hydro Energy Services Inc., on terms and conditions satisfactory to the General Manager, Transportation Services, and in a form satisfactory to the City Solicitor, subject to the following conditions:

a. any amendment shall not increase the overall funding commitment approved by Council; and

b. any amendment shall not materially impact the potential liability of the City.

Toronto’s streetlighting infrastructure, which includes 173,100 luminaires, 56,900 poles and 2,477 km of overhead and underground cables, is a critical public safety and quality of life asset that supports mobility, goods movement, nighttime visibility, and economic activity across the City. The streetlighting infrastructure is owned by Toronto Hydro due to a sale that occurred in late 2005. The City of Toronto currently compensates Toronto Hydro for the operation and maintenance of the system via a 30-year service agreement (known as the “Street and Expressway Lighting Service Agreement”, or “Services Agreement”). This agreement governs the delivery of streetlighting services and is separate and distinct from the City’s other relationships with Toronto Hydro.

Much of the streetlighting infrastructure has reached or exceeded its useful life, creating service and asset management challenges that require a more structured, long‑term renewal approach. Toronto Hydro has identified widespread deterioration in key components, particularly underground cables and structural streetlighting elements, which require strategic planned renewal rather than continued reactive maintenance. To address these risks and align the network with modern lighting standards, in collaboration with Toronto Hydro, and consistent with approvals included in the 2026 Budget, the City is recommending an enhanced, multi-year investment framework to renew the streetlighting system and support citywide conversion to energy‑efficient LED lighting.

The 2026 Budget included funding for a total investment of $577 million over 10 years in the City’s Capital Plan to support a comprehensive streetlighting program, including full LED conversion, enhanced capital renewal and rehabilitation investments, and sustained service standards across the citywide network. This report provides the next step by setting out the details of that investment and seeks authority to amend the Services Agreement between the City and Toronto Hydro to enable implementation. Amendments to the Services Agreement (Attachment 1) are needed to establish a revised funding model with updated terms for accountability and assurance related to program delivery, payment, and other conditions that align with the enhanced investment intended to enable the expanded scope of work.

The streetlighting system includes both regulated and unregulated assets. Any additional City funding provided under the proposed amendments would be applied only to streetlighting assets attributable to the City of Toronto as the customer and used to deliver municipal services, regardless of regulatory classification. Importantly, these costs are not recovered through general electricity distribution rates, ensuring that there is no cross‑subsidization to other electricity ratepayers.

While the Services Agreement includes expressway lighting assets, streetlighting assets located on the Gardiner Expressway and Don Valley Parkway are in transition (per the New Toronto Deal provincial upload commitment) and, as such, are not included within the City’s enhanced funding framework. Should the Province elect to support enhanced investments for these assets once the transfer is complete, the Province can work with the City and Toronto Hydro to advance enhanced maintenance activities.

The recommended infrastructure investment is consistent with the City’s Capital Prioritization Framework, Corporate Asset Management Plan, and state of good repair (SOGR) objectives. Work has been and will continue to be coordinated between Transportation Services and Toronto Hydro and aligned with the City’s capital coordination and congestion management frameworks, to coordinate construction and support capital delivery.

The enhanced investment is expected to support the following outcomes:

- Improved public safety through more reliable lighting and fewer “lights‑out” conditions.

- Renewal of aging underground and structural infrastructure to reduce failures, system outages and emergency repairs.

- Full LED conversion to improve nighttime visibility and lighting consistency.

- Strong governance, accountability, and budgetary control under the amended Services Agreement.

- Long term operating savings through energy efficiency and reduced reliance on temporary fixes.

- Improved compliance with modern lighting standards, including IES RP‑8 illumination requirements.

This report is supported by the Streetlighting Infrastructure Investment Report (Attachment 2), prepared by Toronto Hydro in response to City Council’s request for a more detailed report examining the costs and benefits of a citywide LED streetlighting conversion initiative, with further direction to assess the incremental requirement for streetlight system infrastructure renewal (2022.EX34.9). Toronto Hydro’s supporting report provides detailed analysis of asset condition, safety risks, LED conversion benefits, infrastructure renewal needs, and options considered. The recommended approach in this report draws on that analysis and reflects a balanced response to critical system risks, while recognizing the City’s need to manage competing capital priorities within limited available funding.

The Services Agreement specifically governs streetlighting services, and the financial impacts described in this section are separate and distinct from the City’s other financial, corporate, or regulatory relationships with Toronto Hydro.

Under the existing Services Agreement for street lighting, the City paid approximately $24.8 million to Toronto Hydro in 2025, excluding electricity usage costs. Of the total annual amount, approximately $21.3 million represented the streetlighting service fee, comprised of $16.1 million in operating costs and $5.2 million for capped annual capital expenditures. A further $3.5 million was allocated to Special Services, including Vision Zero initiatives ($1.0 million), pedestrian scale lighting operations, and other one-time or safety focused lighting improvements. Capital expenditures are reconciled every five years through an adjustment process under the Services Agreement. Most recently, as part of the reconciliation process, Toronto Hydro incurred higher-than-expected expenditures during the 2021-2025 period to address operational needs, resulting in an $18.5 million notice to the City.

Under the enhanced investment model, the City is proposing to replace the existing service fee schedule, annual spending caps, retrospective true‑ups, and other adjustment mechanisms with a single, integrated capital funding envelope governed through a Streetlighting Program Plan. Consistent with the proposed amendments to the Services Agreement, Toronto Hydro will prepare a 10‑year Streetlighting Program Plan (2026–2035) which will be presented to the City, with annual updates in Q3 for each subsequent year. The plan will categorize program works and funding across defined program areas, incorporating activities previously funded through the existing service fee, and will outline associated schedules, cash flow, capital coordination confirmation, and prioritization rationale, forming the basis for annual capital funding approvals through the City’s capital budget process.

As considered by City Council in February 2026, the 2026-2035 Capital Budget and Plan for Transportation Services includes $577.0 million for the enhanced streetlighting program over the remaining term of the Agreement (to 2035). The approved funding envelope supports the continuation of existing operations and maintenance, accelerated LED conversion, targeted renewal of critical underground and above‑ground infrastructure and maintains a provision for approved special services. Table 1 reflects the currently planned annual funding allocations (net of HST recoveries) in the 10‑Year Capital Plan, setting out the projected scope, prioritization and timing for the program.

Table 1: Enhanced Streetlighting Investment (2026-2035)

*Includes HST (net of HST recoveries)

Subject to the Chief Financial Officer and Treasurer’s written consent and all required approvals, Toronto Hydro may carry forward unspent funding to subsequent years or accelerate future year funding where it has demonstrated capacity to deliver work earlier, provided such funding remains consistent with the Streetlighting Program Plan.

Under the current Services Agreement, the City has previously managed most streetlighting costs as annual operating expenditures. The enhanced program shifts these expenditures to capital funding, with the intent to enable more planned and coordinated, multi-year renewal at scale. As a result, the program represents approximately $283.0 million in incremental capital investment over a 10-year period, with annual impacts ranging from $12.0 million to $47.0 million, supported through debt financing.

Special Services within the enhanced program are expected to be focused primarily to Pedestrian Scale Lighting (PSL), as spot improvements and Vision Zero initiatives are expected to be addressed through other funding buckets of the enhanced investment. Approximately $4.2 million annually may be allocated, at the City’s discretion, to support PSL and other approved Special Services that fall outside core streetlighting programs. As part of ongoing program implementation, Transportation Services is also exploring options to improve the efficiency and sustainability of maintaining City‑owned PSL assets over the longer term.

Energy costs will continue to be paid separately based on actual usage. Following full LED conversion, the City is expected to achieve annual energy savings of approximately $6.6 million. These savings will be incorporated into future Operating Budgets.

The City Manager, the General Manager, Parks and Recreation and the Interim Executive Director, Municipal Licensing and Standards recommend that:

1. City Council adopt the Personal Watercraft Safety Plan as described in Attachment 1.

2. City Council thank Toronto Port Authority for the implementation of Motorized Watercraft Exclusion Zone bylaws at Hanlan's Point Beach, Humber Bay Shores, and Woodbine Beach for the 2026 season, and request the Toronto Port Authority to continue implementation of Motorized Watercraft Exclusion Zone bylaws at Hanlan's Point Beach, Humber Bay Shores, and Woodbine Beach for the 2027 and future summer seasons.

3. City Council request the Director, Waterfront Secretariat, in consultation with the General Manager, Parks and Recreation, Executive Director, Municipal Licensing and Standards, Toronto Police Service Marine Unit and other City officials as required, to finalize requested boundaries and submit an application to Transport Canada to establish a Vessel Operation Restriction Regulations which prohibit power driven vessels and vessels driven by electric propulsion in the waters off of Marie Curtis Park, Humber Bay Park, and Bluffer's Park Beach.

4. City Council request to the Toronto Police Service Board to request the Chief of Police to further enhance boating and water-safety enforcement through a multi-year strategy that reflects city-wide policing needs.

5. City Council request the Director, Waterfront Secretariat, in consultation with the Executive Director, Corporate Real Estate Management, General Manager, Parks and Recreation as well as Toronto Port Authority, Waterfront Toronto, CreateTO, and Toronto Regional Conservation Authority, to explore potential sites that could be feasible for use by compliant Personal Watercraft rental companies and report back to the appropriate committee in 2027 with an assessment of feasible site options.

Toronto has experienced increasing safety risks, compliance challenges, and public concern related to the use of Personal Watercraft (PWCs) along the waterfront, particularly in near‑shore and high‑use areas. Unsafe operation of PWCs can conflict with swimmers and paddlers, and unpermitted commercial PWC rental activity in City parks and beaches have highlighted the need for a coordinated, multi‑jurisdictional response that takes into account the various roles and responsibilities of the City, the Toronto Police Service (TPS) Marine Unit, and external partners such as the Toronto Port Authority and Transport Canada.

PWC is the regulatory and industry term for a vessel less than four metres in length that uses an internal combustion engine powering a water-jet pump as its primary source of propulsion, and that is designed to be operated by a person sitting, standing, or kneeling on the vessel rather than inside it. Common brands of PWCs include Jet Skis, Sea-Doos, and WaveRunners. PWCs do not refer to non-motorized, human powered pleasure craft such as canoes, kayaks, and stand-up paddle boards.

This report presents Toronto's Personal Watercraft Safety Plan for Council's consideration. The Plan provides an integrated strategy to improve safety, reduce risk, and strengthen compliance related to PWC activity along Toronto’s waterfront. It responds to City Council direction (2025.MM32.16 and 2025.MM33.20) and has been developed collaboratively with key partners noted above as well as through engagement with waterfront stakeholders.

The Plan focuses on actions within the City’s control, while coordinating with federal authorities responsible for on‑water regulation. Key components include enhanced land‑ and water‑based enforcement, targeted public education and signage, and continued collaboration with federal partners on exclusion zones for motorized watercraft. The Plan also proposes exploring and identifying potential sites for compliant PWC rental operations to launch, subject to Council direction and applicable approvals.

Collectively, the actions outlined in the Plan aim to reduce the risk of incidents, deter unpermitted commercial activity on City property, improve public awareness and voluntary compliance, and strengthen coordination across agencies. The plan supports safe and equitable access to the waterfront while protecting swimmers, boaters, and Toronto’s natural environment.

The Toronto Port Authority (TPA) has approved the implementation of Motorized Watercraft Exclusion Zones (MWEZs) for areas within their jurisdiction, in the waters off Humber Bay Shores, Hanlan's Point Beach and Woodbine Beach for the 2026 season by amending its bylaws and communicating changes through existing digital maps. The TPA will facilitate the development of electronic navigational charts with federal partners for use by boaters. The City will communicate about the MWEZs through a planned public education campaign and signage.

To support officer safety, enforcement efficiency, and align with City-led water safety initiatives, the Toronto Police Services (TPS) Marine Unit requires the installation of three (3) computers on its vessels. The estimated cost for this equipment is approximately $40,000 to $45,000, which is not included in the TPS operating budget. However, TPS has indicated that these costs can be accommodated within its existing operating resources.

Enforcement, communications and operational activities undertaken by City divisions and agencies in support of the PWC Safety Plan will be delivered within existing approved operating budgets and resources.

Physical Buoys Demarcations:

Should Council request installation of physical buoys to demarcate the established MWEZs, the City will be expected to bear the full cost of the buoys. The recommended large marker buoys are estimated to cost approximately $54,500 each, with a minimum of two buoys placed at each of the three locations: The buoys could be installed off the waters of Humber Bay Shores (2 buoys), Hanlan's Point Beach (2 buoys), and Woodbine Beach (2 buoys).

The estimated cost of $54,500 per buoy includes the capital cost to procure the required buoys ($11,000 per buoy) and each buoy’s weight and chain assembly ($8,500 per buoy), as well as costs associated with buoy installation, removal at the end of 2026 summer season, and storage ($35,000 per buoy). The total estimated costs for six buoys in 2026 is $327,000.

Should the Toronto Port Authority indicate its intention to maintain the established MWEZs beyond 2026, the ongoing costs to the City is estimated at $210,000 annually for installation and removal, storage and maintenance of six buoys each season.

Funding to support these costs is not available within the 2026 budget and could be included for consideration along with other priorities in future budget processes.

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

The Chief Planner and Executive Director, City Planning, the General Manager, Parks and Recreation, the Acting General Manager, Transportation Services, the Chief Procurement Officer, and the General Manager, Solid Waste Management Services recommend that:

1. City Council receive this report for information.

This report provides updates on eight priority items identified by City Council through the April 2025 report titled "Towards a Beautiful City - A Path Forward" (2025.EX22.3) as well as a related Member Motion from July 2025 (MM32.14). It also responds to a separate City Council directive from May 2024 to improve the public realm through graffiti removal and the creation of 1,000 new murals (IE13.9).  Responses to these items are organized under the following themes:

1. Governance, Oversight and Leadership for Design Excellence

2. Maintenance of the Public Realm

3. Education and Awareness

The public realm consists of streets, parks, plazas, the waterfront, and other shared spaces that support civic life. Responsibility for the public realm is shared across multiple City divisions, each contributing distinct expertise and resources to ensure quality, functionality, and safety. While not exhaustive of all activities, the key updates outlined within this report reflect this cross-divisional approach to deliver a public realm that is well-designed and maintained, meets diverse needs, fosters creativity and inclusion, supports sustainability and climate resilience, demonstrates good stewardship, and strengthens the City's economic health by positioning Toronto as a desirable place to live, work, and visit. Additional future progress that is advanced on these individual items will continue to be reported by the lead divisions through their regular reporting processes.

There are no immediate financial impacts resulting from the recommendation in this report. Staff will continue to assess the potential for any future financial implications, which will be identified and submitted for consideration through future budget processes as necessary.

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

The Chief Financial Officer and Treasurer recommends that:

1. City Council adopt reductions in tax decreases for the 2026 taxation year on properties in the commercial, industrial, and multi-residential property classes by the percentage of the tax decrease set out in Column II in order to recover the revenues foregone as a result of capping, and to allow the decrease percentages set out in Column III:

2. City Council authorize the introduction of the necessary bills in Council to give effect to Council's decision.

In accordance with legislative requirements, City Council must annually adopt the following by-laws associated with property taxes:

- the municipal levy;

- the education levy; and

- the clawback rates.

These by-laws are required to enable the City to issue the final property tax bills for the year, for both municipal and school purposes. Following City Council's adoption of the 2026 municipal and education property tax rates at its meeting on February 10, 2026, this report sets the clawback rates and requirements for the commercial, industrial and multi-residential property classes.

In February 2026, City Council adopted the continued policy of limiting ('capping') allowable tax increases to a maximum of 10 percent of a property's prior year's annualized taxes for properties in those classes with a property tax bill increase greater than $500. This capping policy protects commercial, industrial, and multi-residential properties from significant annual tax increases.

The tax capping and clawback policy as well as the property tax rates must be adopted by City Council prior to setting the clawback rates. Once adopted, staff can then determine the funding requirements of the program and, to capture the lost revenue from properties that are capped, calculate a clawback rate. This clawback rate effectively withholds part of a property’s decrease due to reassessment, as applicable.

This report recommends the 'clawback percentage', which represents the amount the City will retain from any decreases in property tax bills, to offset the capping policy. As a result, properties that would otherwise see a tax reduction due to reassessment may not receive the full decrease, since a portion is withheld to help offset the revenue lost from capped tax increases on other properties. Given the Province continues to postpone reassessment, the number of properties impacted by this policy is minimal in 2026.

This report recommends clawback rates for the commercial, industrial, and multi-residential property tax classes, as is required on an annual basis. There is no direct financial implication to the City of Toronto arising from the clawback rates recommended in this report.

The foregone revenue resulting from the legislated limit and Council-approved capping policy on CVA-related tax increases on the commercial, industrial, and multi-residential property tax classes is funded by withholding (clawing-back) a portion of the decrease that would otherwise be realized within each class. The capping policy limits property tax increases for businesses to 10 percent of the prior year’s annualized taxes, provided that the increase exceeds $500, to mitigate significant annual impacts for property owners. If the 10 percent increase is $500 or less, no capping applies, and the property is taxed at its full CVA level. To offset the cost of capping, some property tax decreases that would otherwise be passed on to property owners are retained.

The Executive Director, FIFA World Cup 2026, Toronto Secretariat and the Chief Procurement Officer recommend that:  

1. City Council authorize the Executive Director, FIFA World Cup 2026 Toronto Secretariat in consultation the Chief Procurement Officer, and in accordance with Section 195-7.1(E) of the Toronto Municipal Code Chapter 195, to negotiate and execute a non-competitive agreement with The Fifth Social Club Inc. DBA Rendezvous w/ Candice & Alison Inc. and One Twenty Eight Inc., Loft Entertainment Inc., & Paquin Entertainment Group (FIFA Fan Festival™ Toronto Vendor), in an amount not to exceed $9.0 million net of all applicable taxes and charges, on terms and conditions satisfactory to the Executive Director, FIFA World Cup 2026 Toronto Secretariat and in a form satisfactory to the City Solicitor.

2. City Council increase the 2026 Operating Budget for City Manager Services by $7.1 million gross and $0 net, fully funded by third party contributions and FIFA Fan Festival™ revenues.  

The purpose of this report is to seek authority to negotiate and execute a non-competitive agreement with The Fifth Social Club Inc. DBA Rendezvous w/ Candice & Alison Inc., and One Twenty Eight Inc., Loft Entertainment Inc., & Paquin Entertainment Group (FIFA Fan Festival™ Toronto Vendor) for the provision of additional services, which will have no net financial impact to the City and will result in an improved visitor experience at FIFA Fan Festival™.

In December 2025, the FIFA Fan Festival™ Toronto Vendor was awarded a contract, valued at $16.0 million, to manage and deliver site production and programming of FIFA Fan Festival™ in Toronto. Subsequent to the awarding of this contract, the City and the Province executed the Provincial Contribution Agreement in February 2026, which allowed for the allocation of funds from both the Provincial and Federal Governments to primarily cover the costs of FIFA Fan Festival™. Further to this, the City has been in discussions with FIFA related to the delivery of an additional FIFA-led activation at FIFA Fan Festival™. To improve the fan experience and bolster safety and security at the event, authority is being sought to enter into a non-competitive contract by an incremental value of $9.0 million with the FIFA Fan Festival™ Toronto Vendor. All incremental operating costs associated with the non-competitive procurement (NCP) are either fully revenue‑supported or accommodated through internal reallocations.  There is no net financial impact to the City, and no change to the $380.0 million FIFA World Cup 2026 budget. Execution of the proposed additional services will start immediately upon approval to ensure completion before the FIFA World Cup begins in June 2026. The FIFA Fan Festival™ Toronto Vendor contract, valued at $16.0 million was previously competitively procured and included within the $380.0 million FIFA World Cup 2026 budget. Approval of the non-competitive contract would bring the total cost of FIFA Fan Festival to $25.0 million.

Non-competitive procurements may be undertaken where both the proposed procurement and supplier can be justified in good faith based on an exception set out in Toronto Municipal Code Chapter 195, Procurement. This non-competitive procurement will be proceeding under the exception code related to additional deliveries of services that were not included in the original procurement, but a change of supplier cannot be made for economic and technical reasons. The City has determined in good faith that both the proposed procurement and the selected supplier, along with the terms and conditions of the contract, are beneficial to the City (Toronto Municipal Code, Chapter 195, Procurement, Section 7.1E.).

Pursuant to City of Toronto Municipal Code Chapter 195, Procurement, Section 195-7.3 (D), Standing Committee and Council approval is required for all non-competitive procurements valued up to or over $500,000, or where the term of the contract exceeds five (5) years or exceeds the projected capital funding for the project as approved by Council. Approval is also required under City of Toronto Municipal Code Chapter 71, Financial Control, Section 71-11A., as the procurement value exceeds the threshold of $500,000 net of HST allowed under staff authority.

Adopting the recommendations in this report will have no impact on the $380.0 million overall budget for the FWC26 Toronto Secretariat.

The recommendations in this report include incremental costs associated with enhanced services that go above and beyond the original $380.0 million budget envelope. The FIFA Fan Festival™ is expected to generate additional revenues from ticketing and FIFA contributions, that are being applied to offset the cost of delivering the incremental services. Any remaining net expenditures beyond available recoveries are managed within the $380.0 million FWC26 Budget.

The proposed NCP related to the FIFA Fan Festival™ supports additional event activities, including a FIFA led activation, enhanced visitor experience and security elements, and the administration of a ticketing process. The total incremental cost associated with the NCP is $9.0 million, net of all applicable taxes and charges.

Of the total $9.0 million incremental requirement, the 2026 Operating Budget for City Manager Services will increase by $7.1 million gross, $0 net, fully funded by new revenues generated through FIFA Fan Festival™ ticketing strategy of $6.2 million and contributions of up to $0.9 million from FIFA for the FIFA-led activation. The ticketing strategy is modeled using a conservative 85% general admission sell-through rate. The remaining $1.9 million will be accommodated through reallocations within the existing FWC26 Host City funding envelope, without increasing the overall budget. Table 1 below provides the strategy to fund this NCP.

Table 1: FIFA Fan Festival™ NCP Strategy

The initial procurement of FIFA Fan Festival for site production and programming, awarded to the FIFA Fan Festival™ Toronto Vendor, has a total value of $16,004,211.90, net of all applicable taxes. The procurement is fully funded within the $380.0 million FWC26 budget.

The requested provision for additional services under the proposed NCP is valued at $9,000,000, net of all applicable taxes, bringing the total cost of the FIFA Fan Festival site production and programming to $25,004,211.90, net of all applicable taxes.  

As the incremental operating costs associated with the NCP are either fully revenue‑supported or accommodated through internal reallocations, there is no net financial impact to the City, and no change to the $380.0 million FWC26 budget.

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

The Executive Director, FIFA World Cup 2026, Toronto Secretariat recommends that:

1. Executive Committee receive this report for information.

The Executive Director, FIFA World Cup 2026 Toronto Secretariat (FWC26 Toronto Secretariat) will be submitting a supplementary report to the Executive Committee before its meeting on April 15, 2026 that seeks authority to make an amendment to a previously awarded contract with respect to FIFA Fan Festival™.

Further information on financial impacts will be outlined in the forthcoming supplementary report.

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

The FIFA World Cup 2026 Subcommittee recommends that:

1. City Council authorize an exemption with respect to the sale and distribution of plastic bottled water to support expected large audiences and potentially unmet hydration needs, in addition to providing multiple hydration options, including HTO To Go water trailers, for the duration of the FIFA Fan Festival™ to be held at Fort York and the Bentway from June 10 to July 19, 2026, inclusive, and at the events set out in Attachment 1 to the report (March 26, 2026) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the General Manager, Economic Development and Culture to be held at Nathan Phillips Square from May 18 to July 20, 2026, inclusive.

2. City Council authorize the use of special effects pyrotechnics as part of events to be held at Fort York and the Bentway from June 10 to July 19, 2026, inclusive, and at events set out in Attachment 1 to the report (March 26, 2026) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the General Manager, Economic Development and Culture to be held at Nathan Phillips Square, from May 18 to July 20, 2026, inclusive, with all permissions contingent upon securing a permit from Toronto Fire Services to discharge fireworks under Toronto Municipal Code Chapter 466, Fireworks, and providing sufficient protective measures for Fort York to the satisfaction of the Senior Manager, Heritage Planning.

3. City Council authorize the operation of a beer and wine Vintners Quality Alliance garden and the sale and distribution of alcohol as part of events set out in Attachment 1 to the report (March 26, 2026) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the General Manager, Economic Development and Culture to be held at Nathan Phillips Square from May 18 to July 20, 2026, inclusive, contingent upon the following conditions:

a.  approval from the Alcohol and Gaming Commission of Ontario;

b.  approval of the Medical Officer of Health;

c.  compliance with the City of Toronto's Municipal Alcohol Policy; and

d.  receipt of all the necessary permits associated with the production of the event, including building permits, and a noise by-law extension permit.

4.  City Council authorize the use of sound amplification from May 18 to July 20, 2026, inclusive, between the hours of 08:00 to 23:00, which is beyond the accepted Nathan Phillips Square's amplification schedule policy hours, contingent upon securing a Noise Bylaw Exemption permit through the Municipal Licensing and Standards Division and adhering to the Toronto Municipal Code, Chapter 591, Noise, along with mandatory sound monitoring by the City's preferred audio company, Production Service Industries, throughout the event to ensure compliance with schedules.

5.  City Council authorize sports demonstrations at Nathan Phillips Square as part of events set out in Attachment 1 to the report (March 26, 2026) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the General Manager, Economic Development and Culture from May 18 to July 20, 2026, inclusive.

6.  City Council authorize the placement of objects, including a mini-soccer pitch, in the reflecting pool at Nathan Phillips Square for the purposes of providing free access to the public and community organizations and associated event activation and programming, as part of events set out in Attachment 1 to the report (March 26, 2026) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the General Manager, Economic Development and Culture to be held at Nathan Phillips Square from May 18 to July 20, 2026, inclusive.

7.  City Council grant permission to the FIFA World Cup 2026, Toronto Secretariat with respect to the installation of banners, decals and other pageantry elements on the City Hall building and on Nathan Phillips Square structures, including windows, walkways and other surfaces deemed suitable through review with Heritage Planning and Corporate Real Estate Management from May 4 to July 23, 2026, inclusive.

8.  City Council request the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the General Manager, Economic Development and Culture to explore the opportunity of a revenue sharing agreement in the sale and distribution of beer and wine for events being held at Nathan Phillips Square for the period of May 18 to July 20, 2026.

At its meeting on March 30, 2026, the FIFA World Cup 2026 Subcommittee considered Item FWC11.1 and made a recommendation to the Executive Committee.

Summary from the report (March 26, 2026) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the General Manager, Economic Development and Culture:

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 seeks delegated authorities and/or exemptions to specific by-laws to facilitate the planning and delivery of several initiatives supporting Toronto’s role as a Host City.

This report is a coordinated response, led by the FIFA World Cup 2026 Toronto Secretariat (FWC26 Secretariat), in collaboration with Solid Waste Management Services, Economic Development and Culture, Corporate Real Estate Management, and Parks and Recreation.

The Executive Director, FIFA World Cup 2026, Toronto Secretariat and the Acting General Manager, Transportation Services recommend that:

1. City Council authorize the temporary traffic and parking by-law amendments required to support the FIFA World Cup 2026 as set out in Attachment 1, notwithstanding anything to the contrary in any other by-law or chapter of the City of Toronto Municipal Code, with such amendments to be in effect for the periods provided in Attachment 1.

2. City Council delegate authority to the General Manager, Transportation Services, notwithstanding any City of Toronto by-law to the contrary, for the period of June 10 to July 31, 2026, inclusive, to further amend the appropriate traffic and parking Chapters of the City of Toronto Municipal Code, including any applicable Schedules, as may be required to support the FIFA World Cup 2026; and authorize such amendments that may arise during the preparation for, and during the FIFA World Cup 2026, and that are not otherwise included in Recommendation 1.

3. City Council amend City of Toronto Municipal Code Chapter 937, Temporary Closing of Highways, to delegate to the General Manager, Transportation Services, notwithstanding any City of Toronto by-law to the contrary, until July 31, 2026, the authority to temporarily close to vehicular and pedestrian traffic any highway or portion of a highway, for a period up to and including 90 consecutive days as required for the purposes of managing traffic movements during preparation for, during, and after the FIFA World Cup 2026 and exempt the General Manager, Transportation Services, in carrying out this delegated authority, from the requirement in 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.

4. City Council request the General Manager, Transportation Services to consider the FIFA World Cup 2026 Toronto Mobility Plan when exercising the delegated authority in Recommendations 2 and 3 above.

5. Despite any other by-law, including but not limited to §950-505 and Schedule XXV to Chapter 950, City Council authorize the General Manager, Transportation Services, to open the Westbound on-ramp to the Frederick G Gardiner Expressway from westbound Lake Shore Boulevard West at Jameson Avenue at any time between 2:00 p.m. and 7:00 p.m. Monday to Friday from June 11, 2026 until July 19, 2026, inclusive, when, in the General Manager of Transportation Services’ opinion, opening is warranted to assist traffic flow in the area, such authority to extend for the duration of the FIFA World Cup 2026.

6. City Council amend §27-18.4B(6)(b) of City of Toronto Municipal Code Chapter 27, Council Procedures to omit references to Chapter 937, where authority to close roads has been delegated to the General Manager, Transportation Services.

7. City Council authorize the City Solicitor to introduce the necessary Bills to give effect to City Council's decision, including but not limited to, the introduction of necessary Bills to amend City of Toronto Municipal Code Chapter 950, Traffic and Parking and Chapter 925, Permit Parking, Chapter 937, Temporary Closing of Highways, and Chapter 27, Council Procedures, and to make any necessary clarifications, refinements, minor modifications, technical amendments or By-law amendments as may be identified by the City Solicitor or General Manager, Transportation Services, in order to give effect to City Council's decision, and that such bills and amendments shall take precedence over anything to the contrary in any other by-law or chapter of the Municipal Code.

8. City Council authorize the appropriate City officials to submit directly to Council at the appropriate time any necessary bills to amend the appropriate City of Toronto Municipal Code Chapters to reinstate the traffic and parking regulations, and remove the delegated authority in Recommendation 3, to what they were immediately prior to the by-law amendments made in this report.

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.

To implement the FIFA World Cup 2026™ (FWC26) Toronto Mobility Plan, which was considered by the FIFA World Cup 2026 Subcommittee at its meeting on March 30, 2026, this report recommends a number of temporary measures including traffic and parking measures, permit parking exemptions and delegated authority for further traffic and parking measures, and full or partial road closures that may be required during the tournament period. These measures will enable the City to manage increased travel demand, support transit reliability, facilitate emergency access and maintain safe operations for pedestrians and cyclists in areas experiencing significant activity and respond to any emerging needs.

This report is a coordinated response, led by the FIFA World Cup 2026 Toronto Secretariat (FWC26 Secretariat), in collaboration with Transportation Services.

The implementation of the amendments recommended in this report will result in costs associated with the materials and labour needed for the installation and removal of signage required to give effect to the proposed changes. 

Consistent with practices used for other major events in Toronto, existing resources within the 2026 Operating Budget for Transportation Services will be re-prioritized to support the recommendations in this report.

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

The FIFA World Cup 2026 Subcommittee recommends that:

1. City Council receive for information the FIFA World Cup 2026 Toronto Mobility Plan as set out in Attachment 1 to the report (March 25, 2026) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat.

At its meeting on March 30, 2026, the FIFA World Cup 2026 Subcommittee considered Item FWC11.2 and made a recommendation to the Executive Committee.
 
 
Summary from the report (March 25, 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 the FIFA World Cup 2026 Toronto Mobility Plan in support of Toronto’s role as a Host City.

As part of the preparations, staff, with the support of Arcadis, a design, engineering and management consulting company, and in collaboration with many internal and external partners including the Transportation Services Division, Toronto Transit Commission (TTC), Metrolinx, the Ministry of Transportation, Toronto Police Service and Toronto Emergency Management, have developed a comprehensive FWC26 Toronto Mobility Plan (Mobility Plan), included as Attachment 1. The Mobility Plan will support the safe and efficient movement of residents, visitors, transit services, emergency vehicles and event-related operations during the tournament period. The plan outlines coordinated transportation and traffic management measures to address increased travel demand around event venues, fan zones, transit hubs, and key transportation corridors.

The Service Excellence Committee recommends that:

1. Executive Committee request the General Manager, Parks and Recreation, the General Manager, Transportation Services and the Executive Director, Municipal Licensing and Standards to report back to the Service Excellence Committee at its meeting on May 14, 2026, on how they use 311 data, as well as other data sources, to identify trends and make service improvements.

2. Executive Committee request the General Manager Toronto Water, the General Manager, Solid Waste Management Services and the Executive Director, Environment, Climate and Forestry to report back to the Service Excellence Committee at its meeting on July 6, 2026, on how they use 311 data, as well as other data sources, to identify trends and make service improvements.

3. Executive Committee request the General Manager, Parks and Recreation, in consultation with the Executive Director, Customer Experience Division to report back to the Service Excellence Committee at its July 6, 2026, meeting on the geographic distribution of service requests in parks.

4. Executive Committee request the General Manager, Parks and Recreation, to review best practices and seek opportunities to innovate, coordinate and cooperate with Toronto Hydro’s Streetlight Map and issue reporting system.

At its meeting on March 23, 2026, the Service Excellence Committee considered Item SE11.2 and made recommendations to the Executive Committee.

Summary from the report (March 9, 2026) from the General Manager, Parks and Recreation and the General Manager, Transportation Services

At its November 20, 2025, meeting, the Service Excellence Committee requested the General Manager, Parks and Recreation, and the General Manager, Transportation Services, in consultation with the Executive Director, Customer Experience Division and other divisions as needed, to report-back on a deeper examination of granular issues, geography, areas of focus, and opportunities for improvement found within the Listening to Toronto Survey 2025.

The Committee also directed that such a report should provide insights leveraged from 311 data and how City divisions are using this information to inform responsiveness and plans or to make improvements.

In response, Parks and Recreation and Transportation Services reviewed relevant responses in the Listening to Toronto survey and engaged the Customer Experience Division to conduct a deeper analysis of available 311 data, including the identification of common trends and issues.

The purpose of this report is to provide a summary of this analysis and next steps each division is taking to respond.

The Service Excellence Committee recommends that:

1. Executive Committee request the City Manager to report by the first quarter of 2027 on a City-wide requirement or program, that when service performance standards are missed or there are persistent performance gaps, the responsible division develop a Corrective Action Plan identifying the cause, clear timelines for improvement, a named accountability lead, ward level impacts where applicable, and public summary updates aligned with the Closing the Loop approach.

2. Executive Committee request the Executive Director, Customer Experience Division, to make information about the Service Standard Dashboard and the Customer Experience Division Annual Report available to Members of Council and the public on a go-forward basis.

3. Executive Committee request the Executive Director, Customer Experience Division to offer briefings to individual Members of Council to review the Dashboard at a member’s request.

At its meeting on March 23, 2026, the Service Excellence Committee considered Item SE11.3 and made recommendations to the Executive Committee.

Summary from the report (March 9, 2026) from the Executive Director, Customer Experience Division

This report responds to direction from the Service Excellence Committee that the Customer Experience Division (CXD) provide further details expanding on the service categories highlighted in the static Service Standard Dashboard, with definitions for each service and descriptions of service levels. Additionally, an update is provided on the status of the interactive Service Standard Dashboard and the interactive Councillor Dashboard, which are both planned to launch by end of March.

In October 2025, CXD launched its first static Service Standard Dashboard, which contained key performance metrics from Q1 and Q2 2025 for nine high-volume service categories delivered by some of 311's Integrated Service Divisions (ISDs), including Solid Waste Management Services, Municipal Licensing and Standards, Transportation Services, Parks (within Parks and Recreation), and Urban Forestry (within Environment, Climate and Forestry). In March 2026, the dashboard was refreshed with Q3 and Q4 2025 data, including clearer distinctions between actual service levels and service standard targets based on feedback from Councillors and the public. A new glossary of terms was also developed in partnership with ISDs to help users better understand the services and associated service standards. This glossary is included in the refreshed static Service Standard Dashboard and also attached as Attachment 1: Service Standard Dashboard - Q3 & Q4 2025.

Simultaneously, CXD has been working in partnership with relevant City divisions to develop an interactive Service Standard Dashboard, which will be released by end of March 2026. The new interactive dashboard will offer an intuitive view of all services reported through 311, a comprehensive index of services and service standards, and a variety of filtering options including by ward and month/year. With data refreshed monthly, this will greatly improve the availability of 311-related data to the public, and allow the public to filter, explore, export, and analyze the information to identify trends, make comparisons, and generate their own insights. Beginning in Q1 2027, data will be refreshed more frequently, once the Toronto Data Platform is implemented with 311's partner divisions. The Toronto Data Platform is a centralized solution for data governance and analytics and will provide more direct integration with service request source data, reducing the need for manual data releases.

CXD also develops and maintains a dashboard for Councillors and their staff. In December 2025 and January 2026, the CXD surveyed Councillors to gather feedback on the existing Councillor dashboard and identify opportunities for improvement. The interactive Councillor Dashboard will be released by end of March 2026, eventually replacing the current 311 Business Intelligence Tool, and offering Councillors access to daily refreshed data, personalized ward-specific views, city-wide insights, self-serve reports on specific issues or topics of interest, and enhanced features such as filter bookmarking. Training will be provided to support Councillors and their staff in effectively using the new dashboard.

Mayor Olivia Chow recommends that:

1. Executive Committee request the Executive Director, Corporate Real Estate Management to ensure the retrofitting of the windows and glass railings up to at least the fifth floor of Metro Hall is completed as soon as possible.

2. Executive Committee request the Executive Director, Corporate Real Estate Management to continue to implement suitable mitigation measures at Metro Hall and City Hall this spring, including any additional possible measures to protect migratory birds.

3. Executive Committee request the Executive Director, Corporate Real Estate Management to undertake a risk assessment for other City buildings and implement a plan to retrofit the remaining City buildings that are not retrofitted, starting with the buildings and facades that pose the greatest risk to birds.

In the last 50 years, North American bird populations have declined by more than 25percent. Of all the threats birds face, buildings top the list. In Canada, at least 42 million birds die from window strikes each year. In Toronto, more than 5,000 birds collided with glass in 2025 alone.

The bulk of collisions happen during Spring and Fall migration, when thousands of birds are travelling through the city between their breeding and wintering grounds.

The good news is, collisions can easily be prevented by treating windows and glass railings with visual markers that make glass “visible” to birds so they will avoid it. Bird Friendly glass and Window film has been proven to reduce collisions by up to 95 percent.

The City of Toronto has already taken steps to protect migratory birds. Starting in 2005, City Council launched the Lights Out Toronto campaign to raise public awareness about turning off unnecessary lights during migratory seasons. In 2007, Toronto became the first city in North America to publish Bird-Friendly Development Guidelines, introducing design strategies to reduce bird collisions. The Toronto Green Standard (TGS) was established in 2010, mandating bird-collision deterrence for new developments and updated best practices for bird-friendly glass and lighting. Scientific research has shown that the vast majority of fatal bird-window collisions occur below 16 metres. City Hall has been retrofitted up to the fifth floor (16 metres) and new buildings in the City’s real estate portfolio incorporate the TGS bird friendly guidelines into their design.

Despite Toronto’s leadership on reducing bird collisions, there is much work to be done. Many buildings in Toronto predate the Bird-Friendly Development Guidelines and remain untreated. These include City-owned buildings like Metro Hall, which is a known collision hotspot, which has had only some of the windows and railings retrofitted.

Collisions have been documented at Metro Hall for decades. Volunteers from the Fatal Light Awareness Program (FLAP Canada) patrol the site during migration, collecting birds that have fatally collided with glass and rescuing those that are injured. Some of the building’s  windows and glass railings have not been treated and they continue to cause fatalities.

The following recommendations set out to ensure that Metro Hall, and other City-owned buildings meet the very standards that we designed. We have the responsibility to demonstrate leadership, and the power to save the lives of countless birds.

Mayor Olivia Chow recommends that:

1. City Council establish the Scarborough East Rapid Transit Line as its top transit expansion priority that has yet to receive financial commitments from Provincial and Federal governments, inform both Provincial and Federal governments of this priority, and request that each order of government commit to funding an equal, one-third share of the cost to build the SERT.

2. City Council increase the 2026 Capital Budget for Transit Expansion by $10 million, fully funded by the City Building Fund Reserve, from funds specifically allocated for the purposes of investing in Scarborough transit, to expedite the work to advance the SERT to 30 percent design, and direct the Executive Director, Transit Expansion, to report to City Council by Q2 2027 on the progress of this work and recommendations to continue to advance the SERT.

3. City Council request the Provincial Government establish streamlined regulatory requirements for the SERT to expedite and reduce costs for the SERT’s design, planning, early works, and other stages of development.
 

4. City Council request the Government of Canada’s Toronto Caucus to write a letter of public support for tri-government funding of the SERT.
 

5. City Council request the Federal Ministry of Housing, Infrastructure and Communities and Ontario Ministry of Transportation to provide input on the City of Toronto’s SERT plan to inform what version of the project they would support funding and to ensure it connects with other transit expansion projects.
 

6. City Council request the City Manager, in consultation with the General Manager, Economic Development and Culture and Executive Director, Transit Expansion, to conduct an analysis of the national economic impact of building the SERT, including number of Canadian jobs created, impact on Scarborough’s growth and development, and the projected economic loss for Scarborough residents and businesses if the project is not built.

7. City Council direct the City Manager to establish a Scarborough Transit Working Group, consisting of the Mayor, Deputy Mayor for Scarborough, City Manager, Executive Director, Transit Expansion, Federal Minister of Transportation, Provincial Minister of Transportation, Chair, Toronto Transit Commission, CEO, Toronto Transit Commission, and CEO of Metrolinx, or their designate(s), with the following purpose:

a. advancing an integrated, multi-modal transit network for Scarborough that includes the SERT; and

b. identifying funding from all levels of government to support implementation of the SERT.
 

8. City Council direct the City Manager to establish a SERT Program Advisory Body (PAB) for the purpose of advocating for tri-government funding of the SERT and maximizing the benefit of the SERT to Scarborough communities. The PAB is chaired by the Deputy Mayor for Scarborough and a non-elected member of the Scarborough community and composed of Members of Scarborough Community Council and Scarborough community leaders.

9. City Council request the Mayor allocate funds during the 2027 Budget process from the City Building Fund to support future advancement of the SERT.

10. Executive Committee request the City Manager, in consultation with the Executive Director, Transit Expansion, provide a supplementary report to the April 22, 23 and 24, 2026 meeting of City Council that resolves the Council direction to report in 2025.EX20.9 and includes any additional recommendations to advance the SERT, including recommendations related to advancement of overall project design, a maintenance and storage facility, and expediting permitting and approvals processes, as well as recommendations to authorize capital expenditures and negotiation and execution of necessary agreements related the next phases of work on the Waterfront East Transit.
 

11. City Council endorse changing this project’s name from Eglinton East LRT to Scarborough East Rapid Transit Line.

Scarborough residents deserve fast, reliable and affordable transit. We must build the Scarborough East Rapid Transit (SERT) Line. To get it done, we need a concerted effort to bring the Provincial and Federal Governments to the table to help fund it.

For a number of years, Toronto has been designing both the Waterfront East LRT and SERT (formerly Eglinton East LRT) in tandem. All along, we have been working to demonstrate the value of each line to our Provincial and Federal partners and secure funding to build them both.

Over the past few weeks, the Provincial and Federal governments have committed to funding their one-third shares of the Waterfront East LRT. That’s $2 billion secured to build more transit. I am grateful for their partnership on this new line.

Now it is time to redouble our efforts and land a funding deal to build the Scarborough East Rapid Transit Line. Scarborough cannot be left out.

As Mayor, I am not waiting. The City of Toronto is ready with our share of the funding and moving forward designing the line, while we work on landing a funding deal. Some of the work to date includes:

- In 2023, as soon as I arrived as Mayor, we approved funding to proceed with designing the SERT, even though we have no provincial or federal commitment. To date we’ve invested over $18 million of City funds to design the SERT.

- In my 2026 budget, I provided additional funds to look at how we could separate the line from street traffic, so it is truly rapid transit.

- My 2026 budget also increases the contribution to the reserve fund for Scarborough transit by over $4.3 million every year, to a total of $45 million per year dedicated to build new transit in Scarborough.

- By the end of this year, we will have $377.9 million set aside to build the SERT. This is enough for the City to put a down payment on the SERT and finance the capital costs of the City’s share of the SERT.

Since becoming Mayor, I’ve raised the need for intergovernmental partnership to fund and build the SERT with two Prime Ministers, the Premier, local MPs and MPPs, and community groups. The chorus of support is growing. I know that Provincial and Federal decision-makers are listening. It’s time to turn up the volume.

That is why I recommend allocating a further $10 million to expedite design work. These additional funds will move up the completion of the 30 percent design milestone. Further, I am seeking the Province’s support to expedite the planning and design phases of work based on their learnings from Provincially-led transit expansion projects.

To support this work, I recommend establishing two bodies: a Scarborough Transit Working Group (STWG) with multi-government and multi-agency representation and a Public Advisory Body (PAB) composed of Scarborough community leaders and councillors. The STWG will bring together key decision-makers to ensure financial, technical and political alignment. The PAB will catalyze community support for the SERT, communicate with local stakeholders, and ensure the SERT serves local needs.

My motions below ask all of Council, not just Scarborough councillors, to join me in fighting for this line.

Councillor Alejandra Bravo recommends that:

1. City Council direct the City Clerk, in consultation with the General Manager, Economic Development and Culture to report directly to the April 22, 2026 meeting of City Council with any required bylaw or delegated authority amendments for the implementation of the regulatory changes made by O. Reg. 1/26 for “bring-your-own events”, including:

a. Amendments to the Delegation of Authority for the Endorsement of Temporary Liquor Licences (as established by 2019.EX3.7 and amended by 2023.EX3.8) to include “bring-your-own" events; and

b. A definition of “cultural and community event” for the purposes of liquor licensing to include consideration to permitted Street Events, Special Events in City Parks, and Arts & Music in City Parks Events 

2. City Council request the General Manager, Economic Development and Culture, in consultation with the City Clerk, to distribute information on “bring-your-own event” liquor application process to cultural and community event producers, including good practices to support small businesses.

 
3. City Council request the General Manager, Economic Development and Culture, and the Chief Technology Officer, Technology Services, in consultation with the City Clerk, to integrate information of the municipal designation process for “bring-your-own events” into the Guidance for Planning Events in Toronto webpage.

On March 17, 2026, the Province of Ontario announced an expansion of the liquor licence permit category for “bring-your-own” events (formerly known as tailgate events) to include cultural and community outdoor events such as neighbourhood festivals, movie screenings, art exhibits, and farmer’s markets. This creates new opportunities for local events across Toronto happening this summer, if they wish to participate.

In order to implement the expanded permit category created by this new regulation, Toronto City Council needs to establish a process for municipal designation of cultural and community events for the purpose of liquor licensing. As such, this item requests the City Clerk and General Manager, Economic Development & Culture to report directly to the next meeting of City Council with the required amendments needed to create a municipal designation process in advance of the regulation coming into force on April 30, 2026.

Enabling new ways to save on overhead costs for cultural producers aligns with the objectives of Culture Connects: An Action Plan for Culture in Toronto (2025-2035) and creating new opportunities for local small businesses supports the drivers of Sidewalks to Skylines: A 10-Year Action Plan for Toronto’s Economy (2025-2035).