Minutes To be Confirmed

The Executive Committee recommends that:

1. City Council authorize the Executive Director, Corporate Real Estate Management, on behalf of the City, in consultation with the General Manager, Parks and Recreation, to negotiate and enter into a lease with Tempo Basketball Club Inc. for a portion of the property municipally known as 701 Fleet Street, substantially on the terms and conditions set out in Attachment 1 to the report (July 7, 2026) from the Executive Director, Corporate Real Estate Management and the General Manager, Parks and Recreation, and including such other terms and conditions satisfactory to the Executive Director, Corporate Real Estate Management and in a form satisfactory to the City Solicitor, after the property is declared surplus in accordance with Article 1, Chapter 213 of the City of Toronto Municipal Code.

2. City Council authorize the General Manager, Parks and Recreation to negotiate and enter into a Community Access Agreement with Tempo Basketball Club Inc. to secure City programming access and general public basketball-related recreational use substantially on the terms and conditions set out in Attachment 1 to the report (July 7, 2026) from the Executive Director, Corporate Real Estate Management and the General Manager, Parks and Recreation and including such other supporting terms and conditions acceptable to the 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 Executive Director, Corporate Real Estate Management, to negotiate and enter into a Construction Management Agreement with Tempo Basketball Club Inc. to facilitate performance of the tenant obligations for design and construction of the above base park and public realm components of the subject land at 701 Fleet Street, including access rights to the public parkland that may be required, as not otherwise secured through the Site Plan Approval process, on terms and conditions acceptable to the General Manager, Parks and Recreation, in a form satisfactory to the City Solicitor.

4. City Council direct that Confidential Attachment 1 to the report (July 7, 2026) from the Executive Director, Corporate Real Estate Management and the General Manager, Parks and Recreation remain confidential at this time as it pertains to a position, plan, procedure, criterial or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the City of Toronto.

5. City Council authorize the public release Confidential Attachment 1 to the report (July 7, 2026) from the Executive Director, Corporate Real Estate Management and the General Manager, Parks and Recreation, at the completion of the design and construction of the above base park, public realm components, as well as the practice facility at 701 Fleet Street.

6. City Council affirm its expectation that implementation of the proposed 701 Fleet Street redevelopment be undertaken in a manner that supports the continued successful operation of Exhibition Place and key stakeholders, including the Canadian National Exhibition and the Royal Agricultural Winter Fair, and request the Executive Director, Corporate Real Estate Management, in consultation with Chief Executive Officer, Exhibition Place, to identify operational mitigation measures and replacement lands where appropriate.

7. City Council direct the Executive Director, Corporate Real Estate Management, in consultation with Chief Executive Officer, Exhibition Place and Chief Executive Officer, CreateTO, to investigate opportunities to secure replacement lands in the vicinity of Exhibition Place that could accommodate event-related staging, marshalling, parking and logistics functions currently supported by 701 Fleet Street and to report through existing governance processes where additional approvals are required.

8. City Council direct the General Manager, Economic Development and Culture, in consultation with the Executive Director, Corporate Real Estate Management and the Chief Executive Officer, Exhibition Place, through upcoming negotiations related to the renewal of the Canadian National Exhibition Master Agreement, address long-term parking, marshalling, staging needs and site utilization optimization to support the ongoing success of the CNE and the current pressures on available lands on the Exhibition Place grounds

9. City Council direct the General Manager, Parks and Recreation, and relevant divisions in the development of the forthcoming park on 701 Fleet Street, to incorporate community recreational facilities, such as a local soccer mini pitch, in its future design or in the surrounding area; to ensure the park opening is aligned as closely as possible with, and not more than 100 days after, the opening of the Tempo training facility; and to conduct a robust public engagement with residents on the future of the park’s design and amenities, including engaging with the Fort York Neighbourhood Association, Friends of Fort York, and Cityplace Fort York Business Improvement Area.

This report recommends that the City of Toronto, as Landlord, enter into a long-term lease and Community Access Agreement with Tempo Basketball Club Inc. (Tempo) to enable development of a new Women's National Basketball Association practice facility with secured year-round community access, plus related public amenities.

The proposed lease of City-owned land to Tempo Basketball Club Inc. would have an initial term of 40 years, with two options to renew for a further 20 years each, and would leverage private investment to deliver substantial community benefits. In addition to secured year-round indoor public recreation access, the first agreement of its kind for a Women's National Basketball Association practice facility, these benefits include a new public park featuring outdoor basketball courts, washrooms and other public realm improvements.

The proposed agreements reflect the City's established practice of leveraging long-term lease arrangements to secure investment in City-owned lands while advancing public benefits. Other examples, such as the OVO Athletic Centre, Lamport Stadium, the Ford Performance Centre, and the recently executed agreement with the Ontario Tennis Association, demonstrate how City real estate assets can support professional and amateur sport, expand community access, and strengthen Toronto's role as a center for high-performance athletics.

The proposal would deliver an approximately 60,000-square-foot Toronto Tempo practice facility including two full-sized indoor basketball courts, training and support spaces and other amenities to support Toronto Tempo operations and City-led recreation programming. Through a Community Access Agreement the City would secure a minimum of 2,260 hours of annual access for public recreation programming including registered and drop-in programs, permit opportunities and seasonal programs such as CampTO, with a focus on women, girls and youth.

The proposal would also accelerate delivery of long-planned parkland at 701 Fleet Street by at least ten years. Tempo would design and construct a new City-owned and operated park on the non-leased portion of the property at no capital cost to the City, including outdoor basketball courts, public washrooms, pathways, seating, landscaping, trees, shade elements, and other public amenities, with the final design to be informed by community and Indigenous engagement.

Tempo would be responsible for all costs associated with the design, construction, financing, operation, maintenance, repair, utilities, and taxes for the practice facility, and would be required to maintain capital repair reserves and report annually on community access. The City would be responsible for future operating costs associated with the new park, public washrooms, and City programming, estimated at $0.8 million annually, to be considered through future budget processes. Beginning in Year 5 of the initial lease term, Tempo would provide additional financial contributions to support City programming and operating needs.

The proposal aligns with Council directed priorities including support for women’s sports facilities, advancing gender equity in sport, facility access and equity, integration with Exhibition Place Master Plan, and park washroom enhancement. 

Overall, the proposed agreements would optimize City-owned land to secure a significant private investment, advance a long-standing parkland objective, expand year-round community recreation access, and support the continued growth of professional women’s sport in Toronto.

The Executive Committee:

1. Requested the Executive Director, Social Development to report back to the Executive Committee by the first quarter of 2027 with an update on expanding the service area of the Toronto Community Crisis Service to include responding to calls for service at all TTC subway stations.

This report responds to Council direction in EX23.4 by providing an update on current crisis service performance, outlining the five-year pathway for growth, describing actions underway to increase the diversion of eligible 9-1-1 calls, and expanding access to the Toronto Community Crisis Service.

Since launching in 2022, the Toronto Community Crisis Service has become firmly established as Toronto's fourth emergency service, providing a 24/7, community-based response to people experiencing mental health crises. To date, Toronto Community Crisis Service has received nearly 50,000 calls for service through 2-1-1 and 9-1-1, dispatched mobile crisis teams in more than 41,013 cases, completed over 11,659 referrals to health and social services, and resolved most eligible calls diverted from 9-1-1 without police involvement. These results demonstrate growing public confidence in the service and its ability to connect residents to appropriate care while reducing reliance on traditional emergency responses.

Building on these strong outcomes, the City is laying the foundation for significant service growth through enhanced 9-1-1 diversion, integrated dispatch with Toronto Paramedic Services, and expanded referral pathways across healthcare, community and institutional partners including the crisis service on transit initiative launched in 2025.  

Analysis completed in 2026 projects annual Toronto Community Crisis Service call volumes from all sources will reach between 25,000 and 29,000 by 2031 through continued demand growth and increasing awareness. The analysis also identified the potential for an additional 20,000 annual calls through enhanced 9-1-1 diversion and new access pathways, bringing long-term demand potential to approximately 45,000 to 50,000 calls per year from all sources by 2031.

These findings reinforce the critical role of Toronto Community Crisis Service within Toronto’s emergency response system. As demand continues to grow, expanding access to Toronto Community Crisis Service is essential to ensure more people experiencing mental health crises receive timely, appropriate, community-based care while reducing pressure on traditional emergency services.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which these recommendations are considered as the Annual General Meeting of the Shareholder for Toronto Community Housing Corporation, and:

a. receive the Board-approved "Toronto Community Housing Corporation 2025 Annual Report including such “Additional Information” as the City requires, including Toronto Community Housing Corporation’s 2025 executive compensation disclosure, forming Attachment 2 to the letter (July 6, 2026) from the President and Chief Executive Officer, Toronto Community Housing Corporation;

b. receive the Board-approved "Toronto Community Housing Corporation 2025 Audited Consolidated Financial Statements" and cover report to the Board, forming Attachment 3 to the letter (July 6, 2026) from the President and Chief Executive Officer, Toronto Community Housing Corporation; and

c. appoint KPMG LLP as the Auditor of Toronto Community Housing Corporation for fiscal year 2026, and authorizing the Board of Directors of Toronto Community Housing Corporation to set the fee of the Auditor.

2. City Council request the Board of Directors, Toronto Community Housing Corporation to direct the Chief Executive Officer, Toronto Community Housing Corporation to work with the City Manager to develop a plan to expand the program of deep building retrofits, prioritizing investments in projects that revitalize and expand the housing stock (including market units), reduce ongoing operating costs, better protect tenants from extreme heat and to include in that plan consideration of ways to access financing or funding tools from the City and other orders of government, and report on the plan as part of the 2027 budget process.

At its meeting on April 28, 2026, the Board of Directors, Toronto Community Housing Corporation considered item TCHC:2026-11 (Attachment 1) and made the following recommendations to City Council.

 The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which these recommendations are considered as the Annual General Meeting of the Shareholder for Toronto Seniors Housing Corporation, and:

a. receive the Board-approved "Toronto Seniors Housing Corporation 2025 Annual Report" forming Attachment 2 to the letter (June 22, 2026) from the Chief Executive Officer, Toronto Seniors Housing Corporation;

b. receive the Board-approved "Toronto Seniors Housing Corporation 2025 Audited Financial Statements" forming Attachment 3 to the letter (June 22, 2026) from the Chief Executive Officer, Toronto Seniors Housing Corporation;

c. appoint KPMG LLP as the Auditor of Toronto Seniors Housing Corporation for the fiscal year 2026, and authorize the Board of Directors of Toronto Seniors Housing Corporation to set the fee of the Auditor, as recommended by the Board; and

d. receive the Toronto Seniors Housing Corporation's 2025 executive compensation disclosure forming Attachment 1 to the Board Report attached as Attachment 1 to the letter (June 22, 2026) from the Chief Executive Officer, Toronto Seniors Housing Corporation.

2. City Council receive the Financial Impact section regarding known and anticipated financial outlooks and impacts (current and future years) for Toronto Seniors Housing Corporation, forming Attachment 2 to the Board Report attached as Attachment 1 to the letter (June 22, 2026) from the Chief Executive Officer, Toronto Seniors Housing Corporation.

We are pleased to submit the enclosed materials in support of the Toronto Seniors Housing Corporation Annual General Meeting and 2025 Audited Financial Statements reporting to the City of Toronto and City Council as per the requirements of the Shareholder Direction.

The materials from the adopted recommendations are attached to this transmittal letter for consideration by City Council.  As part of the package, the 2025 Annual Report provides information about Toronto Seniors Housing Corporation’s performance and summarizes progress made on key initiatives that the organization undertook throughout 2025 towards achieving its priorities.  The Annual Report also provides information for different stakeholders including tenants, staff, partners and the City of Toronto.  Toronto Seniors Housing continued to thrive in 2025, embracing and  further building on the Integrated Service Model. We continue to create safe, diverse and vibrant communities for tenants while providing housing stability and access to supports so tenants can continue to age at home.

The Executive Committee recommends that:

1. City Council authorize the reallocation of cashflows and corresponding funding within Toronto Water’s 2026 Capital Budget and 2027 to 2035 Capital Plan in the amount of $32.683 million, for acceleration and deferral of projects, as presented in Schedule A (Parts A and B) to the report (June 26, 2026) from the General Manager, Toronto Water, with a zero Budget impact.

2. City Council authorize the reallocation of project costs and cashflows in Toronto Water's Approved 2026 Capital Budget and 2027 to 2035 Capital Plan in the amount of $118.967 million from projects that have been awarded or completed under budget, or  projects that are not forecast to start in 2026 to those requiring additional funding in the same amount as presented in Schedule A (Part C) to the report (June 26, 2026) from the General Manager, Toronto Water, with a zero Budget impact.

3. City Council amend the 2026 to 2035 Capital Budget and Plan for Toronto Water by converting previously approved future year estimates for projects outlined in Schedule A (Part D) to the report (June 26, 2026) from the General Manager, Toronto Water and increasing total project costs by $245.294 million and cash flow commitments by $4.764 million, $8.197 million, $10.121 million, $7.756 million, $17.306 million, $41.900 million, $60.000 million, $55.000 million and $40.250 million in 2027 to 2035 respectively, funded by Toronto Water Capital Financing Reserve Fund and Sanitary Sewer Development Charge Reserve Fund in the amount of $227.737 million and $17.557 million respectively as presented in Schedule A (Part D) to the report (June 26, 2026) from the General Manager, Toronto Water, all consistent with the 10-Year Capital Budget and Plan.

This report requests City Council's authority to amend Toronto Water's 2026 Capital Budget and 2027 to 2035 Capital Plan by adjusting project cash flows contained within the 10-Year Capital Budget and Plan, respectively, to align forecasted project accelerations and deferrals.

Additional reallocations to project cashflows and project costs are requested where project expenditures exceed the current approved cashflows and project costs. These reallocations will allow Toronto Water to continue to deliver projects within its 10-Year Capital Plan.

In addition, this report requests City Council's authority to amend Toronto Water's Approved 2026 Capital Budget and 2027 to 2035 Capital Plan by converting already approved future year cost estimates contained within the 10-Year Capital Budget and Plan and increasing project costs and cashflow commitments for two approved projects in order to proceed with contract awards, ahead of schedule, in late 2026 or early 2027.

The adjustments will have a zero-dollar impact on the 2026 Capital Budget and 2027 to 2035 Capital Plan and will align the budget and plan with Toronto Water's capital project delivery schedule and program requirements.

The Executive Committee recommends that:

1. City Council approve in-year budget adjustments to the 2025-2034 Approved Capital Budget and Plan as detailed in Appendix 2 to the report (June 30, 2026) from the Chief Financial Officer and Treasurer.

2. City Council direct that Confidential Attachment 1 to the report (June 30, 2026) from the Chief Financial Officer and Treasurer remain confidential at this time, as it relates to a proposed or pending acquisition or disposition of land by the City, potential litigation that affects the City, information explicitly supplied in confidence between the Canada Mortgage and Housing Corporation and the City of Toronto which may only be made public in accordance with the funding agreement with Canada Mortgage and Housing Corporation and a position, plan, procedure, criteria or instruction to be applied to negotiations carried on or to be carried on by or on behalf of the City, and City Council authorize that Confidential Attachment 1 to the report (June 30, 2026) from the Chief Financial Officer and Treasurer be made public at the discretion of the Deputy City Manager, Development and Growth Services following the completion of land transactions, in accordance with agreements between the City and the Federal Government, and the resolution of potential litigation that affects the City.

The purpose of this report is to provide City Council with the City of Toronto’s capital spending for the twelve-month period ended December 31, 2025. Furthermore, this report seeks Council's approval for in-year budget adjustments to the 2025 Approved Capital Budget and Plan to align with the year-end funding requirements.

Table 1 below summarizes the City's 2025 actual capital expenditures compared with the 2025 Approved Capital Budget for the twelve-month period ended December 31, 2025.

Table 1: Capital Variance Summary for the Period Ended December 31, 2025

In 2025, the City’s spending rates reflect continuous improvement in actual capital delivery, building on budgeting enhancements made since 2023. The capital spending of $5.603 billion with a spending rate of 83.7 percent is up compared to 2024, when capital expenditures were $4.740 billion reflecting a spending rate of 73.8 percent. The spending rate is defined as the actual capital expenditures as a percentage of the full-year budget including in-year budget adjustments and carry forward funding from prior years' unspent budget.

The improved spending rate is largely attributed to the City’s enhanced budget planning processes and focus on capital delivery prioritization, which has enabled City Divisions and Agencies to accelerate project timelines and enhance overall execution. The achievements were made possible by the coordinated efforts of City Council, Divisions, and Agencies.

The Executive Committee recommends that:

1. City Council approve the budget adjustments detailed in Appendix D to the report (July 7, 2026) from the Chief Financial Officer and Treasurer to amend the 2025 Approved Operating Budget, with no impact on the Net Operating Budget of the City as well as the recommended expenditure authority as detailed in Appendix F to the report (July 7, 2026) from the Chief Financial Officer and Treasurer.

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

The following table summarizes the year end financial position for the City's Tax-Supported Operations as of December 31, 2025.

Table 1: Tax-Supported Operating Variance Summary

As detailed in Table 1 above, for the 2025 year-end, Tax-Supported Operations experienced a favourable net variance of $108.2 million. The favourable net variance is consistent with expectations considered during the 2026 Budget process and reflects adjustments for Toronto Building whose surplus is allocated to reserves by legislation.

Rate-Supported Programs:

Rate-Supported Programs reported a favourable year-end net variance of $66.1 million.

Table 2: Rate-Supported Operating Variance Summary

The favourable year-end variance is driven by Toronto Water largely due to the sale of water.

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

The Executive Committee recommends that:

1. City Council approve in-year budget adjustments to Previously Approved Capital Budget and Plan, as detailed in Appendix 2 to the revised report (July 14, 2026) from the Chief Financial Officer and Treasurer.

The purpose of this report is to provide City Council with the City of Toronto capital spending for the four-month period ended April 30, 2026, as well as the projected 2026 year-end expenditures. Furthermore, this report seeks Council's approval for in-year budget adjustments to the previously approved 2026–2035 Capital Budget and Plan as outlined in Appendix 2 of this report.

Table 1 below summarizes the City's 2026 actual capital expenditures compared with the 2026 Approved Capital Budget for the four-month period ended April 30, 2026, and the projected expenditures by year-end, December 31, 2026.

Table 1: Capital Variance Summary

Capital spending for the first four months of 2026 totaled $1.106 billion, representing 18.4% of the 2026 Approved Capital Budget and an improvement over the five-year historical average of 14.0% for the same period. This stronger-than-historical spending performance is a positive indicator as the City progresses through the fiscal year. By year-end, City Divisions and Agencies are projected to spend $5.417 billion, representing 89.9% of the 2026 Approved Capital Budget.

Impact of Buy Ontario Act on Capital Projects

Despite strong year-end spending projections at the four-month mark, the City may face implementation challenges due to the Buy Ontario Act, which was adopted by City Council through item 2026.CC41.6, and effective for municipalities on May 15, 2026. The Buy Ontario Act's Municipal Buy Ontario Procurement Directive applies to new capital infrastructure procurements, requiring solicitation documents to include a list of Major Goods and Services and suppliers to submit a Domestic Supply Chain Plan identifying whether these goods and services will be sourced from Ontario or Canada. The new procurement requirements may result in delays, affecting project delivery due to extended procurement timelines which could result in deferring project expenditures to later in the year or into future fiscal periods. The primary operational impacts expected to affect project delivery include:

Extended Procurement Timelines: Increased cycle times are anticipated due to the additional time required to identify Major Goods and Services, conduct market research on domestic availability, and allow suppliers sufficient time to prepare comprehensive Domestic Supply Chain Plans.

Potential for Capital Cost Escalation: Giving preference to the highest-scoring Domestic Supply Chain Plans may impact bid prices, with the specific financial impact varying by construction sector and the provincial evaluation approach utilized.

As project delivery progresses throughout the year, City Divisions and Agencies will continue to monitor these impacts and update their spending projections accordingly.

The Executive Committee recommends that:

1. City Council approve the budget adjustments detailed in Appendix D to the report (July 7, 2026) from the Chief Financial Officer and Treasurer to amend the 2026 Approved Operating Budget, with no impact on the Net Operating Budget of the City.

The purpose of this report is to provide City Council with the Operating Variance results for the four months ended April 30, 2026, as well as projections to the year-end. This report also requests City Council's approval for amendments to the 2026 Approved Operating Budget that have no impact on the City's Net Budget.

The following table summarizes the year-to-date financial position and year-end projections for the City's Tax-Supported Operations as of April 30, 2026.

Table 1: Tax-Supported Operating Variance Summary

As detailed in Table 1 above, for the four-month period, Tax-Supported Operations experienced an unfavourable net variance of $4.6 million. An unfavourable net variance is projected at year-end of $97.4 million.

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

Rate-Supported Programs:

Rate-Supported Programs reported a favourable year-to-date net variance of $27.7 million. At year-end, Rate-Supported Programs are projecting a favourable variance of $32.7 million.     

Table 2: Rate-Supported Operating Variance Summary

The favourable year-to-date variance and favourable year-end projection is primarily driven by Toronto Water.

Rate-Supported Programs are funded entirely by user fees that are used to pay for the services provided and the infrastructure to deliver them. Solid Waste Management Services and Toronto Water’s respective year-end surpluses, if any, must be transferred to the Waste Management Reserve Fund and the Wastewater and Water Stabilization Reserves respectively, to finance capital investments and ongoing capital repairs and maintenance. One hundred percent (100%) of Toronto Parking Authority’s surplus is allocated to the City, which is consistent with the Income Sharing Agreement.

The Executive Committee recommends that:

1. City Council authorize that the 2027 interim levy for all property classes be based on 50 percent of the total 2026 taxes billed for each property, adjusted, as necessary, to reflect any additional taxes added to the previous year's taxes as a result of assessment added to the tax roll.

2. City Council authorize that the interim levy apply to assessments added to the tax roll for 2026 that were not on the assessment roll when the By-law was passed.

3. City Council authorize that:

a. the interim bill payment due dates for property tax accounts paid on the eleven (11) instalment pre-authorized tax payment plan be: February 16, March 15, April 15, May 17 and June 15, 2027;

b. the interim bill payment due date for the two (2) instalment pre-authorized tax payment plan be March 1, 2027; and 

c. the interim bill payment due dates for all other property tax accounts on the regular instalment option or on the six (6) instalment pre-authorized tax payment plan be: March 1, April 1 and May 3, 2027.

4. City Council grant authority to introduce the necessary Bill in City Council on November 18 and 19, 2026, providing for the levy and collection of the 2027 interim taxes prior to the adoption of the estimates for 2027, which By-law, when enacted, will be effective as of January 1, 2027.

This report recommends the adoption of the 2027 interim levy and requests authority to introduce the necessary by-law at the inaugural meeting of Council on November 18 and 19, 2026. The 2027 interim levy will raise approximately $3.13 billion for City purposes and will provide for the cash requirements of the City until such time as the 2027 Operating Budget and 2027 final property tax levy are approved by Council.

The Executive Committee recommends that:

1. City Council approve the establishment of a vehicle reserve called the ‘Vehicle Reserve – Environment, Climate and Forestry in Appendix A, Schedule 1 – Corporate Reserves of the City of Toronto Municipal Code Chapter 227, Reserves and Reserve Funds, the purpose of which is to provide funding for the replacement of vehicles and equipment for Environment, Climate and Forestry as reflected in the Criteria Sheet in Appendix I to the report (July 2, 2026) from the Chief Financial Officer and Treasurer.

2. City Council authorize that the names of the following accounts be changed to be consistent with the change in name of their respective Divisions, and amend the schedules of Chapter 227 as set out in the following table:

3. City Council direct that the Beneficiary Program for the Tree Canopy Reserve Fund (XR1220) be changed from Parks and Recreation to Environment, Climate and Forestry, as reflected in the Criteria Sheet in Appendix J to the report (July 2, 2026) from the Chief Financial Officer and Treasurer.

4. City Council approve the transfer of $12.6 million from the Budget Bridging and Balancing Reserve Fund (XR1735) to the New Deal – Subway and Transit Operations Reserve Fund (XR3041) as reflected in Appendix F to the report (July 2, 2026) from the Chief Financial Officer and Treasurer to align with the intended purpose of the New Deal funds, with no net impact on the budget.

The City of Toronto (“City”) maintains obligatory reserve funds balances that will be recognized as revenues in future years, in addition to reserves and discretionary reserve funds that are intended to support the City's future activities. This report provides an update of these balances, as well as their related earned revenues and activities for the year ended December 31, 2025.

This report also serves as a statement of development charge (“DC”) balances and activity for 2025, as required by the Development Charges Act, 1997 (DC Act).

Obligatory Reserve Funds

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

For the year ended December 31, 2025, the City’s obligatory reserve funds decreased from $6,726.4 million to $6,597.5 million. The decrease of $128.9 million was primarily driven by net changes in development and planning act, Ontario-Toronto New Deal, and water and wastewater obligatory reserve funds.

DCs continue to represent the largest component of the City’s obligatory reserve funds. DCs are collected from development projects for the purposes of recovering growth-related capital infrastructure costs. For the year ended December 31, 2025, the City’s DC balance decreased from $2,840.2 to $2,466.5 million. The decrease of $373.7 million was primarily driven by monies spent on eligible capital and operating expenditures exceeding DC contributions, due to decreased development activity amid current market conditions.

Reserves and Discretionary Reserve Funds

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

For the year ended December 31, 2025, the City’s reserves and discretionary reserve funds decreased from $5,612.8 million to $5,471.2 million. The decrease of $141.6 million was primarily driven by Council-authorized monies spent on capital infrastructure and operational support. The majority of the City's reserves and discretionary reserve funds balances ($5,131.6 million, or 93.8 percent) are committed to future Council directed activities that include capital and operating expenditures and rate-based activities.

The remaining reserve and discretionary reserve fund balance ($339.6 million, or 6.2 percent) is uncommitted and available to respond to various unanticipated costs, stabilize funding sources, including the tax base, or for emergency purposes such as extreme weather events. The uncommitted amount represents 1.8% of the total 2026 Operating Budget of $18,863.7 million.

There are total commitments and obligations of $44,349.1 million against the $12,068.7 million balance in committed reserves, discretionary reserves and obligatory reserve funds consistent with the approved 10-Year Capital Plan and other requirements and obligations. These commitments and obligations are over three times the current reserve, discretionary reserve fund and obligatory reserve fund balances, requiring continued reserve contributions to support planned expenditures. A further breakdown of the City’s current balances in comparison to planned operating and capital expenditures can be found in Appendix E.

The Executive Committee recommends that:

1. City Council authorize the levy and collection of amounts for the 2026 taxation year on colleges and universities, public hospitals and correctional facilities at the prescribed rate of $75 per provincially rated hospital bed, full-time student or resident place as authorized by Section 285 of the City of Toronto Act, 2006, to be due on September 21, 2026.

2. City Council request the Province of Ontario update the Heads and Beds Levy on Institutions to the amount of $186.08 per head or bed to reflect inflation from 1987 to the current year of 2026.

This report requests Council authority to adopt a by-law to levy amounts in the 2026 taxation year for colleges and universities, public hospitals, and correctional facilities, estimated at approximately $20.6 million (annual "Heads and Beds" levy) based on the current legislative rates. 

A levy of $75 per head or bed has been in effect since 1987. If the rates had been increased to reflect increases in the Consumer Price Index in each year from 1987 to 2026 (such that the 2026 rate would be $186.08 for each full-time student, provincially rated bed, or resident place), an additional $30.6 million in tax revenue would be received in 2026. This is an issue faced by all Ontario municipalities.

The Executive Committee recommends that:

1. City Council authorize the levy and collection of taxes for the 2026 taxation year on railway roadways and rights-of-way and on land used as transmission or distribution corridors owned by power utilities, in accordance with Subsection 280 (1) of the City of Toronto Act, 2006, and Subsection 257.7 (1) of the Education Act.

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

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

This report seeks Council authority for the introduction of the by-law necessary to levy and collect taxes for the 2026 taxation year on railway roadways and rights-of-way and on land used as transmission or distribution corridors owned by power utilities, totalling approximately $6,993,742 in taxation revenue, of which the municipal share is $6,484,859 and the provincial education share is $508,883.

The 2026 levy has remained consistent with the 2025 levy total of $6,992,485 (with a $6,483,956 municipal share and a provincial education share of $508,529). For 2026, the prescribed property tax rates and taxation methodology for railway rights-of-way and hydro corridors remain unchanged from 2025 (as confirmed by attached correspondence from the Province through Ministry of Finance, dated December 10, 2025).

Taxation of railway lands varies across Canada, with some provinces utilizing a per-acre rate for railway lands, and most western provinces using tonnage per linear kilometre rates. In Ontario, per-acre rates are not increased annually and currently, the acreage rates for the City of Toronto are the highest in the province. From 2005 to 2016 railway rates remained static, followed by modest rate increases in 2017 and again in 2018, with no rate increases since. If railway and hydro rates had been indexed to inflation to reflect increases in the Consumer Price Index in each year since 2005, an additional $3,891,024 would be generated from the levy in 2026.  This additional levy would be inclusive of the educational portion of Hydro One's levy of approximately $3,601,155.

The Executive Committee recommends that:

1. City Council direct the 2024 operating surpluses of four of the centres (Applegrove Community Complex, Ralph Thornton Community Centre, Central Eglinton Community Centre and Swansea Town Hall Community Centre) totalling $118,971 be paid to the City of Toronto and be used to partially fund the payment of operating deficits of $406,589 for six centres (Cecil Street Community Centre, Community Centre 55, Eastview Neighbourhood Community Centre, Scadding Court Community Centre, Waterfront Neighbourhood Centre and 519 Church Street Community Centre), resulting in a net operating deficit of $287,618 to be paid to the Association of Community Centres by the City, as illustrated in Appendix A to the report (July 3, 2026) from the Chief Financial Officer and Treasurer.

2. City Council direct the 2025 operating surpluses of four of the centres (Applegrove Community Complex, Cecil Street Community Centre, Community Centre 55 and Swansea Town Hall Community Centre) totalling $203,621 be paid to the City of Toronto and be used to fund the payment of operating deficits of $105,737 for five centres (Central Eglinton Community Centre, Eastview Neighbourhood Community Centre, Ralph Thornton Community Centre, Scadding Court Community Centre and 519 Church Street Community Centre), resulting in a net operating surplus of $97,884 to be received by the City, as illustrated in Appendix B to the report (July 3, 2026) from the Chief Financial Officer and Treasurer.

On an annual basis, the City of Toronto receives the audited financial statements from 10 community centres which collectively are known as the City's Association of Community Centres. The audited financial statements assist the City to determine whether operating subsidy payments need to be provided to or clawed back from the Association of Community Centres to settle their operating deficits or surpluses. City staff report annually on the Association of Community Centres' operating surpluses and deficits once the respective Boards financial statements have been audited and approved by Council. The audited financial statements are based on the Public Sector Accounting Board requirements for government not-for-profit entities while the operating deficits or surpluses align with the modified cash basis of accounting.

This report recommends settlement with the Association of Community Centres for 2024 and 2025 based on their audited financial results as of December 31, 2024 and December 31, 2025, with operating surpluses payable to the City and operating deficits funded by the City upon Council’s approval. 

The Executive Committee recommends that:

1. City Council direct that the 2024 operating surpluses totalling $204,163 from three Arenas (George Bell, William H. Bolton and Forest Hill) be paid to the City of Toronto and be used to partially fund the payment of operating deficit of $201,746 for four Arenas (McCormick, Moss Park, Ted Reeve and North Toronto), resulting in a net operating surplus of $2,417 payable to the City, as illustrated in Appendix A to the report (July 7, 2026) from the Chief Financial Officer and Treasurer.

2. City Council direct that the net operating surplus of $210,055 of Leaside Arena be used as a prepayment of the loan principal outstanding balance as illustrated in Appendix A to the report (July 7, 2026) from the Chief Financial Officer and Treasurer.

On an annual basis, the City of Toronto receives the audited financial statements from eight Arena Boards of Management. The audited financial statements assist the City to determine whether additional operating subsidy payments need to be provided to or clawed back from the Arenas to settle their operating deficits or surpluses. City staff report annually on the Arenas' operating surpluses and deficits once the respective Boards financial statements have been audited and approved by Council. The audited financial statements are based on the Public Sector Accounting Board requirements for government not-for-profit entities while the operating deficits or surpluses align with the modified cash basis of accounting.

This report recommends the settlement of eight of the Arenas' operating surpluses and deficits for 2024 based on their audited financial statements for the year ended December 31, 2024, with operating surpluses payable to the City and operating deficits funded by the City upon Council’s approval.

The Executive Committee:

1. Directed the City Manager, in consultation with the City Solicitor, to report back to the Executive Committee in the third quarter of 2027 with an analysis of the findings and recommendations outlined in the report from the Municipal Autonomy and Effective Local Governance Program Advisory Body included as Attachment 1 to the report (July 7, 2026) from the City Manager.

2. Requested the City Manager to consider establishing a new program advisory body to advise the City Manager and the City Solicitor in their analysis of the report from the Municipal Autonomy and Effective Local Governance Program Advisory Body.

David Del Grande and Bruce Ryder, Co-Chairs of the Municipal Autonomy and Effective Local Governance Program Advisory Body gave a presention on the findings and recommendations in the report from the Program Advisory Body on Municipal Autonomy and Effective Local Governance.

In February 2025, City Council requested the City Manager to establish a program advisory body on municipal autonomy and effective local governance. The Municipal Autonomy and Effective Local Governance Program Advisory Body met six times between 2025 and May 2026, with a mandate to provide advice on how to achieve greater municipal autonomy and effective local governance for the City of Toronto and recommendations for the establishment of a city charter for Toronto.

The Municipal Autonomy and Effective Local Governance Program Advisory Body submitted a final report with their research, analysis and recommendations to the City Manager's Office on May 29, 2026. In alignment with the Municipal Autonomy and Effective Local Governance Program Advisory Body 's terms of reference, the City Manager is transmitting the final report of the Municipal Autonomy and Effective Local Governance Program Advisory Body to the Executive Committee for consideration. The Municipal Autonomy and Effective Local Governance Program Advisory Body 's report is provided as Attachment 1 to this report. In reference to Part 3 of the Municipal Autonomy and Effective Local Governance Program Advisory Body 's report, City staff note that the terms of reference for the Municipal Autonomy and Effective Local Governance Program Advisory Body did not include a mandate to provide legal advice to the City but included a consideration of the legislative requirements and constitutional considerations for a city charter. As such, Part 3 is informational in nature and should not be interpreted as constituting legal advice to the City of Toronto.

To support staff's assessment and review of the Municipal Autonomy and Effective Local Governance Program Advisory Body 's report, the City Manager recommends that the Executive Committee direct the City Manager, in consultation with the City Solicitor, to report back to the Executive Committee in the third quarter of 2027 with an analysis of the findings and recommendations outlined in the report from the Municipal Autonomy and Effective Local Governance Program Advisory Body included as Attachment 1 to this report.

The Executive Committee recommends that:

1. City Council amend Schedule 1 - 519 Church Street Community Centre of the Relationship Framework for the City of Toronto and Association of Community Centres Boards of Management, to authorize the Board of Management for The 519 Church Street Community Centre to establish limited legal services to eligible members of the public in accordance with:

a. all requirements of the Relationship Framework and Former City of Toronto Municipal Code Chapter 25, Community and Recreation Centres; and

b. the risk mitigation and accountability conditions set out in Attachment 1 to the report (July 7, 2026) from the City Manager.

This report responds to Executive Committee's request to explore the establishment of legal services, including measures addressing risk, liability and accountability for the 2SLGBTQ+ community at The 519 Church Street Community Centre, in consultation with the City Solicitor and the Executive Director of The 519 (Item EX32.16).

This report recommends that City Council authorize The 519 Church Street Community Centre Board of Management to establish limited and direct legal advice to clients of the 2SLGBTQ+ community, subject to several risk mitigation and accountability conditions, including eligibility criteria, outlined in Attachment 1 to this report. City Council's authorization would result in an amendment to the scope of programs and services offered by The 519 Church Street Community Centre under the Council-approved Relationship Framework.

Establishing limited legal services within The 519 Church Street Community Centre reflects a community-led, rights-based approach that prioritizes accessibility, trust, and culturally responsive service delivery. The proposed model would allow The 519 Church Street Community Centre staff lawyers and a paralegal to provide limited and direct legal advice and brief services to clients who fall outside the reach of existing legal aid programs, pro bono services, and community legal clinics. This report identifies the benefits of providing specialized legal services for eligible members of the 2SLGBTQ+ community as well as the potential risks of the program identified by City staff, including accountability measures, potential conflicts of interest, and others. The 519 Church Street Community Centre staff lawyers and paralegal, while City employees, are not part of the City's Legal Services Division.

The risk mitigation and accountability conditions in Attachment 1 will form the required amendments to Schedule 1 of The 519 Church Street Community Centre Church Street Community Centre of the AOCC Relationship Framework, should City Council authorize the establishment of limited legal services at The 519.

The Executive Committee:

1. Requested the Director, Revenue Services, in consultation with the Executive Director, Customer Experience, to examine the Tax and Utility and Vacant Homes Tax volume of requests for information of various complexities, and to seek opportunities to improve the wait times, self serve options, communications materials and overall customer experience; and to report to the appropriate committee by the second quarter of 2027.

At its meeting on July 6, 2026 the Service Excellence Committee considered Item SE13.3 and made recommendations to the Executive Committee.

Summary from the report (June 19, 2026) from the Executive Director, Customer Experience Division and the General Manager, Parks and Recreation

The Customer Experience Division, in partnership with Integrated Service Divisions (which include Transportation Services, Solid Waste Management Services, Toronto Water, Municipal Licensing and Standards, Urban Forestry within Environment, Climate and Forestry, and the Parks Branch within Parks and Recreation), continues to strengthen data transparency and enable data-driven decision-making through public dashboards, shared operational data, and quarterly reviews.

As directed by Council, Customer Experience Division is reporting biannually on the ongoing analysis of performance against service standards, including the identification of opportunities for improvement. This report complements individual reports from Integrated Service Divisions identifying how data is used to drive service excellence, with a report from Parks and Recreation, Transportation Services, and Municipal Licensing and Standards brought forward to the May 2026 Service Excellence Committee meeting, and reports from Toronto Water, Solid Waste Management Services, and Urban Forestry within Environment, Climate and Forestry tracking to the July 2026 Service Excellence Committee meeting. Additionally, this report addresses separate direction from Executive Committee to provide the geographic distribution of service requests in parks.    

While 311 service requests data provides information on where the public is requesting additional services and visibility into how divisions respond to these requests, it does not capture proactive, planned and longer-term work. As such, this data does not provide insight into the overall performance of a service or division and cannot be used as the only metric to evaluate City service delivery. Integrated Service Divisions rely on internal operational dashboards that integrate both customer demand and planned activities, providing a comprehensive view of service delivery, performance, and improvement priorities.

This report provides a review of the first quarter of 2026 service requests demand and performance. Between January to March 2026, 311 created 158,000 service requests for Integrated Service Divisions and non-integrated divisions and agencies (for example, Court Services and Toronto Public Health), up nearly 20 percent from the 132,000 service requests created in the first quarter of 2025. Most service requests were driven by winter-related demand, with 53 percent of service requests directed to Transportation Services.

Despite the increase in volume, performance improvements were seen in Transportation Services and Municipal Licensing and Standards due to enhancements in service planning and cross-divisional collaboration, especially in the case of 2025/2026 winter operations. The severity of the winter season also impacted performance for Solid Waste Management Services, Toronto Water, and Urban Forestry due to increased service requests volume and the re-assignment of staff to address winter operations. These divisions continue to assess service requests data, alongside other planned work, and explore opportunities for continuous improvement.

This report also provides a geographic analysis of common service requests that have been received by the Parks and Recreation division. While service requests are evident across the city, parks in the downtown core receive the highest density. Staff regularly review request volumes, locations, and response times to identify recurring issues and service hotspots to inform crew deployment, with priority given to high-demand areas and public safety concerns.  

Customer Experience Division continues to work with City divisions on enhancing customer insights and service delivery. In partnership with the Technology Services Division, work is underway to establish the Toronto Data Platform, which is a centralized solution for data governance and analytics. As well, Customer Experience Division is working with Revenue Services to identify improvement opportunities in high-demand service lines like tax and utility-related inquiries.

The Executive Committee:

1. Received the item for information.

At its meeting on July 6, 2026 the Service Excellence Committee considered Item SE13.1 and made recommendations to the Executive Committee.

Summary from the report (June 19, 2026) from the General Manager, Toronto Water.

Toronto Water is one of the largest water utilities in North America, providing water, wastewater and stormwater services to millions of residents and businesses, 24 hours a day, 7 days a week. Service delivery, customer feedback, and operational performance data is used by Toronto Water to monitor and improve customer service, with the focus of this report being service quality and timeliness of service requests managed in partnership with 311.

Toronto Water works closely with 311 which supports the intake, customer communication, and tracking components of the service request process. While 311 serves as the first point of contact for customers Toronto Water's Customer Care Centre triages service requests, validates customer and service information, confirms account and address details, assigns staff to resolve requests, and escalates issues to subject matter experts. Toronto Water uses multiple data sources to improve service delivery, including 311 service request data, internal work management and field force automation systems, customer satisfaction surveys, and operational and regulatory compliance data to monitor service response times, identify trends, inform resource allocation, and support continuous improvement.

Customer experience in Toronto Water is assessed across five key areas: reliability, water quality, service quality, timeliness of service, and rate (cost) for value, with this report focussing specifically on service quality and timeliness as they relate to the division's work with 311 on service requests. The report highlights examples of data-driven improvements (including core services delivered) and future planned work to strengthen how data is used to enhance service quality, timeliness, and overall customer experience.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the letter (July 7, 2026) from the Chief Financial Officer and Executive Vice President, CreateTO is considered as the Annual General Meeting of the Shareholder for Build Toronto Inc., and:

a. receive the Board approved 2025 Audited Financial Statements for Build Toronto Inc. from CreateTO's Chief Executive Officer, forming Attachment 1 to the letter (July 7, 2026) from the Chief Financial Officer and Executive Vice President, CreateTO;

b. receive the Build Toronto Inc. 2025 Annual Report from CreateTO's Chief Executive Officer, forming Attachment 2 to the letter (July 7, 2026) from the Chief Financial Officer and Executive Vice President, CreateTO; and

c. appoint KPMG LLP as the Auditor of Build Toronto Inc. for fiscal year 2026.

At its meeting on April 27, 2026, the Board of Directors, Build Toronto Inc. and Toronto Port Lands Company, made the recommendation that City Council treat that portion of the City Council meeting at which the report from Chief Executive Officer, CreateTO is considered as the Annual General Meeting of the Shareholder for Build Toronto Inc.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the letter (July 7, 2026) from the Board Chair, Lakeshore Arena Corporation is considered as the Annual General Meeting of the Shareholder for Lakeshore Arena Corporation, and:

a. receive the Board-approved “Lakeshore Arena Corporation 2025 Annual Board Report” and "Lakeshore Arena Corporation 2025 Audited Financial Statements", forming Attachments 1 and 2 to the letter (July 7, 2026) from the Board Chair, Lakeshore Arena Corporation, respectively;

b. appoint Welch LLP as the Auditor of Lakeshore Arena Corporation for fiscal year 2026 and authorize the Board of Directors of Lakeshore Arena Corporation to fix the remuneration of the Auditor; and

c. receive the "Lakeshore Arena Corporation Executive Compensation Disclosure 2025", forming Attachment 3 to the letter (July 7, 2026) from the Board Chair, Lakeshore Arena Corporation.

The Lakeshore Arena Annual Report provides a brief history of the organization, 2025 operating highlights, an overview of annual general meeting requirements, Board actions related to appointment of the 2026 auditor, 2025 financial statement summary, results of the financial statement audit, 2025 operating financial results, the future outlook of the organization and a description of the Board composition.

The Executive Committee recommends that:

1. City Council in its capacity as one of the Shareholders of Toronto Pan Am Sports Centre Inc. adopt and authorize the City Manager to sign the Resolutions of the Shareholders attached as Attachments 3 and 4 to the letter (July 7, 2026) from the Secretary, Board of Directors, Toronto Pan Am Sports Centre on behalf of the City that resolve:

a. Financial Statements

1. the audited financial statements of the Corporation for the financial year ending December 31, 2025 are received; and

b. Appointment of Auditors

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

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

The Toronto Pan Am Sports Centre (TPASC) 2025 Overview (Attachment 1) provides a brief history of the organization, 2025 operating highlights, an overview of annual general meeting requirements, Board actions related to appointment of the 2026 auditor, 2025 financial statement summary, results of the financial statement audit, 2025 operating financial results, background on the 2026 budget, the future outlook of the organization and a description of the Board composition.

The Executive Committee recommends that:

1. City Council amend the composition of the City's appointments to the Board of Toronto Pan Am Sports Centre Incorporated such that the composition of the five Directors appointed by the City shall be:

a. two public members;

b. the General Manager, Parks and Recreation or the Director, Community Recreation, Parks and Recreation as the General Manager’s designate;

c. the Manager, Community Recreation, Parks and Recreation; and

d. the Deputy City Manager and Chief Financial Officer or designate.

2. City Council appoint the Director, Community Recreation, Parks and Recreation as the General Manager's designate to serve as the Vice-Chair of the Board, as per the unanimous shareholders’ agreement between the two shareholders of Toronto Pan Am Sports Centre Incorporated.

3. City Council appoint as the Directors of the Toronto Pan Am Sports Centre Incorporated, the Director, Community Recreation, Parks and Recreation as the General Manager's designate and the Manager, Community Recreation, Parks and Recreation for a term of office from July 31, 2026 to July 31, 2028 and until successors are appointed.

The purpose of this report is to recommend amendments to the composition of the City's appointments to the Toronto Pan Am Sports Centre Board of Directors. The first amendment specifies that the Director of Community Recreation, Parks and Recreation is the designate of the General Manager, Parks and Recreation. However, the Director of Community Recreation is already appointed to the board, so if they become the General Manager's designate, the City would not meet the requirement of having five board members appointed by the City. Therefore, a second amendment is required where the appointment of the Director of Community Recreation is changed to the Manager of Community Recreation. This maintains five City appointed members.

Together, these amendments continue to ensure alignment of Board decisions with City recreation programs and strategic priorities, ensures robust financial oversight, and balances the City's and University of Toronto's administrative leadership on the Board.

The Executive Committee recommends that:

1. City Council treat the portion of the City Council meeting at which the letter (July 7, 2026) from the Chief Financial Officer and Executive Vice President, CreateTO is considered as the Annual General Meeting of the Shareholder for Toronto Port Lands Company, and:

a. receive the Board approved 2025 Audited Financial Statements for Toronto Port Lands Company from CreateTO's Chief Executive Officer, forming Attachment 1 to the letter (July 7, 2026) from the Chief Financial Officer and Executive Vice President, CreateTO;

b. receive the Toronto Port Lands Company 2025 Annual Report from CreateTO's Chief Executive Officer, forming Attachment 2 to the letter (July 7, 2026) from the Chief Financial Officer and Executive Vice President, CreateTO; and

c. appoint KPMG LLP as the Auditor of Toronto Port Lands Company for fiscal year 2026.

At its meeting on April 27, 2026, the Board of Directors, Build Toronto Inc. and Toronto Port Lands Company, made the following that City Council treat that portion of the City Council meeting at which the report from Chief Executive Officer, CreateTO is considered as the Annual General Meeting of the Shareholder for Toronto Port Lands Company.

The Executive Committee:

1. Approved the confidential instructions for a collective bargaining mandate for the upcoming negotiations with Toronto Professional Firefighters' Association Local 3888 as outlined in the confidential presentation, and authorized the Executive Director, Employee Relations to have flexibility to work within the total compensation mandate to effect a negotiated agreement.

2. In the event a negotiated agreement is reached with the Association, directed the City Manager to report to City Council to seek ratification.

3. Directed that the confidential presentation remain confidential in its entirety, as the item relates to labour relations and employee negotiations.

The Executive Committee recessed its public session to meet in closed session to consider this item as it relates to labour relations or employee negotiations.

The collective agreement between the City of Toronto and the Toronto Professional Firefighters' Association, Local 3888 expires on December 31, 2026. This report seeks a collective bargaining mandate for the upcoming round of negotiations.

A confidential presentation outlining the recommended collective bargaining mandate will be given in closed session of the Executive Committee.

The Executive Committee:

1. Directed the City Manager, or their delegate, to report to Executive Committee in the second quarter of 2027 on the transfer of ownership of the municipal land known as the Spirit Garden site at Nathan Phillips Square from the City of Toronto to the Council of Fire, an Indigenous non-profit organization.

At its meeting on June 3, 2026, the Aboriginal Affairs Advisory Committee considered Item AA12.4 and made recommendations to the Executive Committee.

Summary from the Aboriginal Affairs Advisory Committee:

The Committee will discuss opportunities to establish a reflection of the unique importance of the Spirit Garden site including the possible transfer of ownership to an Indigenous non-profit organization.

The Executive Committee:

1. Requested the Deputy City Manager, Community Development and Social Services to work with the Executive Director, Housing Secretariat and the General Manager, Toronto Shelter and Support Services, in consultation with the Executive Director, Housing Development Office and the Executive Director, Corporate Real Estate Management, to conduct a review of opportunities and report back on the potential to convey, for nominal consideration, an ownership interest in City-owned lands that are or may in the future be operated by an Indigenous non-profit organization for housing or shelter purposes by the second quarter of 2027.

At its meeting on June 3, 2026, the Aboriginal Affairs Advisory Committee considered Item AA12.3 and made recommendations to the Executive Committee.

Summary from the Aboriginal Affairs Advisory Committee:

The Committee will discuss exploring opportunities to convey City-owned land that is or may be in the future operated by an Indigenous non-profit organization for housing or shelter purposes.

The Executive Committee recommends that:

1. City Council advise the Government of Ontario and the Government of Canada of the need for coordinated, ongoing and sustained investments in supportive housing in its advocacy efforts with provincial and federal governments, particularly in informing the renewal of the National Housing Strategy and calling specifically for:

a. increased federal investment in capital funding for rapid construction dedicated to delivering supportive housing for people exiting homelessness;

b. provincial operating funding for wrap-around support services in supportive housing; and

c. federal requirements within provincial health and homelessness transfers for operating funding for wrap-around supports.

2. City Council request the Deputy City Manager, Development and Growth Services and the Deputy City Manager, Community and Emergency Services to explore opportunities to provide additional supports and incentives to advance more City-led and non-profit led supportive housing development, including but not limited to:

a. continuing to prioritize supportive housing projects for capital and pre-development funding available through the City’s Rental Housing Supply Program;

b. continuing to prioritize City-owned land for supportive housing delivery; and

c. converting existing appropriate shelter sites into supportive housing, in alignment with Item EC16.1.

3. City Council request the Deputy City Manager, Development and Growth Services and the Deputy City Manager, Community and Emergency Services to identify opportunities to ensure people with lived experience of homelessness are meaningfully engaged in the design and delivery of the supportive housing in alignment with Item 2025.EC21.6, in the efforts to advance an all-of-City response to homelessness and support needs.

4.  City Council direct the General Manager, Toronto Shelter and Support Services, to include as part of the Toronto Shelter and Support Services Strategic Planning a focus on the youth sector, including engaging with youth-serving agencies and youth with lived experience to develop program guidelines and approaches for youth residing in shelter and supportive housing programs; such review to include measures linked to housing stability, education, life-skills development and employment.

At its meeting on June 22, 2026, the Housing Rights Advisory Committee considered Item HS12.4 and made recommendations.

 
Summary from the Housing Rights Advisory Committee:

Toronto is facing an urgent and growing homelessness and housing crisis that continues to place significant strain on individuals, communities, and existing social housing systems. Encampments, shelter overcapacity, and increasing demand for rent-geared-to-income housing reflect a system under pressure and in need of immediate, coordinated intervention.

A key gap in the current system is the lack of appropriate supportive housing for individuals exiting homelessness—particularly those living with complex mental health and addiction challenges. Without adequate supports, many individuals struggle to maintain stable housing, contributing to cycles of eviction, homelessness, and overburdened social housing infrastructure. The City must take action to alleviate strain on shelters and ensure tenants can access homes with appropriate levels of support.

To address these challenges, the City must continue to advance a permanent supportive housing model—built rapidly using prefabricated modular units and paired with wrap-around supports—prioritizing a practical, scalable, and proven solution. When combined with strong intergovernmental funding and inclusive planning, this approach can stabilize vulnerable populations, helping to reduce evictions and returns to homelessness, and break the cycle of housing instability. This can also serve to reduce system pressures and create a pathway toward long-term housing security and community integration.

This approach emphasizes urgency, dignity, and long-term sustainability—ensuring all residents have access to safe, supportive housing and a path toward stability. In order to achieve this, the City must continue to take steps to advocate for increased intergovernmental funding and coordination, prioritize maximum available resources to deliver more supportive housing and ensure those with lived experience of homelessness are meaningfully involved in informing ongoing advancement of the City’s supportive housing programs.

The Executive Committee:

1. Received the Item for information.

At its meeting on June 22, 2026, the Housing Rights Advisory Committee considered Item HS12.3 and made recommendations to the Executive Committee.
 

Summary from the Housing Rights Advisory Committee:

In response to HS11.3, the Chair of the Housing Rights Advisory Committee will highlight the actions and accomplishments of the committee’s first term and will also summarize key priorities identified by the committee should the committee be reestablished for a second term during the next Council term.

The Executive Committee:

1. Requested the Executive Director, Municipal Licensing and Standards to report to the first Toronto Accessibility Advisory Committee meeting in 2027 on:

a. working with stakeholders such as members of the disabled community, taxi brokerages and Private Transportation Companies, on a review of options to increase accessible service provided by the vehicle-for-hire sector, including Private Transportation Companies, such as vehicle type, fleet size and mandating a standard wait time;

b. an investigation into the number of accessible taxi vehicle licenses distributed and in use across the city, including how many have been lost over the pandemic;

c. consultations with the providers of accessible taxi vehicles to understand incentivization methods;

d. the launch and implementation of the centralized dispatch system; and

e. a feedback or comment process as part of the Accessibility Fund Program application process to capture data to improve the system.

At its meeting on June 15, 2026, the Toronto Accessibility Advisory Committee considered Item DI18.2 and made a recommendation to the Executive Committee.

Summary from the presentation from the Manager, Municipal Licensing and Standards

Joanna Hazelden, Director, Policy and Strategic Support, Municipal Licensing and Standards will provide a brief update on work done to-date to assess options for a centralized dispatch system for on-demand wheelchair accessible vehicle-for-hire service. Additional staff will be present to support with any questions.

The Executive Committee recommends that:

1. City Council receive the report on Federation of Canadian Municipalities (FCM) Committee Annual General Meeting on June 4-7, 2026 in Edmonton, Alberta outlined in the letter (July 3, 2026) from Councillor Paul Ainslie for information.

This report provides an overview of my participation in the Federation of Canadian Municipalities (FCM) 2026 Annual Conference and Trade Show, held from June 4 to 7, 2026, in Edmonton, Alberta. The conference, themed Building the Future Together, brought together elected officials, municipal staff, federal representatives and sector partners from across Canada to discuss shared municipal priorities and emerging challenges.

During the conference, I participated in discussions with municipal leaders, federal officials, policy experts and industry partners on issues critical to cities and communities, including housing, infrastructure, public safety, economic development, climate resilience and municipal finance.

Key discussions focused on the growing pressures municipalities face in responding to population growth, housing affordability, infrastructure demands and the impacts of climate change. Delegates emphasized the importance of strong intergovernmental collaboration and sustained investment in local infrastructure and services. Housing supply and affordability remained central themes, with municipalities sharing innovative approaches to accelerating housing development, addressing homelessness and improving access to affordable housing.

The conference also provided valuable opportunities to exchange ideas with municipal colleagues from across the country on fiscal sustainability, infrastructure renewal, economic competitiveness and approaches to meeting increasing service demands. These conversations reinforced the importance of coordinated municipal advocacy and highlighted best practices that may inform Toronto's ongoing work.

A notable policy discussion focused on strengthening Canada's local information infrastructure and the role of community, Indigenous and campus media in supporting public engagement, emergency communications and local decision-making. Delegates recognized the importance of trusted local communication systems in combating misinformation, strengthening civic participation and enhancing community resilience.

Overall, the conference reinforced the value of collaboration, innovation and advocacy in addressing the complex issues facing municipalities and provided opportunities to advance priorities that are important to the City of Toronto and its residents. The conference also marked FCM's 125th anniversary.

The Executive Committee recommends that:

1. City Council receive the Good Roads Board of Directors Meetings June 11 – June 12, 2026 update outlined in the letter (July 3, 2026) from Councillor Paul Ainslie for information.

I am pleased to provide Council with an update regarding the Good Roads Board of Directors meeting held in Chatham-Kent, Ontario, from June 11–12, 2026. The meeting brought together municipal elected officials, senior staff, and Good Roads leadership from across Ontario to advance the association's advocacy, governance, education, and research priorities.

The Chatham-Kent meeting included meetings of the Executive Committee and several standing committees, including the Public Affairs Committee, Education and Training Committee, Equity, Diversity and Inclusion Committee, and Research and Product Development Committee. These discussions focused on strengthening Good Roads' support for Ontario municipalities through advocacy, professional development, research initiatives, and organizational leadership.

A component of the meetings was the opportunity to engage directly with local infrastructure, transportation, and community assets within the Municipality of Chatham-Kent. Directors participated in technical and cultural tours. These visits provided valuable perspectives on rural economic development, agricultural transportation needs, community history, and the importance of transportation networks in supporting local economies throughout Ontario.

During the Board of Directors meeting on June 12, members reviewed current organizational priorities and discussed opportunities to continue strengthening municipal transportation infrastructure across the province. The Board reaffirmed its commitment to supporting municipalities through research, advocacy, training, and the sharing of best practices that improve the safety, sustainability, and efficiency of local transportation systems.

As President of Good Roads, I continue to advocate for policies and investments that support municipalities of all sizes while ensuring Toronto remains connected to emerging best practices in transportation planning, asset management, road safety, and infrastructure delivery. Participation in Good Roads provides Toronto with valuable opportunities to collaborate with municipal partners throughout Ontario and to contribute to province-wide discussions on transportation and infrastructure priorities.

I look forward to sharing future updates with Council as Good Roads continues its work on behalf of Ontario municipalities.

The 2027 Good Roads Conference will be held on April 4-7 Conference - Good Roads.

The Executive Committee recommends that:

1. City Council direct the City Manager, in consultation with the City Solicitor and the Executive Director Municipal Licensing and Standards, to identify all possible mechanisms for the City of Toronto to ban and regulate surveillance pricing that increases prices on groceries, including those sold online and delivered within the City, and report to the new term of City Council in the first quarter of 2027 with options for consideration.

2. City Council request the Executive Director, Municipal Licensing and Standards and the General Manager, Economic Development and Culture to report to the Executive Committee in the first quarter of 2027 with a jurisdictional scan and analysis of existing regulatory authorities, to inform the development of recommended actions requested in Recommendation 1 above that would enable:

a. at minimum, unambiguous disclosure to consumers, in plain language, when personal data is being used for algorithmic personalized pricing practices and when any other algorithmic pricing practices that raise prices for individual consumers are being employed;

b. up to the full prohibition of algorithmic pricing practices that raise prices for individual consumers;

c. consumer protection through the restriction of predatory business practices involving consumers’ personal data, including the option for consumers to opt-out; and

d. greater transparency about the use of electronic shelf labelling systems.
 

3. City Council request the Government of Ontario to ban the practice of surveillance pricing and strengthen the Consumer Protection Act to protect Ontarians from predatory pricing technologies.
 

4. City Council request the General Manager, Economic Development and Culture to collaborate with the Government of Canada to advance measures and share data that will support food security, competition and affordability through the new Food Security Strategy and AI Strategy.
 

5. City Council direct the City Manager to request the advice of the Ministry of Innovation, Science and Economic Development on how current federal regulation addresses private sector collection and monetization of individual user data, including algorithmic pricing practices, and to identify any updates required to the Personal Information Protection and Electronic Documents Act to ensure privacy protections and equitable outcomes for residents, and report back on the results of this request to the Executive Committee in the first quarter of 2027.
 

6. City Council direct the City Manager to request the advice of the Competition Bureau Canada on how current federal regulation addresses private sector collection and monetization of individual user data, including algorithmic pricing practices, and to identify any updates required to ensure privacy protections and equitable outcomes for residents, and report back on the results of this request to the Executive Committee in the first quarter of 2027.

7. City Council direct the City Manager to request the advice of the Office of the Privacy Commissioner of Canada on how current federal regulation addresses private sector collection and monetization of individual user data, including algorithmic pricing practices, and to identify any updates required to ensure privacy protections and equitable outcomes for residents, and report back on the results of this request to the Executive Committee in the first quarter of 2027.
 

8. City Council forward the Item to the Association of Municipalities of Ontario and the Federation of Canadian Municipalities for consideration.

Torontonians are struggling with rising costs, making tough choices to make ends meet. At the same time, big tech and retail giants are capitalizing by monitoring our activity and using the information to extract maximum profit. Surveillance pricing – also known as algorithmic personalized pricing – uses your personal data to change the price of groceries and other items. The goal is simple: to charge the customer as much as possible using personal data to determine what each individual will pay. That means the shelf price of an item can change based on who you are, where you are, or what time it is.

Manitoba introduced legislation to ban this practice. Recently, the federal government committed to explore strengthening privacy protections against this as part of the federal Artificial Intelligence (AI) strategy.

The City of Toronto is taking action to reduce costs for people, especially when it comes to groceries. We’ve expanded school food programs to reach every student by this fall, saving families with two children $900 a year off their grocery bill. In March, Council passed a motion directing City staff to explore municipal levers to bring grocery costs down. That includes supporting independent grocers, developing a municipal grocery pilot that leverages Toronto’s public food terminal, public markets, and community partners in food security, and working with other levels of government to ban anti-competitive land covenants.

There is more we can do. The City of Toronto Act provides authority to regulate for the purpose of consumer protection and the economic well-being of Torontonians. This motion directs staff to explore every legal mechanism within the City of Toronto’s power to ban surveillance pricing on groceries.

The City should address these emerging predatory practices to protect Torontonians and make life more affordable. As the level of government closest to peoples’ daily lives, we cannot ignore these practices or simply wait for the federal or provincial governments. We must do what we can to ensure large companies don’t take advantage of Torontonians.

Announcements

The Chair acknowledged that the Executive Committee was meeting on the traditional territory of many nations including the Mississaugas of the Credit, the Anishnabeg, the Chippewa, the Haudenosaunee and the Wendat peoples and is now home to many diverse First Nations, Inuit and Métis peoples. The Chair also acknowledged that Toronto is covered by Treaty 13 with the Mississaugas of the Credit.

Where the Members of the Executive Committee listed in the attendance for this meeting participated remotely, they were counted for quorum as permitted by Section 189(4.2) of the City of Toronto Act, 2006, and City Council's Procedures.

Mayor Olivia Chow, on behalf of Members of the Executive Committee, expressed gratitude to the Members of the Program Advisory Body for their work on the report on Municipal Autonomy and Effective Local Governance.

Mayor Olivia Chow, on behalf of Members of the Executive Committe, thanked Councillor Gord Perks for his immense contritubion to the City of Toronto. 

Confidential Attachment: Minutes of Closed Session - July 21, 2026.