Executive Committee
The full agenda, as filed
All 14 items in the clerk’s order. Each carries the city’s own words: the staff recommendation, what the body decided, and its status. Nothing below is written by us.
EX31.1adopted
Expanding Youth Programs to Create Safer and Stronger Neighbourhoods
At the July 2025 meeting of City Council, I brought forward a motion to create CityServeTO, a new program to provide paid work experience for youth most vulnerable to violence and crime, aged 16-24. This program was developed through the Mayor's Youth Safety Task Force and is delivered in partnership with community agencies. Now, we have the opportunity to increase our investment in youth safety and expand the program for this summer and give 100 young people aged 14-18 paid work experience serving their community, skills training, mentorship and violence prevention support. While Toronto also hires 16,000 young people annually through jobs in recreation, special events, museums, and more - CityServe is a targeted program to help the youth and communities that need it most. CityServe prevents youth violence and gives young people more opportunities. If we empower and support youth, especially those most at risk, we can create safer and stronger neighbourhoods for everyone across our city. By expanding CityServe, we'll be giving 100 more teenagers access to work experience, a chance to give back to their communities, and a positive, healthy path forward. As Mayor, I often speak to the mothers who have lost children to gun violence. It is heartbreaking and traumatizing for families and communities, and it must end. We need to give young people a better path, more opportunity and more hope for the future. That's how we stop young people from getting in trouble and build long-lasting community safety.
The Executive Committee recommends that: 1. City Council increase the 2026 Operating Budget for Social Development in the amount of $0.615 million for Youth Community Service Initiative to be offset by funds secured from the Federal Government. 2. City Council request the Deputy City Manager, Community and Social Services, in partnership with the Chief People Officer, labour partners, City agencies such as the Toronto Transit Commission and the Toronto Community Housing Corporation and community organizations, to develop and implement a plan to capitalize on new federal investments in skilled trades through Team Canada Strong and the Build Canada Apprenticeship Service.
Staff recommendation as filed
Mayor Olivia Chow recommends that: 1. City Council increase the 2026 Operating Budget for Social Development in the amount of $0.615 million for Youth Community Service Initiative, to be offset by funds secured from the federal government. 2. City Council request the Deputy City Manager, Community and Social Services, in partnership with the Chief People Officer, labour partners, City agencies such as the Toronto Transit Commission and Toronto Community Housing Corporation, and community organizations, to develop and implement a plan to capitalize on new federal investments in skilled trades through Team Canada Strong and the Build Canada Apprenticeship Service.
EX31.2amended
Standardizing the Air Conditioner Benefit (Pilot)
Extreme heat and its impacts on human health is one of the City of Toronto's most urgent climate hazards, now and for the future. As the City adapts, immediate measures are needed to address the health and safety risks for those most vulnerable to impacts of heat, such as older adults. In December 2025, staff reported to City Council on a series of strategies to protect Toronto residents against extreme heat, including an update on the Air Conditioner Assistance program. At that time, Council directed staff to consider avenues to enhance access to the City's Hardship Fund. The City's Hardship Fund assists with the cost of certain medically based items/services, including cooling devices (air conditioners), for low-income Toronto residents who are not receiving assistance from Ontario Works or the Ontario Disability Support Program. By leveraging funds secured through the 2026 budget, and an additional $1,060,000 from the Corporate Extreme Weather Reserve, this report recommends expanding and harmonizing air conditioner benefits across the City's various program offerings to low-income and vulnerable residents, including applicants to the City's Hardship Fund, recipients of Ontario Works/Ontario Disability Support Program benefits, and tenants across Toronto Community Housing Corporation and Toronto Seniors Housing Corporation buildings. This allows for up to 2400 air conditioners to be supplied and installed during the summer of 2026. The report also provides an update on the work to develop a maximum indoor temperature by-law. The report was developed in consultation with the Housing Secretariat, Toronto Public Health, Toronto Employment and Social Services, and Toronto Community Housing Corporation.
The Executive Committee recommends that: 1. City Council increase the 2026 Operating Budget for Environment, Climate and Forestry by $1,060,000 gross and $0 net, fully funded from the Corporate Extreme Weather Reserve (XQ1408), to support standardization where appropriate of the issuance of portable Air Conditioners to residents eligible for the City's Air Conditioner Assistance Program, the City's Hardship Fund and the Ontario Works Discretionary Benefit Program (OW and ODSP). 2. City Council in accordance with Section 71-11.1C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), authorize an amendment to Blanket Contract Number 4300000099, competitively awarded under nRFP Doc5443909641, issued to CLEAResult Canada Inc. for additional supply, delivery and installation of portable air conditioners by $1,041,667 net of all applicable taxes and charges ($1,060,000 net of HST recoveries), revising the current Blanket Contract value from $1,092,200 net of all applicable taxes and charges ($1,111,422 net of Harmonized Sales Tax recoveries) to $2,133,867 net of all applicable taxes and charges ($2,171,423 net of Harmonized Sales Tax recoveries). 3. City Council direct the Executive Director, Environment, Climate and Forestry, in coordination with Toronto Community Housing Corporation and Toronto Seniors Housing Corporation, to distribute air conditioners procured by the City to vulnerable tenants, with a focus on seniors within those housing providers, and, where appropriate, utilize the CLEAResult Canada Inc. procurement for any additional supply required. 4. City Council direct the City Manager to consolidate the requests that City Council has made to the Provincial and Federal Government around tenant supports, rent increases, incentives to retrofit buildings and other issues within their jurisdiction that would support the implementation of a Maximum Temperature By-law and re-transmit them to the appropriate level of government. 5. City Council request the Executive Director Municipal Licensing and Standards, as part of the ongoing development of the maximum temperature by-law, to consider recent examples of maximum temperature legislation in other municipalities, including New Westminster and New York City to inform Toronto's framework, and to bring the by-law forward for Council's consideration as per the direction in Item 2025.EX28.3.
Staff recommendation as filed
The Executive Director, Environment, Climate and Forestry, the Executive Director, Social Development, the Executive Director, Municipal Licensing and Standards and the Chief Procurement Officer recommend that: 1. City Council increase the 2026 Operating Budget for Environment, Climate and Forestry by $1,060,000 gross and $0 net, fully funded from the Corporate Extreme Weather Reserve (XQ1408), to support standardization where appropriate of the issuance of portable Air Conditioners to residents eligible for the City's Air Conditioner Assistance Program, the City's Hardship Fund and the Ontario Works Discretionary Benefit Program (OW and ODSP). 2. City Council in accordance with Section 71-11.1C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), authorize an amendment to Blanket Contract Number 4300000099, competitively awarded under nRFP Doc5443909641, issued to CLEAResult Canada Inc. for additional supply, delivery and installation of portable air conditioners by $1,041,667 net of all applicable taxes and charges ($1,060,000 net of HST recoveries), revising the current Blanket Contract value from $1,092,200 net of all applicable taxes and charges ($1,111,422 net of HST recoveries) to $2,133,867 net of all applicable taxes and charges ($2,171,423 net of HST recoveries). 3. City Council direct the Executive Director, Environment, Climate and Forestry, in coordination with Toronto Community Housing Corporation and Toronto Seniors Housing Corporation, to distribute air conditioners procured by the City to vulnerable tenants, with a focus on seniors within those housing providers, and, where appropriate, utilize the CLEAResult Canada Inc. procurement for any additional supply required.
EX31.3amended
838 Broadview Development Plan Update
This report responds to City Council direction from December 2025 requesting staff to report back with a development plan to activate the City-owned lands at 838 Broadview Avenue for a mixed-income affordable housing development consistent with the Toronto Builds Policy Framework and the public builder model. In response to Council's direction, staff examined how a mixed-income rental housing development could be accommodated on the City-owned parcel if pursued as a standalone project. As part of this analysis, staff also reviewed an alternative supportive housing scenario to understand how different housing program types could be accommodated on the site. This report provides an overview of the development scenarios examined. Detailed information regarding development assumptions, massing analysis, scheduling, and financial considerations is provided in Confidential Attachment 1.
The Executive Committee recommends that: 1. City Council direct that Confidential Attachment 1 to the report (April 28, 2026) from the Executive Director, Housing Development Office remain confidential in its entirety as it relates to both a proposed or pending disposition of property by the City 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 be made public at the discretion of the Deputy City Manager, Development and Growth Services.
Staff recommendation as filed
The Executive Director, Housing Development Office recommends that: 1. City Council direct that the confidential information contained in Confidential Attachment 1 remain confidential in its entirety as it relates to both a proposed or pending disposition of property by the City 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 be made public at the discretion of the Deputy City Manager, Development and Growth Services.
EX31.4adopted
Waterfront Dockwalls and Western Beaches Breakwaters Action Plan Update
Toronto's waterfront infrastructure includes more than 37 kilometres of shoreline protection and marine structures, such as dockwalls, breakwaters, and revetments, many of which are approaching or over 100 years old. They serve critical functions including safeguarding vital waterfront areas and assets, providing stabilization for the shoreline and protecting the city from flooding and erosion, facilitating marine navigation including for industrial and recreational boating, and supporting vibrant public spaces along Toronto's waterfront. This report provides an update on matters related to Toronto's shoreside infrastructure, including the Dockwall Resilience Program, the Western Beaches Breakwaters Action Plan, and the Eastern Gap Seawall. Given the existing condition of dockwalls and breakwaters, and the known gaps in condition and ownership information, this report recommends a funding commitment of $6.78 million with 2026 cash flow of $2.7 million and 2027 commitments of $4.08 million on an exceptional basis to accelerate the Dockwall Resilience Program. The recommended funding is required to support the time-sensitive development of a state of good repair (SOGR) program for this major asset. As this shoreside infrastructure ages and declines, it presents increasing risks related to public safety, liability, and the continued use of the waterfront for economic, recreational and commercial purposes, making it essential for the City to take the first step in developing a clear understanding of current conditions to set priorities, estimate costs, and identify areas of risk for all governments. The report recommends this be included in the Corporate Real Estate Management (CREM) budget. CREM has been identified as the Divisional lead for the dockwall work, including leading CreateTO agreements. CREM is the appropriate lead to inform lifecycle planning and a capital investment strategy for this City-wide strategic asset, particularly given the complicated nature of dockwall ownership and management along the waterfront and recognition that not all ownership is confirmed. As outlined throughout this report, CREM will work collaboratively with the Waterfront Secretariat and Parks and Recreation on the delivery of this work. The work plan described in this report will inform capital prioritization, ultimately helping the City fully understand the pressure that this asset will place on the already constrained 10-year capital plan. It will also help advance discussions with other governments on roles and responsibilities for maintenance and long-term investment. Dockwall Resilience Program As directed by City Council, the Dockwall Resilience Program has been initiated on behalf of the City by CreateTO. The Dockwall Resilience Program will involve four phases including: - Phase One: Background review and prioritization - Phase Two: Engineering condition assessments, and subject to capital funding, - Phase Three: Capital repairs - Phase Four: Monitoring and maintenance. The recommendations in this report, if approved, will advance the first two phases of the Dockwall Resilience Program which will include the development of a consistent assessment and prioritization methodology for repair and renewal needs, a systematic review of dockwall title and ownership, and the integration of this information into a database to collate the information in one organized location. The first phase will also include ownership verification for all known dockwalls. This will clarify who owns which dockwalls and will support the City and its government partners in understanding the true extent of the shared infrastructure challenges. It has been long-established that the current and future state of Toronto's shoreline infrastructure is not just a municipal issue but also a matter of provincial and federal concern, whether through ownership, regulation and/or policy direction. An in-year adjustment to the 2026-2035 Capital Budget and Plan is recommended on an exceptional basis to allow work to begin and to ensure that preliminary findings are available to inform the City's next 10‑year Capital Budget and Plan later this year. This work builds on an initial $550,000 allocation previously approved as part of the Waterfront Revitalization 10‑Year Capital Budget and Plan to support project start‑up activities in 2026. Western Beaches Breakwaters Action Plan The Western Beaches Breakwaters Action Plan relates to the in-water assets between Ontario Place and the Humber River, creating locations for recreational activities and beach shoreline protections. City staff, in consultation with Toronto and Region Conservation Authority (TRCA), have been advancing short-term project specific discussions in a coordinated manner with other orders of government. Staff have also consulted with stakeholders and community members within the Western Beaches and initiated discussions with government partners on historical records review and ownership. A visual condition assessment, conducted by Baird Associates in 2026 has identified that over 60 percent of the Western Beaches Breakwaters system is in fair (20 percent) to poor (41 perecent) condition, with approximately 14 percent in serious condition requiring intervention within one to five years to maintain the asset. Zero (0) percent is in critical condition requiring immediate repairs. The assessment also identified priority repair areas and rough order of magnitude cost estimates to guide future discussions. System‑wide repairs are estimated at approximately $97 million, while full replacement of the 2,100 m breakwater system could cost up to $180 million, highlighting the necessity of a phased investment approach rooted in intergovernmental partnership. City staff have identified a need to prioritize discussions on the repair of the "deflector arm" section of the breakwater. The arm has failed and its rehabilitation is estimated to cost $2.16 million. As the ownership review of the entire Western Beaches Breakwaters is ongoing, it is recommended that City Council direct staff to prioritize the deflector arm repairs in discussions with other governments. Eastern Gap Seawall The Eastern Gap seawall plays a critical role in protecting the Inner Harbour, supporting marine operations adjacent Toronto Island lands, and is also experiencing advanced deterioration and material loss. Transport Canada has confirmed that the seawall is under the ownership of the Toronto Port Authority. Early discussions have begun with the Toronto Port Authority on the need for additional safety fencing and signage to warn residents and visitors of its condition, and future discussions will be needed to identify long-term rehabilitation solutions. Next Steps Staff will report back on the Dockwall Resilience Plan by Q3 2027 including an update on condition assessments and ownership reviews. This report will include an update on the Western Beaches Breakwaters Action Plan. Technical updates will also be provided via the Annual Corporate Asset Management Plan (i.e., state of good repair reporting). Additional reports may be brought forward to City Council on specific assets should further approvals be required. Ultimately the Dockwall Resilience Program, and its implementation as recommended to City Council, will allow for improved asset management, better capital budgeting and planning for state of good repair, and support a more comprehensive approach to discussions with government partners. Toronto's dockwalls and breakwaters are owned by many agencies/governments, address various local, provincial and national objectives, and will require a collaborative approach to rehabilitation. As this shoreside infrastructure ages and declines, it presents increasing risks related to public safety, liability, and the continued use of the waterfront for economic, recreational and commercial purposes, making it essential for the City to take the first step in developing a clear understanding of current conditions to set priorities, estimate costs, and identify areas of risk for all governments.
The Executive Committee recommends that: Dockwall Resilience Program 1. City Council increase the 2026-2035 Capital Budget and Plan for Corporate Real Estate Management by $6.780 million, with 2026 cash flow of $2.7 million and 2027 commitments of $4.080 million, fully funded by debt, to accelerate Dockwall Resilience Program led by CreateTO. 2. City Council authorize the Director, Asset Management and Building Performance, Corporate Real Estate Management, in consultation with the Director, Waterfront Secretariat and the Director, Capital Projects Design and Delivery, Parks and Recreation, to negotiate and execute required delivery agreements and/or amendments for the Dock walls Resilience Program with CreateTO, Toronto Port Lands Company, Build Toronto Inc. or their respective subsidiary corporations on terms and conditions satisfactory to the Director, Asset Management and Building Performance, Corporate Real Estate Management and in a form satisfactory to the City Solicitor. Western Beaches Breakwaters 3. City Council direct the Director, Waterfront Secretariat to prioritize the Western Beaches Breakwaters deflector arm repairs as a part of discussions with the Province of Ontario and the Government of Canada. Overall Work Program 4. City Council direct the City Manager to continue to engage Federal and Provincial officials to advance dockwall ownership, responsibility and funding discussions. 5. City Council direct the Director, Waterfront Secretariat, in collaboration with the Director, Asset Management and Building Performance, Corporate Real Estate Management, the Director, Capital Projects Design and Delivery, Parks and Recreation and the Vice President, Port Lands Asset Management, CreateTO, to report back in the third quarter of 2027 on the overall Dockwall Resilience Program and the Western Beaches Breakwaters Action Plan.
Staff recommendation as filed
The Chief Planner and Executive Director, City Planning, the General Manager, Parks and Recreation, and the Executive Director, Corporate Real Estate Management recommend that: Dockwall Resilience Program 1. City Council increase the 2026-2035 Capital Budget and Plan for Corporate Real Estate Management by $6.780 million, with 2026 cash flow of $2.7 million and 2027 commitments of $4.080 million, fully funded by debt, to accelerate Dockwall Resilience Program led by CreateTO. 2. City Council authorize the Director, Asset Management and Building Performance, Corporate Real Estate Management, in consultation with the Director, Waterfront Secretariat and the Director, Capital Projects Design and Delivery, Parks and Recreation, to negotiate and execute required delivery agreements and/or amendments for the Dock walls Resilience Program with CreateTO, Toronto Port Lands Company, Build Toronto Inc. or their respective subsidiary corporations on terms and conditions satisfactory to the Director, Asset Management and Building Performance, Corporate Real Estate Management and in a form satisfactory to the City Solicitor. Western Beaches Breakwaters 3. City Council direct the Director, Waterfront Secretariat, to prioritize the Western Beaches Breakwaters deflector arm repairs as a part of discussions with the Province of Ontario and the Government of Canada. Overall Work Program 4. City Council direct the City Manager to continue to engage federal and provincial officials to advance dockwall ownership, responsibility, and funding discussions. 5. City Council direct the Director, Waterfront Secretariat, in collaboration with the Director, Asset Management and Building Performance, Corporate Real Estate Management, the Director, Capital Projects Design and Delivery, Parks and Recreation, and the Vice President, Port Lands Asset Management, CreateTO, to report back in Q3 2027 on the overall Dockwall Resilience Program and the Western Beaches Breakwaters Action Plan.
EX31.5adopted
Adjustments to Capital Budget, Carry Forward Funding and Future Year Commitments
As part of the 2026 Budget process, the 2026-2035 Capital Budget and Plan included $968.7 million of previously approved unspent funding for capital projects to be carried forward to 2026-2035. This carry-forward amount was based on an initial estimate of projected spending at the time of budget development, which was prior to the 2025 year-end closing. With the 2025 fiscal year close in February 2026, City Programs and Agencies have finalized the 2025 actual project spending as well as the total carry-forward needed. The primary purpose of this report is to seek Council's approval for an additional $237.2 million in carry-forward funding from 2025 to 2026-2035 period. With the incremental carry-forward request, the total capital carry-forward funding from 2025 to the 2026-2035 Capital Budget and Plan will be $1.206 billion, and the total adjusted 2026 Tax and Rate Supported Capital Budget including previously approved carry-forward amount will be $5.889 billion. The revised total carry-forward funding is equivalent to 20.5% of the total 2026 Tax and Rate Supported Capital Budget. This report also brings forward in-year capital budget adjustment requests for previously approved budget and future year commitments, taking into account the recommended incremental carry-forward. Approval of these requests is needed to provide the necessary spending authority to continue with capital project delivery.
The Executive Committee recommends that: 1. City Council approve the adjustments to carry-forward funding of an additional $237.2 million from unspent capital projects funding as detailed in Appendices 1a and 1b to the report (April 28, 2026) from the Chief Financial Officer and Treasurer in order to continue work on previously approved capital projects in 2026 and beyond, and that the 2026-2035 Tax and Rate Supported Capital Budget and Plan for respective City Programs and Agencies be adjusted accordingly. 2. City Council approve in-year budget adjustments to the 2025 and future year cash flow commitments, as well as reallocations of funding sources for prior Approved Capital Budgets, as detailed in Appendices 2a and 2b to the report (April 28, 2026) from the Chief Financial Officer and Treasurer.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council approve the adjustments to carry-forward funding of an additional $237.2 million from unspent capital projects funding as detailed in Appendices 1a and 1b, in order to continue work on previously approved capital projects in 2026 and beyond, and that the 2026-2035 Tax and Rate Supported Capital Budget and Plan for respective City Programs and Agencies be adjusted accordingly. 2. City Council approve in-year budget adjustments to the 2025 and future year cash flow commitments, as well as reallocations of funding sources for prior Approved Capital Budgets, as detailed in Appendix 2a and 2b.
EX31.6adopted
This report is submitted for information purposes as required under Section 223 (1) of the City of Toronto Act, 2006. It provides an itemized statement on remuneration and expenses of Members of Council and of Council appointees to agencies, corporations and other bodies for the year ended December 31, 2025. Accounting Services is responsible for compiling information from the City's divisions, agencies and corporations, while City Clerk's Office, Member Services and Program Support compiles information from Council specific accounts.
The Executive Committee: 1. Received the report (March 31, 2026) from the Chief Financial Officer and Treasurer and the City Clerk for information.
Staff recommendation as filed
The Chief Financial Officer and Treasurer and the City Clerk recommend that: 1. Executive Committee receive this report for information.
EX31.7adopted
At its meeting on April 28, 2026, the FIFA World Cup 2026 Subcommittee considered Item FWC12.1 and made recommendations to City Council. Summary from the report (April 24, 2026) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the Chief, Toronto Paramedic Service: 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. This report includes the latest progress on the Community Benefits Plan, Social Procurement and Workforce Development, and the Liberty Village and Fort York Neighbourhood Plan. Together, these updates reflect the City's commitment to ensuring that the benefits of hosting the FWC26 are felt widely across communities, support local economic growth, enhance civic engagement, and strengthen Toronto's position as a world-class destination for major international events. This integrated approach ensures that equity, economic inclusion, and community vibrancy remain at the core of preparations and legacy planning for the FWC26 and beyond. In addition, Toronto is expected to welcome more than 230,000 additional daily visitors during the tournament, which will place increased demand on the medical emergency response system and transportation networks. As a result, Toronto Paramedic Services is seeking to implement an integrated regional paramedic response model to maintain uninterrupted emergency medical service delivery during the FWC26. Toronto Paramedic Services would implement this deployment model on 10 high-demand event days between June 11 and July 2, 2026. This time-limited approach involves the deployment of paramedic resources from neighbouring services within Toronto near the municipal borders. Participating partners would include Peel Regional Paramedic Services, York Region Paramedic Services and Region of Durham Paramedic Services. This proactive, collaborative strategy strengthens regional coordination, helps preserve emergency medical coverage across the city, balances frontline staff workload and supports Toronto's safe hosting of a major international event. This report is a coordinated response, led by the FIFA World Cup 2026 Toronto Secretariat (FWC26 Secretariat), in collaboration with Social Development, Toronto Paramedic Services, Purchasing & Materials Management and Economic Development and Culture.
The Executive Committee recommends that: 1. City Council authorize the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the Chief, Toronto Paramedic Services to negotiate and enter into separate agreements with each of The Regional Municipality of Durham, The Regional Municipality of York and The Regional Municipality of Peel for the purpose of delivering uninterrupted emergency response within two kilometres of Toronto's municipal boundaries using an integrated regional paramedic response model as detailed in the report (April 24, 2026) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the Chief, Toronto Paramedic Service on 10 designated event days and on terms and conditions satisfactory to the Chief, Toronto Paramedic Services and in a form satisfactory to the City Solicitor.
Staff recommendation as filed
The FIFA World Cup 2026 Subcommittee recommends that: 1. City Council authorize the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the Chief, Toronto Paramedic Services to negotiate and enter into separate agreements with each of The Regional Municipality of Durham, The Regional Municipality of York and The Regional Municipality of Peel for the purpose of delivering uninterrupted emergency response within two kilometres of Toronto's municipal boundaries using an integrated regional paramedic response model as detailed in the report (April 24, 2026) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat and the Chief, Toronto Paramedic Service, on 10 designated event days and on terms and conditions satisfactory to the Chief, Toronto Paramedic Services and in a form satisfactory to the City Solicitor.
EX31.8adopted
At its meeting on April 16, 2026, the Toronto Transit Commission considered item TTC14.13 and made a recommendation to City Council. Summary from the Toronto Transit Commission The TTC has completed a review and update of its Records Retention Schedule to ensure continued alignment with legislative requirements, operational needs, and records management best practices. This update supports the TTC’s commitment to responsible information governance, risk mitigation, and compliance with the City of Toronto Act, 2006. Key changes include revisions to retention periods, consolidation of record series, introduction of new record categories, and administrative improvements to enhance clarity and usability for staff. These amendments support improved consistency in recordkeeping, reduce risk associated with unmanaged or outdated information, and provide clearer guidance to staff on the retention and disposition of TTC records. This report recommends that the Board approve amendments to the Records Retention Schedule of the Toronto Transit Commission and further, that City Council amend Toronto Municipal Code Chapter 219, Records, Corporate (Local Boards), to adopt the Board-approved records retention schedule.
The Executive Committee recommends that: 1. City Council amend City of Toronto Municipal Code Chapter 219, Records, Corporate (Local Boards) as set out in Attachment 2 to the report (April 16, 2026), as amended, from General Counsel, Toronto Transit Commission.
Staff recommendation as filed
The Toronto Transit Commission Board recommends that: 1. City Council amend City of Toronto Municipal Code Chapter 219, Records, Corporate (Local Boards) as set out in Attachment 2 to the report (April 16, 2026), as amended, from General Counsel, Toronto Transit Commission.
EX31.9adopted
Report on Federation of Canadian Municipalities (FCM) Committee Meetings - February 2026
I am pleased to introduce the report outlining the key policy discussions and legislative resolutions from the Federation of Canadian Municipalities (FCM) standing committee meetings held between in February 2026. These meetings serve to align municipal advocacy across Canada on issues of public safety, infrastructure funding, and regional representation ahead of the 2026 FCM Annual Conference. 1. Community Safety and Crime Prevention (CSCP) committee reviewed several high-priority resolutions aimed at addressing emerging safety risks and social crises. A significant focus was placed on: - Lithium-ion Battery Regulation: The committee recommended adopting a new policy to mitigate fire risks associated with lithium-ion batteries through stronger national regulations and safety standards. - Mental Health and Homelessness: A resolution was advanced for a "Pan-Canadian Strategy on Mental Health and Homelessness." This strategy advocates for a coordinated federal response to the root causes of the homelessness crisis, ensuring that mental health supports are integrated into housing and shelter funding models. - Bail Reform and Public Safety: Updates were provided on the Protecting Victims Act (Bill C-16) and ongoing discussions regarding RCMP contract policing and bail reform measures to support community stability. 2. Municipal Finance, Infrastructure and Transportation (FIT) committee focused on the "New Growth Framework for Canadian Municipalities," seeking to modernize how cities are funded. - Revenue Diversification: A key recommendation was made to secure permanent, direct municipal revenue sources. The goal is to link municipal financial capacity more accurately to national population growth, inflation, and economic output, rather than relying solely on the property tax base. - Infrastructure Gaps: The committee discussed federal policy gaps that hinder long-term planning. Advocacy continues for indexed-to-inflation infrastructure transfers to prevent the loss of investment opportunities and to address the "urban narrative" regarding the specific needs of large cities like Toronto. - Economic Resilience: Members examined the role of municipal bonds and tax-exempt financing as tools to support major transportation and transit projects that are currently under strain due to rising operational costs. 3. Ontario Regional Caucus met to coordinate provincial specific interests within the national FCM framework. - Membership and Advocacy: The caucus focused on the FCM membership campaign, targeting large non-member municipalities to strengthen the collective voice of Ontario at the federal level. - Regional Alignment: Discussions centered on ensuring that Ontario's unique pressures - such as the rapid growth in the GTHA and the specific infrastructure needs of rural and northern communities - are reflected in the FCM Board of Directors' upcoming advocacy cycle. Across all committees, there was a concerted effort to prepare for the Spring Economic Statement and Federal Budget 2026. The committees are championing a unified municipal voice to ensure that federal investments in housing, public safety, and transit are predictable and long-term. This strategic alignment ensures that Toronto's local priorities are integrated into a national platform, maximizing our ability to secure federal partnerships for local community improvements.
The Executive Committee recommends that: 1. City Council receive the report on Federation of Canadian Municipalities Committee Meetings - February 2026 outlined in the letter (April 21, 2026) from Councillor Paul Ainslie for information.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. City Council receive the Report on Federation of Canadian Municipalities (FCM) Committee Meetings in February 2026 update for information.
EX31.10adopted
Report on Great Lakes and St. Lawrence Cities Initiative: Confluence Forum
I am pleased to provide this update for your information following my attendance at the recent forum on behalf of Mayor Olivia Chow. This report summarizes the proceedings of the Confluence Forum hosted by the Great Lakes and St. Lawrence Cities Initiative (GLSLCI) at Toronto City Hall on January 20, 2026. The forum brought together municipal leaders, conservation experts, and environmental advocates to discuss regional strategies for climate resilience, clean energy innovation, and the mitigation of plastic pollution within the Great Lakes basin. 1. Climate Resilience and Coastal Hazards: The primary focus of the forum was the "Adapting to Coastal Hazards Across the Great Lakes" program led by Conservation Ontario. This federally funded initiative assesses the social, environmental, and economic impacts of climate change across three specific pilot areas: Western Lake Ontario (Niagara to Halton), Southern Lake Huron, and Northern Lake Superior. The program aims to strengthen the capacity of Conservation Authorities to support municipal planning and protect shorelines from erosion and flooding. These regional efforts align with Toronto's ongoing development of a citywide Climate Change Adaptation Action Plan, scheduled for 2026. 2. Nuclear Innovation and Clean Energy: The forum explored the role of nuclear energy in Ontario's clean energy frontier, specifically through presentations by the Nuclear Innovation Institute. Discussion focused on how municipalities can leverage nuclear technology to meet net-zero targets while supporting regional economic development. This session highlighted the importance of a diverse energy mix to ensure long-term grid reliability and carbon reduction across the Great Lakes region. 3. Addressing Plastic Pollution and the "Plastics Menace": Research presented by the University of Toronto's Rochman Lab and Oceana Canada underscored the critical levels of microplastics found in the Great Lakes, particularly near urban centers like Toronto. Key points included: - Source Reduction: Advocacy for expanding municipal By-laws to include large venues and mandating reusable containers for dine-in operations to cut waste at the source. - By-law Implementation: Discussions on "Ask-First" approaches for single-use items and the potential for three-year phase-in periods for small businesses to install necessary infrastructure, such as dishwashers, to support reuse systems. - Monitoring: The Ministry of Environment, Conservation and Parks (MECP) continues to monitor high concentrations of microplastics in local waters and fish, necessitating standardized regional monitoring and producer responsibility. 4. Toronto's Leadership and Strategic Actions: As the host city, Toronto highlighted its progress under the Single-Use and Takeaway Items (SUTI) By-law, which became active on March 1, 2024. The City is currently exploring additional measures to reduce litter and protect waterways, including future reports from the Solid Waste Management Services Division on mandating reusables for dine-in services. The forum concluded with a commitment to continued collaboration across the basin, leading up to the 2026 Annual Conference in Hamilton, Ontario.
The Executive Committee recommends that: 1. City Council receive the report on the Great Lakes and St. Lawrence Cities Initiative: Confluence Forum update outlined in the letter (April 21, 2026) from Councillor Paul Ainslie for information.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. City Council receive the Great Lakes and St. Lawrence Cities Initiative: Confluence Forum update for information.
EX31.11adopted
I am pleased to provide this update for your information following my attendance at the recent Great Lakes Day 2026 Advocacy mission to Washington, D.C., March 3-5, 2026, on behalf of Mayor Olivia Chow. The mission focused on high-level advocacy with U.S. federal and congressional leaders to protect shared water resources and preserve the vital U.S.-Canada trade relationship during a period of significant global trade uncertainty. The delegation's primary objective was to urge the U.S. government to avoid new tariffs or increases on Canadian goods, highlighting that the Great Lakes region facilitates 50% of all bilateral trade and represents the world's third-largest regional economy. In a joint press release issued on March 5, 2026, the Deputy Mayor emphasized that the ongoing USMCA-CUSMA Joint Review should be leveraged to strengthen supply-chain resiliency rather than creating new trade barriers that increase costs and jeopardize regional competitiveness. In addition to trade, the mission addressed critical environmental and infrastructure priorities for Toronto. Advocacy efforts focused on the reauthorization of the Clean Water and Drinking Water State Revolving Funds (SRFs) and continued federal support for the Great Lakes Restoration Initiative (GLRI). These programs are essential for addressing aging infrastructure and shoreline resiliency-a key concern for Toronto, as its 46 km of shoreline serves as the city's sole source of drinking water. During the visit, the delegation conducted intensive meetings on Capitol Hill with representatives from several key Great Lakes states to align on regional economic and environmental goals: - Michigan (MI): Engaged with Senator Gary Peters and Representatives Bill Huizenga and Kristen McDonald-Rivet, as well as staff for Senator Elisa Slotkin and Representative Debbie Dingell. - Wisconsin (WI): Met with Senators Tammy Baldwin and Ron Johnson, and Representatives Bryan Steil and Glenn Grothman, along with staff for Representative Tony Wied. - Ohio (OH) & Indiana (IN): Consulted with Senator Bernie Moreno and Representative Bob Latta, as well as Senator Todd Young (IN) and Representative Frank Mrvan. - New York (NY) & Minnesota (MN): Met with Representatives George Latimer, Nick Langworthy, and Pete Stauber, as well as staff for Representative Tim Kennedy. The delegation concluded by urging federal partners to maintain stable, predictable market access and to continue binational collaboration to tackle emerging contaminants and climate-related risks to the Great Lakes basin.
The Executive Committee recommends that: 1. City Council receive the report on the Great Lakes and St. Lawrence Cities Initiative: Great Lakes Day 2026 Advocacy Meetings update outlined in the letter (April 21, 2026) from Councillor Paul Ainslie for information.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. City Council receive the Great Lakes and St. Lawrence Cities Initiative: Great Lakes Day 2026 Advocacy meetings update for information.
EX31.12adopted
Report on Mayors and Regional Chairs of Ontario (MARCO) meetings in January and March 2026
I am pleased to provide this update following my attendance at the recent meetings on behalf of Mayor Olivia Chow, summarizing the proceedings and strategic advocacy alignment resulting from the January 16 and March 13, 2026, meetings of the Mayors and Regional Chairs of Ontario (MARCO). The sessions focused on municipal pressures, specifically the escalating homelessness crisis, the financial sustainability of transit, and the operational transition of the provincial Blue Box program. 1. Escalation of the Provincial Homelessness Crisis: Updated research from the Association of Municipalities of Ontario (AMO) was provided revealing that nearly 85,000 Ontarians were known to be homeless in 2025, representing an 8 percent increase over the previous year and a 50 percent increase since 2021. More than half of this population is considered chronically homeless. While urban centers remain heavily impacted, the crisis is expanding rapidly in rural and Northern communities (growing by 30 percent and 37 percent respectively). MARCO is calling for a fundamental new approach that prioritizes long-term housing solutions over temporary emergency measures, estimating that an $11 billion investment over 10 years is required to create 75,000 new affordable and supportive housing units. 2. Transit Sustainability and Infrastructure Funding: Municipalities continue to face significant fiscal challenges regarding transit operations. Ridership has not fully recovered to pre-pandemic levels, with approximately 110 million fewer riders in 2025 compared to 2019. In Toronto, transit has now surpassed police services as the largest line item on the property tax bill. MARCO's 2026 advocacy priorities include securing a permanent federal infrastructure transfer indexed to inflation and establishing a sustainable provincial operating funding model to relieve the burden on municipal property taxes. 3. Blue Box Transition to Extended Producer Responsibility (EPR): As of January 1, 2026, Circular Materials assumed full operational and financial responsibility for residential recycling in Ontario. Following the conclusion of Toronto's transition agreement on December 31, 2025, the City no longer manages residential Blue Box materials. Staff have observed inconsistent supplemental collection and delayed customer service response times from the new provider. MARCO members discussed aligned advocacy to ensure Circular Materials meets service standards, particularly for residents requiring side-door collection and those impacted by recent collection schedule changes. 4. Public Safety and Community Infrastructure: Engagement with the Solicitor General highlighted the rising costs of community safety. To protect residents, Toronto recently amended Municipal Code Chapter 743 to establish "Access Areas" around social infrastructure-such as schools and community centers-to ensure safe access without intimidation. Additionally, the City has launched a $2.5 million Hostile Vehicle Mitigation (HVM) Grant, offering up to $100,000 to non-profits and faith-based organizations at risk of hate-motivated incidents to install protective physical measures. The proceedings of MARCO continue to serve as a critical platform for municipal leaders to coordinate requests for provincial and federal support, ensuring that local priorities across Toronto are integrated into broader regional and national advocacy strategies. Mayors and Regional Chairs of Ontario
The Executive Committee recommends that: 1. City Council receive the report on the Mayors and Regional Chairs of Ontario January 16, 2026 and March 13, 2026 meeting updates outlined in the letter (April 21, 2026) from Councillor Paul Ainslie for information.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. City Council receive the Mayors and Regional Chairs of Ontario (MARCO) January 16, 2026, and March 13, 2026, meeting updates for information.
EX31.13adopted
Report on Ontario’s Big City Mayors (OBCM) Caucus meeting - February 6, 2026
I am pleased to provide this update for your information following my attendance at the recent meeting on behalf of Mayor Olivia Chow. This report provides a summary of the strategic discussions and policy resolutions from the Ontario's Big City Mayors (OBCM) caucus meeting held on February 6, 2026. The meeting focused on the 2026 Provincial Pre-Budget submission, healthcare system pressures, and municipal tax reform aimed at improving financial sustainability for Ontario's largest urban centers. 1. 2026 Provincial Pre-Budget Submission: OBCM engaged in a pre-budget discussion with the Minister of Finance to outline key municipal priorities. The 2026 submission emphasizes that Toronto's operating budget currently allocates over $1.5 billion (27 percent of property tax funding) to housing and social services-a burden that continues to rise despite the Ontario-Toronto New Deal. Primary requests include: - Transit Operating Funding: Addressing the unsustainable gap where transit has become the largest line item on the property tax bill, surpassing police services. - Supportive Housing: Calling for a "housing-first" approach that pairs capital investments with guaranteed, long-term provincial operating funding for supportive housing projects. - Public Safety: Establishing a sustainable, needs-based funding model for police services to address provincially mandated obligations and organized crime, including synthetic fentanyl production and extortion. 2. Education Tax Reform: A significant motion was brought forward calling for the Province to remove the property-based education levy. Currently, education funding in Toronto represents approximately 20 percent of a residential property tax bill and 39 percent of a commercial bill. - Education is a provincial responsibility. Removing this levy would allow municipal property taxes to focus exclusively on core municipal services and infrastructure, such as water, transportation, and waste management. - OBCM is advocating for a modernized system that improves tax fairness and affordability for lower-income households who are disproportionately burdened by regressive property taxes. 3. Emergency Room and Paramedic Service Reform: The caucus addressed critical delays within the healthcare system that directly impact municipal services. - In 2023, Toronto Paramedics spent 60 percent of their time in hospitals, with 42 percent of cases exceeding the 30-minute offload target. - OBCM passed a motion calling for "Finlay's Law" to set legal maximum ER wait times for children and mandated nurse-to-patient ratios. - At my request, an amendment was included to specifically recognize that ER delays contribute to excessive ambulance offload times, straining the response capacity of municipal paramedic services across Ontario. 4. Blue Box Transition Oversight: The caucus reviewed the post-transition implementation of the Blue Box program under Circular Materials. While the City of Toronto officially exited recycling management on December 31, 2025, ongoing monitoring is required to address inconsistent collection and poor customer service responsiveness. OBCM remains a venue for aligned municipal pressure on Circular Materials to ensure they fulfill their operational and financial responsibilities to residents without further municipal intervention. 5. Administrative and In-Camera Business: The committee conducted its necessary administrative duties, including a review of internal policy frameworks and legislative updates regarding Municipal Freedom of Information (FOI). Per established protocol, all internal OBCM budgetary and financial planning remains confidential and was discussed in-camera to protect the strategic interests of the member municipalities.
The Executive Committee recommends that: 1. City Council receive report on the Ontario's Big City Mayors Caucus February 6, 2026 meeting update outlined in letter (April 21, 2026) from Councillor Paul Ainslie for information.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. City Council receive the Ontario's Big City Mayors (OBCM) Caucus February 6, 2026, meeting update for information.
EX31.14adopted
This letter is for information regarding my participation in meetings of the Ontario Big City Mayors (OBCM) held between April 16 and April 22, 2026 including meetings with provincial ministers, federal housing officials and Members of Provincial Parliament as part of OBCM Advocacy Day at Queen's Park. On Thursday, April 16, 2026, I attended a OBCM meeting with the Honourable Rob Flack, Minister of Municipal Affairs and Housing, chaired by Mayor Marianne Meed Ward. The meeting focused on municipal priorities related to housing delivery and the proposed Canada-Ontario Partnership to Build. On Friday, April 17, 2026, I attended the OBCM Mayor's Caucus meeting, which included discussions with Build Canada Homes (BCH) leadership and deliberations among mayors on shared challenges related to housing, development charges, municipal finance, and service sustainability. On Wednesday, April 22, 2026, I participated in OBCM Advocacy Day at Queen's Park, alongside Mayors and Deputy Mayors from several large Ontario municipalities. Advocacy Day included meetings with Cabinet Ministers and Opposition critics. Discussion took place on the Canada-Ontario Partnership to Buil, During the meeting with Minister Flack and throughout subsequent discussions. OBCM Mayors raised concerns regarding the financial and implementation impacts of the proposed Canada-Ontario Partnership to Build, including: - Risks to municipal fiscal sustainability if development charge (DC) reductions are not fully or timely compensated - Cash‑flow and timing challenges, where DC reductions may precede replacement funding - Existing DC‑funded debt exposure, particularly for growth‑related infrastructure - Potential cost shifting to property taxpayers and utility ratepayers - Equity considerations, including impacts on municipalities that have already reduced DCs or do not levy DCs - Market uncertainty affecting development decisions - Administrative complexity associated with project‑by‑project funding models I along with the Mayors and Deputy Mayors emphasized the importance of predictable, upfront funding and meaningful municipal involvement in program design. Build Canada Homes and Housing Delivery Discussions with federal housing officials highlighted that while Build Canada Homes capital funding is welcomed, it must be paired with predictable, long‑term provincial operating funding-particularly for supportive housing-to ensure projects can proceed at scale. A portfolio‑based, multi‑year funding approach was identified as the preferred model to accelerate housing delivery. Development Charges We discussed ongoing federal and provincial program design related to development charges. It was noted that municipalities, including Toronto, have already taken significant steps to incentivize housing development through DC waivers, exemptions, and freezes. Mayors cautioned that further reductions without guaranteed compensation could undermine municipal financial stability. 911 Levy and Public Safety We discussed municipal options to implement a 911 levy to fund Next Generation 911 services, noting that Ontario remains one of the few provinces without a provincially legislated surcharge. The conversation emphasized sustainable funding for emergency communications without increasing reliance on the property tax base, alongside broader concerns regarding policing costs and public safety funding inequities. Homelessness, Mental Health, and Addictions During Advocacy Day meetings with ministers and opposition members, I participated in discussions on the escalating homelessness, mental health, and addictions crisis. Mayors reinforced the need for a whole‑of‑government response, long‑term operating funding for supportive housing, and coordinated health and social service investments. Scarborough East Rapid Transit Line During the April 22, 2026, Advocacy Day meetings, I took the opportunity to advocate for the Scarborough East Rapid Transit (SERT) Line. The importance of sustained provincial partnership and investment in rapid transit infrastructure was highlighted as critical to supporting housing growth, improving mobility, and connecting residents in Scarborough to economic and employment opportunities across the city and region. Across all meetings, OBCM Mayors and Deputy Mayors consistently emphasized: - The need for predictable and upfront funding - Avoiding cost uploading to municipalities and property taxpayers - Ensuring equitable treatment of municipalities with varying growth pressures and fiscal capacities - Aligning housing, transit, and infrastructure investments with municipal fiscal sustainability and service delivery needs My participation in the April 2026 OBCM meetings and Advocacy Day supported continued City and OBCM advocacy for sustainable housing delivery, reliable transit and infrastructure funding, and stable investment in essential public services. The discussions underscored the importance of coordinated action across orders of government to advance complete, connected, and livable communities.
The Executive Committee recommends that: 1. City Council receive the report on the Ontario Big City Mayors Meetings April 16 - 17, 2026 and Advocacy Day, April 22, 2026 updates outlined in the letter (April 23, 2026) from Councillor Paul Ainslie for information.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. City Council receive the Ontario Big City Mayors (OBCM) Meetings April 16 - 17, 2026 and Advocacy Day, April 22, 2026 updates for information.