Infrastructure and Environment Committee
The full agenda, as filed
All 10 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.
IE29.1amended
This report provides an overview of the City of Toronto's winter maintenance activities during the 2025-2026 winter season and seeks authority for amendments to existing blanket contracts for trucking services supporting snow removal haulage operations and summer haulage operations as these services are integral to the delivery of services and operational activities described in this report. The 2025-2026 winter season was characterized by sustained operational demands due to a high frequency of winter events, including two major snow events in January 2026 that produced approximately 90 cm of snowfall and required extended response and recovery operations. These conditions required the activation of the City's Major Snow Event Response Plan (MSERP), enabling a coordinated one-City response across multiple divisions and partner agencies, including but not limited to Transportation Services, Toronto Emergency Management, Communications Division, Customer Experience Division, Fleet Services, Toronto Police Service Parking Enforcement, the Toronto Transit Commission, and other partners. In addition, multiple City divisions provided additional front line and support staff to assist with delivering the MSERP including Solid Waste Management Services, Toronto Water, Environment, Climate and Forestry, Parks and Recreation, Engineering and Construction Services and Policy, Planning, Finance and Administration. CUPE Local 416 and CUPE Local 79 were strong partners in supporting winter operations during the major snow events. The MSERP supported structured deployment of resources and improved coordination of surge support during and after the January 2026 major snow events. Refined in advance of the 2025-2026 winter season, it provided a unified approach for managing the response to major snow events. The overall number of winter service requests increased significantly compared to the previous season, rising from approximately 28,888 to 49,534, reflecting both the greater amount of snowfall and the discontinuation of the 311 hold period. Despite this increase in demand, service performance improved, with on-time completion increasing by approximately 30 percentage points, supported by strengthened coordination, more effective triage and dispatch processes, and improved visibility of field conditions. A range of operational enhancements were implemented for the 2025-2026 winter season to strengthen winter service delivery across both routine operations and major snow events. These included the discontinuation of the 311 hold period, the establishment of District Communication Centres, additional in-house equipment, and strengthened monitoring and inspection practices to support more consistent field oversight. Winter communications were also enhanced through a more coordinated, city-wide communications approach, supported by data-informed messaging. Operational preparedness was further strengthened through targeted initiatives across multiple service areas, including additional treatment at priority TTC hill locations and proactive snow removal, as part of the broader snow removal operations, that collectively resulted in the removal of approximately 538,000 tonnes of snow. Overall, the 2025-2026 winter season demonstrated improved performance and coordination, while identifying key opportunities for improvement such as snow removal along narrow streets, sidewalks and bike lanes, as well as improving the resiliency of in-house sidewalk plows for future winter seasons. A summary of key improvements implemented or planned for future seasons is provided in Attachment 1. This report also seeks authority to amend four (4) Blanket Contracts, 26TR-OM-610-TEY - BC #C78 (Toronto-East York), 26TR-OM-620-EY-TS - BC #C87 (Etobicoke-York), 26TR-OM-630-NY-TS - BC #C88 (North York), and 26TR-OM-640-SC-TS - BC #C89 (Scarborough). These contracts were awarded through Request for Quotation Doc5344653057 to Rafat General Contractor Inc. for the non-exclusive supply of all labour, equipment and materials necessary to provide single axle, tandem and tri-axle dump trucks with operators. The amendment is required to increase the award values of the four (4) Blanket Contracts to ensure continuity and uninterrupted trucking services for both snow removal haulage and summer haulage operations. The contracts were issued with an initial term of one (1) year (2026), with the option to extend for up to three (3) additional separate one (1)-year periods (2027, 2028, and 2029). At the time of procurement, contract values were based on historical snow removal trends and typical summer usage requirements. As a result of record snowfall in January 2026, it was necessary to remove and truck snow from city streets to maintain emergency access, transit corridors, bridge decks, access to hospitals, and other priority areas. The scale of response required during the 2026 major snow events exceeded original year one (2026) estimates for the trucking contract of $6,376,790 with spends totalling $18,254,199. The total value of the four (4) blanket contracts, including option years, is $26,189,522 net of all taxes and charges ($26,650,458 net of HST recoveries). The amendment would increase the total value of the four (4) blanket contracts by $53,815,445 net of all taxes and charges ($54,762,598 net of HST recoveries), revising the value of the four (4) contracts, including option years, to $80,004,968 net of all taxes and charges ($81,413,056 net of HST recoveries).
The Infrastructure and Environment Committee: 1. In accordance with Section 71-11.1(C) of the City of Toronto Municipal Code Chapter 71, (Financial Control By-law), authorized the General Manager, Transportation Services to amend Blanket Contract Number C78, contract 26TR-OM-610-TEY-TS, for the Toronto and East-York District, with Rafat General Contractor Inc., increasing the current Blanket Contract value by $18,334,134 net of all applicable taxes and charges ($18,656,815 net of Harmonized Sales Tax recoveries), revising the total Blanket Contract value from $6,952,670 net of all applicable taxes and charges ($7,075,037 net of Harmonized Sales Tax recoveries) to $25,286,804 net of all applicable taxes and charges ($25,731,852 net of Harmonized Sales Tax recoveries). 2. In accordance with Section 71-11.1(C) of the City of Toronto Municipal Code Chapter 71, (Financial Control By-law), authorized the General Manager, Transportation Services to amend Blanket Contract Number C87, contract 26TR-OM-620-EY-TS, for the Etobicoke-York District, with Rafat General Contractor Inc., increasing the current Blanket Contract value by $7,205,184 net of all applicable taxes and charges ($7,331,996 net of Harmonized Sales Tax recoveries), revising the total Blanket Contract value from $6,936,981 net of all applicable taxes and charges ($7,059,072 net of Harmonized Sales Tax recoveries) to $14,142,165 net of all applicable taxes and charges ($14,391,068 net of Harmonized Sales Tax recoveries). 3. In accordance with Section 71-11.1(C) of the City of Toronto Municipal Code Chapter 71, (Financial Control By-law), authorized the General Manager, Transportation Services to amend Blanket Contract Number C88, contract 26TR-OM-630-NY-TS, for the North York District, with Rafat General Contractor Inc., increasing the current Blanket Contract value by $19,382,626 net of all applicable taxes and charges ($19,723,760 net of Harmonized Sales Tax recoveries), revising the total Blanket Contract value from $6,936,981 net of all applicable taxes and charges ($7,059,072 net of Harmonized Sales Tax recoveries) to $26,319,607 net of all applicable taxes and charges ($26,782,832 net of Harmonized Sales Tax recoveries). 4. In accordance with Section 71-11.1(C) of the City of Toronto Municipal Code Chapter 71, (Financial Control By-law), authorized the General Manager, Transportation Services to amend Blanket Contract Number C89, contract 26TR-OM-640-SC-TS, for the Scarborough District, with Rafat General Contractor Inc., increasing the current Blanket Contract value by $8,893,501 net of all applicable taxes and charges ($9,050,026 net of Harmonized Sales Tax recoveries) revising the total Blanket Contract value from $5,362,891 net of all applicable taxes and charges ($5,457,278 net of Harmonized Sales Tax recoveries) to $14,256,392 net of all applicable taxes and charges ($14,507,304 net of Harmonized Sales Tax recoveries). 5. Requested the General Manager, Transportation Services, in consultation with Technology Services Division, Communications Division, Customer Experience Division, the Toronto Transit Commission, any other relevant divisions or agencies and the Chair, and Vice Chair of the Infrastructure and Environment Committee, to undertake a coordinated review of winter operations service integration to identify opportunities to further improve triage, routing, and real-time coordination during both routine and major snow events. 6. Requested the General Manager, Transportation Services, with the advice of the Chair and Vice Chair of the Infrastructure and Environment Committee, to consult with Members of Council, school boards, other city divisions, the Toronto Association of Business Improvement Areas, and other interest groups, as appropriate, on their experiences during the 2025-2026 winter season, to inform ongoing improvements to winter operations and service delivery. 7. Requested the General Manager, Transportation Services, in consultation with Communications Division, Toronto Police Service Parking Enforcement, and the Toronto Parking Authority, to develop options to modernize winter parking management during Major Snow Event and Significant Weather Event declarations, including improved alignment between completion of snow removal operations and the duration of parking restrictions, and enhanced public communications to improve clarity and compliance. 8. Requested the General Manager, Transportation Services, in collaboration with CreateTO and Corporate Real Estate Management, to explore opportunities to optimize snow storage and haulage operations, including identification of additional temporary and potential permanent snow storage sites, to support the improved use of existing facilities, reduction of haul distances, and truck queuing. 9. Requested the General Manager, Transportation Services, to develop and implement a comprehensive public education and outreach strategy for implementation prior to the 2026-2027 winter season to better inform residents about the City's windrow clearing program, and to better inform residents about which addresses are eligible for windrow clearing, and which are not. 10. Requested the General Manager, Transportation Services, and the Chief Communications Officer, in consultation with Business Improvement Areas, to develop and implement a public education strategy clarifying the snow and ice clearance responsibilities of Commercial properties beyond the sidewalk snow and ice clearing service offered by the City of Toronto. 11. Requested the General Manager, Transportation Services, to report to the Infrastructure and Environment Committee by the first quarter of 2027 on a plan for a neighborhood communication strategy and clean up plan to better manage snow "dump" sites. 12. Requested the Deputy City Manager, Infrastructure Services, to give consideration to the development of a permanent list of those who need critical-care in an emergency situation such as major snow storm, ice storm, electricity blackout.
Staff recommendation as filed
The General Manager, Transportation Services, and the Chief Procurement Officer, recommends that: 1. Infrastructure and Environment Committee, in accordance with Section 71-11.1(C) of the City of Toronto Municipal Code Chapter 71, (Financial Control By-law), grant authority to the General Manager, Transportation Services to amend Blanket Contract Number #C78, contract 26TR-OM-610-TEY-TS, for the Toronto and East-York District, with Rafat General Contractor Inc., increasing the current Blanket Contract value by $18,334,134 net of all applicable taxes and charges ($18,656,815 net of Harmonized Sales Tax recoveries), revising the total Blanket Contract value from $6,952,670 net of all applicable taxes and charges ($7,075,037 net of Harmonized Sales Tax recoveries) to $25,286,804 net of all applicable taxes and charges ($25,731,852 net of Harmonized Sales Tax recoveries). 2. Infrastructure and Environment Committee, in accordance with Section 71-11.1(C) of the City of Toronto Municipal Code Chapter 71, (Financial Control By-law), grant authority to the General Manager, Transportation Services to amend Blanket Contract Number #C87, contract 26TR-OM-620-EY-TS, for the Etobicoke-York District, with Rafat General Contractor Inc., increasing the current Blanket Contract value by $7,205,184 net of all applicable taxes and charges ($7,331,996 net of Harmonized Sales Tax recoveries), revising the total Blanket Contract value from $6,936,981 net of all applicable taxes and charges ($7,059,072 net of Harmonized Sales Tax recoveries) to $14,142,165 net of all applicable taxes and charges ($14,391,068 net of Harmonized Sales Tax recoveries). 3. Infrastructure and Environment Committee, in accordance with Section 71-11.1(C) of the City of Toronto Municipal Code Chapter 71, (Financial Control By-law), grant authority to the General Manager, Transportation Services to amend Blanket Contract Number #C88, contract 26TR-OM-630-NY-TS, for the North York District, with Rafat General Contractor Inc., increasing the current Blanket Contract value by $19,382,626 net of all applicable taxes and charges ($19,723,760 net of Harmonized Sales Tax recoveries), revising the total Blanket Contract value from $6,936,981 net of all applicable taxes and charges ($7,059,072 net of Harmonized Sales Tax recoveries) to $26,319,607 net of all applicable taxes and charges ($26,782,832 net of Harmonized Sales Tax recoveries). 4. Infrastructure and Environment Committee, in accordance with Section 71-11.1(C) of the City of Toronto Municipal Code Chapter 71, (Financial Control By-law), grant authority to the General Manager, Transportation Services to amend Blanket Contract Number #C89, contract 26TR-OM-640-SC-TS, for the Scarborough District, with Rafat General Contractor Inc., increasing the current Blanket Contract value by $8,893,501 net of all applicable taxes and charges ($9,050,026 net of Harmonized Sales Tax recoveries) revising the total Blanket Contract value from $5,362,891 net of all applicable taxes and charges ($5,457,278 net of Harmonized Sales Tax recoveries) to $14,256,392 net of all applicable taxes and charges ($14,507,304 net of Harmonized Sales Tax recoveries). 5. Infrastructure and Environment Committee request the General Manager, Transportation Services, in consultation with Technology Services Division, Communications Division, Customer Experience Division, the Toronto Transit Commission, and any other relevant divisions or agencies, to undertake a coordinated review of winter operations service integration to identify opportunities to further improve triage, routing, and real-time coordination during both routine and major snow events. 6. Infrastructure and Environment Committee request the General Manager, Transportation Services, to consult with Members of Council, school boards, other city divisions, the Toronto Association of Business Improvement Areas, and other interest groups, as appropriate, on their experiences during the 2025-2026 winter season, to inform ongoing improvements to winter operations and service delivery. 7. Infrastructure and Environment Committee request the General Manager, Transportation Services, in consultation with Communications Division, Toronto Police Service Parking Enforcement, and the Toronto Parking Authority, to develop options to modernize winter parking management during Major Snow Event and Significant Weather Event declarations, including improved alignment between completion of snow removal operations and the duration of parking restrictions, and enhanced public communications to improve clarity and compliance. 8. Infrastructure and Environment Committee request the General Manager, Transportation Services, in collaboration with CreateTO and Corporate Real Estate Management, to explore opportunities to optimize snow storage and haulage operations, including identification of additional temporary and potential permanent snow storage sites, to support the improved use of existing facilities, reduction of haul distances, and truck queuing.
IE29.2referred
Forensic Audit of the 2021 Winter Maintenance Procurement
City Council on March 25 and 26, 2026, referred Item CC39.2 to the May 6, 2026, meeting of the Infrastructure and Environment Committee for consideration. In March 2025, City Council requested the City Manager to undertake a forensic audit of the procurement and award of winter maintenance contracts in response to concerns regarding fairness, transparency, cost outcomes, and contract management. The services of KPMG were retained to conduct the audit which examined the two negotiated request-for-proposal processes and a subsequent non-competitive procurement used to award winter maintenance services for the 2022-2029 period. This report outlines the findings and recommendations pertaining to the forensic audit.
The Infrastructure and Environment Committee: 1. Referred item IE29.2 - Forensic Audit of the 2021 Winter Maintenance Procurement, to the City Manager and request that they report to Infrastructure and Environment Committee with answers to the following questions: a. Was there a failure to outline expectations of individual responsibility and accountability; b. Were all important stakeholders consulted; and c. Opportunities to further investigate the following matters: 1. Variations in Cost estimates and Bid results; 2. Conflicts of interest; 3. Changes post-award; 4. Equipment Substitutions; and 5. Any other matters of interest.
IE29.3adopted
The purpose of this report is to respond to the direction received from City Council in November 2025 and the request from Infrastructure and Environment Committee in February 2026 with an update on the implementation of the Blue Box Program's transition to Extended Producer Responsibility from January to March 2026. While the initial transition to producers in January 2026 saw significant Blue Box Program service disruption, program operations have since been improving with fewer missed collections and resident calls to 311 Toronto. The report also provides a strategy to minimize the risks associated with uncollected Blue Bins and recyclables going to landfill or becoming litter, including legal considerations, the use of waste audits for policy, promotion and education development, and continued dialogue with Circular Materials to maintain the best service outcomes for the City and its residents. Additionally, the report explores public space recycling and upcoming advocacy opportunities to support the goal of diverting waste from landfill.
The Infrastructure and Environment Committee: 1.Received the report (April 22, 2026) from the General Manager, Solid Waste Management Services for information.
Staff recommendation as filed
The General Manager of Solid Waste Management Services recommends that: 1. Infrastructure and Environment Committee receive this report for information.
IE29.4amended
As directed by City Council, this report provides a status update on the progress of two linked initiatives, the Strategic Capital Coordination Office and Enhanced Capital Construction Delivery, that strengthen the planning, coordination, and delivery of infrastructure across multiple divisions, agencies, utilities, and private partners, including developers and industry. Strategic Capital Coordination Office focuses on capital program coordination ensuring projects are well-defined at the early planning stages, risks are mitigated, and internal and external coordination is optimized before construction begins. Enhanced Capital Construction Delivery builds on that foundation to strengthen project execution, emphasizing reliable delivery through enhanced performance metrics, contractor accountability, project management frameworks, and community outreach. Through enhanced inter-divisional collaboration, refined processes, and reinforced governance, the Strategic Capital Coordination Office and early efforts by Enhanced Capital Construction Delivery has continued to advance a more predictable, transparent, and city-wide approach to capital delivery that: - Minimizes disruption. - Improves the quality of decision-making. - Supports the City's long-term infrastructure requirements. The Strategic Capital Coordination Office's Results from 2025 and Focus for 2026 In 2025, the Strategic Capital Coordination Office continued to strengthen communication and collaboration across divisions, the Toronto Transit Commission, utilities, and external agencies through regular coordination forums, enhanced capital program planning, and earlier conflict resolution. Focus of this work in 2026 includes better integration of the Toronto Transit Commission's capital works projects into the City's capital works programming, as well as the introduction of a process to support identification and mitigation of proximity conflicts with other capital work to better inform utility permit processing. Cross-divisional and inter-agency governance and accountability were reinforced through the introduction of a refined capital coordination governance structure that clarified roles, responsibilities, and escalation pathways. The Strategic Capital Coordination Office continued to advance capital planning and coordination processes by supporting development and change management protocols for the annual 2026-2028 Capital Works Programs, strengthening both in-year coordination practices, and longer-term (five-year+) planning. Coordination within major infrastructure clusters, including Rockcliffe-Smythe, Lower Don, Ontario Place, and Downsview, continues to be advanced through improved communication and multi-partner working groups. In 2025, the Strategic Capital Coordination Office began to utilize new information-sharing tools to support more effective collaboration across partners. Preparations continued for the Early Intake initiative, schedule to launch in mid-2026, which will improve scope definition by shifting key planning and pre-engineering activities earlier in the project lifecycle to enable more effective and predictable project execution. In early 2026, work began in developing comprehensive business and technical requirements for a modern capital coordination system. This work will guide the development of foundational activities to support a planned system procurement in 2027. Recognizing the important role that capital coordination has in contributing to congestion management, the role of the City's first Chief Congestion Officer includes executive oversight of the Strategic Capital Coordination Office. The Chief Congestion Officer, first appointed in January 2026, will lead and coordinate collaboration across divisions and external partners, with direct accountability and authority to review programs and projects to minimize congestion impacts, and support a more integrated, city-wide approach to congestion management amid ongoing growth and development pressures. Enhanced Capital Construction Delivery Updates and Focus for 2026 Since Council's adoption of the Enhancing Capital Construction Delivery report in April 2025, the program has transitioned from design and early pilots to active implementation. Early pilots, supported by targeted staff resources, have delivered tangible results on major capital projects, reducing construction timelines, shortening approval processes, strengthening community engagement practices, and improving market confidence in the City's capital program. Key achievements to date include a critical evaluation of Engineering and Construction Services contract schedules prior to tendering in 2025, the application of new community outreach techniques, the implementation of an on‑site problem‑solving approach to accelerate delivery, and a strengthened commitment to incorporating a public perspective when planning out construction activities. A diverse set of projects was selected to test these approaches, including the rapid reconstruction of four Toronto Transit Commission streetcar intersections, the St. Clair-Topham Park Basement Flooding Protection Program project, Danforth Avenue Upgrades project and the Eastern Avenue and Adelaide Street East Bridge Rehabilitations project, including the Don Valley Parkway ramp to Richmond Street. Early success with these projects has generated momentum to advance Enhanced Capital Construction Delivery's core objectives across project management, governance, engagement, procurement, and operational readiness. Enhanced Capital Construction Delivery's formal implementation began in the second quarter of 2025 with the hiring of a dedicated program team. By late 2025, a structured program charter was developed with input from all Infrastructure Services divisions, construction industry associations, and partner agencies, including the Toronto Transit Commission and Metrolinx, establishing a shared foundation for consistent delivery and accountability. With some foundational tools and practices now in place, Enhanced Capital Construction Delivery is positioned to scale successful approaches across Infrastructure Services divisions in 2026. The outcomes of this work will be embedded within a new integrated project management framework, contract management processes, and a community outreach and issues management guide currently under development and continuing through 2026. The first Infrastructure Services industry‑facing capital project pipeline is scheduled to be published on the City's external website in May 2026. Full Enhanced Capital Construction Delivery implementation will continue through 2027, expanding across divisions and capital programs. Early results confirm that Council's April 2025 direction is delivering tangible improvements - accelerating project delivery, strengthening accountability, and improving coordination with industry. Enhanced Capital Construction Delivery is establishing a more resilient, predictable, and transparent capital delivery system, resulting in reduced disruption and clearer communication for residents and businesses.
The Infrastructure and Environment Committee: 1. Requested the Deputy City Manager, Infrastructure Services, to work with Chief Communications Officer on the development of high-quality, adaptive signage for all construction work on Toronto's streets and report back with the plan in in the first quarter of 2027 to the appropriate standing Committee.
Staff recommendation as filed
The Chief Congestion Officer and Executive Director, Strategic Capital Coordination Office and the Chief Engineer and Executive Director, Engineering and Construction Services recommend that: 1. The Infrastructure and Environment Committee receive this report for information.
IE29.5adopted
2026 Road Classification Amendments
The Road Classification System was originally adopted by City Council in 2000 following municipal amalgamation and has since been updated periodically to reflect newly constructed streets, evolving transportation patterns, and subsequent Council direction. Accurate road classification is important for the governance of the street network, supporting transportation planning, infrastructure design, operational service delivery, and capital investment decisions. This report provides an update for additional roads that have been assumed by the City since the most recent update in 2018, and for roads where reclassification is required based on current conditions and network role. This report seeks City Council approval to amend the road classification of seven (7) roadways across four (4) Wards (Wards 3, 7, 10 and 21) identified in Attachment 2, based on an assessment against Council‑approved Road Classification Criteria. The proposed changes will support safe and efficient network operations for all road users and improve consistency between roadway function and service delivery.
The Infrastructure and Environment Committee recommends that: 1. City Council approve the amendments to the City of Toronto Road Classification System set out in Attachment 2, Road Classification Update - Table of Changes, to the report (April 22, 2026) from the General Manager, Transportation Services.
Staff recommendation as filed
The General Manager, Transportation Services, recommends that: 1. City Council approve the amendments to the City of Toronto Road Classification System set out in Attachment 2 Road Classification Update - Table of Changes.
IE29.6amended
Amending the Foundation Drainage Policy and Storm Sewer Quality Limit for Manganese
This report responds to City Council direction for Toronto Water and Development Review to review the Foundation Drainage Policy and the feasibility of revising the manganese quality limit for storm sewer discharge in the Sewers By-law (Toronto Municipal Code, Chapter 681). The objective of this review was to identify opportunities to support the City's priority of encouraging new housing starts while ensuring that sewer system capacity is not compromised. Developments cannot proceed without adequate servicing infrastructure. Accordingly, the Foundation Drainage Policy prohibits groundwater discharges to the City's sewer systems to preserve the capacity required to support Toronto's continued growth and intensification. The policy amendments proposed in this report strike a balance between introducing greater flexibility to facilitate new housing development and maintaining the Foundation Drainage Policy's core objective of protecting sewer system capacity. Following stakeholder consultations, hydraulic capacity analyses of the sewer system and background research, effective October 1, 2026, Foundation Drainage Policy amendments will allow a limited quantity of foundation drainage containing groundwater to be discharged into the City's storm sewers, under the following conditions: - Foundation drainage flows meet the quality limits for storm sewer discharge in the Sewers By-law; - The storm sewer to which the foundation drain connects will discharge directly to a watercourse or Lake Ontario without interacting with the combined sewer system (i.e., there is no interaction with any flow control structures); - The maximum dry-weather discharge rate from foundation drainage is 3 Litres per second per hectare for sites > 0.7 hectare, and 2 Litres per second for sites ≤ 0.7 hectare; and - The total discharge rate under wet-weather conditions to the storm sewer from the site (i.e., both foundation drainage and stormwater) complies with all stormwater management targets per the City's Wet Weather Flow Management Guidelines. Staff also recommend an increase to the manganese quality limit for discharges to the storm sewer system from 0.05 milligrams per litre to 2.0 milligrams per litre, which will exclude higher concentrations associated with non-natural manganese sources (e.g., brownfield properties). Toronto Water staff consider the health and environmental risks associated with this recommendation to be low because anticipated groundwater discharge volumes will be limited, and because manganese levels in most groundwater samples naturally cluster around low concentrations. This report was developed in consultation with Development Review, who agree with the findings and recommendations.
The Infrastructure and Environment Committee recommends that: 1. City Council amend Toronto Municipal Code, Chapter 681 ("Sewers"), §681-4.J. Table 2 - Limits for Storm Sewer Discharge, by deleting "0.05" for the Manganese (total) limit and replacing it with "2.0". 2. City Council authorize the City Solicitor, in consultation with the General Manager, Toronto Water to prepare the necessary bill required to give effect to City Council's decision and to make such clarification, minor modifications, technical or stylistic refinements as may be identified by the City Solicitor. 3. City Council direct the General Manager, Toronto Water, to permit development applications submitted after January 1, 2026 and which are ready and eligible to apply for above-grade building permits before October 1, 2026, to be exempt from the existing Storm Sewer Quality Limit for Manganese in Toronto Municipal Code Chapter 681, and to instead be subject to the updated Storm Sewer Quality Limit for Manganese, where appropriate.
Staff recommendation as filed
The General Manager, Toronto Water recommends that: 1. City Council amend Toronto Municipal Code, Chapter 681 ("Sewers"), §681-4.J. Table 2 - Limits for Storm Sewer Discharge, by deleting "0.05" for the Manganese (total) limit and replacing it with "2.0". 2. City Council authorize the City Solicitor, in consultation with the General Manager, Toronto Water to prepare the necessary bill required to give effect to City Council's decision and to make such clarification, minor modifications, technical or stylistic refinements as may be identified by the City Solicitor.
IE29.7adopted
This report responds to the City Council direction ( 2024.IE18.5 ) to assess the feasibility of requiring existing and new Suppliers who use commercial vehicles to provide contracted City services to have side guards installed on their vehicles. Commercial vehicles are heavy-duty fleet assets weighing 4,500 kilograms (10,000 pounds) or more and pose the greatest risk to pedestrians and cyclists (known collectively as Vulnerable Road Users due to their size and weight. Side guards are protective railings or bars mounted on the sides of large trucks between the axles to prevent Vulnerable Road Users from being pulled under a truck's wheels in the event of a collision. The City of Toronto interacts with three types of fleets, all of which may include commercial vehicles: - City-Owned Fleet: Vehicles owned and operated by the City of Toronto. As directed by Council, through 2024.IE18.5 , the City is installing side guards on all City-owned commercial vehicles by the end of 2026 and has done so at a pace that is ahead of schedule. - Contracted Dedicated Fleet: Vehicles owned and operated by a supplier but allocated on a full-time basis solely for City work. This includes commercial vehicles with City branding (e.g., City of Toronto decal). It is appropriate and feasible to require side guards on this fleet. - Contracted Non-Dedicated Fleet: Vehicles owned and operated by a supplier but servicing multiple clients; not exclusive to the City of Toronto. It is not feasible to require side guards on this fleet. Staff assessed potential impacts to service delivery and determined that it is feasible and appropriate to require side guards on commercial vehicles in the contracted dedicated fleet as of May 2027, with exemptions provided for extenuating circumstances. This requirement is expected to impact approximately 1,200 commercial vehicles, with applications ranging from winter maintenance and snow clearing to road repair, high-impact public works, and urban forestry. An effective date of May 2027 provides sufficient time to update procurement templates and enables both City Divisions and Suppliers to plan and comply with this requirement. Staff assessed that it is not feasible to require side guards on commercial vehicles in the contracted non-dedicated fleet, as there is a high risk of disruption to routine services that the City receives or procures. The City has limited ability to govern and enforce requirements for the City's contracted non-dedicated fleet; this includes services, including parcel and courier trucks, towing service trucks, construction haulage trucks, and aggregate trucks. To develop this approach, the Fleet Services Division conducted a jurisdictional scan of comparable municipalities and engaged with 19 City Divisions through the distribution of a survey and through focused discussions. Through this engagement, the approach was refined to focus on commercial vehicles in the contracted dedicated fleet, as this could be implemented without significant impacts to service delivery and without significant cost implications. Fleet Services Division also engaged with Suppliers through an external market survey distributed to both large and small Suppliers and diverse and social procurement vendors. Feedback was overall positive, and Suppliers indicated that the requirement is feasible (e.g., parts are available and manufacturers offer installation services). Requiring side guards on commercial vehicles in the contracted dedicated fleet aligns with the City's commitment to the Vision Zero Road Safety Plan and its commitment to protecting Vulnerable Road Users. Embedding this requirement as a standard contractual condition ensures consistency, clarity, and enforceability across all applicable service areas and ensures that all commercial vehicles operating under the City's authority or representing the City in the public realm meet a consistent, enforceable safety standard.
The Infrastructure and Environment Committee recommends that: 1. City Council direct all Division Heads to incorporate side guards as a contractual requirement for commercial vehicles which are dedicated to providing goods and services to, or on behalf of, the City of Toronto, for all new contracts awarded starting May 2027. 2. City Council authorize the applicable Division Head and the General Manager, Fleet Services, to jointly approve case-by-case exemptions, in the event of extenuating circumstances, to the side guard requirement noted in Recommendation 1.
Staff recommendation as filed
The General Manager, Fleet Services Division, recommends that: 1. City Council direct all Division Heads to incorporate side guards as a contractual requirement for commercial vehicles which are dedicated to providing goods and services to, or on behalf of, the City of Toronto, for all new contracts awarded starting May 2027. 2. City Council authorize the applicable Division Head and the General Manager, Fleet Services, to jointly approve case-by-case exemptions, in the event of extenuating circumstances, to the side guard requirement noted in Recommendation 1.
IE29.8adopted
Update on MM28.22 - Improving Toronto's Public Washrooms
This report provides a response to 2025.MM28.22, which requested that staff report on various public washroom initiatives related to availability, accessibility, state of good repair, and public engagement. In recent years, and in response to public and Council feedback, various City agencies and Divisions have enhanced their approach to operating, improving, and adding washrooms. These include programs related to washroom enhancement, washroom upgrades, and in some cases construction of new washrooms. Examples include: the Toronto Public Library's Multi-Year Accessibility Plan ; Parks and Recreation's Washroom Enhancement Program and the Toronto Transit Commission's addition of new washrooms to its network with the completion of lines 5 and 6. In response to 2025.MM28.22, City staff from Parks and Recreation, Social Development, Technology Services, Corporate Real Estate Management, Transportation Services, City Planning, Toronto Public Library, and the Toronto Transit Commission have been meeting to review current and planned public washroom initiatives and assess how the City can advance greater interdivisional collaboration on investment in and access to City-owned public washrooms. The motion included many different work streams associated with improving the City's overall network of washrooms, progress on which is summarized in Attachment 1 and detailed throughout this report. The City of Toronto currently has a network of public washrooms with washrooms at over 500 locations (Attachment 2). Toronto's public washrooms are part of a large network, facilitated by different capital and operating budgets, and staffing models. There is also increasing commitment by City Divisions to address the state of good repair of public washrooms, as evidenced through the 2026 budget process. In addition to collaborating on the modernization and expansion of the public washroom network, the interdivisional table will work on developing a digital wayfinding tool to assist the public to locate public washrooms, and improve Torontonian's ability to find operational washrooms when they are needed.
The Infrastructure and Environment Committee: 1. Received the report (April 22, 2026) from the Chief Planner and Executive Director, City Planning, and the General Manager, Parks and Recreation, for information.
Staff recommendation as filed
The Chief Planner and Executive Director, City Planning, and the General Manager, Parks and Recreation recommend that: 1. The Infrastructure and Environment Committee receive this report for information.
IE29.9forwarded without recommendation
Odour from the Ashbridges Bay Wastewater Treatment Plant
Located in Ward 14 on the Waterfront, Ashbridges Bay Wastewater Treatment Plant is the main sewage treatment plant for Toronto, servicing upwards of 1.4 million residents. Over the last number of years, Toronto Water has increased funding and undertaken upgrades for odour control. Last week, I received many complaints from local residents who were very upset with a dreadful odour that was emanating from the plant. There were emails to my office as well as calls to 311. Some residents shared that they were confused with the 311-reporting process. Thankfully the mechanical breakdown in one of the holding tanks has now been repaired after a very rough week. On Monday, April 27th, I received an email from Toronto Water indicting that there were only 6 odour sewer complaints in the area near the plant and only 3 odour complaints made to date in 2026 to the plant directly. Apparently the 311 system for complaints covers sewer odours in general and there does not seem to be a stand-alone Service Request for odours from the plant. I would hope that Toronto Water knew that there had been a mechanical failure at Ashbridges Bay Wastewater Treatment Plant and that nauseating odours were emanating from the plant and were settling over the east end air shed. I am concerned that my office was not advised that there was a critical failure and a serious odour issue at the plant. With such a large critical permanent installation as the Ashbridges Bay Wastewater Treatment Plant, I would like to propose a revamp of the system interface with local residents when odour issues arise - both for intake as well as outgoing messages. The current system seems to be frustrating and not working as well as it could. Residents who live in the immediate airshed of the main sewage treatment plant require an improved communications protocol for issues arising from the operations as well as a clearer portal that captures and tracks all service requests related to operations.
The Infrastructure and Environment Committee forwarded the item to City Council without recommendations.
Staff recommendation as filed
Councillor Paula Fletcher recommends that the Infrastructure and Environment Committee: 1. Request the General Manager, Toronto Water, in consultation with the Deputy City Manager, Infrastructure Services, the Deputy City Manager, Corporate Services and the Chief Communications Officer to report directly to the May 20, 21 and 22, 2026 meeting of City Council with an initial framework for an improved communications protocol for issues arising from the operations of the Ashbridges Bay Wastewater Treatment Plan and a clear portal that captures and tracks all service requests related to its operations.
IE29.10adopted
Supporting the Proposed Modernization of Ontario’s Framework for Power-Assisted Bicycles (E-Bikes)
The City of Toronto has limited ability to regulate the fast heavy micromobility vehicles currently causing great concern in Toronto cycle infrastructure, and the Toronto Police service has been largely unable to enforce the existing bylaw. The province is now proposing regulatory changes that, if adopted, would greatly improve safety for all road users. Per https://ero.ontario.ca/notice/026-0422 , the Ministry of Transportation is proposing to update the Highway Traffic Act to classify motorized two wheel vehicles that are currently operating in Ontario. One group is proposed to consist of power-assisted bicycles (aka e-bikes), and to require them to be: - speed limited to 32 kilometres per hour, - have a total continuous power of 500 watts or less, - equipped with functional hand cranks or foot pedals that are capable of propelling the bicycle by muscular power, and - to allow passengers only when a seat is available. A second group, the faster, heavier moped / scooter- or motorcycle-style vehicles, would be required to be licenced and insured. This is highly desirable, would facilitate enforcement, would provide compensation for those injured and would also force the operators to learn Ontario traffic laws. However, some elements of the proposal could be improved.
The Infrastructure and Environment Committee recommends that: 1. City Council request the General Manager, Transportation Services, to submit comments to Ontario's Environment Registry of Ontario that support the proposal for a two-class definition for power-assisted bicycles (aka e-bikes) that are speed limited to no more than 32 kilometres per hour, have a total continuous power of 500 watts or less, must be equipped at all times with functional hand cranks or foot pedals that are capable of propelling the bicycle by muscular power only and are usable during normal operation of the bicycle, cannot have a footrest or a platform for the operator's feet, must have an adjustable saddle, require a minimum operator age of 16, allows passengers of any age in a seat, and requires helmets for all operators, and the proposal that would require faster, heavier moped / scooter- or motorcycle-style vehicles, to be licenced and insured. 2. City Council requests the General Manager, Transportation Services, to request the province to require a maximum weight limit of 55 kilograms for Class 2 power-assisted bicycles, and to require brakes adequate for an operator to safely stop the vehicle within 9 metres even when loaded, travelling at the maximum powered speed and in wet and hilly conditions. 3. City Council requests the Fire Chief and General Manager, Fire Services, to make recommendations to the province on lithium-ion battery safety standards for all vehicles powered with lithium-ion batteries.
Staff recommendation as filed
Councillor Dianne Saxe recommends that: 1. City Council request the General Manager, Transportation Services, to submit comments to Ontario's Environment Registry of Ontario that support the proposal for a two-class definition for power-assisted bicycles (aka e-bikes) that are speed limited to no more than 32 kilometres per hour, have a total continuous power of 500 watts or less, must be equipped at all times with functional hand cranks or foot pedals that are capable of propelling the bicycle by muscular power only and are usable during normal operation of the bicycle, cannot have a footrest or a platform for the operator's feet, must have an adjustable saddle, require a minimum operator age of 16, allows passengers of any age in a seat, and requires helmets for all operators, and the proposal that would require faster, heavier moped / scooter- or motorcycle-style vehicles, to be licenced and insured. 2. City Council requests the General Manager, Transportation Services, to request the province to require a maximum weight limit of 55 kilograms for Class 2 power-assisted bicycles, and to require brakes adequate for an operator to safely stop the vehicle within 9 metres even when loaded, travelling at the maximum powered speed and in wet and hilly conditions. 3. City Council requests the Toronto Fire Chief to make recommendations to the province on lithium-ion battery safety standards for all vehicles powered with lithium-ion batteries. 4. Infrastructure and Environment Committee directs the General Manager, Transportation Services, and the General Manager, Parks, Forestry and Recreation, in consultation with Toronto Police Services and vulnerable road users, to report back to Infrastructure and Environment Committee by January 2027 with recommendations to amend Toronto's by-laws for bike lanes, cycle tracks, and multi-use trails to prohibit in all cycling infrastructure any motorized vehicle other than a Class 1 or Class 2 power-assisted bicycle.