Rachel Chernos Lin

At its meeting of April 6 and 7, 2022, City Council approved the staff report titled, “Developing a Parking Strategy for Toronto” which recognized the need for a strategic approach to guide and support future parking related decisions at the City.

While many policies and regulations have been developed over time, there has not been an overall guiding direction on how to manage parking, its potential role in city-building and how all the various divisions and agencies should work together.

Transportation Services initiated the development of the city-wide Strategic Parking Framework in early 2023. The advancement of this Framework is a collective effort between several City partners that have mandates requiring innovation related to Toronto's parking systems and infrastructure. Managing parking effectively is an essential element to succeed in executing major city building objectives including achieving our net zero greenhouse gas emissions, land use planning and traffic congestion management goals. Parking also has a critical role to play in supporting people's needs, the City's vibrancy and commitment to the growth and commercial viability of key industries and businesses.

This report provides an overview and recommends a Strategic Parking Framework that consists of an interconnected set of policy directions and a program of actions to ensure that the City can effectively manage the complexity of the parking system now and into the future as Toronto grows, develops and evolves. The Framework identifies a series of ‘Big Moves’, associated policies and specific implementation initiatives required over the short, medium and long term to better align the value of the public right of way and city property with other critical city building goals. 

In developing the Strategic Parking Framework, a study was undertaken which included a review of parking policies currently in place, best practice research from other jurisdictions, the governance of parking programs and numerous direct engagement sessions with many internal and external interest groups. These activities laid the foundation for the Framework which proposes six (6) ‘Big Moves’, twelve (12) policies and forty-four (44) associated actions.

Although the Strategic Parking Framework addresses many parking issues it does not cover elements associated with residential parking programs like permit parking, front yard parking and the use of accessible parking permits. Transportation Services recognizes that these issues are controversial within many city neighbourhoods, with longstanding practices and that is why a more comprehensive work program will be undertaken to review and advise on refinements to the residential parking programs through a separate report coming to Council in early 2027. With respect to accessible parking permits, work to address concerns relating to the enforcement and use of accessible parking permits will begin shortly, with a report coming to Council in late 2025.

This staff report concerns a matter for which the North York Community Council has delegated authority from City Council to make a final decision.

The purpose of this report is to advise Community Council concerning an application by the property owner of 499 Briar Hill Avenue for a site-specific Fence Exemption, pursuant to Section 447-1.5(B) of Toronto Municipal Code, Chapter 447 - Fences. The property owner is seeking Community Council’s permission to maintain the follow:

1. A gate on the second story deck in the rear of the property that will not comply with the standards stipulated by Section 447-1.3(D)(1). This gate is made from tempered glass and measured at 1.06 metres in height.

2. An enclosure from the walkout basement that will not comply with the standards stipulated by section 447-1.3 (E) (1) (b). This enclosure is not located more than one metre away to any external condition that may facilitate climbing.

A Notice of Violation was issued to the property owners on December 6, 2024. The property owner has implemented alternative safety measures, including an enclosure constructed from marine-grade mesh vinyl material. This enclosure, measuring 1.2 metres in height, surrounds the east and south sides of the pool. Additionally, a pool cover, made from heavy-duty vinyl composite, has been installed, covering an area of 26.7 square meters. However, both measures do not comply with the requirements outlined in the Toronto Municipal Code, Chapter 447 - Fences.

Toronto is one of the top five screen-based industry hubs in North America and was named the “Best Place to Live and Work as a Movie Maker” in a survey conducted by MovieMaker Magazine in 2024. The screen sector employs more than 30,000 Torontonians, a number that is expected to continue to grow.

A June 2022 consultant report identified Toronto’s film industry as a high-growth sector poised to play an outsized role in driving Toronto’s future economic development. In that same year, film and television productions spent a record $2.6 billion in Toronto.

Roughly 70 percent of Toronto’s production volume comes from international projects, which are highly mobile. With more cities competing for these economic opportunities, the City must continue to enhance the attractiveness, competitiveness, and viability of Toronto’s screen sector.  

School sites are desirable film locations for film and television productions but can be challenging to permit due to the potential impacts on school operations. Securing an unused school as a film location would build on the xoTO Schools program by providing predictable access to a high-demand film location and support the continued growth of Toronto’s film industry.

In December 2024, The City of Toronto unveiled the sites of six new shelter locations that are planned to be developed in accordance with the City’s 10-year Homelessness Services Capital Infrastructure Strategy, approved by Council in November 2023. The City has delegated the public consultation process to the Community Engagement Facilitator Public Progress team. They have been tasked with providing ongoing shelter updates, responding to questions and working collaboratively with the City and local community members.

In coordination with Toronto Shelter and Supportive Services, City staff recently determined that addressing planning entitlement matters through a collective approach for the six sites, as opposed to a site-by-site process. Community consultation sessions and public engagement campaigns have taken on a generalized approach which does not appropriately reflect the needs and concerns of local communities which will be impacted by the six new proposed shelters.

Toronto is facing an evolving housing crisis, impacting housing affordability for low-income, vulnerable residents including people experiencing homelessness, as well as key workers and middle-income earners. In recent years, City Council has taken significant action on housing, notably approving a whole-of-government response and range of strategic, program, and policy directions through Item EX9.3 - Advancing a Generational Transformation of Toronto's Housing System to Urgently Build More Affordable Homes. City Council also increased the HousingTO 2020-2030 Action Plan (“HousingTO Plan") target to approve 65,000 rent-controlled homes (comprised of 6,500 rent-geared-to-income (RGI), 41,000 affordable rental and 17,500 rent-controlled market homes) by 2030.

Effectively mobilizing the public land is necessary to achieve the targets in the HousingTO Plan. Through EX9.3, City Council identified almost 100 sites owned by the City or its Agencies and/or Corporations (hereafter referred to as “City lands” or “City sites”) that are ready to be mobilized to build new homes, or show potential as housing development sites subject to due diligence. This report proposes a new policy framework to guide the development of a range of new rental homes within mixed-income communities on City land (the “Toronto Builds Policy Framework”). Through this Framework, a set of policy requirements and targets will be established to harmonize a range of existing City programs and ensure Council’s housing priorities including to deliver rent-geared-to-income, affordable, and rent-controlled homes, are realized on City land. To support alignment across City Divisions, Agencies, and Corporations, this report requests the Board of CreateTO and Board of TCHC to consider the Toronto Builds Policy Framework when advancing housing developments on public land, including new developments and revitalization projects.

Historically, the development of City land for affordable housing has been facilitated through different programs such as Housing Now, the Modular Housing Initiative, ModernTO, the City-wide Real Estate Program, TCHC Revitalizations, the public developer model, and through tri-government investment in waterfront revitalization.

These programs have included a wide variety of eligibility criteria and requirements, leading to inconsistency and a lack of clarity in direction when City land is mobilized for housing. The Toronto Builds Policy Framework responds to this need for greater consistency by:

·       Establishing a harmonized policy framework when delivering a range of housing on City land, whether the projects are advanced through City Divisions, CreateTO, or TCHC, including with private sector or non-profit organizations as developers and/or operators;

·       Providing flexibility that responds to challenging market conditions which vary across Toronto and impact the financial viability of new affordable housing developments;

·       Ensuring housing developments on City land continue to create mixed-income and complete communities while prioritizing delivery of a range of rental homes (including rent-geared-to-income, affordable, rent-controlled and market rental homes); and

·       Creating a foundation for future intergovernmental partnership focussed on mobilizing public land for housing, and a call to action to federal and provincial governments to join the City in responding to the housing crisis through a tri-government Canada-Ontario-Toronto Builds program.

As detailed in this report, the Toronto Builds Policy Framework establishes policies in 12 key areas to guide the development of new housing on City land. The proposed framework is built on lessons learned through difficult economic conditions since 2020 that have reduced the financial viability of new affordable housing developments. The Deputy City Manager, Development and Growth Services will report to City Council by Q3 2025 with a proposed program delivery and governance approach that provides additional information for Council on the implementation of the framework outlined in this report. This will include updates on a Master Services Agreement between the City and TCHC and CreateTO, respectively, and on the creation of the new Housing Development Office.

Subject to City Council approval, and consideration by the relevant City Agencies and Corporations, the Toronto Builds Policy Framework will be applied to all housing projects on City land listed in Attachment 1 to this report (each being referred to as a “Toronto Builds Project”). This report authorizes relevant City staff to add or remove sites from the Toronto Builds Portfolio as a result of ongoing due diligence on potential housing projects. It also directs staff to first consider inclusion of new housing development opportunities in the framework when assessing City real estate, including where there may be co-location opportunities with other uses such as recreation centres, community amenities, or shelters.

This new policy framework will apply on a go forward basis, maintaining existing direction for housing sites where a market offering has completed or development agreements have been signed. This report also requests Council authority to release three development sites under the Toronto Builds Policy Framework in 2025 through a market offering process. These projects will create approximately 1,523 new rental homes, including 503 affordable rental homes, at 970 Kipling Ave (Bloor-Kipling Block 5), 158 Borough Dr., and 931 Yonge St. Additional information and authorities to deliver future Toronto Builds sites will be provided in the Q3 governance and delivery report to Council.

Achieving Toronto’s ambitious housing supply targets requires a whole of government and whole of community approach. This report demonstrates the importance of partnerships across public sector organizations as it recommends the City enter into a non-binding Memorandum of Understanding (MOU) with Toronto District School Board, as represented by its Manager and Agent, Toronto Lands Corporation to support the redevelopment of up to eight potential housing sites that could deliver over 10,000 new rental homes, including 2,100 affordable rental homes. This MOU will advance shared priorities of the City and TDSB in leveraging public land, including existing TDSB properties, for mixed-use redevelopment, to create mutually beneficial solutions that build more rental homes and new schools along with enhancing community services and amenities.

This report also reiterates Council’s previous requests that the federal and provincial governments join the City in a Canada-Ontario-Toronto Builds program that would align public land, funding, financing, partnerships, and approval processes to build more rental homes affordable to a range of residents. The Toronto Builds Policy Framework lays the foundation for this proposed partnership and demonstrates the City’s leadership in readying its lands through a flexible framework that can be enhanced by participation from provincial and federal partners.

Toronto is increasingly experiencing the effects of climate change, including more frequent, prolonged and extreme heat events. Excessive indoor temperatures are a significant concern for many, including residents in multi-unit residential buildings without air conditioning, with the potential for a significant impact on seniors and individuals with health conditions (e.g. chronic heat and lung conditions, asthma, cancer).

In response, the City is launching a pilot program for summer 2025 to provide portable air conditioners to low-income seniors living in multi-unit residential buildings who have a self-identified medical need made worse by extreme heat. The pilot program prioritizes simplicity, equity, and integration with existing City services, using a one-window intake system and a randomized draw to allocate up to 500 air conditioning units, with outreach support from community partners.

This initiative is a Mayoral priority that received funding in Budget 2025, aligns with broader climate change resilience efforts and complements existing supports, such as the City's Hardship Fund.

This report provides an overview of the proposed pilot design and seeks authorization to formally establish the program, which was not granted through prior budget process approval. Staff are intending to utilize existing City contracts to procure air-conditioners, but also exploring alternate procurement options and authorities to ensure these units can be procured as soon as possible. This request is time-sensitive to enable immediate program implementation, with application intake targeted for late May 2025 to support the distribution of air conditioner units in advance of the summer months.

This report seeks authority for the City to enter into a licence agreement with Carla Construction and Maintenance Ltd., for operation and maintenance of a passenger transportation shuttle service within High Park, with potential for additional agreements as required and as deemed feasible at other City parks in the future. The initial agreement is for a term of five years, with two options to extend up to five years each, in favour of the City, provided the licensee is not in default of the agreement.

The licensee was selected through a Request for Proposal process issued on November 4, 2024 for April 2026 operation. The Request for Proposal supports the goals of the High Park Movement Strategy and improves accessibility to key destinations within High Park with a consistent and predictable service. The solution is environmentally friendly, will modernize customer service, provides a daily shuttle service from April to October 31 annually, and includes a winter service pilot program to expand service availability to year-round operation.

- O Canada

- Moment of Silence

On May 8, 2025, Jennifer McKelvie (Councillor, Ward 25 - Scarborough - Rouge Park) notified the City Clerk in writing of her resignation from her position as a member of City Council effective May 9, 2025.

The City of Toronto Act, 2006 and the Municipal Elections Act, 1996 prescribe rules and impose deadlines with respect to filling a vacancy in the office of a member of City Council.

In accordance with the legislated requirements, the purpose of this report is to declare the office of Councillor, Ward 25 vacant and advise City Council of its two options for filling the vacancy (i.e. by appointment or by-election).

The person appointed or elected to fill the vacancy will hold office for the remainder of the term, which ends on November 14, 2026.

The purpose of this report is to seek City Council's approval to execute components of the Ontario -Toronto New Deal related to the Province's priority transit projects as described in the New Deal Term Sheet. The Ontario - Toronto New Deal reached in November 2023 included an agreement between the City and the Province on a set of core commitments in exchange for over $4 billion in financial supports to the City. Council approved the terms of the Ontario - Toronto New Deal Working Group on December 13, 2023. 

With respect to advancing the delivery of the Province's priority transit projects, the New Deal Term Sheet includes a commitment for the City to "expeditiously provide Metrolinx and the Province with the necessary properties and easements to advance construction of Eglinton Crosstown West Extension (ECWE), tunnels, elevated guideway and stations and to support Transit Oriented Communities (TOC) along the ECWE corridor".

In accordance with the New Deal Term Sheet, the Province has requested the transfer of the properties described in this report to support TOC Program along the ECWE corridor. As the estimated value of the total recommended land transaction of the TOC properties exceeds staff delegated authority, Council approval is required.

On April 15, 2025 the Committee of Adjustment refused Applications B0061/24TEY, A0869/24TEY, and A0870/24TEY brought by the owner of 11 Oswald Crescent for a consent to sever and two applications for minor variances. The applicant seeks to demolish the existing residential dwelling, sever the subject property into two lots, and build two new detached dwellings. Copies of the Committee's decisions are attached.

The Applications require variances to City-wide Zoning By-law Number 569-2013, including but not limited to: minimum required lot area, minimum required lot frontage, maximum permitted height of side exterior main walls, and maximum permitted driveway width.

This matter is time sensitive and urgent as the City Solicitor requires instructions to obtain party status in the appeal and subsequently attend the Toronto Local Appeal Body hearing which can be scheduled at any time.

This motion will give the City Solicitor the authority to appeal the Committee of Adjustment’s decision approving the minor variance application at 114 Restever Gate (Application A0130/25EYK); to attend the Toronto Local Appeal Body to oppose the development in the Application; to retain outside consultants as necessary; and to negotiate a resolution of the appeal.

On March 5, 2025, the Applicant applied to the Committee for variances to the City-wide Zoning By-law 569-2013. The Application sought approval to construct a new detached fourplex, requesting a height of 10.33m with a parking space located in the front yard and a platform that encroaches 3.22m into the required rear yard setback.

In a report from Tree Protection and Plan Review staff dated April 9, 2025, Environment, Climate and Forestry staff recommended refusal of the Application (the Staff Report is attached as Attachment 1). Environment, Climate and Forestry staff noted that approval of the requested variances may result in construction that requires the removal of healthy by-law protected trees.

On May 1, 2025, the Etobicoke York District Panel of the Committee of Adjustment approved the Application, subject to two conditions. A copy of the Notice of Decision of the Committee of Adjustment is attached as Attachment 2.

This matter is time sensitive and urgent as the City Solicitor has appealed the Decision to the Toronto Local Appeal Body in order to preserve the City’s statutory rights and requires instruction to appeal and attend the hearing for this matter.

Through the processing of development applications, the City's development review service shapes how the city grows and delivers services necessary to successfully promote and manage growth. This service is critical in maintaining Toronto's position as a world-class city by supporting the delivery of new housing supply; transit projects; healthcare facilities; innovation, manufacturing and industrial facilities; landmark projects; and critical infrastructure that support our social and economic prosperity, growth and cohesion.

The City of Toronto's development review service continues to navigate significant legislative change as well as market and geopolitical uncertainty. To address resultant changes in development and application processing trends, the City is focused on transforming its organizational structure and processes, with the goal of expediting the review of all development projects, especially those that deliver new affordable and purpose-built rental homes and support economic growth and job creation.

Municipal Code Chapter 441, Fees and Charges, Appendix C, Schedule 13 sets out the City's fees for processing development applications. Fees are intended to recover the cost of services provided by all divisions engaged in the development review process. The current development application fee schedule came into effect on September 1, 2022.

As directed by Council and in accordance with the City's User Fee Policy, City staff (together with consultants KPMG and Watson and Associates Economists) undertook the 2024 Development Application Fee Review (the 2024 Review). Detailed findings of this review are provided as Attachments 2 -10. Subject to Council approval, the recommended fee schedule included in Attachment 1 to this report will come into effect on July 1, 2025.

The recommended fee schedule enables full cost recovery for the processing of development applications, except for Site Plan Control, Minor Variance, and Consent applications, which account for approximately 60 percent of the estimated cost increase. Additionally, it streamlines and simplifies development application fees, reduces cost for many major application types, and makes fees more predictable. For applicants, this means that some fees will decrease, some will not change, and some will increase. Specifically, new proposed fee structures will, among other things:

- Simplify the calculation method for Official Plan Amendment/Zoning By-law Amendment, Zoning By-law Amendment, and Site Plan Control applications by introducing a single, uniform multiplier that applies to both residential and non-residential gross floor area;

- Reduce Zoning By-law Amendment application fees for most scales of mixed-use development and set a maximum cap of $715,000 ($743,600 including the 2025 Cost of Living Adjustment) for all Zoning By-law Amendment applications;

- Support housing development by reducing combined Official Plan Amendment/Zoning By-law Amendment application fees for most scales of mixed-use development and setting a maximum cap of $800,000 ($832,000 including the 2025 Cost of Living Adjustment) for all combined Official Plan Amendment/Zoning By-law Amendment applications;

- Support all scales of housing development with the City shouldering the majority of the cost increase for Site Plan Control applications while the Site Plan process is re-engineered in 2025 (i.e., staff recommend only 25 percent of the estimated cost increase be passed on to applicants); and

- Implement a new Plan of Condominium process and application fees which remove an estimated $800,000 of annual processing costs associated with application circulation and review, with savings to be passed on to applicants.

In addition to the above, the City of Toronto is committed to continuous improvement and has already seen significant improvement in the development review process as a result of ongoing organizational and process improvements. Notably, for all major development application types (including combined Official Plan Amendment/Zoning By-law Amendment, Zoning By-law Amendment and Site Plan Control applications), review times have improved by over 80 percent when compared to the previous 5-year average.

Over the course of 2025 and as outlined in this report, the Development Review Division, working with internal and external partners, will continue to focus on systemic improvements to the development review process. This includes:

- Developing standard operating procedures (SOPs) and clearly identifying application requirements for each application type to enhance predictability, reduce cost for applicants and improve efficiency in the process leveraging a Lean Six Sigma methodology;

- Providing staff with training and tools (including a library of standardized comments) to ensure more consistent and timely interpretation and application of regulatory frameworks;

- Developing new service standards to provide predictability and improve service delivery for all stakeholders in the development review process;

- Improving communication between the City and all parties involved in the development review process through both digital and analog methods;

- Developing consistent streaming and prioritization criteria to expedite applications that propose significant new affordable and purpose-built rental housing and support economic growth and job creation such as new industrial and manufacturing facilities;

- Introducing new technology tools and enhancing existing tools to support improved workflows, efficiencies and performance tracking between City staff and applicants;

- Establishing Key Performance Indicators (KPIs) to measure performance and publicly track and report on performance; and

- Improving complement management to ensure a dynamic allocation of staff resources across community planning districts to address fluctuations in application volumes as they arise.

In tandem with these tangible actions to streamline processes and expedite development approvals, the City of Toronto continues to make significant financial investments to stimulate housing development. This includes City Council's approval of the Rental Housing Supply Program and its various streams which provide:

- Capital funding and an exemption from development charges, parkland dedication fees, community benefits charges and the waiver of planning application and building permit fees for eligible affordable rental projects;

- Deferral of development charges payable for up to 5,600 purpose-built rental units for as long as they remain rental;

- Implementation of a new Multi-Residential Property Tax subclass which provides a 15 percent property tax reduction for new purpose-built rental developments for a 35-year period; and

- Deferral of development charges for eligible multi-unit ownership/condominium projects with a minimum of 5 percent units as affordable rental or ownership (interest free and at June 2024 rates for four years).

As the City advances policy and program initiatives to address the housing crisis, including new or expanded incentive programs, findings from the 2024 Review illustrate a need to further investigate and evolve how the City funds the development review service in ways that recognize and balance the inherent tension between the provision of a critical public service and provision of service for a fee.

Following implementation of the recommended fee schedule, staff recommend returning to a four-year cycle for the next comprehensive review, as supported by the City's User Fee Policy.

In December 2024, City Council directed the City Manager in consultation with the City Solicitor, applicable City divisions, the Toronto Police Service and other applicable stakeholders, to report to City Council in the first quarter of 2025, informed by public consultations and a constitutional legal expert opinion on the Charter Rights implications from the City Solicitor, with a proposed bylaw, with an emphasis on protecting vulnerable institutions such as places of worship, faith-based schools and cultural institutions, that supports the City's commitment to keeping Torontonians safe from hate and protects Charter rights that address impacts of demonstrations that target people based on their identity as prohibited under the Ontario Human Rights Code.

Since that time, staff have been advancing work on a proposed bylaw in response to Council direction. The City Manager's Office and Legal Services worked closely together, in consultation with the Toronto Police Service, and informed by feedback from City divisions with applicable subject-matter expertise, such as Corporate Real Estate Management (Corporate Security), Municipal Licensing and Standards, Social Development, Strategic Public and Employee Communications, and Transportation Services. City staff were mindful of the various needs and priorities in undertaking this work, including respecting Charter rights, applying a reconciliation and equity lens, keeping Toronto safe for all, and taking a balanced and measured approach that considers all diverse perspectives and options to respond to Council's direction and support informed decision-making.  

City staff conducted a jurisdictional scan reviewing applicable bylaws and legislation to support the development of a proposed bylaw. A literature search was also conducted to identify relevant and available research to support City staff's work. Additional factors unique to Toronto that were considered include the City's sprawl and density, its built environment including public right-of-way widths, the City's role in bylaw administration and enforcement, and Toronto's diversity.

The City undertook a multi-pronged approach for public consultation to maximize opportunities for public input and enable broad participation and inclusive representation. The consultation approach prioritized inclusivity, safety, access and privacy. Third-party consultant services were procured to support the consultation and facilitate the comfort and safety of all participants in providing input to the City. The consultation gathered input and feedback through the following methods:

- Survey: an anonymous online survey was available between March 17, 2025 and May 1, 2025

- Written Submissions: comments via email were accepted between March 17, 2025 and May 1, 2025

- Public Sessions: two virtual public sessions took place on April 22, 2025 and April 30, 2025

- Community-Focused Discussion Sessions: small group discussions took place with individuals from and organizations representing Indigenous, Black, equity-deserving groups, 2SLGBTQ+, racialized communities, newcomers, youth, seniors, as well as legal and civil liberties groups, human rights organizations, faith-based groups, environmental sector, unions and labour organizations, public transit and climate justice advocates

Key themes from the public consultation included:

- Polarization of opinion in terms of strong support for or strong opposition to a potential proposed bylaw

- Concern about potential infringement of rights protected under the Canadian Charter of Rights and Freedoms

- Support for demonstrations in Toronto

- Ability for the City to explore and/or utilize other existing enforcement tools to address concerns about demonstrations

- Lack of clarity around the definition of “vulnerable institutions”

Based on learnings from the jurisdictional scan, research and diverse feedback received through the public consultation process, City staff recommend amending the Streets and Sidewalks By-law to include new provisions as outlined in Attachment 5. The proposed bylaw amendment affirms that the City’s streets and sidewalks are for all, and that residents should not be impeded from access to social infrastructure and its programs and services. The proposed bylaw amendment leverages and builds upon an existing City by-law to ensure access to social infrastructure by prohibiting certain activities and conduct on City property.

The proposed by-law amendment would direct staff to establish an Access Area prohibiting specific behaviours which prevent access to prescribed Social Infrastructure for a 180-day period upon a request from the Owner (property owner or operator) that meets listed criteria. By scoping the application of the proposed bylaw amendment to specified locations where prohibited actions have occurred and times in relation to the locations' operations, the bylaw amendment aims to protect access to the Social Infrastructure while limiting the potential impairment on Charter rights.

A request-based approach would enable Owners of specified locations to request an Access Area, in which prohibitions under the proposed bylaw amendment would apply to respond to access barriers and mitigate impacts on the community, based on the circumstances at a point in time. The proposed bylaw amendment would apply to prescribed Social Infrastructure, defined as a Childcare Centre, a Place of Worship or a School, to mitigate barriers to access where identifiable communities and children (i.e. minors) gather.

An established Access Area would cover any City property that is within 20 metres from the boundaries of the property on which the prescribed Social Infrastructure is located. The 20-metre distance reflects consideration of a reasonable perimeter that achieves the intended objective of protecting access to the prescribed Social Infrastructure, while being minimally impairing on Charter rights and operationally practicable in relation to Toronto's built environment.

Should Council adopt the proposed bylaw amendment, it could provide Bylaw Enforcement Officers supported by Toronto Police Service with an additional mechanism to assist them in enabling safe access to social infrastructure. As part of an education-first approach, the proposed bylaw amendment could also be used as an educational tool to promote proactive and voluntary compliance.

The proposed by-law amendment also contains a provision requiring that enforcement staff would provide notice of bylaw contravening activity prior to laying any charges. This would allow persons to voluntarily comply with the by-law prior to being subject to any further enforcement action.

The bylaw would permit By-law Enforcement Officers to escalate from education to enforcement when education has not been effective in stopping the prohibited activities. Further, with a clear statutory prohibition in place, police would be able to utilise the Trespass to Property Act more easily.

If adopted by Council, the City Manager's Office will support Transportation Services to administer the proposed bylaw amendment as part of the transition to prepare for the new bylaw provisions coming into effect. Transportation Services will be responsible for the administration of the proposed bylaw amendment, including the intake, processing and review of requests, liaison with stakeholders, complaints/appeals process and public notice requirements.

This report recommends the proposed by-law amendment come into effect on July 2, 2025. If adopted by Council, as of July 2, 2025, the City will begin accepting requests for Access Areas. Information on the request process will be communicated as part of the public education, communication and outreach campaign as recommended below.

To ensure the public is aware, understands the new regulations that would be coming into effect and how the bylaw would be enforced, a comprehensive multi-lingual public education and communications campaign, in collaboration with the Toronto Police Service, is recommended. The Customer Experience Division would also be engaged to ensure residents are provided with the required information and assistance through 311 Toronto.

Targeted engagement and outreach to Owners of the prescribed Social Infrastructure will be conducted to ensure they understand the bylaw's application and request process for an Access Area.

Through the public consultation process and directed engagement with Indigenous, Black and equity-deserving communities, the City received feedback expressing the critical importance of demonstrations and the potential negative impact on freedom of expression and civic engagement. While the proposed bylaw amendment would not prohibit peaceful gatherings, protests or demonstrations, including any such activities that occur as part of a labour union strike, information pickets and/or activities related to labour disputes, the City recognizes that the existence of bylaw provisions of this nature may result in community members feeling like they are unable to peacefully demonstrate. Targeted engagement and outreach to these groups will be conducted to ensure comprehensive communication of the bylaw amendment's application and implementation, in consultation with Social Development.

The applicant applied to the Committee of Adjustment requesting variances from City-wide Zoning By-law 569-2013 relating to rear porch side yard setback, side yard setback for the rear canopy, platforms at or above the second story of a detached house, side yard setback of a platform, side yard setback, building depth, height of side exterior main walls facing a side lot line, side yard setback and maximum height for an ancillary building containing a laneway suite and soft landscaping in order to construct a new dwelling and a laneway suite in the rear yard at 521 Davisville Avenue (Application A0560/23NY).

Urban Forestry and Community Planning provided reports to the Committee of Adjustment recommending the imposition of conditions in the event the Committee of Adjustment approved the Application. Community Planning staff also recommended modifications be made to the application that were agreed upon by the applicant.

On February 20, 2025, the North York District Panel of the Committee of Adjustment refused the Application. A copy of the Notice of Decision of the Committee of Adjustment is attached as Attachment 1. The applicant has appealed the refusal to the Toronto Local Appeal Body.

This motion will give the City Solicitor authority to attend the Toronto Local Appeal Body, with appropriate City Staff, in order to oppose the appeal of the Committee of Adjustment’s decision to refuse the minor variance application at 521 Davisville Avenue and to retain outside consultants as necessary. This motion will also authorize the City Solicitor to resolve the matter on behalf of the City, at the City Solicitor’s discretion, after consultation with the Ward Councillor and the Director of Community Planning, North York District.

This matter is time sensitive and urgent as the City Solicitor requires instructions to obtain party status in the appeal and subsequently attend the Toronto Local Appeal Body hearing which can be scheduled at any time.

In recognition of Louis March’s decades-long commitment to public safety, equity and youth development, the City of Toronto should rename Shuter-Sumach Parkette to Louis March Park. Regent Park was one of the neighborhoods where Louis did some of his most impactful work, and would recognize his deep commitment to ending gun violence and supporting the most vulnerable communities in Toronto.

Louis March founded the Zero Gun Violence Movement, believing that everyone deserved to live in a safe, supportive and opportunity-rich environment regardless of their postal code. His sudden passing on July 20, 2024, was a profound loss for the city, but his vision continues to guide efforts towards peace and justice.

For decades, Louis March worked with community groups, mothers who had lost children to violence, youth leaders and elected officials to address the root causes of violence in Toronto. His tireless advocacy called for meaningful investments in preventative solutions and youth empowerment - focusing on education, mental health, employment and restorative justice. He was particularly vocal in challenging systemic issues that fuel violence and limit opportunity in historically underserved neighborhoods in Toronto.

While his work spanned communities across the city, Louis had a deep connection to Regent Park. He spent significant time engaging with residents, responding to incidents of violence and combating stigma. He stood with the community through grief and healing, consistently supporting young people and their families. His presence, mentorship and leadership were instrumental in building trust and pushing for action.

This renaming has strong support, including an in-person and widely shared online petition. Residents, community leaders and local organizations have all voiced their enthusiasm for honoring Louis March in this way. His family has also expressed appreciation for this tribute.

Renaming this park in Louis March’s honor will serve as a lasting reminder of his unwavering commitment to a Toronto free from violence - one rooted in dignity, compassion and opportunity for all. It is not only a tribute to his legacy, but a call to continue the work he began: striving for zero gun violence through unity, love and collective action.

The Mayor of Toronto regularly holds media availabilities in their City Hall office.

For nearly a decade, it was standard practice for these press conferences to be livestreamed to the public, ensuring broad public accessibility and transparency. Similar practices exist in other major cities – for example, the Mayors of Ottawa, Vancouver, and New York City routinely livestream media availabilities and announcements on YouTube.

In the interest of transparency, accountability, and public access to information, this motion calls on the Office of the Mayor to resume the practice of livestreaming press conferences and other media availabilities. These livestreams should include the full Question and Answer period with media to ensure comprehensive public access.

Democracy functions best when residents have open and timely access to information that affects their city and daily lives. To further promote fairness and collaboration at City Hall, this motion also requests that all Members of Council and their staff be granted full access to attend these media availabilities.

This report provides a response to City Council’s direction to report on improved active transportation access to Toronto Island, including possibilities for a fixed link across the Eastern Gap. This report also responds to other directives related to moving visitors to and from Toronto Island Park, including opportunities to maximize the service of private water taxi operators and the exploration of a relief ferry vessel.  

The Toronto Island Park is a signature destination for residents and tourists, with over 1.5 million visitors taking the City’s ferries every year and approximately 485,000 trips taken by water taxi. On peak weekends and holidays in July and August, Toronto Island Park sees almost 18,000 visitors per day. In July 2024, Council approved the Toronto Island Master Plan (TIMP) which identified improved access to Toronto Island as a priority, and discussed opportunities for reducing economic barriers for accessing the island and expanding affordable programming and rentals park-wide.

Since the TIMP was adopted, Council has provided staff with a number of directions related to access. Staff have been directed to undertake discussions with private water taxi operators to explore options for maximizing water taxi services to and from Toronto Island Park, and to understand and address barriers related to this goal. Through the Council decision on the award for the construction of new fully electric ferry vessels, Council also requested staff to explore opportunities to lease or retain relief vessels to provide additional service to and from Toronto Island while the new ferries are being procured. Taken together, these directives highlight the critical importance of aligning investments and agreements to facilitate improved access to Toronto Island Park.

On the city side of the harbour, waterfront revitalization has, since 2001, created a number of new destinations from east-to-west, with more to come in the short- and long-term; Biidaasige Park, for example, will open in summer 2025. Further, tens of thousands of new residents are anticipated along the waterfront in the coming decades, particularly in the Port Lands. These changes also create opportunities and demands for new water transportation options. For example, people could have the ability to travel from Bathurst Quay to the Parliament Slip or Biidaasige Park; or they could be able to travel from any of these locations to and from Toronto Island Park. New water transportation options could be realized in both the short- and medium-term through the work underway to improve water taxi services and a proposed sea bus pilot. 

A fixed link over the Eastern Gap is another concept motivated by the popularity of the Toronto Island and the revitalization of the waterfront. It has been advocated over the years by some private architects, planners, and other individuals to complement waterfront revitalization. The Eastern Gap is the waterway separating Ward’s Island on the west side from the Port Lands on the east side (See Attachment 1). It is approximately 220 to 265 metres wide (See Attachment 2). Proposals have included different bridge concepts, a gondola or tunnel. Proponents note the popularity of similar structures in Toronto and around the world for their physical utility and tourist appeal.  Council has directed staff to review proposals and consult with stakeholders regarding this concept, as part of the broader analysis and consultation regarding the goal of improving access to the Island.

While conceptually appealing, a fixed link would face a number of constraints, which are described in this report. The constraints would not make a fixed link project impossible, but they do indicate that such a project would not be quick, simple or inexpensive. Further, a fixed link would not replace the need for planned short- and medium-term investments in Toronto Island access, many of which are underway now. A fixed-link should therefore be thought of as a potential long-term project, possibly to coincide with the future development of planned mixed-use precincts in the Port Lands, with the potential to complement, not replace, existing initiatives.

Taking into the account the multiple initiatives underway and planned, staff, through this report, recommend the establishment of a Toronto Island Access and Inner Harbour Transportation Task Force. The Task Force would be convened by the City Planning Division (Waterfront Secretariat), working closely with Waterfront Toronto and the relevant City Divisions. The purpose of the Task Force would be to accelerate and coordinate the short- and medium-term Toronto Island access improvements that are currently underway, and advance due diligence related to long-term opportunities, such as a fixed link. While undertaking this work, alignment with the Waterfront Toronto 2020 Marine Use Strategy would allow for greater coordination between Agencies and Divisions all responsible for inner harbour transportation, particularly as visits and interest in waterfront destinations grow.

The report reflects collaboration between City Planning, Parks and Recreation, Transportation Services, Engineering and Construction Services, Economic Development and Culture, and the City Manager’s Office. As recommended, these City divisions and agencies would continue to advance the ongoing improvements and longer-term due diligence as the Toronto Island Access and Inner Harbour Transportation Task Force through the implementation of marine transportation initiatives.

Consistent with Council and Committee direction, consultations informing the analysis of a fixed link included Ports Toronto, CreateTO, Waterfront Toronto, and the Toronto and Region Conservation Authority (TRCA). Stakeholder engagement has included the Toronto Industry Network, Redpath Sugar, Cinespace, the Passenger & Commercial Vessel Association and the Waterfront BIA. The team also spoke with individuals and organizations familiar with past fixed link concepts such as a bridge or gondola. Broader public consultation was considered to be a future work plan activity, should Council ultimately direct staff to proceed based on further due diligence.

Toronto consistently ranks among the safest cities in Canada and globally. However, this sense of safety is not experienced equitably across all communities. Disparities in violence, crime and well-being persist, especially in neighbourhoods and for populations facing socioeconomic pressures and systemic inequities. City Council and multiple agency partners have committed to respond to these concerns through SafeTO: Toronto's 10-Year Community Safety and Well-Being Plan (SafeTO).

The following report provides an update on the outcomes of Phase 1 (2022-2024) implementation of SafeTO and outlines the priorities for Phase 2 (2025-2027) implementation. With over 90 per cent of the 26 actions identified in SafeTO completed or in-progress, the report highlights some of SafeTO's achievements and identifies actions that require a renewed focus for the City of Toronto and partners across all sectors and levels of government to build a safer, healthier and more resilient Toronto.

The City developed SafeTO in response to provisions under the Community Safety and Policing Act, 2019, which required all Ontario municipalities to prepare and adopt a community safety and well-being plan by July 2021. Community advocacy on rethinking how public institutions respond to community violence significantly shaped the City's approach to these legislative requirements. As per O. Reg. 414/23 of the Act, municipal councils must review and, if appropriate, revise the plan four years after the day the plan was adopted and every four years thereafter. The City is required to complete its review of the plan before July 14, 2025.

City Council unanimously adopted SafeTO in July 2021, introducing a fundamental shift in how Toronto addresses community safety, moving from reactive emergency responses to a culture of prevention. The plan also applies a public health approach to safety. It defines safety as more than just the absence of crime, emphasizing the need for protective factors like stable housing, accessible services, strong social connections and opportunities that allow children, youth, and families to thrive. By prioritizing a public health, data-informed, and people-centred approach, SafeTO aims to tackle the root causes of insecurity and violence to create lasting, transformative change.

To bring this bold vision to life, SafeTO includes 26 actions across seven strategic goals that will be implemented through a phased approach. This approach was outlined in the SafeTO Implementation Plan, which was approved by City Council in February 2022.

During Phase 1 (2022-2024) of SafeTO implementation, the City focused on four priority actions that resulted in the following achievements:

- The City launched the Toronto Community Crisis Service in 2022, establishing it as Toronto's fourth emergency service. Since its inception, the Toronto Community Crisis Service has responded to more than 25,000 mental health crisis calls, resolved 78 per cent of calls transferred from 911 without police involvement and in 2023, contributed to a 4.5 per cent decrease in mental health related 911 calls.

- The City established the Violence Prevention Toronto Office as a vehicle for multi-sector coordination with institutional partners, other levels of government and community partners to develop comprehensive violence reduction strategies. The Violence Prevention Toronto Office has organized Integrated Safety Coordination Teams in six geographic SafeTO Zones that have led to 60 multi-sector responses to violent incidents, including shootings and stabbings, and mobilized 70 interventions in response to emerging trends of community violence between April 2023 to January 2025.

- The City strengthened community crisis response protocols to better support victims and communities impacted by violence through the expansion of the Community Crisis Response Program to seven-day-per-week deployment across Toronto. From 2022 to 2024, the Community Crisis Response Program has responded to 1,844 critical incidents and achieving an 88 per cent response rate within 48 hours.

- The City launched the SafeTO Collaborative Analytics and Learning Environment, integrating key datasets across institutions to inform evidence-based policies. The SafeTO Collaborative Analytics and Learning Environment has enabled the development of the Toronto Transit Commission's Safety Dashboard, which tracks safety incidents and informs transit safety planning.

Building on this foundation, Phase 2 implementation of SafeTO will sustain Phase 1 efforts and focus on the following four SafeTO priority actions from 2025 to 2027:

- Develop a comprehensive approach to address gender-based and intimate-partner violence, in partnership with City divisions and agencies, including the Toronto Police Service.

- Implement responses to Calls for Justice from the National Inquiry into Missing and Murdered Indigenous Women and Girls.

- Engage residents and build community capacity to lead safety initiatives.

- Strengthen multi-sector collaboration through partnerships and integrated investments.

On June 5, 2024, I notified the City of my intention to investigate whether Municipal Licensing and Standards' response to an Urgent Service Request at a multi-tenant home was fair and consistent with a human rights-based approach to housing.

During this investigation, it was subsequently identified that the Housing Secretariat played a role in the City's response to the concerns of tenants living at this multi-tenant home. As a result, on March 4, 2025, I provided further notice to the City that this investigation would also examine the role of the Housing Secretariat's Eviction Prevention in the Community program with respect to the tenants at this property.

This report makes 27 recommendations which are set out below. The City's administration has agreed to implement these recommendations.

I am submitting my report, dated May 13, 2025, to City Council for consideration at its May 21-23, 2025, meeting.

City Council has considered the issue of two-stroke engine use periodically over the past 25 years. Most recently, in July 2023 (2023.IE5.1), City staff brought forward a report that identified the potential negative impacts of two-stroke engine equipment on climate, health and noise and found that individually these impacts did not provide sufficient rationale for action to be taken to ban the use of two-stroke engines.

Staff identified two potential options to proceed and City Council chose to express its support for a ban on the use of gas-powered two-stroke engine equipment, such as leaf blowers and hedge trimmers, as a precaution against the cumulative adverse impacts to human health and climate from noise and air pollution. Staff were directed to identify the resources required to develop and implement a ban on use of two-stroke engine equipment and report back to the Infrastructure and Environment Committee. This report responds to Council's direction and also incorporates information on actions that need to be undertaken by the City to show leadership in the transition towards zero-emission outdoor power equipment.

The approach to implementing a ban and next steps outlined in this report, should the City choose to proceed, are informed by the results of stakeholder consultations, a jurisdictional scan, an equipment assessment and market analysis, along with a corporate asset assessment and analysis, which are summarized in the Comments Section and detailed in the Attachments 1 through 4. 

Given the information detailed in this report, including the resources required to implement a ban, two options are presented for Council consideration, similar to the approach taken in the July 2023 report.  

A

Lead by example in the corporation and focus on community education

Continue to focus on transitioning towards zero-emission outdoor power equipment through corporate transition activities, along with community and business education and awareness campaigns.

The City would not implement and enforce a ban on the use of two-stroke engine equipment.

• $200,000 over the first five years (2026 to 2030)

• The continuation of the campaign at approximately $25,000 annually would be assessed in 2030

B

Pursue a ban on the use of two-stroke engine equipment

Implement and enforce a ban on the use of two-stroke engine equipment in the City of Toronto which, if adopted, would come into force on January 1, 2030.

As part of enforcement, a ban would require the development and maintenance of a list of banned equipment and additional enforcement capacity. It should be noted that the proposed ban would still allow for the use of four-stroke engine equipment, such as four-stroke engine leaf blowers.

• $2,880,000 during start-up and program development (2026 to 2030)

• Starting in 2031, the cost is estimated to be $675,000 annually

• Note: costs are a conservative rough estimate

The resource requirements identified above do not include costs associated with transitioning gas-powered City equipment to zero emission alternatives, as the City has already committed to undertaking this transition under the TransformTO Net Zero Strategy.

As part of this commitment, City Council requested Parks and Recreation, and Environment, Climate and Forestry in 2022 (2022.EC31.4) to develop a plan to phase-out gas-powered equipment. Previously, in 2021 (2021 IE25.21), Council requested Parks and Recreation, Transportation Services and Fleet Services to develop a transition plan and determine feasibility of phasing out gas-powered leaf blowers. In response to these directions the pathway for a corporate transition plan is presented in this report. 

The pathway includes an analysis of the City's small engine equipment inventory to determine replacement timelines, electricity and charging capacity needs. Any electricity and charging capacity assessments and retrofits will be coordinated with related activities across the relevant Divisions, Agencies, and Corporations, and locations to ensure retrofits are completed efficiently, reducing cost and disruptions. Final costs for the corporate transition will need to be factored into future capital budgets of affected Divisions, Agencies, and Corporations, with the scope and scale to be determined. The corporate transition plan presented is aligned with the timeline of the proposed ban and will proceed regardless of the Option chosen by Council. If Option A is chosen the corporate transition plan timeline can be extended based on operational or budget needs.

This report requests that North York Community Council deny the request for a permit to remove one privately owned tree located at 390 Glencairn Avenue. The applicant indicates the reason for requesting removal of the tree is due to the tree's declining health and concerns about tree failure.

The Colorado blue spruce tree (Picea pungens) measures 55 centimetres in diameter. The City's Tree By-laws do not support the removal of this tree as it is healthy and maintainable. The permit was denied, and the applicant is appealing the decision. Community Council has delegated authority from City Council to make a final decision as to whether a permit may be issued when an applicant appeals the denial of a permit of a tree protected under the By-laws.

City Council will introduce General Bills and Confirming Bills.

In December 2021, City Council allocated $2.912 million from the Toronto Water Capital Reserve (Resolution EX28.6) to the Scarborough Bluffs West (SBW) Project. The SBW study (the Project) will explore the enhancement and protection of sensitive shoreline and natural areas and opportunities for improved waterfront experience and access between the Eastern Beaches (Silver Birch Avenue) and Bluffer’s Park along Lake Ontario. City Council also requested Toronto and Region Conservation Authority (TRCA) to include the Project as part of the 2022 Budget process and directed the City Manager to enter into an agreement with TRCA to complete the Project.

The Project commenced on November 2, 2023 and following completion of several rounds of consultation through 2024, the Draft Terms of Reference (ToR) was released for public comment and agency review in July 2024. 

In fall 2024, after reviewing the Draft ToR, the Ministry of Environment, Conservation and Parks (MECP) contacted the Project team to confirm whether all future design options would meet the recently updated 2024 Environmental Assessment regulations. These new rules require at least 1 km of altered shoreline and 4 hectares of lakefill for a Comprehensive Environmental Assessment (CEA) to be mandatory. The Project team explained that not all future design alternatives would meet these thresholds, given that the intent of the Project is to explore a wide range of reasonable options, including tableland solutions and/or shoreline solutions that could be less than 1 km in total length or 4 hectares of lakefill. Subsequently, the Project team requested to voluntarily continue with the CEA process to undertake the same high level of technical analysis and thorough public consultation that have been applied to other waterfront projects, and to conform to the requirements of the City’s Official Plan.

The Project team has received MECP approval to proceed with a Voluntary Agreement to continue through the CEA process, which requires execution from both TRCA and the City as co-proponents on the Project.

As TTC operates transit service on Eglinton Avenue East (north-west branch) and Ellesmere Road, City Council approval of this report is required.

At the direction of City Council, following the implementation of Transit Priority Measures to Support Scarborough Rapid Transit (SRT) Bus Replacement in 2023, the Toronto Transit Commission (TTC) has continued to advance the design for the conversion of the former SRT right-of-way (ROW) between Kennedy Station and Ellesmere Station, into a Scarborough Busway.

To support the implementation of the future Busway, Transportation Services is requesting approval, on behalf of the TTC, to implement changes to various roadways in proximity to the proposed Busway.

The proposal includes:

- The installation of a traffic signal at the new intersection of Eglinton Avenue East (north-west branch) and the future Scarborough Busway;

- A road alteration to widen the section of Eglinton Avenue East (north-west branch) in the immediate proximity of the existing TTC Line 2 Kennedy Station, in order to provide priority bus lanes between Kennedy Station and the future Scarborough Busway; and

- The extension of the existing Ellesmere Road bus lanes further west to connect to Ellesmere Road (north-west branch).

The proposed modifications would be in place to coincide with the opening of the Busway, which is currently projected for 2027. The modifications to the intersection of Eglinton Avenue East (north-west branch) and the Scarborough Busway would be completed with the construction of the Busway. The supporting pavement markings on Ellesmere Road would be updated in advance of the opening of the Busway.

In December 2022, City Council directed staff to develop a post-secondary housing strategy in partnership with post-secondary institutions aimed at increasing the availability of student housing. The proposed Academic Housing Strategy (Strategy) provides a snapshot of housing needs of post-secondary students in Toronto and outlines a framework for action by the City, other orders of government, and academic institutions to address their immediate and longer-term housing needs. The delivery of this Strategy is also a City commitment through the federal Housing Accelerator Fund (HAF).

Toronto’s post-secondary institutions are leading contributors to the City’s economy and important sources of job creation, skills training, and research and innovation. They are critical in maintaining a talent pipeline that supports the economic growth of the city and advancing student success and well-being is a key part of maintaining that pipeline. This is at the core of their missions, as academic institutions continue to advance educational priorities for students within their regulatory and financial capacity.

In Toronto, it is estimated that over 350,000 students are enrolled in public academic institutions. In recent years, an increasing number of post-secondary students have been struggling to meet their basic needs for housing, food, and other life necessities. The higher costs of living, coupled with financial assistance programs that do not reflect increasing costs, are leaving more students financially stretched and overwhelmed. While this is a national trend, it is more prevalent in Toronto, where housing costs are already some of the highest in the country. As a result, more post-secondary students are relying on food banks and homelessness services; they are more likely to experience precarious housing situations and live in over-crowded homes; and are increasingly more vulnerable to housing scams and fraud. In addition, institutions are facing financial constraints; an over-reliance on international student fees, and changing immigration policies that make it challenging to predict and prepare for their financial future. This makes it particularly challenging for institutions to plan and respond to the diverse housing needs of their students.

The Proposed Academic Housing Strategy

The development of this Strategy was directly informed by extensive consultation with nearly 2,000 students, staff and faculty across public colleges and universities in Toronto, as well as subject matter experts from academic, and non-profit and private housing sectors. The engagement process was held in partnership with Toronto’s academic institution partners and included:

- Online surveys;

- Campus drop-in sessions;

- Key informant interviews;

- Focus groups; and

- Student-led “consultation-in-a-box" sessions.

The results of the engagement offer first-hand insight into experiences, challenges, and barriers that students in Toronto are facing. In particular, students highlighted challenges with affordability of life, burdens of commuting, poor quality of housing, discrimination, and limitations in finding housing that met their needs. The results have also shown the need to conduct additional meaningful engagement with First Nation, Inuit and Métis students, faculty and staff to ensure their unique and distinct voices are included.

The Strategy aims to achieve five overarching strategic priorities:

1. Strengthen Policy and Partnerships for Academic Housing

2. Expand and Fund Affordable Student Housing

3. Unlock Land and Infrastructure for Student Housing

4. Ensure Safe, Secure, and Equitable Student Housing

5. Enhance Wrap-Around Support for Students

These strategic priorities are aligned with the City’s priorities and objectives, and its 17 proposed actions will be implemented over the next five years through the implementation of the HousingTO 2020-2030 Action Plan.

Recent federal and provincial announcements introducing caps on international students as well as changes introduced through Bill 185, Cutting Red Tape to Build More Homes Act, 2024 (exempting publicly assisted post-secondary institutions from the Planning Act, among other measures), have and continue to change the post-secondary housing landscape.

The City’s actions to improve housing outcomes for post-secondary students will continue to reflect the federal and provincial legislative and funding environment to ensure consistency and alignment across all orders of government, and to ensure a whole-of-government and whole-of-community approach to addressing the housing needs of post-secondary students, faculty and staff.

The Leaside Bridge, also known as the Millwood Overpass Bridge (Bridge ID 105), has been identified as a high-risk location for suicide. Research indicates that implementing barriers on bridges can significantly reduce suicide deaths, without leading to increased deaths at other locations.

In response to the request from City Council, as well as work planned by Transportation Services following the report Item 2018.EX34.16 adopted by Executive Committee, Transportation Services worked with Engineering and Construction Services to conduct a barrier feasibility study for Leaside Bridge and an associated Heritage Impact Assessment.

This report outlines the study’s findings, evaluates potential alternatives, and provides a summary of next steps to move forward with implementing a permanent solution that balances safety, aesthetics, functionality, constructability and cost.

HELP IS AVAILABLE

If you or someone you know is at risk of suicide, seek help right away. Support is

available from experienced professionals who are ready to listen and assist.

In an emergency: Call 911 if you are in immediate danger, experiencing a crisis, or

need urgent medical assistance.

For suicide support: Call or text 9-8-8 for free, 24/7, and confidential support.

For other services: Call 211 to be connected to mental health and social services.

For more resources: Visit the City of Toronto’s Mental Health Resources page.

You are not alone—help is just a call, text, or click away.

Toronto is undergoing an unprecedented wave of infrastructure investment to modernize aging assets, meet the demands of growth, enhance mobility, and build resilience—all while managing record congestion.

The Evolution of Canada’s Largest Municipal Capital Program

The City’s Infrastructure Services service area oversees Toronto’s most significant capital programs, including Toronto Water, Transportation Services, and Solid Waste Management, and manages the largest municipal capital program in Canada. In 2025, it is projected to invest more than $2 billion. Engineering and Construction Services, responsible for delivering the major projects in this portfolio, has nearly tripled its capital delivery rate over the past ten years, now exceeding $1 billion annually. As Toronto continues investing in growth, resilience, and state-of-good-repair projects, this number is expected to rise further.

Essential Infrastructure Needs

These investments are essential to Toronto’s economic competitiveness and livability, ensuring residents, businesses, and future developments have access to reliable infrastructure, including roads, sidewalks, transit, sewers, and watermains. They also enhance the city’s resilience by upgrading and adapting infrastructure to help withstand the increasing impacts of extreme weather.

Current Challenges

Delivering capital construction projects efficiently has become progressively challenging due to increasingly complex coordination requirements, procurement practices that have not kept pace with evolving needs, and capital construction delivery project management methodologies that have not adapted to the growing delivery rate and complexity of coordination.

A Comprehensive, Integrated Strategy

A four-pronged, systems-based strategy is being recommended to address these challenges by integrating capital coordination, project delivery, procurement, and congestion management into a unified framework. Outlined in the following reports, this approach will be reviewed by the respective Committees in April and presented to City Council for consideration at its meeting on April 23-25.

1. Strategic Capital Coordination Office - First Annual Report

- Focus: Foundational steps in program coordination

- To be considered by the Infrastructure and Environment Committee on April 9, 2025

2. Enhancing Capital Construction Delivery (this report)

- Focus: Improving project execution to align with the growing delivery rate and increasing coordination complexity

- To be considered by the Infrastructure and Environment Committee on April 9, 2025

3. Review of Bid Award Panel

- Focus: Modernizing procurement practices to better support evolving project delivery needs and industry capacity

- To be considered by the General Government Committee on April 7, 2025.

4. Congestion Management Update

- Focus: Managing congestion, including mitigating the impacts of critical construction on mobility

- To be considered by the Infrastructure and Environment Committee on April 9, 2025

Significant construction will remain a visible part of Toronto’s landscape, making it important to set realistic expectations. Coordinating infrastructure projects at this scale is inherently complex—tough choices are sometimes required, and the process may not always appear seamless. Essential projects like sewer upgrades, watermain replacements and road improvements will have temporary impacts and can be disruptive. While modernizing procurement is necessary, a natural and healthy tension will continue to exist between meeting industry needs and safeguarding the city's interests. Congestion is a multifaceted challenge that is not solved by enhanced capital construction delivery alone. However, a data-driven, well-coordinated and strategic approach with clear goals will help minimize disruption, improve mobility, and maximize the impact of infrastructure investments.

Towards More Efficient Capital Delivery

The Enhancing Capital Construction Delivery program will follow an agile implementation approach, delivering improvements quickly and continuously. It will be supported by an enhanced Integrated Project Management Framework, strong performance metrics, cross-divisional collaboration, leadership support, dedicated staff resources, and a commitment to culture change.

By strengthening planning, execution, and industry accountability, the program will support reliable, scalable project delivery. Success also relies on strong partnerships with engineering consultants and construction contractors, providing them with the clarity and confidence needed to plan and bid effectively. Prioritizing transparency and measurable results will further strengthen public trust.

This marks the beginning of a structured transformation, delivering near-term improvements while laying the foundation for lasting, system-wide change.

At its meeting on March 26, 2025, City Council adopted the Mayor's Economic Action Plan in Response to US Tariffs, which laid out ten (10) immediate actions the City is taking in response to United States (US) tariffs. The cumulative effect of these tariffs, along with multiple subsequent announcements, threatens to upend global supply chains, shut down auto manufacturing plants in Canada and the US, and reduce the productivity of the global economy with some economists raising the increasing likelihood of a recession in the US, Canada and beyond.

Since the adoption of the Mayor's Economic Action Plan in Response to US Tariffs, staff have been working to implement the actions, monitor the evolving US trade situation, and continue to work with the Mayor's Economic Action Team on the next phase of City actions. Notably, American trade policy and related Executive Orders from the White House continue to evolve rapidly, and this report outlines the situation at the time of writing. City staff are committed to monitoring the situation and providing Council with timely updates. This report provides an update on the implementation of the Council-approved action plan and outlines the next steps for City response.

The purpose of this report is to provide City Council with the results of the collective bargaining negotiations between the City of Toronto and The Carpenters' District Council of Ontario/United Brotherhood of Carpenters and Joiners of America and to seek ratification of the negotiated agreement.

The actions by the provincial government to build a private spa by Therme at Ontario Place have already exacted a severe toll. The province has razed mature trees, destroying a waterfront recreation space beloved by Torontonians and the habitat of many animals including beavers, minks, foxes, coyotes and over 170 species of birds. However, another potential disaster raised in an April 16th New York Times article, can still be averted.

The Province has advanced its project through extraordinary legislative powers, including the Rebuilding Ontario Place Act. It exempted the Therme site from an Environmental Assessment, imposed an enhanced Ministerial Zoning Order that removed the City’s Planning review authority, and expropriated City owned land within the Ontario Place site.

The Ontario Place redevelopment was the subject of an Auditor-General of Ontario report released December 3, 2024. The Auditor-General found that Infrastructure Ontario (IO) did not conduct due diligence to ensure that spas cited by Therme in its submissions were in fact owned and operated by Therme Group. They reviewed the six spas and found five instances where the spa cited in the submission was not owned or operated by Therme Group.

The April 16, 2025 New York Times article investigated these inconsistencies and determined Therme group “misrepresented itself, misleading the Ontario government and exaggerating its experience in its bid to secure the Toronto deal.” Therme was able to misrepresent its experience by adopting the same name, and similar logo, of a more established spa company.

Therme used its deal with the Ontario government to secure funding for another project in Manchester and is closing in on deals in Dubai, Washington, and Dallas, which would require $2.5 billion to construct all 4 sites. Given the company was found to only have $1.1 million (USD) in equity, and losing money, there is now significant doubt that Therme would be able to deliver a spa in a reasonable timeframe, if at all.

The new information contained in the Times story has significant implications for the City of Toronto as the only thing worse on a public waterfront site than a private spa, that is anticipated to worsen traffic and congestion, is a derelict wasteland fenced off by construction hoarding. During its review of the Ontario Place planning application, the City raised serious concerns about the appropriateness of this development on the waterfront. The Ontario government’s failure to provide proper due diligence on their spa partner requires a status update on all City activities related to the provincial government’s Therme development before this dubious project becomes further entrenched.

This motion is urgent as Council needs an opportunity to assess the City’s options given the significant revelations contained in an April 16th New York Times article titled, “A wellness Company with False Claims, Global Aims and a Toronto Island.”

This Motion will give the City Solicitor authority to appeal the Committee of Adjustment's decision approving the minor variance application for 164 Homewood Avenue (Application A0076/25NY) and to attend the Toronto Local Appeal Body to oppose the Application.

The Applicant is the owner of the lands municipally known as 164 Homewood Avenue in the City of Toronto. On February 20, 2025, the Applicant applied to the Committee for variances to City-wide Zoning By-law 569-2013, seeking increases to the maximum permitted building height and maximum lot coverage to construct a new three-storey fourplex with below-grade parking spaces and an as of right garden suite with residential dwelling.

The proposed dwelling proposes a 34.8 percent lot coverage whereas the permitted lot coverage is 30 percent and a 10.65m building height whereas the permitted height is 10m, posing massing and coverage issues disproportionate to the neighbourhood.

Community Planning did not submit a Staff Report on this matter.

On April 11, 2025, the Committee issued a decision approving the Application, subject to conditions. A copy of the Notice of Decision of the Committee of Adjustment is attached as Attachment 1.
 

In order to preserve the City's right of appeal, the City Solicitor appealed the Committee of Adjustment’s Decision to the Toronto Local Appeal Body on April 17, 2025. 
 

This matter is time sensitive and urgent as the City Solicitor has already appealed the Decision to the Toronto Local Appeal Body in order to preserve the City’s statutory right and requires instructions to appeal and attend the hearing for this matter.

This report reviews and recommends approval of the applications to amend Official Plan Amendment 260 and former City of Toronto Zoning By-law 438-86, as amended by site-specific by-law 943-2015 (OMB), to permit two mixed-use buildings with heights of 28 and 31 storeys containing 349 and 396 dwelling units at 158 and 190 Sterling Road (Blocks 5B and 3B, respectively), and a one storey non-residential building at 158 Sterling Road (Block 5C).

The 28-storey building proposed on Block 3B includes a total Gross Floor Area (GFA) of 22,422 square metres, of which 1,317 square metres is proposed to be non-residential GFA. The application on Block 3B also includes a new 62-space childcare centre that is approximately 928 square metres in size, proposed to be conveyed to the City as a community benefit. The childcare centre has been expanded from the original 36-space childcare centre secured as a community benefit through the site-specific zoning and Section 37 Agreement relating to the previous approval on the site.

The 31 storey building proposed on Block 5B includes a total GFA of 25,109 square metres, of which 862 square metres is proposed to be non-residential GFA. It also includes eight affordable housing units (557 square metres) which were secured as a community benefit through a Section 37 Agreement relating to the previous approval on the site.

The one storey building proposed on Block 5C includes a total non-residential GFA of 978 square metres.

Block 5D is comprised of a narrow strip of land that runs along the western limit of Blocks 5B and 5C. There is no GFA proposed on Block 5D, as it is intended to function as an expanded planting area along the West Toronto Rail Path (the "WTRP").

The proposal on Block 5B also includes approximately 720 square metres of Privately-Owned Publicly Accessible Space (POPS), which takes the form of a central courtyard accessed through a 5.65 metre covered pedestrian pathway from Perth Avenue, through the podium on Block 5B, and from the existing private road that will provide access to Blocks 5B and 5C and Block 3B.

This report reviews and recommends approval of the applications to amend the Official Plan and Zoning By-law for the lands at 158 Sterling Road (Blocks 5B, 5C, and 5D) and 190 Sterling Road (Block 3B), with the continued use of an existing Holding Provision on 158 Sterling Road (Blocks 5B and 5C) for the purposes of rail safety, traffic impact and parking supply and the conveyance of the public park.

This report outlines the findings and recommendations from a review of the Bid Award Panel and its role in the City's procurement process. In 2023, Purchasing and Materials Management Division completed a review of Toronto Municipal Code Chapter 195 (Procurement By-law), per the review requirements set out in the Procurement By-law. The review was scoped into two phases. City Council adopted Phase 1 recommendations in December 2023, which took effect on July 1, 2024. The report to Council identified key phase 2 review items, one of which was a review of the role of the Bid Award Panel to determine if it effectively serves its intended purpose, which is to enhance oversight of the procurement process. This review aligns with Council direction to consider the role of Bid Award Panel relative to capital program delivery, in particular regarding the feasibility of streamlining the bid award process to under 30 days.

The City’s procurement activities are governed by three key By-laws that set out the authorities required for procurement to proceed: commitment authority, award authority, and signing authority.

- Toronto Municipal Code, Chapter 71 (the Financial Control By-law) outlines commitment authority, which is the authority to make a contractual obligation for the purchase of goods, services or construction, including the execution of any agreement or contract, which commits City funds.

- Toronto Municipal Code, Chapter 195 (the Procurement By-law) establishes award authority, which is the formal authorization to proceed with the purchase of goods or services or both from a supplier who has been selected through a procurement process.

- Toronto Municipal Code, Chapter 257 (the Signing Authority By-law) sets out who may sign agreements for the purchase of goods and services, where a commitment and an award have been made. The same authority is also in Section 11.1 of the Procurement By-law.

The Bid Award Panel is an administrative committee that authorizes both the commitment of funds, and the award of open competitive solicitations valued between $500,000 and $20 million. Purchasing and Materials Management Division completed a review of the Bid Award Panel to determine if it enhances oversight of the procurement process. The review was conducted using the guiding principles of: openness, fairness, and transparency; efficiency and effectiveness; accountability; and adaptiveness.

The review determined Bid Award Panel does not provide additional oversight in the procurement process to justify the delays and additional workload that it creates, while noting:

- Review of procedural compliance does not occur at Bid Award Panel.

- The Bid Award Panel process adds approximately 10 - 20 days to the award timeline.

- By recommending an award and approving the recommendation to proceed to Bid Award Panel, Division Heads and the Chief Procurement Officer, respectively, are accountable for award decisions.

- The $20 million award threshold, set in 2007, is not reflective of current economic realities.

The review of Bid Award Panel identified benefits of the committee structure related to transparency, a key principle of the City's procurement process. All awards over $133,800, including those resulting from non-competitive and limited solicitations, are posted on the Toronto Bids Portal and the Open Data Portal and will continue to be reported in these places. However, some of the features of Bid Award Panel reports are not available through these portals, including: a summary of bids received and bid price, and the ability to subscribe to receive notifications when new awards are posted.

Given these findings, this report recommends the following:

- Eliminate Bid Award Panel.

- Delegate award authority to the Chief Procurement Officer to approve open competitive solicitations up to $30 million, subject to conditions set out in the Procurement By-law.

- Replace Bid Award Panel's current extended authority to exercise the power of a Standing Committee with extended authority to the Chief Procurement Officer but remove extended authority during summer recess and election recess.

- Delegate commitment authority to the City Manager to approve the commitment of funding for open competitive procurements up to $30 million, subject to conditions set out in Toronto Municipal Code, Chapter 71 (Financial Control By-Law), and authorize the City Manager to sub-delegate their commitment authority.

To ensure transparency remains central to the procurement process, the following measures will be implemented:

- Review existing datasets to ensure the types of information available through Bid Award Panel remain available to the public and that the datasets are simple to use.

- Add clear instructions on how to find these datasets to the 'Doing Business with the City' webpage.

Purchasing and Materials Management Division will work to identify additional options for award information to be shared with Councillors and the public.

The changes recommended in this report aim to improve efficiency and oversight while upholding the principles of open, fair, and transparent procurement. Additionally, they align with the City's evolving governance structure and the need to adapt to current economic conditions.

To put these recommendations into effect, amendments will be required in:

- The Procurement By-Law.

- The Procurement Policy, to align with the updated authority to award open competitive solicitations.

- The Financial Control By-law, to align the updated award authority with the authority to commit funding resulting from these awards.

Administrative processes and procedures will also be updated by the Chief Procurement Officer, in line with the Procurement By-law, Section 3.1.A, as well as by the City Manager, in line with the Financial Control By-law.

Transportation Services is requesting approval, on behalf of the Toronto Transit Commission (TTC), to install transit priority measures (TPMs) to support the diversion routes associated with the closure of King Street East and Church Street intersection for watermain and streetcar track maintenance from May 2025 to August 2025. The 503 Kingston Road, 504 King, and 508 Lakeshore will be diverted due to the closure. The diversion will result in 25 streetcars in the peak hour, up from seven streetcars in existing conditions, using Queen Street east of Spadina Avenue to Broadview Avenue and the existing diversion associated with the Ontario Line construction. The Queen Street diversion uses tracks on Richmond Street and Adelaide Street, between York Street and Church Street to by-pass the closure of Queen Street from Bay Street to Victoria Street. Therefore, the existing 501 Queen service will also be impacted by the diversion due to the increased number of streetcars using this route. The proposed temporary transit priority measures aim to mitigate the impact on the 102,900 daily customers primarily on streetcars that travel along the diversion route. The measures in this report are being approved as temporary, and a long-term plan for parking and traffic regulation changes on Queen Street West and Queen Street East between Spadina Avenue and Broadview Avenue will be brought forward to Toronto and East York Community Council in the near future.

This report proposes a suite of transit priority measures to support the diversion including new parking restrictions on Queen Street, additional no stopping zones, increased duration of turning restrictions, restrictions on CaféTO curb lane installations and, implementing a short eastbound transit-only lane at the intersection of Queen Street East and Broadview Avenue to support streetcar and general traffic operations.

In addition to the proposed TPMs, the TTC will work with City staff to support the diversion using the Traffic Agent program and signal timing optimizations where possible

As TTC operates transit service on Broadview Avenue, Queen Street, Richmond Street, Adelaide Street, Church Street and York Street, City Council approval of this report is required.

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

- the municipal levy;

- the education levy; and

- the clawback rates.

These by-laws are required to enable the City to issue the final property tax bills for the year, for both municipal and school purposes. Following City Council's adoption of the 2025 municipal property tax rates at its meeting on February 11, 2025, this report sets the education levy and the claw-back rates.

This report recommends adoption of the 2025 education tax rates and education property tax levy for school purposes, as required by legislation. The City of Toronto levies and collects education taxes on behalf of the Province of Ontario, based on the education tax rates set out in Ontario Regulation 400/98, as amended. The education property tax rates prescribed by the Province for 2025 remain unchanged from the previous year for all classes. Accordingly, the average household will see no increase in their education tax this year.

In addition, this report addresses the requirements associated with the clawback rate for properties in the commercial, industrial, and multi-residential property classes. In February 2025, City Council adopted the continued policy of limiting ('capping') allowable tax increases to a maximum of 10% of a property's prior year's annualized taxes for properties in those classes with a property tax bill increase greater than $500. This capping policy protects commercial, industrial, and multi-residential properties from significant annual tax increases.

In order to capture the lost revenue from properties that are capped, the City annually calculates a clawback rate that effectively results in withholding part of a property’s decrease due to reassessment, as applicable. This report recommends the 'clawback percentage', which represents the amount the City will retain from any decreases in property tax bills, to offset the capping policy. As a result, properties that would otherwise see a tax reduction due to reassessment may not receive the full decrease, since a portion is withheld to help offset the revenue lost from capped tax increases on other properties. Given the Province continues to postpone reassessment, the number of properties impacted by this policy is minimal in 2025.

Every year, the City of Toronto follows Provincial legislation that requires raising development charges. This year, they are set to rise by 4 percent on May 1. 

The City has previously requested that the Province of Ontario amend the Development Charges Act and allow the City more flexibility when it comes to this annual indexing. This motion reiterates that request, and brings forward a workaround so we can freeze development charges.

Canadian municipalities face challenges delivering the infrastructure people expect. Cities are responsible for an estimated 60 percent of public infrastructure yet receive only 9 percent of total revenue generated from all combined federal, provincial and municipal taxes and charges. 

Cities like Toronto apply development charges to cover a portion of the cost of infrastructure that enables housing development and creates communities people want to live in. 

Toronto’s $59 billion 10-Year Capital Plan includes $6.5 billion from development charges to support our growing city. This includes: $1.2 billion in funding for water, wastewater and sewer infrastructure; approximately $950 million towards road and intersection upgrades to enable development; $1 billion towards parks and community centres; and $950 million to add capacity to the City’s transit system, including purchasing new buses, streetcars and subway cars. 

Some examples to make this more concrete: Development charges will help build the infrastructure to serve tens of thousands of new homes in new communities at Quayside (4,700 homes), the Downsview airport lands (63,000 homes), Golden Mile (33,000 homes) and East Harbour (4,300 homes). They will also fund Toronto’s one-third portion of the Eglinton East light-rail transit and Waterfront East light-rail transit, which are currently being designed.

Of course, we recognize the challenges of the housing market and added cost of development charges. That’s why we have cut or deferred development charges in two new programs. The Rental Housing Supply Program cuts development charges and property taxes, helping build 7,000 new rental homes. Our Multi-Unit Ownership Program defers development charges for 3,000 condo units. It’s also why we are freezing development charges with this motion.

Ultimately, the extent to which we can lower or defer development charges will depend on how much funding for infrastructure we can secure from other orders of government. The City of Toronto will continue to take action within our means to ensure more market and affordable homes are built in these uncertain economic times.

In Fall 2024, City Council advanced the new Purpose-Built Rental Housing Incentives program, an important new initiative to unlock new rental supply and affordable rental housing.

This program provides eligible projects with relief on property taxes and development charges to bring down the cost of building, and help new rental and affordable units break ground at a time when many are stalled due to economic conditions.

There has been an overwhelmingly strong response to this program, far exceeding expectations and demonstrating the housing sector’s readiness to build. The City received a total of 75 applications in 21 wards across the city, representing over 32,600 purpose-built rental homes and over 7,400 affordable rental homes that are ready to break ground by the end of next year.

In December 2024, City Council approved incentives for 17 applications in 12 wards across the city, representing 7,156 net new rental homes and 1,047 net new affordable rental homes, to be funded by the City.

With provincial and federal government support, the City can move forward to unlock additional shovel-ready projects.

In March 2025, the federal government indicated it has earmarked up to $7.3 billion in low-cost financing through the Canada Mortgage and Housing Corporation’s Apartment Construction Loan Program for projects in Toronto. This funding is contingent on securing required support from the Government of Ontario.

This motion requests City staff to review the remaining applications to the Purpose-Built Rental Housing Incentives program and report on additional shovel-ready housing projects that could be eligible to receive property tax and development charge relief if provincial funding is received. This will help the City move quickly to advance these projects with provincial financial support.

On June 26, 2024, City Council requested through item MM19.6 that the General Manager, Parks, Forestry and Recreation, and the General Manager, Transportation, in consultation with the General Manager, Economic Development and Culture review opportunities to name or rename an existing or planned location, such as a park, street, trail or other landmark in honour of the late Councillor Jaye Robinson.  

Parks and Recreation worked with Strategic Partnerships and consulted with the local Councillor to identify a parcel of land within Lawrence Park Ravine as an appropriate location to commemorate the life, long-standing public service, activism and lasting impact of the late Councillor Jaye Robinson. 

This report responds to Item 2024.DM23.1, which requests the City Clerk to report on an approach to reducing the minimum age to vote in a neighbourhood poll from 18 to 16.

In addition to lowering the minimum polling age, the City Clerk is proposing additional amendments to Municipal Code, Chapter 190, Polling and Notification to ease participation in the polling process and improve polling administration.

Transportation Services is continuing to manage congestion across the City of Toronto in light of a population growth that saw 125,756 more people in Toronto in just one year, a 26 percent increase in vehicle registrations since 2014 and being constrained by 5,600 kilometres of road network that hasn't expanded in decades. Additionally, Toronto continues to be the busiest city in all North America in terms of construction due to increased private development activity, major infrastructure renewal and the implementation of higher order transit and the City's traffic data shows that this continues to be the most exacerbating factor towards congestion in the City.

A four-pronged, systems-based strategy is being recommended to address these challenges by integrating capital coordination, project delivery, procurement, and congestion management into a unified framework. Outlined in the following reports, this approach will be reviewed by [the respective Committees / Infrastructure and Environment Committee] in April and presented to City Council for consideration at its meeting on April 23-25.

1. Strategic Capital Coordination Office - First Annual Report

- Focus: Foundational steps in program coordination

2. Enhancing Capital Construction Delivery

- Focus: Improving project execution to align with the growing delivery rate and increasing coordination complexity

3. Review of Bid Award Panel

- Focus: Modernizing procurement practices to better support evolving project delivery needs and industry capacity

4. Congestion Management Plan - 2025 Update (this report)

- Focus: Managing congestion including mitigating the impacts of critical construction on mobility

One critical piece of this overall strategy to better mitigate the impacts of congestion within the City is the Congestion Management Plan. The updated Congestion Management Plan outlined in this report provides an additional set of measures that will be implemented to mitigate the congestion impacts of major capital construction projects planned in 2025, in parallel with temporary closures associated with private development and critical utility work.

The following are the five (5) key congestion management measures being undertaken in 2025:

- Leveraging technology to move people as efficiently and as safe as possible

- Helping transit move faster and more reliably.

- Managing intersections with on-the-ground traffic management and enforcement support.

- Enhancing traffic management for major special events and adopting a travel demand strategy around major events.

- Active planning and coordination of City-wide construction projects in year.

In addition to the key measures listed above, this report also provides an update on key items requested by Council as part of the adoption of the 2024 Congestion Management Plan update. It also includes an update on the partnership with the Ontario Innovation Network to pilot, test and develop new innovative technology solutions targeted at mitigating congestion and improving accessibility for all road users.

Staff have also reviewed the Toronto Regional Board of Trade's report, "Breaking Gridlock: Congestion Action Plan for Toronto", and this report includes a comparison of the recommendations in the Toronto Regional Board of Trade report with the current Congestion Management Plan, including some commentary on those recommendations.

While the recommendations in this report will not eliminate congestion, they provide the next steps to actively manage congestion against the ongoing pressures of growth and development that continue to shape our city.

As this report is an update and responds to previous Council requests, Transportation Services will be bringing forward a report on an updated Congestion Management Plan in the fall of 2025. This follow-up report will provide details on the effectiveness of the congestion management measures in 2025 as well as the plan and funding requirements going forward over the next five (5) years.

The George Street Revitalization (GSR) project is a signature initiative of the Downtown East Action Plan and is distinguished by its continuum of care model that co-locates and integrates shelter services, a long-term care home, supportive housing with wrap-around services, and a community hub on a single site. The purpose of this report is to outline a path forward to deliver the GSR project in a manner that aligns with the original project vision, responds to the City’s emerging priorities, and adheres to the approved project budget.

In July 2016, City Council authorized staff to proceed with an alternative financing and procurement approach, also known as a Public-Private Partnership (P3) model for the implementation of the GSR project, with Ontario Infrastructure and Lands Corporation (also known as Infrastructure Ontario, or IO) acting as procurement lead. Through 2020 and onwards, the construction sector began to experience significant financial impacts by the volatile increase in construction material costs, global supply chain disruptions, and labour shortages due to COVID-19 pandemic pressures. The same impacts were felt across the City, including the GSR project through the P3 process.

In February 2024, City Council directed staff to explore a City-delivered procurement and implementation model for the GSR project in order to bring the project in compliance with the approved project budget. Through work with City divisions and value engineering, the City can accommodate the delivery of key program elements and preservation of the three existing heritage buildings, two of which are semi-detached, on the Phase 1 site, through a City-led development within the current approved budget. Phase 1 occupies two-thirds of the site and includes the core elements of the GSR project, and Phase 2 occupies the remaining one-third of the site to the south, creating a potential future affordable housing opportunity.

The phased development approach allows the fully funded Phase 1 to proceed independently of Phase 2, which requires further project design and planning studies, due diligence work, as well as funding – ultimately minimizing the risk of delay of Phase 1.

The GSR project will be delivered through a Construction Management approach, an industry standard method which can emphasize certainty on budget prior to the start of construction; and provides further control and accountability to the owner. In this approach, the construction manager can take on the financial risk of completing the project within a set budget.

Pending adoption of the City-delivered approach, staff will proceed with the design services and construction procurement for Phase 1, and report back to the appropriate committee upon the conclusion of the competitive procurement process, estimated to take place by the third quarter of 2025. Phase 1 construction is estimated to start by the fourth quarter of 2026 with occupancy estimated for end of 2029.

To align all GSR related decision-making, two separate heritage and planning reports will be considered by City Council in April 2025 concurrently with this report. This includes a report from the Senior Manager, Heritage Planning, on the proposed heritage conservation and integration of the three designated heritage properties into the Phase 1 GSR building and a report from the Director, Community Planning, Toronto and East York District on the recommended approval of a City-initiated Official Plan and Zoning By-law Amendment to permit the construction of the Phase 1 GSR building.

As outlined in this report, staff are committed to continued thoughtful community engagement and the Seaton House Transition Plan, ensuring stakeholders receive updates and provide ongoing advisory input to the City of Toronto.

City Council will review the Order Paper.

This report reviews and recommends approval of an application to amend the Zoning By-law to permit a 52-storey mixed-use building (173 metres including mechanical penthouse) that includes the retention of the existing building, and would contain 852 dwelling units and 3,888 square metres of non-residential gross floor area at 111 Peter Street.

This report reviews and recommends approval of the application to amend City-wide Zoning By-law 569-2013 to permit the construction of a 3-storey (10.30 metre) low-rise residential apartment building consisting of 21 residential units at 1 Broadlands Boulevard (the “Site”). The building is proposed to have 1,183.4 square metres of total Gross Floor Area, resulting in a density of 0.98 times the area of the Site.

The application includes 603.28 metre square of landscape area. Vehicular ingress and egress to the Site is provided by a driveway via Broadlands Boulevard and parking is proposed in the rear of the Site at surface level, with 10 vehicular parking spaces, inclusive of 3 visitor parking spaces, and 22 bicycle parking spaces.

The proposed development is consistent with the Provincial Planning Statement (2024) and conforms to the City's Official Plan.

The proposal represents gentle intensification in an existing designated neighbourhood area and is compatible with the planned and existing context.

In 2017, City Council adopted amendments to the Sign By-law (the “2017 Amendment”) to facilitate the installation of signage at 1 Dundas Street East (now Sankofa Square), previously known as Yonge-Dundas Square (“The Square”). The signage proposal included five electronic ground signs and two electronic roof signs featuring a mix of third-party advertising, event displays, information about upcoming events, art installations, and event sponsorships. Additionally, two of the seven signs were required to display sign copy consisting of either the phrase "Yonge-Dundas Square" or logos identifying Yonge-Dundas Square.

In December 2023, City Council officially renamed Yonge-Dundas Square to Sankofa Square. However, the provisions of the 2017 Amendment specifically referred to the former name of the square and do not accommodate the name change adopted in 2023. Also, as part of the 2017 Amendment, the seven electronic signs were permitted on the condition that the sign permits would expire after a ten-year term, specifically on July 31, 2027, and would not be subject to renewal.

Since their installation, the seven signs permitted in the 2017 Amendment have become an integral part of The Square, contributing to its sense of place and suitability as a dynamic event space in downtown Toronto.

The Sankofa Square Board of Management (the “Applicant”) has submitted a Sign By-law amendment application (the “Proposed Amendment”) for 1 Dundas Street East where The Square is located. The Proposed Amendment seeks revisions to the 2017 Amendment which will modify the clauses in the area-specific By-law requiring the display of “Yonge-Dundas Square” and the provisions concerning the permit expiry of the seven electronic signs.

Toronto Building conducted a thorough review of the application and supporting materials. The Chief Building Official (the “CBO”) is of the opinion that since their installation, the seven signs allowed and regulated by Subsection 4G have become an integral part of the Square, contributing to its sense of place and suitability as a dynamic event space in downtown Toronto. The Chief Building Official believes that the requested amendment aligns with the broader goals of the City, the objectives of the Sign By-law, and the specific regulations for the premises and surrounding area. Therefore, the Chief Building Official supports Council approval of the Proposed Amendment.

In addition, the Chief Building Official is proposing that similar changes to reflect the 2023 name change be adopted within the Sign By-law as a whole, specifically that all references to the Dundas Square Special Sign District or (DS-SSD) in the Sign By-law be changed to the Sankofa Square Special Sign District or (SK-SSD).

This report responds to City Council’s request for the Chief Planner and Executive Director, City Planning to evaluate the current approach to calculating rent gap assistance, report back on compliance with tenant assistance policies, and publish updated implementation guidelines for Rental Housing Demolition applications submitted under Chapter 667 of Toronto Municipal Code (“Chapter 667”) that require replacement of existing rental housing.

Throughout November and December 2024, staff undertook consultations with tenants, development industry and tenant advocacy stakeholder groups. This report provides an overview of consultation feedback, highlights areas of implementation that stakeholders identified for improvement, and outlines recent and ongoing rental replacement process changes to address stakeholder feedback, including continuous engagement with tenants, data collection practices, and enforcement of the rental demolition policy framework.

Staff have drafted a Rental Replacement Handbook (the "Handbook"), which sets out updated rental replacement implementation practices and is included as Attachment 1. It will be posted on the City’s website following review by key stakeholders. The Handbook is a new plain-language resource that will provide transparency and guidance to members of the public and the development industry. Staff will continue to consult on the Handbook with stakeholders for ongoing improvement.

Staff have evaluated and consulted on the current approach for calculating rent gap assistance. Based on the analysis and consultations, staff recommend maintaining the current approach of using use Canadian Mortgage and Housing Corporation data for average market rents for rental units built in or after 2015, with an adjustment to use zone specific data where available.

Legal Services, Housing Secretariat, and Toronto Building were consulted in the preparation of this report.

This Zoning By-law Amendment application seeks to amend Zoning By-law 569-2013 to permit two new additional residential rental buildings on the lands municipally known as 150 The Donway West and 4 Overland Drive. The proposed new buildings include a 15-storey (50.8 metre) building (referred to as "Building A") and a nine-storey (39.1 metre) building (referred to as "Building B"), together providing 230 new rental dwelling units. The total proposed residential gross floor area (GFA) is approximately 17,500 square metres and a proposed floor space index (FSI) of 1.86 for the new building additions. The total residential gross floor area is 28,108 square metres and floor space index is 2.99.

A total of 199 parking spaces, comprising of 177 residential parking spaces, 19 visitor parking spaces and three pick-up and drop-off spaces, would be provided in a three-level underground parking garage. A total of 385 bicycle parking spaces would be provided, including 316 long-term bicycle parking spaces and 69 short-term bicycle parking spaces. The existing six-storey (referred to as "Building C") and four-storey (referred to as "Building D") residential buildings would be retained as rental buildings on the subject site.

The proposed development is consistent with the Provincial Planning Statement (2024), and conforms to the City's Official Plan, including Central Don Mills Secondary Plan.

This report reviews and recommends approval of the application to amend the Zoning By-law. The draft Zoning By-law includes a Holding (H) provision on the subject site to ensure that the identified infrastructure matters are addressed. The proposed buildings represent an appropriate level of intensification on the subject site while maintaining the existing residential rental buildings and will provide an appropriate transition to the surrounding neighbourhoods.

A related Rental Housing Demolition application (22 234840 NNY 16 RH) has also been submitted as the proposed development includes the conversion of 10 two-bedroom rental dwelling units into one-bedroom units and full replacement of the 10 two-bedroom rental dwelling units and a Tenant Assistance Plan that addresses the right for eligible tenants to return to replacement rental dwelling units at similar rents and financial assistance to lessen hardship. An approval report for the Rental Housing Demolition application has been advanced concurrently with this Zoning By-law Amendment approval report.

As the Toronto Transit Commission (TTC) operates a transit service on King Street East, City Council approval of this report is required.

Transportation Services and Development Review are requesting approval to permit the closure of the eastbound curb lane on King Street East within the site frontage of the development proposal at 175-185 King Street East, in order for road space to be repurposed as an expanded boulevard in accordance with the City's Lane Width, Curb Radii Guidelines, and Curb Extension Design Guidelines and AODA requirements.

The expanded boulevard would function as an extension of the existing eastbound King Street East curb lane closure to the west at Jarvis Street, which accommodates a permanent streetcar transit stop along the south side of the street. A space large enough to accommodate a curbside parking space or loading zone would be created between the existing streetcar transit stop and the new expanded boulevard. A depiction of the entire city block is included in this report as Attachment 1.

The proposed road alteration aims to improve the public realm, acknowledging the limited vehicular use of the existing curb lane in this block of King Street East, the significant number of pedestrians in the area today, and the anticipated pedestrian growth in future. The proposed road alteration will enable the developer to finalize the detailed design of the public realm improvements at this location and allow for the implementation of the improvements at no cost to the City through the construction of the development.

A subsequent report will be submitted to Toronto and East York Community Council to address curbside parking regulation changes that will be required following the completion of the detailed design.

This application proposes to amend the zoning by-law and the Official Plan to permit an 11-storey (36 metres excluding a 5.0 metre mechanical penthouse) mixed-use building with 201 residential units at 104 - 114 Finch Avenue East. A total of 138 vehicular parking spaces and 158 bicycle parking spaces, including 20 short-term spaces at grade is provided. The application proposes a total gross floor area of 12,751 square metres, including 438 square metres of retail gross floor area, resulting in an overall density of 5.72 times the lot area. Vehicular access to the subject site is proposed along Willowdale Avenue via a 6 metres wide, two-way driveway.

This report reviews and recommends approval of the application to amend the Official Plan and Zoning By-law with a Holding provision. The recommended zoning by-law amendment and Official Plan amendment are consistent with the Provincial Policy Statement (2024). The zoning by-law amendment and Official Plan amendment also conform to the City's Official Plan, subject to addressing the issues that are the subject of the Holding (H) provision further described in this report.

The proposal conforms to the Official Plan, particularly as it relates to policies that support new housing supply through intensification within the Avenues and Mixed Use Areas designations. The development is transit-supportive and provides local economic opportunities and services through the addition of retail units at-grade.

The proposed mid-rise building aligns with the updated Mid-Rise Building Design Guidelines (2024) and is massed to fit within the existing context and mitigate impacts on adjacent neighbourhoods.

The Canadian Tamil community has been working tirelessly to advance the construction of a new community centre that will serve communities in northeast Scarborough. There is a longstanding need for increased community and social services in this area which is lacking city owned and operated community centres.

Building on more than a decade of foundational work done by long-standing community organizations and business leaders, a Steering Committee was established by the Canadian Tamil community to oversee the feasibility process for the design, construction and operation of a Tamil Community Centre.

The non-profit Tamil Community Centre will provide an inclusive, safe space where community organizations can offer programming and services to help address the evolving needs of the Tamil community and other racialized communities. The space will include cultural facilities, such as a library, museum and auditorium, multi-purpose spaces to facilitate educational programming and mental health services, and recreation facilities, including a gym and outdoor playing fields.

In October 2020, Toronto City Council voted unanimously in support of 311 Staines Road as the future site of the Tamil Community Centre, and a land lease was finalized the following year with an annual rent of $1 plus HST.

The Government of Canada and the Government of Ontario have announced $26.3 million in funding for the construction of the Tamil Community Centre through the Investing in Canada Infrastructure Program. The remaining costs of construction, approximately 25 percent, will be fundraised by the Tamil community.

The City-owned lands at 311 Staines Road being leased to the Tamil Community Centre do not currently benefit from Official Plan designation and Zoning By-law permissions necessary for the Community Building to be delivered in accordance with the terms of the Lease.  Representatives for the Tamil Community Centre have filed Official Plan and Zoning By-law Amendment applications to facilitate the necessary land use permissions to deliver the Community Building.  As an extension of the City’s in-kind support of the project, a waiver of the planning application fees associated with the Official Plan and Zoning By-law amendment applications would ensure the City upholds its commitment in offering the land lease, and enables the Tamil Community Centre to uphold their commitment to deliver the project.

The purpose of this report is to advise that the City Manager and the Chief People Officer will be submitting a report related to a review of Councillor remuneration to City Council before its meeting on March 26, 27 and 28, 2025.

As the Toronto Transit Commission (TTC) operates a transit service on Evans Avenue, City Council approval of this report is required.

Transportation Services has reviewed the need for prohibiting heavy trucks at all times  on Evans Avenue, between Islington Avenue and Royal York Road. Based on the assessment undertaken, Transportation Services does not recommend prohibiting heavy trucks at all times.

Like many Torontonians, I am frustrated with the City of Toronto’s response to the recent snow storms. All Toronto residents, including seniors, people with mobility issues and parents with strollers, were left to contend with an inadequate and slow city response. It can’t continue like this. We know these storms happen every couple of years and yet each time our city is paralyzed by a big snowfall.

Last week, I had the opportunity to tour snow removal operations. It is painstaking work and the people who do it deserve to have the proper equipment and logistical plans to succeed. I am confident that through my recommendations in this letter, we will improve Toronto’s winter maintenance program both for the residents who rely on it and the people who deliver it.

In addition to my recommendations, I have also asked City Manager Paul Johnson to immediately review options to deploy additional City staff from other departments to clear and remove snow, as well as support flood prevention efforts, while also ensuring other essential City services continue their operations.

I look forward to our discussion on winter maintenance at our next Executive Committee meeting, including any further ideas you may have to improve Toronto’s responses to major storms.

Thriving main streets are the hearts of our communities and neighborhoods. Strong retail strips promote small businesses and local economic growth, and provide spaces for essential services that residents rely on.

With the looming specter of US tariffs, it is more critical than ever to protect Toronto’s main streets. Unfortunately, due to Toronto’s challenging real estate market and rising cost of development, storefronts are remaining vacant for longer periods as developers are sitting on approvals.

These vacant storefronts create several issues – an uglier, less vibrant streetscape, more crime and public safety issues, and reduced economic activity in our city.

Staff have previously been directed through 2020.MM16.9 to explore the feasibility of implementing a vacant storefront tax. Building on this previous direction, this motion includes a wider request for staff to explore policy levers to address vacant commercial spaces in Toronto, and to beautify and improving existing vacant main street storefronts.

The by-law regulating vehicles-for-hire in the City of Toronto mandates maximum allowable ages for vehicles used as a taxicab, limousine or for a private transportation company. I have heard from the vehicle-for-hire industry that a significant proportion of vehicles are due to expire as of March 31st, 2025.

Of particular concern is that 45 wheelchair accessible vehicles (WAVs), or approximately 10 percent of the existing fleet, are due to expire this year, and a further 203 are set to expire next year. Without a change to the by-law, there is a significant risk of losing these vehicles from the fleet, which would further reduce accessible service in the City.

In addition, according to staff about 1,300 sedan taxicabs (representing 37 percent of all current active taxicabs) reach their vehicle age limit on March 31, 2025. Many of those who have ordered their replacement vehicle are affected by severe delays in vehicle delivery and taxi outfitting (including installation of bylaw-required equipment). 

That is why I am proposing to take two actions to help the vehicle-for-hire industry: first I am asking that Council permanently extend the maximum vehicle age limit from seven to ten model years for all vehicles-for-hire that are wheelchair accessible. Second, I am proposing to temporarily extend the expiry date from March 31, 2025 to August 29, 2025 for sedan taxicabs or limousines to reflect current supply chain challenges.

While these two actions respond to an urgent, time-sensitive issue, I recommend that the Executive Director, Municipal Licensing and Standards be granted additional time to complete the work related to taxi data and accessibility that was requested of them as part of 2024.EX19.3.

This report responds to City Council’s directive on October 9 and 10, 2024 (EX17.3), to  conduct a review to determine the organizational structure best suited to address the asset planning, management and maintenance, operations and user experience of the City of Toronto's ferry system, the Jack Layton Ferry Terminal and the Island ferry docks, and to report back to Executive Committee in the first quarter of 2025. This review comes at a pivotal time, recognizing the crucial role Toronto’s Ferry service plays for Torontonians, visitors, and the broader ferry network, new safety regulations coming into force in 2025, the introduction of two state-of-the-art electric ferries in 2026 and 2027, and related shoreside infrastructure and terminal improvements underway.

The City of Toronto engaged Greenline Marine Inc. (“the Consultant”) to support its operational review of the ferry system. The objective was to assess the service’s practises relative to industry standards and benchmarks and provide recommendations to staff to ensure the City’s ferry operation is aligned with those standards and can respond to the evolving ferry industry landscape in Canada. An executive summary of the Consultant’s report is attached.

The review first established that Toronto’s Ferry Service is an essential transportation link for both residents and visitors to the Toronto Islands, and the Toronto Islands Residential Community Stewardship Act, 1993 mandates that municipal services be provided to the island, including ferry services. Further, Toronto's ferry service handles one of the highest passenger volumes in Canada. According to 2023 ridership data, Toronto’s Ferry System ranks seventh amongst Canada’s busiest ferry routes who collectively carry more than 66 percent of the country’s passenger ferry volumes, and is among the top four routes during the height of the summer season, with over 18,000 daily passengers at peak times. It is a busy, high-volume service that has generally performed well and operated consistently and safely.

The review, informed by leadership and staff interviews, review of data and documentation, and stakeholder meetings, ultimately found that Toronto’s ferry service is compliant with all regulatory requirements and meets broad policy expectations.

However, it is not fully consistent with ferry industry norms in key areas such as asset management, safety management, organizational structure and workforce development. Additionally, enhanced stakeholder engagement and public communication strategies would benefit the service and those who use and rely on it.

The Consultant provided seven recommendations to enhance the service. Staff have accepted these recommendations and are taking and will continue to take a variety of actions, including establishing a structured asset management plan for the City’s existing and incoming ferry fleet, developing a robust Safety Management System aligned with Transport Canada's new regulations, continued and enhanced targeted recruitment and retention strategies for specialized marine staff, allocating resources to support a greater focus on areas like customer experience and safety management, and elevating ferry operations within a City division's structure.

Finally, the Consultant identified key principles to guide the City’s decision-making on the appropriate organizational position for the service, outlined in this report. On this basis, the City will reposition the ferry operation within the Fleet Services Division, which has attributes aligned with the guiding principles, including experience and capability in the opportunity areas identified by the Consultant. There will be no loss of ferry operations Full Time Equivalent positions (FTEs) resulting from this transition, and the City anticipates allocating additional resources over time to support the operation. For example, the City will ensure Fleet Services is equipped with the necessary customer experience expertise and focus to lead this important public-facing service.

Staff will formally transition the authority of the ferry operation from Parks and Recreation to Fleet Services by Q4 2025. In the interim, the Deputy City Manager, Corporate Services will oversee all aspects of implementation, including communications, resourcing and asset management, in partnership with the Deputy City Manager, Community and Social Services. Staff will also continue to implement the Consultant's recommendations outlined in this report over time.

The purpose of this report is to advise that the City Manager will be submitting a report that provides an update on the Electric Ferries Shoreside Infrastructure and Jack Layton Ferry Terminal improvement projects to City Council for its meeting on March 26, 27 and 28, 2025.

Toronto is experiencing a continued housing supply slowdown as a result of high construction and financing costs, higher interest rates, and declining pre-construction sales and rents. Foreign trade risks and immigration changes add significant uncertainty to the growth outlook of housing supply. The slowdown in development activity could have a generational negative impact on Toronto's ability to accommodate the housing needs of current and future residents, and a potential permanent loss of development capacity if capital and labour are reallocated.

This slowdown is being experienced across the housing spectrum. Following the introduction of a new Purpose-Built Rental Supply Program in late 2024, this report is proposing measures to unlock and advance stalled multi-unit ownership housing projects that include at least 5%-10% affordable housing and are expected to start construction within the next two years. Subject to approval of this report, the City will provide deferral of the payment of development charges (DCs) for eligible multi-unit ownership units. The deferred DCs would then be payable, interest free and at June 2024 DC rates, four years following approval of the deferral or at the time of condominium approval, whichever occurs earlier.

Subject to adoption of this report, staff will undertake a review of projects already in the City’s development review pipeline to identify interested proponents with projects on private land that have submitted a Complete Site Plan Application as of March 1, 2025 and include at least 5%-10% of their units as affordable housing.

Based on a high-level preliminary review, staff estimate that there are at least approximately 14,000 units in the development review pipeline that will be developed as condominium buildings and that include an affordable housing component at various stages of development review status. Based on the City’s current financial capacity, up to 3,000 condominium units can be unlocked through these measures. Staff will report in Q2-2025 with the results of the implementation process.

In previous discussions with industry leaders, through Building Industry and Land Development (BILD), the City was asked to provide a full exemption of DCs for condominium units to unlock stalled developments. While this report does not recommend an exemption, the proposed measures aim to improve the financial viability of condominium housing projects by reducing upfront development and financing costs for developers, while considering the financial constraints of the City of Toronto and that these projects will contribute to the affordable housing supply and creation mixed-income communities in Toronto.

The City of Toronto hopes that municipal actions undertaken will be complemented by efforts by the provincial and federal governments to advance housing supply. For example, City Council has formally requested the Province amend the Development Charges Act to authorize municipalities to adjust or remove annual development charge indexing provisions without an amendment to the development charge by-law, with the objective of incentivizing housing development (Item CC27.2). This would allow the City of Toronto to have greater flexibility in responding to market conditions.

Recent trade developments between the United States (US) and Canada, notably US-initiated tariff disputes, have introduced new uncertainties which will have direct and indirect impacts on construction projects, and the overall economy. There is an opportunity to spur construction of ownership projects with an affordable housing component faster, so people can move into these new homes sooner. These actions will support Toronto and Canada’s efforts to ensure a more resilient economy, during the response to tariffs and beyond, while supporting local jobs and economic growth.

Dwelling room tenants are among Toronto’s most vulnerable residents, and their supply of housing is under severe development pressure. In 2019, after the loss of several such buildings and 4 years of consultations, Council adopted Official Plan Amendment 453, Policies to Address the Loss of Dwelling Rooms. This added a new Policy 11:

New development that would … result in the loss of six or more dwelling rooms will not be approved unless:…

i.  at least the same amount of residential gross floor area is replaced and maintained as dwelling rooms or rental bachelor units.

The replacement units are rent-controlled for 15 years, and demovicted tenants receive some tenant assistance.

Policy 11 provides valuable protection for tenants of dwelling rooms. However, it has a critical flaw: unlike those demovicted from dwelling units, those demovicted from dwelling rooms do not have a guaranteed right to return to the replacement building. Why? Because the owner’s replacement obligation is to preserve “the same amount of residential gross floor area”, not the same number of units.

This flaw causes real hardship. For example, consider the 39 dwelling room tenants at 262 – 266 St. George. The property owner is proposing to replace the 39 occupied dwelling rooms with 12 rental bachelor units and 1 one-bedroom rental unit spread over an allegedly equivalent gross floor area in a new 86 unit building. The new building is to contain 30 bachelor units, but only 12 of them are proposed to be available at comparable rents to the existing dwelling rooms; the remainder are likely to be out of the financial reach of the existing dwelling room tenants.

Even if this proposal were to comply with Official Plan Amendment 453, it would still evict 26 of the existing dwelling-room tenants with limited compensation and no right of return.

Council was aware of this risk in 2019. Official Plan Amendment 453 states that

the City will seek opportunities to secure the provision of additional replacement rental dwelling rooms or replacement rental units to achieve at least the same number of existing dwelling rooms lost and to secure rents for replacement housing for a period of at least 49 years

In 2022, Council adopted the new Multi-Tenant Housing bylaw, which may add compliance costs to existing rooming houses. It is therefore foreseeable that even more owners may wish to convert dwelling room properties to dwelling units. Since the Multi-Tenant Housing owner is not obliged to replace the lost dwelling rooms with enough replacement dwelling rooms or rental units to accommodate all existing tenants, this risks significant displacement of existing dwelling room tenants, potentially pushing them into homelessness.

Council should therefore ask staff to review whether to require developers to provide replacement units for all their existing dwelling room tenants.

A similar hardship exists for tenants of the 14 bedrooms in the existing four dwelling units. The 5 and 6 bedroom dwelling units likely function much as dwelling rooms do, by allowing lower income tenants to keep costs down by sharing bathroom and kitchen facilities. However, because the 14 bedrooms are divided among four dwelling units, not six, none of these tenants will be offered replacement rent-controlled units, and all are likely to be displaced.

Council should therefore ask staff to review whether to require developers to provide replacement units for existing dwelling unit tenants where 10 or more bedrooms are to be demolished, even if they are distributed among fewer than 6 dwelling units.

Willowdale Manor, located at 175 Cummer Avenue in Toronto's Newtonbrook East neighborhood, is a supportive housing community dedicated to seniors aged 59 and older. Managed by the Toronto Seniors Housing Corporation, the facility offers rent-geared-to-income housing along with essential services.

The manor is home to more than 600 senior residents who have cultivated a strong sense of community and pride in their living environment. A testament to their collective effort is the beautiful garden they've established on the west side of the greenspace. This garden serves as a cherished space where residents engage in gardening activities, socialize, and find solace in nature.

To enhance the privacy and enjoyment of this greenspace, there is a proposal to install fencing along the north and south sides of the sideyard. This initiative aims to create a more secluded and secure environment, allowing residents to fully benefit from their outdoor space. The addition of fencing would provide a necessary barrier, ensuring that the residents' recreational and gardening activities remain undisturbed.

Furthermore, the installation of fencing aligns with the broader objectives of supportive housing by promoting a safe and comfortable living environment. It acknowledges the residents' efforts in creating and maintaining the garden and underscores the importance of their well-being and quality of life. By investing in such enhancements, we not only respect the residents' dedication to their community but also contribute to their overall mental and emotional health and sense of safety.

This Motion is urgent because the design and installation of the fencing for this site must occur concurrently with the construction of the supportive housing project at the adjacent property, 185 Cummer Avenue. Securing funding during this Council meeting is critical to ensuring alignment with the construction timeline, preventing delays, and avoiding additional costs. Timely approval will also ensure the site remains safe and properly integrated with the new development.

The applicant applied to the Committee of Adjustment requesting variances from City-wide Zoning By-law 569-2013 relating to side yard setbacks, platform encroachment, soft landscaping, and angular plane requirements in order to construct a new fourplex dwelling and a garden suite in the rear yard at 55 Lonborough Avenue (Application A0004/25EYK) (the “Application”).

Urban Forestry provided a report to the Committee of Adjustment recommending the imposition of a condition in the event the Committee of Adjustment approved the Application. Community Planning did not submit a Staff Report on this matter.

On March 6, 2025, the Etobicoke York District Panel of the Committee of Adjustment refused the Application (the “Decision”). A copy of the Notice of Decision of the Committee of Adjustment is attached as Attachment 1. The applicant has appealed the refusal to the Toronto Local Appeal Body (the “Appeal”).

This motion will give the City Solicitor authority to attend the Toronto Local Appeal Body, with appropriate City Staff, in order to oppose the appeal of the Committee of Adjustment’s decision to refuse the minor variance application at 55 Lonborough Avenue and to retain outside consultants as necessary. This motion will also authorize the City Solicitor to resolve the matter on behalf of the City, at the City Solicitor’s discretion, after consultation with the Ward Councillor and the Director of Community Planning, Etobicoke York District.

This matter is time sensitive and urgent as the City Solicitor requires instructions to obtain party status in the appeal and subsequently attend the Toronto Local Appeal Body hearing which can be scheduled at any time.

Toronto Community Housing Corporation is the largest social housing provider in Canada. It provides homes to almost 94,0000 tenants who make up approximately 41,000 low and moderate-income households where families, singles, seniors, refugees, recent immigrants to Canada and people with special needs all live. Toronto Community Housing Corporation operates and manages over 1,300 buildings worth over $13.8 billion. Toronto Community Housing Corporation also owns approximately 14,000 units which are operated by the Toronto Seniors Housing Corporation and provides Legal, Human Resources, Information Technology, Payroll, and Major Capital Construction Toronto Seniors Housing Corporation. The City of Toronto is the sole shareholder of Toronto Community Housing Corporation and Toronto Seniors Housing Corporation.  

The Toronto Community Housing Corporation Board of Directors is responsible for the overall management of the business and affairs of Toronto Community Housing Corporation, including:

• establishing annual and long-range strategies and plans
• establishing policies consistent with the Shareholder Direction and all relevant legislation
• establishing and maintaining appropriate reserves consistent with sound financial principles and program regulations
• selecting bankers and other financial institutions and establishing all banking authorities
• appointing Toronto Community Housing Corporation's officers, the Boards of Directors of the subsidiaries, and approving Shareholder Directions for the subsidiaries in accordance with City direction
• directing all labour and employee-relations matters

The Toronto Community Housing Corporation Board also continues to work closely and collaboratively with the Toronto Seniors Housing Corporation Board and leadership team on the transition of 83 designated seniors’ buildings from Toronto Community Housing Corporation to the management and operation of Toronto Seniors Housing Corporation.

The Remuneration Policy For City Agencies, Boards, Commissions and Corporations states that:

• Remuneration for citizen appointees is established by Council rather than the organization to which they are appointed, recognizing that appointees represent Council’s interest.
• Where paid, remuneration for citizen appointees to City Agencies, Boards, and Commissions should reflect the level of responsibility, the necessary qualifications, the frequency of meetings, and amount of preparation required.

Council members who serve as directors of Toronto Community Housing Corporation do not receive remuneration as directors. Remuneration is only paid to citizen members. The term citizen member, used interchangeably with the term public member, refers to Toronto residents who are not Council Members, City or agency staff, or staff of City corporations or their subsidiaries.

The remuneration rates for the Toronto Community Housing Corporation Board were set in 2005 and have not been updated since then. The remuneration rates should be increased and be commensurate with the expertise and skill level required to oversee the Toronto Community Housing Corporation.

The City’s climate change mitigation plan TransformTO is notable for its efforts to achieve a net-zero Toronto by 2040. However, this strategy is missing an essential component of the City’s contribution to global climate change: Toronto’s financial industry.

A study done by the School of the Environment at the University of Toronto found that Bay Street is the 5th largest climate polluter in the world behind China, the United States, Russia, and Japan owing to extensive financing of the fossil fuel industry. The financed emissions of these financial institutions result in almost one-hundred times the City’s total reported emissions annually.

Earlier this year, five banks included in this report (Bank of Montreal, National Bank, Toronto-Dominion Bank Group, Scotiabank and Canadian Imperial Bank of Commerce) left the Net-Zero Banking Alliance, an international coalition of banks committed to aligning their lending, investment, and capital markets activities with net-zero carbon emissions. Spokespeople of these banks stated that the institutions would continue pursuing internal climate strategies. However, as this report has shown, there exists significant discrepancies between Canadian banks’ self-reported and researched financed emissions. In order to ensure Canada’s financial institutions continue working towards net-zero, it is necessary for governing bodies like the City of Toronto to hold them accountable.

The Canadian Sustainability Standards Board and the Ontario Securities Commission released climate-related disclosure standards in December. However, these standards remain voluntary. Creating a “Sustainable Finance Hub” would work on understanding climate risks, the importance of credible climate transition plans and other disclosure, and increasing investment in climate mitigation and solutions including renewables. These currently exist in the United Kingdom and Australia, known as The Australian Sustainable Finance Institute.

Since March 2020, the number of refugee claimants and asylum seekers accommodated in the City of Toronto’s shelter system has increased from an average of 2,329 people sheltered each night to 4,181 people accommodated on average in March of this year. Over this same period, the City has consistently sheltered between 4,900-6,400 people experiencing homelessness each night. And we know that hundreds more are turned away every night due to lack of capacity.

Everyone deserves a roof over their head. Refugee claimants, asylum seekers, and people experiencing homelessness deserve dignified shelter and housing. No one should be forced to sleep on the street or in parks.

In July 2023, City Council took steps to address the crisis overwhelming the refugee and general shelter systems, including increasing funding through the Canada-Ontario Housing Benefit to provide more rent supplements, preserving refugee-serving shelter spaces to meet the unique needs of refugees while ensuring everyone regardless of status is able to access the City’s shelter system as spaces become available, requesting the Federal Government establish a refugee reception centre for those arriving at Pearson Airport, and securing funding through the federal Interim Housing Assistance Program (IHAP) to cover the costs of supporting existing refugee claimants in Toronto’s shelter system.

Since then, City Council has also adopted the Shelter Infrastructure Plan and the Homelessness Services Capital Infrastructure Strategy, has invested in creating hundreds of new supportive housing units, increased City contributions to rent supplements, and engaged refugee-serving organizations to better inform the City’s response to overwhelming demand.

City Council has an obligation to consider how the City of Toronto’s shelter system can best serve the growing needs for emergency shelter. There are many important considerations to take into account as was made clear by the recent report from the City of Toronto Ombudsman, An Investigation into the City's Decision to Stop Allowing Refugee Claimants into Base Shelter System Beds. Since December 2024 when this report was received, the City has been informed of several funding changes to critical federal programs that support refugees and asylum seekers including the Interim Housing Assistance Program and the Local Immigration Partnership program, and we have information from the Office of the United Nations High Commissioner for Refugees (UNHCR) on migration trends. Further considerations on this matter have since been raised by the City’s Housing Rights Advisory Committee, Confronting Anti-Black Racism Advisory Committee, and Chair of the Economic and Community Development Committee. These reports and briefing notes are attached to this item for City Council’s consideration.

At its meeting on February 26, 2025 the City-School Boards Advisory Committee considered Item TS4.1 and made recommendations to Executive Committee.

The purpose of this report is to advise that the City Manager will be submitting a report with an update on the recruitment for the Deputy City Manager, Community and Social Services position, to City Council before its meeting on March 26, 27 and 28, 2025.

The four collective agreements between the Canadian Union of Public Employees (CUPE) Local 79 and the City of Toronto expired on December 31, 2024. These bargaining units are comprised of staff commonly known as "inside workers".  

The parties began collective bargaining in December 2024 and concluded four tentative agreements on March 8, 2025. The tentative agreements are subject to individual ratification by the members of each bargaining unit. CUPE Local 79 has until March 24, 2025 to ratify the tentative agreements. Once the tentative agreements are ratified by the union, the City Manager will file a supplementary report with details about the tentative agreements for City Council's consideration and approval.

Canada and the United States (US) have one of the world's most integrated and successful economic relationships. Trade between the two countries has driven decades of sustained economic growth, creating jobs and generating wealth. A more protectionist posture by the new US administration and a series of economic policy announcements, including tariffs and rising to the threat of the annexation of Canada, have shattered the confidence of Canadians in this economic union, upon which the Canadian economy has long relied. While the application of tariffs presents the immediate threat, the deep uncertainty and the risk of a new US political consensus in favour of economic nationalism, pose long-term threats to Toronto’s economy.

As Canada and Ontario's economic engine, Toronto has a critical interest in protecting its businesses, workers and residents while building greater long-term economic resilience. This report presents the Mayor’s Economic Action Plan in Response to US Tariffs, outlining the City of Toronto's immediate response to the potential impacts from the US' volatile economic policies. The Plan details ten (10) immediate actions to be implemented over the next 30 days to ensure Toronto remains resilient amidst economic adversity while continuing to build a strong and diversified economy to enable growth with a commitment to return to Council with additional measures in future.

On December 17, 2024, City Council directed Transportation Services to work with the Toronto Transit Commission (TTC) to report back on interim priority bus lane implementation along Queens Quay East between Bay Street and Parliament Street, in advance of the Waterfront East Light Rail Transit (WELRT) project. On February 24, 2025, the TTC Board received and endorsed the proposed transit priority measures on Queens Quay East and Front Street West. The interim priority bus lanes are intended to provide immediate improvements to approximately 4,000 daily customers prior to the implementation of WELRT.

This report seeks Council authority to install priority bus lanes to improve travel times and reliability for transit customers on the following street segments:

-Southbound Parliament Street from Lake Shore Boulevard to Small Street,

-Westbound Queens Quay East from Small Street to Bay Street,

-Eastbound Queens Quay East from Lower Jarvis Street to Bonnycastle Street, and

-Eastbound Front Street West from a point 50 metres east of Bay Street to Yonge Street.

No motor vehicle traffic lanes are proposed to be removed, and all existing traffic capacity would be maintained by optimizing the existing curb-to-curb space on the Queens Quay East, Parliament Street, and Front Street rights-of-way. Local access and right-turns would be maintained, and a left-turn prohibition at Dockside Drive (east leg) at Queens Quay East is proposed in the peak periods.

In addition to the interim painted bus lanes on Queens Quay East, the removal of approximately eight (8) on-street parking spaces on Front Street West, between Bay Street and Yonge Street, is proposed to provide a dedicated layover area for buses. This would facilitate better service reliability for customers, allow buses laying over to keep clear from general traffic, and simplify the customer experience for TTC bus transfers at Union Station.

Interim priority bus lanes will provide immediate improvements to the three bus routes operating on Queens Quay East and may be further utilized by other bus routes for future diversion routing, during construction of the various infrastructure and development projects in the surrounding area. The City, TTC, and Waterfront Toronto are continuing work to advance the Waterfront East Light Rail Transit (WELRT) project design, which would replace the proposed interim priority bus lanes in the future.

City Council will review the Order Paper.

The City of Toronto provides opportunities to access Nathan Phillips Square for eligible events through a permitting process administered by the Economic Development and Culture Division.

The purpose of this report is to request exemptions from Toronto Municipal Code Chapter 636, Public Squares and former City of Toronto Municipal Code Chapter 237, Nathan Phillips Square, for events that are proposed to be held on Nathan Phillips Square from May 1 - September 30, 2025.

Since 2017 the Leslieville Historical Society, the East York Historical Society and the Gerrard East neighbourhood have been working to name the laneway running east of Greenwood Avenue to Redwood Avenue about 50 metres north of Gerrard Street East. They have proposed the lane be named “Luella Price Lane”.  By 2020 there were sufficient signatures from property owners to initiate the new name but the Covid epidemic ground these efforts to a halt.

The initiative to name the lane after Luella Price remains active and the sponsors would very much like to have this name recognized during Black History Month in 2025.

 In 1910, Luella Price welcomed a handful of women to her home at 6A Redwood Avenue to form the Eureka Club. The Eureka Club was never more than 18 dedicated and compassionate women. Many of the spouses of the Eurekas were railway porters. It was their goal to offer aid to low-income Torontonians, quietly, on a one-to-one basis. Their motto was “Not for ourselves, but for others”.

In 1980, at its 70th anniversary, the Eureka Club was the oldest Black women’s organization in Ontario. The naming of the laneway recognizes Luella Price and her contributions to our neighbourhood and city.

Luella Cooper was born on June 30, 1858, in Maryland. Maryland stayed in the Union during the Civil War although many supported slavery. Because it stayed in the Union, the Emancipation Proclamation didn’t apply to Maryland. Many moved from Maryland to Washington, D.C. to be free or to escape violent racism. In 1864 Maryland voted to free its enslaved people. Luella married her husband Grandison Price in June of 1875.

The Prices moved north to Toronto. They lived on York Street where Luella worked as a dressmaker and Grandison worked as a barber. He later found work as a porter on the CPR railroad. Luella ran a boarding house where prominent Torontonians, such as Elisha Edmunds and John Hubbard, lived. By 1893 Luella had her own restaurant. But the wealthy landowners of York Street cleared the houses and businesses to build offices and factories. The Prices then moved to Morse Street in Leslieville.

In 1905 the Prices built their cottage at 6A Redwood Avenue. The Gerrard Greenwood area had a small but significant Black community.

Grandison Price passed away on April 10, 1921. He had a stroke some years earlier and was partially paralyzed. Luella continued to live in her apartment building on Redwood Ave. until she died on June 15, 1935. She was 76 years old. She was buried beside Grandison in the St. John of Norway Cemetery, on June 18, 1935.

On her death certificate the neat handwriting of her foster son Robert J. Lynch has her “racial origin” as “Canadian”, but an official has crossed this out and written in “Coloured”.

This proud Canadian deserves to be remembered.

This Report recommends approval of the application to amend the Official Plan and Zoning By-law to permit a 42-storey (133.23 metres plus mechanical penthouse) residential building containing 540 dwelling units at 2810 - 2816 Bayview Avenue.

The proposed development is consistent with the Provincial Planning Statement (2024). The proposal is also consistent with the general intent of the City’s Official Plan, including the Council-adopted Renew Sheppard East Secondary Plan (Official Plan Amendment 777).

The purpose of this report is to recommend the additional approvals required to give effect to the 2025 Budget and includes the following matters:

2025 Property Tax Rates and Related Matters: City Council must enact a by-law to levy property tax rates that generate the tax revenue set out in the City’s budget. This report recommends the 2025 municipal tax rates, reflected in the 2025 Mayor's Proposed Budget.

For 2025, an average budgetary tax rate increase of 4.37 percent is proposed, as detailed in Table 1. This includes a 5.40 percent increase for residential and industrial properties and a 2.70 percent increase for multi-residential and commercial properties.

Additionally, this report recommends an incremental tax rate increase for the City Building Fund Levy to support critical capital investments in transit and housing. This includes a 1.50 percent increase for residential and industrial properties, and a 0.75 percent increase for multi-residential and commercial properties.

Table 1: 2025 Recommended Municipal Property Tax Rate Increases

Property Class

2025 Tax Rate Increase for Operating Budget

2025 Tax Rate Increase for City Building Fund

2025 Total Municipal Tax Rate Increase

Residential, New Multi-Residential, Farmland, Managed Forest, Pipelines

5.40%

1.50%

6.90%

Multi-Residential

2.70%

0.75%

3.45%

Commercial

2.70%

0.75%

3.45%

Industrial

5.40%

1.50%

6.90%

Total Tax Rate Increase

4.37%

1.21%

5.58%

This report further recommends:

• annual adjustments to the income threshold for the City’s property tax, solid waste and water relief programs;

• creating a new Co-operative Housing Grant Program for eligible low-income seniors or persons with disabilities who are members of, and who reside in, non-profit housing co-operatives;

• extending application deadlines for tax relief programs; and

• applying interest and penalties for the Municipal Accommodation Tax and the Municipal Land Transfer Tax programs in the same manner as property taxes.

2025 User Fees: User fees are reviewed and adjusted through the budget process, including the final rates and service fees for Rate Supported Programs (Solid Waste Management Services and Toronto Water). The 2025 Mayor’s Proposed Budget outlines estimated revenues from user fees, subject to City Council approval as required by the City of Toronto Act, 2006. This report seeks Council approval for user fee changes and the introduction of new fees.

Provincial Gas Tax and Canada Community Building Fund: In accordance with the directive to report annually to City Council through the capital budget process, this report provides an overview of the Provincial Gas Tax (PGT) and Canada Community Building Fund (CCBF) programs, which are vital to supporting Toronto's public transit and infrastructure investments. These programs, as outlined in the 2025-2034 Capital Budget and Plan, have enabled the City to fund key projects aimed at maintaining and expanding its transit network. Details of the planned eligible projects funded under these programs are included in Appendix B.

Other Items Requiring Council Direction: This report also makes recommendations with respect to matters related to the 2025 Budget that do not fall under the strong mayor powers:

• Requests for Program specific report backs and interdivisional collaboration

• Establishment of a new reserve fund

• Request for an amendment to the Development Charges Act to authorize the City of Toronto to prevent or change annual indexing requirements, to aid in incentivizing housing development

• Technical changes to the Toronto Municipal Code to reflect governance changes and responsibilities of the City’s Deputy Treasurers

• Amendment of Municipal Code Chapter 743, Streets and Sidewalks, Use of to support the implementation of Road Disruption Activity Reporting System (RoDARS)

Section 226.14 (2) of the City of Toronto Act, 2006 provides that the Mayor shall, in accordance with the regulations, prepare a proposed budget for the City and provide the proposed budget to City Council for City Council’s consideration. This report fulfills this requirement.

In the 2024 Budget we faced a $1.8 billion budget shortfall. That’s why, after a decade of neglect, we brought in a bold budget and a New Deal with the provincial government that worked to get our city back on track. We made significant progress over the last year with improved City services, faster emergency response times, and more shovels in the ground building affordable housing. And, for the first time in decades, we improved the City’s credit rating to AA+ – saving Torontonians money on borrowing costs related to transit, housing, and more.

Of course, our challenges are too great to solve in one year, but the hard choices made in 2024 are paying off for Toronto as seen in this year’s budget. The 2025 Budget began with a $1.2 billion budget shortfall. That’s a $600 million improvement from 2024. But closing this shortfall remains a challenge. To balance the 2025 Budget we are delivering another $680 million in reductions and offsets combined with the results of successful intergovernmental agreements that help us do more for Torontonians. 

The Mayor’s 2025 Budget makes important investments to build more homes faster, accelerate approvals for purpose built rentals, and rapidly increase the supply of affordable and non-market housing. The budget works to prevent evictions, the loss of affordable housing, and to support renters through investments in the new Renoviction by-law, as well as critical programs like Eviction Prevention in Community, the Rent Bank, RentSafe, the Multi-Unit Residential Acquisition Program and the Tenant Support Program. We are getting Toronto moving with historic investments in the TTC and traffic agents. We are improving TTC service while freezing fares. The budget feeds more kids through expanded School Food Programs, summer camps and continues to invest in youth with expanded after school programs, additional youth hubs, increases to grants for youth-serving organizations, and a new $5 million Youth Safety Initiative to stop rising youth violence in our city. This Budget also expands library hours as we move to seven day a week library service at every branch in the city. It works to build a more liveable city with improved 311 service, investments to fix our community centres, roads, parks, and public space, expanded hours for pools and recreation centres, alongside opportunities to help Torontonians reduce their climate footprint.

In the 2025 Budget, we are also introducing the first full-year of our City-wide fourth emergency service, Toronto Community Crisis Service (TCCS). It is a caring approach to supporting people in crisis, where trained crisis workers respond, de-escalate, and refer people to appropriate mental health and other social services. In addition, through the adoption of a multi-year hiring plan by the Toronto Police, 109 net new police officers will be added this year, including an expanded neighbourhood officer program. We are also adding 95 new frontline paramedics and 52 new firefighters to improve emergency response times across the city. And we are expanding eligibility for property tax deferral and cancellation programs, so thousands more qualify for support.

The Mayor's Proposed 2025 Tax and Rate Supported Operating Budget is $18.849 billion gross and $5.639 billion net. The Mayor's Proposed Tax and Rate Supported 2025-2034 Capital Budget and Plan is $59.597 billion gross and $10.524 billion debt. The Capital Budget and Plan focuses on investments in Transit Funding ($17.0 billion), Transportation ($6.1 billion), and Housing ($4.5 billion plus a further $4.5 billion provided through foregone revenues); and includes investments such as the Line 2 subway train replacement and e-Bus procurement, focuses on climate mitigation and adaptation actions aimed at reducing ~160,725 tonnes/CO2 across all capital projects in the 2025 budget, and reduction of State of Good Repair (SOGR) backlog with an additional $6.0 billion increase in SOGR spending over the next 10 years.

On January 28, 2025, the City of Toronto, the Government of Canada, and the Government of Ontario announced $975 million to accelerate the delivery of Waterfront Toronto’s revitalization plan. With this investment, this partnership will build more than 14,000 homes, including affordable rental housing; create an estimated 100,000 skilled trades jobs; and add $13.2 billion to the economy. Each order of government has agreed to contribute $325 million to this initiative. Based on this recent announcement, I have directed the Chief Financial Officer to report to City Council in the first quarter of 2025, allocating $325 million in available capital funding capacity to the 2025-2034 Capital Budget.

The City of Toronto has taken an increased role in the creation of new supportive and rent-geared-to-income (RGI) homes for people experiencing or at risk of homelessness, particularly since the adoption of the HousingTO 2020-2030 Action Plan (HousingTO Plan) and as a response to the COVID-19 pandemic. Despite increased action and investments, Toronto’s housing and homelessness crises have worsened. Deeply affordable rental housing is at risk of being lost, and difficult and volatile economic conditions have made the construction of new housing, particularly RGI, supportive, affordable rental homes, more challenging. The shortage of supportive homes, inadequacy of social assistance rates, and need for greater mental health and social supports is illustrated most starkly by the rising number of encampments in Toronto.

Concerted action and investment from all orders of government and the private, health, and social services sectors is needed to respond to these crises. Despite this growing need, federal and provincial investment in measures proven to be most effective – new supportive housing, mental health and social supports, and higher social assistance rates that match the cost of living – have not kept pace.

This report provides a summary of the City’s progress in creating new supportive homes, and requests authorities needed to complete existing in-flight developments creating more than 700 RGI and supportive homes and to advance new projects through an application for funding under a revised federal program to build more RGI and supportive homes.

On November 14, 2024, Canada Mortgage and Housing Corporation (CMHC) announced changes to the Affordable Housing Fund (AHF), including the creation of a new permanent Rapid Housing Sub-stream. CMHC also announced that $963 million was being made available over five years (2025-2029) across Canada under this new program. The program replaces the former Rapid Housing Initiative (RHI), which was delivered through three phases between 2020 and 2022, for a total of $4 billion over three years nationally. The RHI supported the creation of rent-geared-to-income and supportive homes for people experiencing or at risk of homelessness, by providing capital grant funding to eligible projects covering up to 100 percent of capital costs. The City of Toronto and its Indigenous and non-profit housing partners received $610.8 million in capital funding under the RHI, supporting the creation of more than 1,500 new homes. These investments have enabled the City to expand its supply of newly built supportive housing and exceed targets under the first 24-Month Housing and Homelessness Response Plan, launched in 2020 as a response to the COVID-19 pandemic. Since 2020, 3,880 supportive housing opportunities have been secured, including 1,763 net new supportive homes, for people experiencing or at risk of homelessness.

This report outlines key program changes and requests authority from City Council for staff to make applications and enter into agreements with CMHC under the new program. Despite new limitations and reduced funding available under this program, it is recommended the City continue to invest in due diligence activities to bring projects forward to be considered by CMHC. This report also recommends City Council request the federal government:

• make significantly greater funding available under this new program,
• make changes to program design based on the elements of the RHI that were most effective in creating new supportive homes for people experiencing homelessness, and
• provide Toronto with a portfolio of funding and financing under a Canada-Ontario-Toronto Builds model.

Through this report, staff are also requesting Council approvals required complete in-flight projects creating more than 700 RGI and supportive homes, including authority for Purchase Order Amendments, authority to enter into operating and lease agreements with non-profit housing providers, and property tax exemptions.

City Council took significant action in 2024 to expand its housing programs to support the creation of a range of new rental homes, including the launch of a new Community Housing Pre-development Fund to support community housing providers with early due diligence, and approval of a new Rental Housing Supply Program offering funding and incentives to a range of rental homes. The City acting alone cannot address the housing and homelessness crises, particularly for the more than 12,000 Toronto residents currently experiencing homelessness. A whole-of-government and whole-of-community response is needed to effectively respond. This must include new and enhanced policy, program, and funding tools at the federal and provincial levels that are effectively designed and adequately scaled to meet the depth of need, and investment in upstream interventions such as social assistance programs and access to mental health and social services, to prevent more households from falling into poverty, housing precarity, and homelessness.

City Council on December 17 and 18, 2024, referred Motion MM24.15 to the Executive Committee for consideration.

Doug Ford’s latest overreach into municipal jurisdiction is another reminder that Canada's constitution was written when our country was largely an agrarian society. Large cities like Toronto are now responsible for delivering, and funding a large share of, transit, roads, social housing, recreation, and other services residents rely on every day. Yet the province can overturn any of our considered and debated decisions on a whim.

Constant provincial meddling in municipal affairs undercuts local democracy and threatens civic engagement. We risk Torontonians tuning out our public meetings and consultations if the sentiment that the province will just overturn Council decisions takes root.

Whether Torontonians agree with a Council decision regarding a development plan, how elections are conducted, or a bike lane, the level of government making the decision should be accountable. Toronto needs a new arrangement with senior levels of government that ensures we have the independence necessary for 21st century cities to thrive and achieve results for residents. Common in the United States and elsewhere, Charter Cities have supreme authority over “municipal affairs.” Also referred to as “Home Rule”, a Charter City’s law concerning a municipal affair will trump a state law governing the same topic.

It's time for Canada's largest city to have the tools it needs to effectively chart its own course to decide how we grow, get around, support each other, and improve our quality of life. A City Charter will also assist in making the division of roles and responsibilities between senior levels of government and City Hall more transparent and therefore more accountable to the public.

No one can be under any illusion that a Charter is possible at present given such a move would require support from the provincial government. However, it is important to start work on how greater independence could be structured and communicate the benefits to Torontonians, other municipalities, and senior levels of government. That’s why this motion requests the City Manager to establish a Program Advisory Body that would serve as a task force on Municipal Autonomy and Effective Local Governance that would include local advocates and governance experts.

The ReNew Golden Mile Environmental Assessment Study (EA Study) was initiated in 2022. The EA Study builds on the Golden Mile Secondary Plan and Golden Mile Transportation Master Plan approved by City Council in October 2020.

The Golden Mile area, generally consisting of lands located along Eglinton Avenue East and Craigton Drive, between Victoria Park Avenue and Birchmount Road, has been influenced by agricultural, industrial, and commercial eras of development. The area became known as the "Golden Mile of Industry" during the post-World War II era with the construction of large-scale manufacturing buildings along Eglinton Avenue East, between Pharmacy Avenue and Birchmount Road. Large-scale commercial development generally occurred during the 1990's, replacing many of the former industrial buildings that fronted onto Eglinton Avenue East.

The Golden Mile Secondary Plan advanced a vision for a new mixed-use community with a range of tall, mid-rise and some low-rise buildings to be constructed over the next 20+ years. There are 14 sites with active development applications within the Plan Area. City Council has approved or accepted settlement offers for 12 of the 14 sites. These approvals and accepted settlement offers, combined with the balance of development potential for other sites in the area, are currently estimated to accommodate approximately 32,700 residential units, 57,500 residents and over 20,000 jobs (including replacement jobs).

The EA Study is completing phases 3 (Alternative Designs) and 4 (Environmental Study Report) of the Municipal Class Environmental Assessment (MCEA) process and establishes the preferred alignments and designs of new and reconfigured streets to support future development and growth. The EA process completed to date involved developing and evaluating alternative street alignments and designs for the following transportation infrastructure:

-A potential reconfiguration of O’Connor Drive, along with an extension to Birchmount Road;

-A new east-west public street north of Eglinton Avenue East from Victoria Park Avenue to Birchmount Road (“Golden Mile Boulevard”);

-A potential realignment, widening and reconfiguration of Craigton Drive to directly connect to Ashtonbee Road; and

-A potential reconfiguration of Thermos Road and Sinnott Road at the Eglinton Avenue East intersection.

The Preferred Alignments and Designs resulting from the EA process for each of the corridors are provided in Attachment 1.

Additionally, other corridor improvements are recommended along Jonesville Crescent and Ashtonbee Road to Birchmount Road that do not require completion of phases 3 and 4 of the MCEA. The corridor improvements will ensure these streets are complete streets to support existing and future residents and businesses.

City Council considered an interim staff report on June 26, 2024, which provided an update on the EA Study. The report summarized the process of developing and evaluating alternatives for both alignments and street designs, consultation undertaken on the alternatives and feedback received, the evaluation of the alternatives and presented Preliminary Recommended Alignments and Designs. Council endorsed the Preliminary Recommended Alignments and Designs for the purposes of completing the mandatory public consultation required during phase 3 of the MCEA process. Council also directed City staff to further consult with three property owners in the area on the alignment of the O’Connor Drive Extension between Lebovic Avenue and Birchmount Road.

The purpose of this report is to summarize the consultation undertaken on the Preliminary Recommended Alignments and Designs, refinements made to Recommended Alignments and Designs to address feedback received, where appropriate, and present the final Preferred Alignments and Designs. The report seeks endorsement from Council on the final Preferred Alignments and Designs and authorization for City staff to proceed with preparing and filing the Environmental Study Report for the EA Study in accordance with the MCEA process for Schedule C projects, and requests direction to proceed with the recommended corridor improvements along Jonesville Crescent and Ashtonbee Road identified in the Study as part of future capital planning processes.

Additionally, in accordance with Council direction from Item - 2024.MM23.8, this report also provides a summary of the appropriateness and the process requirements of a four vehicular lane design for the O’Connor Drive Reconfiguration and Extension from the ReNew Golden Mile EA’s western limit to Birchmount Drive.

It is anticipated that the full delivery of all of the ReNew Golden Mile EA streets would be fully realized in a long-term horizon of over 20+ years.

This report responds to City Council's direction to the General Manager, Parks, Forestry and Recreation, now Parks and Recreation, in collaboration with the City Manager to develop a transition plan to change the governance and operations of Moss Park Arena from a Board of Management to a City-operated arena to come into effect by the end of 2025.

In addition, City Council directed that the Moss Park Arena Board, work with the General Manager, Parks and Recreation to review opportunities for the Moss Park Arena to enhance equitable community access to the Arena’s programs. City Council also directed the City Manager and General Manager, Parks and Recreation to report back on options to strengthen local access to programming and enhanced diversity of Board membership within current operating and governance structure of Moss Park Arena.

This report outlines the required actions to facilitate an effective transition, as well as implementation timelines and potential impacts including personnel, clientele and other liabilities and obligations.

The report also provides an analysis of the geographic reach of the Moss Park Arena programs as well as recent efforts to improve access to arena programs, and an update on Board diversity and enhanced local representation through the City's Public Appointments Policy.

For over two decades, Toronto’s Avenues have been part of the City’s strategy to manage growth and accommodate intensification. Through the Housing Action Plan (HAP) 2022-2026, Council directed City Planning to review the Official Plan to ensure that it aligns with the need for more housing in areas that can accommodate more residential growth. As part of the HAP Work Plan, the Avenues Policy Review examined opportunities to enable more housing by reframing the Avenues vision, policies, and mapping. This initiative represents one of 54 actions items in the HAP.

Avenues have attracted significant realized and potential growth. The City’s Development Pipeline bulletin for 2023 (January 2019 - December 2023) reported that Avenues contained the most proposed projects of any of the Official Plan’s growth management areas. In total, there are 640 development projects (271 under review, 227 active, and 142 built) that account for over 180,000 residential units and over 1 million square metres of non-residential gross floor area, representing 24 percent of the city’s units and 8% of its non-residential gross floor area in the pipeline. While not all of these projects are approved, under construction, or built, this data demonstrates the importance of Avenues in supporting transit supportive growth.

This report recommends an Official Plan Amendment (OPA) to update the Avenues policies in Section 2.2.3. It also introduces mapping changes to Map 2 to expand the Avenues geography and other policy updates necessary to implement the new vision and policy framework. These updates leverage the Avenues as a growth management tool, identifying more opportunities for housing across the city and creating a more streamlined policy framework with clear direction on the type of growth to be directed to Avenues. The most significant changes include:

• 283 kilometres of new Avenues, representing an increase of approximately 165 percent.
• Removing requirements for Avenue Segment Reviews and new Avenue Studies.
• Introducing a new monitoring program to assess the Avenues implementation.
• Directing growth along Avenues to be up to the height and scale of mid-rise buildings.
• Directing more growth near subway, light rail transit, and GO transit stations, approximately 36 percent of new and existing Avenues.
• Providing uses that activate the ground floor in developments along Avenues in Mixed Use Areas.
• Directing applicants to consult with small businesses, community service providers, and the local community when proposing developments that would result in the displacement of existing small businesses and community service providers, and to assess the potential of their return.

To implement this new vision, policies, and mapping for Avenues, this report also recommends next steps for staff to redesignate and rezone lands along and nearby Avenues. The new policies do not result in a net new development application submission requirement in the new Avenues policies.

Building on the Expanding Housing Options in Neighbourhoods (EHON) City-wide Multiplex Study, City Council directed staff to undertake an area specific study within an area that roughly corresponds to the boundaries of Ward 23 – Scarborough North. The study explored the potential of permitting multiplexes with up to six dwelling units on properties designated Neighbourhoods in the Official Plan, and increasing the maximum building depth up to 19 metres, regardless of the lot dimensions.

This report summarizes the work undertaken and recommends approving area specific Official Plan and Zoning By-law Amendments to permit multiplexes with five and six dwelling units (also referred to as fiveplexes and sixplexes, respectively) in all residential zones within the study area. The proposed amendments build on the existing city-wide multiplex permissions for up to four units, and do not include changes to built form performance standards. This study is a significant pilot which brings forward permissions to expand city-wide multiplex dwelling unit permissions from four to six units within a single residential home. This is one of 54 actions in Toronto's 2023 Housing Action Plan (HAP), which seeks to increase the housing supply within complete, inclusive, and sustainable communities with critical infrastructure to support growth. The new homes enabled by the HAP will contribute to the provincial housing target of 285,000 new homes in Toronto by 2031.

As part of the City’s commitments under the federal Housing Accelerator Fund (HAF), the City has committed to permit more low-rise, multi-unit housing development through as-of-right zoning by-laws in Neighbourhoods, including permissions for residential buildings with up to six dwelling units. Adoption of the recommendations in this report marks a significant milestone towards meeting this commitment in 2025.

The recommended amendments are consistent with the Provincial Planning Statement 2024 and also in keeping with the recently adopted new Chapter 1 to the Official Plan vision, which aims to eliminate disparities, prioritize climate action, and become the world’s most inclusive city.

The Ward 23 Multiplex Study consisted of a work program that included a jurisdictional scan of multiplex permissions in other cities; a detailed review of multiplex development applications submitted to the city; a three-phased analysis prepared in consultation with ReHousing; and engagement with local residents and industry professionals. The key findings of the above streams of work were analyzed and informed the recommended Official Plan and Zoning By-law Amendments.

Expanding the multiplex permissions will increase new low-rise housing options for Torontonians in Ward 23. New residents in low-rise neighbourhoods can help stabilize declining populations, optimize the use of existing infrastructure, and support local retail establishments and services. While it is anticipated that most multiplex units will be delivered as market rental housing, they would provide ground-related alternatives, adding to the range of housing in Toronto’s low-rise, mid-rise, and tall building types. Additionally, these new permissions could unlock additional opportunities for individuals to access funding and low interest rate loans for housing projects through the Canada Mortgage and Housing Corporation (CMHC). While the proposed amendments will expand the planning permission for up to six units, this report also details potential challenges to their implementation beyond simply adjusting the zoning permissions.  These issues, and other lessons learned through the Ward 23 Multiplex Study, will inform ongoing work being undertaken by City Planning and other Divisions to permit and promote multiplexes city-wide.

This report recommends approval of zoning by-law amendments (ZBLA) to permit certain small-scale retail, service and office uses on Residentially-zoned properties within Neighbourhoods city-wide, and to update home occupations permissions in all areas. The ZBLAs provide for a more extensive list of permitted uses on major streets and more limited permissions on streets in the interior of Neighbourhoods. Changes are also proposed to home occupations permissions in all areas. This is the final report for Phase Two of the Expanding Housing Options in Neighbourhoods (EHON) –Neighbourhood Retail and Services Study. The report also recommends approval of a monitoring approach. This study was undertaken with a combined team of staff from the City Planning and Development Review divisions.

Draft zoning by-law amendments were presented to the Planning and Housing Committee in May 2024 and have been the basis for public and stakeholder consultations from June to October 2024, as well as internal discussions with City divisions. The proposed amendments have been revised to reflect feedback from these consultations. Amendments with respect to commercial use permissions in the Residential Zone category are appended in Attachment 1. Amendments with respect to home occupation permissions are appended in Attachment 2.

Small scale retail, service and office uses historically played an important role in many Toronto Neighbourhoods. This includes corner stores in the old City of Toronto, and small plazas in Etobicoke, York, North York and Scarborough. These uses, however, were strictly limited by Official Plan Policies and Zoning By-law provisions established in the mid-20th century and then carried forward over time into the current Official Plan and City-wide Zoning By-law. As a result, many residents have never had these amenities close to their homes, and others have seen them decline over decades, as existing establishments closed, and new ones did not take their place.

Recent developments in the city have enhanced the opportunity and the necessity to create greater opportunities for these community amenities. These changes include the dramatic shift toward working from home, and the anticipated new homes in Neighbourhoods driven by the EHON initiatives including laneway suites, garden suites, multiplexes and, on major streets, townhouses and low-rise apartments, as well as permissions for multi-tenant housing and components of the Housing Action Plan. Neighbourhoods with more residents, who spend more time close to home, are places which need more amenities and can support those amenities with more potential customers, employees and business owners. The focus of the proposed changes are to provide a city-wide policy environment that is more supportive of local businesses and services, allowing the flexibility for different communities to evolve in their own ways. In the pre-war City, “ghost store” buildings that were previously commercial and have switched to residential could be converted back into retail stores. In the parts of the city built in the post-war period, areas which have lost their local plaza or grocery store could see new stores along major streets where they were not permitted in the past.

The proposed ZBLAs, Attachments 1 and 2 to this report, build upon Official Plan changes approved by Council in 2022, to further complete and connect communities. The proposed amendments present a balanced approach to permit these uses while minimizing adverse impacts on nearby residents by permitting them in a physical scale, and in locations, that are compatible with and integrated into Neighbourhoods.

The City is committed to prioritizing and continuously improving shelter safety for staff and clients. On April 30, 2024, the Economic and Community Development Committee adopted the Centre for Addiction and Mental Health (CAMH) Shelter Safety Study and directed Toronto Shelter and Support Services (TSSS) to report back on the development of a Shelter Safety Action Plan in consultation with people with lived experience and the Housing Rights Advisory Committee (2024.EC12.13). This report outlines the Shelter Safety Action Plan, which advances the recommendations from the CAMH Shelter Safety Study, and builds on the expertise and guidance from people with lived experience, shelter providers, health and mental health partners, and the Housing Rights Advisory Committee, and sets out an implementation roadmap to support staff and client safety in the shelter system. To continue supporting people experiencing homelessness and living in encampments, including people with complex health and mental health needs, the City requires ongoing commitment, investment, and collaboration with all orders of government, community organizations and sector partners.

TSSS continues to implement the City’s 10-year Homelessness Services Capital Infrastructure Strategy, which aims to make physical shelter infrastructure accessible, safer, and better aligned to respond to the diverse needs of shelter clients, staff, and the surrounding community. In response to 2024.EC9.4, City staff have been working to review and improve community safety efforts in and around shelter sites in collaboration with existing community safety services. This includes continued collaboration with Toronto Police Service, Business Improvement Areas, City Divisions, community organizations and institutions, partnership tables, and local networks. In addition, this report seeks City Council authority to amend competitive blanket contracts 47025287 and 47025624 for Community Safety Team Services that enhance safety in shelter for staff and clients, and support two Toronto Community Housing Corporation social housing buildings with a concentration of tenants with complex needs.

A report back is provided based on an evidence-informed needs assessment supported by Toronto Public Health to continue overdose prevention at large temporary shelter hotels. The City aims to maintain and expand lifesaving supports available in large shelter hotel sites, which may be particularly important considering proposed provincial legislation which, if passed, may lead to a significant decrease in the availability of overdose prevention services across the city.

With the ongoing arrival of refugee claimants to Toronto since September 2021, the City requires the support of all orders of government, community organizations, and sector partners. In follow up to the Council request (2024.EC11.7), this report seeks City Council authority to provide reimbursement to churches and community organizations, many Black-led, for eligible expenses incurred while providing temporary emergency shelter and support to hundreds of refugee claimants who arrived in Toronto in 2023. It also seeks City Council authority to amend and extend non-competitive blanket contract 47024284 with Canadian Red Cross Society to continue providing temporary lodging services for refugees until December 31, 2025. Refugees continue to arrive in Toronto and require services beyond what the purpose-built shelter system can currently provide, as Toronto Shelter and Support Services gradually transitions from temporary shelter hotel sites as part of its Homelessness Services Capital Infrastructure Strategy.

These continued efforts are important measures to support people experiencing homelessness in need of immediate support. The City is committed to long-term solutions to homelessness including affordable housing and supportive housing, which, with adequate income support, remain the most important factors to end homelessness and to build safe and secure communities for the people we serve and all residents of Toronto.

Toronto is facing two housing crises – one where there is a lack of deeply affordable and supportive homes for low-income, marginalized, and vulnerable residents, as well as those experiencing homelessness; and a more recent one in which rising housing costs have made it increasingly unaffordable for middle income earners, key workers and professionals to live in the city. To respond to this dual crises, City Council has pledged to meet the Provincial housing target of 285,000 housing starts in Toronto by 2031,

As Toronto residents continue to struggle with rising inflation and cost of living, it is becoming increasingly difficult even for middle income earners to access the ownership market, including women-led households and those from equity-deserving communities. As of the 2021 Census, home ownership rates for Indigenous and Black-led households were 50 percent lower than the general population, and historical inequities in homeownership levels within low-income, racialized, and other equity-deserving groups means these groups have not experienced the benefits that typically accompany home ownership.

This report recommends key changes to the Home Ownership Assistance Program (HOAP), which was first introduced in 2010, enhancing the City’s approach to supporting new non-profit ownership housing development and administration, at a time when new housing solutions are needed across the housing continuum.  HOAP currently provides down payment assistance loans through the deferral of development charges for eligible homeowners.

This report recommends key changes to the HOAP program that respond to Toronto’s current housing context, will expand its reach and impact, and other actions to advance affordable home ownership in line with City Council’s target of approving 4,000 affordable ownership homes by 2030:

• That HOAP eligibility be expanded to include a new “attainable” program tier, with eligible household incomes and home price limits above the “affordable” thresholds prescribed by the City’s Official Plan;

• That the HOAP incentives package be expanded to increase the City’s contributions to non-profit ownership housing, and extended to include private/non-profit development partnerships, and;

• That the City provide funding and land contributions where available and appropriate, particularly to support the New Deal modular attainable housing initiative currently underway with the Province of Ontario.

The proposed changes are coordinated with statutory exemptions and discounts to municipal growth funding tools introduced by the Province. Recent legislative changes through Bill 23, the More Homes Built Faster Act, and Bill 134, the Affordable Homes and Good Jobs Act, provide non-profit and affordable rental and ownership housing developers with a variety of statutory exemptions from key municipal fees (development charges, parks levies and community benefits charges). The Province has indicated it would make the City whole for the impacts of legislation changes impacting municipal growth funding tools, but this has not yet been confirmed or received. Through the recommendations of this report the updated HOAP incentives package will build on these statutory exemptions to further support non-profit attainable and affordable housing developments. It is also proposed that the incentive package be extended to non-profit partnerships with private developers, which are currently not eligible for the provincial non-profit exemptions.

In 2020, the City’s Auditor General reviewed the City’s affordable ownership housing programs and recommended the program be revised to strengthen administration and oversight, program design, and to better monitor program outcomes. Following the Auditor's recommendations, the Housing Secretariat engaged the consultants Beam Group and BGM Strategy Group to conduct an evaluation of the program and make recommendations for a program redesign and relaunch. The reports prepared by the consultants are provided as Attachments 4 and 5 and support the recommendations and content of this report. The consultants’ reports and the proposed updates to HOAP address the issues raised by the Auditor General.

In September 2023, Premier Doug Ford and Toronto Mayor Olivia Chow announced a Working Group of senior public servants from the Government of Ontario and the City of Toronto. The Working Group’s "Ontario-Toronto New Deal Working Group - Term Sheet" was approved by City Council in December 2023 and included a modular attainable housing initiative targeting the development of five sites with Provincial and City support. The recommendations outlined in this report will support future New Deal modular attainable housing developments through the proposed expansion of the HOAP incentives package, as well as funding and land contributions. This report also recommends including HOAP opportunities in appropriate CreateTO and Toronto Community Housing Corporation (TCHC) redevelopments, with suitable TCHC developments providing the opportunity for TCHC tenants to become homeowners.

The City of Toronto has provided financial support to low-to-moderate income families and individuals, in the form of down payment assistance loans, and/or for the construction of new affordable home ownership housing, through various Federal/ Provincial and City programs since 2007. Since the introduction of HOAP in 2010, the federal/provincial and City programs have provided some 1,370 down payment assistance loans to eligible households worth a combined $54.5 million.

The recommendations in this report will support the delivery of the City’s HousingTO 2020-2030 Plan and targets in partnership with the federal and provincial governments, and non-profit and private development sectors. Increasing the supply of new homes across the housing continuum will reduce pressure throughout the housing system, improve housing affordability for lower and middle-income households, and support the growth of complete communities.

Like many cities around the world, Toronto is experiencing the effects of climate change with more frequent and extended heat events taking place outside of seasonal norms. Excessive indoor temperatures are a particular concern for tenants living in leased residential premises without air conditioning, or other cooling equipment such as heat pumps, who are at higher risk of heat-related health impacts. These impacts are intensified in multi-unit residential buildings and broadly in built-up urban environments with limited greenspace.

The City regulates indoor temperatures in leased residential premises through Toronto Municipal Code Chapter 497, Heating and Chapter 629, Property Standards. In the short term, heat-related impacts on residents are being managed through existing City measures such as the Heat Relief Strategy and Heat Relief Network, and in the longer term through policy and program initiatives spanning several City Divisions to support building improvements and enhancing the climate resilience of Toronto's aging housing stock.

This report outlines the City’s preliminary actions to address excessive indoor temperatures and is the first in a phased reporting approach to address this complex policy challenge. Building on existing measures, this report responds to City Council direction (2023.MM7.8) and endorses establishing a maximum indoor temperature standard of 26°C to protect tenant health from excessive heat, with implementation considerations and next steps to be outlined in a Q4 2025 staff report. This phased approach will allow for comprehensive stakeholder engagement in 2025 and will be informed by technical findings from a C40 Cities project examining the issue in Toronto and other large North American cities.

This report also recommends amending Chapter 497, Heating and Chapter 629, Property Standards to adjust the dates when heating and cooling equipment must be turned on and off to proactively address indoor temperatures in the shoulder seasons (i.e. May/June, September/October). The changes are recommended to come into effect on April 30, 2025, prior to the 2025 heat season.

This report also includes an update on the status of relevant Council directives and outlines actions taken to enhance the City's data on indoor temperature. The recommendations are informed by an analysis of climate and service request data, a review of public health research, engagement with residents, property owners and subject matter experts and a review of municipal regulations and provincial legislation.

Staff are committed to addressing excessive indoor temperatures while balancing the City’s climate and housing objectives to transition to net-zero energy systems, ensure vital services are maintained, and limit potential impacts on rental housing availability and/or affordability.

This report was developed by Municipal Licensing and Standards, Toronto Public Health, and Environment and Climate with input from the Customer Experience Division, City Planning, Toronto Building, Toronto Emergency Management, Toronto Employment and Social Services, and the Housing Secretariat. 

On February 29th, 2024, Executive Committee adopted EX12.1 - Vehicle-for-Hire and Private Transportation Industries Update Request, requesting staff to analyze driver wages in the vehicle-for-hire industry, which includes taxicabs, limousines and private transportation companies.

A team of researchers specializing in research and analysis of the vehicle-for-hire industry in Toronto and internationally, consisting of Dr. Mischa Young from the Université de l’Ontario Français and Dr. Steven Farber and Dr. Mashrur Rahman from the University of Toronto, were retained to complete an assessment of the vehicle-for-hire industry to inform Council about the current state of driver wages. This academic study is supplemented by information about wages and incomes received during public consultations directly from drivers, companies and other stakeholders.

The researchers found that the median PTC driver gross earnings was $33.52 per hour in 2023 and $33.18 per hour in 2024 for every engaged hour of work, which includes the time between when a driver accepts a trip request and drops the passenger off. When accounting for all time spent logged onto a platform, including times where there is no passenger, the median driver gross earnings were $25.23 per hour in 2023 and $22.46 per hour in 2024.

The researchers also calculated driver expenses, including fuel, insurance, depreciation, maintenance, repairs, financing, fees and taxes and found that after expenses are accounted for, the median driver net earnings were $15.31 per hour in 2023 and $15.34 per hour in 2024 when accounting only for engaged time, and $7.94 per hour in 2023 and $5.97 per hour in 2024 when accounting for all time spent on the platform. Due to a lack of taxicab trip data provided to the City, the researchers were unable to conduct a similar data-driven study of taxicab and limousine driver wages.

Wages and employment standards are regulated by the Ontario government through legislation such as the Employment Standards Act and the Digital Platform Workers' Rights Act. This report summarizes this legislation and provides context about their applicability to drivers in the vehicle for hire industry.

City Council on July 24 and 25, 2024, referred Item CC20.3 to the Economic and Community Development Committee for consideration. 

Summary from the report (July 17, 2024) from the Ombudsman on Ombudsman Toronto Housing Unit Status Report 2024.

Pursuant to section 170(2) of the City of Toronto Act, 2006 (COTA), the purpose of this report is to provide City Council with a status report describing the activities of Ombudsman Toronto’s Housing Unit since its creation in July 2023. In less than a year, the Housing Unit has been fully staffed, developed its infrastructure, launched two investigations, provided consultations to City staff, and met with more than 170 people through their engagement work. Notably, the Housing Unit has also developed a framework that uses the concept of housing as a human right to guide their investigations, the first of its kind for an Ombudsman organization in Canada.

The purpose of this report is to provide City Council with the Auditor General’s 2025 Work Plan, which contains projects that are in progress or will begin in 2025, and many new projects on the horizon to commence in either late 2025 or 2026. These audit projects are identified through a City-wide risk and opportunities assessment process that is conducted every five years and updated annually for changes in emerging issues, priorities, and trends in allegations made to the Fraud and Waste Hotline. The Auditor General also considers the views and experience of City Councillors and City management. The Auditor General may amend the Annual Work Plan if new priorities arise.

This report also provides the 2025 Budget Highlights for information only, as the Audit Committee considers the Auditor General’s 2025 Work Plan. The Auditor General is requesting $8.651 million and this 2025 budget request will be presented directly to the Budget Committee at its meeting on January 15-17, 2025 for consideration. The Auditor General's budget request reflects resources needed to address her 2025 Work Plan.

The Auditor General would like to thank the Audit Committee and City Council for their continued support of this Accountability Office, and of the important work we do. We look forward to continuing to add value to the City, make a positive difference in the lives of Torontonians through improved outcomes from our report recommendations, while taking an approach that helps to build relationships with auditees and stakeholders in a respectful manner.

This report seeks authority for the City, as landlord, to enter into a nominal lease agreement (the "Land Lease") with Community Music Schools of Toronto (the "Tenant") in respect of a portion of the property at 1785 Finch Avenue West (the "Leased Premises"), to design, build, finance, and operate a new not-for-profit music school. The Leased Premises is a portion of the current parking surface, along with an unused loading dock area, of the site of Toronto Public Library's ("TPL") York Woods Branch ("York Woods Library").

With City Council endorsement and direction to explore the feasibility of building a music school next to York Woods Library, City staff now recommend advancing this site for the proposed new music school which will serve the Jane Finch community. The TPL Board supports the proposed Land Lease to the Tenant. Social Development, Finance, and Administration and Economic Development and Culture have advised on the community consultation process, by engaging with a third-party consultant and the Tenant. Additionally, the proposed development of the music school in the Jane Finch community aligns with Action 1.13 of the Jane Finch Community Development Plan (EC10.1); a short-term action aimed at ensuring artists and organizations have access to local spaces to practice, create, exhibit, and operate their organizations.

The Tenant is a charitable organization founded in 1999 with a mission to help Toronto youth access high-quality music education. The Tenant's music programs are geared towards students ages three to 18 and are heavily subsidized to provide families who would not usually have access to music education due to their financial situation. Students participating in the Tenant's music programs can access instruments, music education, mentorship, and performance opportunities in a safe, supportive, and creative environment.

Toronto continues to face an unprecedented housing affordability crisis across the housing continuum, with a lack of deeply affordable and supportive homes for those with low-incomes, and high rents affecting middle-income earners who aspire to live and work in the city.

In Fall 2023, City Council adopted two key reports related to housing delivery:

- Item EX9.3, which set the stage for the generational change to transform and strengthen Toronto’s housing system and expedite delivery of the HousingTO and Housing Action Plan targets.

- Item EX10.2, which aligned the mandates of CreateTO and Toronto Community Housing (TCHC) and directed these organizations to work with the City on the delivery of the City's housing plans and targets, including new and explicit language on expectations and scope for greater alignment.

This report outlines additional steps to advance the City’s role as a Public Developer and supporter of partner projects, by bringing a singular focus to City-led and supported housing development, and strengthening coordination between the City, CreateTO and TCHC to achieve the City's affordable rental housing goals. Specifically, the City will increase its capacity to lead housing development, by establishing a Housing Development Office, reporting to the Deputy City Manager, Development and Growth Services, that will focus exclusively on advancing and accelerating the delivery of housing on City-led and City-supported sites. The City targets having a leader in place to lead the Office by Q2 2025, following a formal, competitive recruitment process.

Through this new Office, the City will either lead projects directly or leverage TCHC and CreateTO on a project-by-project basis, based on each organization’s unique expertise and best practices. Staff are recommending updated direction to both organizations, followed by a negotiated Master Service Agreement with the City for each respectively. While work is underway to establish the new Housing Development Office, it is critical that housing projects continue to move forward under the current project leadership structure to ensure no delay in the delivery of housing.

The purpose of this report is to advise City Council on the feasibility of mandating Lateral Protective Devices (‘side guards’) on all commercial trucks operating within the City of Toronto, including retrofitting the City's fleet. Side guards are protective railings or bars mounted on the sides of large trucks between the axles to prevent individuals from being pulled under a truck’s wheels in the event of a collision.

Research from various sources based in the United Kingdom, Australia, and Netherlands indicate that side guards could reduce cyclist fatalities by approximately 62 percent, pedestrian fatalities by 20 percent, and serious injuries for cyclists by 6 percent. However, there are currently no federal or provincial requirements for vehicles to be fitted with side guards. As the federal government sets national vehicle safety standards, the City of Toronto does not have the jurisdiction or authority to mandate all commercial vehicles operating within the City of Toronto be equipped with side guards.

However, City Council, through Vision Zero 2.0, authorized the implementation of side guards and a comprehensive fleet safety and accountability program for all Solid Waste Management Services vehicles, both in-house and contracted. Currently, thirty (30) units in the City’s fleet are equipped with side guards.

The addition of side guards to Solid Waste Management Services vehicles builds upon new and existing design and technological initiatives aimed at supporting safety. Engineering design changes to advance safety include the use of cabover chassis designs to improve visibility and reduced blind spots, the colouring of heavy-duty vehicles yellow and blue to increase visibility, the provision of convex mirrors for all trucks to widen the driver's field of view, and 360-degree cameras. Additionally, testing technological advancements, such as collision-avoidance sensors, and active driver assist systems provide real-time warnings and enhance driver awareness. The majority of City vehicles are also equipped with telematics devices that provide vehicle intelligence data on driver behaviors to support education and promote greater accountability.

As of 2024, commercial vehicles procured by the Fleet Services have included side guards. Vehicles are expected to be delivered within 18 to 24 months following the placement of an order.

In alignment with the principles of Vision Zero and previous Council direction regarding Solid Waste Management Services vehicles, Fleet Services is recommending retrofitting suitable commercial City of Toronto fleet vehicles with side guards. Vehicles suitable for retrofitting will be assessed using a risk-based approach to prioritize vehicles that are most likely to cause the greatest harm to cyclists and pedestrians in the event of a collision. It is estimated that 219 of 500 heavy-duty vehicles that are suitable for side guards will be retrofitted between December 2024 and December 2025, with all vehicles retrofitted by December 2026.

Fleet Services will also share with relevant City Agencies and Corporations, the best practices learned from retrofitting side guards on City-owned commercial vehicles.

In addition, while Fleet Services does not currently require side guards for contracted services, Fleet Services will consult with relevant City Divisions and explore 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, and will report back to City Council in the third quarter of 2025.

Since Vision Zero was first adopted by the City in 2016, it has incrementally grown to provide extensive, proactive, systemic and directed initiatives, informed by data and targeted to ensure that serious injuries and fatalities are eliminated on Toronto’s streets. This report provides an update on the Vision Zero Road Safety Plan and outlines continued and new programs, initiatives, and countermeasures.

This report provides status updates and recommended improvements to various components of the Vision Zero Road Safety Plan in the following areas:

1. Trends in Serious Injuries and Fatalities: describing changes over time for each emphasis area of the Vision Zero Road Safety Plan as well as comparison to other leading jurisdictions;

2. Speed Management Initiatives: providing updates on various ongoing and upcoming programs and initiatives under the speed management strategy that help address the frequency and / or outcome of relevant collision scenarios, including recommendations for a number of Community Safety Zones;

3. Improving Crossings for Pedestrians: providing updates on measures to address pedestrian crossing protection and recommendations to improve visibility at Pedestrian Crossovers;

4. Improving Intersection Safety: providing updates on measures to address safety of all road users at intersections; and

5. Other Updates: describing other enforcement measures, progress on other complementary City initiatives and an update on the School Safety Zone program.

This report recommends enacting 20 new or extended Community Safety Zones to support installation of Automated Speed Enforcement cameras focused on improving safety for older adults as well as expanding one existing location in Ward 16 as requested by the local Councillor that staff have reviewed and support. This report also recommends revising stopping prohibitions around Pedestrian Crossovers to meet current Provincial guidance.

Since 2016, the Vision Zero annual budget and spend rate has increased incrementally reflecting the demand for improved road safety as well as the capacity to deliver. The 2025 proposed budget of $99.1 million - $31.7 million in capital and $67.4 million in operating - is the largest annual budget for the Plan since inception and further demonstrates the importance of this initiative and Transportation Services’ ability to deliver the varied aspects of the work.

On March 15, 2024, a Zoning By-law Amendment application was submitted to permit  the construction of three residential buildings having  44, 35 and 9 storeys in height on the eastern portion of the subject site while retaining the existing 12 storey apartment building on the western portion of the site. Building A and B will be connected with a podium ranging in height from 2 to 6 storeys. Building C will be a standalone mid-rise building ranging in height from 4 to 9 storeys. The proposed buildings will have a gross floor area of 75,251 square metres which combines with the existing building for a total gross floor area of 97,115 square metres and an overall floor space index of 5.16.

On October 9, 2024, the applicant appealed the Zoning By-law Amendment application to the Ontario Land Tribunal (the "OLT") due to  City Council not making a decision within the 90-day time frame established in the Planning Act.

This Report recommends that the City Solicitor with the appropriate City staff attend the OLT hearing in opposition to the application in its current form, and to continue discussions with the applicant to resolve outstanding issues.

As part of the 2023 Housing Action Plan, City Council adopted a New Regulatory Framework for Multi-Tenant Housing ("MTH") and recognized this form of rental housing stock as a critical component of affordable housing options. This program brought new incentives and other financial supports to assist property owners in obtaining a licence for this housing in all areas of the City.

In response to MM20.30 Multi-Tenant Housing Framework: Parks Levy Exemption and Framework Application, this report seeks Council authority to exempt dwelling rooms in a multi-tenant house from parkland dedication requirements in Article III of Toronto Municipal Code Chapter 415, being the Parkland By-law ("Article III"). This amendment aligns with Council's priority for the development of this housing type and other financial considerations provided by the City.

Following Council's recent adoption of MM22.10 Supporting Transitional Housing in Toronto - 3 Cadillac Avenue (Neshama Hospice) and site-specific parkland dedication exemption for the development of a non-profit hospice, this report also seeks approval to apply the exemption to non-profit hospices city-wide to reflect Council's support of this type of development.

Finally, this report introduces amendments to Article III to clarify the intent and improve the readability and the interpretation of (a) exemptions relating to additional residential dwelling units on a parcel of land as well as additional residential dwelling units in apartment buildings, and (b) the definition of Environmental Lands specifically relating to the protected features within protected areas as defined and identified by Chapter 658 of the Municipal Code, being the Ravine and Natural Feature Protection By-Law.  The proposed amendments will ensure consistent interpretation and application of Article III.

This report recommends the adoption by City Council of interim 2025 Solid Waste Management Services (SWMS) Rates and Fees as set out in this report. The adoption of these interim rates and fees is requested in advance of the 2025 Tax and Rate Supported Operating and Capital Budgets to establish these interim rates and fees and provide City staff with the necessary authority to implement them effective January 1, 2025.

City Council may amend the interim rates when the 2025 Tax and Rate Supported Operating and Capital Budget is approved, which is expected in February 2025.

This report recommends an interim 3.75 percent increase in SWMS rates and fees effective January 1, 2025. The recommended increase, shown in Table 1 below by customer grouping, will allow Solid Waste Management Services to maintain all current service levels and address future capital needs.

Table 1: Interim Solid Waste Management Services Rates and Fees effective January 1, 2025 

Customer Group

Interim Rate Increase

Comments

Multi-Residential

3.75%

Maintain service levels and fund Capital Program

Single Family and Residential Units    Above Commercial (RUAC)

3.75%

Maintain service levels and fund Capital Program

Bag Tags, Bin Purchase

3.75%

Maintain service levels and fund Capital Program

Commercial, Divisions, Agencies        and Corp., Schools

3.75%

Maintain service levels and fund Capital Program