| 139699 | REPORT | N | N | MAIN | ACTION | AMENDED | N | Enhancing Capital Construction Delivery | 2025.IE20.1 | Y | Y | Y | Y | <p>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.</p>
<p> </p>
<p>The Evolution of Canada’s Largest Municipal Capital Program</p>
<p>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.</p>
<p> </p>
<p>Essential Infrastructure Needs</p>
<p>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.</p>
<p> </p>
<p>Current Challenges</p>
<p>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.</p>
<p> </p>
<p>A Comprehensive, Integrated Strategy</p>
<p>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.</p>
<p> </p>
<p>1. Strategic Capital Coordination Office - First Annual Report</p>
<p style="padding-left: 30px;">- Focus: Foundational steps in program coordination</p>
<p style="padding-left: 30px;">- To be considered by the Infrastructure and Environment Committee on April 9, 2025</p>
<p> </p>
<p>2. Enhancing Capital Construction Delivery (this report)</p>
<p style="padding-left: 30px;">- Focus: Improving project execution to align with the growing delivery rate and increasing coordination complexity</p>
<p style="padding-left: 30px;">- To be considered by the Infrastructure and Environment Committee on April 9, 2025</p>
<p> </p>
<p>3. Review of Bid Award Panel</p>
<p style="padding-left: 30px;">- Focus: Modernizing procurement practices to better support evolving project delivery needs and industry capacity</p>
<p style="padding-left: 30px;">- To be considered by the General Government Committee on April 7, 2025.</p>
<p> </p>
<p>4. Congestion Management Update</p>
<p style="padding-left: 30px;">- Focus: Managing congestion, including mitigating the impacts of critical construction on mobility</p>
<p style="padding-left: 30px;">- To be considered by the Infrastructure and Environment Committee on April 9, 2025</p>
<p> </p>
<p>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.</p>
<p> </p>
<p>Towards More Efficient Capital Delivery</p>
<p>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.</p>
<p> </p>
<p>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.</p>
<p> </p>
<p>This marks the beginning of a structured transformation, delivering near-term improvements while laying the foundation for lasting, system-wide change.</p> | 20 | 1 | CMMTTEE | IE | All | N | 1745380800000 | … | Report | ACTION | Amended | Main | Committee | … | … | … | … | … | … | … | … | … | … | … | … | … | ACTION | true | Amended | … | … | … | … | — | — |
| 139717 | REPORT | N | N | MAIN | ACTION | AMENDED | N | Annual Strategic Capital Coordination Report | 2025.IE20.2 | Y | Y | Y | Y | <p>This first annual report of the Strategic Capital Coordination Office highlights the foundational work completed since its creation in April 2024 to strengthen how the City of Toronto coordinates infrastructure construction across multiple divisions, agencies, utilities, and private partners. As directed by City Council, this report provides a status update on Strategic Capital Coordination Office’s activities and a list of significant forecasted construction projects within the approved capital program.</p>
<p> </p>
<p>Year One Progress Highlights</p>
<p>Strategic Capital Coordination Office was established in response to Council’s direction to strengthen capital planning and coordination across City divisions, agencies, utilities, and private developers. The goal of the Strategic Capital Coordination Office is to reduce public disruption, improve project delivery, and support a more integrated, city-wide approach to managing Toronto’s right-of-way space.</p>
<p> </p>
<p>In its first year, Strategic Capital Coordination Office has laid the foundation for long-term improvements in how the City plans and delivers construction projects. While process improvements remain a central focus, some of the most impactful progress has come from building alignment and shared accountability among the many partners involved in delivering construction in the City’s right-of-way. Strategic Capital Coordination Office’s work demonstrates a shift from working in silos to working together to deliver infrastructure more efficiently.</p>
<p> </p>
<p>Key accomplishments include:</p>
<p> </p>
<p style="padding-left: 30px;">- Improved collaboration with utilities, the Toronto Transit Commission, and other stakeholders to identify and address issues before they impact construction schedules.</p>
<p> </p>
<p style="padding-left: 30px;">- Establishment of an enhanced governance structure to support timely decision-making and increased accountability, consolidating 19 existing coordination tables into five streamlined tables.</p>
<p> </p>
<p style="padding-left: 30px;">- Expansion of the capital coordination process to high-growth cluster areas.</p>
<p> </p>
<p style="padding-left: 30px;">- Better integration of in-year changes to construction programs.</p>
<p> </p>
<p style="padding-left: 30px;">- Implementation of process enhancements to support more efficient city-wide coordination of capital projects.</p>
<p> </p>
<p style="padding-left: 30px;">- Introduction of new performance metrics for continuous improvement.</p>
<p> </p>
<p>A Critical Time for Capital Coordination</p>
<p>This first Strategic Capital Coordination Office annual report comes at a critical time. The creation of Strategic Capital Coordination Office in 2024 responded to the growing complexity of Toronto’s construction environment. Over the past decade, the scale of City-led infrastructure programs has expanded significantly, accompanied by increased utility work, rapid private development, more transit projects, and increased congestion.</p>
<p> </p>
<p>To address these challenges, a four-pronged, systems-based strategy is being recommended that integrates capital coordination, project delivery, procurement, and congestion management into a unified framework. At the centre of this approach, the Strategic Capital Coordination Office plays a critical coordinating role in bringing together all parts of the system by providing a city-wide lens, structured governance, and consistent engagement with internal and external partners.</p>
<p> </p>
<p>Outlined in the following reports, this integrated strategy will be reviewed by the respective Committees, including Infrastructure and Environment Committee on April 9, and General Government Committee on April 7, and presented to City Council for consideration at its meeting on April 23-25, 2025.</p>
<p> </p>
<p>1. Strategic Capital Coordination Office (this report) (Infrastructure and Environment Committee)</p>
<p style="padding-left: 30px;">- Focus: Foundational steps to improve program coordination</p>
<p> </p>
<p>2. Enhancing Capital Construction Delivery (Infrastructure and Environment Committee)</p>
<p style="padding-left: 30px;">- Focus: Improving project execution to meet the pace and complexity of capital delivery</p>
<p> </p>
<p>3. Review of Bid Award Panel (General Government Committee)</p>
<p style="padding-left: 30px;">- Focus: Modernizing procurement to support evolving delivery models and industry capacity</p>
<p> </p>
<p>4. Congestion Management Update (Infrastructure and Environment Committee)</p>
<p style="padding-left: 30px;">- Focus: Reducing the mobility impacts of critical infrastructure construction</p>
<p> </p>
<p>The Ongoing Work of Capital Delivery Coordination</p>
<p>Coordinating capital construction in a growing and dynamic city like Toronto is inherently complex. It involves aligning a multitude of projects across City divisions, external agencies, utilities, private developers, and transit operators, each with their own priorities, timelines, and constraints. Projects must navigate limited space in the right-of-way, aging infrastructure, and a congested urban environment, all while minimizing disruption to the public.</p>
<p> </p>
<p>This complexity means that while there will be immediate benefits, many outcomes including improved reliability, reduced conflict, and greater efficiency, will require sustained effort and long-term commitment. The Strategic Capital Coordination Office’s focus on governance, stakeholder collaboration, performance measurement, and process improvement provide a strong foundation for continued progress.</p>
<p> </p>
<p>As the City continues to invest in critical infrastructure and respond to growth pressures, Strategic Capital Coordination Office’s role in coordinating construction activity is already contributing to more consistent and predictable city-wide capital program planning. The early accomplishments outlined in this report reflect measurable progress in reducing duplication, improving communication, and identifying potential conflicts earlier. Ongoing implementation of governance and process reforms, expansion of long-range planning in cluster areas, and continued collaboration with internal and external partners will help Strategic Capital Coordination Office fulfill its mandate and deliver meaningful results.</p> |
| 139741 | REPORT | N | N | MAIN | ACTION | AMENDED | N | Congestion Management Plan - 2025 Update | 2025.IE20.3 | Y | Y | Y | Y | <p>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.</p>
<p> </p>
<p>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.</p>
<p> </p>
<p>1. Strategic Capital Coordination Office - First Annual Report</p>
<p style="padding-left: 30px;">- Focus: Foundational steps in program coordination</p>
<p> </p>
<p>2. Enhancing Capital Construction Delivery</p>
<p style="padding-left: 30px;">- Focus: Improving project execution to align with the growing delivery rate and increasing coordination complexity</p>
<p> </p>
<p>3. Review of Bid Award Panel</p>
<p style="padding-left: 30px;">- Focus: Modernizing procurement practices to better support evolving project delivery needs and industry capacity</p>
<p> </p>
<p>4. Congestion Management Plan - 2025 Update (this report)</p>
<p style="padding-left: 30px;">- Focus: Managing congestion including mitigating the impacts of critical construction on mobility</p>
<p> </p>
<p>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.</p>
<p> </p>
<p>The following are the five (5) key congestion management measures being undertaken in 2025:</p>
<p> </p>
<p style="padding-left: 30px;">- Leveraging technology to move people as efficiently and as safe as possible</p>
<p> </p>
<p style="padding-left: 30px;">- Helping transit move faster and more reliably.</p>
<p> </p>
<p style="padding-left: 30px;">- Managing intersections with on-the-ground traffic management and enforcement support.</p>
<p> </p>
<p style="padding-left: 30px;">- Enhancing traffic management for major special events and adopting a travel demand strategy around major events.</p>
<p> </p>
<p style="padding-left: 30px;">- Active planning and coordination of City-wide construction projects in year.</p>
<p> </p>
<p>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.</p>
<p> </p>
<p>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.</p>
<p> </p>
<p>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.</p>
<p> </p>
<p>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.</p> |
| 139706 | REPORT | N | N | MAIN | ACTION | AMENDED | N | Request for Temporary Delegation to the General Manager, Transportation Services, to Approve Temporary Road Closures Up To and Including 365 Consecutive Days for Toronto Transit Commission Traction Power Upgrade Projects | 2025.IE20.4 | Y | Y | Y | Y | <p>The Toronto Transit Commission's Easier Access Phase Three project involves work to complete the construction of accessibility retrofits at Toronto Transit Commission subway stations, including elevators and associated architectural, structural, mechanical, and electrical modifications. As the Easier Access Phase Three program is nearing completion, the requirement for temporary road closures beyond thirty days, extending into 2026, have been identified for five stations, including King, Spadina, Museum, Old Mill, and Islington.</p>
<p> </p>
<p>The purpose of this report is to request delegated authority to the General Manager, Transportation Services, until December 31, 2032, inclusive, to temporarily close to vehicular traffic and pedestrian traffic any highway or portion of highway, with the exclusion of those highways listed in Section 937-4 of City of Toronto Municipal Code Chapter 937, Temporary Closing of Highways, up to 365 consecutive days, but ending no later than December 31, 2032, inclusive, as required for the purposes of the Toronto Transit Commission's Easier Access Phase Three and Traction Power Upgrade projects in order to meet both Accessibility for Ontarians with Disabilities Act requirements, and requirements to upgrade traction power infrastructure ahead of the major transit line expansions being executed by both Metrolinx and the Toronto Transit Commission.</p>
<p> </p>
<p>This report seeks authority to make associated amendments to Code Chapter 937 and City of Toronto Municipal Code Chapter 27, Council Procedures.</p>
<p> </p>
<p>Without the delegation of this authority, approximately 11 reports will be required seeking Council approval to grant road / lane closures lasting more than thirty days. The scope of these projects will require boulevard, sidewalk, road, and / or laneway closures associated with excavation, utility relocation, underground construction, and streetscape restoration that will extend beyond thirty days. Delegating this authority to the General Manager, Transportation Services, will significantly reduce the administrative burden on City of Toronto and Toronto Transit Commission project staff, enabling all parties to focus on working with the contractor, local ward councillors and the community to maximize the effectiveness of traffic management and construction scheduling, while minimizing the chance of project delay.</p> |
| 139707 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Transition of the Blue Box Program to Extended Producer Responsibility: Post-Transition Update | 2025.IE20.5 | Y | Y | Y | Y | <p>The purpose of this staff report is to provide City Council with an update on Solid Waste Management Services' preparation for the Post-Transition Phase (2026 and beyond) of the Blue Box Program's transition to Extended Producer Responsibility. Specifically, this report provides an overview of the following: the recommended utilization of the City's transfer stations post-2025; post-transition operational planning discussions with Circular Materials; public space recycling update, system optimization changes to maintain collection efficiency; and recent advocacy activities.</p>
<p> </p>
<p>In addition, as directed by City Council, this report provides an update on the communication plan to inform residents of service provision changes in advance of the Post-Transition Phase.</p> | 20 | 5 | CMMTTEE | IE | All | N | 1745380800000 | … | Report | ACTION | Adopted | Main | Committee | … | … |
| 139705 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Dufferin Organics Processing Facility Update and Contingency Processing Capacity | 2025.IE20.6 | Y | Y | Y | Y | <p>The City's Green Bin program helps to divert waste from landfill by collecting and</p>
<p>processing organics from approximately 460,000 single-family homes, and approximately half of apartment and condominium units, as well as small businesses, schools and City Divisions, Agencies and Corporations. The City of Toronto owns and operates two organic processing facilities: the Disco Road Organics Processing Facility and the Dufferin Organics Processing Facility. The Disco Road Organics Processing Facility is designed to process 75,000 tonnes of organics per year and the Dufferin Organics Processing Facility is designed to process 55,000 tonnes of organics per year, for a combined City-owned processing capacity of 130,000 tonnes per year. Solid Waste Management Services is currently collecting approximately 168,500 tonnes of organics annually and utilizing third-party processors to supplement the City's processing capacity.</p>
<p> </p>
<p>Late last year, the Dufferin Organics Processing Facility experienced various challenges which made it unable to process material. To assist with meeting processing capacity shortfalls, Solid Waste Management Services utilized existing third-party processors and non-competitive procurements.</p>
<p> </p>
<p>The purpose of this report is to provide an update on the Dufferin Organics Processing Facility and seek authority to secure additional external organics processing capacity and external haulage, on an as needed or contingency basis to ensure continuity of processing of Green Bin organics in the event of unexpected facility issues and throughout the Council-approved expansion of the Disco Road Organics Processing Facility and improvements to the Dufferin Organics Processing Facility.</p> | 20 | 6 | CMMTTEE |
| 139702 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Basement Flooding Protection Program Status Update | 2025.IE20.7 | Y | Y | Y | Y | <p>This report provides a status update on the Basement Flooding Protection Program, including the completion of studies and the ongoing and future implementation of Basement Flooding Protection Program infrastructure upgrades in alignment with the City's recent efforts to enhance capital construction delivery. It also recommends implementing a plan to accelerate project delivery.</p>
<p> </p>
<p>Since its inception in 2006, the Basement Flooding Protection Program has made substantial progress, successfully completing all 67 Basement Flooding studies across the city. These studies have identified nearly 1,200 recommended projects, valued at approximately $18 billion in construction costs, aimed at reducing urban flooding risks. Of those projects identified, approximately 650 were found to meet the program's cost per benefitting property threshold and are eligible to progress to design and construction. At the current rate of project delivery, these projects will take about 50 years to complete. To date, 167 projects have been constructed, reducing flood risk for an estimated 31,000 benefitting properties.</p>
<p> </p>
<p>With all studies now complete and following the storm events of the summer of 2024, Council requested an assessment of options to accelerate the construction of the remaining Basement Flooding Protection Program projects taking into consideration findings from Engineering and Construction Services’ review of capital delivery models for large complex municipal infrastructure programs and projects.</p>
<p> </p>
<p>The Basement Flooding Protection Program, delivered by Engineering and Construction Services, will align with the recommendations from the Enhancing the Capital Construction Delivery Process Initiative, a culmination of industry research, City-led analysis, and Council direction. This may include improvements to project execution through the Integrated Project Management Framework, enhancements to community engagement, refinement of procurement and vendor management, and the exploration of new delivery models and contracts. These measures will increase efficiency and accelerate the delivery of Basement Flooding Protection Program projects.</p>
<p> </p>
<p>Preliminary estimates suggest that if Toronto Water increased annual Basement Flooding Protection Program construction expenditures by $50 million, and the necessary resources and supports (such as procurement and contract management frameworks) were in place, the delivery rate could increase by 50 percent. This would benefit an additional 1,000 properties per year and reduce the schedule to complete Basement Flooding Protection Program projects within the cost per benefitting property threshold from 50 years to approximately 35 years.</p> |
| 139638 | REPORT | N | N | MAIN | ACTION | AMENDED | N | Safety Barriers Along the Leaside Bridge - Feasibility Study Update | 2025.IE20.8 | Y | Y | Y | Y | <p>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.</p>
<p> </p>
<p>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.</p>
<p> </p>
<p>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.</p>
<p> </p>
<p style="text-align: center;">HELP IS AVAILABLE</p>
<p style="text-align: center;">If you or someone you know is at risk of suicide, seek help right away. Support is</p>
<p style="text-align: center;">available from experienced professionals who are ready to listen and assist.</p>
<p> </p>
<p style="text-align: center;">In an emergency: Call 911 if you are in immediate danger, experiencing a crisis, or</p>
<p style="text-align: center;">need urgent medical assistance.</p>
<p style="text-align: center;">For suicide support: Call or text 9-8-8 for free, 24/7, and confidential support.</p>
<p style="text-align: center;">For other services: Call 211 to be connected to mental health and social services.</p>
<p style="text-align: center;">For more resources: Visit the <a title="https://www.toronto.ca/community-people/health-wellness-care/health-programs-advice/mental-health-resources/" href="https://www.toronto.ca/community-people/health-wellness-care/health-programs-advice/mental-health-resources/">City of Toronto’s Mental Health Resources</a> page.</p>
<p style="text-align: center;">You are not alone—help is just a call, text, or click away.</p> |
| 139740 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Toronto's Dog Off-Leash Strategy: A Citywide Approach to Dogs Off-Leash Areas | 2025.IE20.9 | Y | Y | Y | Y | <p>In response to Council direction (<a href="https://secure.toronto.ca/council/agenda-item.do?item=2023.IE6.8">2023.IE6.8</a>, <a href="https://secure.toronto.ca/council/agenda-item.do?item=2024.MM19.3">2023.MM19.3</a>), this report proposes an updated citywide Toronto Dog Off-Leash Strategy (“Strategy”) to serve as both a framework and decision-making tool to guide planning, locating, designing, building, maintaining, and upgrading off-leash areas, as well as promoting responsible dog ownership through education and enforcement and engaging residents including off-leash area users. In addition, the report proposes guidance for Commercial Dog Walker use of off-leash areas.</p>
<p> </p>
<p>Toronto is home to more than three million people, and it is estimated that Toronto may be home to 600,000 or more dogs. Currently the City of Toronto's off-leash area network includes 81 off-leash areas, distributed across 21 wards which vary widely in size, design, amenities, and age. An additional 13 off-leash areas are under development and are anticipated for delivery over the next two years, which will bring the total to 94 off-leash areas in 23 wards by 2027.</p>
<p> </p>
<p>Off-leash areas are an important part of Toronto’s park system and have become cherished community assets across the city. Off-leash areas are designated spaces where dogs can exercise, play, and socialize off-leash with other dogs. Off-leash areas enhance the well-being of dog owners by providing spaces for people to socialize with community members, spend time outdoors, and exercise.</p>
<p> </p>
<p>Toronto’s Dog Off-Leash Strategy (“Strategy”) represents the next chapter for off-leash areas as the City of Toronto works to improve the park experience for all visitors, including both dogs and people. The Strategy builds on the City's existing approach in place since 2010 for new off-leash area development and seeks to refine and update to reflect Toronto's growth that has seen more people and dogs living together in increasingly dense communities and sharing limited parkland with many competing demands. Toronto’s updated Strategy takes a citywide approach and is underpinned by the following goals:</p>
<p> </p>
<p>Goal 1: Plan Proactively. Implement a citywide and proactive approach to planning for new off-leash area development integrated with the Parks and Recreation Facilities Plan.</p>
<p> </p>
<p>Goal 2: Engage Community. Reinforce and strengthen the important role that residents including off-leash area users play in creating well-functioning and welcoming spaces across the off-leash area network.</p>
<p> </p>
<p>Goal 3: Design, Locate, and Build Quality off-leash areas. Locate and build off-leash areas to a high and consistent standard with consideration to adjacent land uses and the natural environment.</p>
<p> </p>
<p>Goal 4: Maintain - Keep Every off-leash area Clean and Well-Cared For. Maintain off-leash areas to a high and consistent standard.</p>
<p> </p>
<p>Goal 5: Improve - Sustain and Increase Value. Improve existing off-leash areas through ongoing state-of-good repair investments.</p>
<p> </p>
<p>Goal 6: Ensure Responsible Use of off-leash areas. Communicate and enforce simple and consistent rules of conduct at off-leash areas to support bylaw compliance through education and enforcement.</p>
<p> </p>
<p>Goal 7: Commercial Dog Walker Access. Support Commercial Dog Walker access to off-leash areas by implementing guidance at new off-leash areas.</p>
<p> </p>
<p>The review was informed by extensive public and off-leash area user engagement, a review of best practices from jurisdictions in Canada and internationally, as well as the City-wide Study for Existing City of Toronto Dogs Off-Leash Areas ("2021 Study"), which has guided a number City improvements to off-leash area design, operations and maintenance, and administration to date. The work was undertaken through a combination of staff efforts supported by the consulting services of thinc design, a Toronto-based landscape architecture and planning firm. In addition, an interdivisional staff team that included representatives from Environment, Climate and Forestry, Municipal Licensing and Standards, and six Parks and Recreation branches provided leadership and oversight on this review. Further City Planning, and Solid Waste Management Services were consulted and provided advice.</p>
<p> </p>
<p>This updated approach is supported by stakeholders who have encouraged the City to take a more proactive and comprehensive approach to off-leash area planning, design, maintenance, and stewardship, commensurate with off-leash area approaches in other major cities. If approved, the Strategy will replace the City's 2010 Off-leash Policy.</p>
<p> </p>
<p>Finally, this report, as requested by City Council, also explored the feasibility of an off-leash dog track or an off-leash area along the York Beltline Trail in response to <a href="https://secure.toronto.ca/council/agenda-item.do?item=2024.IE11.10">2024.IE11.10</a>. Staff have reviewed the location with the Ward Councillor with a view to serve as many people and dogs as possible. Discussions are ongoing. No further report back is anticipated at this time.</p> |
| 139742 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Update on Site Selection for Proposed Tennis Canada Donation | 2025.IE20.10 | Y | Y | Y | Y | <p>Tennis Canada has expressed interest in collaborating with the City of Toronto to enhance access to year-round tennis by contributing up to two million dollars towards the installation of community tennis bubble.</p>
<p> </p>
<p>This report responds to City Council’s direction (<a title="https://secure.toronto.ca/council/agenda-item.do?item=2024.MM18.21" href="https://secure.toronto.ca/council/agenda-item.do?item=2024.MM18.21">2024.MM18.21</a>) for Parks and Recreation to identify an appropriate site to advance the delivery of an accessible and affordable year-round tennis facility with Tennis Canada. This report identifies Centennial Park as the preferred site and provides an update to Council on next steps.</p> | 20 | 10 | CMMTTEE | IE | 2 - Etobicoke Centre | N | — | … | Report | ACTION | Adopted | Main | Committee | … | … | … |
| 139686 | LETTER | N | N | MAIN | ACTION | ADOPTED | N | Changing the Night of Garbage Collection for the West-End (Ossington/Queen West/College Promenade Areas) | 2025.IE20.11 | Y | Y | Y | Y | <p>As we approach the patio season, the busiest evenings for hospitality and retail services in the west-end areas of Ossington, Queen West, and College Promenade are Thursday through Saturday.</p>
<p> </p>
<p>Currently, garbage collection is scheduled for Thursday nights, which has been identified as a less-than-ideal time for both residents and businesses.</p>
<p> </p>
<p style="padding-left: 30px;">1. Impact on Dining Experience: The presence of garbage bins on Thursday nights negatively impacts the dining experience for patrons enjoying the vibrant nightlife and outdoor dining options.</p>
<p> </p>
<p style="padding-left: 30px;">2. Feedback from Community: Numerous residents and commercial businesses have expressed concerns that Thursday is not the best night for garbage collection.</p>
<p> </p>
<p style="padding-left: 30px;">3. Support for Night Economy: Adjusting the garbage collection schedule to an off-peak evening such as Monday or Tuesday would better support the thriving night economy by ensuring cleaner streets during peak business hours.</p>
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<p>By adjusting the garbage collection schedule, we can create a more pleasant environment for dining and shopping, thereby supporting the local economy and improving the quality of life for residents and visitors alike.</p> | 20 | 11 | CMMTTEE | IE | 4 - Parkdale - High Park, 9 - Davenport, 10 - Spadina - Fort York | N | 1745380800000 |
| 139703 | LETTER | N | N | MAIN | ACTION | AMENDED | N | Breathing Easier During Construction | 2025.IE20.12 | Y | Y | Y | Y | <p>Provincial legislation permits Toronto Public Health to undertake enforcement against dust that causes a health hazard. Toronto Building is responsible for nuisance dust, or dust that is not considered a health hazard. When construction or demolition blankets neighbourhoods with nuisance dust, Toronto Building’s strongest means of recourse is currently to give developers a stern request to implement dust control measures. As many of my constituents affected by recent construction and demolition will attest, that is unacceptable. Nuisance causes shortness of breath, eye irritation, and, especially for asthmatic residents, potentially life-threatening long-term respiratory issues. Moreover, it inconveniences property owners with increased cleaning and filter replacement costs.</p>
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<p>This motion seeks to explore giving the Chief Building Officer stronger enforcement powers against property owners who flout their responsibility to the community by failing to implement adequate dust control measures. Potential enforcement options include revoking demolition or building permits or imposing penalties under the existing Dust By-law, which currently does not apply to multi-residential construction or demolition.</p>
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<p>Some amount of dust from construction or demolition is inevitable, and my motion recognizes this by preserving the existing exception in the Dust By-law for owners that implement dust control measures. Yet it is clear from the images sent to me by constituents of cars and homes being covered in dust and stories of asthmatic residents struggling to breathe that property owners, and the City, must do better.</p> | 20 | 12 | CMMTTEE | IE |