| 143430 | LETTER | N | N | MAIN | ACTION | AMENDED | N | Impacts of Provincial Legislation that Weakens Rental Protections | 2025.EX27.1 | Y | Y | Y | Y | <p>I was among the many Torontonians shocked to learn the Province of Ontario was contemplating ways to change or end “security of tenure.” While I am relieved that the Province has withdrawn plans to consult on this cut to renters’ rights, Bill 60 is still very concerning.</p>
<p> </p>
<p>Fifty percent of Torontonians rent their homes. They have the right to feel secure, without fear of baseless evictions or needlessly paying more of their hard-earned income towards rent.</p>
<p> </p>
<p>Some have claimed that the changes in Bill 60 will incentivize developers to build, however our experience at the City shows us that making it easier to evict renters is not what builds housing. Our successful Rental Housing Supply Program is waiving development charges for projects that build new rental supply and include affordable units. Through this program, Toronto is building 8,177 new homes in 15 developments. This program and other City-led and City-supported projects accounted for 65 percent of all housing starts in Toronto this year and we are on track to build 25,000 homes this year and next. If the Province wants to build more rental housing, they should join us and make it more affordable to build homes.</p>
<p> </p>
<p>As Mayor, I have bolstered programs that protect renters, such as the Rent Bank, Eviction Prevention in the Community, and the Tenant Support Program (formerly the Tenant Defence Fund). We established a Renovictions Bylaw to prevent illegal evictions and hired more RentSafeTO inspectors so housing units are maintained in a state of good repair. We have expanded funding to help non-profits purchase buildings (MURA) so rent can be stable and kept affordable forever. </p>
<p> </p>
<p>Sadly, our progress to empower and protect renters is at risk due to the Province of Ontario’s new legislation. Bill 60 proposes changes to the Residential Tenancies Act that would make it easier to evict renters, and cut the financial compensation renters get when they are evicted. If passed, Bill 60 would:</p>
<p> </p>
<p style="padding-left: 30px;">-Block renters from introducing any new evidence and issues to support their cases at Landlord Tenant Board hearings.</p>
<p style="padding-left: 30px;">-Deny renters the ability to challenge “voluntary evictions” when they have been pressured or misled into signing an N11.</p>
<p style="padding-left: 30px;">-Cut in half the time available for renters to appeal unfair decisions at the Landlord Tenant Board to just 15 days.</p>
<p style="padding-left: 30px;">-Eliminate the requirement for landlords to provide 1 month’s rent as compensation to renters when being evicted for “personal use” through an N12. Often, renters rely on this compensation to help them move or find a new home.</p>
<p style="padding-left: 30px;">-Make it easier for landlords to evict renters by cutting notice periods in half, cutting the options for requesting an eviction be postponed, and hiring more enforcement officers to forcibly remove renters from their homes.</p>
<p> </p>
<p>These proposed changes will make hardworking families less able to defend themselves against large real estate investors. Many of which are known to buy affordable rental housing and then find ways to raise the rent or remove tenants.</p>
<p> </p>
<p>Tenant rights must be protected. Millions of people who rent their homes now, and the next generation looking for a place to live, need the same long-term security in their homes as everyone else. Instead of cutting renters’ rights, the province should restore rent control on homes built after 2018, invest in more resources at the Landlord Tenant Board so cases are heard more quickly, and invest in incentives for new purpose-built rental construction.</p> | 27 | 1 | CMMTTEE | EX | All | N | 1762923600000 | … | Letter | ACTION | Amended | Main | Committee | … | … | … | … | … | … | … | … | … | … | … | … | … | ACTION | true | Amended | … | … | … | … | — | — | — | — |
| 143617 | REPORT | N | N | SUPPL | ACTION | AMENDED | N | 2025 Winter Maintenance Program Review Update | 2025.EX27.2 | Y | Y | Y | Y | <p>In response to challenges experienced with winter maintenance operations during the February 2025 major snow events, City Council directed the City Manager to review the City’s Winter Maintenance Program, identify opportunities for improvement, and undertake a forensic audit of the procurement for the existing winter maintenance contracts. Municipal VU Consulting Inc. (MVU) was engaged to conduct the winter maintenance program review, and the Internal Audit Division was tasked with the procurement review. The interim results of both reviews were reported to City Council at its July 23 and 24, 2025 meeting, where Council directed the City Manager to continue working with MVU to develop a Major Snow Event Response Plan with a city-wide all hands on deck emergency approach, refine other opportunities for improvement, and to engage a third party to conduct a forensic audit on the winter maintenance procurement given the fraud risk identified by the Internal Audit Division.</p>
<p> </p>
<p><span style="font-size: 12pt; font-family: 'times new roman', times; color: black;">MVU’s <a href="https://www.toronto.ca/legdocs/mmis/2025/ex/bgrd/backgroundfile-257347.pdf"><em>2025 Winter Storm Response and Winter Maintenance Program Review</em></a> </span>identified 32 opportunities for improvement, which have since been refined into 11 recommendations for immediate, mid-term and long-term implementation. This report provides an update on new and enhanced initiatives planned for the 2025-2026 winter season, highlighting several actions that align with or support elements of MVU’s 11 recommendations – such as the removal of 311 service request hold periods, surge planning, and development of a Major Snow Event Response Plan – as well as updates on the status of nine outstanding Auditor General recommendations that had not been fully implemented and three new Auditor General recommendations from June 2025.</p>
<p> </p>
<p>Development of the Major Snow Event Response Plan will be finalized following the completion of the tabletop testing which will be scheduled shortly, with the following key components to strengthen the City’s winter resilience:</p>
<p> </p>
<p>- A scalable, city-wide response with escalation triggers, mapped routes, and clearly defined roles.</p>
<p>- Activation of the Emergency Operations Centre for a coordinated city-wide response with an embedded communications plan.</p>
<p>- Snow removal using a combination of contracted, in-house, and surge resources, including enhanced parking enforcement and towing support.</p>
<p>- Designating additional road segments as snow routes, as recommended in this report, and improving signage.</p>
<p> </p>
<p>Staff have begun implementing a range of initiatives to strengthen winter maintenance operations for the 2025-2026 and future winter seasons, including:</p>
<p> </p>
<p>- Eliminating the temporary hold period on 311 winter service requests.</p>
<p>- Strengthening quality monitoring and reporting to better monitor contractor performance.</p>
<p>- Improved in-house fleet readiness by procuring additional equipment, testing alternative models of sidewalk clearing equipment, expanding technician availability with mobile responsiveness in the field, and providing additional staff training for major snow events.</p>
<p>- Enhancing proactive snow removal to better manage snow at high-priority locations with limited storage capacity.</p>
<p>- Establishing a year-round Winter Services Unit to focus on operational preparedness, contract management, and continuous improvement.</p>
<p>- Improving the City’s winter communications strategy for both typical and extreme weather events.</p>
<p> </p>
<p>MVU developed and analyzed snow removal contract models, which have estimated annual costs of up to $130 million. Given Toronto’s climate – where major snowstorms of sufficient scale to trigger full removal operations do not occur every winter – this report does not recommend engaging in specific snow removal models due to the cost. Instead, when snow removal is required in the remaining years of the existing winter maintenance contracts, the City will utilize existing resources (contracted and in-house) with improvements in place that strengthen performance and operational readiness in combination with surge resources. Up to an additional 200 support staff and 75 pieces of equipment (e.g., dump trucks, loaders, skid steers) from across City divisions is available to be redeployed to assist with a major snow event response. It is expected that incremental program improvements will be realized each year going forward. During the remaining contract years, lessons learned will inform the development of the future winter maintenance contracts. The implementation of previous and new Auditor General recommendations is ongoing, with a focus on contract oversight, operational preparedness, procedure updates, and performance monitoring. Enhanced field audits and data-driven tools will help identify potential service issues and verify equipment use, supporting consistent, accountable, and continuously improving winter maintenance operations.</p>
<p> </p>
<p>The externally led forensic audit of the winter maintenance procurement and award process has progressed significantly, with the final report expected at the December 2025 meeting of City Council. The findings of this audit will also inform the procurement of future winter maintenance contracts.</p> |
| 143428 | REPORT | N | N | MAIN | ACTION | NO_ACTN | N | 2025 Winter Maintenance Program Review Update | 2025.EX27.2a | Y | Y | Y | Y | <p>The purpose of this report is to advise that the City Manager will be submitting a report that provides an update on the winter maintenance program review to Executive Committee for its meeting on November 4, 2025.</p> | 27 | 2 | CMMTTEE | EX | All | N | 1762923600000 | … | Report | ACTION | No Action | Main | Committee | … | … | … | … | … | … | … | … | … | … |
| 143442 | REPORT | N | N | MAIN | ACTION | AMENDED | N | Metrolinx Ontario Line - Cosburn Station, Bain Emergency Exit Building and Gerrard Portal - Temporary Road Closures and Transportation Impacts | 2025.EX27.3 | Y | Y | Y | Y | <p>This report provides an overview of Metrolinx's planned construction activities for the Cosburn Station, Bain Emergency Exit Building (EEB), and Gerrard Portal sites, forming part of the northern tunnelled segment of the Ontario Line. The report outlines the key construction phases, expected timelines, and associated temporary lane closures, turn restrictions, pedestrian and cycling impacts, and parking adjustments required to safely facilitate these works.</p>
<p> </p>
<p>The report seeks City Council approval for the temporary long-term lane closures and associated temporary traffic by-law amendments necessary to accommodate construction staging, maintain public safety, and support delivery of these critical Ontario Line facilities. The report also identifies mitigation measures to manage transportation impacts and maintain safe and reliable access for pedestrians, cyclists, transit users, motorists, and emergency services throughout the construction period.</p> | 27 | 3 | CMMTTEE | EX | 14 - Toronto - Danforth | N | 1762923600000 | … | Report | ACTION | Amended | Main |
| 143446 | REPORT | N | N | MAIN | ACTION | AMENDED | N | St. Clair-Old Weston Station and 2025 GO Expansion Program Updates | 2025.EX27.4 | Y | Y | Y | Y | <p>This report provides updates and seeks authorities regarding three heavy rail transit projects in Toronto.</p>
<p> </p>
<p><em>St. Clair-Old Weston Station – Proposed Change from GO to Union-Pearson Express</em></p>
<p> </p>
<p>In December 2024, through CC24.3, City Council confirmed delivery of three prioritized stations under the SmartTrack Program, namely, East Harbour, Bloor-Lansdowne, and St. Clair-Old Weston (SCOW). Metrolinx has recently proposed a service change whereby the SCOW Station would be serviced by the Union-Pearson Express (UPE) trains on the UPE line instead of GO trains on the adjacent Kitchener line. Metrolinx has indicated that this service change is required to maintain the 15-minute (or better) service frequency commitment made by Metrolinx for the SmartTrack Program, which can no longer be maintained by GO service.</p>
<p> </p>
<p>The Province has confirmed that all capital costs associated with the proposed change from GO to UPE service will be fully covered by the Province under their GO Expansion Program (GOE Program). As such, this report seeks Council’s approval to have the SCOW Station be serviced by the UPE Line. Attachment 1 to this report provides an update on the status of the design and construction of the three prioritized SmartTrack stations.</p>
<p> </p>
<p><em>GO Expansion Program Update</em></p>
<p> </p>
<p>This report provides an update on the GOE Program and responds to Council direction from EX18.8 and MM7.14. This includes actions taken by the City and Metrolinx due to the flooding along the Barrie rail corridor and provides updates on the Antler Street and Lappin Avenue pedestrian and cycling connection. This report also seeks authority for the City to enter into:</p>
<p> </p>
<p style="padding-left: 30px;">- Bridge agreements with Metrolinx for the widening of the Jarvis Street and Sherbourne Street rail bridges with Metrolinx fully funding this work; and</p>
<p style="padding-left: 30px;"> </p>
<p style="padding-left: 30px;">- Delivery agreements with Metrolinx for tree planting and restoration work for their GO Expansion and Subway programs, where Metrolinx will fully fund the planting and maintenance of vegetation by the City, on City-managed property.</p>
<p> </p>
<p><em>Alto High-Speed Rail</em></p>
<p> </p>
<p>Alto, the federal government’s delivery agent for the Toronto-Quebec City High-Speed Rail Network, has requested that the City sign a confidentiality agreement to enable the exchange of data and sensitive information about the project. This report seeks authority for the Deputy City Manager, Infrastructure Services, or their designate, to negotiate and execute a confidentiality agreement with Alto.</p> |
| 143450 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Progress Report on the Toronto Ferry Service | 2025.EX27.5 | Y | Y | Y | Y | <p>The purpose of this report is to provide City Council with an update on key directives pertaining to the Toronto Ferry Service, including the implementation status of recommendations arising from the operational review, progress on the fabrication and delivery of the new electric vessels and actions to improve the customer experience at Jack Layton Ferry Terminal.</p>
<p> </p>
<p>In October 2024, City Council directed staff to conduct a review of the Toronto Ferry Service. Staff provided the findings of the review in a report to City Council in March 2025, including recommendations to strengthen fleet maintenance, asset management, safety oversight, and workforce planning. The review also included guiding principles for organizational alignment, which informed staff’s decision to reposition the ferry operation within the Fleet Services Division. Parks & Recreation and Fleet Services continue to collaborate to prepare for this transition, which will take place on November 1, 2025, ensuring continuity of service, knowledge transfer, and effective change management.</p>
<p> </p>
<p>The fabrication of the City’s two new electric vessels is underway, with the first ferry scheduled for delivery in Q4 2026 and the second in Q2 2027. Extensive coordination of shoreside infrastructure, vessel commissioning, federal (Transport Canada) regulatory certification, and crew training is being carefully sequenced to prepare the ferries for passenger service. The project remains on track, within budget, and positioned to enable the future evolution of Toronto’s ferry service.</p>
<p> </p>
<p>The City’s ferry ticketing system has reliably supported operations for over a decade and will remain in use under the current contract through 2030. Currently, staff are analyzing options to modernize the system while maintaining a strong focus on improving the overall customer experience at the terminal.</p> | 27 |
| 143454 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Reimagining Weston Lions Arena through a Nominal Lease with MLSE LaunchPad | 2025.EX27.6 | Y | Y | Y | Y | <p>This report provides an update in response to Council direction<span style="font-size: 12pt; font-family: 'times new roman', times;"> (<a href="https://secure.toronto.ca/council/agenda-item.do?item=2025.MM29.9">2025.MM29.9</a>) </span>for staff to engage with Maple Leaf Sports and Entertainment (MLSE) Foundation, the Ward Councillor, stakeholders and local residents to explore the feasibility of revitalizing and reimagining the Weston Lions Arena.</p>
<p> </p>
<p>The Weston Lions Arena is a City-owned facility managed by the Weston Lions Club under a nominal lease since 1970. As directed, City staff in Parks and Recreation and Corporate Real Estate Management, in consultation with staff in Social Development, worked collaboratively with the local Councillor’s office and MLSE Foundation to explore the feasibility of reimagining the Arena. Specifically:</p>
<p> </p>
<p style="padding-left: 30px;">- Staff reviewed the City’s current community programming available in the Weston area and how this could be significantly enhanced through free, high-quality youth recreation, mentorship, and employment development opportunities that MLSE LaunchPad's "Sport for Development" program could bring by integrating sport, life skills and academic supports.</p>
<p style="padding-left: 30px;"> </p>
<p style="padding-left: 30px;">- Staff compared the long-term capital and operating financial implications of maintaining the Weston Lions Arena in its current state versus partnering with MLSE LaunchPad. This included consideration of ongoing operational costs, community benefit return, and long-term sustainability through a nominal lease arrangement.</p>
<p style="padding-left: 30px;"> </p>
<p style="padding-left: 30px;">- Staff examined ways to minimize disruption for existing ice users and evaluated the feasibility of relocating current programs to nearby arenas. Parallel analysis explored whether the proposed change, including the potential loss of one ice pad, would negatively impact overall access to ice within the Etobicoke York District. This will be addressed further through the forthcoming Ice Facilities Strategy under the Parks and Recreation Facilities Plan.</p>
<p style="padding-left: 30px;"> </p>
<p style="padding-left: 30px;">- Consistent with Council direction under MM29.9, staff collaborated with the local Councillor and MLSE LaunchPad in development of a comprehensive, iterative community engagement plan to explore feasibility and assess support for the proposal.</p>
<p style="padding-left: 30px;"> </p>
<p style="padding-left: 30px;">- Supported by City staff, the local Councillor and MLSE LaunchPad co-led a first phase of community engagement in August and September 2025. Through online surveys and in-person consultations, local residents and youth consistently expressed support for transforming the arena into a community hub focused on youth development and inclusion.</p>
<p> </p>
<p>Revitalization through the MLSE Foundation would result in an estimated $25 million investment by MLSE, with potential to deliver major repairs and capital improvements to the existing facility. As part of this investment, the facility's seasonal ice pad would be removed and a new, year-round multi-sport facility would be created through MLSE's LaunchPad model.</p>
<p> </p>
<p>Through implementation of the LaunchPad service model, the proposal is anticipated to advance positive community outcomes, City-wide funding priorities, and strategic objectives, including enhanced access to free, accessible programming in sport and recreation, life skills development, and academic support for children and youth facing barriers to participation. These will be delivered with no capital financial impact to the City at this location, and operating impacts of relocating existing ice users to other locations will be absorbed in annual operating budgets and off-set by new permit fees being paid to the City for use of ice.</p>
<p> </p>
<p>This report provides the findings of the engagement to date, which confirm feasibility of the proposal and indicate broad community interest and support in the potential redevelopment and service model. Based on these findings, staff recommend that City Council authorize staff to negotiate a long-term, nominal lease with MLSE LaunchPad to operate the Weston Lions Arena and direct staff to continue working with MLSE LaunchPad, the local Councillor, and community stakeholders on the arena’s redevelopment, including consultation on its future design and programming</p> |
| 143447 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Arena Boards of Management Settlement of Operating Results for the Year Ended 2023; and 2022 Specifically for Ted Reeve Arena | 2025.EX27.7 | Y | Y | Y | Y | <p>On an annual basis, the City of Toronto receives the audited financial statements from eight Arena Boards of Management (Arenas). The audited financial statements assist the City to determine whether additional operating subsidy payments need to be provided to or clawed back from the Arenas to settle their operating deficits or surpluses. City staff report annually on the Arenas' operating surpluses and deficits once the respective Boards financial statements have been audited and approved by Council. The audited financial statements are based on the Public Sector Accounting Board (PSAB) requirements for government not-for-profit entities while the operating deficits or surpluses align with the modified cash basis of accounting.</p>
<p> </p>
<p>This report recommends the settlement of eight of the Arenas' operating surpluses and deficits for 2023 based on their audited financial statements for the year ended December 31, 2023, with operating surpluses payable to the City and operating deficits funded by the City upon Council’s approval.</p>
<p> </p>
<p>This report also recommends the settlement of Ted Reeve Arena's restated operating surplus based on reissued audited financial statements for the year ended December 31, 2022, with operating surplus payable to the City upon Council's approval. Subsequent to the Arena Boards settlement for the year ended 2022, a misstatement was identified in the 2022 financial statements for Ted Reeve Arena and the financial statements were reissued, which impacted the 2022 operating surplus calculation.</p> | 27 | 7 | CMMTTEE | EX |
| 143426 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Property Taxes: 2026 Interim Levy By-Law | 2025.EX27.8 | Y | Y | Y | Y | <p>This report requests Council authority to adopt the necessary by-law to levy interim property taxes for all property classes for 2026 and to prescribe applicable interim bill payment due dates. The 2026 interim levy will raise approximately $3.053 billion for City purposes and will provide for the cash requirements of the City until such time as the 2026 Operating Budget and 2026 final property tax levy are approved by Council.</p> | 27 | 8 | CMMTTEE | EX | All | N | 1762923600000 | … | Report | ACTION | Adopted | Main | Committee | … | … | … | … | … | … | … |
| 143425 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | 2025 Chief Information Security Officer's Report on Agencies and Corporations | 2025.EX27.9 | Y | Y | Y | Y | <p>In May 2024, City Council directed the Chief Information Security Officer, through item <a href="https://secure.toronto.ca/council/agenda-item.do?item=2024.ex14.3">2024.EX14.3</a>, to extend its mandate to include oversight of City agencies and corporations and to report annually in October to the Executive Committee on their responses and compliance rates.</p>
<p> </p>
<p>Overall, nearly all City agencies and corporations have executed agreements with the Office of the Chief Information Security Officer and a core suite of cyber security services, including continuous cyber monitoring, has been deployed. Additionally, the Chief Information Security Officer has increased strategic collaboration with leadership teams from each agency and corporation through the Executive Cyber Risk Management Group, further enhancing policy development, program enhancement, and threat response across the cyber landscape. These combined efforts have led to a 37% improvement in overall cyber resilience since last reported to City Council in November 2024.</p>
<p> </p>
<p>This report provides information about the progress that the Chief Information Security Officer has made in operationalizing and sustaining the directions of City Council in <a href="https://secure.toronto.ca/council/agenda-item.do?item=2024.ex14.3">2024.EX14.3</a>.</p> | 27 | 9 | CMMTTEE | EX | All | N | 1762923600000 | … |
| 143382 | LETTER | N | N | MAIN | ACTION | ADOPTED | N | FIFA World Cup 2026 Toronto: Legacy Update | 2025.EX27.10 | Y | Y | Y | Y | <p>At its meeting on October 14, 2025, the FIFA World Cup 2026 Subcommittee considered Item <a href="https://secure.toronto.ca/council/agenda-item.do?item=2025.FWC7.2">FWC7.2 </a>and made recommendations to City Council.</p>
<p> </p>
<p> </p>
<p>Summary from the report (October 9, 2025) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat</p>
<p><br />The FIFA World Cup 2026™ (FWC26) represents an unprecedented opportunity for the City of Toronto to showcase its global reputation as a diverse, inclusive, and vibrant city.</p>
<p><br />This report provides an update specific to legacy initiatives and reflects the City's commitment to ensuring that the benefits of hosting the FWC26 are felt widely across communities, support local economic growth, enhance civic engagement, and strengthen Toronto's position as a world-class destination for major international events. This report seeks Council approval for in-year budget adjustments to advance initiatives in 2025. Development and review of FWC26 legacy initiatives is ongoing and subsequent initiatives will be brought forward in future reports.</p>
<p><br />This report is a coordinated response, providing updates and addressing directives from City Council, led by the FIFA World Cup 2026 (FWC26) Toronto Secretariat, in collaboration with various Divisions including Parks and Recreation, Toronto Water, Social Development, Economic Development and Culture, Environment, Climate and Forestry, Purchasing and Materials Management, People and Equity, and Corporate Real Estate Management.</p>
<p><br />Legacy elements are central to the planning of the FWC26 in Toronto. The infrastructure projects at both Toronto Stadium and Centennial Park represent the largest legacy investments that will benefit Torontonians long after the tournament ends. This report specifically focuses on five legacy themes and the first phase of work being done by the Program Advisory Bodies. Engagement of community leaders and organizations has been essential to this work and ensures that equity, economic inclusion, and community vibrancy remain at the core of preparations and legacy planning for 2026 and beyond.</p>
<p><br />An update specific to Community Benefits and Social Procurement was provided in the report to the FWC26 Subcommittee in<a href="https://secure.toronto.ca/council/#/committees/2904/26950"> September 2025</a>.</p> |
| 143367 | LETTER | N | Y | MAIN | ACTION | ADOPTED | N | FIFA World Cup 2026 Toronto: Procurement Plan Update | 2025.EX27.11 | Y | Y | Y | Y | <p>At its meeting on October 14, 2025, the FIFA World Cup 2026 Subcommittee considered Item <a href="https://secure.toronto.ca/council/#/committees/2904/26969">FWC7.1</a> and made recommendations to City Council.</p>
<p> </p>
<p>Summary from the report (October 9, 2025) from the Executive Director, FIFA World Cup 2026, Toronto Secretariat</p>
<p> </p>
<p>This report provides an update to the procurement plan associated with the planning and execution of the FIFA World Cup 2026 (FWC26) in Toronto. Updates include the award of contracts to date and requests to negotiate and award on items captured in a confidential attachment. </p>
<p> </p>
<p>This report puts forward recommendations to the procurement plan related to both capital and operational services previously approved by City Council on May 21 and 22, 2025 (<a href="https://secure.toronto.ca/council/agenda-item.do?item=2025.EX23.16">EX23.16</a>) as well as updates the procurement award authority thresholds, in accordance with the revisions to Chapter 195 approved by City Council on April 23 and 24, 2025 (<a href="https://secure.toronto.ca/council/agenda-item.do?item=2025.GG20.10">GG20.10</a>).</p>
<p> </p>
<p>Procurements undertaken in accordance with the procurement plan in Confidential Attachment 1 will be made public on an individual basis in accordance with the processes for approval at the earliest opportunity that ensures and maintains the competitiveness of the procurement process, which may be at the time of award or following the closing of the procurement transactions.</p> | 27 | 11 | CMMTTEE | EX | All |
| 142943 | LETTER | N | Y | MAIN | ACTION | ADOPTED | N | Agreement for the Provision of Electrical and Mechanical Show Services for Events and Exhibitor Administrative Services at Exhibition Place | 2025.EX27.12 | Y | Y | Y | Y | <p>At its meeting on September 22, 2025, the Board of Governors of Exhibition Place considered Item <a href="https://secure.toronto.ca/council/agenda-item.do?item=2025.EP18.10">EP18.10</a> and made recommendations to City Council.</p>
<p> </p>
<p> </p>
<p>Summary from the report (September 18, 2025) from the Chief Executive Officer, Exhibition Place</p>
<p> </p>
<p>A Request for Proposal (RFP) was issued on July 31, 2025 through the Exhibition Place Procurement Portal and closed on Augusts 25th. There were three (3) proponents who attended the site inspection. They included ShowTech Power and Lighting, Ainsworth Inc., and Trade Electrical Contractors.</p>
<p> </p>
<p>After the evaluations, ShowTech Power and Lighting (“ShowTech”) is being recommended for the award of the agreement for the provision of exclusive electrical and mechanical services to shows and events.</p>
<p> </p>
<p>This report recommends that the Board, subject to City Council approval, approve the agreement for five (5) years, commencing September 15, 2025 and ending September 14, 2030, with the option for the Board to extend for an additional two (2) year period to September 14, 2032.</p> | 27 | 12 | CMMTTEE | EX | 10 - Spadina - Fort York | N | 1762923600000 | … | Letter |
| 142942 | LETTER | N | Y | MAIN | ACTION | AMENDED | N | Soft Drink Sponsorship Agreement - Coca-Cola Canada | 2025.EX27.13 | Y | Y | Y | Y | <p>At its meeting on September 22, 2025, the Board of Governors of Exhibition Place considered Item <a href="https://secure.toronto.ca/council/agenda-item.do?item=2025.EP18.9">EP18.9</a> and made recommendations to City Council.</p>
<p> </p>
<p> </p>
<p>Summary from the report (September 18, 2025) from the Chief Executive Officer, Exhibition Place</p>
<p> </p>
<p>This report recommends entering into a five-year agreement with Coca-Cola Canada Bottling Ltd. (Coke) to be the official and exclusive soft drink provider to Enercare Centre and the Automotive Building at Exhibition Place.</p>
<p> </p>
<p>Exhibition Place Purchasing staff, on behalf of the Finance, Event Services and Sales and Marketing Division, posted the Proposal Call Document #EXP2025-08 publicly on both Bonfire and Merx, and notified three (3) potential proponents on July 25, 2025, which closed August 18, 2025. </p>
<p> </p>
<p>This report recommends entering a five (5) year agreement with Coke.</p> | 27 | 13 | CMMTTEE | EX | 10 - Spadina - Fort York | N | 1762923600000 | … | Letter | ACTION | Amended | Main |