The City Clerk’s Office provides the foundation for municipal government in Toronto. It delivers more than 70 types of services from over 30 locations across the City from 12 buildings. Most services are prescribed in more than 60 distinct pieces of legislation including the City of Toronto Act 2006, Vital Statistics Act, Assessment Act and Planning Act. The Clerk has broad and independent authority under the Municipal Elections Act to deliver elections and by-elections.

As a shared service, City Clerk’s Office staff also support the Mayor’s Office, 25 Councillors’ Offices and the Offices of the City’s four Accountability Officers – Offices of the Auditor General, Integrity Commissioner, Lobbyist Registrar, and Ombudsman, and is responsible for providing the tools, systems and resources required to support their mission, strategic priorities and the delivery of core services, which is realized through our three service areas:

  • Elect Government
  • Make Government Work
  • Open Government

Download the detailed Budget Analyst Notes for City Clerk’s Office. You can also review budget highlights below.

The mission of the City Clerk’s Office is to build public trust and confidence in local government.

Download the City Clerk’s Office Program Map to better understand the services and activities it delivers on behalf of the City of Toronto.

Operating Budget

The total cost to deliver these services to Toronto residents is $52.6 million gross and $32.3 million net.


  • 0.0 per cent Budget increase over the 2018 Approved Net Operating Budget to maintain existing service levels and provide a one-time enhancement request.
  • $0.592M Efficiency savings through service changes and the deletion of 4 positions.
  • 2020/2021 Increases primarily for known adjustments for salaries and benefits, operating impacts of capital and non-payroll items.

Key Challenges

  • Impacts of Bill 5 Better Local Government Act, 2018, Bill 139 Amendments to the Planning Act and the Province’s Land Use Planning Apeal System, and changes to City Council’s Governance Systems for 26 members still not fully known.
  • Modernizing Election delivery and ensuring the adequacy of the Election Reserve Fund which funds municipal elections and by-elections, operating and capital budget needs of Election Services, candidate contribution rebate program and compliance audits.
  • Changing the corporate information management culture to enable all City staff to become stewards of their information assets.

Priority Actions

  • Manage and conclude post-election processes as required in legislation including posting the Accessibility Report, administering candidate and third party advertisers’ financial filings and disclosure, administering the Election Contribution Rebate Program, and providing support to the Compliance Audit process.
  • Implement new committee structure and mandates.
  • Implement Council-approved mixed method of public appointments including establishment of a citizen-based tribunals nominating panel.
  • Support further review of Bill 5 impacts on governance through the Special Committee on Governance.
  • Absorb duties previously performed by the OMB now assigned to the City Clerk under Bill 139.
  • Undertake Options Study on Voting Equipment, and a review of Election Organizational and Staffing Model.
  • Undertake review of corporate information management governance and organizational and staffing model to modernize the City’s handling of its information assets.

Capital Budget and Plan

The 10-year Capital Plan is $33.2 million for legislated and state of good repair projects.

Highlights – 1 Year

  • $1.400M Continue the Election Technology Program, a multi-module system that supports all aspects of the municipal election.
  • $0.485M Continue with the Information Management Infrastructure project which supports the City’s legislated requirement to manage its information through the information life cycle.
  • $0.225M Start initiatives under the City Clerk’s Office Business Systems project to manage liens, claims and Freedom of Information requests to meet legislative requirements.
  • $0.160M Start the Toronto Meeting Management Information System SOGR project to replace and upgrade the current system that supports Council’s decision-making through its standing committees, community council and City Council meetings.

Highlights – 10 Years

  • $11.580M The Election Technology Program to support the municipal elections in 2022 and 2026 (excluding the replacement of voting equipment).
  • $4.845M The City Clerk’s Business Systems project to upgrade or enhance various applications to meet legislative requirements and protocol needs.
  • $3.055M The Infrastructure to Support Council / Committee Meetings project to promote greater public access through upgrades to the physical infrastructure required to support Council and Committee meetings.
  • $3.028M The Information Management Infrastructure project supports the City’s legislated requirement for managing its information through the information life cycles.

Find more information on specific City issues, opportunities and challenges in the briefing notes and reports prepared by City staff. Documents will be posted as they become available.

Briefing Note 36 – 2019 Operating Budget – 2022 Projected Election Costs

Presentations made to committee and City Council provide an overview of the 2019 City budget. Documents will be posted as they become available.