The City’s Corporate Strategic Plan, guided by City Council’s vision, the City’s motto and the Toronto Public Service’s mission to serve a great city and its people, lays out strategic areas of focus that advance the Mayor and Council’s priorities.
The City has a number of strategies and plans to address current challenges and create economic stability, social equity, environmental sustainability and a healthy city. The City considers these strategies when making decisions about service delivery and how to achieve long-term goals.
| Vision, Plan or Strategy | Description | Division |
|---|---|---|
| Aboriginal Employment Strategy | The City commits to implementing employment practices that ensure that opportunities for employment are accessible to Aboriginal people and increases the number of Aboriginal employees at all occupational levels | People & Equity |
| Access to City Services for Undocumented Torontonians | The City is committed to ensuring that Torontonians, regardless of immigration status, have access to City services without fear of being asked for proof of status. | Social Development, Finance & Administration |
| Automated Vehicles | Outlines how the City should prepare for AVs and how it can influence the local introduction of the technology in these early stages. The overall goal is to be proactive, ensuring that Toronto is well-placed to both maximize opportunities and mitigate impacts arising from the arrival of AVs in Toronto. | Transportation Services |
| Biodiversity Strategy | Describes biodiversity in the city, what Toronto is already doing to support biodiversity and additional actions that can be taken to protect and restore biodiversity | Parks Forestry & Recreation, City Planning, Toronto Region Conservation Authority |
| Children’s Services Service Plan | Guides the planning and delivery of early learning and child care services in Toronto. The plan sets strategic directions and actions for a five year period. | Children’s Services |
| City Asset Management | Will ensure the sustainability of municipal services through the effective stewardship of assets and the management of risk, while optimizing asset value. | Finance and Treasury Services |
| City-Wide Real Estate Portfolio Strategy | The City-wide Real Estate Strategy provides an overall framework to optimize the City’s real estate portfolio. It sets foundations and guiding principles for the City to work collaboratively on real estate solutions to become more effective, efficient and adaptable to future challenges. The Strategy is an aggregated roadmap of 11 distinct plans organized by real estate asset type. | CreateTO, Corporate Real Estate Management |
| Collaborating for Competitiveness: A Strategic Plan for Accelerating Economic Growth and Job Creation in Toronto | A strategic plan for accelerating economic growth and job creation in Toronto. | Economic Development & Culture |
| Commitments to Indigenous Peoples | In 2010, the City adopted the Statement of Commitment to the Aboriginal Communities of Toronto. In 2015, City Council in consultation with the Aboriginal Affairs Committee, identified eight Calls to Action from the Truth and Reconciliation Commission of Canada’s Report as priorities for implementation. | Indigenous Affairs Office |
| Community Benefits Framework | The Community Benefits Framework focuses on ways to maximize the use of City of Toronto levers (such as procurement, real estate transactions, or financial incentives for specific sectors and uses) to create inclusive and equitable economic opportunities through community benefits initiatives. | Social Development, Finance & Administration |
| Congestion Management Plan | Through innovation and technology maximize the safety, efficiency, reliability and sustainability of the transportation network for all users while reducing the impact on the environment. | Transportation Services |
| Connected Community / Smart CityTO | Provides a framework to create a smarter Toronto vision and strategy, that connects current smart city initiatives, drives future-forward solutions, and engages the broader smart city ecosystem with measurable targets and integrated outcomes for residents, businesses and visitors. | Technology Services |
| Creative Capital Gains | Makes recommendations to enhance Toronto’s cultural competitive advantage that focuses attention, effort and resources on providing the best service to all residents. | Economic Development & Culture |
| Cultural Districts Program | The creation of a Cultural Districts Program in Toronto was approved by City Council at its November 2021 meeting in order to best maintain and evolve Toronto’s identity and international reputation as one of the world’s most multicultural cities. | Economic Development & Culture |
| Curbside Management Strategy | Provides the strategies and tools necessary to effectively manage curbside space in a way that supports mobility and access for people and goods. | Transportation Services |
| Cycling Network Ten Year Plan, 2016-2025 | A 10-year plan to connect, grow and renew infrastructure for Toronto’s cycling routes. This plan consists of a longer-term overall proposed network, as well as a detailed three-year rolling implementation program. | Transportation Services |
| Downtown East 2023 Five Year Action Plan | Addresses a number of complex challenges in the area related to poverty, homelessness, housing, community safety, mental health and substance use, particularly opioid-related overdoses. | Social Development, Finance & Administration |
| Electric Vehicle Strategy | Puts the City of Toronto on the path to support increased electric vehicle adoption in a way that is equitable and realizes the co-benefits through improved air quality and economic opportunities achieved by shifting to zero-carbon energy transportation. | Environment & Climate |
| End Trafficking TO | Toronto City Council condemned the horrific crime of human trafficking and is committed to working with all stakeholders, including other orders of government, to eradicate human trafficking in Toronto. | Social Development, Finance & Administration |
| Establishing Strategic Priorities for Cultural Investment (2020-2024) | Priorities that guide the City’s cultural programs and services, and shape investments related to the arts, film and entertainment industries, and museums and heritage. | Economic Development & Culture |
| For Public Benefit: City of Toronto Framework for Working with Community-based Not-for-profit Organizations | A whole-of-government framework containing principles, commitments, and actions to facilitate a more consistent, strategic, and deliberate relationship with the community-based not-for-profit sector to support shared city-building goals. | Social Development, Finance & Administration |
| Freight & Goods Movement Strategy Study | A strategy that provides an integrated and adaptable goods movement system that promotes safe, reliable and sustainable freight operations and ensures Toronto’s continued vibrancy and economic competitiveness. | Transportation Services |
| George Street Revitalization | Council-approved project, George Street Revitalization will see the reinvention of the northernmost block of George Street and transformation of Seaton House men’s shelter into a world-class facility providing specialized care for vulnerable populations. | Shelter, Support & Housing |
| Graffiti Management Plan and StreetARToronto | A proactive and cooperative approach to managing graffiti vandalism in the public realm while continuously supporting graffiti and street art that adds artistic vibrancy to Toronto’s streets. | Transportation Services |
| Green Streets Implementation Strategy | Contributes to building a resilient city by implementing Green Streets — roads or street that incorporate green infrastructure such as trees, green walls and stormwater infrastructure that provide ecological and hydrological benefits. | Transportation Services |
| HousingTO: 2020-2030 Action Plan | Proposes a number of actions to address critical needs across the housing spectrum including emergency shelters and transitional housing, social and supportive housing, market and affordable rental housing and homeownership. | Housing Secretariat |
| Long-Term Care Homes & Services Capital Renewal Plan | A staged approach to address mandatory redevelopment of five long-term care homes, and details the financing requirements. | Long-Term Care Homes & Services |
| Long-Term Financial Plan | Provides a framework for longer-term financial decision-making, including strategies and key actions to facilitate multi-year, integrated, strategic decision-making | Office of the Chief Financial Officer |
| Long-Term Waste Strategy | Provides a road map for the way waste will be managed in Toronto over the next 30 to 50 years. | Solid Waste Management Services |
| Meeting in the Middle Engagement Strategy & Action Plan | Shelter, Support and Housing Administration Division (SSHA) and the Toronto Indigenous Advisory Board co-created this plan to foster better relationships between SSHA and Indigenous organizations. The strategy includes a set of collective commitments that both part¬ners have agreed upon as well as joint quarter¬ly progress reports and an agreement to meet annually to reaffirm the shared commitment to tackle Indigenous homelessness. | Shelter, Support and Housing Administration |
| Middle Childhood Strategy | Provides action steps for building a system of high-quality, age-appropriate, out-of-school-time programs for children six to 12 years. | Children’s Services |
| Multi-Year Accessibility Plan 2020-2025 | Outlines and initiatives that reaffirm the City’s commitment to creating an accessible City and advancing efforts in building an equitable and inclusive society that values the contributions of people with disabilities. | People & Equity |
| Natural Environment Trail Strategy | The goal of the strategy is to ensure the protection of the City of Toronto’s natural areas while offering safe and enjoyable recreational opportunities for all natural environment users by creating a sustainable multi-use trail system. | Parks, Forestry & Recreation |
| Official Plan | The Official Plan is intended to ensure that the City of Toronto evolves, improves and realises its full potential in areas such as transit, land use development, and the environment. | City Planning |
| Open Data Master Plan | Provides a strategic framework and roadmap for the City to advance Toronto’s vision for open data until 2022. The plan will enable the City to grow as a leader in open data through effective governance, alignment to the International Open Data Charter, open source development and a move to coproduction. | Technology Services |
| Parkland Strategy | A 20-year plan that will guide long-term planning for new parks and expansion and improved access to existing parks. It will aid in the decision-making and prioritization of investment in parkland across the city. | Parks, Forestry & Recreation |
| Parks & Recreation Facilities Master Plan | A 20-year plan to guide investment in parks and recreation facilities such as community recreation centres, ice rinks, and sports fields. | Parks, Forestry & Recreation |
| Parks & Trails Wayfinding Strategy | Aims to produce a signage and information system that is consistent, accessible and predictable. It is an opportunity to reduce visual clutter in parks, and encourage the use and discovery of parks and ravines by residents and visitors. | Parks, Forestry & Recreation |
| Pollinator Protection Strategy | Identify additional actions that can be taken by the City and the community to protect, enhance and create habitat for Toronto’s pollinators, such as bees and butterflies. | Environment & Climate |
| Ravine Strategy | With population growth, new development and climate change putting increased pressure on ravines, The Toronto Ravine Strategy will guide future ravine management, use, enhancement and protection. | Parks, Forestry & Recreation |
| Reconciliation Action Plan | The City is developing its first Reconciliation Action Plan with concrete actions to improve the lives of First Nations, Inuit and Métis people in Toronto and is expected to be presented to City Council later this year. | Indigenous Affairs Office |
| Recreation Service Plan | In 2009, City Council approved the development of a city-wide, multi-year Recreation Service Plan based on four guiding principles – equitable access, quality, inclusion and capacity building. | Parks, Forestry & Recreation |
| Resilience Strategy | Toronto’s Resilience Strategy sets out a vision, goals, and actions to help Toronto survive, adapt and thrive in the face of any challenge, particularly climate change and growing inequities. | Deputy City Manager’s Office, Infrastructure and Development Services |
| Skateboard Strategy | Provides tools and recommendations to the Parks and Recreation Facilities Master Plan for guiding future investment in skateboarding infrastructure. | Parks, Forestry & Recreation |
| Sport Plan | The plan aims to keep pace with the demands of a growing population and to encourage greater participation in sports and recreation. | Parks, Forestry & Recreation |
| Spotlight on Toronto: A Strategic Action Plan for the Film, Television and Digital Media Industry | Identifies goals and recommended actions to enhance the partnership between the City and the film, television and digital media industry and seize opportunities within this rapidly evolving sector. | Economic Development & Culture |
| Startup Eco-System Strategy: From Concept to Commercialization | A strategy for making Toronto the startup capital of the world, the ideal place to start and grow a business. | Economic Development & Culture |
| Tenants First | The focus is to implement a plan in which Toronto Community Housing focuses on being a social housing landlord, where buildings are in a good state of repair, and tenants are connected to appropriate services and active participants in their communities. | Social Development, Finance & Administration |
| The Current State and Future of Toronto’s Retail Main Streets | In an effort to ensure the sustainability of retail main streets and small, independent businesses, the City has undertaken a study of the current state and future of Toronto’s main streets. | Economic Development & Culture (BIA Office) |
| Sustainable City of Toronto Fleets Plan | Provides an overview of the City Fleets’ goal and objectives in addressing climate mitigation and adaptation with strategies for transitioning City Fleets to sustainable, climate resilient, net-zero operations. | Fleet Services |
| Toronto Poverty Reduction Strategy | A concrete 20-year plan that focuses on housing stability, access to services, transit equity, food access, the quality of jobs and incomes, and systemic change. | Social Development, Finance & Administration |
| TOcore: Planning Downtown | An initiative to prepare and implement a new plan for Toronto’s Downtown. A series of five infrastructure-related strategies have been developed to support implementation. These strategies cover community facilities, parks and public realm, mobility, energy and water. The Downtown Plan is a 25-year vision that sets the direction for the city centre as the cultural, civic, retail and economic heart of Toronto and as a great place to live. | City Planning |
| Toronto Action Plan to Confront Anti-Black Racism | The City’s Confronting Anti-Black Racism unit (CABR) is responsible for rolling out the Toronto Action Plan to Confront Anti-Black Racism. The action plan is SMART – strategic and specific; measurable; achievable; relevant and realistic; and timely. Most importantly, it responds to the priorities identified by Toronto’s diverse Black communities. | Social Development, Finance & Administration |
| Toronto Indigenous Health Strategy | Informs the ways Toronto Public Health and the Toronto Central Local Health Integration Network work toward improving Indigenous health outcomes in the city. | Toronto Public Health |
| Toronto Music Strategy | Aims to maximize the tremendous potential of Toronto’s music sector. | Economic Development & Culture |
| Toronto Newcomer Strategy | Designed to improve newcomer settlement through shared leadership, stronger collaboration and a more seamless and well-coordinated service system. | Social Development, Finance & Administration |
| Toronto Nightlife Action Plan | A coordinated approach to questions that continue to arise about the “other 9 to 5″ over the next three years. It outlines the scope of nightlife, takes stock of the city’s nightlife economic contribution and creative footprint, and recommends three bold goals for Toronto: plan the night, protect the night, and create the night. | Economic Development & Culture |
| Toronto Overdose Action Plan | A comprehensive set of actions to prevent and respond to overdoses, building on the work that is already taking place in the community, and by governments and other institutions. | Toronto Public Health |
| Toronto Paramedic Services Multi-year Staffing and Systems Plan | A plan to help Toronto Paramedic Services address increasing service demand now and into the future. | Toronto Paramedic Services |
| Toronto Public Art Strategy | Sets out a ten-year plan to enhance the City’s commitment to public art. The strategy includes 21 actions to advance public art across the city, and heighten the impact of the City’s public art programs for the benefit of all residents and visitors. | Economic Development & Culture |
| Toronto Seniors Strategy 2.0 | Commits to all seniors having equitable access to City services and programs and it continues to focus on actions that fall within the City’s jurisdictional authority to plan, manage and deliver. | Seniors Services & Long-Term Care |
| Toronto Walking Strategy | Aims to build a physical and cultural environment that supports and encourages walking – with vibrant streets, parks, public spaces and neighbourhoods where people will choose to walk more often. | Transportation Services |
| Toronto Youth Equity Strategy | A strategy that identifies 28 key issues faced by youth most vulnerable to involvement in serious violence and crime that the City and its partners must address. | Social Development, Finance & Administration |
| Toronto’s Emergency Plan | Details the methods in which the City mobilizes its resources during a crisis and ensures all City organizations, emergency response services, and key agencies are fully aware of their respective roles and responsibilities during an emergency. | Office of Emergency Management |
| Toronto’s Licensed Child Care Growth Strategy for children under 4, 2017-2026 | Outlines a vision for growth to meet the needs of families with children under four, to make child care more affordable, and to ensure programs of high quality. | Children’s Services |
| Transform TO: Climate action for a healthy, equitable, prosperous Toronto | Toronto’s ambitious climate action plan identifies how we’ll reduce our greenhouse gas emissions and improve our health, grow our economy, and improve social equity. | Environment & Climate |
| Transit in TO: Transit Expansion | The City of Toronto, Toronto Transit Commission and Province of Ontario are working together to bring more transit to communities across the city with connections to the entire Greater | Transit Expansion Office |
| Tree Planting Strategy | Provides a roadmap for action towards achieving our 40% tree canopy target and the overall objectives of the Strategic Forest Management Plan. | Parks, Forestry & Recreation |
| Vehicle-for-Hire | The Vehicle-for-Hire Bylaw provides regulations for taxicabs, limousines and private transportation companies (PTCs), such as Lyft and Uber. | Municipal Licensing and Standards |
| Wet Weather Master Plan | A long-term plan to protect our environment and water quality in the Lake, rivers, streams and other water bodies from the rain and melted snow (stormwater). | Toronto Water |
| Workforce Equity and Inclusions Plan | Focuses on enabling data-informed decision-making, fostering a culture of engagement and inclusion, and embedding an equity lens throughout the employee life cycle. | People & Equity |
| Working as One | Focuses on ways to better integrate government, economic development and employment services for the mutual benefit of employers and jobseekers. | Toronto Employment & Social Services |