Last Updated October 2026Toronto Public Health‘s Strategic Plan 2024-2028 serves as the guiding blueprint to navigate key priorities, ensuring the continued delivery of impactful programs and services to the diverse population of more than three million residents in Canada’s most multicultural city.
This dashboard showcases the key actions that contribute to successfully implementing our Strategic Plan, and highlights Toronto Public Health’s progress towards its vision of a city where all people can be healthy and thrive. The Status and Progress Updates are refreshed twice a year to reflect TPH’s advancement on the related action item.
2/22 Key
Actions
Complete
Action is complete, and all milestones have been achieved.
20/22 Key
Actions
On Track
Action is occurring according to schedule.
0/22 Key
Actions
Upcoming
Action is scheduled to begin at a later reporting period.
0/22 Key
Actions
Delayed
Action has begun and is behind schedule.
0/22 Key
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Paused
Action has been paused.
| Objectives | Actions | Status | Progress Updates |
|---|---|---|---|
| Prepare for and respond to outbreaks and public health emergencies informed by best evidence and lessons learned from previous responses. | Develop and implement a multi-year emergency exercise strategy and schedule, which incorporates latest evidence, best practises and lessons learned. | On Track | Conducting consultations with internal and external partners to identify needs and explore best practices to inform development of a multi-year emergency exercise strategy.
Launched internal survey in Q3 2026 to identify and prioritize exercise topics. |
| Enhance emergency preparedness and response infrastructure. | Establish process for identifying and mitigating health hazards associated with mass gatherings. | On Track | Undertook review of existing sources, best practices, and experiences with hazard identification for mass-gatherings in Q2 2026 to inform development of a process for addressing health hazards. |
| Effectively communicate with the public about how they can protect their health. | Reinforce TPH as a reputable and credible source of public health information and services. | On Track | Conducting website content audit to ensure public health information is current, consistent, inclusive, and accessible with completion expected by Q1 2027.
Launched multi-lingual public education campaign on false health information in Q3 2026. Delivering ongoing media outreach and engagement through expert interviews and media responses to provide accurate, timely and actionable public health information and guidance. |
| Launch multi-channel public awareness campaigns focused on disease prevention, health protection and services provided by public health. | On Track | Implementing public health communications in multiple languages through data-informed strategies to increase awareness of disease prevention, health protection, and public health services.
Strengthening reach and engagement with timely, accessible public health information and leadership communications through ongoing activities. |
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| Monitor and prepare for climate change and collaborate with partners to address its impacts. | Develop and implement a climate change surveillance framework to better assess risks of climate change to the health of Torontonians. | On Track | Launched Phase 1 of the Climate Change & Public Health Dashboard in Q2 2026 to monitor climate-related health risks. Expansion of surveillance indicators for the dashboard will continue as part of Phase 2. |
| Objectives | Actions | Status | Progress Updates |
|---|---|---|---|
| Reduce the burden of chronic and infectious diseases across the lifespan. | Provide public health guidance to inform and advance municipal initiatives and policies related to chronic disease prevention. | On Track | Completed the 2026 Ontario Nutritious Food Basket Survey to monitor food affordability and is analyzing data to support development of income scenarios. Developing plans to launch comprehensive knowledge translation campaign based on the 2026 Nutrition Food Basket survey findings and income scenario data in 2027. |
| Prioritize effective interventions for children and youth to meet their changing needs. | Increase access to healthy growth and development services for underserved populations. | On Track | Expanded Into Kids’ Health program in Q3 2026 to 107 schools across three school boards, including one additional school board, to support healthy school environments in equity-deserving communities.
Improved access to breastfeeding clinic services by introducing a new clinic with evening hours (Q1 2026) and expanding clinic services to areas with identified gaps (Q3 2026), guided by equity data and community need. Expanded childhood respiratory immunization to two clinics in fall 2026. Strengthening partnerships with seven hospitals to promote Healthy Babies Healthy Children screening and service access. |
| Advise on aging in place and age-friendly communities. | Collaborate on the development of the Toronto Seniors Strategy 3.0 through the Toronto Seniors Accountability Table, including to promote increased access to behaviours and activities that promote health and well-being, such as cycling. | On Track | Promoting vaccination among older adults through social media campaigns, primary care provider education, and collaboration with Ontario Health Teams to increase vaccine uptake and support healthy aging. |
| Advocate for healthy social, natural, and built environments and collaborate with partners on initiatives that advance these goals. | Collaborate on strategies such as Vision Zero and Safe TO, to promote the well-being and safety of residents and communities | On Track | Collaborated with Transportation Services and community partners on a citywide e-scooter safety awareness initiative, to disseminate safety messaging through social media, schools, community centres, CampTO programs, and libraries.
Contributed to the Safe Kids, Strong Communities campaign on window, balcony, and hot-car safety in Q3 2026, achieving approximately 100,000 social media views, 4,000+ website visits, and translation of materials into 10 additional languages. |
| Objectives | Actions | Status | Progress Updates |
|---|---|---|---|
| Deliver public health interventions that respond to the drug toxicity epidemic. | Partner to deliver training, education, clinical services, and supplies to prevent drug toxicity deaths and decrease risks of hepatitis C, HIV and other infections. | On Track | Continuing to offer safer use education, harm reduction supplies, and connections to care through Toronto Public Health’s Outreach Team. Planning is underway to transition substance use disorder treatment services to the future Downtown Toronto Homelessness and Addiction Recovery Treatment (HART) Hub at 50 Richmond Street East in Q2 2027. |
| Reduce harms associated with the use of alcohol, cannabis, tobacco and vapour products use. | Reduce youth access to tobacco and vapour products. | On Track | Conducting test shopping of tobacco and vapour product retailers in 2026 to assess compliance with tobacco and vaping regulations.
All vendors are expected to be test shopped by the end of 2026. |
| Provide current, public-facing data on the use of alcohol, cannabis, tobacco and vapour products and their associated harms. | Complete | ||
| Strengthen public health services that are trauma-informed and reduce stigma. | Offer training to all front-line staff on trauma-informed approaches to delivering public health services. | On Track | Launched trauma-informed care training for all Toronto Public Health staff, with completion anticipated in December 2026.
Working with relevant City partners to support a coordinated trauma-and violence-informed approach to City services. |
| Deliver public health interventions that promote mental health. | Improve referral pathways to quality mental health supports for populations and neighborhoods experiencing barriers to access, through work with health and community service providers. | On Track | Improving access to mental health and related supports through the Downtown CORE Pilot, with recommendations regarding the future of the program anticipated in Q3 2027. Through the Downtown Toronto HART Hub, launched and began tenanting 25 supportive housing units, established pathways to six non-medical Unity Health Toronto withdrawal management beds, and are developing a new Crisis Stabilization Program for launch in Q2 2027. |
| Objectives | Actions | Status | Progress Updates |
|---|---|---|---|
| Assess and report on health inequities and population health needs. | Implement the Sociodemographic Data Collection Plan. | On Track | Advanced implementation of sociodemographic data collection by expanding to an Ancestral Hands Midwives clinic in Q2 2026. Work continues toward a consistent approach, focused on coordinated collection, phased expansion, data use, reporting and community-led governance. |
| Collaborate with partners across multiple sectors to address local health needs. | Collaborate with the Indigenous Wellness Committee for an Indigenous-led Action Plan. | On Track | Received Indigenous Wellness Committee (IWC) endorsement for Toronto Public Health to lead drafting of Indigenous Wellness Action Plan focused on mental health and substance use.
A draft will be circulated to IWC members for review and feedback in Q4 2026. |
| Provide secretariat support for the Our Health, Our City Implementation Panel to advance mental health and substance use priorities. | On Track | Held three “Our Health, Our City” Implementation Panel meetings in Q1 and Q2 2026, informing mental health and substance use priorities through review of the THRIVE Toronto Mental Health Report Card and work group discussions on supervised consumption site closures and alcohol-related harms. | |
| Share evidence, advocate, and collaborate to influence actions that impact population health. | Build and share a dynamic dashboard that shows trends and characteristics of local population health information. | Complete |
| Objectives | Actions | Status | Progress Updates |
|---|---|---|---|
| Foster a culture of innovation, continuous improvement and learning. | Develop and implement a workforce development strategy to support staff. | On Track | Continuing to expand opportunities for employee engagement, including participation in the Black Staff Mentorship Program. Offered multiple professional development sessions including launching a rotational employee development program to support workforce growth and learning.
Launched planning for the Toronto Public Health Knowledge Exchange Forum for staff across the organization to learn, connect, and share ideas that advance public health excellence. |
| Develop and retain a skilled and diverse workforce. | Launch a formal succession planning framework that encourages growth and development for all employees. | On Track | Continuing to pilot a succession planning framework in one directorate. Findings from the pilot will inform Toronto Public Health-wide implementation planned for 2027/2028. |
| Foster a welcoming and inclusive work environment. | Build upon and implement infrastructure to support effective employee engagement, such as employee wellness and recognition experiences and working groups. | On Track | Continuing to implement the Employee Engagement Action Plan, including a roadmap to strengthen communication, leadership connections, and learning opportunities.
Continuing to convene recruitment and retention working group to explore hiring process efficiencies and support ongoing recruitment strategies. Continuing engagement with staff on wellness programming through 2026. |
| Optimize collaboration across Toronto Public Health for greater impact. | Regularly communicate Toronto Public Health priorities across the organization in order to improve collaboration and learning. | On Track | Enhancing internal communications through data-informed improvements to employee and leadership communications, increasing engagement, and supporting awareness of Toronto Public Health priorities.
Developed a framework for the organization and improvement of internal committees and working groups to strengthen collaboration across the organization. |