Policies

[ Toronto · October 2, 2026 ]

Build Affordable Housing at Scale

Recent federal, provincial and municipal programmes to build affordable housing in Toronto have failed to generate new units at scale. Our aim is to build up to 10,000 units of affordable and rent-geared-to-income (RGI) housing per year, a massive leap from Toronto’s historic baseline. This would require publicly-led mass construction using the city’s active Public Developer Delivery model and decentralized planning offices.

[ Five steps ]

1. 01

   Act as a direct public builder

   The city becomes master developer on city land and other public or private parcels, creating a pipeline of 30 to 40 housing-ready public sites approved for construction simultaneously.

2. 02

   Standardize construction

   Mass timber, modular or other lower-cost construction on every 4- to 8-storey public site, allowing multi-year bulk orders with Ontario and Canadian manufacturers.

3. 03

   Fast-track approvals

   An Affordable Express Line: 100% affordable rental projects skip public consultation and the Committee of Adjustment, with approvals issued within 30 days.

4. 04

   Transition to long-term public operating partnerships

   The land stays public; buildings go to non-profits, land trusts or TCHC on 99-year leases, with wrap-around social services.

5. 05

   Fund via low-cost federal loans and other infrastructure investments

   CMHC construction loans and Build Canada Homes programmes, inclusionary zoning around major transit stations, and development charges eliminated for purpose-built rentals.

A New Way Home for Toronto’s Unhoused

This plan is about basic dignity and housing stability for people who deserve both. It does not require new money or new powers. The first step is to put one person in charge, reporting to the Mayor, and to mandate that every city division and agency implement the four-year plan outlined below. Next, we use available data, resources, and funding to deliver housing stability for those who are still unhoused.

[ Seven parts ]

1. 01

   One command, one coalition

   Bring dozens of agencies into one City-led coalition under a lead named within 30 days, with a standing table that meets weekly to fast-track what delivers results.

2. 02

   Case management for stable housing

   One front door and one client list. Operators have incentives to house people, not fill beds.

3. 03

   Corporate and private sponsors

   Ask the corporate and philanthropic sector to fund what government will not cover, and invite private sponsors to guide unhoused clients towards housing, training and work.

4. 04

   A landlord desk and a Toronto Housing Benefit

   Housing first, with no sobriety test. A team whose only job is to sign units, aiming for 1,000 by summer 2027, paired with a portable City rent benefit.

5. 05

   Supportive housing for people without private rentals

   Test the shelter capital plan against the supportive housing it could buy, buy distressed buildings, and end discharges to the street from hospitals and jails.

6. 06

   Close encampments for good

   Close the ten largest sites in 2027, one at a time, never without stable housing offers, and keep every site closed.

7. 07

   A separate door for refugee claimants

   Target renewed federal settlement funding for Toronto and the GTHA so refugees and asylum seekers have stable housing.

[ Toronto · September 18, 2026 ]

TTC Turnaround

Public transit is the backbone of our transportation system. Ridership remains 25 per cent below 2019 levels and many Torontonians still avoid transit over safety. This plan addresses service, safety and reliability.

[ Five steps ]

1. 01

   End fare evasion

   Cut evasion from 12 per cent to 6 per cent by 2028 and below 2 per cent by 2030: a full, system-wide audit of every fare gate with results published within 30 days, expanded fare inspector teams, and an end to the children’s fare card loophole.

2. 02

   Restore the reserve and review spending

   Commission an independent operational review within 120 days, and publish a dashboard carrying TTC financial statements, the status of the reserve, ridership data and fare evasion trends.

3. 03

   Fix what is physically broken

   Publish the unfunded capital backlog within 100 days, table a prioritised ten-year state of good repair plan in the first budget, create a quarterly capital project ledger, and convene mayors within 180 days on a permanent funding framework.

4. 04

   Make it safer, cleaner and more reliable

   A monthly safety scorecard within 60 days, special constables paired with support teams, a cleanliness target raised to 90 per cent, eight in ten riders feeling safe by the end of 2028, and a 48-hour graffiti resolution clock.

5. 05

   End inappropriate use

   Prohibit alcohol, cannabis and substance use on transit, and prevent harassment and assault while providing the dignity of a bed, a meal and proper care for unhoused people.

[ Toronto · September 8, 2026 ]

Ending Hate Crimes in Toronto

Toronto’s diversity represents the world in microcosm. The city’s Jewish community has suffered a relentless barrage of hate crimes over three years. Urgent action is required to uphold shared values and prevent the normalisation of hatred.

[ Five initiatives ]

1. 01

   Enforcing existing laws

   Advocate robust enforcement of Criminal Code provisions strengthened by the Combatting Hate Act, targeting hate-motivated demonstrations and speech that intimidate Jewish neighbourhoods, target institutions, or disrupt traffic.

2. 02

   Strengthening cooperation

   Reinforce inter-agency cooperation with Toronto Police Service to prevent threats or violence enabled by foreign actors.

3. 03

   Jewish students

   Engage post-secondary institution leadership where intimidation or violence against Jewish students occurred, making public statements explaining that antisemitism violates Canadian law and civic obligations.

4. 04

   Hate crime reporting and accountability

   Improve hate crime reporting with the TPS Hate Crimes Unit to identify trends and enhance victim support services.

5. 05

   Steering group

   Convene experts to guide Toronto’s efforts ending this crisis and preventing future hate targeting any group.

[ Toronto · September 13, 2026 ]

Food, Nutrition & Public Markets

Toronto faces an acute food crisis and long-term food affordability challenges. This plan meets food and nutritional needs while empowering local producers and public markets, scaling the city’s markets by 2030 so every neighbourhood has fresh, affordable food within reach.

[ A nine-point plan ]

1. 01

   Ensure basic food security

   Strengthen cooperation with Daily Bread Food Bank, Second Harvest, FoodReach and grassroots not-for-profit initiatives to extend reach and improve quality for unhoused Torontonians.

2. 02

   Lift beneficiaries out of poverty

   Press federal and provincial governments to raise benefit levels, the Canada Disability Benefit, Old Age Security, the Guaranteed Income Supplement, Ontario Works and the Ontario Disability Support Program, ensuring access to nutritious food.

3. 03

   Healthy meals for students

   Work with federal and provincial governments to make the Toronto Student Nutrition Programme universally accessible and sustainable, covering hot lunches by next year.

4. 04

   Local producers

   Increase local produce and Canadian food products in shelter, school and city supply chains.

5. 05

   Toronto Public Markets

   Commit to a Public Markets Action Plan doubling the network from 160 to 320 by 2030, and establish the Toronto Public Markets Corporation as a one-stop shop for vendors, operating self-financed through retail partnerships.

6. 06

   St Patrick’s Market

   The TPMC would be mandated to reopen St Patrick’s Market on Queen Street West as a public market, honouring the conditions of D’Arcy Boulton Jr’s 1836 bequest.

7. 07

   Tech stack and Canadian digital sovereignty

   Establish an all-Canadian technology infrastructure using Canadian firms for permitting, payments and vendor management.

8. 08

   Zoning for food security

   Champion zoning changes enabling neighbourhood food access, reducing costs and enhancing choice and nutrition for all Torontonians.

9. 09

   Neighbourhood retail and services

   Expand the city’s existing retail initiatives introduced in 2025 to reverse the loss of roughly one third of local commercial establishments: 731 stores lost between 1989 and 2019.

[ Toronto · August 27, 2026 ]

US Tariff Action Plan

Building on the city’s existing measures, this plan includes seven targeted actions to generate investment, create and protect jobs, and ensure City Hall moves faster to adapt to the continuing threat of U.S. tariffs.

[ Seven actions ]

1. 01

   A new business investment grant: expanding EDGE

   By-law amendments to expand the city’s Economic Development and Growth in Employment incentive programme with a two-year start-up and first lease stream, reimbursing commercial property taxes directly to the new business rather than the landlord.

2. 02

   A small business bridge support program

   A city partnership with credit unions, the Business Development Bank of Canada and other financial institutions to launch a loan-guarantee program, letting existing small businesses bridge short-term cash-flow strains without high-cost debt.

3. 03

   Faster, cheaper licensing

   Simplify and streamline municipal operating licence categories, cut 2027 licence costs by 30 per cent, and eliminate permit fees for street events, farmers’ markets and similar Toronto-based SMEs.

4. 04

   More favourable commercial property tax rates

   Request costed scenarios for reducing the ratio of commercial to residential property tax to 1.98 in the shortest possible timeframe, strengthening Toronto’s position as a destination for investment.

5. 05

   Sector adaptation tables: with public deadlines

   Within 90 days of taking office, convene adaptation tables for major Toronto-based industries with the Toronto Region Board of Trade, Toronto Global and interested GTA municipalities. Each table publishes three concrete commitments with public timelines within 90 days of its first meeting.

6. 06

   Canadian procurement, done within the rules

   Direct staff to maximise Canadian-content procurement within the thresholds set by CUSMA and CETA, and to review and seek viable alternatives to competitive procurement contracts won by U.S.-based firms.

7. 07

   Leveraging and leading Team Canada

   Establish a committee of elected officials, business and civil society leaders to advocate for investment and post-tariff support from the governments of Canada and Ontario, including Toronto’s role as a hub for new defence capabilities, innovation and production.