This report provides an update on the Toronto Food Strategy, a project spearheaded by Toronto Public Health (TPH), in collaboration with City and community stakeholders. The goal of the project is to inspire action toward a health-focused food system – one that supports broad social determinants of health. The need for action is clear. Toronto faces numerous health, social and environmental problems related to food. Most notably, at least one household in ten can’t afford enough food for a healthy diet, while more than one child in three is overweight or obese. The protection of GTA farmland, the viability of local farmers, and security of the local food economy are also pressing concerns. The average Ontario food producer presently earns a little more than $8,000 annually from farming operations. It’s increasingly recognized that the food system’s multiple emissions account for as much as a third of greenhouse gas emissions that are causing climate change.

Torontonians are ready for a fresh take on food and for opportunities to participate in food activities. As well, the city and the surrounding area have numerous advantages, including knowledgeable and engaged residents, abundant natural assets, economic strength, and dynamic leadership. These advantages position the city well to take the next steps in championing a healthy and sustainable food system. The attached consultation report, “Food Connections: Toward a Healthy and Sustainable Food System for Toronto”, proposes the following six directions for food system renewal:

·         Grow food-friendly neighbourhoods;

·         Make food a centerpiece of the new green economy;

·         Eliminate hunger;

·         Empower residents with food skills and information;

·         Connect city and countryside through food; and,

·         Embed food system thinking in City government.

To take these next steps, new approaches to dealing with food issues need to be identified. There is a contradiction between Toronto enjoying so many exceptional food-related advantages, while also facing a wide range of food-related problems. This contradiction suggests that comprehensive strategic approaches are required, not just individual actions. The Toronto Food Strategy is intended to inspire actions to help move toward a more healthy and sustainable food system, while facilitating the achievement of existing City objectives. These approaches will benefit from broad-based partnerships to leverage resources from multiple sources.

Following the Board of Health’s endorsement of a food strategy process in June 2008, the Medical Officer of Health convened a Food Strategy Steering Group, made up of community food experts and senior City staff, to guide the development of a draft Toronto Food Strategy (attached as Appendix One). The consultation report articulates a bold but practical vision for Toronto, identifying both short-term measures and long-term objectives.

TPH, in collaboration with members of the Steering Group, the Toronto Food Policy Council and community partners, will conduct a broad consultation and engagement process early in 2010. Discussions will be held among a broad range of people and organizations, including farmers, community agencies, gardeners, newcomers, youth, TPH and other City staff, the private sector and other orders of government. The feedback from the process will be incorporated into a revised Toronto Food Strategy report containing more detailed action steps and mechanisms to move towards a health-focused food system for Toronto. The report will be submitted to City Council by summer 2010.

There are no direct financial implications arising from this report. Any new budget implications emerging from the development of the food strategy will be considered through the 2010/11 Operating Budget process.

This report provides updates on trends and practices in commercial advertising to children in Canada and advocacy developments related to the Board’s February 26, 2008 decision to urge governments to prohibit all commercial advertising of food and beverages to children under the age of thirteen years.

Interest in restricting commercial advertising targeted to children continues to grow. Following the work of Toronto Public Health, several organizations have adopted similar resolutions. The Ontario Public Health Association and others have taken a broader position, calling for a prohibition on commercial advertising to children for all products. Private members’ bills have been introduced at the federal and provincial levels. Toronto Public Health staff are collaborating with partners across Ontario and in other provinces to advance advocacy and raise the profile of the issue. At the local level, Toronto Children’s Services and the Toronto Public Library have adopted guidelines or policies which prohibit commercial food advertising targeted to children in their facilities.

Children continue to be exposed to a greater intensity and frequency of marketing messages than any previous generation. Since the Board adopted its position, there have been no meaningful improvements by the advertising industry, no signs that the advertising environment to children has improved in quality or quantity, and no evidence that the current system of self-regulation is capable of addressing the concerns raised by public health authorities. To protect children and support parents, the Board of Health should continue to urge local, provincial and national stakeholders to endorse legislated restrictions on commercial advertising targeted to children. 

There are no direct financial implications arising from this report.

This report provides a summary of the measures taken by Toronto Public Health (TPH) in response to food establishments with repeated non-compliance with food safety requirements.

Compliance with food safety requirements has increased significantly since the establishment of the DineSafe program, from an estimated 50% in 2000 to over 90% in 2008. However, each year there are a very small number of establishments with repeated non-compliance leading to multiple conditional pass and/or closure notices. There is no authority under the Health Protection and Promotion Act (HPPA) or the Toronto Municipal Code, Chapter 545, Licensing, to close food premises permanently.  However, the Toronto Food Inspection and Disclosure System includes a number of measures for promoting compliance including referral of premises to the Toronto Licensing Tribunal through the Municipal Licensing and Standards (ML&S) division.  The Tribunal is a quasi-judicial body authorized under Toronto Municipal Code 545, Licensing, to hear evidence and submissions and to make independent decisions respecting whether a licence should be issued, refused, suspended, revoked or have conditions placed upon it. 

The Medical Officer of Health will continue to monitor food safety in Toronto premises and take necessary action in the event of repeated non-compliance.

There are no financial impacts arising from this report.

This report responds to a request from the Board of Health at its November 16, 2009 meeting regarding the promotion of a Clean Air Checklist.  Toronto Public Health (TPH) supports the actions outlined in the Clean Air Checklist and is currently promoting it in Toronto schools, community health centres and City of Toronto child care centres.  As opportunities arise in the future, TPH will continue to promote the Clean Air Checklist in conjunction with programs that complement its goals.

There are no financial impacts arising from adoption of this report.

This report provides an update to the Toronto Public Health (TPH) 2010 Capital Budget and 2011-2019 Capital Plan as approved by City Council.

At its meeting of December 8, 2009, City Council approved a TPH 2010-2014 Capital Budget and Plan for a total of $15.748 million with a 2010 cash flow of $5.960 million (including a carry-forward of $2.272 million from 2009) and future year commitments of $4.507 million in 2011, $3.400 million in 2012 and $1.881 million in 2013.

City Council also approved a TPH 2011-2019 Capital Plan totalling $21.919 million in project estimates, comprised of $1.519 million in 2013 and $3.400 million in each year from 2014 to 2019.

At the same meeting, City Council requested Toronto Public Health to review the operating impacts resulting from the approval of the 2010 Recommended Capital Budget and the 2011-2019 Recommended Capital Plan and to identify cost savings from operational benefits / efficiencies associated with the implementation of all I&T projects to offset additional operating pressures as part of the 2011 budget process.

There are no financial implications arising from this report. 

The Medical Officer of Health will give an update on pandemic influenza preparedness in Toronto.