Objective 1: Improve housing availability, choice, and quality.

Proactively recruit and support new housing developers to work in Toledo by addressing financial, regulatory, and market barriers.

Ongoing. More development means more homes for current and future residents. Working to address financing, zoning, and permitting barriers can help projects move faster and save money.

Explore creating a city demolition fund for commercial and residential properties.

2027. Demolition eliminates blight, improves neighborhood safety, and prepares sites for new development. Dedicated funding would help ensure the city is able to maintain these activities at the level needed to make an impact.

Implement a comprehensive public education campaign on the importance of affordable housing to neighborhood vitality and economic growth.

Ongoing. Public support is critical to the success of any effort to create and preserve affordable housing. This public education campaign will define what affordable housing is, what it isn't, and how its presence provides creates a net benefit for current and future residents of Toledo.

Establish an Affordable Housing Trust fund capitalized by local resources.

2027. A long-term, flexible funding source dedicated to supporting affordable housing development is a critical tool in helping to spur new development and preservation efforts in the city.

Provide financial assistance to seniors and low-income homeowners in Neighborhood Revitalization Strategy Areas (NRSAs) focused on housing preservation and code compliance.

2026. Keeping people in their homes helps preserve existing housing and prevents neighborhood in addition to stabilizing families. Grants or low-cost financing is a cost effective way to help residents fix roofs and address code violations.

Launch an appraisal gap financing initiative in NRSAs to incentivize infill housing construction and rehabilitation.

2026. An appraisal gap is a barrier to development where it costs more to construct or rehabilitate a home than what it will appraise for when completed. Financing the gap supports development in neighborhoods with lower property values.

Launch approved infill housing construction templates.

Ongoing. Infill housing construction templates are pre-approved or standardized design, architectural, and planning models used to streamline the development of new homes on small, vacant, or underutilized lots within existing, built-up neighborhoods. These templates are designed to speed up the permitting process, reduce development costs, and ensure new construction matches the character of established neighborhoods.

Capitalize and launch NRSA Housing Predevelopment Support.

2027. Predevelopment support provides early funding for planning, site prep, and design to help speed up construction in neighborhoods that need investment.

Shepherd legislation and implementation of the Multifamily Rental Licensing Program.

2026. Licensing large rental properties helps ensure tenants have safe, well-maintained housing that meets safety and quality standards. Properties must undergo regular inspections to hold landlords accountable.

Objective 2: Reduce traffic fatalities and serious injuries, and improve multimodal transportation access.

Update the Complete Street Guide to allow for the creation of a network of safe, walkable, and bikeable routes.

2026. Streets are for everyone: drivers, walkers, cyclists, wheelchair users, and transit riders. The Complete Street Guide ensures all users are considered in the design of future roadway improvements.

Use evidence-based design guidelines to prevent severe and fatal crashes.

Ongoing. Proven safety features such as lighting, pedestrian crossings, and traffic-calming measures save lives and will be built into future roadway projects.

Update the Bike Plan to prioritize future improvements and activate existing assets.

2026. The Bike Plan was last updated in 2015 and significant progress has been made on recommended routes and connections. Updating the plan will help to identify future priorities for expansion and improvements to existing facilities.

Build improvements at two High Injury Network segments and one High Injury Network intersection per year.

Ongoing. Crashes aren't equally distributed across the city's road network. Focusing on the most dangerous roads and intersections first means saving the most lives.

Objective 3: Foster stronger city–resident connections through trust, collaboration, enhanced access to opportunities, and responsive city services.

Adopt a resident-centered code compliance approach that prioritizes outreach, support, and long-term neighborhood stabilization.

Ongoing. Punitive enforcement can't fix code issues when residents don't have the resources. A proactive model that provides genuine support helps homes stay compliant and stabilizes neighborhoods.

Establish a centralized Community Response team and protocol to help residents navigate complex health, housing, and safety challenges.

2027. Navigating complex systems in times of trauma is difficult. A central team designed to walk residents through city services and community resources will make it easier on those who need it most.

Develop a Youth, Family, and Workforce Success strategy to define the City's role in advancing education, employment, housing stability, health, and economic opportunity.

2028. Supporting family stability and long-term economic mobility for the next generation is critical to the city's future. A citywide plan will help align existing efforts and connect people to education, jobs, housing, and health resources.

Reimagine mayor-appointed boards and commissions to improve outreach, transparency, and meaningful resident engagement.

2026. Community voices are central to decision-making and long-term planning. By improving how boards and commissions are activated, we can improve transparency and bring more voices to the table.

Objective 4: Improve Toledo's urban forest.

Embed tree planting and preservation into neighborhood revitalization initiatives.

Ongoing. Partner with the Toledo Land Bank, Community Improvement Corporation, and Neighborhood, Housing & Demolition Programs to integrate tree planting into post-demolition lots, infill housing, and redevelopment projects. Each new housing or site reuse project will include at least one street or yard tree per parcel, enhancing shade, safety, and property value.

Establish a citywide tree inventory and urban forest management plan.

2026-2027. Conduct a comprehensive street tree inventory and canopy analysis using GIS, LIDAR, and field verification. Develop a Citywide Urban Forest Management Plan that sets long-term goals for canopy growth, maintenance cycles, risk reduction, and additional funding strategies.

Protect existing canopy and integrate tree planning into infrastructure and capital projects.

2026. Update city codes and standards to require tree protection during construction, including demolition projects, and to promote green infrastructure. Implement a tree removal permit process and require that trees removed for development be replaced.

Increase public awareness, education, and pride in Toledo's urban forest.

Ongoing. Public support is critical to the success of any effort to improve Toledo's urban forest. This public education campaign will define the tree canopy as critical public infrastructure, highlight the numerous individual and community benefits of increased tree coverage, and encourage residents to play an active role in caring for the health of existing trees.

Pilot 'cooling corridors' in heat-vulnerable neighborhoods through targeted tree planting.

2027. Target “heat island” areas along major pedestrian or transit routes and integrate shade trees with bus stops, bike paths, school routes, and walking routes to parks to reduce temperatures, improve air quality, and enhance walkability.

Launch an Urban Tree Stewardship and Maintenance Program.

2027. Establish a proactive maintenance and young tree care program to ensure long-term survival and reduce mortality. Utilize volunteer teams and workforce trainees to perform post-planting check-ups, pruning visits, emergency care, maintenance advice, watering support.

Objective 5: Improve the quality, accessibility, and connectivity of parks and community centers.

Activate parks through programming, events, and partnerships focused on overall health and quality of life.

Ongoing. Build out programming that increases overall usage, encourages community building, and supports health and well-being both physically and mentally.

Improve or replace park infrastructure to better meet community needs.

Ongoing. Improvements to existing park infrastructure will include community input to ensure alignment with the neighborhood's needs and accessibility features that allow playgrounds, splash pads, and other amenities to be used by everyone.

Improve neighborhood connectivity by activating existing bike and pedestrian trails.

Ongoing. Utilizing the bike plan and safe routes to school planning, prioritize new and improved connections between existing infrastructure, parks, and other neighborhood amenities to offer residents more ways to move around Toledo.

Find a long-term use and activation partner for the Zablocki Center.

2026. Finalize the community engagement report and recommendations for a long-term activation partner, develop a transition plan, and complete building upgrades prior to reopening.

Objective 6: Strengthen the community safety ecosystem and reduce crime.

Restructure the City's violence reduction initiatives to ensure long-term operational and financial sustainability, with a focus on evidence-based, capacity-building, and hospital-linked interventions.

2027. Hospital-linked violence interventions have proven to be effective because they engage participants during a critical, receptive period immediately following a violent injury, providing bedside intervention and long-term support. Aligning city efforts with this model creates a more effective, sustainable approach to reducing crime and supporting at-risk individuals.

Strengthen collaboration among all Northwest Ohio law enforcement agencies.

Ongoing. Toledo Police will convene regular meetings with other law-enforcement agencies across the region. These relationships can support community safety by ensuring departments are working together on cases that may span multiple jurisdictions, reducing duplication of effort and producing better outcomes.

Complete a public safety assessment to align future investment.

2027. A public safety assessment is designed to examine the current state of public safety and determine what is needed to improve outcomes. The assessment would provide a tool for aligning future investment in public safety where it will have the greatest impact.

Relaunch Peace in Motion and a summer safety strategy.

2026. The summer season often brings an uptick in violence. The seasonal strategy is designed to promote community safety during the warmer months through programming, visible presence, and education.