My Priorities
A common sense, neighbourhood focused, candidate advocating for affordable living, better and safer neighbourhoods, smart infrastructure, and tax transparency.
A Concrete Plan for Ward 4 and London
Common Sense. Measurable Results. Better Value for Your Taxes.
Londoners should be able to measure whether City Hall is actually making their lives better.
My platform is built around common sense principles: every major commitment should have a target, a cost and a way to measure whether it worked. Residents of Ward 4 should be involved in and consulted in all major decisions that impact their lives, communities, and pockets.
1. NEIGHBOURHOOD FOCUSED APPROACH for safer and cleaner neighbourhoods while ensuring any new development does not alter the existing neighbourhood identity
Public safety is more than police funding.
It also means maintaining the physical conditions that make neighbourhoods safe.
I will push for stronger attention to:
Derelict and chronically neglected properties.
Graffiti and illegal dumping.
Broken lighting.
Unsafe sidewalks.
Dangerous intersections.
Abandoned properties.
Parks and playgrounds requiring repair.
Repeat property-standards violations.
I will establish a Ward 4 Neighbourhood Issues Tracker so residents can see outstanding problems, which department is responsible and whether the issue has been resolved.
Parks, splash pads, playgrounds and community facilities build neighbourhood identity.
Rather than making vague promises about "investing in parks," I will seek an average of $250,000 per year in Ward 4 small-scale neighbourhood improvements through existing capital and neighbourhood-improvement programs.
That is a four-year target of $1 million for items such as:
Playground renewal.
Park lighting.
Pathway repairs.
Benches and shade.
Sports amenities.
Small accessibility improvements.
Community-space upgrades.
Projects would be prioritized through resident consultation and existing City capital-planning processes
2. HOUSING PEOPLE CAN ACTUALLY AFFORD
London needs more housing—but simply counting units is not enough.
Make housing easier to build
I will support faster approvals for:
Basement apartments.
Garden suites.
Additional residential units.
Duplexes, triplexes and other missing-middle housing.
Smaller starter homes.
Mixed residential/commercial development along major corridors.
The City already offers incentives of up to $20,000 for some additional residential units and up to $45,000 for qualifying affordable units.
My target
Create a permanent $500,000-per-year Affordable Infill and ARU Matching Fund, contingent wherever possible on provincial/federal matching funds.
Over four years:
Maximum City commitment: $2 million.
Priority would go to units with meaningful affordability commitments rather than subsidizing market-rate development without conditions.
Faster approvals
Set a goal of reducing the City's median processing time for complete small residential applications by 25% by 2028.
Publish approval times quarterly so residents and builders can see whether red-tape reduction is actually happening.
Lastly, keep doing what has been working over the last 4 years. Keep working with responsible developers to ensure smart development and infrastructure projects throughout London continue without unnecessary bureaucracy and red tape.
3. PROPERTY TAX RELIEF AND TRANSPARENCY
Target: Hold the 2027 property-tax increase to 3.5% or less
London's current budget forecasts a 4.7% property-tax rate increase in 2027.
I will push to reduce that increase to no more than 3.5%, while protecting essentialfrontline services.
That means finding approximately $12 million in additional savings, efficiencies or revenues before asking taxpayers for more.
My $12-million Budget Value Challenge
Before Council approves the 2027 budget, I will push for staff to identify:
$5 million through service reviews, administrative consolidation and elimination of waste.
$3 million through procurement adjustments, contract consolidation/competition and competitive purchasing.
$2 million through vacancy management and attrition in non-frontline administrative positions. Finding more efficiency in City Hall operations.
$2 million in additional budget relief by improving collection of money owed to the City, maximizing grants and other outside funding, and reducing unnecessary borrowing and interest costs.
These are savings targets—not imaginary savings booked before staff verifies them.
Police, fire protection and essential frontline road, waste and infrastructure services should not be the first place Council looks to cut.
Taxpayer transparency
I will push for a public online dashboard showing:
Contracts over $100,000.
Major consulting expenditures.
Original project budgets versus final costs.
Major change orders.
Annual departmental spending increases.
Whether programs achieved the outcomes they were funded to deliver.
Measure of success: Bring the 2027 tax increase to 3.5% or lower and make future increases above inflation require a clear public explanation.
4. HOMELESSNESS: MEASURE RESULTS, NOT HOW MUCH MONEY WE SPEND
My primary homelessness Key Performance Indicator will be simple:
Is the number of Londoners experiencing homelessness going up or going down?
A significant problem that has been at the forefront in London Ontario for at least 2 previous council terms, requiring a multi-faceted approach and requiring significantly more than simply providing housing units.
My targets:
10% net reduction by the end of 2028.
25% net reduction by the end of the council term.
The City should publish monthly numbers showing:
People newly entering homelessness.
People moved into permanent housing.
People returning to homelessness.
Average length of homelessness.
Cost per person successfully housed.
Housing retention after six and twelve months.
Tie funding to outcomes
Every City-funded homelessness contract worth more than $250,000 annually should have publicly reported performance measures.
Organizations consistently missing agreed outcomes should receive a corrective-action period. If results do not improve, funding should be redirected toward programs producing better housing outcomes.
I would set a goal of making up to $1 million annually of existing homelessness spending performance-based and reallocatable rather than automatically renewed.
Permanent solutions
I support:
Addiction treatment and recovery housing.
Detoxification capacity.
Mental-health treatment.
Permanent supportive housing.
Early intervention to prevent eviction and homelessness.
Employment and life-skills support.
But the Province must contribute substantially to healthcare, addiction treatment and mental-health operating costs.
London's own hub plan estimated approximately $2.7 million per hub per year for a typical 25–35-bed hub.
I would therefore oppose creating major new permanent City-funded operating commitments without a sustainable funding agreement from other levels of government.
Compassion and public standards
Helping someone who is homeless and maintaining usable public spaces are not contradictory.
Sidewalks, parks and business entrances must remain accessible. Municipal bylaws should be consistently enforced, while police remain responsible for criminal conduct.
5. NORTHEAST HIGHBURY CONNECTIVITY PLAN
We need to fix congestion and seemingly endless cycles of incoherent road work.
The City already plans to reconstruct Highbury Avenue North from the Thames River bridge to Kilally Road in 2027, including new road infrastructure, sidewalks, cycle tracks, lighting and upgraded signals at Kilally.
At the same time, Kilally Road is being rebuilt eastward toward Clarke Road to support northeast growth.
We should connect the pieces now instead of spending millions fixing connectivity problems later.
Highbury North Connectivity Study
Within my first 100 days, I will request a detailed transportation and connectivity study covering:
Huron Street → Highbury → Kilally Road → Fanshawe Park Road
The study would examine:
Traffic volumes and projected growth.
Turning movements.
Intersection queue lengths.
Signal timing.
Transit connections.
Safe pedestrian crossings.
Missing sidewalks.
Cycling connections.
Access between neighbourhoods east and west of Highbury.
Future subdivision and neighbourhood-connector roads.
Measure of success
After improvements are completed, target at least a 10% reduction in peak-hour intersection delay or queue length at priority Highbury intersections, measured against the traffic-study baseline. These principles should be applied to traffic reconstruction in every part of the city.
6. FIX TRAFFIC WITHOUT DECLARING WAR ON ANY MODE OF TRANSPORTATION
London needs transit, roads, sidewalks and cycling infrastructure that work together.
I support completing the rapid-transit infrastructure already underway rather than reopening signed contracts and wasting money.
At the same time, London cannot ignore the fact that roads remain essential for families, tradespeople, deliveries, emergency services and businesses.
My commitments
Annual signal-timing review of London's most congested intersections.
Publish before-and-after travel-time results.
Add turning capacity at major intersections where engineering demonstrates a bottleneck.
Avoid simultaneous construction on parallel arterial routes wherever reasonably possible.
Use accelerated, evening or overnight construction on major corridors when noise, safety and engineering conditions allow it.
Strengthen incentives for contractors who complete major projects early and consequences for avoidable delay.
Require clearer public detour and traffic-management plans before major road closures begin.
Measure of success: Less time sitting in preventable congestion and fewer construction projects that unnecessarily cripple adjacent routes at the same time.
MY FIRST 100 DAYS
If elected, I will bring forward or advocate for six immediate actions:
1. Launch the $12-million Budget Value Challenge ahead of the 2027 budget.
2. Initiate the Northeast Highbury Connectivity Study before future road designs make improvements more expensive.
3. Establish net homelessness reduction as a primary public Key Performance Indicator.
4. Establish measurable tenant property-standards response targets.
5. Launch a public Ward 4 issue and infrastructure tracker.
6. Publish my own quarterly councillor report showing votes, expenses, progress on campaign commitments and unresolved Ward 4 issues.
WHAT THIS PLATFORM COSTS
The majority of this plan involves better use of existing budgets, reallocating spending, development-related funding and obtaining provincial/federal funding—not creating new permanent tax-funded programs.
Maximum identified new commitments:
Affordable infill/ARU fund: $500,000/year
Potential additional property-standards enforcement: up to $350,000/year
Highbury connectivity study: approximately $200,000 one-time
Ward 4 neighbourhood improvements: $250,000/year targeted from existing capital programs
At the same time, the platform calls for approximately $12 million in verified savings and offsets to bring the 2027 property-tax increase down.
The objective is straightforward:
Spend less where City Hall can operate more efficiently. Invest strategically where a modest amount of money can solve an actual problem. Measure whether taxpayers received results.
Neighbourhood Focused. Common Sense Solutions.
Common Sense Leadership Approach
Our city needs leadership that transcends idealism and political party allegiances. City Councillors must think of Londoners first to create a vibrant, safe, and affordable city.
Our policies must be based on common sense rather than serving any particular ideology and pressure group. As I have done my entire life, personally and professionally, I hope to bring a common sense approach to city council when creating policy:
Avoid drastic property tax increases by managing city services better, attracting federal and provincial funding for housing, transit, homelessness costs, and housing grants. Additionally, ensuring that tax dollars are spent wisely to promote smart infrastructure development, more efficient services, and enhanced public safety.
Downtown revitalization requires vision and smart planning. As a former downtown business owner, I understand the importance of consulting with existing owners, promoting events, and investing in new businesses. First, we need to understand that homelessness and open drug use must be eliminated before we can have a vibrant downtown. We owe that to current business owners and Londoners in general.
Public Safety throughout the city, but most importantly, in our own neighbourhoods requires a law enforcement presence and maintaining neighbourhood integrity. This includes strategic neighbourhood planning, eliminating open drug use, maintenance of derelict properties, and more. Public safety also includes neighbourhood speeding prevention and other initiatives.
Neighbourhood green spaces, parks, splash pads and community centres are vital for community development and identity. As someone who grew up playing in Ed Blake Park, and often bring my own son there, I understand the importance of these spaces. As a city councillor, I would ensure to promote, develop, and expand these spaces for all neighbourhoods to enjoy.