This is the timeline page. It separates what can begin from the councillor’s office, what I would bring into the Council process, and what still depends on staff, another public body or a later decision.
These are drawn directly from the published first-30-day plan. Each has an opening action and something residents should be able to see.
START FIRST
Publish clear ways to contact the councillor’s office, direct service concerns to the appropriate City process, follow up where I can, and report back each month in plain language on what moved, what did not, and why.
Clear office contact information, proper City-process referrals, follow-up where possible, and a monthly Ward 13 public report.
START FIRST
Bring a Council or committee request for monthly Ward 13-level service reporting covering by-law, infrastructure, downtown issues, and other City-held service data that can lawfully be reported at that level — not city-wide only.
Motion or request in the first Council or committee meeting — seek monthly Ward 13 service data to be tabled publicly through the proper reporting process.
START FIRST
Bring a motion or committee request for a staff report on vacant commercial and residential properties in Ward 13 — ownership status, outstanding standards violations, applicable municipal tools, and timelines. No policy claims made before the evidence and lawful options are public.
Motion or committee request seeking a first-quarter staff report on Ward 13 vacant-property conditions, lawful tools, and next decisions.
This is where the short-term clock lives. It is a sequence of work to begin, requests to file, meetings to hold and reporting to publish — not a claim that every underlying problem is solved in 30 days.
Publish clear ways to contact the councillor’s office, direct service concerns to the appropriate City process, follow up where I can, and report back each month in plain language on what moved, what did not, and why.
Clear office contact information, proper City-process referrals, follow-up where possible, and a monthly Ward 13 public report.
Bring a Council or committee request for monthly Ward 13-level service reporting covering by-law, infrastructure, downtown issues, and other City-held service data that can lawfully be reported at that level — not city-wide only.
Motion or request in the first Council or committee meeting — seek monthly Ward 13 service data to be tabled publicly through the proper reporting process.
Request the applicable public policing and by-law standards through the lawful London Police Service Board and City channels. Residents should be able to see what standards govern service and enforcement without pretending a councillor directs police operations.
Written governance and service-standard requests through the proper Board and City channels — publish the responses when received and report publicly if information is delayed, unavailable, or declined.
Hold the first real working sessions within 30 days: one with Ward 13 residents (open invitation), one with downtown business owners. Not a launch event — a room where people say what’s wrong, it gets written down, and I come back with what I did about it.
Publicly scheduled, documented outcomes, published to bisson13.ca within 14 days of the meeting.
Bring a motion or committee request for a staff report on vacant commercial and residential properties in Ward 13 — ownership status, outstanding standards violations, applicable municipal tools, and timelines. No policy claims made before the evidence and lawful options are public.
Motion or committee request seeking a first-quarter staff report on Ward 13 vacant-property conditions, lawful tools, and next decisions.
Publish the first public ward-update on bisson13.ca: what was voted on, what it costs, what changed, what’s pending, and what residents need to watch. Plain language. Sourced. Factual.
Publish the first plain-language Ward 13 report within 30 days of taking office — the start of regular public reporting.
The first hundred days are the next layer: use the early requests to create a public record and move the larger files through the proper process.
A public reporting system that makes City Hall, the London Police Service Board, London Police Service, bylaw, outreach partners, and relevant departments show the work in plain language.
Residents and businesses can finally see whether things are improving, getting worse, or staying the same.
Problem: Residents and businesses are seeing the same problems over and over again, but they don’t have a clear public report showing calls for service, response times, repeat locations, enforcement outcomes, referrals, or what is actually changing.
Proposed direction: Push for monthly public reporting connected specifically to downtown and Ward 13. The report should show enforcement, calls for service, response times, repeat locations, bylaw activity, referrals, accepted supports, declined supports, and outcomes.
Clear enforcement standards, clear roles, clear response expectations, and public updates on whether the plan is working.
No more guessing. Residents, workers, businesses, and frontline teams should know what’s tolerated, what’s enforced, who responds, and what follow-up happens.
Problem: Residents are tired of seeing open drug use, unsafe behaviour, people blocking entrances, trespassing, public disorder, and repeat problem locations without knowing what’s supposed to happen.
Proposed direction: Request a clear written enforcement plan that explains what officers, bylaw, outreach teams, and city partners are expected to do when these situations happen in public spaces.
No more plans without timelines. No more strategies without public reporting. No more announcements without visible action.
Residents can see what’s actually being done, who’s responsible, when it’s supposed to happen, and whether it worked.
Problem: London has plans, strategies, renderings, committees, and long timelines, but too many residents and businesses still don’t see enough visible results on the street.
Proposed direction: Push for every downtown plan to show funding, timelines, responsible departments, enforcement standards, public reporting, and visible street-level actions.
Public updates in plain language that show what changed, what failed, what’s delayed, and what needs correction.
You shouldn’t have to dig through confusing documents to understand what’s happening in your own ward.
Problem: Too many issues are discussed in reports, committees, or background updates without residents getting clear, regular, public answers.
Proposed direction: Push for regular public updates at Council on open drug use, homelessness, downtown safety, cleanliness, business impacts, infrastructure concerns, and Ward 13 results.
A practical timetable covering safety, cleanup, lighting, bylaw presence, public washrooms, repeat locations, business impacts, infrastructure basics, and public reporting.
Ward 13 gets a real accountability timeline instead of another vague promise.
Problem: Residents hear about long-term plans, but they rarely get short-term timelines showing what should visibly change.
Proposed direction: Push for a public timetable that lays out what can be done in 30 days, what should change in 90 days, and what measurable progress should be visible after 12 months.
The distinction still matters, but it belongs underneath the timeline rather than interrupting every action.
Publish the request, motion or question.
Name the body responsible for the next decision.
Post the response or explain when one has not arrived.
Show what changed, what did not, and what comes next.
Keep moving through what matters to you.
