Safer, more usable streets, parks and public spaces
Residents, businesses and people in crisis should be able to see a better coordinated response to repeat public-space problems, with lawful reporting that shows whether conditions are improving.
Vision 2026–2030
Four years should have a direction.
This is the longer-term layer of the campaign: what can start early, what needs Council or outside partners, which larger proposals need proper review, and what residents should be able to compare with the record by 2030.
Vision is not a list of guaranteed outcomes. It is the sequence: start what can start, test what needs evidence, support good work when the file makes sense, and keep the larger proposals clearly labelled until they earn approval.
By 2030
The direction should be visible in daily life.
Progress measured by outcomes, not announcements
Housing, supportive housing and recovery work should be tracked by what is actually occupied, operating and helping people remain housed or move to the next level of care.
Transit and infrastructure people can rely on
Transit reliability, construction coordination, road work, sidewalks and accessibility should be measured against the experience residents actually have using the system.
More activity, clearer follow-through, fewer stalled files
Downtown and neighbourhood business areas should have clearer construction communication, vacancy follow-up and a public record of what municipal actions are moving.
A public record residents can actually follow
Major commitments should connect to the motion, vote, budget, responsible body, timeline and next step so residents can see what moved, what stalled and why.
The four-year road map
Open the work.Build what is ready.Test the harder files.Judge the term.
The dates are sequence markers, not guarantees that another body will approve a proposal or that a complex outcome can be ordered on schedule.
OPEN THE WORK
Start with the files the office can actually begin.
WHAT I WOULD DO
Open the first 30-day work
Begin ward access, priority briefings, issue tracking, resident and business outreach, and the first motions or report requests that can move immediately.
See the opening-term planWHAT I WOULD PUSH FOR
Use the proper public-safety governance channels
If elected, I would seek appointment to the London Police Service Board while continuing to use Council’s own tools on lighting, by-law, property standards, cleanup, budgets and public reporting.
See the public-safety positionWHAT I WOULD CARRY FORWARD
Move the published commitments into the job
The commitments are the promises I am prepared to be judged on. The opening months are where they become motions, questions, budget choices, meetings and follow-up.
Read the commitmentsBUILD WHAT IS READY
Move from opening work to projects, pilots and decisions.
WHAT I WOULD PUSH FOR
Put practical Ward 13 delivery work in motion
Use the first full budget and committee cycle to move the files that are ready: safer public spaces, construction coordination, business access, housing and recovery partnerships, and visible ward-level follow-through.
See the Ward 13 PlanPROPOSAL UNDER REVIEW
Test the Living Art Park concept properly
The Living Art Park belongs here as a major proposal: refine the concept, test governance and funding, engage the public and partners, and determine whether a phased version should move forward.
Explore the Living Art Park proposalDO THE HARDER WORK
The larger files need partnership, evidence and time.
PROPOSAL UNDER REVIEW
Advance Living Futures only if the case is there
Living Futures is a larger housing, treatment and recovery concept. It should move only through proper public review, land and funding work, service partnerships, Council decisions and provincial participation where required.
Read the Living Futures conceptWHAT I WOULD SUPPORT
Back good work already moving when the evidence supports it
Not every good idea has to originate with me. When City, community, business or agency proposals come forward, I would judge the actual file: public benefit, cost, authority, delivery plan and impact on residents.
Explore the issue positionsJUDGE THE TERM
Compare the direction with the public record.
WHAT RESIDENTS SHOULD BE ABLE TO SEE
Point to what changed
Safer and more usable public spaces. A downtown with more activity and fewer stalled files. Better coordination during construction. Housing and recovery work tied to real outcomes. Services that are easier to understand. A councillor who explains the vote and reports back.
Compare with the commitmentsHONEST LIMIT
Direction is not the same as a guarantee
One councillor cannot command Council, staff, police operations, transit operations, the Province or private owners. The commitment is to use the office fully, build support, make the case, vote, follow up, and tell residents what happened.
See the operating mapIdeas under the vision
Future-facing proposals stay clearly labelled until the work is done.
A proposal can be ambitious without pretending it has funding, approval or a final design before those decisions exist.
Living Art Park
A phased public-space and cultural proposal at Harris Park. It remains a proposal under public review, not an approved project.
Open the proposalLiving Futures
A housing, treatment and recovery campus concept requiring feasibility work, partners, funding, a site, public review and multiple decisions.
Open the proposalHeritage That Works
A practical plan for preservation, adaptive reuse, financial analysis, incentives and clearer follow-through.
Open the proposalKellogg District
A citywide case study for coordinated decisions connecting jobs, housing, heritage, transit and infrastructure.
Open the proposalThe test
A four-year vision still has to end in a checkable record.
What actually started?
What received Council or partner approval?
What changed after public review?
What did not move — and why?
Where would you like to go next?
Keep moving through what matters to you.
BISSON13 · Ward 13