Marco Martins

Toronto needs to make good choices with ling term solutions to increase various types of housing along main roads where rapid transit is easily accessible. Having a blanket ability to build housing within neighbourhoods can change the feel and character of areas unknowingly. Plan things better.

Choosing a safer option like housing is the best option for those that are de-housed. Those that refuse the offer of housing have more issue such as addiction or mental health problems that doesn’t allow them to make this decision that would be in thier best interest. Parks are for everyone.

Many people that work in Toronto can’t afford to live in Toronto. People in trades have tools or car pool. There are better revenue streams than tolls.

Toronto should seek additional revenue streams that make sense and do not burden the people that live in the city. We should also seek funding from other levels of government as we are an economic engine for Ontario

Toronto should be transparent in its spending and accountability. Toronto should be able to plan for additional costs ahead of time when planning projects.

Ultimately the rule of law and accountability for those enforcing it will provide a deterrent and the safety the public needs to bring back our feeling of security on city streets. This can only be successful if it’s done in conjunction with effective crisis prevention services.

The current police force is understaffed relative to our population, workload and service demands. With many veteran officers retiring there reds to be a larger budget to hire and train new officers to maintain thier current capabilities.

Although it’s necessary to utilize thee types of technologies, it should be done in a way that demonstrates a benefit to public safety. The use of this technology should also have levels of accountability that can be assessed by outside third parties in order to keep regulation in place.

Our top priority should be planning for the continuing growth of our transit systems to meet the continued future demands that are forthcoming. In a very close second making sure that our current system is frequent, reliable and be maintained and overseen pragmatically.

Transit and other forms of personal transportation such as cycling and safely walking are key to keeping our inner core of the city moving. With that said service, emergency and delivery vehicles require access to keep our city safe and viable.

Main Roads that have the most public transit should be where Toronto focuses its efforts to build more housing including affordable housing.

Some homes in Toronto along Main Street corridors were built in 1900-1930. These homes should no longer occupy main street spaces. Building better housing options along these thoroughfares is key.

Modifying housing within neighborhood’s will negatively affect the landscape of the home dynamics that makes Toronto great as well as loosing additional tax revenue. Main transit corridor redevelopment is important.

Reductions in municipal development charges are necessary especially for projects that deliver new housing. Timing is important Toronto has secured $1.5 billion in federal/provincial funding specifically to allow the City to reduce residential development charges.

Create a single, city-wide capital-project accountability system with one accountable project manager and mandatory change-order controls.

We should support external service delivery as one of Toronto’s core service-delivery options—but only when a competitive process demonstrates better value, service quality and accountability than delivering the service in-house.

Revenues from property tax should grow in line with inflation and population growth. We should not rely on above-inflation property-tax increases as a default to budget pressures. Toronto should control costs, find competitive service, and secure greater revenues from growth and other sources.

Toronto revenues should grow by growing its tax base and not by continually raising taxes on existing residents. New development and economic activity should contribute fairly to the infrastructure and services needed to support that growth.

Before asking residents for another dedicated levy, the City must demonstrate that it is managing its existing capital budget efficiently. Toronto should fix what it already owns before committing taxpayers to more expansion. Prioritize roads, bridges, transit, housing and public facilities.

Toronto should have a results-first relationship with the province: partner where we can secure funding, approvals and better outcomes for residents, and advocate firmly when Toronto’s interests are at stake. We should never put political conflict ahead of getting results for Toronto taxpayers.

Strong-mayor powers should be used to overcome unnecessary barriers with housing. They should not bypass legitimate public consultation or environmental, safety and planning standards.

Davenport should be a ward where people feel safe walking, taking transit, running a business and enjoying our parks and public spaces. I will prioritize visible policing, pedestrian safety, clean and well-maintained public spaces, and effective responses to disorder.

By the end of my term, Davenport will have a measurable improvement in the safety, cleanliness and condition of its streets and public spaces, with every major ward priority tracked publicly and progress reported to residents.

Accelerate the expansion of safe, protected cycling routes, prioritizing connected networks and routes that improve safety and provide real transportation alternatives, while monitoring impacts on traffic, businesses and neighbourhoods.

Protect the right to peaceful protest while maintaining reasonable, predetermined limits that ensure access to hospitals, essential services, transit and major transportation routes. The rules should be clear, neutral and applied equally to everyone.

Invest in technology that gives residents and Council real-time, transparent information on whether Toronto is delivering services, completing projects on time and staying within budget.

Every department should demonstrate value for taxpayers. Reduce internal administration, staffing and contract costs first. Toronto should find efficiencies and eliminate unnecessary spending before cutting frontline services or increasing taxes and fees.

Toronto should make it faster and more predictable to open, expand and invest in a business. We should streamline permits, inspections and approvals, set clear service standards and hold City departments accountable when applications take too long.

Toronto should compete by being a great place to live, work and invest. Our priority should be affordable housing, reliable transportation, public safety, efficient approvals and strong infrastructure—not expensive one-off incentives to attract individual companies or events.

Toronto should expand apprenticeships, trades training and recognition of international credentials so we have the skilled workforce needed to build more housing and infrastructure faster.

Toronto should prioritize clean streets, safe sidewalks, reliable snow clearing, well-maintained parks and public spaces before investing in expensive new projects. We should maintain what we already own before building more.

Make it easier for arts, culture and nightlife businesses to operate by simplifying permits, reducing unnecessary red tape and allowing flexible operating hours while maintaining reasonable safety and noise standards.

We should require autonomous taxi operators to provide Toronto with transparent data on trips, collisions, congestion, curb use and accessibility so the City can regulate based on evidence and protect the public interest.