How the mayoral field answered

Darrell BrownNo

Blanket as-of-right ignores real differences in transit access across wards. I support targeted, well-sited housing — including supportive and 'missing middle' housing — under adopted Secondary Plans, not one-size-fits-all rules overriding local context.

Braeden ChowNo

support building substantially more housing across Toronto, but I wouldn’t say every ward needs the exact same level or type of development. Housing policy should reflect local infrastructure, transit, neighbourhood context and actual capacity. We need more homes, but we also need smart planning.

Every neighbourhood needs to be accommodating more housing, particularly missing middle and gentle density approaches. But as a planner, I’m weary of identical built forms everywhere. Good cities need variety, character and housing choice.

Toronto already permits up to 4 residential units as-of-right in Neighbourhoods while six-plexes are legal in select wards. I support these intensification policies but believe substantially more housing as-of-right ("upzoning") needs to be directed to Avenues and major transit station areas.

Yes. Toronto should enable more housing, including well-designed mid-rise development, while respecting neighbourhood character, infrastructure capacity, green space and community needs.

Georgios KalkounisYes

Citywide intensification can improve supply and reduce approval complexity, if supported by engineering‑based assessments of infrastructure capacity, safety, market impacts, and neighbourhood cohesion.

Michael LamoureuxNo

No more densification please.

Amy RosenYes

We need more affordable and supportive housing, and we need to make it faster and easier to build through smart zoning reforms and targeted incentives. There's a way to do it so that even areas dominated by detached and semi-detached homes still maintain a neighbourhood feel.

Robert ShustermanYes

You need more housing for the mentally ill as there's a long waiting list for them and it's not acceptable

Build the houses — actual units, not ten-year slogans.

Communities should be given agency in determining what their neighbourhoods look like. This means increasing consultation and outreach such that we are confident that we are building to the desire and to the benefit of people who are already living there, and not building to meet a statistic number

Darrell BrownYes

Only if the offer is permanent housing with supports. Housing-first: once genuinely suitable, permanent housing is offered, remaining in an encampment isn't housing, it's warehousing. Offers must be real and permanent, not just shelter beds - pair any move with continued supports.

Braeden ChowYes

Yes. If the City has offered a genuinely available indoor space that meets the person’s accessibility, safety and household needs, I believe they should be required to leave the encampment. Parks are public spaces and need to remain safe and accessible for everyone.

WHERE WELL THEY LIVE FAR, FROM FAMILY

I would say it’s conditional on the premise being true. We cannot demand people leave if suitable alternatives aren’t available. If we provide an appropriate indoor option that meets someone’s needs, I don’t believe an encampment in a shared public space should become permanent.

Public parks are finite public resources which were not designed for long-term habitation. I would support requiring a person to leave an encampment where the new accommodation offers a viable path towards stable housing but not where it would only result in eventual relocation to a different park.

Safe, appropriate indoor housing should always come first. Once suitable accommodation is available, parks should remain safe, clean and accessible public spaces for everyone.

Georgios KalkounisYes

When an indoor space meets safety, accessibility, and household needs, transitioning supports coordinated services, reduces risk, and aligns with integrated public‑safety and health‑system standards.

Amy RosenYes

Many people living on our streets are also struggling with mental illness, addiction, trauma, or other challenges that require treatment and support. We can help vulnerable people rebuild their lives while ensuring that sidewalks, transit, and public spaces remain safe and accessible for everyone.

Robert ShustermanYes

If there is a space open for them and then they need to leave encampment and go to the new housing facility

Safety is the first job of a city, and parks are not housing.

We are not going to have encampments near schools or parks. After a certain point on the streets the hardships are such that many of the people in question lack the mental acuity to understand their situation as dire enough to ask for, or accept, the help they need.

Darrell BrownYes

Congestion pricing has worked to reduce traffic by up to 30% (London). New York and Singapore are examples of success. How it is structured is key.

Braeden ChowNo

I don’t support charging residents for congestion when so much of it is caused by construction, lane closures, poor coordination and inadequate infrastructure. The City should fix the congestion problems within its control before making drivers pay for them.

YES AND YES CITY SHOULD

I understand the planning case for congestion pricing, and Toronto can explore it down the line. But right now, I’d rather focus on improvements people use every day. Better TTC service, faster streetcars and making transit an even better alternative to driving. Give people better choices first.

The road pricing question is not worth spending much time on because this provincial government will never allow Toronto to implement road tolls. In theory, I would be very supportive of Toronto implementing a congestion charge in the downtown core for non-residents or tiered pricing.

Toronto should improve transit and reduce congestion through smarter urban planning and better transportation infrastructure, rather than adding new financial burdens on residents.

Georgios KalkounisNo

Road planning must follow engineering‑based demand analysis, evidence‑driven capital planning, lifecycle maintenance, and streamlined processes. Remove unnecessary restrictions, integrate operations, ensure transparency, and deliver measurable mobility improvements, WITHOUT adding Taxpayers burden.

Michael LamoureuxNo

No to congestion charges (too much administration cost and hassle), but I would agree to raising parking lot fees and taxes to fund TTC improvements and expansion.

Amy RosenNo

I will create a dedicated traffic coordination office to tackle congestion and bring common sense back to city planning. Construction projects, TTC closures, parades, marathons, festivals, and special events will all be coordinated through a single team focused on keeping Toronto moving.

Robert ShustermanYes

Yes during periods of heavy congestion the roads should have tolls

No congestion tolls — axe the tax, do not add a new one.

Homeowners and residential occupants with vehicles registered to their adresses within the core should be exempt from congestion charges.

Brad BradfordYes

Toronto should look at all fiscal and financing levers within its control to build and maintain infrastructure, without defaulting to the easy solution of increasing taxes.

Darrell BrownYes

I have a comprehensive proposal on alternative revenue sources. Property tax revenue cannot service the needs of Torontonians. See my presentation at electdarrellbrown.ca

Braeden ChowNo

I don’t think the first answer should be raising more revenue. Toronto already collects a significant amount of money, and before asking residents to pay more, the City should prove it is spending what it has efficiently, prioritizing essential repairs properly, and reducing waste.

Yes. Toronto should raise targeted local revenue for critical repairs while continuing to pursue funding from Ottawa and Queen’s Park. Deferring maintenance only increases costs and risks essential services. Any new revenue must be transparent, accountable and tied to clear repair priorities.

Deferring maintenance just means a bigger bill later. Toronto should fight for its fair share from other governments, but also take responsibility for maintaining its infrastructure.

Today's Torontonians should not have to shoulder the burden of years of neglected maintenance through increased property taxes. Given the City's economic and cultural importance to the rest of the province and country, Toronto deserves its fair share of infrastructure funding from other governments.

Toronto should improve transit and reduce congestion through smarter urban planning and better transportation infrastructure, rather than adding new financial burdens on residents.

Georgios KalkounisNo

Infrastructure reliability requires disciplined engineering standards, lifecycle maintenance, and efficiency‑based savings. Revenue tools must PROTECT taxpayers’ single wallet and prevent costly deferral of essential repairs.

Amy RosenNo

I'd need more details about what type of infrastructure repairs you're referring to and what sort of funds are needed in order to answer.

Robert ShustermanYes

The city could always use more money and we need to raise money at certain times for certain projects

Do not raise new local revenue first — cut waste at the TTC, the boards, and council, then fix what we already own.

Almost 40% of the population of the province lives in the Toronto area. We will not beg the province to get our own money back; especially when the province has clear interests in undermining the city's agency in directing the uses of our public spaces.

Darrell BrownYes

There is a serious transparency issue in Toronto and Ontario for that matter. We are years behind other jurisdictions on FOI and blanket publishing of contracts. Transparency breeds accountability.

Braeden ChowNo

I support accountability, but not publishing endless reports that most people will never use. Major overruns and failures should be disclosed clearly, but City Hall should focus on delivering projects, not creating more bureaucracy around them.

Local raise targeted local revenue for critical repairs while continuing to pursue funding from Ottawa and Queen’s Park. Deferring maintenance only increases costs and risks essential services. Any new revenue must be transparent, accountable and tied to clear repair priorities.

Torontonians shouldn't need a detective's license to figure out why a project is late or over budget.

Accountability requires transparency. The public should not have to file freedom of information requests to understand how their money is being spent by the City.

Major projects should be transparent. Residents deserve clear information on budgets, schedules, progress and performance to ensure accountability and responsible use of public funds.

Georgios KalkounisYes

YES - Publishing project‑level budgets, schedules, and performance metrics strengthens transparency, engineering‑based oversight, disciplined planning, and accountability across all major capital programs.

Amy RosenYes

People have a right to know what their taxes are going towards.

Robert ShustermanYes

Torontonians have a right to know what's going on and this should be communicated to

Put the books in public. You cannot cut waste you hide.

We are long overdue for absolute transparency about operation and financial updates. We have the technology to efficiently disseminate relevant information about how and where our tax dollars are building the city projects we need.

Darrell BrownMental-health response, addiction treatment and youth intervention

Enforcement manages crises after they happen; crisis and prevention services stop them from happening. Mental-health response, addiction treatment and youth intervention are the same 'treatment first' logic behind my homelessness plan — investing upstream reduces the burden downstream.

Braeden ChowLighting, maintenance, sanitation and active use of streets and parks

I’d choose public-space management, but safety can’t be reduced to visibility alone. Police also need the resources, staffing and tools to actually prevent and respond to crime. The goal should be safer residents and officers, not simply more uniforms on the street.

management treatment

Let police focus on policing. Expanding mental-health, addiction and crisis services means the right professionals can respond to the right situations, while freeing up police resources for public safety.

Mental health and addiction issues are in plain view in Toronto's public spaces, making us feel uncomfortable and sometimes unsafe. More trained crisis intervention workers are needed, especially on the TTC. Youth must be given job and leadership opportunities so they can find purpose and identity.

Public safety requires prevention as well as enforcement. Toronto should strengthen mental-health response, addiction treatment and youth intervention, while ensuring police can focus their resources on serious crime and urgent public-safety threats.

Georgios KalkounisPolice, bylaw enforcement and a more visible official presence

Strengthen public safety, crisis prevention, public space management, neighbourhood cohesion, and community stability through coordinated prevention, enforcement, and integrated recovery‑focused supports delivered jointly across municipal, provincial, and federal partners.

Michael LamoureuxPolice, bylaw enforcement and a more visible official presence

We can do all of them, they are not mutually exclusive.

Robert ShustermanPolice, bylaw enforcement and a more visible official presence

We need more police officers response times for 911 are still too slow and we need to get higher more officers and get them to the emergency situations more quicker

Violent crime first — more presence on the street, not another prevention slideshow.

Despite the hyper focus on the drug addicted-homeless stereotype of street safety, we forget that they do not account for the majority of the crime. Rehab and intervention is required, but foremost; we need to the police to rid the streets of the dealers, actually respond to calls, and enforce law.

Darrell BrownDecrease after inflation, with some responsibilities and funding transferred to civilian services

Public safety funding should follow function, not headcount. Calls rooted in mental health, addiction and youth crisis are better and more safely handled by trained civilian responders — freeing police to focus on core policing, and delivering the crisis investment I outlined above.

Braeden ChowIncrease above inflation to expand police staffing or services

increase above inflation, but not simply to hire more officers. I want a stronger, better-trained, better-equipped force with serious mental-health, recovery and family support off duty. Police deal with extraordinary situations; we should invest in keeping them capable and healthy.

increase police mental health service staffing

Keep police properly funded and keeping pace with inflation, while putting new investments into civilian crisis services.

TPS should focus its resources on reducing the number of guns on the street and addressing violent crime.

Toronto should maintain strong and effective policing while improving efficiency, accountability and community safety. Resources should focus on frontline officers, faster response times and prevention without creating unnecessary financial pressure on residents.

Georgios KalkounisRemain approximately constant after inflation

Increase police presence and response reliability by reducing administrative burden and directing resources to frontline operations, supported by clear service accountability and streamlined processes.

Robert ShustermanIncrease above inflation to expand police staffing or services

Again we need more police officers that are not enough we have 3 million people we need more officers

Crime is the first job, and you do not cut the people who do it.

We need to reassess how the money is being spent. We need police officers that belong to the community, who live here and have a stake in their own city.

Darrell BrownEstablish citywide limits on access, retention, auditing and data sharing

Surveillance tools need the same accountability infrastructure I've proposed for FOI and conflict-of-interest reform: clear citywide rules on access, retention, auditing and data-sharing, adopted by Council directly rather than left to weak existing privacy law.

Braeden ChowAllow police and approved organizations to deploy them under existing privacy law

I’d permit broad use under existing privacy law. If technology can help police find stolen vehicles, identify serious offenders and solve crimes faster, we should use it. For law-abiding residents, effective public-safety tools should make the city safer, not harder to live in.

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There are legitimate public-safety uses for this technology, but that doesn’t justify creating a permanent database of everyone’s movements. Clear limits on access, retention and data sharing are essential.

With strict protections, automated licence-plate readers and similar surveillance technology have the potential to benefit Torontonians.

Toronto should use surveillance technology only under strict rules, with clear limits on data access, retention and sharing, independent audits, and strong privacy protections. Public safety must not come at the expense of residents’ rights.

Georgios KalkounisEstablish citywide limits on access, retention, auditing and data sharing

Limit surveillance technology to targeted, high‑risk investigations and legally justified assessments, with deployment governed by strict rules for access, data retention, and data sharing.

Robert ShustermanAllow police and approved organizations to deploy them under existing privacy law

We need to allow police to deploy them

parking enforcement should be on foot; this one is personal; they don't even check the windshield for the tag half the time, im tired of the TPS parking ticket petition form that comes back as "penalty cancelled" every time the automated-reader missed the permit clearly displayed in my windshield.

Darrell BrownMore frequent and reliable service on existing routes

We can't wait for the next multi-decade build. Treating existing GO corridors as real rapid transit now, with frequent all-day service and fare integration, delivers benefits years before subway extensions open — and it's the lever the city can actually pull today.

Braeden ChowMore frequent and reliable service on existing routes

I’d prioritize service. Riders need more frequent, reliable and safer transit they can actually count on every day. Maintenance matters, but the greatest share should go toward improving the day-to-day experience for people using the system.

maintenance more work

A reliable transit system starts with taking care of what we already have. Service improvements are also a priority, but they depend on a system that works.

Many people choose to drive because they are not confident the TTC will get them to where they are going on time. Better reliability is key to reducing congestion.

Toronto should first make existing transit more frequent, reliable and efficient. Better service reduces waiting times, improves daily mobility and encourages more residents to choose public transit.

Georgios KalkounisMore frequent and reliable service on existing routes

Transit funding must focus on reliability and measurable mobility performance through streamlined operations, engineering‑driven capital planning, and disciplined lifecycle maintenance.

Michael LamoureuxMore frequent and reliable service on existing routes

Really it's all of them, depending on the value provided.

Robert ShustermanNew rapid-transit lines and extensions

When you do transit lines the city is not accessible by subway. At least there are many parts of the city that are hard to get to by subway. So I believe we do need more subways

Fix the TTC we already have before buying another ribbon-cutting.

The vitrolite colour tiles and the retro mid century look that define so many of our stations, and the brutalist concrete shapes of the arcades falling to the platforms deserve restoration. Beauty makes a city more liveable, reconsidering aesthetic will reinforce support of the other issues.

Darrell BrownTransit, walking and cycling

Transit, walking and cycling move the most people per metre of street. It is the logic behind the BRT corridors (dedicated lanes, signal priority) I've proposed. Neighbourhood parking needs are addressed separately, through building-level requirements, not general curb allocation.

Braeden ChowDeliveries, trades, emergency vehicles and accessibility

I’d prioritize goods and essential access. Deliveries, trades, emergency services and accessibility are foundational to how the city functions. When space is limited, the people and services that keep Toronto operating should come first.

we can give pay

Our streets should prioritize moving people efficiently, while protecting essential and accessibility needs. We should also be more creative with our streets. This includes pedestrianization in places like Queen, Church and Kensington Market, where sidewalks often leave little room for people.

Streets are for people and should be able to move as many people as safely as possible.

When street space is limited, priority should go to moving the greatest number of people safely and efficiently. Strong transit, walkable streets and cycling can reduce congestion while keeping Toronto accessible and connected.

Georgios KalkounisDeliveries, trades, emergency vehicles and accessibility

Prioritize congestion reduction by removing unnecessary restrictions, simplifying transit‑roadway interfaces, improving system efficiency through integrated operations, and planning future street capacity using demographic trends, user forecasts, and long‑term mobility needs.

Michael LamoureuxAutomobile capacity and curbside parking

but exclude the curbside parking on arterial roads

Robert ShustermanTransit, walking and cycling

Transit walking and cycling need to be a priority in the city especially walking and cycling as it is a great exercise we need to promote exercise

Considerations for the elderly and the disabled are first concern.

Darrell BrownBuild or finance substantially more affordable and supportive housing

Zoning permissions and faster approvals won't produce deeply affordable or supportive housing on their own. The market doesn't build it. Solving homelessness means the city directly building and financing it. Public delivery is the lever within Council's control that gets people housed.

Braeden ChowBuild or finance substantially more affordable and supportive housing

We need more affordable and supportive housing, but I don’t support simply opening the door for anyone to build anything anywhere.

build for public delivery and finance more affordable portive the futur of kids

We need all three, but permission has the broadest citywide impact. We can’t address housing scarcity while large parts of Toronto remain difficult to build apartments in. More than a handful of wards are actually losing population while the city as a whole continues to grow.

Reducing DCs and updating zoning permissions are important for new housing but will not solve the affordable housing crisis. Next term, the City should focus on building and financing the deeply affordable and supportive housing that market solutions cannot provide.

Toronto should accelerate housing approvals and reduce unnecessary costs. Faster permits can encourage mid-rise development, increase housing supply and help create more affordable homes in complete, sustainable communities.

Georgios KalkounisReduce approval times, development charges and other city-imposed costs

Use engineering‑based planning to align housing with demand and lifecycle costs. Improve affordability through streamlined approvals and reduced duplication. Integrate related government programs to protect taxpayers’ single wallet.

Michael LamoureuxReduce approval times, development charges and other city-imposed costs

My real answer is none of the above, but we should reduce approval times for 6 storey projects on arterial roads which are the only types of projects I favour.

Robert ShustermanBuild or finance substantially more affordable and supportive housing

Housing is too expensive in the city for many people. Affordable housing needs to be at the forefront. Many people in the city just can't afford to pay a heavy mortgage or high rents so we need to go housing gear to income

Axe the charges that kill supply, then the units get built.

We can't allow indiscriminate building because there is a housing problem. Empowering homeowners to expand and build new units will create the type of communities that will provide long term solutions, while empowering corporate development will create and austere and dependent communities.

Darrell BrownBuild, acquire and own significantly more housing

Direct public ownership guarantees permanence for supportive housing: critical to solving homelessness. But scale requires all three levers: partnering with non-profits, financing private supply, and building directly wherever the market and non-profit sector alone can't deliver.

Braeden ChowBuild, acquire and own significantly more housing

Toronto should take more responsibility itself: build, acquire, and own more affordable/supportive housing, rather than mainly relying on private developers or outside partners to solve the problem.

direct builder, funder and supportive housing, working with non-profits, the private sector and other governments. The City should use its land, planning funding strategically to accelerate construction, protect existing affordable homes ensure people facing can access permanent housing supports

Toronto should use its land, funding and municipal tools to dramatically expand affordable and supportive housing through strong partnerships with non-profits, co-ops and other housing providers, while retaining direct public delivery where it makes sense.

Non-profit and private providers have a better track record of delivering projects than the City. The City should rely on its ability to supply land, funding and incentives and leave the work of building, acquiring and owning the housing to its expert partners.

Toronto should streamline approvals, reduce construction barriers and enable more mid-rise and affordable housing, while partnering with non-profit and private-sector builders to deliver homes faster.

Georgios KalkounisFocus primarily on permitting enough housing and reducing barriers to construction

Strengthen affordability through streamlined regulatory pathways, reduced inter‑agency duplication, and predictable approval timelines. Integrate municipal, provincial, and federal housing initiatives to eliminate redundant expenditures and protect taxpayers’ single wallet.

Michael LamoureuxFocus primarily on permitting enough housing and reducing barriers to construction

Six storey buildings on arterial roads only.

Robert ShustermanFocus primarily on permitting enough housing and reducing barriers to construction

You should be able to build freely with no restrictions. Housing is important especially for those who otherwise would be living on the streets or a temporary shelter

City Hall's job is get out of the way and let units go up — not become the landlord of Toronto.

There's a very serious need to reestablish the dwindling middle class in Canada, this starts at home in Toronto by empowering residents to move away from long term rental and into home ownership.

Darrell BrownConcentrate growth on major streets and near rapid transit

Density should follow transit capacity, not blanket citywide rules. Corridors and rapid-transit nodes can absorb growth appropriately; low-rise interior neighbourhoods with poor transit access, like much of Scarborough, cannot without straining roads, parking and services.

Braeden ChowConcentrate most growth downtown and in existing growth centres

I’d concentrate the greatest density increases downtown and in existing growth centres. Toronto is large enough that every neighbourhood doesn’t need the same built form.

build apartments and multiplexes in neighbourhoods across the city, especially near transit and along major streets. More housing choices will improve affordability, support local businesses and allow families, seniors and young people to remain in their communities.

Concentrating more growth in a few centres puts pressure on local infrastructure, services and public spaces. The next frontier is gentle density. More multiplexes, townhomes and small apartments in residential neighbourhoods, so more of the city participates in solving our housing shortage.

Each Toronto neighbourhood has its own character. City Planning must recognize the uniqueness of each area when deciding where to permit increases in density. Designating major streets and transit for intensification maximizes public infrastructure and avoids disrupting stable neighbourhoods.

Toronto should prioritize well-designed mid-rise housing along major streets and transit corridors, creating complete communities with homes, jobs, services and green spaces while reducing congestion.

Georgios KalkounisConcentrate growth on major streets and near rapid transit

Focusing density on major corridors and transit nodes supports demand‑driven planning, optimizes existing infrastructure, improves mobility outcomes, and concentrates growth where engineering assessments show the strongest capacity and long‑term performance.

Michael LamoureuxConcentrate growth on major streets and near rapid transit

Six storey buildings on arterial roads only.

Robert ShustermanPermit more apartments and multiplexes in nearly every neighbourhood

Apartments in multiplexes are key as we need to build housing where we can put a lot of people in one building it's easier that way rather than building single family home dwellings

Every ward gets actual units, not a downtown-only brochure.

The city is at a mass now where planning is crucial, we don't have the infrastructure to further densify without the cost to the taxpayer snowballing. We have provided the transit to remote areas, now developers can foot the infrastructure bill for the densification of those areas.

Darrell BrownReduce development charges, parkland payments and related levies

Blanket as-of-right zoning and stripped standards override local planning control and neighbourhood context. The lever that actually lowers cost without those trade-offs is fiscal: reduce development charges and parkland levies, especially for affordable and supportive housing.

Braeden ChowReduce development charges, parkland payments and related levies

weakening the standards that determine who can build, where they can build, and whether the project is actually appropriate. Faster shouldn’t mean automatic approval for anyone with a proposal.

tax the rich

If a project follows the rules, it shouldn’t take forever to get a permit. I’m also open to reducing unnecessary requirements like parking minimums, but Toronto isn’t in a position to simply give up revenue needed to accommodate growth.

Faster approvals only address part of the problem. Once a project is approved, it requires the City and the owner to enter into various agreements. The process for these agreements is incredibly and leads to construction delays. This internal process can be improved.

Faster, predictable approvals can reduce costs and accelerate housing delivery. Toronto should expand as-of-right zoning, automate routine permits and encourage well-designed mid-rise housing near transit while maintaining strong safety and design standards.

Georgios KalkounisReduce development charges, parkland payments and related levies

Cost reduction in Toronto’s housing delivery should be achieved through simplified approvals, reduced duplication, predictable regulatory conditions, and integrated municipal‑provincial‑federal programs that lower administrative overhead.

Robert ShustermanReduce development charges, parkland payments and related levies

By reducing development charges it would encourage people or builders to build more housing

Axe the tax and the city-imposed costs that make a unit too expensive to start.

Homeowners(not faceless landlords) living their residences renting out fewer than 3 total units will be exempt from paying tax on rent. This keeps the cost of rent down, as well as strengthening the individual homeowner such that they can increase the housing supply.

Darrell BrownStrengthen professional project management, procurement and contracting

I've managed complex projects across five continents and helped turn around the CNE's finances. Toronto's overruns are a delivery-discipline problem. Rigorous project management, procurement and contracting stop cost blowouts before political scope changes make them worse.

Braeden ChowStrengthen professional project management, procurement and contracting

The right team with strong project management, procurement and contracting should be able to deliver ambitious projects without constantly shrinking the pipeline. Councillors also shouldn’t be casually changing scope midstream, but execution is the bigger issue.

Toronto is pretty good at announcing things. We need to get much better at actually delivering them.

Contractors must be held to project timelines and specifications.

Toronto needs stronger professional project management, transparent procurement and clear accountability. Major projects should have realistic budgets, schedules and performance targets, with regular public reporting to prevent delays and cost overruns.

Georgios KalkounisStrengthen professional project management, procurement and contracting

Reduce project delays and cost overruns through transparent, competitive procurement, engineering‑based evaluation, and strict accountability. Integrate financial planning across governments, eliminate duplication, simplify processes, reduce waste, and align spending with long‑term economic trends.

Robert ShustermanStrengthen professional project management, procurement and contracting

Strengthening professional project management is key. This will prevent delays and construction and also prevent the budget from ballooning

Fiscal discipline — stop bleeding money on projects City Hall cannot run.

How many of the "capital projects" in question are directly due to developers not covering the increased associated expenses of their projects. Politicians approving projects in this city have not done their due diligence in ensuring that development doesn't come with generational debt.

Darrell BrownUse competitive contracts and outside providers where they can deliver better value

Competitive procurement and outside delivery, tested against real service standards, is the same discipline behind the professional project management I called for above. Where the city does use arm's-length agencies, they need the same conflict-of-interest safeguards I've proposed elsewhere.

Braeden ChowUse competitive contracts and outside providers where they can deliver better value

I’d use competitive outside providers where they can deliver better value, but only with strict performance standards and real accountability. If a contractor is doing a bad job, the City should be able to replace them quickly rather than being stuck with poor service.

Contracting something out doesn’t magically make it cheaper or better. Toronto’s garbage collection experience is a good example… Keep strong in-house capacity and outsource when it actually makes sense.

Where it can be demonstrated that a private company could deliver better value to Torontonians, external delivery should be used. However, Toronto's experience with waste collection demonstrates that external delivery is not guaranteed to lead to savings or better service.

Toronto should use competitive delivery where it provides better value, while maintaining strong public oversight. Contracts must include transparent costs, clear performance standards and accountability to ensure quality services and protect taxpayers.

Georgios KalkounisExpand permanent city staff and internal operational capacity

Public employees deliver most municipal services more efficiently than contractors. Contractors are effective for short‑term heavy construction, but long‑term services are more reliable, secure, and cost‑effective when performed by municipal staff, particularly under strong, disciplined leadership.

Robert ShustermanMove major functions to arm's-length organizations with clear performance mandates

We need more specialized agencies we have to keep an open mind to this as by having specialized agencies we can get the job done quicker and more efficiently

If an outside shop can do it cheaper and better, stop padding the internal payroll.

If we do not have direct delivery of services then we will lose the ability to hold accountable those providing the services.

Darrell BrownGrow approximately with inflation and population

Property tax should track cost and growth, not become the default lever for new priorities. The investments I've proposed: supportive housing, crisis services, transit should be funded through provincial/federal cost-sharing and dedicated tools like congestion pricing, not property tax hikes.

Braeden ChowGrow more slowly than inflation, requiring service restraint or alternative revenues

I’d lean grow more slowly than inflation. Property taxes shouldn’t automatically rise just because costs do. The City should first find efficiencies and spend better. If a genuine need remains, increases around inflation can be justified.

But we need to stop treating property taxes as the answer to everything. Toronto needs a real conversation about other ways to raise revenue that don’t keep asking the average resident to pay more.

Taxes were raised last term and should remain stable over the next council term.

Property-tax revenues should grow responsibly with inflation and population, while the City improves efficiency, controls unnecessary spending and protects essential services.

Georgios KalkounisGrow more slowly than inflation, requiring service restraint or alternative revenues

Residential property tax should be REDUCED, with the shortfall offset through efficiency gains, integrated financial planning, transparent competitive procurement, engineering‑based evaluation, fewer duplicated administrative structures, and reduced city‑appointed directors — NOT service cuts.

Robert ShustermanGrow faster than inflation to improve or expand services

We need to improve services in the city we can't take shortcuts with regard to this

Axe the tax. Hold the line on the residential bill and cut waste to match.

Our most recent property tax hike was such that we need a cool down over the next council term.

Darrell BrownCongestion charges, tolls, parking levies and service fees

Congestion charges and road-use fees put the cost on those who create it, fund transit and street investment directly, and avoid the trade-offs of higher property tax or development charges. However, municipal income tax is a progressive tax and is more affordable.

Braeden ChowLand-transfer taxes, development charges and taxes on real-estate activity

A balanced mix makes more sense, while also growing non-tax revenue through events, tourism, sponsorships, venue use and other economic activity so the City isn’t constantly reaching deeper into residents’ pockets.

This doesn’t mean rushing into congestion pricing. I’d rather explore targeted options, like a commercial parking levy, before falling back on broad tax increases on residents. Let’s also be willing to look at new revenue models and have that conversation.

Road charges won't happen politically. Land transfer taxes and development charges ultimately harm the purchaser. Property taxes are the City's most reliable source of revenue.

Toronto should rely more on revenues generated by growth and real-estate activity, while encouraging responsible development and protecting residents from additional broad taxes and excessive user fees.

Georgios KalkounisProperty taxes or new municipal income or sales taxes, if authorized

Rely on best‑and‑highest use of city assets and cost reduction—not new revenue—achieved through efficiency gains, integrated financial planning, transparent competitive procurement, consolidation, strict accountability, simplified processes and eliminating duplicated administration.

Robert ShustermanCongestion charges, tolls, parking levies and service fees

Tolls are important as it will reduce gridlock

Least-bad forced choice — not a new municipal income tax, and not more congestion tolls; the real answer is still cut waste and build.

Road tolls for non residents. Uber and other tech companies operating should be taxed accordingly to their road use.

Brad BradfordIntroduce a levy or other recurring source reserved for maintenance

Toronto should look at all fiscal and financing levers within its control to build and maintain infrastructure, without defaulting to the easy solution of increasing taxes.

Darrell BrownIntroduce a levy or other recurring source reserved for maintenance

SOGR and expansion competing for the same pool is exactly the structural funding gap I've flagged before. The fix is a dedicated, protected maintenance revenue stream, not an annual scramble that leaves repair losing to ribbon-cuttings.

Braeden ChowRedirect money from new facilities and projects toward existing assets

Before raising another levy or selling off public assets, the City should make sure it can properly maintain what it already owns. New projects are great, but not if existing roads, facilities and infrastructure are falling apart because money is spread too thin.

tax the rich

Before asking residents for more, we should prioritize maintaining what we already have. That doesn’t mean stop building new things. We should be smarter about what’s built and explore new ways to fund new projects. Money towards other public realm improvements.

The money Toronto will save by no longer having financial and operational responsibility for the DVP and Gardiner should be reserved for addressing Toronto's infrastructure backlog.

Toronto should prioritize repairing and maintaining existing infrastructure before funding new expansion. Better asset management, efficient spending and responsible planning can reduce the backlog without placing new financial burdens on residents.

Georgios KalkounisSell, consolidate or close facilities the city cannot sustainably maintain

The infrastructure repair backlog is an operational defect caused by inadequate planning and preventive maintenance. It must be addressed through long‑term planning, disciplined practices, professional standards, clear priorities, transparent metrics, engineering‑based criteria and strict timelines.

Robert ShustermanSell, consolidate or close facilities the city cannot sustainably maintain

It is a waste to have facilities in the city that cannot be maintained we need to eliminate them

Maintain what we own before another expansion press conference.

Charge the developers for the increased strain they've put on our systems. Sewers, bridges, transformers etc are their costs if they bring such a magnitude of change to the projected maintenance and retirement budgets of public infrastructure.

Darrell BrownPublicly press for greater authority, revenue and a different fiscal arrangement

The province's TTC operating contribution sits near 9%, much of it one-off. That structural imbalance won't fix itself. Toronto needs to publicly press for a standing funding formula and real fiscal tools, not quietly align with provincial priorities hoping for scraps.

Braeden ChowAlign with provincial priorities where doing so secures funding or approvals

Partnership. Toronto should work constructively with whatever provincial government is elected when doing so gets the city funding, approvals or better outcomes. I’m not interested in fighting Queen’s Park for the sake of it, but I also wouldn’t accept a bad deal just to say we cooperated.

Work with Queen’s Park when it benefits Toronto, absolutely, but don’t be afraid to stand up for our city. For too long, Toronto has quietly pushed back, conceded or compromised one priority for another. We need greater authority, new revenue tools and be prepared to go it alone when needed.

Toronto has little legal authority to prevent provincial interference. It is in the long-term interest of Torontonians to partner with the province for funding and approvals. If, however a provincial initiative threatens our priorities, advocacy is essential to protecting Torontonians.

Toronto should work constructively with the Province to secure funding and faster approvals for housing, transit and infrastructure, while firmly advocating for Toronto’s priorities and long-term needs.

Georgios KalkounisAlign with provincial priorities where doing so secures funding or approvals

Taxpayers fund all governments, so partnership and coordination is essential to eliminate redundancy, protect the single wallet, align operations under unified priorities and long‑term planning, and ensure accountability, metrics, procurement discipline, and strict timelines.

Michael LamoureuxPublicly press for greater authority, revenue and a different fiscal arrangement

We have to do all three, depending on the nature of the spend.

Robert ShustermanAlign with provincial priorities where doing so secures funding or approvals

To aline ourselves with the provincial government We need to have common goals especially when it comes time to deal with mentally ill people

Run the city's books like the cavalry is not coming. Cut waste here.

Years ago the provincial government amalgamated the city reducing our agency and access to our politicians. Today the provincial government makes it clear that it will operate as it sees fit within the city; in direct opposition of local sentiment. The provincial government should fear secession.

Darrell Brownappointing and removing senior staff, restructuring departments

Strong mayor powers shouldn't override Council's collective judgment on housing or budget. That's the concentrated authority my transparency work warns against. The legitimate use is internal management: staffing decisions and departmental restructuring.

Braeden Chowsetting spending and tax levels without assembling a majority

Budget. If voters elect a mayor with a clear mandate, that mayor should be able to set spending and tax priorities and be held accountable for the results. Administrative powers should be used carefully, not as a tool for constantly reshuffling City staff.

housing need

I am cautious about strong-mayor powers and would rather build support at Council. But housing is where I see the strongest case for using them. I’d also use administrative authority where needed to bring more ambitious, creative thinking into City Hall.

Strong Mayor powers should be used where Council stands in the way of crucial housing getting built. Overall budget decisions impacting the City as a whole as well as decisions on senior staff and departments should be made and owned by all of Council.

Strong mayor powers should be used carefully and transparently, mainly to accelerate housing approvals and responsible development. They should help remove unnecessary delays while respecting good planning, infrastructure and community needs.

Georgios Kalkounissetting spending and tax levels without assembling a majority

Strong‑mayor authority should enforce simplification across ~120 agencies, intergovernmental coordination to eliminate redundant programs and protect taxpayers’ wallet, and decisions anchored in affordability, accountability, transparent metrics, public safety, and long‑term planning discipline.

Robert Shustermanthe powers should sit unused regardless of who holds them

A mayor should not have the right to override anything decisions are made as a group not as one

As it related to the previous question, this is a controversial political tool that can be easily abused, however it would seem the need for it is dependent on how other levels of government are interacting with the city at that time.

Brad BradfordEnforcement, public-space management and responses to disorder

Brad believes the city must be focused on crime, congestion and the cost of living.

Darrell BrownTransit, roads, parks, waste collection and local infrastructure

Scarborough absorbs a growing share of the city's development without matching investment in transit, roads, parks and local infrastructure. Ward 25's next term should close that gap before adding further growth pressure the current infrastructure can't support.

Braeden ChowEnforcement, public-space management and responses to disorder

Keeping Ward 9 safe is the priority. It is already a strong community, and I want to protect that while making our parks, streets and public spaces substantially better. That also means investing in innovative local infrastructure and making the ward a model for the rest of Toronto.

for poor

Toronto is growing, but the basics need to keep up. Better transit, streets, parks and infrastructure are what make that growth actually work for people.

We need to focus on making Toronto better, easier and more beautiful for Torontonians.

Prioritize housing growth through smart mid-rise development, faster approvals and investment near transit, while creating jobs and complete, sustainable communities.

Georgios KalkounisMore housing, investment and development

Investment, housing, and development must support growth and human needs, with engineering‑based long‑term planning aligned to demographic and market trends, affordability strengthened through simplified approvals, integrated programs, and social supports with performance standards.

Robert ShustermanMore housing, investment and development

We need more housing as we don't have enough places for people to live

Safety first.

I will add agency, we need better agency and more direct access to politicians and our public institutions

Darrell BrownImproved fiscal sustainability and service performance

This is a loaded question. There should be multiple measures - housing, fiscal sustainability and specific measurable results at the ward level. A mayor has to lead on multiple fronts.

Braeden ChowSafer, cleaner and better-maintained streets and public spaces

Public realm. Safer, cleaner, better-maintained streets and public spaces depend on strong services and responsible finances. If the City is managed properly, residents should see and feel the results in their everyday lives.

The test is pretty simple: does Toronto feel better than it did four years ago? Better streets and public spaces, more life, more fun, fewer “why on earth did we do that?” moments. A city that feels functional, a city that feels worth it.

Voters should judge my performance by measurable housing results: more homes approved, under construction and completed, with faster approvals and well-planned communities near transit.

Georgios KalkounisImproved fiscal sustainability and service performance

Reduced operating budget by 15% through efficiency gains, consolidation, and eliminating duplicated administration—not service cuts. Stabilized property taxes through waste reduction, simplified processes, and alignment with long‑term economic trends.

Robert ShustermanA specific measurable result identified by the candidate

Are you committed to make the changes that need to be made in order to make our city better. Our City has a lot of potential but we haven't reached it yet. More services for the mentally ill, we need to clean the city up and make it more presentable, and we need to stop increasing taxes.

Judge me on units built — actual homes, not slogans.

Voters should assess performance of their politicians by looking at the changes in the quality of their communities, neighbourhood and daily lives over a term. Do you as a voter feel considered?

Darrell BrownProtect protest subject to clear rules for locations, access routes and duration

The same principle I've applied to surveillance and data governance applies here: neither blanket restriction nor unlimited disruption, but clear, published rules on locations, access routes and duration that protect the right to protest while keeping essential services running.

Braeden ChowKeep major roads, transit, hospitals and essential facilities operating

Maintaining access. Peaceful protest should be protected, but it should not prevent people from reaching hospitals, using transit, getting to work or accessing essential services. Public expression matters, but so does keeping the city functioning safely.

Protect the right to protest, but have clear rules so essential access and services aren’t disrupted.

I support the right to peaceful assembly guaranteed by the Charter, subject to reasonable limits which would likely include keeping major roads, transit, hospitals and essential institutions operating.

Peaceful protest must be protected, while clear rules should ensure access to hospitals, transit and essential services. Toronto can respect democratic rights while maintaining public safety and mobility.

Georgios KalkounisProtect protest subject to clear rules for locations, access routes and duration

Protests must be properly planned, safely managed, and conducted peacefully, with clear controls that protect public order and uphold lawful expression.

Robert ShustermanProtect protest subject to clear rules for locations, access routes and duration

We need to set limits for protesters they can protest but cannot interfere with the safety of everybody around them and it cannot be disrupt the traffic flow

Safety first — hospitals and main roads stay open.

The City of Toronto & the TPS must respect our right to peaceful assembly and protect it without compromising the safety of the city and its residents and visitors. The city thereby also has the responsibility to acknowledge and promptly address the concerns brought forth in said protests.

Darrell BrownPublic data and systems that measure outcomes and hold departments accountable

Public data and performance-measurement systems are the technology backbone of the FOI/COI reforms I've proposed — proactive disclosure, municipal scorecards and departmental accountability all depend on the city actually being able to measure and publish what departments do.

Braeden ChowProcurement, finance, staffing and administrative efficiency

Toronto should use technology to make City Hall faster, smarter and more efficient behind the scenes. Better procurement, staffing and financial systems can improve services without weakening standards or accountability.

Make it easier and faster for people to actually deal with the City.. Permits, licences, payments and service requests shouldn’t be a headache.

Technology improvements should be directed towards identifying cost savings in the delivery of services and maintenance/repair of City assets.

Toronto should invest in smart, user-friendly digital services that make permits, licences, payments and service requests faster and easier, reducing delays and bureaucracy while improving accessibility and transparency for residents and businesses.

Georgios KalkounisPermits, licences, payments and service requests

Prioritize tech investment in resident services for faster permits and payments, internal operations to improve procurement and administrative efficiency, and performance systems that provide public data, measure outcomes, and strengthen departmental accountability.

Michael LamoureuxProcurement, finance, staffing and administrative efficiency

Should be based on a ranked best value for investment dollar, so it could be on any one of the three choices.

Robert ShustermanPermits, licences, payments and service requests

We need to direct technology towards license payments and service requests and permits. This will make things easier for everyone

Put the money into the books and the waste, not another resident-app launch.

Thinking about the differently-abled, the elderly, and generally those who lose their minds with online forms; The city MUST offer accessible and convenient services without the concerns of technological investment and digitisation risking that convenient access.

Darrell BrownReduce internal administration, staffing or contract costs

Before asking residents for more or cutting services, prove the administrative and procurement discipline I've called for elsewhere is actually being applied. Professional project management and competitive contracting should close gaps before taxes or services are touched.

Braeden ChowReduce or redesign lower-priority services

Reduce or redesign lower-priority services first. A structural deficit usually signals a management problem. Essential services should be protected, contracts should deliver strong value, and residents shouldn’t be asked to pay more before the City fixes its own spending.

Look for administrative inefficiencies and poor value contracts first, without weakening frontline services or the city’s in house capacity.

Changes with the least impact on Torontonian's day-to-day experiences must be prioritized.

Toronto should address budget gaps first by improving efficiency, reducing unnecessary administrative and contract costs, and eliminating waste. Essential frontline services should be protected, and higher taxes should be a last resort.

Georgios KalkounisReduce internal administration, staffing or contract costs

When facing a structural budget gap, Toronto should first reduce or redesign lower‑priority services, cut internal administration, staffing, and contract costs, maximize revenue from its own assets, and only then consider taxes, fees, or new revenue measures.

Michael LamoureuxReduce or redesign lower-priority services

All three choices, they are not mutually exclusive.

Robert ShustermanReduce internal administration, staffing or contract costs

By reducing administrative costs that are not necessary we can help alleviate this problem

Cut waste first; do not raise taxes to paper over City Hall's overhead.

not spend a billion dollars on FIFA, for example

Darrell BrownExpand housing, transportation, public safety and infrastructure

Businesses locate where workers can get there, feel safe, and find space to grow, not where taxes are marginally lower. Scarborough's employment lands are already at risk from housing pressure; the real economic-development lever is transit, safety and infrastructure investment.

Braeden ChowReduce commercial taxes, fees and licensing expenses

Lower costs. Strong fundamentals matter, but businesses also need room to operate. Toronto should reduce unnecessary taxes, fees and licensing costs while maintaining the infrastructure, safety and services that make the city competitive.

Better streets, transportation and infrastructure help businesses thrive, but so do faster approvals, less unnecessary red tape and actually listening to businesses about what they need.

City departments often do not talk to each other or have overlapping functions. I have seen firsthand how this impacts small businesses, costing time and money.

Toronto should become a faster and more predictable place to invest. Streamlining permits, inspections and approvals will reduce uncertainty, accelerate development, support businesses and create more jobs while maintaining strong standards.

Georgios KalkounisReduce commercial taxes, fees and licensing expenses

Toronto should improve its business climate by lowering commercial costs, reducing delays in permits and inspections, and strengthening fundamentals such as housing, transportation, public safety, and infrastructure.

Robert ShustermanExpand housing, transportation, public safety and infrastructure

By expanding housing this will meet our infrastructure needs. This is crucial right now we have a lot of people living in the city and there's people that still don't have a place to live permanently this is an inexcusable

Crime, houses, and the books are the business climate.

Toronto is the business capital, yet Canada is experiencing a brain drain. We need to retain those tempted to leave, and keep the arrivals here and happy. The best way to reinforce the business climate is to make the city more liveable, inviting workers, reinforcing business and social relationships

Darrell BrownHousing affordability, transportation, safety and quality of life

Same principle as the last answer: employers follow the same fundamentals residents need — affordable housing so workers can live near jobs, reliable transportation, safety, and a functioning public realm. Chasing individual companies with bespoke deals is a weaker, less durable strategy.

Braeden ChowDirect financial bids, tax measures or customized agreements

Strong citywide fundamentals matter, but when you’re competing for a major employer, investment or event, Toronto should be willing to put together a tailored package and actively win the opportunity instead of assuming it will come here on its own.

Make Toronto a city where people actually want to live, work and invest. We should also target sectors where Toronto has an advantage and work with other governments on major opportunities.

Toronto should attract investment by building strong fundamentals: affordable housing, efficient transportation, safe communities and a high quality of life. A well-planned, livable city naturally attracts employers, talent and major events.

Georgios KalkounisDirect financial bids, tax measures or customized agreements

Toronto should attract major employers by using targeted incentives where appropriate, strengthening citywide fundamentals like housing, transportation and safety, and focusing sector strategies on industries where the city already has a competitive advantage.

Robert ShustermanHousing affordability, transportation, safety and quality of life

If we have affordable housing it will attract a lot of people as well as investment

Same city jobs — safety, units, and costs, not a bidding war.

Unfortunately the choices here pigeon hole the answer. The CITY should focus on sector strategy and use citywide fundamentals as that reinforces the social-business relationship. However the tax code at provincial and federal levels will outweigh the level of attraction major employers see from City

Darrell BrownMaintain a stable, long-term pipeline of public projects

Boom-bust public capital spending is exactly the instability I've flagged elsewhere. It discourages contractors and workers from investing in local capacity. A stable, multi-year pipeline of public housing and infrastructure projects is what lets that capacity actually get built.

Braeden ChowExpand apprenticeships, training and recognition of international credentials

If Toronto doesn’t have enough skilled people to actually do the work, everything else slows down. Expanding apprenticeships, training and recognition of international credentials increases the number of qualified workers without lowering standards.

Toronto should try modular construction, and other ways to build faster and more efficiently. But efficiency shouldn’t mean sacrificing good design or building the same thing everywhere. Workforce training and recognizing international credentials matter too, with senior governments leading

A shortage of skilled labor creates an immediate bottleneck to increasing construction capacity. The City needs to work with trade schools and other partners to address this issue.

Toronto should expand skilled-trades training and apprenticeships while accelerating recognition of international credentials. A stronger, more inclusive construction workforce will help build housing and infrastructure faster and create good jobs.

Georgios KalkounisMaintain a stable, long-term pipeline of public projects

Toronto should increase construction capacity by maintaining a predictable long‑term project pipeline, expanding workforce training and credential recognition, and improving productivity through modular construction, prefabrication, and more efficient building methods.

Robert ShustermanExpand apprenticeships, training and recognition of international credentials

Need to expand apprenticeship programs this is really important.

Build faster — actual units, not a longer public-project waitlist.

If we want to keep building the way we have we need infrastructure, but we can't reasonably pay for all of these public projects at the rate the development goes. Maintenance and retirement budgets need to be prioritised over the urgency for another immediate build. We end up paying more long term

Darrell BrownCleanliness, roads, sidewalks, snow clearing, washrooms and routine park care

This is the same principle as my infrastructure-backlog answer: protect the basics first. Clean, well-maintained roads, sidewalks, parks and washrooms are what residents actually rely on daily before the city commits to fewer, flashier signature projects.

Braeden ChowMarkets, events, patios, recreation and cultural programming

Programming and activity. I want major events and cultural programming concentrated where they make sense, generating revenue and supporting local business, while still letting residential neighbourhoods stay calm, clean and enjoyable to live in.

Let’s create better streets, parks and public spaces, and then bring them to life with markets, patios, events and cultural programming. The two should go hand in hand.

Without programming, the City's investments our parks and other spaces cannot be fully realized. Programming pays dividends in terms of local economic benefit and social connection and ensures the City maximizes its investment in public spaces.

Toronto should prioritize clean, safe and well-maintained public spaces. Reliable roads, sidewalks, snow clearing, public washrooms and park maintenance are essential. Strong basic services should come first, while strategic improvements can follow.

Georgios KalkounisCleanliness, roads, sidewalks, snow clearing, washrooms and routine park care

Toronto should prioritize basic maintenance to ensure clean, safe and reliable public spaces, while balancing selective major improvements and programming that support activity, community use and economic vitality.

Robert ShustermanCleanliness, roads, sidewalks, snow clearing, washrooms and routine park care

Snow removal is crucial and we've made mistakes in the past and it is taking too long for the snow to get cleared in the city we need a more organized approach perhaps we can involve the people of the city to pay them a certain amount of money to clear sidewalks and other areas

International visitors are frequently appalled at the level of filth and disrepair visible in our city. Toronto quickly became a world class city, unfortunately we do not emulate that in our aesthetic and it is noticed by visitors. If we want to attract business then we should clean up, and shovel.

Darrell BrownGrants, city facilities and affordable cultural space

There is a demonstrable cost/benefit produced from cultural activities. A dollar in produces multiple dollars out if structured correctly. Arts and culture keep a city vibrant.

Braeden ChowPlanning and property measures that preserve existing venues and workspaces

Protection from displacement. Toronto doesn’t need more venues for the sake of having more venues. It should focus on preserving established cultural spaces that already contribute to their communities and the city’s identity.

We’ve lost too many great Toronto spaces only to see an empty storefront or another chain replace them. There’s no one-tool solution: we need easier rules for nightlife and culture, plus ideas like 24-hour subway service on weekends so people can stay out and actually get home easily.

Arts and culture are vital to Toronto but have had to adapt to an ever-changing city. To ensure the continued survival of arts and culture, the City must be a partner, not a barrier. It must provide space, enable permitting and alter regulations so our cultural sector can thrive here.

Toronto should support arts, culture and nightlife by simplifying permits, reducing unnecessary barriers and creating flexible rules that help artists, venues and cultural businesses thrive while respecting neighbourhoods and public safety.

Georgios KalkounisSimpler permits, flexible operating rules and later hours

Toronto should support arts, culture, and nightlife through regulatory reform that simplifies permits and operating rules, targeted public funding for facilities and affordable cultural space, and planning tools that protect venues and workspaces from displacement.

Robert ShustermanSimpler permits, flexible operating rules and later hours

Make permits easier to get and make them simple don't complicate things

We've come a long way from being a dry-city on Sundays. Today, we have a fantastic cultural scene that is only lacking in access; Seniors and differently abled people do not have the type of access that we should strive for. Beyond this, affordability and safety are areas that need more support.

Darrell BrownAccessibility, geographic coverage and minimum service standards

Again, these are not mutually exclusive categories. Data disclosure and service obligations are essential. That said, we have to look at labour impact when speaking about anything autonomous.

Braeden ChowAccessibility, geographic coverage and minimum service standards

Toronto should explore operating or owning its own autonomous taxi service, so the City can control pricing, accessibility, coverage, safety standards and potentially keep the revenue public.

i love toronto

If they’re here, we need to know how they’re affecting congestion, safety and our streets. Toronto has bigger transportation issues to tackle first. Autonomous taxis don’t need to be a priority right now.

The City should not stand in the way of autonomous taxis if residents are in favour of this service.

Autonomous taxis should serve all Torontonians fairly. The City should prioritize accessibility, city-wide coverage and reliable service standards, while ensuring safety and preventing technology from creating new gaps in mobility.

Georgios KalkounisMandatory reporting on trips, collisions, congestion and curb use

Toronto should prioritize mandatory data disclosure to ensure transparent reporting on trips, collisions, congestion, and curb use, while maintaining accessibility and service standards and avoiding unnecessary municipal conditions beyond provincial regulation.

Robert ShustermanAvoid additional requirements beyond provincial regulation

Don't make it too complicated for these autonomous taxi services too exist

Like with bike lanes, companies operating abroad, not paying a shred of taxes here have monopolised transportation such that the city has lost revenue from taxi licenses and the consumer is experiencing the enshitification of provided services. If autonomous taxis operate here where are the profits?

Darrell BrownFinish approved projects but undertake few additional road reallocations

Finishing what's approved honours commitments already made and keeps momentum on safer , consistent with prioritizing transit, walking and cycling on constrained corridors. But further citywide reallocations should be evaluated case-by-case, not accelerated uniformly.

Braeden ChowFinish approved projects but undertake few additional road reallocations

Toronto should finish what it has already approved, assess how those projects actually perform, and avoid constantly reallocating more road space until we know the existing network is working well for cyclists, drivers, businesses and local communities.

Finish and strengthen what we have, especially while the Province continues to interfere with bike lanes. I don’t want Toronto spending money on infrastructure that could just be ripped up.

To maximize the City's investment in existing cycling infrastructure, new bike lanes should be installed where there is demonstrated demand and where they provide missing links to the larger cycling network.

Toronto should complete approved cycling projects while balancing cyclist safety with traffic flow, parking and local access. New lanes should be added where they are safe and practical, without unnecessarily increasing congestion.

Georgios KalkounisRemove or redesign lanes that fail defined safety, ridership or congestion standards

Sports and leisure activities should use dedicated facilities, not streets. Streets are for vehicles — not bikes, delivery couriers, or restaurant tables. Public transportation must be encouraged and supported.

Robert ShustermanRemove or redesign lanes that fail defined safety, ridership or congestion standards

Everything is the key we need to have roads that are safe for both drivers and cyclists. Proper signs and markings identifying which lanes are to be used for cyclists key as we don't want any accidents.

We need to examine the relationship between the costs of bike lanes and the use of them by delivery companies. Commuters and delivery workers do not share the same use of the roadway. The direction the city's designs in should not benefit a handful of companies at the taxpayer's expense