Don Valley North

Additional housing should be planned to preserve Toronto's unique neighbourhoods, ensuring services like transit, parks, services and schools are available. As-of-right housing will be disruptive to neighbourhoods: development should be intentional and planned.

Road pricing is only an option if it is fair, equitable and regional in scope. Any such system would need to be developed in partnership with other levels of government, and should be publicly owned and publicly operated so all the revenue will make its way to transportation improvements.

Toronto cannot afford to defer critical infrastructure repairs, but we should prioritize finding efficiencies and making full use of existing revenue tools while pressing the provincial and federal governments for their fair share of infrastructure funding.

Toronto's residents cannot afford any more taxes during the current affordability crisis.

Transparency is required for accountability

We need to invest more in crisis prevention, mental-health response, addiction treatment and youth intervention while maintaining our current levels of investment in the enforcement and public-space management that keep our communities safe.

The City should address the root causes of a lack of public safety.

We need to make the service we have right now much more reliable than it is today. That will improve our ridership and help us generate expansion. We also need to get the Sheppard Subway expansion built!

Many residents struggle to access transit due to lack of rapid transit.

Our priority should be moving people and essential goods efficiently. If we get passenger capacity and essential access right, general traffic and parking will follow.

We need to build more affordable and supportive housing people can actually afford. That means working with other levels of government and non-profit partners to build homes, create jobs and invest in the infrastructure our communities need.

Affordable housing will make it easier for the City to address other issues facing its residents.

Toronto’s primary job is to enable housing by approving enough homes and removing unnecessary barriers to construction. But a city of our size should also use every tool available from regulation to public land and partnerships to make sure we are building the homes our residents need.

Scattered growth will reduce existing congestion and transit overload.

A professional project management approach will streamline execution and provide data to challenge changes.

We need to continuously strengthen Toronto’s project management capacity so major projects are delivered on time, on budget and with clear accountability to taxpayers.

Raising property taxes will prejudicially affect fixed-income families, many of whom are seniors/long-term residents of a neighbourhood.

We've demonstrated that Toronto is a willing partner, but as the city we are left to operate the asset so we need new funding arrangements.

We've learned over time that every mayor has had to work with Council to build support for major priorities. The tools to lead on administration, budgeting and housing are already available under the City of Toronto Act, but building consensus sets these up for success.