Housing & Growth
Stratford needs more housing and more rental choice. I support sensible density around the downtown and GO service, and I believe surplus municipal land should be evaluated for housing when that is the strongest long-term public use.
Growth has to be planned with water, sewer, streets, transit and neighbourhood fit. More units are important, but so is making sure the city can support them.
Grand Trunk
The Grand Trunk site is an 18-acre, multi-phase city-building project—not one building decision. I support the community hub as a practical first anchor, alongside housing, public space, heritage interpretation and private or institutional investment tested through the market.
Council has approved a municipal capital contribution of up to $15 million toward the shared community facility. Before larger commitments are made, partner contributions, operating costs, market interest and the City’s maximum financial exposure should be clear.
The hub should move forward within the next council term. The full site will take longer and should develop coherently over time.
Downtown & Year-Round Economy
Stratford’s visitor economy is an ecosystem: accommodations, restaurants, retail, arts, culture, public space and the people who work in all of them. Tourism policy should reflect the whole economy rather than treat events as the only measure of success.
I support a coordinated framework with Destination Stratford central to destination marketing, more people living close to the core, stronger regional transportation and year-round reasons to visit and spend time downtown.
Infrastructure & GO
Roads, water and sewer renewal have to remain first-order responsibilities. Infrastructure that unlocks housing and stronger connections to GO service should be prioritized because it supports future growth rather than simply adding operating cost.
The new police headquarters is now an estimated $36-million project. It needs disciplined, city-controlled project management, regular cost reporting and clear contingency management from acquisition through completion.
Taxes & City Finances
Keeping levy increases manageable requires choices about timing and scope. I favour reviewing assets that no longer justify their cost, deferring non-essential studies or cosmetic projects when core work is under pressure, and scrutinizing new administrative positions that are not tied to essential service delivery.
Large capital projects need professional project management, realistic contingencies, lifecycle costing and regular public reporting. The City should also quantify the lag between new construction and MPAC assessment so Council understands how much tax revenue is delayed when it sets the levy.
Community & Sustainability
The City has a direct role in outreach, prevention, housing stabilization and supportive housing, while health care, mental health, addictions and income support also require the Province and community partners. Local spending should be connected to clear outcomes.
Sustainability should be equally practical: efficient buildings and fleets, resilient infrastructure, good land use, green space and lower lifecycle costs. Environmental and financial sustainability should reinforce one another.
