Key Priorities
Dig once, coordinate everything, then pave once.
I want Ward 3 to see real, practical improvements to our roads, sidewalks, utilities, and public spaces. That means not just patching problems, but planning smarter. When a road is opened up, I want city departments, utilities, telecoms, and contractors working together so the job is done properly and built to last.
Mandate early, binding utility coordination before design is finalized so water, sewer, gas, hydro, and telecom all declare upgrades up front and the road plan is built around a single combined scope (“dig once” requirement).
Require shared trenching and coordinated construction sequencing, so multiple utilities are installed or upgraded in the same excavation window instead of separate crews reopening the same corridor multiple times.
Lock in stricter “no re-cut” rules after paving, with exceptions only for emergencies, plus cost penalties or full restoration costs charged to any utility that misses the coordinated schedule.
Use a centralized digital infrastructure map (GIS asset system) that all utilities must update in real time, so the City can plan long-term road reconstruction with full visibility of underground assets and future work plans.
Raise housing and rental standards
I believe homes are for living, not just existing. I want stronger standards and better enforcement for rental properties, apartments, duplexes, triplexes, and rooming-style rentals so tenants have safe, clean homes and responsible property owners are treated fairly.
Shift from complaint-based enforcement to proactive, risk-based inspections targeting higher-risk rental buildings on a scheduled cycle instead of waiting for tenant reports.
Strengthen property standards enforcement through escalating penalties, with higher fines and consequences for repeat violations and chronic non-compliance.
Introduce or expand rental registration/licensing requirements so landlords must meet minimum maintenance, safety, and compliance standards to operate.
Enable structured inspection authority with proper notice, allowing the City to inspect units proactively under clear bylaw rules rather than only responding to complaints.
Recover enforcement costs from non-compliant landlords, including re-inspections, emergency repairs, and city-issued orders, to ensure the system is self-funding and deterrent-based.
Respond to homelessness with compassion and public safety
I believe we need a compassionate but realistic approach to homelessness. People need help, services need to be coordinated, and public safety cannot be ignored. That means medical support, mental health support, pathways to stability and employment, and enforcement when people use this crisis as cover for crime.
Prioritize rapid access to stable housing (Housing First approach) using supportive, transitional, or modular units instead of long-term shelter stays to reduce pressure on emergency systems.
Create a centralized intake and triage system so all housing, shelter, mental health, and addiction supports are coordinated through one pathway to avoid duplication and bottlenecks.
Convert vacant or underused buildings into temporary and supportive housing (e.g., motels, commercial spaces, institutional buildings) to quickly expand capacity without long construction timelines.
Integrate wraparound supports directly with housing, including mental health care, addictions services, healthcare, and employment supports to reduce repeat homelessness cycles.
Expand non-market and co-operative housing supply to create long-term system relief by increasing permanent affordable housing options and reducing shelter dependency.
Make City Hall more accountable to Ward 3
Ward 3 works hard, and I believe we deserve follow-through from City Hall — not excuses, delays, or half-measures. I want practical local government that listens, acts, and respects the people who keep Hamilton going. Hamilton doesn’t have a making money problem, it has a money spending problem.- 2024 cyber incident recovery (ransomware attack)
- Accounts payable / fraud & waste cases (Auditor General findings)
- Road reconstruction rework/utility coordination failures
- Vacant property / real estate management inefficiencies
- Heavy reliance on consultants