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My Platform for Brampton

My platform is built around a simple idea: Make Brampton more affordable, more efficient, and more focused on families and youth. This means improving how the city works, making services easier to access, and ensuring residents feel they are getting real value for what they pay.

1. Keeping Brampton Affordable for Families

Many residents are feeling financial pressure from all sides. While the city cannot control broader economic conditions, it can control how efficiently it spends taxpayer money and how it sets its own priorities.

My focus:

Find savings before increasing costs

  • Conduct value-for-taxpayer reviews of major City spending.

  • Identify waste, duplication and unnecessary administrative costs.

  • Reduce unnecessary reliance on external consultants.

  • Review senior administrative and executive costs.

  • Establish an independent Auditor General to strengthen oversight and accountability

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Protect the services families rely on

  • Look for efficiencies before cutting public programs and services.

  • Protect affordable recreation, community programming and other services that residents depend on.

  • Keep opportunities for children, youth and families accessible 

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Grow Brampton's revenue base

  • Attract responsible development and investment.

  • Strengthen Brampton's commercial and economic base.

  • Support downtown revitalization and initiatives that create long-term economic activity.

  • Make better use of existing City assets and underused spaces.

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Keep recreation and community access affordable

  • Expand partnerships that increase access to affordable recreation.

  • Explore better use of school gyms and community facilities during evenings and weekends.

  • Review unnecessary fee increases that can put participation out of reach for families.

The goal is simple: Families should not feel unnecessary financial pressure from city decisions.

2. Stronger Support for Youth and Families

Access to affordable programs and safe spaces is essential for a healthy city.

My focus:

Make recreation more affordable

  • Keep community recreation accessible for low- and middle-income families.

  • Expand partnerships with non-profits and community organizations that provide affordable or free programs.

  • Look for ways to make better use of existing recreation facilities and community spaces.

  • Explore expanded access to school gyms during evenings and weekends, while creating affordable programming for residents.

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Give young people more opportunities

  • Support youth sports, arts, culture, leadership and mentorship programs.

  • Create more opportunities for young people to develop skills, build confidence and connect with their community.

  • Work with local organizations that already have relationships with youth rather than duplicating programs that already exist.

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Support families and newcomers

  • Strengthen partnerships with community organizations serving newcomers and families.

  • Make City programs easier to find and access.

  • Ensure residents know what programs, services and financial supports are available to them.

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Build inclusive and accessible community spaces

  • Design and plan community spaces with accessibility as a priority from the beginning not as an afterthought.

  • Include the people who will actually use these spaces in the planning process, including children, youth, families and seniors.

  • Ensure the planning process considers the needs of people with visible and non-visible disabilities.

  • Include the perspectives of children and adults with developmental disabilities and their families when designing recreation facilities, parks and community spaces.

  • Consider physical, sensory, developmental and other accessibility needs in the design of programs and facilities.

  • Make better use of existing public facilities instead of always looking to build new ones.

  • Support community-led programming that brings residents together.

As someone who has worked directly in youth-focused nonprofit programming, I understand how important these opportunities are in shaping positive outcomes for young people.

3. Faster and More Efficient City Services

Residents often experience delays when dealing with city processes, whether it’s permits, approvals, or service requests.

My focus:

Make 311 work for residents

  • Improve response times and follow-up on 311 requests.

  • Give residents clearer information about the status of their requests.

  • Track recurring complaints to identify problems that require a broader City response.

  • Make City services easier to find and navigate online and in person.

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Strengthen bylaw enforcement

  • Make bylaw enforcement a priority.

  • Improve response times for complaints involving illegal parking, property standards, noise, nuisance properties and other violations.

  • Use data to identify repeat offenders and recurring problem areas.

  • Ensure residents receive clear communication about what action is being taken.

  • Review whether staffing, processes and enforcement tools are keeping pace with Brampton's growth.

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Fix problems before they become bigger problems

  • Use 311 data and resident feedback to identify recurring infrastructure and maintenance issues.

  • Improve coordination between City departments so residents aren't passed from one department to another.

  • Focus on preventative maintenance rather than waiting for problems to become expensive repairs.

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Make City Hall easier to deal with

  • Simplify forms, applications and processes wherever possible.

  • Expand digital services while maintaining accessible options for residents who cannot or do not want to use online services.

  • Provide clear timelines for City applications, requests and complaints.

  • Measure departments on service standards and publicly report progress.

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Build a culture of accountability

  • Set clear service standards for major City services.

  • Track whether those standards are being met.

  • Identify departments or processes where residents are experiencing persistent delays.

  • Use performance data to improve services rather than simply adding more bureaucracy.

The goal is to make city services more responsive and easier to navigate.

4. Smarter Housing and Growth

Brampton is growing quickly, and the city needs to ensure housing supply keeps pace with demand.

My focus:

Build more housing choices

Brampton needs more than large detached homes.

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  • Encourage missing-middle housing such as duplexes, triplexes, quadplexes and other low-rise housing options where appropriate.

  • Support appropriately designed mid-rise housing, particularly along major roads and transit corridors where infrastructure can support additional density.

  • Encourage housing options that allow seniors to downsize while remaining in their communities.

  • Support more affordable and attainable housing options for families, young people and newcomers.

  • Encourage additional housing around transit hubs and major transit corridors.

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Make it easier to add housing through ARU garden suites

  • Homeowners should have more options to add a small additional dwelling on their property.

  • I would create a streamlined ARU Garden Suite program with two streams

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Residential Stream

  • The City would develop a collection of pre-approved garden-suite designs.

  • Homeowners could choose a design that fits their property and needs.

  • Standard designs would already meet the City's requirements, helping reduce the time, cost and uncertainty involved in the approval process.

  • The goal would be simple: choose a pre-approved design and move forward without starting the design and approval process from scratch.

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Neighbourhood Business Stream

  • Create a separate stream for small, home-based businesses that can operate without disturbing surrounding neighbourhoods.

  • Eligible businesses would need to meet clear standards around noise, traffic, parking and other potential impacts.

  • The City would provide pre-approved designs and layouts for eligible uses.

  • Businesses could select an approved design rather than starting the planning and design process from scratch.

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Grow around transit and infrastructure

  • Growth should happen where infrastructure and transportation can support it.

  • Focus greater density where transit and infrastructure can support it.

  • Encourage mid-rise development along appropriate corridors rather than placing all new density in large towers or spreading development farther outward.

  • Make east-west transit connectivity a major priority, with Queen Street and Steeles Avenue identified as strong opportunities for improved transit connections and higher-capacity service.

  • Advocate for a dedicated passenger rail service on the Kitchener-Waterloo corridor, giving Brampton residents better regional connections.

  • Work with Metrolinx and other levels of government to improve frequency, reliability and capacity along the corridor.

  • Better connect Brampton Transit with regional rail and higher-order transit.

  • Coordinate housing growth with transit expansion, roads, parks and community facilities.

  • Build walkable neighbourhoods where residents can access everyday services without always needing a car.

  • Prioritize complete streets that safely accommodate pedestrians, cyclists, public transit and vehicles.

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Make growth work for existing residents

  • Growth should not simply mean more buildings. New development needs to contribute to the communities around it.

  • Ensure infrastructure keeps pace with population growth.

  • Protect access to parks, recreation facilities and community spaces.

  • Plan for the long-term needs of neighbourhoods before they become overcrowded or underserved.

  • Ensure new communities have the services and amenities residents need to thrive.

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Make the development process more predictable and accountable

  • Improve coordination between City departments involved in planning and development.

  • Provide clearer timelines and communication for residents and applicants.

  • Make planning information easier for residents to understand.

  • Ensure major development decisions are evaluated based on infrastructure capacity, transportation, community needs and long-term costs.

More housing supply is key to long-term affordability and stability.

5. Safer, Cleaner, and Better Maintained Neighbourhoods

Residents want neighbourhoods that feel safe, clean, and well cared for.

My focus:

​Safer Neighbourhoods

  • Residents deserve to feel safe in their homes, on their streets and in their communities. That means using public safety resources effectively, supporting our frontline officers and responding to different types of emergencies with the right expertise.

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Establish a “Fourth Option” in Emergency Dispatch

  • Not every emergency requires a police response. We should modernize municipal emergency communications so that, when it is safe and appropriate, non-violent mental health and wellness calls can be routed directly to civilian crisis-response teams such as the Community Crisis Rapid Response Team (CCRRT).

  • This can help ensure people experiencing a mental health or wellness crisis receive an appropriate healthcare response while allowing police officers to focus on situations that require their expertise.

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Get Officers Back on the Streets Faster

  • Police officers should spend their time protecting our communities not waiting for hours in hospital emergency departments.

  • I would work with Peel Regional Police and local health partners to establish expedited Police-Hospital Transfer Protocols, including dedicated crisis intake processes at emergency departments where appropriate.

  • The goal is to transfer responsibility for patients to healthcare professionals as quickly and safely as possible, allowing frontline officers to return to their communities sooner.

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Expand Mobile Crisis Response

  • Support the expansion of Mobile Crisis Rapid Response Teams (MCRRT) and other police-clinician partnerships so that specialized teams are available when and where they are needed, including expanded coverage during peak operational hours.

  • These teams can bring both clinical expertise and public-safety support to people experiencing a crisis, helping reduce pressure on traditional emergency responses.

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Fight New Forms of Crime and AI-Enabled Fraud

  • Technology is changing how criminals target residents. Deepfakes, voice cloning, impersonation scams and AI-generated messages can make it increasingly difficult for people to recognize fraud.

  • Seniors can be particularly vulnerable to financial scams that use trusted identities, urgent requests and increasingly convincing artificial intelligence.

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Brampton should take a proactive approach by:

  • Working with Peel Regional Police and other partners to improve rapid reporting and response to emerging AI-enabled scams.

  • Partnering with long-term-care homes, retirement communities, senior organizations and seniors' clubs to provide practical fraud-prevention education.

  • Developing easy-to-understand resources on deepfakes, voice cloning, impersonation scams and other emerging fraud techniques.

  • Helping seniors and families understand how to verify unexpected calls, messages, videos and financial requests.

  • Encouraging residents to report suspected fraud quickly so that information can be shared with appropriate authorities.

  • Supporting community education campaigns that help residents protect their identities, finances and personal information.

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Prevent Crime Before It Happens

  • Public safety also means addressing problems before they become emergencies. When people are struggling with homelessness, substance use, mental health challenges or other barriers, we need to connect them with the supports that can help them stabilize and rebuild their lives.

  • Partner with local community organizations, healthcare providers and social-service agencies to provide wraparound support for people experiencing homelessness and substance-use challenges.

  • Connect people with the most basic necessities, including food, shelter, healthcare and dental care.

  • Improve access to mental-health and psychological supports.

  • Help people access treatment, employment services, identification, housing supports and other services needed to regain stability.

  • Support coordinated outreach so people are connected to the right services rather than repeatedly cycling between emergency services, hospitals, shelters and the justice system.

  • Work with community organizations that already have trusted relationships with vulnerable residents and support their ability to deliver services.

  • Combine prevention, outreach and enforcement where necessary to keep public spaces safe while helping people get back on their feet.

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Fix Traffic and Improve Roads

  • Address chronic congestion at major intersections and corridors.

  • Prioritize improvements where traffic growth has outpaced existing infrastructure.

  • Improve traffic flow through better signal coordination and intersection management.

  • Work with regional and provincial partners on congestion issues that extend beyond municipal jurisdiction.

  • Improve road maintenance and prioritize preventative maintenance before small problems become expensive repairs.

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Keep Brampton Clean and Well Maintained

  • Improve maintenance of roads, sidewalks, parks, trails and public spaces.

  • Respond more quickly to litter, illegal dumping and other maintenance concerns.

  • Use 311 requests and resident feedback to identify recurring problem areas.

  • Ensure parks and public spaces are maintained to a consistent standard across Brampton.

  • Work with residents and community groups to support neighbourhood clean-up initiatives.

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Protect Brampton's Environment

  • Brampton should grow without sacrificing the natural environment that makes our city livable.

  • Protect and expand Brampton's tree canopy.

  • Continue investing in measures that reduce urban heat and improve neighbourhood resilience.

  • Support green infrastructure, including green roofs, terraces and other measures that can help manage stormwater and reduce heat.

  • Protect and strengthen Riverwalk and other flood-protection and environmental initiatives.

  • Improve recycling and waste-diversion services.

  • Advocate for Brampton's interests in discussions around the proposed Emerald Energy From Waste expansion and ensure environmental and community impacts are properly considered. Brampton should not simply become the GTA's destination for everyone else's waste.

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  • Build Neighbourhoods That Work for Everyone

  • Design parks, streets and public spaces with accessibility in mind.

  • Improve pedestrian and cycling connections between neighbourhoods, parks, schools and community facilities.

  • Create safer routes for children walking and cycling.

  • Ensure neighbourhood improvements consider children, youth, families, seniors and residents with visible and non-visible disabilities.

Quality of life starts at the neighbourhood level.

6. Responsible and Transparent City Spending

Taxpayer money should always be used carefully and effectively.

My focus:

Establish an Independent Auditor General

  • Work toward establishing an independent Auditor General function within the first 1–2 years.

  • Give the Auditor General the independence to examine City programs, contracts and spending.

  • Identify opportunities for greater efficiency and value for taxpayers.

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Conduct a “Waste & Priorities” Review

  • Review major areas of City spending, including:

  • Major contracts and procurement

  • External consultants

  • Senior administrative and executive costs

  • Capital project budgets

  • City-owned assets and their utilization

  • Recurring expenditures and contracts

  • Program outcomes

  • Duplication, inefficiency and unnecessary spending

  • This is not about cutting for the sake of cutting. It is about making sure taxpayers receive value for every dollar spent.

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Strengthen Conflict-of-Interest Rules

  • Strengthen conflict-of-interest requirements for the Mayor and Members of Council.

  • Require elected officials to recuse themselves from discussions, meetings, votes and contract decisions where they have a conflict.

  • Strengthen disclosure requirements and identify potential conflicts early.

  • Ensure procurement decisions are protected from personal, political or business relationships.

  • Establish stronger independent oversight and enforcement where appropriate.

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Make Procurement More Competitive and Transparent

  • Use competitive bidding for major contracts wherever practical.

  • Avoid unnecessary sole-source contracts.

  • Require clear justification, documentation and oversight when competitive procurement is not practical.

  • Make major procurement decisions easier for residents and Council to review.

  • Establish clear deliverables, timelines and performance expectations in contracts.

  • Monitor contracts after they are awarded and publicly report significant changes, extensions or cost increases.

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Hold Developers and Contractors Accountable for Delays

  • Development and construction should have clear expectations for timelines, milestones and responsibilities.

  • Require realistic project schedules and clear milestones in major development agreements and contracts.

  • Where delays are the responsibility of a builder or contractor, contracts should establish appropriate financial responsibility for resulting costs rather than automatically passing those costs to taxpayers.

  • Track delays and clearly identify whether they were caused by the developer, the City or another party.

  • If a delay is caused by the City, including permitting, approvals, inspections or other City-controlled processes businesses should not be penalized for circumstances outside their control.

  • Make significant changes, extensions and cost increases transparent to Council and the public.

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Reduce Unnecessary Reliance on Consultants

  • Build internal expertise where it makes financial and operational sense.

  • Review recurring consultant contracts.

  • Require justification for significant external consulting expenditures.

  • Measure whether consulting work delivers the intended results.

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Make Major Projects More Transparent

For major projects, residents should be able to see:

  • Original approved budget

  • Current projected cost

  • Project timeline

  • Scope changes

  • Reasons for cost increases or delays

  • Expected completion date

  • Long-term operating and maintenance costs

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Increase Meaningful Public Consultation

  • Residents should have a meaningful opportunity to understand and comment on major decisions before they are finalized.

  • Provide clear, accessible information before major decisions.

  • Allow adequate time for public feedback.

  • Strengthen consultation on major developments, infrastructure projects, environmental decisions and significant public-space changes.

  • Document and consider public feedback.

  • Make consultation accessible to people with different abilities, languages and levels of digital access.

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Put Environmental Considerations Into Major Decisions

  • Complete appropriate environmental assessments where required or warranted.

  • Consider long-term environmental, climate and sustainability impacts.

  • Consider impacts on trees, natural areas, stormwater, air quality and surrounding communities.

  • Make relevant environmental information available as part of public consultation.

  • Consider long-term environmental and operating costs when evaluating major projects.

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Measure Results 

A budget tells us how much we spent. It does not necessarily tell us what we achieved.

  • Establish clear performance measures for major programs and projects.

  • Report results publicly.

  • Identify programs that are not achieving their intended outcomes.

  • Give Council the information needed to improve, redesign or reconsider programs when necessary.

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Make City Information Easier for Residents to Access

  • Residents should not need to dig through hundreds of pages of documents to understand how their City is spending money.

  • Make spending and procurement information easier to find.

  • Present important information in plain language.

  • Provide accessible project and contract reporting.

  • Make Council decisions and their financial implications easier to understand.

  • Give taxpayers meaningful information about where their money goes.

Every taxpayer dollar should have a clear purpose. Major expenditures should be accountable, procurement should be competitive and transparent, and residents should be able to see how decisions are made.This is not about simply spending less. It is about getting better value, stronger accountability and better results for Brampton taxpayers.

Core Commitment

Across all of these priorities, my focus is consistent: Make city government more responsive, more efficient, and more focused on the real needs of families in Brampton.

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