1. Homelessness

From Managing It to Ending It

Windsor has built the right tools — the by-name list, the HART Hub (23 addiction treatment beds, 32 transitional units, housing support for up to 108 people), Grace on Ouellette (19 affordable units, May 2026), and council's endorsement of The Village at The Barn concept (about 100 supportive units) for further study. But residents can't see whether any of it is working. The 2028 goal is two years away and there's no public scorecard.

• Publish the scorecard. A public monthly dashboard: how many people entered homelessness, how many were housed, and how many stayed housed after 12 months.
• Set a speed target. Push for a clear standard on how fast someone on the by-name list is matched to housing. Medicine Hat, the first Canadian city confirmed at functional zero chronic homelessness, aimed to house people within 10 days.
• Prevent it before it starts. Expand emergency rent help and eviction prevention for families one missed payment away from losing their home. It costs far less than a shelter bed.
• Keep people housed. Track whether people are still housed a year later, and fund follow-up supports where they're falling short. Two of London's highly supportive housing sites kept 83% of residents housed; Windsor should aim for at least that.
• Build with upper-government money. Push the province and federal government to fund The Village at The Barn before the city commits, and reserve a share of new affordable units for people leaving homelessness.
• Lock in steady funding. Push to turn one-time shelter funding into multi-year agreements so progress isn't lost when a grant expires.

Scorecard motion: first six months. Funding requests to the province and Ottawa: first year.

2. Mental Health

Help at Any Hour

Windsor's Crisis Response Team pairs police with mental health social workers. The Urgent Crisis Centre has been open 24/7 since July 2025 — and more than a quarter of its visits have come in the evening and overnight, proving the demand is real. But after 1 a.m. no crisis team goes out into the community. Overnight calls fall to patrol officers or emergency rooms. As co-founder of a mental health clinic in Windsor, I've seen what happens when people can't get help in time.

• Close the overnight gap. Seek provincial funding to cover 1 a.m. to 7 a.m. — either by extending the Crisis Response Team or adding an overnight crisis-worker team. Toronto's crisis-worker service resolved 89% of calls transferred from 911 without police.
• Protect the crisis centre. The province gave it 18 months to collect data before it can apply for permanent funding. I'll move for council to formally back that application.
• Keep up with demand. Seek funding for more crisis teams as calls continue to rise.
• Report results. Publish every year how many people these teams helped, and how many were kept out of emergency rooms and jail.

Funding requests and council support motion within my first year.

3. Homes

Housing Windsor Families Can Afford

Windsor's shortage is at the affordable end. Lower development fees help builders, but nothing requires the savings to reach working families, seniors or people leaving homelessness. Windsor's Community Improvement Plans are under review — that's the opening to add an affordable-housing incentive.

• Reward affordable homes. Move to add an affordable-housing grant through the CIP review: at least 20% of units kept affordable for at least 20 years, with grants paid only after the homes are built — the same approach Ottawa proposed.
• Make it time-limited. Set a clear deadline so projects start now, not someday.
• Report monthly. Publish housing starts, permits, approval times and affordable units created.
• Finish the playground program. Keep the City's 35 playground replacements on schedule; the first projects are due in summer 2027.

Affordable housing motion within my first six months.

4. Responsible Spending and Infrastructure

Growth that doesn't outpace the city's capacity to support it

Windsor is growing. The question isn't whether to grow — it's whether the infrastructure keeps up. Too often, each new development is evaluated on its own, as if the last five didn't happen. Traffic, parking and sewer capacity get studied one application at a time, and by the time the cumulative pressure shows up, it's already someone's problem to live with.

The Cabana Road corridor is a clear example. In October 2025, an 18-unit proposal was stopped by a 5–5 council tie. By May 2026, a 29-unit building was approved at Cabana and Casgrain — with councillors acknowledging they feared losing an Ontario Land Tribunal appeal if they refused. Residents raised traffic, height and neighbourhood character. The infrastructure question was never answered for the corridor as a whole.

• Study the corridor, not just the application. Push for cumulative reviews of traffic, parking and sewer capacity that account for everything already approved, not just what's in front of council today.
• Build in real conditions. Use study findings to require upgrades — access points, turn lanes, sewer improvements — as conditions of approval. Where capacity isn't there yet, hold development until it is.
• Spend where the pressure is. Use infrastructure data to direct capital spending to the areas growing fastest, before problems compound.
• Show residents the plan. Present findings at a ward meeting before the next major application is voted on.

Motion within my first six months.

5. Jobs

Protecting Windsor Workers

Few cities are more exposed to the trade war than Windsor, and young people are hit hardest. In April 2025, council backed a Buy Canadian approach. Nine days later, the city approved up to $285,000 in American-made outdoor furniture. Since April 2026, Ontario has required cities to prioritize Ontario and Canadian goods — but residents can't see whether Windsor is following through.

• Make Buy Canadian visible. The City already has to track Ontario and Canadian content under provincial rules. I'll move to publish those numbers every year in plain language.
• Open the door to local business. For small city purchases, invite Windsor-Essex suppliers to bid first.
• First jobs for young people. Propose more City summer student positions in the budget, and partner with Workforce WindsorEssex on job placements.
• Faster answers for business. Publish how long permits and approvals take, so delays are visible and can be fixed.

Purchasing report motion: first six months. More student positions: first budget of the term (2027).

6. Your Money

An Open Budget at City Hall

You can't hold City Hall accountable for what you can't see. Windsor approves its budget after the year has begun, keeps major items behind closed doors, and its documents are hard to compare with actual spending. The D grade in Windsor's latest C.D. Howe report is an improvement — but it's still a failing mark.

• A budget you can read. Put the key numbers up front in plain language: what the city takes in, what it spends, and whether it ran a surplus or deficit — in the same format as the year-end statements, so residents can compare plan to results.
• Push for an on-time budget. Under provincial rules the mayor proposes the budget. I'll press for it to be tabled in the fall and finalized before January 1, starting with the 2028 budget.
• Fewer closed doors. Every closed-door budget item gets a public summary: which department, how much, and why it's confidential.
• Plain-language check-ins. Turn the City's quarterly budget reports into a one-page plain-language update for residents, so a shortfall is never a surprise.
• Make resident input count. Publish what residents said in budget consultations, and show which changes were made because of it.

Budget transparency motion: first six months. On-time budget: starting with the 2028 budget.

Timeline at a Glance