Build Smarter. Grow Stronger. Live Better.

As Mayor of Halifax, my vision is built on a foundation of smart, practical solutions that address the most pressing issues we face today: transit and transportation, housing affordability, infrastructure, environment, and strengthening our social fabric so that everyone, including our rural and suburban communities, can succeed.

These aren’t just challenges – they’re opportunities to create a Capital Region that works better for everyone.

HRM is at a crossroads, and with the right leadership, we can turn these challenges into a brighter, more sustainable future for all residents and businesses.

Let’s build a Capital Region that we can all be proud of – together.

1. TRANSIT AND TRANSPORTATION

When it comes to transit and transportation, HRM needs real solutions, not status quo.

Halifax Transit is broken. Our municipal transit system, including Access-A-Bus, is not meeting the needs of our communities. Safe, reliable and affordable transportation is the cornerstone to building stronger economies and better health and social outcomes for our residents. As Mayor, I will transform Halifax Transit into a Capital Region Transportation Commission and work with the abutting municipalities and the province to advance connectivity, reduce congestion, and offer affordable public transportation to more communities.

East Hants is set to grow by 70% in the next few years and has started the process to plan for their own transit system. We should be working together to take advantage of economies of scale and build a system that benefits all commuters, employers/employees, and visitors along the provincial highway corridor. I aim to get started on a plan to build light rail, because I'm thinking ahead to the next 50 years, not just the next 5 years. HRM is the Capital Region of Nova Scotia, the economic engine of Atlantic Canada, and has half the population of the province. It's time we think bigger. I will implement Park & Ride express routes in partnership with neighboring municipalities and growing rural communities in HRM to reduce traffic congestion and connect our communities better.

Active transportation is extremely important to the health and well-being of our communities, however, the bike lane network is behind schedule and is not supporting our goal of reducing congestion and creating accessible communities. HRM needs a broader, better and more inclusive strategy that includes open streets and implements performance measurements for traffic management and traffic congestion reduction goals which meet our shared goals of accessible, safe, and complete communities.

2. FASTER APPROVALS FOR HOUSING

We’re in a housing crisis. I will push for more affordable housing developments by advocating for changes in bylaws, especially in rural communities filled with potential, speed up the approval processes, and work with all levels of government to make sure we tackle homelessness and housing insecurity head-on-together. My approach will emphasize sustainable balanced growth and housing affordability, ensuring that development doesn’t just mean more luxury apartments downtown but also homes that hard working Haligonians can afford. I will employ technologies like AI to streamline the development approval process to cut the time it takes and provide developers with pre-approved building plans. Cutting time from the process and cutting costs.

We need to modernize and declutter our development processes by implementing advanced technologies, like AI, to digitize all land-use documents and building codes into a single online application to streamline permit approvals and remove unnecessary time and costs. Publishing pre-approved building plans will reduce time and costs for approvals and speed up the process for affordable housing units and reduce/remove fees. I will work with the province to amend legislative barriers restricting reduced utility development charges so fees for affordable housing units don't get in the way of building more homes, faster. People should be able to age in place, by downsizing and moving into a more affordable home within their community. Young families should be able to thrive in the neighborhood they grew up in.

Homelessness

In August 2021, I initiated the Lived Experience Advisory Committee on Homelessness and in May 2022, I worked to establish Memorandum of Understanding (MOU) with the province to tackle homelessness. By outlining our respective roles and responsibilities, we can keep each other accountable. Since 2015, homelessness in HRM has risen by 500%. It’s time for bolder action and solutions that truly address the root causes. The Mayor is uniquely positioned to advocate a homelessness policy for HRM that focuses on a compassionate, evidence-based approach that tackles both immediate needs and long-term solutions for individuals if different circumstances. Drawing on best practices from cities across North America, my plan emphasizes the "Housing First" model, which prioritizes rapid rehousing without preconditions, coupled with wraparound support services, such as mental health care, addiction treatment, and job training. By partnering with provincial and federal governments, leveraging the Lived Experience Advisory, and expanding affordable housing initiatives, I will work to reduce the barriers that keep individuals unhoused and ensure every Haligonian has access to safe, stable housing.

3. PLANNING AND INFRASTRUCTURE

HRM is facing a substantial infrastructure deficit. Over the next decade, we must prioritize upgrading essential infrastructure.

Infrastructure development is at the heart of our future. From addressing long-overdue road and bridge maintenance to ensuring our urban planning supports density in the right places, I will work with HRM Council to prioritize key projects, including modernizing the Windsor Street Exchange, get started on the MacKay Bridge rehabilitation, and protect our waterfront with sustainable planning that incorporates green spaces and public access. As Mayor, I will revive the Harbour Plan to ensure that communities along the Harbour are provided certainty for any future development plans, including infill to protect or build critical public infrastructure.

We need to rethink our 'anti-sprawl' goals so that they don’t interfere with the sustainable and resilient development of new and established communities. There are more than 200 communities that make up the social, cultural and economic fabric of HRM. Let’s focus on rightsized density. There is a formula that balances communities and the flow of the municipality. It’s up to planning to find that balance. HRM needs to elect a Mayor who will not be stalled and biased from their past planning decisions. This will not result in positive change, especially for the most vulnerable. Growth, for growth’s sake and without boundaries, is not working.

To ensure collaboration, I will establish a Capital Infrastructure Commission with representation from all orders of government, utilities, and leaders in community development to draw upon our combined strengths to resolve the housing crisis and infrastructure deficit and align work schedules to reduce the congestion impact on the street network all across the Capital Region.

I will resolve the challenges caused by dangerous planning decisions in the last two decades that allowed subdivisions to be built with only one way in and out. The lack of community connector roads and the intentional policies from past planning staff and councils to stop new public roads from being built and halt expansion of the waterlines for fire hydrants has threatened the viability and safety of our residents. We must fix the poor planning of the past.

Growth should align with our culture, natural beauty, and existing infrastructure. Let’s plan for sustainable, balanced development and work with the province to site schools and other provincial facilities that are needed to design complete communities. Schools, fire stations, and health facilities must be included at the front end of community development plans.

I will revive the 2006 Harbour Plan, creating certainty for communities and businesses. We need collaborative solutions for pyritic slate disposal and careful, comprehensive planning for Harbour infill to protect our public spaces and critical public infrastructure such as the rail line, coastline, waste water treatment plants, bridges, etc. Communities deserve to know how governments plan to work together to protect water access and recreational trails along the shoreline.

4. PROPERTY TAXES

Municipalities need a new fiscal deal. I have advocated to modernize the provincial Assessment Act to protect property owners from seeing their assessed values hiked due to rebuilding homes and businesses destroyed after a disaster such as wildfire or flood. I am advocating to remove the hiked CAP from properties that were rebuilt following disaster. People who lost their homes to disaster are now paying 3 times the amount of property tax as their neighbours due to their increased provincial assessment values. And, I am advocating that PVSC stop assessing cemeteries as developable land, because as we all know, buildings can't be built in grave yards. Taxing the dead is an outdated policy! When cemeteries are valued at millions of dollars, all those abutting homes see their assessments rise arbitrarily and inappropriately.

You Can’t Freeze the Tax Rate. If HRM freezes the municipal tax rate at today's values (we do not have authority to freeze the provincial tax rate on property tax bills), and the province continues to increase their portion of the residential property tax bill - currently the province takes a large percentage of the residential tax bill - then every property will see a significant INCREASE in their property tax bill because:

PVSC continues to increase your assessed values;
provincial area rate continues to increase;
province increases their CAP each year;
2022 CAP increase was 5.4%;
2023 CAP increase was 7.7%; and,
2024 CAP increase was 3.2%.

Freezing the municipal tax rate for two years results will result in increased property tax bills.

As Mayor, I will remove the provincial tax portion on property tax bills, which will significantly reduce annual costs for all property owners. Over the last three years. I was proud to collaborate with the province to negotiate the removal of the provincial Corrections and Public Housing debt fees off the property bills. The next step is to remove the province completely from property tax bills. The province has one of the highest sales taxes and income taxes, and annual budget surpluses. It's time to modernize the tax system.

Commercial Tax Reform

Commercial property owners do not have the benefit of a property tax CAP. I will work with the province to modernize the taxation structure for commercial properties so they do not pay the provincial area rates. I was successful in advocating for changes to provincial legislation, the Halifax Charter, to provide tax relief for businesses destroyed by disaster. As Mayor, I will advocate for a New Deal from Ottawa to remove the carbon tax as a property tax expense. HRM must recoup federal rebates for the millions we’re sending to Ottawa so we can continue to invest those dollars into climate action.

5. LOCAL ECONOMIES

For over 20 years, planning policies have limited residential and commercial development in suburban and rural neighborhoods like Middle Sackville, Beaver Bank, Eastern Shore, and more. These communities are growing, and it’s time to unlock their potential and of all the municipality’s communities by addressing outdated planning rules that restrict new public roads and egress from being built, and that stops economic development, public transit, job creation and entrepreneurship opportunities. Resilient local economies support people to age in place and live, work and play in the same community. Villages and their main streets were the mainstay of Nova Scotia's vibrancy - it's time to get back to building strong communities. A strong HRM is a strong Nova Scotia!

6. GOVERNMENT THAT WORKS FOR YOU

Partnerships with Senior Governments

I am committed to building non-partisan, independent relationships with provincial and federal governments to secure the support we need for our future. There is one tax payer. Regardless if your concern is a federal, provincial or municipal issue we need to make sure your voice is heard and you are getting the service you deserve. The Mayor plays a key role in ensuring we establish and meet our shared goals of a stronger, more affordable and connected Capital Region for Nova Scotia.

Accountable Government

I will establish a Municipal Ombudsman Office to ensure accountability in every corner of our local government. Everyone deserves to be treated fairly by HRM. Individuals who are dissatisfied or feel wronged by the municipality based on what is legal and fair must be heard and supported. This is an excellent way to keep HRM accountable to the people we serve.

The annual Operations Budget process must be revised from 5 months to one month. We must reduce time and the costs of delivering this budget to the public. As Mayor, I will move for the adoption of population thresholds for budget decisions. As communities grow and needs arise like a new fire station or library, Council should not be debating these essential budget decisions. If the population will reach a specific threshold based on development approvals, a fire station should be built and staffed to protect the community - no question. This is how we catch up with the infrastructure deficit - by setting priorities.

Heritage Districts

We must expand heritage districts and protect landscapes that define our Capital Region's history. HRM's charm is in its best and most enduring architecture and sharing our stories. Let’s preserve our history and learn from it while moving forward into the next century. I will work in partnership with the province to enhance the Heritage Property Act and the Heritage Conservation Districts Regulations to better protect our rich and diverse heritage.

7. A SAFER HRM

Stop the violence

I commit to transforming police service in partnership with the province, police and community. Recently, the province declared Gender Based Violence an epidemic, plus Nova Scotia is the nation's capital for human trafficking. We must act to protect those at risk of harm.

The Mass Casualty Commission recommendations must be implemented, and all residents, no matter their personal identity or circumstance, should feel safe and welcome in HRM. I will focus on reducing violence in public spaces, such as on transit, schools, streets, and as Mayor, I will create an Mayor’s Interfaith Advisory Council to ensure religious and cultural leaders in HRM have access to the Mayor's office to share concerns and address issues proactively and collectively.

8. LIBRARIES, PARKS AND RECREATION

Libraries

Libraries give so much to our communities but they need our support. Libraries serve as community hubs but they are in need of additional resources to meet the needs of diverse urban and rural communities. Libraries connect people to information and connect people to people, resources, program and services. .

National Urban Park

I’ve worked tirelessly to establish a National Urban Park in HRM, specifically at Blue Mountain Birch Cove Lakes and brought Parks Canada to the table. This park will protect our natural heritage while providing green spaces for future generations. We must continue the work to establish a National Urban Park in HRM.

Recreation

Establish a One-HRM payment system where residents have access to all municipal recreation facilities with one access card. Work with community owned recreation facilities to expand offerings by supporting their work to increase affordable access to programming. Develop equity across HRM by working with and supporting community owned facilities. Advance HRM's recreation strategies including Aquatic, Playing Fields, Rural Recreation, Performance Venues, and Facilities. Council must stay focused to deliver the recreation facilities and programming for our communities.

Parks & Trails

HRM is struggling to meet the recreation needs of established and growing communities. Playgrounds do not have adequate accessible features, grass is not mowed frequently enough, and trails are becoming overgrown. HRM needs a renewed focus on partnering with communities to develop and support access to recreation.

9. COMMUNITY BUILDING

In 2025, HRM will recognize the 300th anniversary of the Peace and Friendship Treaty of 1725. Central to my campaign as Mayor of HRM is a profound commitment to continue working towards reconciliation with Indigenous people, First Nation, Métis and Inuit living and working in HRM. I acknowledge the significant contributions of Indigenous people and will work to implement the Truth and Reconciliation Commission of Canada recommendations specific to local governments.

HRM is home to Nova Scotia's largest Acadian and Francophone community and the largest bilingual population of the province. I will continue my work with the Acadian and Francophone community to strengthen our relationship and commitment to better serve Acadian and Francophone residents and businesses by furthering the French Language Services Strategy.

The African Nova Scotian community has been growing roots in HRM for over 400 years. As Mayor, I will continue my work to build trust, implement an Anti-Black Racism Strategy and Action Plan, and support ANS Community Land Trust projects. We are stronger when we work together.

People living with disabilities make up roughly 30% of our population. By appropriately addressing the need for safe, accessible and inclusive spaces, we are making all public spaces better for everyone. As Mayor, I will work to enhance our commitment in the Accessibility & Inclusion Strategy and implement the 30 action items for improving accessibility and representation for individuals with disabilities in HRM.

Expand resources for newcomer children, youth, and their families including multi-lingual programs and outreach services. Working with organizations to deliver inclusive and welcoming community-based support, as Mayor, I commit to implementing the recommendations in HRM's Immigration Strategy and ensuring we make life better for everyone living in HRM.

Community Planning

Our communities are filled with opportunity and promise. But no one-size-fits-all solution will do. We need to develop communities based on grass roots community vision that recognizes both the possibilities and the practical limits of growth.

Working with our partners at the province, the community and the development and construction sectors, we will improve and implement the:

Community planning process for all historic African Nova Scotian communities and continue to build on the successes of The African Nova Scotian Road to Economic Prosperity Plan.
Accessibility & Inclusion Strategy to create a municipality accessible to all, regardless of ability.
Downtown Vision 2030, a bold, strategic roadmap for the heart of downtown Halifax.
Hubbards Streetscape Project, fostering a more vibrant, walkable and safe community.
Musquodoboit Harbour Community Vision, a plan that supports sustainable growth and maintains rural character.
Sheet Harbour Waterfront Plan, an important community development plan for this growing community.
Suburban Plan to reflect the current and future needs of all suburban communities.

10. CLIMATE CHANGE

Climate change is real, and we’re already seeing its effects. As Mayor, I will champion HRM's ambitious HalifACT 2050 plan, pushing forward climate action initiatives like retrofitting buildings for energy efficiency, expanding urban forestry, and protecting our coastlines and critical infrastructure from rising sea levels and storms. We must ensure that the move toward a greener economy benefits everyone equitably, supporting a just transition for workers and marginalized communities.

The Mayor plays a crucial role as the chair of council meetings and as a representative of the municipality and province.

The role of Mayor in Halifax is a unique opportunity to shape the future of our Capital Region, where leadership is not about wielding unchecked power, but about collaboration, vision, and building consensus. As Mayor, I will work with council, community, and other governments to address the most critical issues facing HRM today—from housing affordability to transportation infrastructure, to making HRM more resilient to climate change and creating equity for all communities, including our rural and suburban neighborhoods.

11. WE ARE STONGER TOGETHER

This crucial leadership position offers a platform to drive meaningful change that can improve the quality of life for every resident, creating a Halifax Region where we all belong and thrive.

This platform is offered as a summary of my vision for our Capital Region. If you notice gaps in what I have presented or have questions, please get in touch and let me know.

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