You were successful in your bid for election in Ward 10, from a long-serving incumbent, which places you in a unique position. What specific challenges have you faced in taking over a ward with such history, and how have you navigated them?
The biggest challenge was trying to understand the direction that my predecessor was headed, in terms of what vision they had for the community, what projects they were working on for the community, things of that nature. I’m a big believer in continuity. Unfortunately, there was no ‘passing of torch’ – not to say that was expected, but we (I include my terrific office team in this) had to try and figure that all out and rebuild every file from scratch. I would liken it to learning to fly a plane as you’re trying to assemble it.
How would you describe your approach to governance, and in what ways has your style supported your effectiveness as a city councillor?
My approach has been formed over the years by my different roles as a School Board Trustee, Business Owner and Community Volunteer. I like to break down complex issues into their basic forms, in plain language, and filter out what I refer to as ‘noise’. This helps me focus on the actual task – the goal of the conversation, and not the distractions that sometimes surround them. I think this helps me in my decision making, as well as being able to explain issues and concepts to my Constituents in uncomplicated terms.
What key lessons have you learned from your more seasoned colleagues on council, and what perspectives or practices have you introduced that you believe could benefit your peers?
I’m always thankful for the wise counsel and advise of the veteran members of Council, particularly in the early days of navigating City Hall. I was very fortunate to hire an experienced office administrator who already knew who to call and when – enabling me to ‘hit the ground running’ when I took office (save and except for issues explained in the first question). Some of the new practices that I’ve brought to Ward 10 include social media communications, email newsletters, improved print newsletters, a Satellite Ward Office (at Old Stoney Creek City Hall), establishing a Youth Council, and holding Townhalls on multiple topics. I’ve noticed that some Councillors have adopted similar practices, but I wouldn’t be so bold as to take credit for being a trail-blazer or trend-setter in any way.
What would you identify as the top three challenges currently facing Ward 10, and what strategies are you employing to address them?
In no particular order 1)Preparing for the pressures of growth as planned in the Stoney Creek Urban Boundary Expansion (SCUBE) Plan and Fruitland-Winona Secondary Plan: Working with City Staff to keep growth related projects such as Barton Street Widening, Creation of new Parks, Building new recreation centres and spaces, Transit expansion, etc. – on schedule (which so far, they are not). Keeping Community members up-to-date on the more than 33 major development proposals currently on the books, as well as communicating the status of the previously mentioned growth related projects to the Community.
2)Renewal of aging infrastructure: Working again with City Staff to support and inform current and future road renewal projects and ensuring resident input is reflected in how these projects are prioritized. Working with City Parks Staff to continue our Ward 10 Park Rehabilitation Plan (which is working to reduce the backlog on Capital Investment in our older parks). Connecting incomplete pedestrian and cycling networks, such as the historic lack of sidewalk connections over 5 out of 6 QEW Overpass Bridges that have isolated the neighbourhoods north of the QEW
3)Working to find efficiencies within the City’s operations to reduce the tax burden on Ward 10 residents: With nearly 6% tax increases in every year of the last three years (which I voted against – for the record), the pressure on our local taxpayers is reaching a breaking point. I’ve worked hard with my colleagues to
