Downtown residents, workers and visitors should be able to use streets, parks and public facilities confidently. I will support visible police foot patrols and trained community safety patrols where evidence shows they are needed, with police focused on violence, weapons, organized crime and repeat offenders. Outreach and health teams should respond to people whose needs are primarily medical or social.

• Map repeat problem locations and assign a lead agency and response plan to each location.
• Complete a downtown lighting and sightline audit, then publish a prioritized list of fixes.
• Set service standards for graffiti, needles, human waste, damaged street furniture and other urgent public realm problems.
• Track serious crime, calls for service, repeat locations, response times and residents’ reported sense of safety.

The goal must be fewer people living outside and more people remaining safely housed. Housing is essential, but many people also need healthcare, mental health care, addiction treatment, recovery support, income assistance and ongoing case management. I will press for one regional implementation plan that connects these services and makes each government and provider accountable for its part.

• Use a coordinated, privacy protected by-name list system to match each person with the right housing and supports instead of repeatedly referring people between disconnected programs.
• Negotiate shared targets with the Province, CRD, BC Housing, Island Health and funded service providers.
• Tie municipal grants and service agreements to clearly defined outputs and outcomes, with appropriate safeguards for client privacy.
• Report monthly on placements into stable housing, six and twelve month housing retention, treatment connections, returns to homelessness and the number of people living unsheltered.

Downtown businesses need customers, workers, predictable City services and confidence that investment is welcome. I will advocate for a dedicated downtown business response team, faster approvals and active business development. The City should remove avoidable delays while measuring whether storefronts are filling, employers are growing and investment is returning.

• Cut municipal permit and approval times by 50 percent, with published service standards and an escalation path for stalled applications.
• Set a target to reduce retail vacancy below 6 percent and publish a quarterly vacancy and business opening report.
• Assign a City contact to help small businesses resolve permitting, construction access, cleanliness and safety issues across departments.
• Pursue employers and investment in technology, clean energy, professional services, tourism, education and other sectors that create well paying jobs.

Approving housing is not the same as building housing. I will push City Hall to reduce avoidable delay, coordinate reviews and publish the complete housing pipeline from application to occupancy. Faster decisions must maintain safety, accessibility, infrastructure and design standards.

• Reduce the municipal approval timeline by 50 percent and show performance by application type.
• Target at least 85 percent of approved projects starting construction within 18 months, while identifying financing or market barriers outside City control.
• Target 80 to 85 percent of projects reaching occupancy within 3.5 to 4 years of application, with reasons reported when projects fall behind.
• Publish applications, approvals, construction starts, completions and occupancy permits in one quarterly pipeline report.

Transportation policy must work for people walking, cycling, using transit or mobility devices, making deliveries, responding to emergencies and driving when necessary. I will support decisions based on measured safety, travel time, emergency access, business access and neighbourhood impacts.

• Review loading zones, accessible parking, short stay parking, taxi and rideshare areas, construction closures and delivery windows block by block.
• Publish before and after data for major street changes, including collisions, traffic flow, transit reliability and emergency access.
• Correct designs that create documented safety, access or operational problems rather than defending them indefinitely.
• Improve navigation and connections between downtown, neighbourhoods, transit hubs, the Inner Harbour and regional destinations.

Clean streets, reliable utilities, safe sidewalks, lighting and well maintained public spaces are core municipal services. I will push for risk based asset management and disciplined project delivery, with early public reporting when cost, scope or schedule changes materially.

• Rank maintenance and renewal work by condition, safety risk, service consequence and whole life cost.
• Publish scope, budget, schedule, contingency and accountable leadership for major capital projects before construction begins.
• Report material changes promptly, explain their cause and identify the corrective action.