Platform — King's Town District 11

Four Commitments

Every position on this page passes the same four standards.

Accountability. Every municipal department, board, and commission subject to real-time, audited reporting. No shadow losses. No unchecked budgets.

Transparency. Honest city-wide metrics that reflect the reality of our streets — not polished reports built for public optics.

Lives Over Optics. People and essential services first; vanity projects last. No "shiny" distractions while residents face life-safety issues.

Integrity & Dignity. Every policy passes the Dignity Test: it must respect the autonomy of the residents we serve, and its success is measured by its human impact.

Community Safety & Wellbeing

Transparency & Collaboration

We cannot have safety without open communication. The current Council uses Procedural Bylaw Section 12.13(d) to insulate themselves from specialized feedback. When a committee makes a recommendation to Council, the experts who understand the nuances of that topic are often barred from speaking to the recommendation.

The Objective

I will advocate for the repeal of procedural barriers that stifle expert testimony. Effective governance requires a seat at the table for those with the data and experience to inform sound policy. We cannot build safer communities if we are afraid to hear from the people who know how the systems work.

Service Excellence & Accountability

Systemic Integrity

The Kingston Area Taxi Commission (KATC) crisis is a definitive example of systemic failure — and one that was entirely avoidable. It occurred because there is currently no meaningful oversight, no baseline for integrity, and no standard of excellence within our municipal commissions.

It is not the only example. For nearly a year, residents were promised a $3-million flagship water attraction downtown, anchored by a $1-million naming-rights deal. The sponsorship collapsed, the project was shelved — and Council's answer was to spend up to $400,000 on a stripped-down swimming platform while restarting the search somewhere else. Different file, same failure: public relations first, risk management never.

The Objective

On September 30, the Province ends funding for Consumption and Treatment Services at 661 Montreal Street. On October 1, a HART Hub opens in its place. The City's own statement is explicit: drug checking, needle exchange, and safe consumption will no longer be available at the Integrated Care Hub. The HART model does not include them, and nothing in the transition plan replaces them.

Council has funded what it can: shelter operations, facility costs, a one-time community pilot fund. That work is real. It is also not a replacement, and no one is served by pretending otherwise. The gap is specific, it is documented, and it opens less than four weeks before election day.

I will implement compliance auditing, metric-based evaluation, and real-time audited reporting for every city-funded program — no shadow losses, no unchecked budgets. That is the oversight and metric honesty needed to ensure every tax dollar is backed by results, starting with what Kingston does about a hole the Province made.

District 11 Commitment

Operational Results

I'm not just a candidate with a plan. I'm a practitioner already delivering systems that work.

The Peer Outreach Empowerment Team Alliance Inc. (POET) is one of those systems. Every day in Kingston, peer outreach workers document encounters, distribute supplies, and connect residents with the supports they need — in a discipline of measurement and care that I built and run.

The Food Rescue App is another: operational infrastructure that moves food from where it would be wasted to where it is needed, in real time.

Constituent Response

A councillor's daily work is not policy. It is the pothole, the broken streetlight, the property-standards complaint that has gone three months without an answer, the neighbour who cannot get a callback. I run an organization where every request is logged, assigned, and closed — because when you are managing people's safety, "I'll look into it" is not a system.

I will run constituent response the same way. Every request logged. Every request answered. And a public record of what was asked for, what was done, and what is still outstanding — so no one has to wonder whether their issue went anywhere.

The Objective

District 11 deserves a councillor who has already built and delivered, not one still figuring out what the plan should be. I bring a lifetime in Kingston, certifications in program evaluation and harm reduction practice, and the discipline of a practitioner who measures outcomes rather than intentions.

Housing & Crisis Operations

I am a specialist in low-barrier, gender-focused housing models. While the city waits on long-term plans, my team is on the ground daily managing the immediate reality — the people, the protocols, the moment-to-moment decisions that determine whether someone has a safe place to be tonight.

The Objective

I will bring that same operational excellence to City Hall. Kingston's housing crisis will not be solved by master plans alone. It will be solved by the operational discipline to deliver — every shift, every day, in the spaces where the crisis actually meets people.