As your Mayor, I will work with Council and City administration to:

• Maintain current assessments of the condition, capacity and remaining life of major infrastructure.
• Identify constraints that could limit housing, business investment or industrial growth.
• Align infrastructure priorities with the City's asset management and capital plans.
• Prioritize work based on safety, health and environmental risks, service reliability and demand.
• Consider climate trends, changing water levels, extreme weather and other long-term risks.
• Coordinate projects to reduce repeated construction and disruption.
• Pursue and advocate for provincial, federal and partner funding.
• Report publicly on priorities, costs, timelines and progress.

Sarnia cannot repair or replace everything at once. Current information and responsible long-term planning will help City Hall address the greatest needs first and avoid passing larger costs to future taxpayers.

As Mayor, I will work with industry, labour, the County of Lambton, Indigenous communities, senior levels of government, the Sarnia-Lambton Economic Partnership, Lambton College and other partners to:

• Identify changes that could affect major employers, workers, local businesses and suppliers.
• Support modernization, reinvestment and diversification in existing industries.
• Build on Sarnia's industrial expertise, infrastructure and skilled trades.
• Identify emerging sectors in which the region has a credible advantage.
• Advocate for policies and infrastructure that protect jobs and support investment.
• Strengthen local supply chains and connections among established and emerging industries.
• Coordinate a local response when outside decisions threaten employment or investment.

City Hall cannot control global markets, other governments or private investment decisions. It can bring knowledgeable partners together, strengthen advocacy and ensure Sarnia is prepared to respond effectively.

As your Mayor, I will bring employers, labour, Lambton College, school boards, workforce organizations and community partners together to:

• Identify and respond to current and emerging workforce shortages.
• Strengthen pathways from education and practical training into local careers.
• Promote skilled trades and local employment opportunities.
• Support efforts to retain graduates and attract former residents back to Sarnia.
• Improve connections among employers, students, newcomers, job seekers and support services.
• Identify and address barriers to workers and families establishing roots in Sarnia.
• Promote Sarnia as a place where people can build both a career and a good life.

The City should support and connect organizations already doing this work, helping to strengthen their reach and results rather than duplicating their programs.

As your Mayor, I will:

• Build a strong working relationship with the County of Lambton through regular communication and shared priorities.
• Work constructively with neighbouring municipalities and Aamjiwnaang First Nation.
• Bring affected partners together early when decisions cross jurisdictions.
• Identify opportunities for joint planning, purchasing or advocacy that could reduce costs or improve results.
• Develop shared positions when seeking provincial or federal support on common interests.
• Strengthen cross-border ties where they advance trade, tourism, culture or economic opportunity.
• Address disagreements directly, respectfully and promptly before they become barriers.

Regional collaboration does not mean giving up Sarnia's interests. It means recognizing when those interests are best advanced by working with others for mutual benefit.

As Mayor, I will work with the County of Lambton, health care providers, mental health and addictions agencies, first responders, community organizations and neighbouring municipalities to:

• Identify the most urgent gaps affecting Sarnia residents.
• Develop shared regional priorities for health and mental health advocacy.
• Advocate for the funding, professionals, facilities and services our community needs.
• Support coordinated local planning for mental health, addictions and crisis response.
• Consider access to health services in housing, transit, workforce and growth decisions.
• Support municipal planning and infrastructure decisions that advance approved health care projects.
• Report publicly on advocacy priorities, actions and responses from senior levels of government.

I will not promise that City Hall can deliver services outside its authority. I will ensure Sarnia is an active regional partner and a persistent advocate for accessible, locally delivered health and mental health services.

As your Mayor, I will work with Council and City administration to:

• Identify the major trends and risks likely to affect Sarnia's finances over the next five to ten years.
• Ensure long-term plans are based on current information and realistic assumptions.

• Align the Official Plan, master plans, asset management plan and capital budget.

• Identify which priorities should proceed now and which realistically belong in later phases.
• Consider long-term operating and maintenance costs before making new commitments.
• Review plans when conditions change rather than relying on outdated assumptions.
• Establish realistic timelines and report publicly on implementation progress.
• Explain when a plan has been delayed, changed or is no longer financially practical.

Long-term plans should guide action, not become a reason for delay. Residents should be able to see which plans take priority, when decisions are expected and how approved work will be funded.

1. What future need or risk does it address?
2. What evidence supports the timing and approach?
3. Does it align with Sarnia’s other plans and priorities?
4. Have outside funding and partnerships been pursued?
5. Can taxpayers afford both the immediate and long-term costs?

Good planning gives the City time to compare options, pursue funding and make better decisions before an urgent problem limits its choices.

• An assessment of major infrastructure needs, capacity limits and risks.
• A review of whether the City's major plans, capital budget and asset priorities are aligned.
• Structured discussions with industry, labour and economic-development partners about emerging risks and opportunities.
• A regional workforce discussion focused on future skills needs and talent retention.
• Regular discussions with the County of Lambton and neighbouring communities on shared priorities.
• A regional discussion with health care, mental health and addictions partners to identify service gaps and advocacy priorities.
• A public readiness report identifying immediate actions, longer-term decisions and funding needs.

• Infrastructure priorities based on condition, capacity, risk and future development needs.
• Stronger alignment among the City's plans, budgets and capital decisions.
• Better preparation for anticipated changes affecting local industries, workers, businesses and suppliers.
• Stronger pathways connecting people to education, training and local employment.
• Expanded efforts to attract and retain workers, graduates and families.
• Stronger, results-focused relationships with the County of Lambton, neighbouring municipalities, Indigenous communities and other governments.
• Shared health and mental health priorities advanced through coordinated advocacy.
• Greater consideration of health service access in growth, transit and infrastructure decisions.
• Priority master plans advancing through clear, affordable phases.
• Timely public reporting on how Sarnia is preparing for future needs.

As your Mayor, my commitment is to protect what works while preparing Sarnia for what comes next. That means planning beyond the immediate challenges, working productively across sectors and communities, and making responsible decisions that leave the city on a stronger footing for the next generation.