Chamber to host select mayoral candidates for Mayoral Fireside Chat

The chamber recently polled its members to learn from which mayoral candidates they would like to hear during the Mayoral Candidates’ Fireside Chat. The top five candidates selected by our members, in alphabetical order, are as follow:
  • Brian Bigger
  • Evelyn Dutrisac
  • Paul Lefebvre
  • Miranda Rocca-Circelli
  • Mila Wong
These candidates have been invited to the event on October 6. The event is free and open to members of the public, and no registration is required. Interested audience members can submit their questions prior to the event by filling out the form below. Please specify which candidate you would like to respond to your question.
Ask your question(s) here.

Read our 2022 Municipal Election Platform

On July 26, the Greater Sudbury Chamber of Commerce launched its 2022 Municipal Election Platform in an effort to educate mayoral and ward candidates on the issues most pressing to the business community. The 2022 Municipal Election happens Oct. 24 and business owners in Greater Sudbury are looking for an economic resurgence, and it will take great leadership on City Council to achieve it.

The Municipal Election Platform is a document that details eight themes upon which chamber members believe all candidates should focus during their campaigns. If elected, successful candidates are encouraged to make these issues a priority going forward. The themes are –

  1. Leadership
  2. Municipal Red Tape
  3. Attraction of Labour / Talent
  4. Homelessness / Opioid
  5. Business Development / Attracting New Business
  6. Housing Affordability
  7. Laurentian University
  8. Value for Services / Taxes

Read the media release here. Read the municipal election platform here.

Chamber calls upon municipal election candidates to respond to its election platform

On August 22, the chamber called upon all mayoral and ward candidates to respond to its municipal election platform. The deadline to offer a response was September 9, 2022. The responses have not been edited.

Responses from Mayoral Candidates

Click on the name of the candidate to read their response.

 

 

2019 Mayor Headshot
Brian Bigger

I am passionate about our great city and I’m still devoted to continuing to deliver results for you. I’m also very excited about the potential that Greater Sudbury has for growth and investment over the next four years. We’ve come a long way in the last two terms, from completing the Maley Drive and MR 35 projects, to the launch of GOVA, and our Community Energy and Emissions plan, as well as the modernization of planning and construction services with investments in the Land Management Information System, (LMIS). It has been a lot of work, but there is more to do. I’m running again because Sudbury will benefit from consistent leadership and that voters are ready to re-elect someone with the vision to see our entire city continuously succeed.

After 2 1/2 years in a global pandemic the City of Greater Sudbury stands at an economic crossroads. The opportunities have never been greater for businesses, entrepreneurs and individuals.

Greater Sudbury’s Potential For Growth

https://www.investontario.ca/spotlights/where-future-hub-battery-electric-vehicles-greater-sudbury

Experience and focus are required to leading our community’s post pandemic recovery as well as creating an environment that is conducive to new investment, talent attraction, and opportunity creation. I have the vision, drive and continued leadership to move our city forward. In fact I would like to move it to the speed of business.

This is the time to forge ahead and build on the successes of the past and create new opportunities to succeed.

In the following paragraphs I will provide my commitments that directly respond to the eight priorities that the Greater Sudbury Chamber of Commerce has brought forward. But prior to doing so, I would like to say that my door has been and continues to be open to discussing challenges and finding solutions.

I look forward to working with the Greater Sudbury Chamber of Commerce to see even more success in the Business Community in years to come.

01 Leadership

Reliable, steady leadership is what the City needs over the next 4 years.

I feel that it is imperative that Council work together for the betterment of Greater Sudbury. When the new Council is formed, I will work with all members to ensure that Council is working in the best interests of our citizens. When elected, I will have one on ones and work through issues that have presented themselves in the last term. I believe that everyone has the best interest of their citizens in mind, and I would like to work with the new Council to see success.

I am also proposing a strategic plan of Council, which will guide the path for the new council and will guide decision-making going forward. I will work with everyone who is elected to represent the residents of their ward

2 Municipal Red Tape

Over the past eight years, I have been doing everything I can to reduce red tape at City Hall. Is there more to be done? Absolutely! And I am committed to new solutions to ensure that our businesses succeed.

I firmly believe that thousands of more homes will be needed to meet newcomer, student and workforce demands over the next four years. I will continue to work with investors, developers and government representatives, locally, provincially and federally to deliver much needed growth in the number of suitable and affordable housing units across our city. Fortunately, we have been working on this opportunity for a number of years now.

I will continue to work with local developers to eliminate red tape by investing in new processes, expanding on existing construction support processes like SPART, new staff positions like our Development Liaison, and online technology to support building services, construction, and planning services.

The new Land Management Information System LMIS is an example where we have been investing in the development of new technology to support construction and growth and will soon launch building permit monitoring and planning submission functionality.

I will continue to work with the council and city staff in the continuous improvement of outreach, communications and customer service listening and responsiveness as we enter a period of unprecedented opportunities for growth and prosperity. If additional dedicated staff resources are required to improve the speed of construction projects from concept to completion, I would support those investments.

I would also welcome advocacy from the Chamber of Commerce to assist us with addressing current issues and new ones as they arise.

3 Attraction Of Talent

As Mayor, I have demonstrated leadership that has been focused on successfully developing and attracting labour and talent.

Greater Sudbury has three very important advantages over most cities in Canada. Our city provides some of the most affordable living costs of any city our size, more affordable access to leisure activities, and more entrepreneurial and employment opportunities. These factors are exactly what young people are looking for according to the Royal Bank of Canada.

Greater Sudbury ranked fourth best city in Canada for youth to live and work. “Youth clearly want more affordable housing, less student debt, good jobs and cities that really support entrepreneurs. Overall we landed on 16 unique attributes that make or break a city as a great place to work for youth,”

https://discover.rbcroyalbank.com/whats-the-best-city-in-canada-for-youth-to-live-and-work/

I will continue to focus on these key factors. Creating the conditions that will bring us success in attracting younger people, a younger workforce, families and talent.

I will continue to work with local developers to encourage the construction of suitable and affordable housing, ahead of the demand curve, enabling and supporting success in immigration and migration efforts in workforce attraction. Simply stated, I believe in the saying, “if we build it, they will come”.

If you look at our workforce statistics, and it is clear that workforce attraction and development and retention will be more important than ever, over the next four years.

Attraction and retention of those who speak both official languages is important as a bilingual workforce is important to the future vitality of greater Sudbury. I will work with the support of council and local employers to establish satellite economic development offices in cities like Toronto, Ottawa and Montreal, supported by programs aimed at reversing any trend of out migration and instead, encouraging the migration, and attraction of families, key workforce talent, entrepreneurs and investors.

In addition to the long-standing business and entrepreneurial services provided by our Regional Business Centre, and with new community partnerships and support from GSDC, the council, and other levels of government, we have recently opened Innovation Quarters, our downtown business incubator, and the Northern Ontario Black Economic Empowerment Program (NOBEEP). Three entrepreneurial support hubs in our downtown core alone. I will continue to work to develop more business and entrepreneurial supports in our community.

I will work with the council and staff to pilot a large-scale entrepreneurship skills development and attraction strategy. I would like to see 24 or more young entrepreneurs (2 per ward), supported through the Regional Business Centre’s Summer Company program.

And very exiting: just recently, Rural and Northern Immigration Pilot (RNIP) program was been officially extended by the federal government. I will work with the council and staff as well as representatives from upper levels of government and the community to provide improved immigration programs and support at the municipal level.

Finally, I will work with the council and staff to increase the diversity in the number of bilingual and BIPOC employees within CGS, and on various boards and committees associated with the city.

04 Homelessness /Opioids

I have shown leadership in supporting those impacted by homelessness, mental health and addictions As a council, we have worked to invest over $10 million in about the last two years in homelessness supports.

For a comprehensive list of supports the City has provided addressing homelessness, addictions and mental health, please click here.

I will continue to advocate for an equitable share of mental health and addiction services, and funding, from both upper levels of government. I will continue to work with council and staff to support supervised consumption facilities, and supportive treatment facilities for people suffering from mental health and addiction challenges.

05 Business Development / Attracting New Businesses

My leadership has been and will continue to be directed to supporting the development and attraction of new business.

I fully appreciate that time is money in the business world and that every development and investment in our community is based on a business case.

I will work with the council and staff to increase resources in our development and construction related departments with an aim and focus on shortening timelines for development with dedicated city resources.

I will continue to:

– Work with the provincial and federal governments to attract new business development and jobs.

– Develop and support opportunities evolving from BEV battery electric vehicle technology and critical minerals advantages of greater Sudbury.

-Develop and support opportunities related to the growth of exports of products and services to external markets to keep our city resilient.

-Seek the council’s and the community’s support for our local film industry and purpose built film studios right here in greater Sudbury.

– Expand relationships with international companies operating and looking to invest in regional mineral exploration, mine development and processing.

– Expand relationship building and collaboration efforts with our indigenous partners, such as the current introduction of GOVA on the Atikameksheng reserve

05 Housing Affordability

My leadership means continuing to expand our housing supply. I am committed to expanding Greater Sudbury’s housing supply and the success we have seen over the years is the result of the following key approvals:

2018 – The Affordable Housing Community Improvement Plan (2019), was implemented to encourage sustainable community planning. In doing so, significant incentives were introduced to encourage development such as a Tax Increment Equivalent Grant Program, a Residential Incentive Program, a Planning and Building Fees Rebate Program, a Feasibility Program and a Second Unit Incentive Program.

In 2019 – City Council approved a 50% reduction of development charges for multi-unit residential developments in specific areas throughout the city and removed development charges entirely for affordable housing projects that are subject to an agreement with the city.

In 2020 – In response to the More Homes, More Choice Act, 2019, City Council approved amendments to the Zoning By-law to authorize up to three units on a property that contains a single detached, semi-detached or rowhouse dwelling.

In 2021 – The amount of building permits issued, and their overall construction value continues to trend upwards year after year – in new residential alone, the building permits issued have garnered a construction value of $84.3 million along with the creation of 382 units.

Of the 382 units, 14 one-bedroom units were created as part of the Sparks St. Seniors Housing project and 30 – 2-bedroom units are being converted into 1-bedroom units to address homelessness where individuals are supported through community agencies to maintain tenancy.

Looking ahead, Greater Sudbury has a large supply of lands for residential development. For instance, our significant investment in the Paquette-Whitson Project alone has opened opportunities for a significant number of single-family homes to be constructed in Val Caron.

I am committed to supporting the growth of our affordable housing inventory by providing enhanced services and incentives, and in doing so will have a great impact on the current and future wellbeing of residents.

07 Laurentian University

I have been a leader in doing everything I can to protect our valuable institution. What has happened to Laurentian University is unfortunate and unacceptable.

I agree with the Chamber that many Greater Sudbury businesses depend on Laurentian University to meet their workforce and research needs. I have been advocating for a successful Laurentian from day one of the CCAA announcement, as this is a community asset that is so important.

As Laurentian emerges from the CCAA process, there is an opportunity to develop a realistic, achievable, comprehensive path forward. This path will shape a renewed, sustainable university that capitalizes on its strengths, and supports students, research, business, the community, and Northern Ontario and beyond.

Already in discussions with Laurentian, I know that their successful path forward must include significant growth of student enrolment, including the attraction and retention of international students.

I have, and will continue to work with the council and staff to ensure that Laurentian conservation lands will be protected for future generations. I also strongly believe that the destiny of those lands must be controlled by Greater Sudbury residents.

I will continue to advocate for Laurentian.

08 Value For Services / Taxes

I would like to hear what specific challenges Chamber members have and I would like to host a roundtable to ensure that chamber members’ views are heard. I am not aware of specific concerns, but I will continue to work with council, local businesses and the community, reviewing bylaws and policy related to recycling/garbage, snow removal, and road maintenance. And as always, I have an open-door policy and welcome discussing solutions to some of the challenges faced by our businesses.

I will continue to work with the council and staff, with the aim of expanding on demand services for transit between established local transit hubs and stops, particularly in early mornings and late evenings. Thereby enhancing transit services and ridership where buses and permanent schedules do not make sense. These routes are constantly reviewed based on need, and are not static.

Significant local growth through residential, commercial, institutional and industrial development, can reduce the pressure on future tax budgets and the rate of municipal taxation. Simply stated, we must grow more quickly than we have in decades past. I have a plan to do just that.

Evelyn
Evelyn Dutrisac

The question is whether the members of the new Council are willing to give away their power in improving upon representing democracy?

Leadership

o             The new Council

o             has to adopt a Situational Leadership style that requires a different approach for each and every challenge;

o             must recognize the effort of the Chamber in determining what they feel are the critical issues challenging the new Council; and

o             include the Chamber in the creation of the new Vision for the City.

The New Vision

“Making Greater Sudbury Greater – United in Strength”

What is required by the new Council is the creation of the new Vision based on the principle of community collaboration, engagement, empowerment and accelerating community action.

There is a strong need to create synergism thru community development principles that recognize that citizens have the desire, ability and the where with all to enter into collective problem solving.

Collaborative Leadership

  • Need to identify the key players who can play a lead role going from great to greater

o             Private, Public and Nonprofit sectors

o             Neighbourhood, Ward and City wide

             Economic, Social and Environmental champions

Community  Engagement Policy

  • Need to develop a comprehensive community engagement policy

o             See the Melbourne Model

Empowering

  • Need for on-going action and accountability

o             Creating the new vision

o             In-house comprehensive plan

             Players from private, public and nonprofit sectors

             City wide, Ward wide, and Neighbourhood

  • Economic, Social and Environmental champions

o             Terms of Reference

             Framework Policy Review

o             Vision

o             Mission

             Adopt Operational Principles “determinants of successful city”

             Situational Analysis (City, Ward, Neighbourhood & City Department)

o             Economic

             What is going well?

             What is not going so well?

             Where can we improve?

o             Social

             What is going well?

             What is not going so well?

             Where can we improve?

o             Environmental

             What is going well?

             What is not going so well?

             Where can we improve?

Acceleration

  • Need to assure commitment to ongoing action clear cut work plans including performance report cards.

o             Creation of City Action Team with key

             Economic

             Social

             Environmental

  • Determine support for creation of 2023 Citizen Advisory who would provide instant feedback on critical community issues.
  • Recommend that outcomes are directly related to staff performance.

Our campaign team feels very strongly that the Chamber has spent considerable time and efforts in determining what they feel are the greatest challenges facing the new Council.

LEADERSHIP

Business owners in Greater Sudbury are hardworking and Innovative. They believe that their elected representatives should be the same.

  • Need for Mayor and Council to adopt operational principles that guide how they will function as a high performing team. (problem solving)
  • Need for Mayor and Council to determine the working relationship between Mayor and Council and the CAO and the Senior Leadership Team.
  • Need to determine how municipal team will collaborate with community in engaging and empowering action.
  • Need to recognize the needs of all citizens regardless of location.
  • Need to educate the community on the role of municipal government and reporting on the performance standards set by the Province.
  • Need to keep open lines of communication and to report to the community (including the Chamber) on issue identification and resolution.
  • Need for a decentralized model in the delivery and development of community services for those who make up our city, wards and neighborhoods.

MUNICIPAL RED TAPE

The Mayor and Council need to target unnecessary bureaucracy and assure a more streamlined process for current and future entrepreneurs.

  • Need to create a Campaign “Help us IN and not OUT”. Although building permits should be a priority there are many other issues that have to be identified and resolved.

o             To create a task force to do an in-house study (Chamber and City Staff)

             Private, Public and Nonprofit Sector Representation

             Sunset clause-12 months

             Terms of reference

             To identify the key issues, road blocks, etc.

             To review best practices from comparative Cities

             To enter into problem solving

             To set and monitor improvement policies

  • Need to introduce policy in how the City will assist in resourcing community economic, social and nonprofit organizations.

ATTRACTION OF LABOUR AND TALENT

The Mayor and Council need to continue to working to make Greater Sudbury a destination for the younger generation of workers and entrepreneurs.

  • Need to work with our younger generation in determining what would motivate them to stay and or relocate to our City.

o             Task force comprised of Youth, Chamber, and City Staff to prepare a report that would set direction for the next 3 to 5 years.

o             To include how we can assist in providing personal and professional growth through training and development, including mentoring.

o             To determine support for special incentives for young entrepreneurs to develop new growth.

o             To have the City endorse the Chamber’s move to extend and promote the Rural and Northern Immigration project which would act as a major incentive to move the North.

HOMELESSNESS AND OPIOIDS

Homelessness has a direct correlation with the opioid crisis, and it has been a long-time issue in Greater Sudbury.

I applaud the Ontario’s Chamber of Commerce in their wisdom in first acknowledging that the issue is not only owned by the City of Greater Sudbury. I personally feel that we have to take this issue to a National Forum where Federal, Provincial, Municipal as well as Nonprofit leaders have to deal with this issue. There is a need for a National Strategy to work with the World Health Organization as well as the United Nations in working towards a global approach supported with the necessary resources to deal with most critical issue.

The National Strategy should include the listing of global best practices for attempting to deal with this issue.

We have to work with those who are homeless and get a better understanding for the why and determine what would motivate the change.

There is a strong need to work with those who were addicted and homeless and determine the why and how they turned their lives around. We have to work with and listen to the front line service workers who live with the issue on a daily basis.

BUSINESS DEVELOPMENT AND ATTRACTING NEW BUSINESS

Businesses eyeing Greater Sudbury have identified development fees as a one of the number of roadblocks to setting up shop here.

It is positive that the Chamber is recognizing that there has been some positive movement on the lowering of development fees; however, we have to continue to work with the Chamber and other partners in monitoring the situation.

In my first 100 days, I will request a staff report on where the City stands in relationship to other comparative cities. We realize that development fees are necessary; however, how do we compare and is there any leeway in further reducing fees.

In addition, it is imperative that we prepare a position paper on the roadblocks preventing growth in our City. As a former member of the planning committee, the City takes the blame for many of the issues that are owned by the Province. The Public, including Chamber partners, need answers.

Once again, I feel that there has to be an attitude in “helping us in” and not “helping us out”.

We have to rethink our approach and be proactive rather than reactive in working with our developers. The consideration for community workshops delivered by City staff and supported by the private sector should be a positive alternative for positive development.

I also support the effort in working with economic development in promoting the City as a “Welcoming City”. The welcoming city theme should be adopted as a City wide strategy branding our great community.

HOUSING AFFORDABILITY

Rent pricing is skyrocketing too, leaving many people to choose between putting food on their table or heating their home.

As an active member with the Seniors’ Advisory Panel, we are well aware of the housing crisis in our City and other cities in Canada. Housing is one of the platforms in the “Age Friendly Community  Strategy”, and we continue to look for positive solutions.

I have and I continue to work with Abbeyfield Canada in promoting their approach to provide alternative affordable housing for older adults.

Another solution for affordable housing projects in Greater Sudbury is Our House/Notre maison project which is a collaboration between Habitat for Humanity Ontario Gateway North, Collège Boréal, Ellis Don, Soublier and the 3rd Line Studio.

There is a strong need to promote what is happening with housing. There is a great deal done; however, there seems to be a void in presenting the facts dealing with the issue.

And finally, worth repeating, is the need to move on to community engagement strategy that includes how the Chamber and other important groups are empowered to be part of creating a healthy community.

LAURENTIAN UNIVERSITY

Out of crisis comes opportunity, and as Laurentian University emerges from the CCAA process, there is an opportunity to develop a realistic, achievable, comprehensive path forward.

I support the position taken by the Chamber in acknowledging the value and importance for the role that Laurentian has and will continue to play in the development of our City.

One of the questions in my mind is to determine how can we make sure that this never happens again. What have we learned and what can we do to work collaboratively in creating a stronger partnership moving forward?

VALUE FOR SERVICES AND TAXES

Mayor and Council have to have a better understanding that, if the City isn’t giving business value for their taxes, then they might just take their business elsewhere.

One of the key issues challenging municipal governments is that they are not believable.

There is a real paradigm shift required in how our City engages and empowers the community in being involved in not only setting direction, but having a say and taking action in how policy is administered.

Representative democracy has to include community development principals where champions from neighbourhoods, wards and the city at large have a say in how we move forward. My position is that if the community was empowered to be involved in the problem solving process, we may get a better understanding for poor transportation, garbage/recycling, road maintenance, snow removal as well as other issues.

There are model communities who have adopted such community empowerment approaches and we can learn from them. One such model is Melbourne Australia. We can learn a great deal from this and other cities in creating our New Vision “Making Greater Sudbury Greater – United in Strength”.

Don Gravelle
Don Gravelle

Leadership is one of my key reasons for running. A mayor needs to be a people person who has several meetings with each member of council to know their position and see how any comprise can be had.

Municipal red tape MUST STOP. As a city we need to work with citizens and business to help and expedite permits zoning etc. If we do not then business will continue to go elsewhere.

Attraction of labour and retaining it will require several things. First having a good job to come to. Second being able to get affordable housing. We need to start thinking outside the box on many items. Several of the younger generation can’t afford to buy a home, but are interested in Tiny Homes. Let’s give this serious consideration. The city is so vast that we can easily house several but even start off with a pilot project for one.

With the homeless/ opioid crisis I believe we also need to have a long term plan to help prevent the situation.

I would like to see us work with the province, The School of medicine and all other post secondary institutions to put a focus on mental health professionals. Everything from phycologists and phychiatrist to social workers. This will reduce wait times for assistance for those suffering a mental health incident and hopefully prevent self medicating

Greater Sudbury has several organizations assisting these people in need. I would invite all to a meeting where we can collaborate. Ultimately to avoid some duplication of work and permit all of us to work together for the common good of helping people in need who are struggling with circumstances often beyond their control.

The new Mayor and Cousil will need to look at the city as a whole in order to see how we can be more efficient. Raising taxes or cutting services should not be the only 2 ways to raise funds   We need to look at efficiency and to maintain our infrastructure routinely. This is far more cost effective than waiting till something breaks down.  The city needs to stop wasting tax payers hard earned money on unnecessary consultants especially since several times they disregarded the report

Ultimately we need a Mayor who can bring Counsil together, stop the red tape and work with community leader and business to move the city forward.

bob-johnston-300
Bob Johnston

Full audit. Clean up the core of management in Tom Davies square and yes we our open for business. We must build a team solid, all being team players. Not I, but we can do this. we our in serious trouble.

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Devin Labranche

No response received yet.

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Paul Lefebvre

Thanks for the opportunity to react to the Chamber’s platform.

Let me start by saying that as a small business owner I very much appreciate the work the Chamber does in the community. I have reviewed your policy document and am impressed by the thoughtful work from your members. I will keep this brief and address each of the policy points. Like you, I share many of the concerns your platform highlights. That is why I’m running for the position of mayor. We need to see a different direction and vision for the city to create a more promising future.

  1. Leadership.

I am running on a platform that relies on working closely and collaboratively with council members. I believe that citizens share common goals for our city. They want council to work to achieve those goals. My default is to bring people together for a common purpose. I have done that in business and in community projects. I will rely on my leadership experience to listen, collaborate with Council, and hold myself and others accountable. It is the only way to move forward efficiently. I will encourage a more participatory form of council, where for example, major projects and funding announcements from senior levels of government include all council members – as a demonstration of the participatory nature and unity of council. This is one small example, but I believe that working on commons goals, while respecting differing points of views will result in better outcomes.

  1. Municipal Red Tape

We have all heard of the unacceptable delays in getting permits, and other municipal requirements that business, citizens and investors need to move projects forward. My commitment is to ensure we remove unnecessary roadblocks sustainable growth and development through the creation of performance benchmarks. We need to have a clear direction and measurable outcomes. Entrepreneurs and investors feed our ability to create jobs a larger tax-base and growth. I agree that we must ensure projects are safe and meet the standards that we expect, but that unnecessary impediments to development must be removed. Increase tax base and jobs personal and active interest. I have looked towards, and will continue to explore, best practice examples across the province on how to streamline the process. A good local example is Al MacDonald, Mayor North Bay, who shared with me his thoughts on streamlining the process. This includes taking and active interest in projects, through the Mayor’s

office, to ensure they are timely and efficiently dealt handled.

  1. Attraction of Labour/Talent

This is a common issue throughout Canada and beyond. From large organization to start-ups the ability to thrive and grow relies on an ample supply of talent. But how do we achieve this? We start by listening. Listening to what the next generation of workers and professionals about what they expect in a city. And I have been. People want to live a community that is responsive to their needs and respectful of their tax dollars. People are attracted to cities that are liveable, where opportunities to work, live and play are abundant and where they can see a future for their children and grandchildren. They want the ability to have a work/life balance. And Sudbury can deliver. But we need to make strategic investments in both our physical and social infrastructure. On the specific question of the Rural and Northern Immigration Pilot program, I would not hesitate to endorse any program that attracts newcomers to our city. I have experience in lobbying senior levels of government to make things happen at our local level and will continue this effort moving forward. Sudbury has thousands of unfilled jobs in both the private and public sector. I believe we need to market the availability of these jobs, along with the fact that Sudbury is a good place to work, live and play, across the region, the nation and internationally. But this needs to be a sustained and supported effort – not a one-off effort.

  1. Homelessness / Opioid

Each and every time I pass by the white crosses on Paris Street, my heart cries for those that have succumbed to addiction. Addiction and mental health are medical issues that should be dealt with as such. Making affordable housing available – indeed all housing stock – is a major part of my vision for Sudbury. This will help both to alleviate the homelessness issue and attract newcomers to our community. I agree with the Chambers’ approach to stricter enforcement around trespassing, vandalism, and policing – I also believe that this needs to include with mental health services and providing adequate support for those most vulnerable in our society. I will lobby senior levels of government to provide us with the resources required to achieve these goals.

  1. Business Development / Attracting New Business

The role of the Mayor is to lead through principles of good management, strategic investments, and measurable results. As Mayor of Greater Sudbury, I will act as a Brand Ambassador for our community. To me, this means promoting the city and championing innovation, while encouraging economic growth through attracting talent and investment. I will make it clear to newcomers, businesses, senior levels of government, and investors that Greater Sudbury is a promising and growing community. A big part of the role will be ask: How can I help you make investments in Sudbury? And then act upon this to make projects a reality to help grow our tax base and create jobs. That means my office will take an active role in assisting proponents in any way we can to make investments and projects a reality.

  1. Housing Affordability

This is a pivotal part of my vision for Sudbury. And the Chamber rightly points out that it will be beneficial in so many ways. Senior levels of government have woken to this reality as well. There are a myriad of program initiatives underway to boost the housing stock. That means we augment supportive housing, midrange housing like duplexes and bungalows. We need to combine these efforts and work to working to cut red tape to encourage private investment – this is a vital component to increasing our housing stock and promoting investment I our community.

  1. Laurentian University

Laurentian University has been an integral part of our community since inception. Without it we would not have regreening, cutting edge mining and mineral research nor a world class environmental program. It has served our community admirably. Our graduates have gone on to some amazing work. I fully support any and all efforts to see a re-vitalized LU emerge from CCAA.

  1. Value For service / Taxes

There are many demands placed upon a municipality – most fundamentally housing, roads, water, and wastewater. Value for money should be counted among the deliverables a municipality can be counted upon the deliver. And value for money is what all businesses look for. And that is what I will implement. An enhanced auditing system that sets priorities for service and ensures that we receive that value for money.

This means we will not always be looking for the lowest price – we will be looking for products and services that provide lasting value – whether it be roads, other infrastructure, or city services. Only through carefully measuring where our tax dollars go and perform can we better manage our current and future budgets. We need to strengthen the office of the Auditor General to review best practices in Ontario, create benchmarks for progress, and measure our results as we move forward. The goal would be to continually improve how city hall conducts itself and it business.

On transit, I agree that we need to make it easier and quicker for our citizens to travel around the city. There have been many improvements made, but we need to look to new innovative ways to serve our citizens.

david-popescu
David Popescu

Note: The Greater Sudbury Chamber of Commerce received a response from candidate David Popescu, however, his response won’t be posted as it did not address any of the business issues identified in the Municipal Election Platform, and it included inflammatory remarks that the chamber is not prepared to perpetuate.

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Miranda Rocca-Circelli

Leadership

Small businesses face many struggles and, as a local entrepreneur, I understand. I have acquired keen insight into both these challenges and the opportunities that I would be able to share when advocating on behalf of our citizens seeking a business-friendly municipality.

I have over 15 years of proven expertise as a facilitator. These skills will help create the structure for any Council activities such as weekly meetings in Chambers or for various committees. This will ensure that governance and respect are upheld and that all the relevant topics are covered thoroughly and resolved through joint decision making and clear understanding of the impacts of those decisions.

Leadership starts with accountability, and I have proposed a capital spending freeze while departments have an external audit conducted, and applied a zero-based budget to ensure we can best identify the challenges and create opportunities. There should be no assumptions that a municipal tax increase is inevitable.

I also believe that a space for people to feel a sense of connection is needed, and I have committed identifying services and programs that can be re-allocated to the amalgamated towns who feel a lack of belonging in their communities. The amalgamated towns deserve to have a level of autonomy that engages its citizens where they live.. I plan on exploring the possibilities and creating an actual blended model that is fiscally responsible and meets the needs of all of our communities.

My experience and development as a leader.

I had three post-secondary degrees in hand, speaking three languages, I was challenged to find a job here in Sudbury. I decided to embark on an entrepreneurial journey. When no relevant opportunity presented itself, I knew I had to create my own. I struggled many times, I had moments of despair and challenges that seemed insurmountable. I wanted to give up. Often. I grew my business locally, independently. Parenting and entering the corporate world as a woman and a mother had its own unique challenges, which I overcame. We lived through labour strikes throughout the process, almost losing much of what we had worked hard to create for our family.

I continued to work diligently to achieve my goals. I worked hard to create relationships with potential stakeholders, one by one, I fostered connections with people. It took time and effort, and perseverance. If I had kept track of all the rejection and denial, I would have had an endless list of “no’s”. What kept me going is knowing that if I were to give up, I would never know if success was just around the corner. I had to learn how to lead myself, and I quickly realized that leadership is a skill set that is learned and taught. I had to be willing to show up when times were tough, and still show up when they got harder. i had to be my biggest support system, and I had to be willing to make mistakes in order to learn and grow. I was humbled by my failures, because they are just as rich as my successes. I learned that a true leader takes the time to do the work on themselves so that they can best lead others.

I would like to bring back that sense of community, meaning and purpose for our citizens,  because I understand how integral it is to feel you belong to something and where you can contribute. I worked hard the past 20 years to build that sense for myself and my family, and I understand the work involved in building connections and creating a safe space for people to have a voice and for businesses to be successful. I know what it takes to continue along a path and feel resistance, and how to navigate that resistance with respect and humility. I am committed to creating a space where our community can start to engage and connect again. I will bring the leadership skills I have worked hard to acquire and refine, and I will apply them with compassion and integrity to ensure that our community can start to thrive again.

Municipal Red Tape

I have proposed an audit of all departments along with a zero-based budget to be implemented. “Municipal Red Tape” can only be identified when a full audit is performed. Once we can best identify the fiscal gaps, we can start to further investigate the barriers that our citizens are experiencing. We can then start to reallocate funds that are identified in the audits to create new programs and services that address citizen’s needs.

Business Development/Attracting New Businesses

I believe the current process for attracting businesses to our city should be reviewed and assessed to identify where we can do things differently to attract new businesses and to encourage existing business expansion. As a local entrepreneur, there are areas that can be improved to help support a thriving community for business owners and attract a younger demographic to invest their resources here in Greater Sudbury.

Cities like Halifax have been very creative and prosperous in their efforts to diversify and attract investments. We need to look at what other cities across the country are doing and pick the best ideas to implement here. Why re-invent the wheel when we can modify existing models that are proven successful?

Attraction of Labour/Talent

The best thing we can do to attract talented individuals and general labour is to offer a safe, prosperous and affordable city in which to live. My proposal to have a provincial audit if elected is the first step to getting spending under control so that we can maximize the value of every dollar the city spends. A more efficient corporation is the basis of a prosperous and affordable city that is attractive to effective recruitment. We need to support our local employers by improving our track record of appealing to new citizens.

Homelessness/Opioid Crisis

Thunder bay has a great model of care that is focused on a Drug Strategy Structure made up of working groups that act on priority issues in the community. The focus is on Prevention, Treatment, Harm Reduction, Enforcement and Housing. Some committees appoint subcommittees to work on action items. The committees include: Implementation Panel, Community Education and Prevention, Harm Reduction, Housing, Mental Health and Addictions, through the lived experiences of adults, youth and children.

This model of care can be adopted to help create solutions and resources to support our vulnerable citizens and I am committed to further exploring working with local and provincial experts in these fields to create an array of resources and support.

Housing Affordability

With respect to housing affordability, the municipal government has a few options that are within its powers. These options focus on costs associated with new construction such as permit fees and development charges. I would like to see a cost-benefit analysis done of reducing or waiving development charges for first time new home builders/buyers with similar conditions as the federal first-time new home buyers tax breaks.

Value for Services/Taxes

I have proposed an audit of our city departments, and implementing a zero-based budget, while we freeze any capital spending, and only spend on essential services and programs. Since the amalgamation, the city has not been fiscally responsible, and if we are going to move ahead, we need to better understand where the gaps are. Until we better understand where the gaps are, we cannot steer our city into becoming fiscally responsible. And this is where capital spending should also halt. Once we understand where our costs are being mis-allocated, we can then better plan where our funding can be allocated to serve the needs of our community.

A consideration I would like to offer, is why not enter into discussions with the province to acquire Pioneer Manor and place the financial burden where it belongs, with the provincial coffers instead of the city taking significant losses to operate the facility. The standard of care would remain the same, and the process of getting admitted would remain the same, the one change would be that instead of 165,000 Sudbury taxpayers paying millions to cover the annual deficits, it would be spread over all of the 13 million Ontario taxpayers as a result.

The way to decrease the tax rate is to increase the tax base. Bringing people to our city can help to encourage more people to settle down here. With an increase in population, we start to increase the tax base, with the taxes spread out over more citizens.

Other ways to increase the tax base is to create small enterprises within the city, and invest in smaller capital projects that provide immediate return on investments.

Laurentian University

I believe that the process Laurentian University is undergoing offers the city a valuable lesson in how we should and should not manage our organizations at large. I have proposed an opportunity to partner with Laurentian University and help support their dept repayment. The Laurentian Athletic department is a multisport facility, none of the like exists north of Barrie, Ontario. Having a multisport facility that can house ongoing tournaments for indoor sports would create opportunities for many of our citizens. It creates a safe local space for youth to develop and play sports, it offers an opportunity to attract people to our city, with local tournaments. The local economy thrives, and it also creates a sense of stewardship by protecting our greenspace from any development.

We are a community, and we will all be impacted if Laurentian University does not succeed, and if we can assist them in a mutual partnership of sorts, I believe it is worth exploring, because if they succeed as an organization, we succeed as a community.

In Conclusion

There are opportunities that exist in our community and I am committed to actively working with our citizens and our Council. I want to work toward creating the changes we need in Greater Sudbury not only to become fiscally sustainable, but to become a thriving, healthy and attractive community in which to live.

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Mila Wong

My Vision: To create a new Greater Sudbury that is accountable, equitable and accessible.

My Mission: Is to transition and transform Greater Sudbury into a “SMART CITY GOVERNMENT”, Federal, Provincial and Ontario cities are embarking on this direction, we should be heading there as end goal. Cities embarking on this have partnered with Rogers or Bell or Esri. In 2017-18, federal govt launched Impact Canada to encourage cities to go in this direction, Ontario government have started Smart Ontario initiatives and have grants available, I reviewed the org chart for the City, so complicated, as on doing business with the City, it becomes a struggle with bureaucracy, no incentives for economic development. Only true wealth comes from businesses, all MUSH monies are just recycled tax dollars.

What’s great about the use of Information and Communication Technologies (ICT) and cyber-firewalled customized Internet of Things (IoT) is that digital data and analysis are on real time, accessible by any stakeholder, example tracking progress on licenses, permits, etc, and are time bound, yes, By-laws need to be reviewed.  Imagine Public Health access to Sewage and Water Treatment data and analysis on levels of contaminants and contents such as Covid presence made possible by IoT in real time data. As a former Director with the Federation of Northern Municipalities (FONOM) I want to revive the royalties benefitting (fair share) from the mining surge that will occur within the next 5 years for the demand of lithium, cobalt, nickel related minerals needed for electric vehicle batteries, so much to do for enhancing quality of life. We need to diversify where our revenues are coming from, not just hitting the property taxpayers with increases; prioritizing of expenditures, my focus is maintenance of basic needs infrastructures, they affect our quality of life. Balance the budget, make SMART decisions using this model of government in planning and sustainability.

We have skilled and talented employees, I want to provide the leadership that will revive their passion for what they do and value what they do.

We should not fear this direction, we will not re-invent the wheel, we will seek best practices from those already engaged on this model. So much possibilities and opportunities to come and use that will benefit our citizens.

Responses from ward candidates

Click on the name of the ward to read the responses.
Ward 1

Jordan Derro

No response received yet.

Mark Facendi

I have reviewed the letter you sent and couldn’t agree more with the concerns brought forward. I truly believe that We are at a very crucial stage as a City. Spending is out of control and council is treating tax payers as “blank cheques”. This needs to stop. I believe the new council needs to be very strategic in their decision making and fund the projects that really make sense and that Sudbury needs now. The cost of living is consistently ranked as one of the most pressing issues for Sudburians. The lack of adequate housing for a growing population of older adults needs to be a priority. I am committed to continuing the fight for affordable taxes, adequate housing for seniors, and fiscal responsibility at City Hall. The overspending on projects that can be held off but not spending on the projects that are way overdue, needs to end.

The last four years at city hall have been full of division, name calling, and projects being rushed through without proper debate or consultation. It’s community members who vote elected officials into office, and it’s their voices who need to be heard at city hall. City councillors work for the people they serve. If elected I will ensure existing and future projects are revisited with proper public consultation and engagement.

Rest assured, that if elected I will ensure existing and future projects are revisited with proper public consultation and engagement. We must bring transparency & accountability back to City Hall.

Please feel free to check out our new website at https://link.edgepilot.com/s/9560aa81/5dCo0z5jk06cJfVSH1rNhg?u=http://www.markfacendi.ca/ or our Social Media @Facendi4Ward1

Mark Signoretti

No response received yet.

Ward 2

Eric Benoit

The Greater Sudbury Chamber of Commerce has released a great platform for what they want from city council. The last few years have been tough for everyone including businesses and for the city to succeed we need strong business. Here are my thoughts on the issues presented.

A city is a partnership. We need to focus on working together from having a cohesive council to ensuring we create pathways for the city to partner with the people and businesses that make up our community.

The city rather than building walls to stop progress needs to focus on how we can bridge the gaps and bypass unnecessary hurdles. Due diligence is still required but it can be more easily achieved with a collaborative relationship.

With a progressive approach to urban planning, public transit and developing affordable housing we can attract new talent to our city. Not long ago our city was the happiest city in Canada. By combining strong employment options, affordable housing and affordable convenient transit with our natural geographic features we can become a world class destination for employers and employees.

The homelessness and opioid crisis needs an approach that offers easy access to services that not only provide help with the symptom but also look to address the root causes. By offering easy access to mental health, job training services and affordable housing we can help people before they resort to drugs or find themselves unable to afford housing. It is also important to help vulnerable populations stay safe until they are willing and able to seek assistance. Every life lost is a tragedy and we need to strive to ensure barriers to find help are removed.

In regards to Laurentian we need to look into what can be done to help them rebuild and return to a top class educational institution. By encouraging and building partnerships we can develop programs and curriculums that offer unique opportunities where graduates get one of a kind education opportunities.

While I do not have all the answers I look forward to the opportunity to hear different approaches and look into ways we can implement meaningful change going forward.

Michael Vagnini

No response received yet.

Ward 3

Michel Guy Brabant

No response received yet.

Germain R. (Gerry) Montpellier

No response received yet.

Ward 4

Pauline Fortin

Thanks for sending me the Chamber’s platform.

So much seems broken right?  There is really nothing that I would disagree with or could not support.  We just need leadership.

I would put the homelessness/opioid crisis at the top of the list followed by red tape and affordable housing and we need to pause the Junction East project.

Geoff McCausland

No response received yet.

Alice Norquay

No response received yet.

Ward 5

Robert Kirwan

On Leadership

You have indicated in your opening sentence, “Many chamber members have expressed concern over the perceived divisiveness around the council table.” We have heard many of our critics cite the divisiveness on Council, so your members are not alone.

As Councillor of Ward 5 for the past eight years, it is my opinion that the existing City Council collectively has proven itself to be more cohesive and has demonstrated more effective leadership than any group of Councillors since the City of Greater Sudbury was formed through amalgamation in 2001.

Everyone must understand that City Council functions as a whole, and so when you are speaking of leadership you must recognize the collective responsibility to lead and not individual leadership attributes. In fact, there is no such thing as a split decision by Council. All decisions are majority decisions and therefore when you look at the decisions that this current version of City Council has made over the past four to eight years, they speak for themselves in terms of strong and effective collective leadership. Regardless of the vote count on any single matter, it is the majority that rules and we issue a single decision of Council. We don’t identify as making a 66% decision or a 100% decision. They are simply decisions. Individual Councillors are expected to uphold all decisions made by Council. We are all required to accept ownership of those decisions, regardless of how we voted individually.

I don’t have enough space to list all of the major decisions that we have made as a Council this term, but suffice it to say that we have positioned our City well for the future. Anyone who alleges that we have a lack of leadership on Council is simply admitting that they disagree with some of our decisions. That is fine, but just because you don’t agree with some of our decisions is not evidence of a lack of leadership.

As for shaping policies that support conditions for growth and investment, I believe that our record speaks for itself during the past eight years. We have implemented some very effective CIP programs, invested in large projects that will benefit the downtown core, approved an Employment Lands Strategy that will prioritize 8 distinct industrial properties for future development, created a number of new policies in the Planning Department that will make it much easier to get applications approved, and the list goes on. I do believe that we have created a very positive climate for business development and growth in the municipality.

Secondly, the assertions that the current version of City Council is a divided and dysfunctional group are completely unfounded. This is a facade being perpetuated by political activists who have been unable to influence the direction of Council with respect to KED through their incessant lobbying, harassment, misinformation and bullying. A small number of these antagonists have flooded social and mainstream media with false allegations, insinuations, personal attacks, and organized protests in an attempt to paint some members of City Council as enemies of the people. Despite all of their efforts to undermine public confidence in City Council, collectively we were able to fulfil our responsibilities to our constituents and to the City of Greater Sudbury by remaining steadfast and undeterred by the unwarranted attacks on our integrity.

To demonstrate our unity and desire to move forward with the many initiatives which have established the framework for a solid future, a total of 12 of the existing members of Council have registered for the municipal election in October so that we can see our plans through to the end. The only one who is not running again is Councillor Jakubo, who decided to leave Council after eight years to focus on his family and career.

It is also important to note that 10 of the 12 Councillors seeking re-election in 2022 were first elected in 2014 during what has been referred to as a true “change election” which saw 11 new members elected for the first time. It should be pointed out that in 2018, all 11 incumbents who sought re-election were successful.

So, that brings us to the point I am making about the myth that our current City Council is dysfunctional and divided. If things were as bad as the political activists would have you believe, there is no way that 12 of the members would want to come back for another four years. Ten of the 12 incumbents who want to return each have 8 or more years of experience on Council working together in the best interests of our residents. The other two were elected in 2018 and have decided that they want to continue to work with their fellow-Councillors for another four years. With the exception of matters related to the KED, most of the decisions made by Council during the past term were supported by a large majority. Therefore, I once again submit that this Council is not divided. In fact, we would not have been able to accomplish so much in such a short period of time if we were as divided and dysfunctional as some want you to believe.

Municipal Red Tape

As Chair of the Planning Committee, I am generally pleased with the efforts of staff to work with local developers in order to help them get their applications approved. I have seen first-hand how staff have worked with individual business owners to help them get approvals for their site plans and building permits and we are constantly trying to ensure that people are given timely feedback on their requirements. Reducing Red Tape is a constant priority with the city and we are even taking steps to provide more authority to staff when it comes to making quick decisions on items that do not need to go to the Planning Committee or to the Committee of Adjustment. I think a more streamlined approach is evolving nicely as will be evidenced in the coming years.

It should be remembered that City staff must remain complaint with all of the legislative requirements of the Province as well as our own Official Plan, Planning By-Laws and building code stipulations. Developers must make sure that their applications are compliant with the legal requirements. When they are non-compliant, there is a process that must be followed in order to consider site specific amendments, site plan adjustments, etc. The requirements being imposed on applicants are sometimes lumped under the umbrella of “red tape”, but we must not forget that this kind of “red tape” is mandatory. There can be no short cuts or missed steps. Staff are now trying to advise developers of where their applications are non-compliant well in advance so that necessary adjustments can be made in order to have their applications approved.

We will continue to help people navigate the process. But it is not fair to blame staff for requiring compliance with the law. There are some by-laws that we can change or amend. But in some cases that will not be possible. That should not to be considered “red tape”.

Attraction of Labour/Talent

In addition to approving an extension of the Rural and Northern Immigration Pilot program, we are constantly working diligently with the Greater Sudbury Development Corporation to attract new talent to the Sudbury area. One of my greatest concerns is that unless we build new rental housing accommodations for the newcomers, there won’t be any place for them to live even if they want to come to Sudbury.

So, during the next term, it is my intention to develop incentives for developers to build rental units that can be made available at market rent rates in order for the investment of developers to be attractive. This should improve the inventory of vacant apartments for new employees.

We also need to make investments in new amenities such as the Junction East Project and help the Kingsway Entertainment District come to life (with or without an arena). If we are going to be a destination younger people consider, then we need to accept some new investment into amenities that will attract younger people. We can talk about roads, but having smooth roads that lead to nowhere is not going to convince people that Sudbury is a good place to live and work.

Homelessness / Opioid

I have long advocated for the creation of a municipally operated encampment shelter on the Energy Court property where we could provide safe, warm accommodation as well as wrap around services for our transient population. If we could build up to sixty or more 150 square foot units that can hold a bed, dresser, table, and small fridge, homeless individuals could be given their own unit that can be locked and they will then be able to store their belongings while having easy access to the variety of services that are available to them in the downtown core. They will even be in close proximity to the Supervised Injection Site where they can be kept safe and hopefully address their addiction issues. An encampment like this with a common washroom/shower/laundry building and a common social/dining building, both on site, will provide this “community” with a place to stay and will remove them from the parks and streets of the city.

Business Development / Attracting New Business

We are constantly trying to attract new business to the community and we are always seeking ways of assisting with business development. However, when it comes to development fees and building permits, it must be remembered that any reduction in these fees must be offset by increases in residential taxes. We are trying to keep taxes down. But we have a long term financial plan that strongly recommends property tax increases of 3.7% plus a 1% assessment growth projection. If we try to reduce the taxes from this recommended amount, it will require a reduction in service levels. I would say that everyone is paying their fair share. We wish it didn’t have to be this high, but we have 58 different services that we offer through the municipality and they are all straining financially to meet their service levels already.

Housing Affordability

Increasing our stock of rental housing units is, in my mind, one of the greatest challenges we have in our City today. I am not just speaking of social housing, but rather providing rental options for all socio economic demographics. Once we have a place for older adults to rent, in a nice environment, they will leave their older houses and they will be more affordable for young families who would like a starter home. As more of these starter homes come on the market, the cost of purchasing a house will decrease. Even new houses will decrease and become more affordable if the cost of pre-owned houses decreases.

In my position as Chair of the Planning Committee, I am hoping that we can approve more applications for senior-friendly rental developments in the coming couple of years. Most older adults who are living in a single detached dwelling do not want to sell and move into a high rise apartment building. They want a smaller home, in a town house, row house, or semi- or single detached setting. We have a lot of land for these developments and we just need to provide the incentives for developers to build.

Laurentian University

City Council is clearly doing everything we can to accommodate the revitalization of Laurentian University. There is only so much that we can do without interfering with the process. We are being kept up to speed with what is happening and we are prepared to make decisions if and when they come up.

Value for Services / Taxes

We understand the perception that taxes are going up and services are going down. I don’t agree with that kind of blanket statement, but it is something that people will continue to claim. We have a long term financial plan and an Asset Management Plan. In order to maintain and replace our infrastructure, we need to put aside the right amount of funding into the annual budget. We also have 58 lines of service to maintain from an operational standpoint.

When Council sets a target amount for tax levy increases each year, we tend to be forcing staff to come up with a budget that will end up short of what staff recommends we need. To accomplish that, some services may have to be reduced. It is a difficult challenge to maintain our level of service, address our infrastructure needs, and keep taxes low. This equation just doesn’t add up. Every requested improvement in service level, even for garbage pick up and transportation, costs money.

All I can say is that we do consider value for service when it comes to spending tax levy funds. We are trying to maximize our service delivery in accordance with the funds that are available. Unfortunately, it is going to be very difficult to maintain our level of services moving into the future with some of the outside pressures on our budget.

Michael (Mike) Parent

Given the city’s current debt, low reserves and significant infrastructure deficit, I support that we encourage the growth of current businesses while attracting new businesses in order to create more jobs, grow our population and increase the number of businesses and new property owners contributing to municipal taxes and to the local economy. To accomplish this we need bright and innovative Leaders elected to the positions of mayor and council. This team will then work with senior staff to streamline red tape and make Greater Sudbury a desired place for people and businesses to relocate to.

The Greater Sudbury Chamber of Commerce has put together a great platform and I look forward to supporting it once elected in October.

Ward 6

Don Boulard

Provided a link to his campaign page on Facebook. https://www.facebook.com/profile.php?id=100084808800584

Michel Lalonde

I firstly want to thank you for sharing the 8 priorities of your 2022 Municipal Election Platform with me. Upon review, I feel like the priorities highlighted reflect the values of my campaign for the position of Councillor of Ward 6.

As a business owner in the entertainment/wedding industry, and previous business manager in the fitness industry, I can attest first hand experience in pivoting that businesses have had to make in these uncertain times. Businesses need an economic resurgence, and need leadership on City Council to help it achieve that goal.

I can also speak to the red tape my parents encountered when opening their gym back in 2012, the first 24/7 gym in the City of Greater Sudbury. We need to streamline our processes, and address systematic issues within our system, to ensure the success of new entrepreneurs, and to encourage expanding and new development in our City. It is important to carve a path forward which will ensure the prosperity and growth of both business and our community as a whole.

It is very telling that multiple social issues and leadership are top of mind of businesses. Having affordable housing will help everyone in the city, from the homeless to senior citizens, and assist in attracting new people to the City. We need to work together with neighbouring communities, the province, and local agencies to appropriately address housing affordability, public transportation, homelessness, the opioid crisis, mental health and addictions. These are nationwide issues: so only by working together will we find solutions.

The barriers in attracting talent and youth in the area highlight the need of youth representation in our government and community. I believe that the creation of a Youth Advisory Panel (similar in structure and composition to our Senior Advisory Panel), a permanent well funded Rural and Northern Immigration program, and electing younger Councillors in the upcoming election, such as myself, are important first steps. We need to support Laurentian University, so that we ensure our youth study and stay in Sudbury, and are not lost to other communities.

It comes at no surprise with rising taxes, and declining service levels, that businesses and residents are frustrated. We’ve already heard in 2023 that large tax increases are necessary to maintain service levels. As a City, we cannot continue to rely on and create financial strain on our tax base, and need to find efficiencies, new sources of revenue, and maximize current sources of revenue, going forward.

“The City of Greater Sudbury stands at an economic crossroads”. We need strong leadership, a Mayor and Council that will work together for the benefit of the City. I will continue to work with and invest in our local businesses, in the goal to create a better community for us all.

I intend to address each point of the chambers platform during the course of my campaign, and look forward to continuing to share my thoughts and ideas on a path forward with the residents of Ward 6, and of Greater Sudbury as a whole.

René Lapierre

As you are aware I have been on City Council for 2 terms, and I have truly enjoyed it. I have learnt so much and still learn every day. I also understand some of the concerned raised by the Chamber of Commerce that continues to require updates and fixes to help promote better economy, as well as demonstrate to others that Greater Sudbury is ready to grow.

I would like to share my web page with you and your team for anyone to look through

www.renelapierre.ca.

As requested in your letter here are my thoughts and suggestion to some of the items identified you the Chamber 2022 Municipal Elections platform.

In the last 8 years, I have worked hard on improving my leadership skills as well. Part of that process is to share with other members of City Council the information I gathered in various training courses I have taken, share books I have read from people like John W Maxwell, Simon Sinek, Daniel Pink, Patrick Lencioni and more. I was able to take courses and am now a certified professional director with Governance Solutions INC and completed 2 courses with the Arbinger institute on leadership and communication. This education has permitted me to improve my questions to staff reports, recommendations as well as being innovative to finding a solution that is not always “a cookie cutter” answer. I believe having a diverse City Council is important. Many people bring questions from their expertise that provides good conversation and food for thought. I would agree with the Chamber that one issue that has been in the media for a long time is the event centre, yet I would disagree on other fronts. It was a strong vote to approve the Junction East project, the Valley East Twin Pad, the complete street project and many more. The unfortunate part is negative press from a few decision points that are lingering. Could we work on smoothing that out, the answer is yes 100% there is always room for improvement. I would be happy to work with the Mayor to see how we can improve that aspect.

The concern of the red tape is one other Council members and I have been working on and will continue to do so. In the last term of City Council, we approved significant dollars toward the purchase of electronic software for various departments to help reduce the “red tape”. These have now been purchased, a few started its integration therefore on my next term of City Council I want to ensure these softwares fully integrated quickly but efficiently so business, residents and others can have a better more efficient service. Things are a little better since the opening of the “one stop shop” at Tom Davis, yet I know there are still improvements to be made. My biggest step is the integration of the property tax portal for all property owners who can then sign into a secure portal that permits them access to all their information on their property with the tax roll, official receipts to print off and so much more from the comfort of the office or home. The second is the building service division and electronic permit application process. This is extremely required so the timelines that we develop in policy can be met, no matter is we are short staffed, or a blimp is extra permit requests. The automated system will permit the applicant to see where their application is at, get a notification when anything has changed, who added or changed information in the file, all at their fingertip. Purchasing this software is great, now the proper integration is the next important step.

I believe the attraction of Labour/talent is being done on many fronts yet is lacking cooperation between the private sector, educational sector and the City. College Boréal, Cambrian College and Laurentian University accept an average of 1000 to 1500 international students to our City each year, yet this attraction is often times done in each individual silo. There are only a few partnership that I am aware of to assist these students to grow in our City. Having the proper housing post graduation is key and currently our wait list for 1 or 2 bedroom units in the City is in excess of 4 years. The coordination of how many students can be admitted into programs should be in conjunction with the housing availability. I would be happy to create a taskforce that includes all the post-secondary sector, private sector, economic development team and others to help coordinate how we work together to retain this talent here locally.

As a front-line paramedic for 22+ years, I can assure you I understand how bad the opioid crisis is. To be upfront and honest there is no one easy solution. The harm reduction support to the supervised consumption site is one step, building transitional housing to incorporate, needed services such as social workers, addiction council and more is another great step. I believe these are steps that need to continue. The other part is better and more consistent Council lobbying to the Provincial and Federal government for assistance. This crisis will require all hands-on deck for multiple years to get under control. I am in support of sending continuous request to our representatives for better assistance. Police service alone is not the solution.

Additional bylaw officers in the downtown, during the summer months, have Paramedics on bicycle riding around between calls. These are all things that can prevent and reduce the secondary impacts the opioid crisis is having on the downtown area.

The Laurentian University CCAA process has had a terrible impact on our City. Although the process is legal, it is an unfortunate event that has tarnished Sudbury. With everything that has happened, I hope to have an opportunity for the City to negotiate with Laurentian U and their creditors to maximize the use of some of the spaces they may want to dispose of. The green space is of great importance to many residents. There is an opportunity to look at the Olympicsize pool and compare it to other pool assets that might be past the useful life and together we could merge these services and have a better and more efficient aquatic centre. The possibilities are endless, and I look forward to the CCAA report provide light on what assets are truly for sale, or exchange to have a conversation with them on how together the City, Laurentian U and the creditors could ensure its viability.

Tax rates are always an contentious issue in any municipality. I too am a taxpayer to the City from my home in ValCaron. Is the cost high, some days it does feel like that! Yet other days when I dial 911 and I have a paramedic, Police of fire service that shows up at my door 24-7 365 days a year, rain or shine at no additional cost then I think that was totally worth my taxes.

Many times, we don`t think that the 32 Km of roads that we drive each and every day to work from your home and back is also what our taxes are for. Costs are costs, and our infrastructure is aging, and many are past their useful life therefore we need to plan to replace them. What I am concerns in the increase % per annum that is now greater than what cost of living is, and greater than the average wage increase. Council must find that balance of % increase per annum and work within that. It is never an easy discussion to decide what to replace, what not to replace, where to do reallocate, therefore for the last 8 budgets I try to find the medium to keep services running as best as possible. There was a core service review completed with multiple recommendations that are not easy decisions to be made. Merging services, sending other services to the private sector always that can continue to provide the service yet maintain a tax rate at a reasonable level. I always think of what my children that just purchased a home can afford, what some seniors that are on a fixed income, using the equity lens as well, all things I take into consideration prior to making that final decision. Are there ways to help control this, the answer is yes, there are always tweaks and updates, changes to methods, maybe software to help all things that must be looked at on a continuous basis to help keep the direct impact to the taxpayer as low as possible.

In closing I want to thank the Chamber for providing this document of your 8 priorities. Only together we can make things better. It is groups like yourself who provide feedback such as this to City Council that helps guide the next 4 years of the group elected. As I have said many times and I tell many people, it`s Our City and Our Future.

Scott Theodre Seguin

No response received yet.

Ginette Trottier

LEADERSHIP

Leadership encompasses a wide range of activities, including strategic planning, execution, assessment, and advocacy in any setting. A successful leader knows when to mediate, collaborate, or mentor. As a registered nurse for the last 20 years, I have developed these skills and had to find unique interventions to build trust within the agency I work for. I now know how to create a productive workplace and promote a positive environment. I agree we need excellent leadership within our city council.

MUNICIPAL RED TAPE

I will be honest; I have never had to require inspections or permits for construction projects. I’ve heard time and time again that Sudbury’s “red tape” and procedural delays significantly deter developers from investing in our city. We need these investments to grow as a city. To develop as a city, we require these investments. I can’t promise you that I have all the solutions, but I can say that this issue seems to affect many local businesses and residents, and as a city, we must enhance the services we offer, especially if they fall short of the public’s expectations.

ATTRACTION OF LABOUR / TALENT

This is particularly important to me because Sudbury and the rest of the province both suffer from a severe shortage of registered nurses. To attract more professionals, our city must be appealing. Having said that, I also think it’s important to develop and train locals to be experts in their field. In the end, we reason for people to want to be here and stay here. Our younger workers may want more entertainment, while our experienced workers may find the cost of living or access to services a priority. Nevertheless, we need good and trained laborers and talent. To accomplish this, we need to work on promoting internships and apprenticeships, as well as all other aspects such as cost of living, entertainment, and access to make retention effective.

HOMELESSNESS / OPIOID

The city council needs to address issues with mental health and addiction. I spent time last week learning about the services available in Sudbury and how we can offer greater assistance. I appreciate Roxane Zuck, CEO of Monarch Recovery Service, taking the time to talk with me about the services offered and the difficulties we encounter in Sudbury. Although we have excellent services, it is not enough. The biggest problem discovered was a lack of funds. More money would make more beds available.

I also talked to an individual who had gone through several of the addiction treatment centers in Sudbury, and I asked her what would have facilitated her recovery and whether any services were lacking. This person suggested, among other things, that the city needs a long-term program (for example a 2-year program). The programs are currently available in durations ranging from weeks to months. This person believed that she required additional time to fully recover.

I don’t have all the answers for how to resolve the issue of mental health and addiction we are facing in Sudbury, but I can assure you this should be a top priority. I have no doubt that as a city, we can develop successful strategies.

BUSINESS DEVELOPMENT / ATTRACTING NEW BUSINESSES

I understand that bureaucracy, red tape, and taxes are discouraging new business and development within our city. Business development is not my area of expertise. Having said this, I do believe as council we need to create a strategic plan to promote development.

HOUSING AFFORDABILITY

Housing affordability is affecting many of our community members. Habitat for Humanity Ontario Gateway North’s “cost-effective homes” initiative provides our community with some hope for future affordability. It’s unfortunate the Sparks Street development project is seeing a significant cost increase. These delays are not good for the population who requires these homes. We do need to work together to facilitate these types of projects.

LAURENTIAN UNIVERSITY

Having a functional and dependable university is essential. Our workforce’s future depends on it. Also, I have two boys who will soon require post-secondary education, and I want them to have local options. Student planning for the future is already difficult enough; I shudder to think of the additional unpredictability brought on by Laurentian University’s troubles. We do need to look at how we can support them as a community.

VALUE FOR SERVICES / TAXES

Taxes and services have been discussed frequently during this phase of my campaign. We must, in my opinion, ensure that essential services are delivered in a timely manner and at a high standard. We are talking about our neighbors and friends, and they deserve great service. I also believe if the services provided are of great quality the more community support, we would have in council. Regarding taxes, we need to plan the city’s project according to current budgets so we don’t increase taxes to the point our own community can no longer afford to live here. We need to spend where it’s needed and plan for a sustainable future.

Ward 7

Natalie Labbée

No response received yet.

Daniel Wiebes

No response received yet.

Mark McKillop

I am asking for your vote on October 24.  My pledge is listen and learn from you.   As I meet and greet as many of you as I can in the coming weeks, I will do just that.  Your voice matters and with me your voice will be heard.  In fact, I am counting on it to make me an effective Councillor and to guide my decision making.   Here are some of my own ideas on how we move Ward 7 and our city forward together.

I believe lasting solutions and effective change comes from the ground up.  This is why as your Councillor I will create community advisory groups in Ward 7 and I will encourage all other Councillors to do the same.  I believe these are four of key areas we need to focus on.   I will take the views and ideas that come out of these groups with me to the Council Chamber.

Local Community Initiatives and Support

In addition to working closely with all exiting Community Action Networks, as your Councillor I will also host  monthly “coffee with the Councillor”  town-hall type meetings and together we will work collaboratively to bring the improvements we need to our local communities.    I will advocate for the return of Citizens on Patrol and for the expansion of the existing Healthy Community Initiative Funds that are made available annually to each Ward.   At present there is $61,024 available for capital projects and $11,100 in grant money for the residents of Ward 7.   As Councillor I am committed to the fair allocation of this money on projects that are important to all of us throughout the Ward.

Homelessness, Addiction and Mental Illness

No more turning away from the weak and the weary.   Homelessness, opioid addiction and mental health issues are consuming our communities, destroying our families and plaguing our downtown core.  We must find a long-term solution to the downward spiral we are on and as your Councillor this is one of my top priorities.

I have already had the great pleasure of speaking, for example, to a mental health and addiction professional who has walked with the homeless, addicted and mentally ill.  She knows how they feel and has ideas about what they need.  At the same time she feels voiceless as one failed policy after another comes down from above yet these are the very voices we need to hear from!

Zoning, Building and Development

The process for zoning changes, building permits and development approvals is too long, too expensive and too intimidating.  We hear the stories.   The most glaring example is our abandoned hospital.  It has been has 12 years and we need to find out why this problem still exists and get it solved.  I also know a couple that simply wanted to divide their lot so their son could build a house.  Sixty thousand dollars and two year was the estimate to get this done.  Then there is the $100,000 and two year wait a developer faced just to put up 12 units on a vacant lot…the lot has been sold.  This is all property tax dollars lost and this needs to change once and for all.

Long Term Infrastructure

Our roads are crumbling and our buildings are falling apart yet we have failed to develop a long-term, comprehensive plan to deal with our multi-billion dollar infrastructure deficit.   We know the problem exists yet we keep our head in the sand while always playing catch up.   The solution, however, is not just higher taxes.  We need to get serious about this problem by first imposing a two year non-essential spending freeze including a pause on  large projects (Junction East, Arena), while we sort out the mess left over from the KED nightmare.  During this time I will also advocate for the implementation of zero based budgeting at City Hall and a line by line review of current program and department spending.    We need to relearn that a dollar saved is still a dollar earned.

Sudbury is a wonderful city with much to offer and much to celebrate.  I have lived here all of my life.  Everyday wonderful people are doing wonderful things in their community.  Everyday staff and hourly workers at City hall do their best to deliver the services we want and implement the policies we have in place.

At the same time, too much is broken.  There is too much division.  It is our Council that sets the tone, it is our Council that determines the priorities and it is our Council that makes the policies.   What we need is a new Council that has the courage to face the problems, the leadership to seek the solutions and the will to implement the changes.

What we need are Councillors who show up with common sense, common decency and common purpose.

I will be such a Councillor for Ward 7.

Randy Hazlett

No response received yet.

Ward 8

Al Sizer

No response received yet.

Patrick Augé

I would like to thank you for the invitation to participate in the Greater City of Sudbury Chamber of Commerce 2022 municipal election platform. Supporting our local businesses, both large and small, is essential to the health of our community. It is imperative that our elected council, as well as the mayor, work together in a timely, fair, and respectable manner in order to serve the needs of our community, specifically that of our business community. We will only be able to grow greater if there is a culture of collaboration in council. There needs to be genuine leadership to assist our local community organizations, non-profits and businesses to navigate through these unprecedented times.

I’m enthusiastic to work alongside the GCS Chamber of Commerce which identifies the following 8 priorities: leadership, municipal red tape, attraction of labour and talent, homelessness and opioids, business development and attracting new business, housing affordability, Laurentian University, and value for service taxes.

These priorities which our business community has identified must be dealt with immediately, there must be no delay. As a municipal candidate for ward 8, I pledge my support to the chamber of commerce and promise to respond to their platform by starting to work immediately with their members once elected. A strong business community is integral to maintaining a vibrant and attractive City. We must move forward together.

It is time to change the negative culture in council chambers, we must be the leaders that will inspire hope and prosperity for all citizens in Greater Sudbury.

Patrick McCoy

As a candidate for City Councillor in Ward 8 (New Sudbury), I am pleased to respond to the 2022 Municipal Election Platform prepared by the Greater Sudbury Chamber of Commerce.

It has become increasingly clearer as I knock on doors that people are looking for change in this election. After eight long years, it is evident that this Council is lacking the vision to get good things done. Residents and business owners no longer see the value in the taxes they pay. They’ve watched as Council juggled $100 million boondoggles while failing to get the most basics right. They’ve waited in line at the One-Stop and on hold with 311.

We cannot afford to waste any more time and tax dollars on dreams to nowhere. We need to fix the roads, build infrastructure, attract new investment, and provide the necessities people and businesses deserve from their city government. The time is now to move our city forward again but it’s going to take a local government who sees it that way.

As your City Councillor for Ward 8 (New Sudbury), I will fight to:

-Freeze property taxes for 2 years for all residents and SMEs – it’s time to give you a break and help you recover from the COVID-19 pandemic, skyrocketing inflation, and the increasing costs of doing business.

-Freeze residential development charges to encourage development, increase the housing supply, and create more affordable housing options – and look at phasing them out altogether.

-Provide incentives for developers who commit to building affordable housing with a minimum of 60% of the units being geared-to-income.

-Create a fully automated and online system that will allow residents and business owners to apply for or check on the status of building permits – no more waiting in line at the One-Stop.

-Cap the salaries of the mayor and all senior staff at the same rate as an Ontario cabinet minister ($165,000) – leadership starts at the top.

-Stop hiring consultants and contractors from other communities and jurisdictions – if we have the talent here at home, it should be the first hired.

-Promote apprenticeships, co-op placements, and fellowships at workplaces in Greater Sudbury by working directly with businesses and the post-secondary institutions.

-Allow for special exemptions to the city’s noise by-law so that construction companies can fix our crumbling roads and build critical infrastructure around the clock.

-Support the Rural and Northern Immigration Pilot Program and work to make it permanent.

-Support the Chamber’s resolution on developing a provincial strategy to address homelessness, mental health, and addictions.

Now more than ever before, we need a city government that is on the side of the business community. In addition to the key priorities mentioned above, I will:

-Support, promote, and encourage the creation of BIAs across the city.

-Create a Ward 8 Advisory Group of voices from the business community that will meet monthly and discuss the current business climate and challenges, with the goal of developing key priorities that we can collectively promote to attract talent, investment, and growth.

-Hold quarterly town hall meetings with the New Sudbury business community to ensure we can measure our success at City Hall.

As the campaign moves forward, I will be releasing further details on my vision for New Sudbury and indeed all Greater Sudbury. I encourage all Chamber members to check in often – by working together, we will shake up City Hall and get good things done for the city we all love.

Bill McElree

Thank you for the opportunity to address The Greater Sudbury Chamber of Commerce Election Platform. The pandemic has certainly exacerbated the cracks in the governance at City Hall. The decisions made since the 90’s have compounded to become the situation we currently find ourselves. Moving forward, courageous choices and innovation are what is needed and the current Council’s pattern of applying the same solutions over and over again clearly aren’t working.

As per your platform:

  1. All too often our Councillors make the news not for policy and innovation but for divisiveness , puerile antics and grandstanding both around the table and in social media. Collegiality needs to be restored because Greater Sudburians and the businesses which provide jobs have real challenges that need collaborative solutions.

The work of City Council includes fostering businesses through effective policy and stewardship of the taxes collected towards creating a fiscally healthy city and not childish behaviour.

  1. Red tape has long been a complaint of businesses in Greater Sudbury and City Hall should not be seen as a series of roadblocks to do business here. While online selfservice tools are certainly effective, we must change the way we interact with businesses. Instead of a different person every time one interacts with City Hall, assigning case workers whose goal it is to help businesses navigate the onerous requirements would create responsive relationships.
  2. I am definitely in favour of supporting the Northern Immigration Pilot program as several businesses in my ward are seeing the advantages but we can’t just immigrate our way out of the labour shortage. The Business Innovation Quarters is an excellent example of helping businesses grow. During my tour and conversations I was excited for the possibilities.

Because our mining resources are necessary to fuel the Green Economy, there are some tremendous opportunities waiting for us that include secondary and tertiary businesses. The job of Council will therefore be to quickly identify obstacles and actively promote an industry that provides business opportunities and encourage a workforce to move into our community. Small businesses can’t find enough staff already, so incentives like an adequate inventory of housing will be a part of a multifaceted solution.

  1. Having lost friends to addiction, trafficking, talking to the homeless men and women begging at intersections and the misery convention in our city core, clearly what we have been doing isn’t working because the attitudes of Council are both outdated and ineffectual. We don’t need any more consultants that serve as means to kick the can down the road because there are people on the ground already working the problem. Listen to them. Support them. The Sudbury BIA is to be congratulated for their innovative efforts in this area and should be supported but they shouldn’t have to, and are acting to fill the void from a lack of leadership. People are dying and the solutions speak to justice and courage.

Having spent eight years on the Crimestoppers Board the officers I have come to know understand that they aren’t qualified to be social workers or mental health professionals. They need help and we already have the human resources right here in Sudbury. More laws, incarceration and simply pushing the problem to another part of the city does nothing to solve the problem. We are already paying for the costs of the status quo. Let’s instead use that money to actually solve the problem instead of

creating another source for the revolving door of jails.

  1. There is a serious challenge ahead of us because, quite simply, the city hasn’t been paying the bills required even for simple maintenance for decades. It can’t go on but we need a tax base and that means new businesses that incentivize people to relocate to Greater Sudbury. Every year we need $100 million just to maintain our assets but we all know decades of deferral have made the costs of maintenance or replacement even higher. The current Council callously punted to the next council an asset deficit approaching $3 billion.

Industrial development taxes should be eliminated. Period. A standing task force to meet regularly and examine how we interact with job creators would change a culture burdened by “the way we’ve always done it”. We can’t just say we are open for business because it doesn’t seem we’ve taken any steps to actually encourage new business.

  1. Again, to address the lack of affordable housing, there are far too many impediments to development. Contractors, landlords and first time home buyers need help. Policies and development charges that encourage new residential units are needed now but that too has been left up to the next council. We have plenty of space for affordable housing so our senior citizens can live with dignity, underprivileged families can afford fuel to get to jobs that feed their children and developing a Homes First initiative will be leaps and bounds ahead of the current practices of our Council.
  2. Affordable and sustainable growth must include Laurentian University. Despite their financial debacle we can help. By encouraging enrolment to programs that participate in a Green Economy, help students with simple things like bus passes for travel between the university and where they live, and finding affordable accommodation. But let’s ask the stakeholders how we can help. Let’s be proactive in assisting one of the jewels of our community.
  3. Business taxes are up, yet services are down. The tax base is rapidly shrinking as fixed-income baby boomers retire yet require more services while incoming millennials and businesses won’t be able to make up the difference just so we can maintain existing service levels. A clear goal and concerted effort to attract business to the region will provide opportunity and at least a partial solution to the diminishing tax base. There will be no quick fix but let’s have a plan to help new business and do more than what I see as lip service.

Vital Rainville

No response received yet.

Carla Ross-Arsenault

No response received yet.

Gordon Drysdale

No response received yet.

Ward 9

Deb McIntosh

No response received yet.

Keith Clarkson

No response received yet.

Sharon Jane Scott

To the businesses in Greater Sudbury I know the hardship that you’ve been facing with COVID-19. Municipal leaders were nowhere to be found; they’ve been sitting in office for too long. Legally, after two terms in office should be it. Re-electing the same people over and over will get the same results.

Fresh leaders can bring in fresh ideas. We need people to want to come into our city. Sudbury has so much to offer we just have to get the word out there. The attraction and opportunity require a larger view outside the box.

Yes, the next municipal government will have to face tough decisions and so will the taxpayers. They need to look at the past decade, how much the city has grown. Your candidates will tell you what you want to hear. But you have to remember they only get one vote. They have to be good at getting others to think their way.

In order to find vision, if we’re not all on the same page it’s not going to work. As we’ve seen, the people in office now have never been on the same page, just when they want to raise our taxes. It’s time to find people who want to see our city grow and prosper.

Our city isn’t just about making the rich richer. It’s about making our city the best it can be.

Municipal Red Tape – We need an overhaul on the red tape we need to go through but the safety factor needs to be updated.

With respect to the attraction of talent and labour, dealing with homelessness and the drug problem there are a list of things. This is like all things in life. We need to put the right people in the right jobs. Not the ones who have no experience or any idea of what they’re talking about. Until we do that, nothing will improve.

So, the voter must decide if they’re looking for growth and a new Sudbury, or if they’re happy with the way it’s been for over a decade and keep the same people in office.

Leslie Steel

Safety/Protection and Social Inclusion.

  • Establish a Youth Advisory Council, with a mission to create young leaders who will address social inequities and develop workable ideas.
  • Work closely with marginalized populations to build and maintain social connection. Inclusion offers opportunities to re-engage with the community and reduces stigma. Persons with lived experience (Peers) can then integrate into staff and leadership roles at service agencies.
  • Partner with Greater Sudbury Police to focus on vandalism in the outlying areas.

Transportation Services and Roads

  • Develop a comprehensive program using environmental materials for deicing winter roads.
  • Focus on pedestrian and biking infrastructure. Better plans for road infrastructure with bike routes, and ample space for snowbanks.
  • Reliable, consistent, and accessible public transit throughout our city with a focus on Ward 9
  • Develop a comprehensive plan on asphalt recovery and revitalization.

Economic Development

  • Encourage community revitalization and promote economic opportunity for all segments of the population to ensure a high quality of life in Ward 9.
  • Promote Sudbury as a world class destination to attract and retain entrepreneurs in diverse disciplines like medical, film and television production, Information Technology and science and research.

Economic Payoffs

  • Support infrastructure changes that make sense!
  • Responsible and well thought out programs that make obvious infrastructure enhancements.
  • Ensure that contractors understand their work must be completed according to the scope of the project using proper materials and City of Greater Sudbury’s safety protocols.

Landfill and Waste Management

  • Continue to refuse, reuse, recycle, repurpose, and reduce our carbon footprint.
  • Educate, maintain, and improve the waste management processes used by the City of Greater Sudbury.
  • Develop strategies to sustain and improve our greenspace and to discourage reckless dumping.

Ward 10

Fern Cormier

Leadership: It is important for Council to work together. While members of Council may not always agree on issues we must always respect the different points of view expressed around the table. That is a cornerstone of good leadership in my opinion and one that each of us should demonstrate on behalf of those we serve.

02 Municipal red tape: As a Council we should always be striving to do better with respect to finding improvements within the system. While initiatives such as the Land Management Information System, that will allow for real time tracking of permits and related documents by applicants and the one stop shop at Tom Davies Square, are steps in the right direction I will always welcome the opportunity to work with residents and our business community to continue to improve our services.

03 Attraction of labour / talent: Continuing to foster an environment that attracts people to our community is critical to addressing the need for labour and talent in the city. I am looking forward to continuing this work along with our community partners and our local businesses to make Greater Sudbury a destination of choice. I am very pleased that the Rural and Northern Immigration Pilot program has been extended and will continue to support city involvement in this initiative.

04 Homelessness / opioid: There is not an area of the city that is not impacted in one way or another by the crises we face as it relates to homelessness, addictions and mental health. This is a challenge affecting almost every municipality in Ontario and will require an ongoing response from all levels of government. While the city has responded with a rapid response team, an encampment strategy, Supportive Transitional Housing including additional funding for the HSN Assertive Community Treatment Team, added resources for social services and expanded shelter capacity, more will need to be done in the long term. This will include continued advocacy to the Provincial Government for additional support for the ongoing services that are needed as well as funding for rehabilitation services to eliminate wait lists that are often currently in place. Having the appropriate levels of service in place will mitigate the need for police and emergency service response. I remain committed to continued advocacy in this area.

05 Business Development / Attracting New Businesses: I will continue to work with and support the Greater Sudbury Development Corporation to ensure that we are doing everything we can to attract new businesses and grow the ones we have. Expanding our current business incentive programs is one way to support the business sector. Changes through the planning process as it relates to our zoning along nodes and corridors throughout the city is another area I believe can have a positive impact on business development and expedite planning processes at the same time.

06 Housing affordability: Rental rates and affordable housing are significant issues affecting a large number of citizens. Expansion of our subsidized housing stock is underway. We will have new seniors affordable housing units on-line within the next year and we are currently converting several housing units to be able to expand occupancy. Removing development charges for affordable rental housing built in the private or not for profit sector has seen some uptake and will ideally encourage more development in this area. I supported this approach with the approval of up to 300 affordable rental units (in phase 1) proposed for a site within the downtown area. I will continue to support the Land Bank Policy that allows the city to work with the private and not for profit sector to encourage development of affordable rental housing. This program allows us to contribute city owned land that is ready for development towards achieving our objectives of increased affordable housing.

07 Laurentian University: While the situation that has taken place at Laurentian University has been devastating and shocking for our community we must support efforts that will maintain and grow Laurentian in whatever way we can. We all have a stake in the future success of LU and as it comes out of the CCAA process it is in the best interest of our community to ensure we have a robust and sound institution. To that end the city should support a path forward for Laurentian in whatever way we can.

08 Value for Services / Taxes: I agree that it is vital that there is value for taxes paid. The Chamber has identified areas of concern related to garbage/recycling collection, road maintenance and snow removal. I would be more than willing to review specific concerns our business community has with respect to these issues. While our infrastructure & roads budget has increased each year over the past term including winter roads maintenance there is always room for improvement. Our transit system recently went through a complete review and overhaul. The first in 20 years and much was improved. It is however not a static service and to that end we have encouraged a more flexible model that will allow for more frequent reviews of specific areas within the operation of transit. I will always make myself available to discuss these issues and champion changes when needed.

Jolene Felsbourg-Linton

I’m happy to see that the Chamber of Commerce has set some priorities for Sudbury. Hopefully setting these priorities are the just the beginning and our community can start engaging with these challenging and complex issues.

I just had lunch with one of your members and learned more about the survey conducted to determine the priorities selected for the upcoming years. Sounds like significant work when into this effort and that it captures the voices of many businesses in Ward 10.

The following is my website where your members can learn more about me and my priorities. https://link.edgepilot.com/s/545ce74b/iELTrgBMbEK9uqZVNKxV8w?u=http://www.jolene4ward10.com/

Evidence based solutions for change and hope for addictions, mental health and homelessness issues are high on my list!!!

I also agree that we need to support our university and college students with more academic, employment and recreational opportunities in the city. Laurentian U is part of ward 10 and therefore I had 5 university students endorsed my candidacy.

Looking forward to an opportunity to serve our community and be a strong advocate for these two key points and more. Sounds like we are going into this election on common ground.

Michael Sanders

My name is Mike Sanders, I’m running for ward 10. I own Aaron Group (which includes Aaron Taxi) and manage Aaron Transportation. You can check out my website (still a little bit more to add, but nearly complete) at https://link.edgepilot.com/s/fddf46f6/68NjyGeKJ0e1rlcPGpFxIw?u=http://www.10outof10.ca/

  1. I am a small businessperson, so I understand the frustration everyone feels when the headlines are scandals and sensationalism instead of progress. It’s why I’m running. I’m not trying to win a popularity contest or a lifetime position, I’m here to do a job. Sudbury doesn’t have another 4 years to waste. And if I haven’t accomplished more than my predecessors in 4 years time, I’d consider that failure. I’ve expanded a business—one that’s tough in the best of times—in spite of a global pandemic. You can ask anyone that knows me, I’m collaborative, attentive, diligent and decisive. And sometimes, even modest.
  2. I’ve been rezoning 2 of my properties now for 4 years. Engineering, permitting, development and site agreement charges seem endless. I was almost required to do a light pollution audit on an empty lot. We need sensible regulation. I had a neighbour once, an architect that had worked in the US; he told me that we rely far too much on government oversight. Engineers and architects go to school for years to gain their knowledge and carry professional insurance. Why don’t we let them do their jobs? I couldn’t agree more. I also think certain developments should be able to bypass some of the more onerous requirements in our development scheme. Supply chain issues, labour shortages, etc. cause enough delays—let’s get people through the paperwork part quicker.
  3. I hire about 10 people a month. Many of them are new to our community. I have assisted with their IRCC applications (some of which were for the RNIP). I volunteer with the YMCA Immigration Services. I was tremendously disappointed with the RNIP rollout. I think many of the missteps were at the municipal level. I agree, it could be a gamechanger for our community (and the others involved). There should definitely be better co-ordination of this programme so our community and the registrants get the most out of it. If we knew it was here to stay we could market it better and by so doing, market Sudbury better. I’m also 35 so I may have some insight into how to attract younger people to our community.
  4. Worked in a methadone dispensary. I operate a taxi company. I own property downtown. Used to run a business right downtown. One of my current tenant’s businesses (at my old location) is under threat of closing because of the incessant vandalism, harassment and theft. I have a pretty comprehensive view of the problem. Given that I’m running in ward 10, this is one of my top priorities. Housing fast, and better co-ordinated social services that don’t stop once the sun rises. We have to spend a bit of money on this issue. But avoiding it much longer will have a far greater cost.
  5. I touched on some of the issues raised here a bit already. Leveraging the RNIP to market Sudbury, as well as streamlining and simplifying building services and permitting processes. We should go further, though, and co-ordinate marketing, application, education and retention. Many of the people who come to Sudbury start at one of our post-secondary institutions. We need to work on retaining as many of them as possible. On the bureaucracy side, I couldn’t agree more—the city needs to get out of its own way. Many of the entrepreneurs and business-owners I’ve spoken to feel that projects are made insurmountable once they begin looking for avenues at Tom Davies . That philosophy of “no, you cant” needs to be dismantled. We need more “here’s how”. It’s those changes I’ll be introducing and supporting.
  6. There’s been some interesting research and bona-fide results through the use of community land trusts. Unused land can be “given” away, typically to a non-profit or other community organization, for them to finance, build and maintain. By removing the cost of land from the equation (and in perpetuity), all costs go down, including rent and/or purchase price. We need something drastic in this department. It’s unlikely we’ll be able to “reduce” taxes but we should aim to truly not raise them. That won’t be enough to affect the affordability crisis, though. Fast-tracking multi unit residential projects (as mentioned in response #2) and innovative concepts like land trusts are a more aggressive tactic. More stock will eventually help assuage and balance out the housing market.
  7. LU grad here. Was working through an MA there as well when a pandemic struck and an insolvency forced the shuttering of my programme. I still haven’t received a response, let alone a resolution, from the institution. So I’d definitely like to see improvements at the school. Through a co-ordinated marketing, application and retention programme like the one mentioned in response #5 we can help bolster LUs enrollment and strengthen its cashflow. Councillors should be vocal with provincial representatives and Ministry staff at every opportunity. The north, and Sudbury, depend on LU.
  8. I’m glad we ended on an easy one (at least for me). As I’ve said—I’m a business owner. Nobody gets it better than me. And, I’ve gotten to know the layout of the city pretty well driving a cab (and yes, I still do that from time to time). Currently, we subcontract for Gova Zone and Gova Plus, so I hear the passengers’ frustrations every day. All of that experience and insight I plan to put to use from Day 1.

I hope I’ve helped demonstrate that I’m the right choice to advocate for your businesses in council chambers. I invite anyone at all with questions to send me an email at [email protected].

Ward 11

Bill Leduc

No response received yet.

Christopher Duncanson-Hales

My congratulations go out to you and your team on this new platform. The platform demonstrates a genuine commitment to our community by recognizing the connection between economic and social issues that affect our community and its businesses.

A couple of months ago, I was struck by a media comment from a downtown business owner who also lived downtown. The name of the owner has eluded me, as it was his words regarding homelessness that left a lasting impression on me. According to him, he is doing what he can to make a difference in the homeless community since homeless people are his neighbours. This ethos of neighbourliness is reflected in the Chamber’s platform, which I hope to emulate should I be elected.

Ward 12

Jeff MacIntyre

Leadership

Current situation:

I agree with the chamber membership; Sudbury is in a leadership crisis, and it’s why I am running.

While the world has been dealing with financial and health crises like COVID and Opioids, our city leadership has not only been silent; it also sat on the sidelines as our University verged on collapse. If this wasn’t bad enough, one only needs to watch a council meeting at random to see the governance crisis.   We have had multiple councillors being recommended for a reprimand multiple times from our integrity commissioner, councillors speaking over each other, with the council divided into three camps; chaos, silence and leaders.

The Change I Bring:

I will commit to only two terms as a councillor and move on. It is essential for leaders to know their term has a sunset for two reasons.

One is a sense of urgency. I want to drive positive changes in our community, and with a limited time, it’s crucial to hit the ground running and bring as many people to the table to get the work done efficiently.

The second reason is the first job of a leader is to develop new leaders; I want to view the people working alongside me as an opportunity to grow the organization instead of possible competitors looking to take my job. Recently one of the councillors tried to make the point that it’s too risky to elect new inexperienced councillors, which is a massive admission of leadership failure. Sudbury has dozens of local boards, community organizations, and opportunities for people to get involved, but participants are not adequately engaged, and often their work is ignored by the council. Not taking advantage of the contributions of our citizens leads to disengagement from these leadership roles. And when our community is disengaged, we don’t have the leaders in place to drive our community forward. I’m not only here to lead but to build depth of leadership within our community.

Our community is stretched too thin; it’s time to work together to bring it back together.

Municipal Red Tape

Current Situation:

I’ve had a ringside seat to the challenges of providing marketing advice to hundreds of local businesses across dozens of sectors. The frustration from the business community is real and justified. Young entrepreneurs and seasoned professionals consistently run into bureaucratic walls and halt projects that would have added vibrancy to our community.

The Change I Bring:

The challenge goes beyond red-tape in Sudbury – there is a stagnation of process. Other cities continue to move the ball forward by leaps and bounds when it comes to the implementation of internal technological solutions.   Those solutions allow for instant access within the city to information and approvals on standard items. We need to shift the mindset of our city to one of full collaboration instead of gatekeeping. I will lead the charge at the council table for open data and open government, so businesses can see the changes being made and have the confidence to partner with our community to grow effectively and efficiently.

Attraction of Labour / Talent

Current Situation

Sudbury has the ingredients to have the fastest-growing economy in Canada. We are leaders in the transformative battery electric field, from the standpoint of resources, resource extraction technologies, and industrial battery electric vehicle development.   We are held back by the difficulty in attracting keystone positions to our community, and general labour.   At a time when businesses can’t leverage their opportunity due to lack of skilled workers, our University faces an unheard of financial crises that our leadership was silent on. We also have people struggling to find appropriate work or training within our community.

The Change I Bring

It’s time to build the world’s view of Sudbury as a destination to live. Yes we have natural assets, but selling that is simply not enough. We need to drive our cultural industries forward, rebuild our downtowns (all of them), fix our major infrastructure, and create a city people desire and demand to live in. We also need to rebuild our greatest communication asset to the world – the confidence of the people within Sudbury, about Sudbury.

The city needs to work together with the Chamber of Commerce on a plan similar to the Physician Recruitment plan that has been so successful, and use it to help companies attract people in keystone positions to our community. We need to expand our reach globally to attract and retain new immigrants to Sudbury to allow our businesses to grow, fill in the gaps in our municipal revenues, and get our infrastructure deficit under control.

Homelessness / Opioid Crisis

Current Situation

Sudbury isn’t alone in dealing with a massive spike in homelessness and people living with substance use disorder. I work with downtown districts from across Ontario, and post-covid homelessness and addiction crises are evident in every community. With many of the people living on our streets not from our community, while other communities see people from Sudbury on their streets, it is evident that many programs just shift the problem temporarily from community to community. The impact is devastating to the people living in these situations, and the impact to the surrounding community is unacceptable. Some communities are tackling the challenge head-on and seeing success, while Sudbury’s leadership refuses to treat it as a true emergency, with the response that requires and deserves.

The Change I Bring

When people are living in tents on our streets I will treat it like an emergency situation.

This is not a local crisis, and it requires a regional response. With new councils being formed across Ontario, I will immediately move for our city to hold a northern virtual conference on homelessness. The goal of the conference will be to set a housing first strategy for each community. Every city knows that the cost of housing people is far lower than the cost of keeping people homeless. A housing first strategy that gets people off the streets, into homes, with supports, and on a road to recovery. We need more programs like the Downtown Clean-Up program that allows people who struggle with employability an opportunity to get back into the workforce, with zero barrier to entry labour. Beyond the moral cost of homelessness, the economic cost far outweighs the price of housing and treatment. The solutions are known, and we need the team work to get it done.

Business Development / Attracting New Business

Current Situation

Sudbury sits on a massive crater of opportunity. We have all the raw elements to succeed, but we are missing the leadership to bring it together. We have a globally rare situation of battery metal mines next to a city with R&D capabilities, a liveable city. The number one barrier to our community is confidence in where it is going due to lack of leadership, coupled with brick walls of bureaucracy that make it easier for businesses to move two hours east or west of us than to build where the action is happening.

The Change I Bring

Many of the fixes to this are the issues the chamber has raised. We need to streamline the processes to do business in our community. We need to set a political and bureaucratic culture of working together. We need to make sure our institutions like Laurentian University are supported and envied for their successes. We need to deal with the challenges of our most vulnerable community members. We need to restore the confidence of our own citizens in their community so they help drive a new narrative for Sudbury, one of openness to opportunity.

Housing Affordability

Current Situation

Housing costs have ballooned across the country, and appear to be on the verge of price collapse in major cities.   This drop in housing prices elsewhere will make it even more difficult for Sudbury to attract and retain residents.   Meanwhile we have a inbalance of housing opportunities within our community with a system that incentivizes building large homes on unserviced land. This drives up the carrying costs of our community as a whole and leads to increased taxes and under-maintained infrastructure.   We live in a community with the same population as 1970, but with three times the roads and sewers. This simply isn’t sustainable.

The Change I Bring

We need to re-think housing in our community from the ground up and stop disincentivizing higher-density builds in areas that make sense for high density, with infrastructure already capable of handling more people. Our taxation rates on high-density housing makes condominium living in Sudbury unattainable for seniors looking to downsize while also making the building of small unit apartments economically infeasible. By solving the small living crisis we would take pressure off of housing of all sizes and reduce the tax burden by having more people living in dense areas of the community.

Laurentian University

Current Situation

The deafening silence from our local leadership on the crisis at Laurentian was the initial push for me to consider running.   So much was wrong with how we got here, and the crisis of local leadership is the underlying problem.   The fact that the head of our University thought it in any way appropriate to not share the difficulties LU was in well before it was too late tells us that our local leaders do not have the kind of relationships required for a flourishing city. Major corporations in our country are wise enough to raise red flags before they enter the kind of crisis our University did. I travel Ontario regularly for work, and LU is the first thing that comes up when people find out I am from Sudbury. This disaster has left a stain on our community, one that our council has yet to lift a finger to address. A university that may not exist by the time you graduate is not one people will generally sign up for.

The Change I Bring

I will act as a vocal proponent of rebuilding our University’s reputation. I will connect our business community with our post-secondary institutions to drive R&D projects that will bring positive attention back to Laurentian. I will help celebrate the successes of programs like Mirarco and the key technologies they are bringing forward to improve mining.   But most importantly, I will work to build the pool of active leaders in our community, so we have the depth of talent necessary to avoid this kind of disaster in the future.

Value for Services/Taxes

Current Situation

We are simply falling as a community in providing value for service; taxes continue to rise alongside a lowering of service standards.   Our local infrastructure is so broken in some areas of the city that it’s preventing businesses from being able to grow. Our council continually supports projects that exacerbate the situation by building new districts instead of building up existing ones. We lag behind other cities drastically when it comes to the implementation of new technologies that allow citizens to better interact with their community, and we regularly go against basic good planning principles for political ease. In addition, billions in resource revenue leaves our community without local residents seeing the benefits, unlike resource economies like oil and gas or mining in other countries.

The Change I Bring

I will lead the charge on getting value for dollars. Our community needs to grow strategically to get back on track, we need to increase our revenues through developments that don’t increase our expenses, and we need to do it with the utmost efficiency. We need to take the once-in-many-generations opportunity of the Ring of Fire to negotiate mining royalties and ensure Sudbury gets its fair share.   Currently, First Nation communities across the North are fighting to get a fair deal on new mines and infrastructure in the Ring of Fire, and their fight is our fight.   I will ask the council to engage First Nations communities on a peer-to-peer level to find the synergies required to lobby Queens Park for a fair deal for Northern communities. By getting a fair deal for everyone, we can open up opportunities for all and ensure some relief and a return to fairness for Sudbury taxpayers.

Luciano Di Mario

Council must have leaders who are willing to work together with entrepreneurs and business owners and show them support and guidance to develop their business. We need to have a vision and a plan to move the business community forward. We need to be innovative to attract and retain businesses, and even expand into new markets.

Businesses need to know that their shops and store fronts are safe and welcoming.

Our city needs to spend money on rejuvenating our downtown core.

We need to cut the “red tape” in city hall. Excessive regulation and unnecessary bureaucracy result in increased costs for Sudbury’s business community. Permits and development fees need to be addressed accordingly based on the needs of the business.

I would advocate for the city to remove the city bus terminal from the downtown core. Buses should run from all corners of the city, and the outskirts, more frequently to have people use the service. There is no need to have the buses centralized in the downtown core for people to access them.

Seniors over 65 and disability pensioners should have a cost reduction in the 31 day bus pass (currently $56 plus the $6 GOVA photo ID card). Their cost should be $30 for a 31 day bus pass plus $6 one time fee for the GOVA photo ID card. That is a saving of $312 per year.

We need to foster a “care for them” attitude.

Reach out to local charities, food banks. Focus on homelessness and have affordable/adequate housing in place that can get a roof over everyone’s head. Systems need to be in place to enable such persons to receive housing and support.

Everyone is entitled to feel safe and we should deal with getting people housed first and deal with the addiction second. By not investing in affordable housing our health care, justice and other taxpayer-funded costs increase.

And by not spending money on those in need, we are not only creating hardship for them, we are creating a larger expense for our economy.

Greater Sudbury needs to do better and to be greater – like our name implies.

Spend money to maintain and repair our roads, develop green spaces for communities to enjoy, clean our lakes and beaches, design more bike lanes, add dog parks, upgrade playgrounds. Make this city vibrant.

Make it the “Great City of the North”.

Joscelyne Landry-Altmann

No response received yet.

Shawn Ouimet

1 Leadership:

I believe leaders don’t sit at a table wait for someone to come up with an idea and then call it their own.  You lead by example, you lead by not having fear to question “why is it this way and can it be done another way?” I believe a leader should be able to come up with ideas and follow through with them to bring success to a business or city.

Growth should come from within, meaning for our city to grow and prosper we need to first support and work with our local businesses, our schools (local students) and commercial/ industrial property owners.

From my understanding Greater Sudbury has not changed its policy regarding subsidizing property owners for not having “x” percentage of rented space and for this receive a discount on their property taxes.  This policy may have been cancelled by council, but what has been done to encourage small, medium, and large business to build here or stay here? I believe the exact opposite should happen!  To encourage growth in the city property owners (commercial or industrial) if they have been vacant for a given amount of time (1 or 2 years) and they draw new businesses to their properties they then could be eligible to a new business subsidy from the city, for drawing in new business to the city.  This could then be possibly passed on to current tenants in reduced rent.  I would be first to champion this program.

2 Municipal Red Tape;

I too am a small business owner, needing permits to continue and finalize work, I understand the delays in waiting for approved permits to start work.

Without being on the other side and working with city staff to understand the issues they face… incorrect forms, missing information, sent to the wrong dept.  These are some of the reasons for delays as I have inquired with some city staff members.  These errors also put these forms back to the bottom of the pile, which create delays for the owner.

I have also spoke to building companies and they mentioned their own service window and another for residential homeowner permits.  That may work as part of the solution.  I have also noticed other city halls are opened until 7pm on given days, which would give staff an extra 3 hours to finalize forms and maybe that could speed up the permit process.

Without seeing the issues from both sides, I can not in good conscience jump up and say “I will fix all the red tape.” But I can guarantee this when elected this issue will be top for me to review and rectify.

3 Attraction of Labour;

This is an interesting one for me, as I remember myself 20ish years ago when Sudbury (we still do) had a doctor shortage, I was in Toronto’s Mount Saini hospital recovering from a surgery asking 4th year medical students to pick Sudbury to start their practice/ career.  The 2 resident doctor stated he was given offers from Sudbury, Calgary, Toronto and Ottawa the money was fairly equal between all the offers however the lifestyle that he wanted was a city one with culture.  He told me, he was not interested in snowmobiles, fishing and outdoors activities which is how Sudbury at the time was promoting itself.  As a city we truly need to fill the needs of todays employee, whether its and arts centre, a convention centre or a casino.  As a city we need to catch up to the important things of the 20-30 yr old age gap to draw them away from other cities and begin to set roots in our city or we will see more youth exit our city, leaving us as a retirement village.

4 Homelessness/ Opioid

Firstly, I believe that the Chamber should have broken this up as not all homeless are on drugs and not all with an opioid addiction are homeless.

Opioid: This is a national/ international problem and what should be done is research to see what city, what experts, what programs were used and being used to curb this crisis.  This problem will not change overnight however giving a person options and working with them is a start.  Regardless if they are not related to you, they are related to someone in our community.

Homeless: We have all heard or seen “tent city” in memorial park, what was done?  There are plenty of jobs available on various posting sites, why have we not helped train and create resumes or hiring clinics?

People need a sense of worth and accomplishment, a job and a roof over their head, will turn some from homeless to housed.  Without adding additional spending services to our community.

I have spoke to and would like to speak with more business owners on a program that I will introduce and champion (once elected) in the coming weeks.

5 Business Development/ Attracting New Business

It’s funny question 2, 3 if they would be combined are essentially the same question as this one.

People are businesses, businesses are people if we don’t have the amenities to attract the people the businesses will not set shop in Sudbury.

As for development fees I believe Sudbury and a couple other cities still charge this fee.  I believe this fee is outdated, it may have worked to increase city revenue when our city was booming however the boom is gone and the only boom we here now is a car door close and the developer goes to the next city. Policy’s need to be reviewed and changes need to made if our city is going to attract businesses and move this city forward.

6 Housing Affordability

This reverts back to employment, if we have good paying full-time jobs available, this avg. cost may not be such a difficult expense.   Unfortunately, pricing is not going to drop so as a community we need to step up and create a solution. Maybe we work with developers that own old schools, buildings or possibly northern brewery and covert it into small one bedroom rooms and create that as affordable housing.  Maybe this facility has a built-in centre where these residents get assistance creating resumes, finding better jobs or work on their education to assist in building them up for a new job they would like to attain.

Using your tax dollars to pay for someone else’s accommodations is not the way to create a vibrant community, we need solid ideas not just throw money at “it” and hope it gets solved.

My question to this question why is it only about housing affordability?  Our water bills keep going up and other costs of services.  Heck I received from my bank for the last 6 months of my car loan (I took that 6 month deferral when covid was in full effect) so the remaining amount $1500 instead of the 3% I was paying it’s now 8% interest.  I’m sure I’m not the only one receiving this surprise in the mail.  Luckily I was prepared for this however how many others are not because they are larger amounts then mine or maybe that $500,000 you recently purchased is a variable loan and the interest rate continues to rise.  We may soon see people sell their homes because of their mortgage payment continues to rise.  How many councillors are looking at that possibility?

7 L.U.

“Graduates find high-paying, sustainable jobs here. They work and live in Greater Sudbury, supporting the economy.”  I would like to challenge the chamber or LU on this comment, as I know 2 people that have graduated recently from LU (prior to covid) and they both or in other cities working.

L.U., Cambrian and Boreal large amounts of revenue from international students, I’m not sure about Cambrian but LU and Boreal less then 40% of the student population is local and I would dare to say it’s the same for Cambrian.  I believe this first thing needed for all three schools along with the city, is to promote from within keep local students here.

Local student know the city, local students enjoy what Sudbury has to offer.  You always hear “shop local” what about keeping our local students here. Maybe the city along with the schools set up a local bursary for students that stay, graduate and start their careers here.

8 Value for Services/ Taxes

This is just not a business issue it’s also a residential issue.  The former council spent so much money that the incoming council will be burdened with a 4% increase for their full term.   And with any indecision they make we (commercial, residential and industrial taxpayers) have to pay the interests as they pass on decisions to the next council because she does not want another bad decision on her record.

We are all never going to get away from paying taxes, how does the saying go? Two guarantees in life death and taxes.  If we continue on this path the current council has led us, it will be the death of us all.  I believe a full review/ audit of all depts to find discrepancies where money is being invested to the services it is paying for.  People may not like this but I think it has to be a third party to do this audit as the Mayor and deputy mayor did an audit 8 years ago and found nothing.  They did give us a 0% tax increase that year however we are now paying for that campaign promise by paying close to 4% in taxes the last few years and the upcoming years.  Things need to change and that can only be done with your vote.