Meet your HRM Candidates

The Halifax Chamber of Commerce wants to ensure you are informed and engaged in the democratic process as we approach the election from October 8 -19! We reached out to the mayoral and councillor candidates and asked them a series of questions on their priorities for our city. Read through their answers below. You can expand or shrink each of the candidates' responses by clicking on the small plus or minus symbol to the right of their names.

Please Note: The Halifax Chamber of Commerce is a neutral and non-partisan organization and has not endorsed any candidate—publicly or otherwise. The Halifax Chamber looks forward to working with all elected representatives after October 19th.

Mayoral Candidates

  • Bob Anders

    Candidate did not submit responses in time for publication.

  • Alex Andreas

    Dear Patrick Sullivan & Halifax Chamber of Commerce Members,

    Thank you for offering me the opportunity to respond to your platform’s questions. However, I must express my concerns with both the timing and nature of this request. Allowing mayoral candidates to respond after significant media attention has already shaped public perception does not level the playing field for those of us who were initially excluded.

    It seems that the HCC, a private membership organization, has chosen to publicly endorse the interests of one of its own members, Mr. Fillmore, a former MP. While I understand that you are acting on behalf of your private members, it appears the focus has shifted from promoting an inclusive democratic process to pushing an agenda that favors select candidates, particularly those with business interests. This narrative, amplified by media outlets not disclosing the full context, could have remained internal rather than being broadcast to the public, potentially misleading voters and distorting the choices available to them.

    Halifax deserves to be a city where voters have the freedom to choose based on fair and transparent representation, not narratives skewed by private interests. As a visible minority, I see things differently, fairness and inclusion should be at the core of any process that impacts the future of our diverse city. I believe in a transparent, equitable process that includes all voices, and I will continue to stand for a Halifax that is open to everyone.

    Please consider this letter as my response to the questions you have requested. I appreciate your commitment to promoting my answers to your members, through your social media channels, and your newsletter that reaches over 5,000 people. I look forward to seeing this commitment fulfilled.

    In the interest of transparency, I have also decided to share this response through my own channels and with the other candidates for clarity.

    Best regards,

    Alex Andreas
    Mayoral Candidate of Halifax

  • David Boyd
    • Official agent: Acting as own agent
    • Email: votedaveboyd@aol.com
    • Phone: 902.800.0134
    • Address: 21 Jackson Road, Dartmouth

    1. INTRODUCTION

    Please introduce yourself, and tell us what you see as the most pressing issue in HRM, and how you would plan to address it?

    Hello, I’m Dave Boyd, and I’m running for Mayor of Halifax Regional Municipality (HRM). I’ve spent my life deeply connected to this community, from growing up in Fairview to working in various roles that have allowed me to serve and understand the needs of our residents. My career in security, the taxi industry and my extensive community involvement have given me a unique perspective on the challenges and opportunities we face.

    Most Pressing Issue: Affordable Housing

    One of the most pressing issues in HRM is the lack of affordable housing. This problem affects many residents, including families, seniors, and new immigrants, making it difficult for them to find safe and affordable places to live.

    My Plan to Address It:

    Increase Affordable Housing Units: I plan to collaborate with local organizations, developers, and government agencies to build more affordable housing units. This includes utilizing available land and resources efficiently to create sustainable housing solutions.

    Support Services for Residents: Beyond just building homes, it’s crucial to provide support services that help residents thrive. This includes job training programs, educational opportunities, and mental health services, particularly for new immigrants who may need additional support as they settle into their new lives.

    Community Engagement: I believe in the power of community involvement. By fostering strong partnerships with local organizations and encouraging resident participation, we can create a more inclusive and supportive environment. This approach ensures that the solutions we implement are tailored to the actual needs of our community.

    Innovative Funding Solutions: Addressing affordable housing requires innovative funding solutions. I will explore various funding mechanisms, including public-private partnerships and grants, to ensure we have the necessary resources to tackle this issue effectively.

    By focusing on these strategies, I am confident we can make significant progress in addressing the affordable housing crisis in HRM, ensuring that everyone has a place to call home.

    Thank you for your interest and support. Together, we can build a better, more inclusive Halifax.

    2. TAXATION

    In 2022, the average commercial property tax bill for a local business increased roughly $2,000 that year for a total tax bill of roughly $45,000. How would you limit the burden of commercial tax bill increases for local businesses?

    As mayoral candidate Dave Boyd, I understand the significant impact that rising commercial property taxes can have on local businesses. Here are some strategies I would implement to limit the burden of commercial tax bill increases:

    1. Implementing Tax Relief Programs: I would advocate for targeted tax relief programs for small and medium-sized businesses. This could include tax credits or rebates for businesses that meet certain criteria, such as those that employ a significant number of local residents or contribute to community development.
    2. Reviewing and Adjusting Tax Rates: Regularly reviewing and adjusting tax rates to ensure they are fair and equitable is crucial. This includes considering the economic conditions and the ability of businesses to pay. By doing so, we can avoid sudden and steep increases in tax bills.
    3. Encouraging Economic Growth: Promoting economic growth through incentives for new businesses and supporting existing ones can help broaden the tax base. A larger tax base can reduce the individual tax burden on businesses. This includes providing grants, low-interest loans, and other financial support to encourage business expansion and innovation.
    4. Enhancing Efficiency in Municipal Spending: By improving the efficiency of municipal spending, we can reduce the need for high tax rates. This involves conducting regular audits of municipal services and infrastructure projects to ensure funds are being used effectively and efficiently.
    5. Engaging with Business Community: Maintaining an open dialogue with the business community is essential. I would establish a business advisory council to provide input on tax policies and other issues affecting local businesses. This ensures that the voices of business owners are heard and considered in decision-making processes.
    6. Exploring Alternative Revenue Sources: Diversifying the municipality’s revenue sources can help reduce reliance on property taxes. This could include exploring options such as public-private partnerships, grants, and other funding opportunities to support municipal projects and services.

    By implementing these strategies, we can create a more supportive environment for local businesses, helping them thrive while ensuring the financial stability of our municipality.

    3. COST OF LIVING

    The rising cost of living in Halifax, which once had a reputation for its relative affordability, is quickly outpacing its residents. A recent annual living wage report indicated that the new living wage increased 14% this year in the Halifax area. How do you intend to balance the need for expansion with quality of life for current and future residents?

    One of the most pressing issues we face today is the rising cost of living, which is making it increasingly difficult for many residents to afford basic necessities. The recent 14% increase in the living wage highlights the urgency of this problem1.

    Balancing Expansion with Quality of Life:

    Affordable Housing Initiatives: To address the housing crisis, I will prioritize the development of affordable housing units. This includes working with developers and leveraging municipal land for housing projects that cater to low- and middle-income families. By increasing the supply of affordable housing, we can help stabilize housing costs and make living in Halifax more accessible.

    Economic Growth and Job Creation: Promoting economic growth through support for local businesses and attracting new industries is essential. By creating more job opportunities and ensuring that wages keep pace with the cost of living, we can help residents achieve financial stability. This includes investing in sectors like technology, green energy, and tourism, which have the potential to provide well-paying jobs.

    Enhanced Public Services: Improving public services such as transportation, healthcare, and education is crucial for maintaining a high quality of life. I will work to ensure that these services are accessible and efficient, reducing the overall cost burden on residents. For example, expanding public transit options can help reduce transportation costs for families.

    Community Support Programs: Strengthening community support programs, particularly for vulnerable populations, is vital. This includes expanding access to mental health services, job training programs, and support for new immigrants. By providing these essential services, we can help residents better manage the rising cost of living and improve their overall well-being.

    Sustainable Development: Ensuring that our city’s expansion is sustainable is key to preserving the quality of life. This means implementing green building practices, protecting our natural environment, and promoting energy-efficient infrastructure. Sustainable development not only benefits the environment but also reduces long-term costs for residents.

    Engaging with the Community: Regularly engaging with residents to understand their needs and concerns is essential. I will establish forums and advisory councils to gather input and ensure that our policies reflect the community’s priorities. This collaborative approach will help us create solutions that are both effective and inclusive.

    By focusing on these strategies, we can balance the need for expansion with the quality of life for current and future residents. Together, we can build a Halifax that is affordable, inclusive, and thriving.

    Thank you for your interest and support. Let’s work together to make Halifax a better place for everyone.

    4. HOUSING

    Halifax’s Population has increased by over 60,000 people in the past 5 years. This massive and rapid increase in population has put significant strain on the existing supply of housing, with Halifax needing an estimated 20,000 new units by 2030. What specific policies would you implement to increase the availability of affordable housing in our city?

    The rapid population growth in Halifax has indeed put significant pressure on our housing supply. To address this urgent issue, I propose the following specific policies to increase the availability of affordable housing in our city:

    1. Expanding Affordable Housing Initiatives:
    1. Incentivizing Development:
    1. Utilizing Surplus Land:
    1. Streamlining Approval Processes:
    1. Promoting Diverse Housing Options:
    1. Collaboration with Stakeholders:

    By implementing these policies, we can significantly increase the availability of affordable housing in Halifax, ensuring that our city remains a welcoming and inclusive place for everyone.

    Thank you for your interest and support. Together, we can build a better, more affordable Halifax.

    5. PROJECT MANAGEMENT

    In a welcomed change of pace for government projects, the Cogswell District redevelopment in downtown Halifax has recently reported that it is on schedule to finish next year and will actually come in under budget despite millions in unexpected costs. If elected Mayor, are there any strategies or approaches that you feel need to be implemented to ensure that government funded projects don’t run over time or over budget?

    The success of the Cogswell District redevelopment is a testament to effective project management, and it’s crucial that we apply similar strategies to future government-funded projects. Here are some approaches I would implement to ensure projects stay on time and within budget:

    1. Enhanced Project Planning and Management:
    1. Transparency and Accountability:
    1. Centralized Governance:
    1. Optimizing for High-Priority Outcomes:
    1. Reimagining Operations:

    By implementing these strategies, we can ensure that government-funded projects in Halifax are completed on time and within budget, ultimately benefiting our community and enhancing public trust in our municipal government.

    Thank you for your interest and support. Together, we can build a more efficient and accountable Halifax.

    6. SUSTAINABILITY

    In June of 2020, Halifax Regional Council unanimously adopted HalifACT – a plan to achieve a net-zero economy by 2050. This plan added an additional 3% each year to residents or businesses property tax bill to pay for sustainable improvements and retrofits of municipal assets. Are you pleased with the city’s progress towards net-zero, and do you believe that Haligonians are receiving value for this additional tax burden?

    The adoption of HalifACT in June 2020 was a significant step towards achieving a net-zero economy by 2050. This ambitious plan reflects our commitment to addressing climate change and building a sustainable future for Halifax.

    Progress Towards Net-Zero:

    I am pleased with the progress we have made so far, but there is still much work to be done. According to the latest reports, corporate emissions have decreased by approximately 22.7% and community emissions by 10.7% since the baseline year of 2016. These reductions are promising, but we must continue to accelerate our efforts to meet our targets.

    Value for the Additional Tax Burden:

    The additional 3% property tax has been crucial in funding the initiatives outlined in HalifACT. These funds have supported various projects, including:

    These initiatives not only contribute to our climate goals but also provide long-term benefits to residents by reducing energy costs, improving air quality, and creating a healthier environment.

    Ensuring Continued Value:

    To ensure that Haligonians continue to receive value for this additional tax burden, I propose the following strategies:

    1. Transparent Reporting: Maintain regular and transparent reporting on the progress and impact of HalifACT initiatives. This will help residents understand how their tax dollars are being used and the benefits they are receiving.
    2. Community Engagement: Engage with the community to gather feedback and ensure that the initiatives align with residents’ needs and priorities. This includes hosting public forums and surveys to involve residents in decision-making processes.
    3. Efficient Use of Funds: Ensure that funds are used efficiently and effectively by conducting regular audits and evaluations of projects. This will help identify areas for improvement and ensure that resources are being allocated to the most impactful initiatives.
    4. Leveraging Additional Funding: Continue to leverage additional funding from federal and provincial governments, as well as private sector partnerships, to maximize the impact of our investments and reduce the burden on local taxpayers.

    By focusing on these strategies, we can ensure that the additional tax burden is justified and that HalifACT continues to deliver significant benefits to our community.

    Thank you for your interest and support. Together, we can build a sustainable and resilient Halifax.

    7. TRANSPORTATION

    Our communities are growing, and we need a transportation system that supports growth and improves connections. What do you see as the biggest issue facing our public transportation system and how can we address it?

    As our communities continue to grow, it’s crucial that our transportation system evolves to meet the increasing demands. One of the biggest issues facing our public transportation system is insufficient capacity and connectivity.

    Insufficient Capacity and Connectivity:

    With the rapid population growth in Halifax, our current public transportation system is struggling to keep up with the demand. This results in overcrowded buses, longer wait times, and limited service coverage, particularly in suburban and rural areas. Additionally, the lack of seamless connections between different modes of transportation makes it challenging for residents to commute efficiently.

    How We Can Address It:

    1. Expanding and Upgrading Infrastructure:
    1. Enhancing Service Coverage:
    1. Integrating Multimodal Transportation:
    1. Promoting Sustainable Transportation:
    1. Community Engagement and Feedback:

    By addressing these issues with targeted strategies, we can create a public transportation system that supports growth, improves connections, and enhances the quality of life for all residents in Halifax.

    Thank you for your interest and support. Together, we can build a better, more connected Halifax.

    8. PROVINCIAL COOPERATION

    At times the relationship between the Provincial Government and HRM can be tenuous, and at other times they are extremely cooperative. Are there any areas that you feel there is too much interference from the Province, or too little assistance from them?

    The relationship between the Provincial Government and HRM is crucial for the effective governance and development of our city. While there are areas where cooperation is strong, there are also instances where the balance of interference and assistance could be improved.

    Areas with Too Much Interference:

    1. Municipal Autonomy:
    • Land Use and Zoning: The Provincial Government sometimes imposes regulations on land use and zoning that can limit HRM’s ability to make decisions tailored to local needs. Greater municipal autonomy in these areas would allow us to address specific community concerns more effectively.
    • Transportation Planning: Provincial oversight in transportation planning can sometimes delay or complicate the implementation of local transit projects. More local control over transportation initiatives would enable us to respond more swiftly to the needs of our growing population.

    Areas with Too Little Assistance:

    1. Affordable Housing:
    • Funding and Support: While the Province has provided some support for affordable housing, more consistent and substantial funding is needed to address the housing crisis in HRM. Increased provincial investment in affordable housing projects and support services would significantly benefit our community.
    • Homelessness Programs: Enhanced collaboration and funding from the Province for homelessness prevention and support programs are essential. This includes mental health services, addiction treatment, and job training programs to help individuals transition out of homelessness.
    1. Infrastructure Development:
    • Public Transit: Expanding and improving our public transit system requires significant investment. Additional provincial funding and support for public transit projects would help us enhance service coverage, reduce congestion, and promote sustainable transportation.
    • Climate Resilience: As we work towards our net-zero goals, more provincial assistance is needed for climate resilience projects. This includes funding for green infrastructure, renewable energy initiatives, and community resiliency programs to mitigate the impacts of climate change.

    Building a Stronger Partnership:

    To address these issues, I am committed to fostering a stronger, more collaborative relationship with the Provincial Government. This includes:

    • Regular Dialogue: Establishing regular communication channels with provincial representatives to discuss and address mutual concerns.
    • Joint Task Forces: Creating joint task forces to tackle specific issues such as affordable housing, public transit, and climate resilience.
    • Advocacy and Collaboration: Advocating for more balanced policies that respect municipal autonomy while seeking greater provincial support for critical initiatives.

    By working together, we can ensure that HRM receives the support it needs to thrive while maintaining the flexibility to address local challenges effectively.

    9. FUTURE VISION

    At our recent State of the Municipality, Mayor Mike Savage discussed his vision that he had for Halifax when he became Mayor in 2012. If you were to be elected, what would be your vision for Halifax over the next decade? Where would you like to see Halifax be in ten years?

    If elected, my vision for Halifax over the next decade is to create a city that is inclusive, sustainable, and thriving. Here’s where I would like to see Halifax in ten years:

    1. A City with Affordable Housing for All:

    • Affordable Housing: My vision includes a Halifax where everyone has access to safe and affordable housing. By 2034, I aim to significantly reduce homelessness and ensure that new housing developments include affordable options for low- and middle-income families.
    • Support Services: Enhanced support services for vulnerable populations, including mental health care, job training, and community integration programs, will be a cornerstone of our housing strategy.

    2. A Leader in Sustainability and Climate Action:

    • Net-Zero Goals: Achieving our HalifACT goals and becoming a leader in sustainability is crucial. By 2034, I envision Halifax as a city that has made significant strides towards net-zero emissions, with widespread adoption of renewable energy sources and green infrastructure.
    • Green Spaces: Expanding and preserving green spaces and parks to enhance the quality of life for all residents and promote environmental stewardship.

    3. A Thriving Economy with Opportunities for All:

    • Economic Growth: I see Halifax as a hub of innovation and economic growth, with a diverse economy that includes thriving tech, green energy, and creative industries. Supporting local businesses and attracting new investments will be key to this vision.
    • Job Creation: Creating well-paying jobs and ensuring that our workforce has the skills needed for the future through education and training programs.

    4. A Connected and Accessible City:

    • Public Transportation: By 2034, I envision a public transportation system that is efficient, reliable, and accessible to all residents. This includes expanding service coverage, increasing frequency, and integrating various modes of transport for seamless connectivity.
    • Active Transportation: Promoting walking and cycling through the development of safe and extensive bike lanes and pedestrian pathways.

    5. A Community that Values Inclusivity and Diversity:

    • Welcoming Newcomers: Halifax will be a welcoming city for new immigrants, with robust support systems to help them integrate and thrive in their new community.
    • Community Engagement: Fostering a sense of belonging and community engagement, ensuring that all voices are heard and valued in the decision-making process.

    6. A Safe and Healthy City:

    • Public Safety: Enhancing public safety through community policing and preventive measures, ensuring that all residents feel safe and secure.
    • Health and Wellness: Promoting health and wellness through accessible healthcare services, recreational facilities, and mental health support.

    By focusing on these key areas, we can build a Halifax that is not only prepared for the challenges of the future but also a place where everyone has the opportunity to thrive. Together, we can create a city that we are all proud to call home.

    Thank you for your interest and support. Let’s work together to make this vision a reality for Halifax.

    10. CLOSING QUESTION

    Are there any specific initiatives that you haven’t had a chance to talk about today that you would like to implement if you were elected?

    Absolutely! There are a few additional initiatives that I am passionate about and would like to implement if elected as Mayor of Halifax:

    1. Youth Engagement and Empowerment:

    • Youth Councils: Establish youth councils to give young people a voice in municipal decision-making. This will help ensure that their perspectives and ideas are considered in policies that affect them.
    • Youth Programs: Expand programs that provide mentorship, job training, and recreational activities for youth, helping them develop skills and stay engaged in their communities.

    2. Digital Transformation:

    • Smart City Initiatives: Implement smart city technologies to improve municipal services, enhance public safety, and make our city more efficient. This includes smart traffic management systems, digital public services, and improved data analytics for better decision-making.
    • Digital Inclusion: Ensure that all residents have access to digital tools and resources, including high-speed internet, to bridge the digital divide and promote equal opportunities.

    3. Arts and Culture:

    • Cultural Grants: Increase funding for cultural grants to support local artists, musicians, and cultural organizations. This will help foster a vibrant arts scene and promote Halifax as a cultural hub.
    • Public Art Projects: Encourage public art projects that beautify our city and celebrate our diverse heritage and community spirit.

    4. Mental Health and Wellness:

    • Mental Health Services: Expand access to mental health services, including crisis intervention and counseling, to support residents’ well-being.
    • Community Wellness Programs: Promote community wellness programs that encourage physical activity, healthy eating, and social connections.

    5. Environmental Stewardship:

    • Urban Green Spaces: Increase the number of urban green spaces and community gardens to promote environmental sustainability and provide residents with more recreational opportunities.
    • Waste Reduction Initiatives: Implement waste reduction initiatives, such as composting programs and plastic reduction campaigns, to minimize our environmental footprint.

    6. Senior Support:

    • Aging in Place: Develop programs that support seniors in aging in place, including home modification grants and in-home care services.
    • Senior Centers: Enhance senior centers to provide more activities, social opportunities, and support services for our aging population.

    These initiatives reflect my commitment to creating a more inclusive, innovative, and supportive Halifax. By focusing on these areas, we can ensure that our city continues to grow and thrive, benefiting all residents.

    Thank you for your interest and support. Together, we can make Halifax an even better place to live, work, and play.

  • Sean Dibbin

    Candidate did not submit responses in time for publication.

  • Ryan Dodge

    1. INTRODUCTION

    Please introduce yourself, and tell us what you see as the most pressing issue in HRM, and how you would plan to address it?

    My name is Ryan Dodge, and I’m running for mayor because I believe Halifax needs strong, transparent leadership to tackle the challenges we face as a growing city. The most pressing issue in HRM is affordable housing. Our population has skyrocketed, and we need innovative solutions to ensure that both new and longtime residents can afford to live here. My plan is to work closely with developers, streamline approval processes, and invest in affordable housing projects while protecting the character of our city.

    2. TAXATION

    In 2022, the average commercial property tax bill for a local business increased roughly $2,000 that year for a total tax bill of roughly $45,000. How would you limit the burden of commercial tax bill increases for local businesses?

    I understand the burden that local businesses face with rising commercial property taxes. To limit this, I would focus on introducing caps on tax increases for small and medium-sized businesses and work to increase transparency in how tax dollars are spent. Encouraging mixed-use developments can expand the tax base without placing an undue burden on existing businesses. I’d also support policies that prioritize growth in commercial hubs to stimulate the economy without over-taxing businesses.

    3. COST OF LIVING

    The rising cost of living in Halifax, which once had a reputation for its relative affordability, is quickly outpacing its residents. A recent annual living wage report indicated that the new living wage increased 14% this year in the Halifax area. How do you intend to balance the need for expansion with quality of life for current and future residents?

    We need to strike a balance between expansion and maintaining the quality of life for all Haligonians. To manage the rising cost of living, I’d advocate for policies that support affordable housing, wage growth, and investment in public infrastructure. By improving public transportation and promoting density in key areas, we can reduce commuting times and make Halifax more affordable for current and future residents. Keeping the city livable should be a key consideration in all future development.

    4. HOUSING

    Halifax’s Population has increased by over 60,000 people in the past 5 years. This massive and rapid increase in population has put significant strain on the existing supply of housing, with Halifax needing an estimated 20,000 new units by 2030. What specific policies would you implement to increase the availability of affordable housing in our city?

    To address the housing crisis, I’d work to fast-track developments that include affordable housing units and introduce incentives for developers to build affordable rentals and homes. We must also reduce red tape in the approval process to get housing built faster. Additionally, partnering with nonprofit organizations and encouraging co-op housing initiatives will help ensure long-term affordability. Halifax needs to prioritize affordable, accessible housing for all.


    5. PROJECT MANAGEMENT

    In a welcomed change of pace for government projects, the Cogswell District redevelopment in downtown Halifax has recently reported that it is on schedule to finish next year and will actually come in under budget despite millions in unexpected costs. If elected Mayor, are there any strategies or approaches that you feel need to be implemented to ensure that government funded projects don’t run over time or over budget?

    The Cogswell District is a great example of how we can manage projects effectively. If elected, I would push for strong project oversight, more detailed upfront planning, and frequent progress reviews to ensure that timelines and budgets are maintained. Transparency is key—ensuring that the public is regularly updated on the status of major projects can help keep the government accountable and prevent delays.

    6. SUSTAINABILITY

    In June of 2020, Halifax Regional Council unanimously adopted HalifACT – a plan to achieve a net-zero economy by 2050. This plan added an additional 3% each year to residents or businesses property tax bill to pay for sustainable improvements and retrofits of municipal assets. Are you pleased with the city’s progress towards net-zero, and do you believe that Haligonians are receiving value for this additional tax burden?

    While I’m pleased with some of the progress made under HalifACT, I believe we need to accelerate the pace to meet the 2050 net-zero target. The additional tax burden on residents must deliver clear value, and that means ensuring energy retrofits and sustainability projects actually reduce energy costs and improve quality of life. Moving forward, I’d ensure that sustainability projects are both effective and cost-efficient.

    7. TRANSPORTATION

    Our communities are growing, and we need a transportation system that supports growth and improves connections. What do you see as the biggest issue facing our public transportation system and how can we address it?

    The biggest issue facing our public transportation system is a lack of reliability and coverage. Many residents rely on transit, but long wait times and infrequent service make it a less attractive option. To fix this, I’d push for increased bus frequency, the expansion of transit routes, and the development of express lanes to reduce commute times. Investing in a modern, efficient public transit system will reduce congestion and improve connections between our growing communities.

    8. PROVINCIAL COOPERATION

    At times the relationship between the Provincial Government and HRM can be tenuous, and at other times they are extremely cooperative. Are there any areas that you feel there is too much interference from the Province, or too little assistance from them?

    There are times when the province’s involvement in municipal affairs can feel like overreach, particularly when it comes to development approvals and housing. I believe we need more autonomy to manage our own affairs, but we also need provincial assistance in areas like public health, education, and transportation funding. By fostering a cooperative relationship, we can ensure that HRM has the resources it needs while maintaining control over key decisions.

    9. FUTURE VISION

    At our recent State of the Municipality, Mayor Mike Savage discussed his vision that he had for Halifax when he became Mayor in 2012. If you were to be elected, what would be your vision for Halifax over the next decade? Where would you like to see Halifax be in ten years?

    My vision for Halifax is a vibrant, inclusive city that balances growth with quality of life. In ten years, I see Halifax as a city with a thriving economy, affordable housing options for all income levels, a world-class public transit system, and a commitment to sustainability. I want Halifax to be a place where families can thrive, businesses can grow, and we can all be proud of our shared heritage and future.

    11. NEW MUNICIPAL FUNDING MODEL

    Municipalities are bearing the brunt of the burden financially for the recent record setting population growth that nova scotia has experienced in recent years. Do you believe that a new funding model is required for how Municipalities are funded by the Province? Can you provide some examples of how that could change?

    With the population growth we’ve experienced, it’s clear that the municipality needs a new funding model that better reflects our current needs. I’d advocate for increased provincial transfers to the municipality to help cover the costs of infrastructure, housing, and services that come with rapid growth. We should also look at new revenue-generating opportunities that do not solely rely on property taxes, such as a share of provincial sales tax revenues.

    11. RED TAPE

    Through its plan under the Housing Accelerator Fund (HAF), Halifax will improve permitting processes, reduce upfront costs for permitting, and incentivize the use of pre-approved building plans. Are there any other areas you believe HRM could reduce red tape?

    Reducing red tape is essential to getting housing built faster and making the city more efficient. Aside from the Housing Accelerator Fund’s initiatives, I’d also focus on simplifying zoning bylaws and speeding up the approval process for businesses. We need to create a regulatory environment that encourages development and innovation while still protecting the public interest.

    12. CLOSING QUESTION

    Are there any specific initiatives that you haven’t had a chance to talk about today that you would like to implement if you were elected?

    I haven’t had a chance to mention my plan to expand mental health and addiction services in our city. These are issues that affect so many of our residents, and they need to be a priority. I’d work with the province to increase funding for mental health services and ensure that those in need have access to care. Additionally, I’d support the creation of more community outreach programs to address homelessness and addiction.

  • Andy Fillmore

    1. INTRODUCTION

    Please introduce yourself, and tell us what you see as the most pressing issue in HRM, and how you would plan to address it?

    My name is Andy Fillmore, and I’m running to be the next Mayor of HRM.

    I am here because of you and all of the citizens of the Halifax Regional Municipality. I love this place, and I care about the people who live here.

    For almost a decade, I represented a significant portion of the people in HRM as the MP for Halifax. During those years, we got a lot done for our community, and we did it by working together with all levels of government, by collaborating, listening, and taking action.

    Now I want to put that experience to work as your Mayor.

    HRM is a community of communities, each with a heart beat all its own. It’s rich in history and culture. It’s as diverse in its people as it is in its geography.

    People are moving to HRM to live and work here, to go to school here, to raise their families here, to invest here. We are on the move and we are growing. But with that growth - comes growing pains.

    We have our challenges, but I believe there are solutions, and I look forward to sharing some of my ideas.

    Before politics, I was a city planner for more than 20 years. And once a planner, always a planner. And in that career, and as MP, I learned a lot about what works and what doesn’t.

    And what is not working is pitching tents instead of building housing. It’s become too hard to build homes - there’s too much red tape, delay, and outdated regulation – all adding unnecessary time and cost to the homes that do get built. I want to eliminate those obstacles so that we can take the tents down and put houses up.

    Traffic congestion is getting worse, not better, and the buses are late.

    To meet these new challenges, Regional Council needs to come together in a new way. A better way that puts politics aside, and puts people first.

    There has never been a better time to live in HRM. Our future is bright, and I’m so excited to work with all of you as we make our growth work, not against us, but for us, and in a way that unlocks our full potential.

    So I stand ready to offer up my years of experience as a city planner, and as someone who has worked in and, and with, every level of Government, to bring us together to meet this moment.

    2. TAXATION

    In 2022, the average commercial property tax bill for a local business increased roughly $2,000 that year for a total tax bill of roughly $45,000. How would you limit the burden of commercial tax bill increases for local businesses?

    As many of you will know, Council approved a new tiered tax commercial system with zones in 2022, raising commercial property taxes in the business parks and reducing them elsewhere.

    It’s a laudable goal to shift the tax burden to the larger national chains instead of the small businesses that make up the fabric of our communities.

    But I’ve heard from businesses that the current system is still far too complex and we have some of the highest commercial property taxes in Canada. Some small businesses are still facing massive tax bills.

    We need to make sure our commercial tax system is competitive, fair, and efficient. To accomplish this, HRM needs to diversify revenue streams and in particular, be more deliberate about accessing funding streams from existing provincial and federal programs.

    But HRM can help out businesses in a number of ways too.

    I want HRM to work closely with our business community to reduce barriers to their success. Because your success is our success as a municipality.

    One thing we can do right now to support our local restaurants and pubs is eliminating patio application fees for small businesses. Our local patios are where we gather on a nice day, enjoy the weather and connect with our friends and neighbours.

    But HRM is charging patio fees higher than the national average and is costing our businesses both time and money in submitting these applications. Let’s cut this red tape and support our small businesses by saving them a thousand dollars a year.

    This may seem like a small thing, but it’s an important thing because it means we’re listening and not afraid to act on what we hear.

    As Mayor, I will put my full weight behind making sure HRM is a partner rather than a roadblock to business growth.

    3. COST OF LIVING

    The rising cost of living in Halifax, which once had a reputation for its relative affordability, is quickly outpacing its residents. A recent annual living wage report indicated that the new living wage increased 14% this year in the Halifax area. How do you intend to balance the need for expansion with quality of life for current and future residents?

    We have all been through the worst economic shock of our lifetimes.

    The cost of living has increased across the board, but the big outlier is clearly the cost of housing.

    RBC has estimated that home ownership costs in HRM are now over 45% of median household income, well above the long-run average of about 32%. In other words, almost half of people’s income is now being spent on home ownership, where it used to be less than one third.

    But the cost of housing is one area where HRM can make a huge difference..

    My plan is focused on reducing the cost of construction by approving more homes that are lower cost than what is currently on the market, and making sure those reduced costs are passed on to buyers and renters. And I have a clear plan to do that which I’ll share in response to the next question.

    In addition to addressing housing, I’m also focused on getting better value for your tax dollar.

    The current Council raised the tax rate last year amid an affordability crisis, and I think that was wrong. We need to put affordability first and that’s why I propose to freeze the residential tax rate for two years as we do an audit of municipal spending and operations, focused on finding efficiencies and redirecting staff to more customer-facing roles.

    4. HOUSING

    Halifax’s Population has increased by over 60,000 people in the past 5 years. This massive and rapid increase in population has put significant strain on the existing supply of housing, with Halifax needing an estimated 20,000 new units by 2030. What specific policies would you implement to increase the availability of affordable housing in our city?

    There is an urgent need to build thousands of homes. But more than that, we need to build them quickly, and at a price that people can afford.

    But the cost of construction remains too high. You can’t lower the sale price or reduce rent if the cost of construction keeps going up.

    But there are 3 ways to reduce the cost of construction, and pass those reduced costs on as lower mortgages for buyers, and reduced rent for renters. And they’re all within HRM’s policy purview to do today.

    Here’s what I’ll do:

    1. Streamline the process to speed up approvals for building permits, development agreements and development approvals. We need to act with much more urgency to approve housing. Why is Edmonton so much faster at approving housing than we are here in HRM? We can raise the bar, and I’ll use my 30+ years of public policy experience as a city planner and parliamentarian to make that happen.
    2. Remove the policy roadblocks that are getting in the way of innovative and efficient construction techniques, like modular, prefab, and factory-built flatpack construction.
    3. Unlock more lower cost land for housing. HRM has areas of low cost land that have been awaiting municipal approval for development for as long as 9 years, and that isn’t acceptable in the midst of a housing and affordability crisis.

    My research, including consultation with industry and housing providers, shows that making these three HRM policy changes can reduce the cost of new housing by double-digit percentage points in just a couple of years.

    In exchange for these rapid approvals and policy changes, builders will need to get shovels in the ground and quickly deliver more new homes at lower cost. If those benchmarks (more. quick. cheaper.) aren’t met, the permits and development agreements will be revoked, and we’ll move down the list to the next builder who will meet them.

    Builders will also be required to work with non-profit housing providers to create non-market, deeply affordable housing units.

    So, HRM will expect the private sector to work in good faith with our community housing sector.

    Mount Hope in Dartmouth is a terrific example of that kind of cooperation. The YWCA and Clayton Developments have created 32 quality modular townhouses integrated into a large-scale development. And that’s just a start. We need much more of this kind of cooperation as we tackle the housing crisis.

    5. PROJECT MANAGEMENT

    In a welcomed change of pace for government projects, the Cogswell District redevelopment in downtown Halifax has recently reported that it is on schedule to finish next year and will actually come in under budget despite millions in unexpected costs. If elected Mayor, are there any strategies or approaches that you feel need to be implemented to ensure that government funded projects don’t run over time or over budget?

    The Cogswell interchange is a remarkable project - one of the largest infrastructure projects currently underway in Canada.

    It was one of the first projects I worked on when I joined the HRM planning department back in 2005, when I had the privilege of writing the first RFP for the project. Later, in 2009 the HRMbyDesign Downtown Halifax Plan that I led defined the new vision for the Cogswell Precinct.

    And some in the room may remember the Cogswell Shake-Up public visioning event I co-hosted with a newly-minted Mayor Savage back in 2012 that put the project back onto the Council agenda.

    So it’s fantastic to see this project come to fruition, and it’s great news that it’s slated to be about $10m under budget. Credit is due to the HRM team running it.

    As for cost control, I’m inclined to say, let’s double down on what works.

    But looking closely, the primary reduction in costs is attributed to utility cost sharing opportunities for new and relocated underground infrastructure that cropped up, dnd work done for, and paid for, third parties like Crombie REIT and DND that made sense to do while all the equipment and labour was on-site.

    These cost off-sets are great, but were pretty unique to this case and won’t be replicable everywhere.

    According to the Staff report, consulting fees rose by around 37%.Material disposal fees are higher than planned. Construction costs were higher than planned for a few key items.

    So before we pat ourselves too much on the back, we should understand what led to those cost increases, and understand if there are lessons that can be more broadly applied.

    As a project manager that delivered our Downtown Plan, and as a member of the project management teams that delivered the Central Library and Halifax Convention Centre, I am uniquely positioned on this stage to understand complex infrastructure projects.

    6. SUSTAINABILITY

    In June of 2020, Halifax Regional Council unanimously adopted HalifACT – a plan to achieve a net-zero economy by 2050. This plan added an additional 3% each year to residents or businesses property tax bill to pay for sustainable improvements and retrofits of municipal assets. Are you pleased with the city’s progress towards net-zero, and do you believe that Haligonians are receiving value for this additional tax burden?

    Shannon Miedema and her team are doing a fantastic job steering HRM toward net zero. In fact she holds the job I once held at the city, that of Manager of the Sustainable Environment Office, following the pioneering footsteps of Stephen King and Richard MacLellan.

    Climate change is undeniably a huge issue for HRM residents and it’s costing us dearly already. Just in Atlantic Canada alone, severe weather caused close to half a billion dollars in damage in 2023. That follows the two thirds of a billion dollars of damage caused by Hurricane Fiona in 2022.

    On top of managing and mitigating climate change impacts, HRM also needs to have a robust emergency response plan in place to make sure our first responders can be proactive, and not reactive, to safely evacuate our communities in case of wildfire.

    The auditor general criticized the existing council for not having a documented emergency plan in place. I’ll employ my experience as a city planner to make sure we have a comprehensive and clear plan in place to keep our communities safe.

    The good news is, HRM appears to be making good progress on emissions reductions, with a 23% emissions reduction in municipal operations since 2016. So that’s a job really well done.

    HRM now needs to be focused on making our infrastructure more resilient to climate change, so that when extreme weather does hit, as it inevitably will, we are better prepared.

    This means making sure we have more than one road out in areas at risk from wildfire. I’ve already begun discussions with residents and landowners about what those solutions look like, and as Mayor, this will be a top priority for me.

    7. TRANSPORTATION

    Our communities are growing, and we need a transportation system that supports growth and improves connections. What do you see as the biggest issue facing our public transportation system and how can we address it?

    It’s become far too hard to move around our city and as a fast-growing, capital city. We need to do better.

    Something I hear often from residents is that as our municipality grows, Halifax Transit’s service always seems to lag a decade behind that growth. We urgently need to close that gap.

    Exact change and paper bus tickets were the norm until only recently, but were replaced with an app that was out of date before it was implemented.

    And speaking of apps, the data being fed to transit apps is only accurate about 70% of the time. Halifax Transit’s on-time metrics are now worse than pre-pandemic levels.

    All of these things are driving people away from transit and into their cars, increasing congestion in a vicious cycle.

    If we are ever going to address congestion, we need to make Halifax Transit more reliable. This means taking action in the short term, and in the long term.

    Short term: Put the user experience first.

    We need to analyze transit data to identify bottlenecks, identify under-serviced areas, or routes with consistent delays and adapt quickly to get these buses moving.

    We need to create a true tap-to-pay system to make it easier to get on a bus.

    Recruitment and retention issues also plague our transit system leading to canceled ferries as recently as yesterday, and buses that are late or don’t show up at all. We need to fix that.

    Long term: we need to recognize that HRM’s growing transit needs can no longer be met by a traditional bus-based transit system.

    The time has come to implement bus rapid transit (BRT) solutions to get people moving again, and I’m prepared to get to work with the provincial and federal governments to put substantial available funding to work to get it done.

    8. PROVINCIAL COOPERATION

    At times the relationship between the Provincial Government and HRM can be tenuous, and at other times they are extremely cooperative. Are there any areas that you feel there is too much interference from the Province, or too little assistance from them?

    Many of HRM’s challenges simply cannot be solved alone, financially and jurisdictionally.

    We need productive, functioning relationships with other orders of government to tackle the housing and homelessness crisis, to modernize our transportation system, and address our infrastructure issues.

    Unlike the other candidates on stage this morning, I will arrive with these relationships and networks intact and functioning, and have never engaged in finger-pointing or blame-gaming.

    I will work in earnest partnership with anyone who will work with me, including other levels of government, to build homes that you can afford, to deliver a more reliable transit system, and to chart a new course on managing encampments in our city.

    My first act as Mayor will be to call Premier TIm Houston and tell him he has a willing partner in me, and in City Hall, to collaboratively solve this housing crisis.

    I have worked in, and with, all three levels of government throughout my 30 year career as a city planner and parliamentarian. So I will bring to City Hall ready-made productive relationships in these networks that will hit the ground running.

    9. FUTURE VISION

    At our recent State of the Municipality, Mayor Mike Savage discussed his vision that he had for Halifax when he became Mayor in 2012. If you were to be elected, what would be your vision for Halifax over the next decade? Where would you like to see Halifax be in ten years?

    My vision for HRM is of a city where growth and opportunity meets liveability.

    A city that harnesses the energy and ideas of growth while making sure we have housing that is accessible, a transit system that is reliable, and roads that are driveable.

    And I’m so excited for the opportunity to lead our city through this next chapter because we can get there, and we can get there together.

    We have come such a long way since those long, hard years when a generation came of age never seeing a crane on our skyline. From the years when our job market offered nothing to keep our young graduates here.

    But today? We’ve all worked so hard to get this far, and we’ve accomplished so much. And never before have we been better positioned, better prepared, or more motivated than we are right now to get this right.

    So, the task before us now is to manage that growth, and make sure it works for us, and not against us.

    And what that means will be different from neighbourhood to neighborhood, from community to community. We are, after all, an enormous municipality, each corner with its own unique way of life.

    But I know we can come together under a shared vision for the kind of municipality we want to become.

    I know that’s true because we’ve done it before, to get where we are today. And because I saw that work up close, I know we can do it again.

    As your mayor, I will work with anyone and everyone to get the job done.

    A coalition of people - rural, urban, suburban, from across the political spectrum brought together by a love for this place, and united behind a common purpose: To take charge of our future!

    I want to put my 25 years of experience as a city planner, my 9 years as a Member of Parliament, and my lifetime of working collaboratively to solve problems, to work for you, to be HRM’s builder in chief as we realize this vision together.

    10. CLOSING QUESTION

    Are there any specific initiatives that you haven’t had a chance to talk about today that you would like to implement if you were elected?

    We’re a large municipality, a community of communities. People shouldn’t have to burn a litre of gas to buy a litre of milk.

    People should be able to walk down a main street with their families and stop for an ice cream or a coffee, or visit a local corner store and sit in an outdoor seating area with recreation opportunities nearby.

    To achieve this, I’ll be announcing a Mainstreets Initiative to bring back mainstreets in communities across HRM.

    This initiative will remove outdated planning barriers that are preventing our entrepreneurs building these mainstreets.

    It will direct HRM staff to work with local business improvement districts and community groups from Musquodoboit Harbour to Sambro to hear from community members about how they’d like their Mainstreets to look and feel, and function and to determine what infrastructure improvements are required to support them.


    11. NEW MUNICIPAL FUNDING MODEL

    Municipalities are bearing the brunt of the burden financially for the recent record setting population growth that nova scotia has experienced in recent years. Do you believe that a new funding model is required for how Municipalities are funded by the Province? Can you provide some examples of how that could change?

    Property taxes have real drawbacks and limitations. They are not responsive to growth, and they are born unevenly by the population. The value of your property does not necessarily reflect your ability to pay.

    HRM gets about 82% of its revenue from property taxes and I would love to change that. But I am not dogmatic about what the solution is.

    It could be simply HRM getting a cut of provincial sales taxes, income taxes, or more block transfers. I am open to all and any combination of those solutions. And maybe there are others.

    I know that the Federation of Canadian Municipalities (FCM) has called on the federal, provincial, and territorial governments to come together to modernize funding and commit to a new support framework for municipalities.

    I would support that initiative, but I am also happy to negotiate directly with the Provincial Government.

    12. RED TAPE

    Through its plan under the Housing Accelerator Fund (HAF), Halifax will improve permitting processes, reduce upfront costs for permitting, and incentivize the use of pre-approved building plans. Are there any other areas you believe HRM could reduce red tape?

    There are certainly areas where HRM could reduce red tape.

    For housing, I think there is lots we can learn from other municipalities, like Edmonton, which receives high marks for its planning and development regime.

    Along with an advanced online portal and extensive amounts of information and guides available, they have very short and predictable approval timelines for development agreements and building permits.

    And I think we need someone in the planning department and development engineering department whose job it is to get approvals across the line.

    We need to allow concurrent approvals, instead of the step-by-step process we currently have.

  • Greg Frampton

    Official agent: Acting as own agent

    Website: mayorgreg.ca

    Email: mayorgreghrm@gmail.com

    · Official agent: Acting as own agent · Website: mayorgreg.ca

    · Email: mayorgreghrm@gmail.com

    Please introduce yourself, and tell us what you see as the most pressing issue in HRM, and how you would plan to address it?

    Greg Frampton Education: Business Degree and technical diploma, 30 years of Business and Government experience: Accounting, Management, Property Assessment, Public Housing, Maintenance and Construction Management experience. I have experience managing large budgets and large numbers of staff. You can view my site, there is a lot of information there your members will like.

    Mayorgreg.ca Taxes, Traffic, and Paris Accord/Halifact/Great Reset plans that will upend people’s lives

    TAXATION

    In 2022, the average commercial property tax bill for a local business increased roughly $2,000 that year for a total tax bill of roughly $45,000. How would you limit the burden of commercial tax bill increases for local businesses?

    I want to remove the 3% climate tax and reduce taxes by 14% overall. Smaller budget - lower taxes.

    COST OF LIVING

    The rising cost of living in Halifax, which once had a reputation for its relative affordability, is quickly outpacing its residents. A recent annual living wage report indicated that the new living wage increased 14% this year in the Halifax area. How do you intend to balance the need for expansion with quality of life for current and future residents?

    In addition to lowering taxes, I want the bus system to be more efficient.

    Cancel the Housing Accelerator Fund that aims to eliminate single family housing. I want to expand development in HRM and build more housing subdivisions.

    These new apartments in the core are not affordable and were never meant to be.

    HOUSING

    Halifax’s Population has increased by over 60,000 people in the past 5 years. This massive and rapid increase in population has put significant strain on the existing supply of housing, with Halifax needing an estimated 20,000 new units by 2030. What specific policies would you implement to increase the availability of affordable housing in our city?

    All the problems we face are the fault of the Trudeau Government’s Plans and Laws (Canadian Net-Zero Emissions Accountability Act) people should keep that in mind and it could change in a hurry post election.

    Cancel the Housing Accelerator Fund that aims to eliminate single family housing. I want to expand development in HRM and build more housing subdivisions. All these apartments are not affordable. HRM is a large land mass - so build on it.

    Use existing Building Code - the new one just adopted will just drive construction costs up. Issue permits faster.Less red tape, remove silly bylaws designed only to give business to consultants when building homes. Ie. Drainage plans

    Do attack ‘Urban Sprawl’ -as the leftists call it - embrace it.

    PROJECT MANAGEMENT

    In a welcomed change of pace for government projects, the Cogswell District redevelopment in downtown Halifax has recently reported that it is on schedule to finish next year and will actually come in under budget despite millions in unexpected costs. If elected Mayor, are there any strategies or approaches that you feel need to be implemented to ensure that government funded projects don’t run over time or over budget?

    As a Project Manager I have many ways of ensuring minimal cost overruns. This usually is completed prior to building.

    SUSTAINABILITY

    In June of 2020, Halifax Regional Council unanimously adopted HalifACT– a plan to achieve a net-zero economy by 2050. This plan added an additional 3% each year to residents or businesses property tax bill to pay for sustainable improvements and retrofits of municipal assets. Are you pleased with the city’s progress towards net-zero, And do you believe that Haligonians are receiving value for this additional tax burden?

    No, I want to repeal Halifact and eliminate the 3% climate tax.

    Halifact is horrible and citizens hate it after they learn about it. Anyone who supports it is going to be thrown under the political bus at some point. Hopefully soon.

    PROVINCIAL COOPERATION

    At times the relationship between the Provincial Government and HRM can be tenuous, and at other times they are extremely cooperative. Are there any areas that you feel there is too much interference from the Province, or too little assistance from them?

    I would like the Province to pass a law on removing bike lanes as they will do in Ontario and to find other ways to house the homeless other than pallet shelters.

    I want more money from the Federal Government to help fix the mess they made.

    FUTURE VISION

    At our recent State of the Municipality, Mayor Mike Savage discussed his vision that he had for Halifax when he became Mayor in 2012. If you were to be elected, what would be your vision for Halifax over the next decade? Where would you like to see Halifax be in ten years?


    NEW MUNICIPAL FUNDING MODEL

    Municipalities are bearing the brunt of the burden financially for the recent record setting population growth that nova scotia has experienced in recent years. Do you believe that a new funding model is required for how Municipalities are funded by the Province? Can you provide some examples of how that could change?

    NO TO MUNICIPAL INCOME TAX!!

    RED TAPE

    Through its plan under the Housing Accelerator Fund (HAF), Halifax will improve permitting processes, reduce upfront costs for permitting, and incentivize the use of pre-approved building plans. Are there any other areas you believe HRM could reduce red tape?

    I want to cancel the Housing Accelerator Fund, it’s bad. I want it gone.

    The Trudeau Gov went on to give conditional money to city councils across Canada to permanently ruin cities for their Paris Accord Utopia.

    They can have their money back. They seek to end Single family homes.

    See more at Mayorgreg.ca

  • Andrew Goodsell

    Candidate did not submit responses in time for publication.

  • Nolan Greenough

    In 2022 the average commercial property tax bill for a local business increased roughly $2,000, that total tax bill is now roughly $45,000. How would you limit the burden of commercial tax bill increases for local businesses?

    Something I'd like to explore is working to link our tax increases with inflation. It's a lot easier to predict the rate of inflation since it usually increases at a consistent rate, generally around 2-3%. More consistent increases means that it's easier to predict and budget for what you're going to be paying year over year.

    I'd also be interested in exploring local growth incentives. Specifically if you hire and train locally, especially with students. Perhaps doling out some rebates or other incentives as reward for building our local skill set. Now, I recognize that a lot of this isn't doable through Council alone, but I'd like to work very closely with the province to achieve some of this, maybe make some framework so we can achieve it without heavy provincial involvement.

    The rising cost of living in Halifax, which once had a reputation for its relative affordability, is quickly outpacing its residents. A recent annual living wage report indicated that the new living wage increased 14% this year in the Halifax area. How do you intend to balance the need for expansion with quality of life for current and future residents?

    This is something I can relate to a lot as a young homeowner, especially since it’s something that I actually need to contend with. My fiancé’s education does not lend itself well to the economy of Halifax, there is not a lot of work out there for her, so there's a non-zero chance that I myself also need to move Westward. So, something that I know that the city has done well, and I'd like to continue, is to actually work on continuing to increase the housing supply. I don't want to stop that. The HAF did a lot of heavy lifting on that, and we had a lot of funding to work with but there's some things that got caught up in it that maybe shouldn't have been. We can work to iron out the kinks as time goes on.

    Something else that I believe we're also working on but I'd like to look more into is mixed use developments. So, for example the ground floor of an apartment doesn't necessarily need to be more units, and the top floor of an industrial building doesn't necessarily need to be office space, right? So, I'd like to explore how much density we can squeeze in that regard especially within the peninsula. And finally, something that actually helped me, I'm part of a rent-to-own program, and that's how I got into my home so early. These programs reduce how much you need in a down payment, and speaking as somebody that is making $50,000 a year and not a lot more, that helped a lot to get ahead in life and I'd really like to see what we can do as a city to help each other in that regard. Maybe the city can play a role in helping link with investors, or maybe helping with down payments for these programs.

    Halifax’s Population has increased by over 60,000 people in the past 5 years. This massive and rapid increase in population has put significant strain on the existing supply of housing, with Halifax needing an estimated 20,000 new units by 2030. What specific policies would you implement to increase the availability of affordable housing in our city?

    As I mentioned in the last question, I am part of a rent to own agreement, so I'd like to explore how the city can help out with this sort of thing. So while housing falls within the provincial portfolio, which I'm sure everybody has heard a lot in the past few months, I think there is definitely a greater active role that we can take in it. I've already mentioned getting people in touch with investors and backing the people trying to get into these homes, but I'd also be curious to see if we could provide some property tax relief to these investors that are buying the homes for these people to rent in order to own them as well.

    I've been thinking about template mini homes as well. Right now you can have, depending on your zoning, accessory dwelling units in the backyard or what have you, so I'm interested in exploring what kind of build options we can have on that. Maybe working with Dalhousie architecture students to have maybe some DIY options or maybe even working with NSCC and the province to get hands on building these and in turn building our young workforce. I know apprenticeship hours are can be sometimes hard to come by. A lot of people don't want to take us on when we start out, that's just the way it is.

    In a welcomed change of pace for government projects, the Cogswell District redevelopment in downtown Halifax has recently reported that it is on schedule to finish next year and will actually come in under budget despite millions in unexpected costs. If elected Mayor, are there any strategies or approaches that you feel need to be implemented to ensure that government funded projects don’t run over time or over budget?

    I'd like to see that our chain of command and accountability is clearly established to the public, so everyone knows exactly what’s going on, and who to go to. Adding to that, I think that there's room for a milestone payment system as well. As things get completed in different phases of the project on time, that is when contractors get paid, as opposed, to say, a lump sum at the start or end of a project. The last real big thing I have is project updates that aren't in jargon. I read a lot of documents from engineers in my time as a mechanic. Service info is nothing but that, and it's very hard for my dyslexic co-workers to track what they're supposed to be doing. Honestly, the best example of clear updates I've seen is from following Waye on social media, and he's been giving very good updates on the Cogswell Interchange, so kudos for that.

    In June of 2020, Halifax Regional Council unanimously adopted HalifACT – a plan to achieve a net-zero economy by 2050. This plan added an additional 3% each year to residents or businesses property tax bill to pay for sustainable improvements and retrofits of municipal assets. Are you pleased with the city’s progress towards net-zero, And do you believe that Haligonians are receiving value for this additional tax burden?

    In short, yes and no, I'm particularly a fan of the fact that we're expanding actively in public transit. I also like that we are retrofitting buildings and installing backup power from green sources on buildings like our rec centers, however something I take issue with is the way that we're implementing our electric buses. Right now we can't buy an electric articulating bus and that's our highest capacity way of getting people around. They're just not available and our diesel ones are falling apart. The city has made a commitment to not buying any more fossil fuel powered buses, and because of that, we're either going to be spending more on maintenance on these worn out diesels, or buying a lot more buses and hiring more drivers than I think explicitly necessary. I think we'd be better off buying second hand hybrid/diesel articulating buses from other cities that are working to replace their fleet. Aside from that, I haven't seen anything to indicate that the technicians at Halifax Transit are trained for an electric drivetrain, and while Waye did take a second to inform me on stage, I'd still like more clarity on where the money is going, what it's being spent on, and how it's benefiting us. I think we're really in a good position to receive value from it, but there's a few aspects that I'd like some more clarity on from the citizen point of view.

    Our communities are growing, and we need a transportation system that supports growth and improves connections. What do you see as the biggest issue facing our public transportation system and how can we address it?

    That is a very tough question because there are a lot. Anybody that owns a business knows it's very hard to get employees on time when they are depending on a bus. I have worked places that have said they will not hire somebody if they depend on the bus to get to work because they can't be certain that they'll come on time, or even at all. Also, employee retention is a very large issue. I believe it was a survey this year that reported 40% of drivers are actively seeking other employment outside of Halifax Transit. I've touched on viability on the user side but on-time performance overall was less than 80% in quarter 3. On top of all of this, we also need to work on route coverage. For example, I live in Woodlawn. I'm maybe a 15-minute drive to Burnside on a bad day and I would need to leave at 11:00 p.m. the prior night to make it to Burnside for a 6:00am shift. That is ridiculous. I shouldn't need to take a car to get to Burnside from where I'm living. The solution I'd like to propose is I'd like to work with staff and send them to cities with more working Transit options so they can learn what works in other cities and bring it home to Halifax. My grandfather on my father's side was a city engineer and he spent a lot of time traveling and learning what works in other places, and he did a lot of work to bring those parts the city of Moncton.

    At times the relationship between the Provincial Government and HRM can be tenuous, and at other times they are extremely cooperative. Are there any areas that you feel there is too much interference from the province, or too little assistance from them?

    Something I'd like to try and get more control as a city from the Province is definitely housing. It is not in our portfolio right now, but we have very good staff working on it. I'd like to see almost full autonomy in that regard with just essentially the provincial government saying ‘here is the money to work on housing’. I understand there's a lot of hurdles for that, but that's what I want to see. I think the biggest thing that we can offer to them with this is reducing their administrative load, so if we have our staff who's already in the community, who already knows about these issues, and has already spoken to these people having issues, we can really offer more insight than somebody from a completely different part of the province on our behalf. Something that comes along with a candidate like me, who is young and has zero experience, is that I don't have any political baggage like any of the big candidates. The province would expect something from them. They don't know what's going to come out of me, and I'm saying right now that I can work with anybody. I have worked with a lot of people busting tires to get cars on the road, I can do that with anybody, it doesn't matter how diametrically opposed we are, be they on, political stances or even just personality. There’s one story that I’ve told a few times. I worked with three guys to get I think 65 cars through in the span of a 10-hour day, and anybody that's busted a tire knows that's not an easy feat. Overall, I think we need a lot of autonomy on some things but I'm willing to put in the leg work to try and bargain to get there.

    At our recent State of the Municipality, Mayor Mike Savage discussed his vision that he had for Halifax when he became Mayor in 2012. If you were to be elected, what would be your vision for Halifax over the next decade? Where would you like to see Halifax be in ten years?

    My vision overall is of a 24-hour Halifax supported by a robust transit system and business friendly practices. I'd like to encourage young minds and hands to build it. Obviously as a set of working hands myself I can really understand the issues getting into your trade and apprenticeship. Working with NSCC, Dalhousie or other institutions that are working to design and to build different things, if we can get these young minds and hands to work together to actually build the housing that we need, I think we're going to be in very great shape. I'll leave you with this simple message that I picked up from one of my friends: “We all lift together”. Anything that affects one person affects us all. We need to work together to get our city where we need to be.

  • Jim Hoskins

    Candidate did not submit responses in time for publication.

  • Darryl Johnson

    1. INTRODUCTION

    Please introduce yourself, and tell us what you see as the most pressing issue in HRM, and how you would plan to address it?

    My name is Darryl Johnson and I received my formal education from Dalhousie University majoring in Sociology with a minor in Criminology. I have volunteered in the community coaching high school boys basketball for 25 years at four different high schools. Working in those communities as a volunteer has given me the opportunity to connect with many youth, student athletes, their families, and school administration, including teachers and principles. I have also had the opportunity to work in various community organizations at the municipal and provincial government and including grassroots organizations. I am currently sitting on two committees, one being the Nova Scotia special Olympics board of Governors and the HRM African Descent Advisory Committee.

    2. TAXATION

    In 2022, the average commercial property tax bill for a local business increased roughly $2,000 that year for a total tax bill of roughly $45,000. How would you limit the burden of commercial tax bill increases for local businesses?

    -I would ensure that property tax assessments are transparent and fair. Establish tax relief programs for small businesses. Encourage local governments to create incentive programs, such as tax abatements or credits for businesses that invest in their properties or create jobs in the community. Regularly monitor the economic landscape and property market trends to inform tax policy, ensuring that tax rates remain competitive and do not outpace economic growth. Educate business owners. Provide resources and education for business owners on how to manage tax liabilities, tax planning strategies and available relief programs. Also, consider adjusting the formulas used to calculate tax rates to be more sensitive to economic conditions, ensuring that tax increases align more closely with businesses ability to pay.

    3. COST OF LIVING

    The rising cost of living in Halifax, which once had a reputation for its relative affordability, is quickly outpacing its residents. A recent annual living wage report indicated that the new living wage increased 14% this year in the Halifax area. How do you intend to balance the need for expansion with quality of life for current and future residents?

    Balancing expansion with the quality of life for current and future residents requires a thoughtful approach that considers several factors. Expansion should be planned in a way that enhances infrastructure, public services, and green spaces without overwhelming existing systems. Another would be community engagement. Involving current residents in decision-making processes ensures that their needs and concerns are heard and addressed, Public consultations, town halls, and surveys help align development with those living in the area. Also, affordable housing and economic opportunities that benefit residents. Balancing these elements ensures that expansion is beneficial and equitable, enhancing quality of life for both current and future residents.

    4. HOUSING

    Halifax’s Population has increased by over 60,000 people in the past 5 years. This massive and rapid increase in population has put significant strain on the existing supply of housing, with Halifax needing an estimated 20,000 new units by 2030. What specific policies would you implement to increase the availability of affordable housing in our city?

    My platform includes addressing the top issues that are facing Halifax currently Those issues are homelessness, encampments, affordable housing, infrastructure, and transit.

    1. Homelessness plan: My plan is to create a task force that can effectively deal with the crisis. First, I would recruit politicians from all three levels of government that have directly related experience or have the same passion that I do to help resolve this issue. Second, I would recruit people that have worked directly on the ground with this population. That includes community advocates, community specialists and community navigators, this would also include social workers and other organizations within the community. Third, I would include people with lived experience from the homeless population. These folks are the experts without their information and input. We are not gonna have the proper tools to complete the task. 2. For the encampment issue, I would integrate the homelessness plan into my short term plan. This plan calls for immediate action to house people. I would take the four existing structures or buildings that I am aware of, and have them renovated to accommodate the homeless and encampment people. The buildings that come to mine are, the old Halifax Public library, Saint Pats Alexandra, junior high school, located in the north end of Halifax, three located in the north end of Dartmouth in the Highfield park area, and for the old Purdy building on the Nova Scotia Hospital property. All of these buildings are vacant.

    5. PROJECT MANAGEMENT

    In a welcomed change of pace for government projects, the Cogswell District redevelopment in downtown Halifax has recently reported that it is on schedule to finish next year and will actually come in under budget despite millions in unexpected costs. If elected Mayor, are there any strategies or approaches that you feel need to be implemented to ensure that government funded projects don’t run over time or over budget?

    -If I were to be elected my vision would focus on creating a vibrant, sustainable, and inclusive city that embraces its cultural diversity, innovation, and natural beauty. Halifax would be a model for environmentally sustainable urban development. This would mean investing in green infrastructure, enhancing public transit systems, and promoting eco-friendly policies. The city would prioritize pedestrian and bike-friendly streets, reduce carbon emissions, and implement renewable energy projects, ensuring resilience against climate change. I would address housing affordability through innovative housing solutions and policies. This includes a focus on mixed-income neighbourhoods, building affordable units, and preserving heritage buildings while offering a range of housing options for people at different income levels. Also, access to quality healthcare and education would be prioritized. Halifax could expand its healthcare infrastructure, support mental health services, and increase collaboration with universities and colleges to position itself as a leading center for education and research. In 10 years, I would see Halifax as a city that balances tradition with modernity, offers opportunities for all, and remains a leader in environmental sustainability, economic innovation, and community well-being.

    6. SUSTAINABILITY

    In June of 2020, Halifax Regional Council unanimously adopted HalifACT – a plan to achieve a net-zero economy by 2050. This plan added an additional 3% each year to residents or businesses property tax bill to pay for sustainable improvements and retrofits of municipal assets. Are you pleased with the city’s progress towards net-zero, and do you believe that Haligonians are receiving value for this additional tax burden?

    -The concept of sustainability, particularly in the context of cities working towards net-zero emissions, is vital for addressing climate change. In general, cities striving for net-zero emissions often adopt policies that promote renewable energy, sustainable transport, and eco-friendly infrastructure. As for whether the tax burden is justified, it depends on how the funds are being used. If the investments lead to long-term benefits such as reduced energy costs, improved air quality, enhanced public transportation, and resilience to climate risks, citizens might feel the burden is worthwhile. Transparency and community involvement are key factors in ensuring residents feel they are getting value from these efforts.

    7. TRANSPORTATION

    Our communities are growing, and we need a transportation system that supports growth and improves connections. What do you see as the biggest issue facing our public transportation system and how can we address it?

    One of the biggest issues facing public transit systems today is underfunding and lack of investment in infrastructure, maintenance, and modernization. This leads to aging equipment, unreliable service, and overcrowding. My plan for our transit system is simple. I believe we should increase our fleets, have more linked buses and a high frequency to reduce wait times, I believe we need to expand our services in our more royal and urban areas, that includes our Access-A-Bus service as well. Also included in this plan I would consider widening roads that have only two lanes. The HammondsPlains Road would be one and I would consider adding another lane on the old bridge and leaving one lane for both walking, biking and other forms of travel. We need to increase public funding. Collaborate with private companies. These partnerships can help develop new technologies like smart ticketing, electric buses, and better maintenance practices. Expanding routes, increasing the frequency in underserved areas, and ensuring affordable fare structures can make public transit more accessible to all. These steps would help make public transit more efficient, sustainable, and equitable, increasing ridership and reducing reliance on cars.

    8. PROVINCIAL COOPERATION

    At times the relationship between the Provincial Government and HRM can be tenuous, and at other times they are extremely cooperative. Are there any areas that you feel there is too much interference from the Province, or too little assistance from them?

    -Areas with too much interference would be Municipal Affairs and Local Autonomy. Provinces sometimes impose regulations that can limit the decision-making power of local governments. Healthcare Management. While healthcare is a provincial responsibility in Canada, some argue that provincial oversight can stifle local hospital boards or health regions from adapting to the specific needs of their populations. And lastly, Education. Provincial control over curricula and school board funding decisions can be seen as excessive by local educational authorities, particularly when changes in provincial policy affect things like class sizes, teaching standards, or resources.

    9. FUTURE VISION

    At our recent State of the Municipality, Mayor Mike Savage discussed his vision that he had for Halifax when he became Mayor in 2012. If you were to be elected, what would be your vision for Halifax over the next decade? Where would you like to see Halifax be in ten years?

    -If I were to envision the future of Halifax over the next decade, my vision would focus on creating a vibrant, sustainable, and inclusive city that embraces its cultural diversity, innovation, and natural beauty. Urban growth: this would me investing in green infrastructure, enhancing public transit systems, and promoting eco-friendly policies. The city would prioritize pedestrian and bike-friendly streets, reduce carbon emissions, and implement renewable energy projects, ensuring resilience against climate change. Thriving economy, the city would strengthen its economic base by fostering innovation, supporting local businesses, and attracting investment in key industries like technology, clean energy, and the creative sectors. Halifax would be the hub for startups and tech companies, while also supporting its traditional sectors like fishing, shipbuilding and tourism. Also, access to healthcare and education would be prioritized. Halifax could expand its healthcare infrastructure, support mental health services, and increase collaboration with universities and colleges to position itself as a leading center for education and research. In 10 years, I would see Halifax as a city that balances tradition with modernity, offers opportunities for all, and remains a leader in environmental sustainability, economic innovation, and community well-being.

    10. CLOSING QUESTION

    Are there any specific initiatives that you haven’t had a chance to talk about today that you would like to implement if you were elected?

    Affordable housing: My plan would be simply to put caps on developers who are interested in Building high end condos and luxury apartments. There are way too many of those going up rather than the opposite. We need more affordable housing over a shorter period of time to balance the housing market. There are more people that are lower income and middle-class, including those who are homeless and living in camps where they can't afford homes so the plan is to get people "off the street and on their feet" and I plan on doing that by creating an atmosphere, where the developers will commit to building more affordable homes. But in the meantime, it fits right into my homeless plan of housing people temporarily in those renovated structures and more affordable homes are developed and created.

  • Zoran Jokic

    INTRODUCTION

    Please introduce yourself, and tell us what you see as the most pressing issue in HRM, and how you would plan to address it?

    My name is Zoran Jokic, and as a mayoral candidate, I believe in pragmatism over politics. The most pressing issue facing our community is the growing housing shortage, which is exacerbated by challenging market conditions such as high interest rates and labor shortages. Additionally, we are grappling with rapid population growth—our population is increasing at an alarming rate of 2% to 4.5% annually.

    To address these interconnected challenges, my plan focuses on several key strategies. First, we must streamline business taxation and cut through the red tape that stifles development. By creating a more favorable environment for builders and developers, we can incentivize them to create affordable housing options that meet the needs of our expanding population.

    Furthermore, we need to prioritize improving the living conditions of our citizens. It’s unacceptable that we pay five-star prices while receiving two-star services. I will advocate for better allocation of resources to ensure that public services keep pace with our community's growth.

    By taking a pragmatic approach and addressing these issues head-on, I am confident that together we can build a brighter future for HRM—one where everyone has access to quality housing and essential services that reflect their contributions to our vibrant community.

    TAXATION

    In 2022, the average commercial property tax bill for a local business increased roughly $2,000 that year for a total tax bill of roughly $45,000. How would you limit the burden of commercial tax bill increases for local businesses?

    In 2022, local businesses faced a staggering increase in the average commercial property tax bill, which rose by roughly $2,000 to a total of approximately $45,000. This significant financial burden threatens the sustainability and growth of our local enterprises. To ensure that our businesses can thrive in an increasingly competitive global landscape, it is essential to limit the burden of commercial tax bills.

    This challenge must be viewed through the lens of globalization. We cannot afford to impose excessive taxes on our assets; doing so will deter potential investors who might otherwise consider our region as an attractive destination for their capital. As one expert aptly stated, “To continue taxing this way is to lose investment to other parts of the world.”

    We should take inspiration from successful models in countries like the Netherlands and Germany. These nations have implemented strategies that allow landlords to deduct annual depreciation from their income tax base, significantly alleviating financial pressure on property owners and fostering a more favorable business environment. By adopting similar measures here, we can create a more supportive landscape for local businesses—ensuring they not only survive but thrive amidst global competition. It’s time we prioritize our local economy by rethinking how we approach commercial taxation for the benefit of all stakeholders involved.

    COST OF LIVING

    The rising cost of living in Halifax, which once had a reputation for its relative affordability, is quickly outpacing its residents. A recent annual living wage report indicated that the new living wage increased 14% this year in the Halifax area

    ➢ How do you intend to balance the need for expansion with quality of life for current and future residents?

    To successfully balance the need for expansion with the quality of life for current and future residents, we must adopt a new model of economic governance that collaborates effectively with all three levels of government. This integrated approach will enable us to address pressing issues while fostering sustainable growth.

    First and foremost, we must accelerate the construction of affordable housing. By prioritizing this initiative, we can ensure that every resident has access to safe and affordable living conditions. Additionally, raising minimum wages is crucial; it not only empowers our workforce but also stimulates local economies by increasing purchasing power.

    Moreover, supporting local farmers is essential to keeping food costs low. Proper funding for agricultural initiatives will enhance food security and promote sustainable practices within our communities. We also need to focus on reducing transportation costs, which can be achieved through improved public transit options and infrastructure investments.

    Finally, it's imperative that we keep power bills stable during times of crisis. By ensuring energy affordability, we can alleviate financial stress on families and individuals alike. Together, these strategies create a comprehensive framework that balances necessary expansion with an unwavering commitment to enhancing the quality of life for all residents now and in the future.

    HOUSING

    Halifax’s Population has increased by over 60,000 people in the past 5 years. This massive and rapid increase in population has put significant strain on the existing supply of housing, with Halifax needing an estimated 20,000 new units by 2030.

    ➢ What specific policies would you implement to increase the availability of affordable housing in our city?

    To effectively combat the housing crisis in the Halifax Regional Municipality (HRM), we must embrace innovative policies that have proven successful in other cities around the globe. One such approach is upzoning single-family areas, similar to initiatives seen in Berlin, Germany. By allowing the construction of multiple units per lot, we can significantly increase housing density and availability. This not only addresses supply shortages but also promotes social inclusion by creating diverse communities.

    Furthermore, adopting less strict immigration policies can play a crucial role in alleviating housing costs. Looser regulations can lead to an influx of skilled labor, ultimately reducing development costs and mitigating labor shortages in the construction sector. Financial incentives are equally essential; low-interest loans and tax abatements can stimulate both supply and demand for housing.

    Cities worldwide are also recognizing the value of transforming prominent streets into pedestrian-only zones. This strategy increases foot traffic in key urban areas, unlocking valuable commercial space that can generate additional property tax revenues. These funds could then be reinvested into creating affordable housing options for residents.

    Moreover, loosening banking regulations to allow smaller down payments would ease the burden on prospective buyers and make homeownership more attainable for the middle class. By implementing these comprehensive strategies, HRM can pave the way toward a more sustainable and inclusive housing market that meets the needs of all its residents.

    PROJECT MANAGEMENT

    In a welcomed change of pace for government projects, the Cogswell District redevelopment in downtown Halifax has recently reported that it is on schedule to finish next year and will actually come in under budget despite millions in unexpected costs.

    ➢ If elected Mayor, are there any strategies or approaches that you feel need to be implemented to ensure that government funded projects don’t run over time or over budget?

    To ensure that government-funded projects do not run over time or over budget, a multifaceted approach is essential. First and foremost, better data and information sharing across departments can significantly enhance transparency and accountability. By fostering an environment where relevant data is readily accessible, decision-makers can make informed choices that keep projects on track.

    Moreover, rewarding good performance should be a standard practice. When project teams are incentivized for meeting deadlines and staying within budget, it fosters a culture of excellence and accountability. This not only motivates employees but also encourages innovative problem-solving.

    Additionally, teaching bureaucrats better project management skills is crucial. Traditional methods often fall short in the fast-paced world we live in; therefore, investing in training programs that emphasize modern project management techniques will yield dividends in efficiency.

    We must also look beyond our borders for inspiration. Innovative techniques developed in other parts of the world have proven effective in producing more accurate project budget estimates. By adopting these strategies, we can minimize financial overruns and improve overall project outcomes.

    Lastly, the selective use of public-private partnerships can bring additional expertise and resources into government projects. These collaborations can lead to enhanced efficiency and innovation while ensuring that public funds are used wisely. By embracing these strategies collectively, we can transform how government-funded projects are managed—ultimately delivering better results for our communities without unnecessary delays or costs.

    SUSTAINABILITY

    In June of 2020, Halifax Regional Council unanimously adopted HalifACT – a plan to achieve a net-zero economy by 2050. This plan added an additional 3% each year to residents or businesses property tax bill to pay for sustainable improvements and retrofits of municipal assets.

    ➢ Are you pleased with the city’s progress towards net-zero, And do you believe that Haligonians are receiving value for this additional tax burden?

    Yes, I am pleased with the HRM initiative and genuinely happy to see our progress toward achieving net-zero emissions. The commitment to sustainability reflects a forward-thinking approach that prioritizes the health of our environment and community. It’s inspiring to witness how these initiatives are shaping a greener future for our city.

    However, while I support the overall goal, I must express my discomfort with the idea of utilizing reserve accounts for capital projects like electric buses. Our city desperately needs improved transportation solutions that are not only efficient but also accessible to all residents. Investing in better public transit should be a priority, ensuring that every citizen has reliable options for getting around. We must tread carefully when allocating funds; it’s crucial that we focus on enhancing our transportation infrastructure without compromising other essential services or initiatives. Let’s ensure that our progress towards net-zero is paired with a robust and equitable transportation system for everyone in our community.

    TRANSPORTATION

    Our communities are growing, and we need a transportation system that supports growth and improves connections.

    ➢ What do you see as the biggest issue facing our public transportation system and how can we address it?

    Public transportation issues are at the forefront of urban planning discussions, and it’s clear that we need a transportation system that supports growth and improves connections. The current state of our infrastructure is not only outdated but also inefficient, leading to increased congestion and frustration for commuters. To address these challenges, we must revolutionize traffic light management to optimize flow and reduce delays.

    Additionally, restricting parking near busy intersections can dramatically improve the movement of both vehicles and pedestrians, making our streets safer and more accessible. Encouraging the use of alternative routes can help distribute traffic more evenly across our roadways, alleviating pressure on main thoroughfares.

    Moreover, improving bus service is essential; reliable transit options can significantly reduce the number of cars on the road. Constructing more park-and-rides will provide commuters with convenient access to public transport while minimizing congestion in densely populated areas.

    A robust light rail network is another critical component in transforming our transportation landscape. By investing in this infrastructure, we offer a sustainable alternative that connects communities efficiently. Lastly, promoting carpooling and ride-sharing initiatives can further decrease individual vehicle usage, fostering a culture of collaboration among commuters.

    The time for change is now; by implementing these strategies, we can create a public transportation system that not only meets today’s needs but also paves the way for future growth and connectivity.

    PROVINCIAL COOPERATION

    At times the relationship between the Provincial Government and HRM can be tenuous, and at other times they are extremely cooperative.

    ➢ Are there any areas that you feel there is too much interference from the Province, or too little assistance from them?

    The recent proposed amendments by the Nova Scotia provincial government have sparked a significant debate regarding their interference with the Halifax Regional Municipality (HRM) government. At the heart of this discussion is the province's insistence on maintaining current construction hours, a move that many, including MLA John Lohr, argue is essential for ensuring that vital projects are completed as swiftly as possible.

    Lohr emphasizes that these amendments are not just bureaucratic adjustments; they are crucial for the efficiency and timeliness of infrastructure development across HRM. By keeping construction hours consistent, projects can move forward without unnecessary delays caused by restrictive regulations. This approach not only benefits contractors but also serves the public interest by facilitating timely access to improved services and facilities.

    It's imperative to recognize that while local governance plays a pivotal role in managing community needs, provincial oversight can provide necessary support during periods of growth and development. The province’s involvement should be seen as a partnership aimed at enhancing productivity rather than an encroachment on local authority. Ultimately, maintaining these construction hours is about striking a balance between effective governance and responsive project delivery—something we should all advocate for in our rapidly evolving communities.

    FUTURE VISION

    At our recent State of the Municipality, Mayor Mike Savage discussed his vision that he had for Halifax when he became Mayor in 2012.

    ➢ If you were to be elected, what would be your vision for Halifax over the next decade? Where would you like to see Halifax be in ten years?

    As we look towards the next decade, my vision for Halifax Regional Municipality is one of transformation and growth, harnessing our unique strengths to elevate our community. Halifax boasts a geostrategic positioning that is unmatched; nestled between the Atlantic Ocean and bustling trade routes, we have a prime opportunity to become a hub for innovation and commerce. However, despite having an extremely educated youth population, we often fall short in fully realizing our potential.

    To keep our talented young people at home and engaged in meaningful work, we urgently need more research projects that not only attract investment but also foster collaboration between academia and industry. By creating an environment where groundbreaking ideas can flourish, we can ensure that our brightest minds contribute to the local economy rather than seeking opportunities elsewhere.

    Moreover, investing in privately funded multi-purpose sporting facilities will bolster community spirit while providing essential resources for athletes of all levels. These venues would not only support local talent but also attract professional sporting organizations to establish their presence here. This would position Halifax as a vibrant sports destination while promoting health and wellness among residents.

    Finally, by capitalizing on our natural beauty and rich cultural heritage, we can establish ourselves as a leading tourist destination. With strategic marketing efforts and enhanced infrastructure to support tourism initiatives, we can draw visitors from around the globe who are eager to experience all that Halifax has to offer.

    Together, these initiatives will not only enhance the quality of life for residents but also propel Halifax into its rightful place on the global stage as a city of innovation, inclusivity, and opportunity. Let’s work together to make this vision a reality!

    CLOSING QUESTION

    ➢ Are there any specific initiatives that you haven’t had a chance to talk about today that you would like to implement if you were elected?

    In the evolving landscape of urban development, the concept of a Smart City stands out as a beacon of innovation and opportunity. One of the most compelling benefits of Smart City infrastructure is its ability to significantly increase civic engagement. By leveraging digital platforms and citizen-centric applications, these cities empower residents to actively participate in governance and decision-making processes.

    Imagine a community where every individual has a voice—a place where citizens can easily access information about local initiatives, provide feedback on public services, and collaborate on community projects through user-friendly apps. This level of engagement not only fosters transparency but also cultivates a sense of ownership among residents. When people feel that their opinions matter, they are more likely to contribute positively to their communities.

    NEW MUNICIPAL FUNDING MODEL

    Municipalities are bearing the brunt of the burden financially for the recent record setting population growth that nova scotia has experienced in recent years.

    ➢ Do you believe that a new funding model is required for how Municipalities are funded by the province? Can you provide some examples of how that could change?

    The introduction of a new funding model for the municipality presents a transformative opportunity to invigorate our local economy. By strategically lowering business taxes, we can create an environment that fosters competition among both existing and new businesses. This competitive landscape not only stimulates innovation but also attracts diverse enterprises that contribute to the community’s vibrancy.

    Moreover, focusing on specialty research projects will position our municipality as a leader in cutting-edge developments, drawing in expertise and investment from across various sectors. Improving connectivity among all corners of the municipality is crucial; it ensures that businesses have access to resources, talent, and markets they need to thrive.

    To further enhance this initiative, we must invite a number of new airlines to establish Halifax as a major hub. Increased air travel options will not only boost tourism but also facilitate business connections globally. By embracing this comprehensive funding model, we can create a thriving ecosystem that invites more businesses and ultimately leads to sustained economic growth for our community.

    RED TAPE

    Through its plan under the Housing Accelerator Fund (HAF), Halifax will improve permitting processes, reduce upfront costs for permitting, and incentivize the use of pre-approved building plans.

    ➢ Are there any other areas you believe HRM could reduce red tape?

    To truly foster innovation and support small businesses, we must address the burdensome red tape that stifles growth. One of the most pressing issues is the taxation of small businesses. By implementing lower tax rates for these enterprises, we can empower them to reinvest in their operations, hire more employees, and contribute to local economies. A thriving small business sector is essential for driving innovation and creating job opportunities.

    Moreover, our education system plays a crucial role in shaping future entrepreneurs and innovators. We need to create a robust educational framework that allows private educational institutions to compete among existing organizations. This competition will drive improvements in quality, accessibility, and affordability of education. By encouraging diverse educational models and fostering an environment where institutions strive for excellence, we can equip our workforce with the skills necessary to thrive in a rapidly changing economy.

    Removing red tape from both taxation policies and education will not only invigorate small businesses but also lay the groundwork for a more innovative future. It’s time we take action to create an ecosystem that nurtures creativity, entrepreneurship, and sustainable growth.

  • Pam Lovelace

    Candidate for Mayor, HRM

    www.pamlovelace.ca

    1. INTRODUCTION

    Please introduce yourself, and tell us what you see as the most pressing issue in HRM, and how you would plan to address it?

    As the Councillor representing Hammonds Plains – St. Margarets, one of the fastest growing areas in HRM, and former Deputy Mayor, I have worked on Council over the past four years to modernize policy and address legacy challenges of inequity and poor planning decisions. Poor planning decisions have stalled rural economic development, stopped new public roads from being built to allow community connector roads, and blocked essential infrastructure such as transit and water lines from expanding.

    The most pressing issue in HRM is the affordability crisis. Young people are finding it extremely difficult to afford to live in HRM, seniors on fixed income are being squeezed out of their homes, and newcomers are looking elsewhere and taking their skills with them.

    The affordability crisis is increasing the number of people in poverty, adding to more children sleeping in shelters, and stopping our municipality from growing stronger.

    I will work collaboratively with the provincial government to reduce legislative barriers, permitting more housing to be built more affordably, and ensure the communities in HRM are accessible, safe, and affordable to live in.

    2. TAXATION

    In 2022, the average commercial property tax bill for a local business increased roughly $2,000 that year for a total tax bill of roughly $45,000. How would you limit the burden of commercial tax bill increases for local businesses?

    Small businesses are the backbone of our economy. That’s why HRM Council worked with the province to amend the provincial tax structure for businesses to create fairness for small businesses who were paying the same rate as big box stores.

    However, we need to keep working with the province, so municipalities get a new fiscal deal.

    I have advocated to modernize the provincial Assessment Act to protect property owners from seeing their assessed values hiked due to rebuilding homes and businesses destroyed after a disaster such as wildfire or flood. I am advocating to remove the hiked CAP from properties that were rebuilt following disaster. And, I am advocating that PVSC stop assessing cemeteries as developable land, because as we all know, buildings can't be built in grave yards. Taxing the dead is an outdated policy! When cemeteries are valued at millions of dollars, all those abutting properties see their assessments rise arbitrarily and inappropriately.

    You Can’t Freeze the Tax Rate. If HRM freezes the municipal tax rate at today's values (we do not have authority to freeze the provincial tax rate on property tax bills), and the province continues to increase their portion of the residential property tax bill - currently the province takes a large percentage of the tax bill - then every property will see a significant INCREASE in their property tax bill. Freezing the municipal tax rate for two years results will result in increased property tax bills.

    As Mayor, I will remove the provincial tax portion on property tax bills to significantly reduce annual costs for all property owners. Over the last three years. I was proud to collaborate with the province to negotiate the removal of the provincial Corrections and Public Housing debt fees off the property bills. The next step is to remove the province completely from property tax bills. The province has one of the highest sales taxes and income taxes, and annual budget surpluses.

    Commercial property owners do not have the benefit of a property tax CAP. I will work with the province to modernize the taxation structure for commercial properties so they do not pay the provincial area rates. I was successful in advocating for changes to provincial legislation, the Halifax Charter, to provide tax relief for businesses destroyed by disaster. As Mayor, I will advocate for a New Deal from Ottawa to remove the carbon tax as a property tax expense. HRM must recoup federal rebates for the millions we’re sending to Ottawa so we can continue to invest those dollars into climate action.

    It's time to modernize the tax system.

    3. COST OF LIVING

    The rising cost of living in Halifax, which once had a reputation for its relative affordability, is quickly outpacing its residents. A recent annual living wage report indicated that the new living wage increased 14% this year in the Halifax area. How do you intend to balance the need for expansion with quality of life for current and future residents?

    HRM must continue to grow, increase our productivity, and deliver service excellence to all our communities. Our quality of life depends on access to good paying jobs, safe and healthy communities, and amenities such as libraries, fire stations, police and recreation centres. When communities grow too fast without the necessary social and economic infrastructure, decline and disorder results. People become frustrated and leave.

    Growth should align with our culture, natural beauty, and existing infrastructure. We must plan for sustainable, balanced development and work with the province to site schools and other provincial facilities that are needed to design complete communities. Schools, fire stations, police, recreation and health facilities must be included at the front end of community development plans.

    To ensure collaboration, I will establish a Capital Infrastructure Commission with representation from all orders of government, utilities, and leaders in community development to draw upon our combined strengths to resolve the housing crisis and infrastructure deficit and align work schedules to reduce the congestion impact on the street network all across the Capital Region.

    4. HOUSING

    Halifax’s Population has increased by over 60,000 people in the past 5 years. This massive and rapid increase in population has put significant strain on the existing supply of housing, with Halifax needing an estimated 20,000 new units by 2030. What specific policies would you implement to increase the availability of affordable housing in our city?

    We are experiencing a housing crisis. I will push for more affordable housing developments by advocating for changes in bylaws, especially in rural communities filled with potential, speed up the approval processes, and work with all levels of government to make sure we tackle homelessness and housing insecurity head-on-together by setting a shared goal for the number of units we must build each year.

    My approach emphasizes sustainable balanced growth and housing affordability, ensuring that development doesn’t just mean more luxury apartments downtown but also homes that hard-working Haligonians can afford. I will employ technologies like AI to streamline the development approval process to cut the time it takes and provide developers with pre-approved building plans. Cutting time from the process reduces the end cost of housing.

    We need to modernize and declutter our development processes by implementing advanced technologies, like AI, to digitize all land-use documents and building codes into a single online application to streamline permit approvals and remove unnecessary time and costs. Publishing pre-approved building plans will reduce time and costs for approvals and speed up the process for affordable housing units and reduce/remove fees.

    I will work with the province to amend legislative barriers restricting reduced utility development charges so fees for affordable housing units don't get in the way of building more homes, faster. People should be able to age in place, by downsizing and moving into a more affordable home within their community. Young families should be able to thrive in the neighborhood they grew up in.

    5. PROJECT MANAGEMENT

    In a welcomed change of pace for government projects, the Cogswell District redevelopment in downtown Halifax has recently reported that it is on schedule to finish next year and will actually come in under budget despite millions in unexpected costs. If elected Mayor, are there any strategies or approaches that you feel need to be implemented to ensure that government funded projects don’t run over time or over budget?

    Transparency is one of the most important aspects of responsible government. Performance management, continuous improvement, documenting successes and learning from failure is essential to improving project management.

    In this inflationary market, it is not unusual for multi-year projects to run over time and budget due to extenuating circumstances, changes in the market and work force, and changes in scope.

    To keep all partners, contractors and utilities in check, I will establish a Capital Infrastructure Commission to ensure we work together, plan and build better.

    6. SUSTAINABILITY

    In June of 2020, Halifax Regional Council unanimously adopted HalifACT – a plan to achieve a net-zero economy by 2050. This plan added an additional 3% each year to residents or businesses property tax bill to pay for sustainable improvements and retrofits of municipal assets. Are you pleased with the city’s progress towards net-zero, and do you believe that Haligonians are receiving value for this additional tax burden?

    Yes and no. After HRM approved the 3% climate action tax, Ottawa implemented a Carbon Tax, which municipalities do not receive a rebate for. HRM must send millions of dollars to Ottawa each year, rather than keep and invest that money into climate mitigation, shoreline naturalization, renovation of buildings toward net-zero emissions.

    While I believe it’s important for HRM to have a goal to achieve a net-zero economy by 2050, this plan overlooks the impact of the neighboring municipalities including the thousands of single occupancy vehicles driving into our municipality due to lack of public or shared transit options, and the impact of stormwater from abutting municipalities.

    The July 2023 flooding is a good example of why HRM should be working with the abutting municipalities to ensure they have the tools and expertise to divert and manage their own stormwater, because this lack of control or policy led to a swollen Sackville River and widespread flooding in Bedford.

    I will strike a Rural Action Committee to ensure HRM Council and the neighboring Councils work together to address our shared challenges, including transportation, fire, police, stormwater, recreation, etc.

    7. TRANSPORTATION

    Our communities are growing, and we need a transportation system that supports growth and improves connections. What do you see as the biggest issue facing our public transportation system and how can we address it?

    Halifax Transit is broken. Our municipal transit system, including Access-A-Bus, is not meeting the needs of our communities. Safe, reliable and affordable transportation is the cornerstone to building stronger economies and better health and social outcomes for our residents. As Mayor, I will transform Halifax Transit into a Capital Region Transportation Commission and work with the abutting municipalities and the province to advance connectivity, reduce congestion, and offer affordable public transportation to more communities.

    East Hants is set to grow by 70% in the next few years and has started the process to plan for their own transit system. We should be working together to take advantage of economies of scale and build a system that benefits all commuters, employers/employees, and visitors along the provincial highway corridor. I aim to get started on a plan to build light rail, because I'm thinking ahead to the next 50 years, not just the next 5 years. HRM is the Capital Region of Nova Scotia, the economic engine of Atlantic Canada, and has half the population of the province. It's time we think bigger. I will implement Park & Ride express routes in partnership with neighboring municipalities and growing rural communities in HRM to reduce traffic congestion and connect our communities better.

    Active transportation is extremely important to the health and well-being of our communities, however, the bike lane network is behind schedule and is not supporting our goal of reducing congestion and creating accessible communities. HRM needs a broader, better and more inclusive strategy that includes open streets and implements performance measurements for traffic management and traffic congestion reduction goals which meet our shared goals of accessible, safe, and complete communities.

    8. PROVINCIAL COOPERATION

    At times the relationship between the Provincial Government and HRM can be tenuous, and at other times they are extremely cooperative. Are there any areas that you feel there is too much interference from the Province, or too little assistance from them?

    The provincial government moved quickly to remove authority from Halifax Council and interject directives due to a perception of clow inaction by Regional Council to address the housing crisis. Rather than trusting and partnering with HRM, the province changed the rules of the game. However, I believe this new provincial interest in the municipality is an opportunity to work better together, establish shared goals, and reduce the administrative silos so both provincial and municipal bureaucracies can work together better. After all, there’s only one tax payer.

    9. FUTURE VISION

    At our recent State of the Municipality, Mayor Mike Savage discussed his vision that he had for Halifax when he became Mayor in 2012. If you were to be elected, what would be your vision for Halifax over the next decade? Where would you like to see Halifax be in ten years?

    In the next ten years, we will see the Nov Scotia Capital Region Transportation Commission (NSCRTC) working well to actively reduce congestion with Park & Rides and Express Bus Routes in neighboring municipalities such as Elmsdale, Mount Uniacke and Bridgewater, for example. These bus routes will provide affordable and reliable transportation options for thousands of people so they can travel stress-free into HRM. We will see the shred goal of building affordable housing resulting in fewer people living on the edge, and we will see a much stronger social services sector that provides wrap-around services to those experiencing homelessness.

    In ten years, we will become known across the country as the Capital Region that cares about our people, our environment, and our economy.

    10. CLOSING QUESTION

    Are there any specific initiatives that you haven’t had a chance to talk about today that you would like to implement if you were elected?

    I am committed to building non-partisan, independent relationships with provincial and federal governments to secure the support we need for our future. There is one tax payer. Regardless if your concern is a federal, provincial or municipal issue we need to make sure your voice is heard and you are getting the service you deserve. The Mayor plays a key role in ensuring we establish and meet our shared goals of a stronger, more affordable and connected Capital Region for Nova Scotia.

    Accountable Government

    I will establish a Municipal Ombudsman Office to ensure accountability in every corner of our local government. Everyone deserves to be treated fairly by HRM. Individuals who are dissatisfied or feel wronged by the municipality based on what is legal and fair must be heard and supported. This is an excellent way to keep HRM accountable to the people we serve.

    The annual Operations Budget process must be revised from 5 months to one month. We must reduce time and the costs of delivering this budget to the public. As Mayor, I will move for the adoption of population thresholds for budget decisions. As communities grow and needs arise like a new fire station or library, Council should not be debating these essential budget decisions. If the population will reach a specific threshold based on development approvals, a fire station should be built and staffed to protect the community - no question. This is how we catch up with the infrastructure deficit - by setting priorities.

  • Waye Mason

    1. INTRODUCTION

    Please introduce yourself, and tell us what you see as the most pressing issue in HRM, and how you would plan to address it?

    My name is Waye Mason and I am the councillor for District 7 Halifax South Downtown. I’ve been a councillor for 12 years. During that time, I have had a close up view of the tremendous change and growth we’ve seen in Halifax and I am deeply excited about the opportunities we’ve created. I have worked closely with Mayor Savage, my council colleagues, residents, and business owners, and I’m proud of the fantastic growth we have seen and that I know the business community has benefited from. We are now one of the fastest growing and most desirable places to live in Canada. Broadly speaking: the challenge of growth is the most pressing issue in HRM. On a more granular level: it’s growth affecting housing and affordability.

    To address this means, again, broadly speaking: accepting the challenges that come with growth. That means taking action to tackle problems head on, with good information, an open mind, and a non-partisan approach — the secret weapon of councillors. It also means accepting that it's going to take a lot of work on the part of HRM Council and the business community to ensure that no one is left behind. More specifically, as mayor, I would work to increase the supply of housing and address everyday affordability. I have concrete plans for how to achieve these goals in my platform.

    2. TAXATION

    In 2022, the average commercial property tax bill for a local business increased roughly $2,000 that year for a total tax bill of roughly $45,000. How would you limit the burden of commercial tax bill increases for local businesses?

    As councillor for the last 12 years, I have shared in the successes and challenges of the business community in District 7, which includes the business districts of Quinpool Road, Spring Garden Road, Barrington Street and the south end of Gottingen, not to mention the hundreds, if not thousands, of small businesses thriving there. (And certainly working with business owners through COVID brought us closer and provided, for me, an even deeper understanding of the issues that impact business owners on a day-to-day basis.)

    We’ve worked hard over the last couple years to find efficiencies and savings in the budget. For example, last year we found $8.8 million in savings to help keep the tax rate down; the year before it was $9.5 million. We work hard every budget cycle to keep expenses down, and to minimize impact.

    We need to be competitive. We need to make sure we are positioning our commercial tax rates where they need to be in order to stay competitive with other larger cities in the region. If value is there, it's easier for people to accept their taxes potentially going up. I think we are making great strides to ensure that our downtown and business streets are attractive for customers and as a result this benefits our business community.

    3. COST OF LIVING

    The rising cost of living in Halifax, which once had a reputation for its relative affordability, is quickly outpacing its residents. A recent annual living wage report indicated that the new living wage increased 14% this year in the Halifax area. How do you intend to balance the need for expansion with quality of life for current and future residents?

    We need to recognize that people are struggling. Businesses and the city as a whole have benefited by having people move here during COVID, but those population shifts have driven up housing prices, while a litany of other factors have driven up the cost of living. It’s imperative that we deal with these crises, which, while they grew exponentially over COVID and particularly in HRM, are, vis-à-vis housing, national in scope and long in the making.

    As outlined in my platform, I have committed to targeted supports to help people. I propose a two-year freeze on recreation registration fees, expanding eligibility for HRM’s Affordable Access programs, and targeted tax support for low-income homeowners. A core challenge that HRM’s new mayor and council will need to address is continued growth. The municipality is adding a Truro’s worth of people every year, which means adding a Truro’s worth of services to support them, including pools, recreation centers, fire stations, and more. We will need to continue to work with the province and federal governments, and be very careful in balancing the needs of those residents and new communities while making sure council does not hammer people with increased tax rates.

    4. HOUSING

    Halifax’s Population has increased by over 60,000 people in the past 5 years. This massive and rapid increase in population has put significant strain on the existing supply of housing, with Halifax needing an estimated 20,000 new units by 2030. What specific policies would you implement to increase the availability of affordable housing in our city?

    I’m proud of the fact that, in the past 10 years, we’ve gone from 1900 housing units under construction to 8500 units under construction. Things might sometimes feel like they are stalled, but the facts show us that HRM is actually leading the country in per capita housing starts. This is the result of hard work by all three orders of government, it’s objectively positive, and it’s worthy of celebration. Does that mean we stop? Absolutely not.

    As Mayor, housing will be a top priority. It’s no coincidence that my commitments for faster market housing and faster affordable housing are at the top of my platform.

    One of the areas we need to focus on is red tape reduction. I’ve worked over the last two years to increase the speed and efficiency of the permitting process, but there’s still a lot to do. As mayor, I will work with HRM staff to institute an approval-first permitting system and get out of the way of builders so that they can get their work done faster.

    A pillar of my plan to boost the supply of affordable housing is establishing Housing Halifax, an arm’s-length agency to partner with not-for-profit, co-op, and private-sector developers, as well as private homeowners, to build and operate housing projects. As mayor, I will also work to improve access to already-existing public housing units by renewing the call to take over responsibility for this housing in HRM from the province. We can fund this transfer by redirecting $190 million in province-collected property tax to HRM. We can also increase the supply of below-market, rapid-build housing by incentivizing and investing in low-cost construction, such as modulars, pre-fabs, sea cans, backyard suites, and tiny homes. There are a lot possibilities, and I’m excited to get working on them.

    5. PROJECT MANAGEMENT

    In a welcomed change of pace for government projects, the Cogswell District redevelopment in downtown Halifax has recently reported that it is on schedule to finish next year and will actually come in under budget despite millions in unexpected costs. If elected Mayor, are there any strategies or approaches that you feel need to be implemented to ensure that government funded projects don’t run over time or over budget?

    What we are seeing with the Cogswell District is the result of stronger and stronger controls and oversight by the municipality over these large, complex projects. I think the crucial next move is to build on what we’ve learned from Cogswell. We have a number of large projects coming up and I think there’s absolute strength in taking what we’ve learned from this project, along with the internal expertise that staff have developed, and turning it into a Special Projects Office. I know the CAO is already working on that and I think this will serve HRM exceptionally well.

    6. SUSTAINABILITY

    In June of 2020, Halifax Regional Council unanimously adopted HalifACT – a plan to achieve a net-zero economy by 2050. This plan added an additional 3% each year to residents or businesses property tax bill to pay for sustainable improvements and retrofits of municipal assets. Are you pleased with the city’s progress towards net-zero, and do you believe that Haligonians are receiving value for this additional tax burden?

    I am pleased with the results we are seeing. I always say you can’t live next to the ocean and continue to deny that climate change is happening. We’ve gone from having a hurricane every 25 years to having a serious storm or hurricane every two to three years. All of us saw the fires and the floods last year and the damage they caused. This was a painful and galvanizing moment for our municipality. Part of what HalifACT funds is resilience and making changes, so the municipality is ready for how the environment is changing.

    It’s important to remember that a central tenet of HalifACT, back when we approved the plan, was the knowledge that every dollar spent in implementing the plan would save $6 in the future. We cannot avoid climate change. But we can reduce the impacts of climate change and we can certainly lower the amount of tax dollars that must be spent reacting to climate change. Today, several parts of the plan have been implemented. We are a more resilient municipality, and we will become even more resilient as we continue to implement HalifACT. And the revised data tell us that for every dollar we spend now, we save $15 in the future.

    7. TRANSPORTATION

    Our communities are growing, and we need a transportation system that supports growth and improves connections. What do you see as the biggest issue facing our public transportation system and how can we address it?

    Traffic! Ask anyone: congestion is the biggest issue facing our public transportation system. The volume of vehicles on our roads is not only stopping cars from getting where they're going, but buses, as well. We have become a municipality with big city traffic and we don’t yet have big city infrastructure to deal with it. I have several commitments in my platform to deal with this issue.

    One is easily and immediately executable: setting up a Traffic Operation Centre, something many major cities have. We’ve slowly been replacing all of the traffic controls at intersections so they can now be controlled remotely. We don’t, however, have a place where traffic is being monitored in real time, so that changes to lights can be made and congestion can be alleviated. That’s our first order of business and it will result in cars and buses flowing better.

    We have to make transit work better. We are moving towards pay by tap, a change that council expects to see implemented by the end of this year. Our biggest in-progress effort is the Bus Rapid Transit plan. If fully funded, this will result in more bus rapid transit lanes that connect to our ferries and get people moving around easier and faster.

    8. PROVINCIAL COOPERATION

    At times the relationship between the Provincial Government and HRM can be tenuous, and at other times they are extremely cooperative. Are there any areas that you feel there is too much interference from the Province, or too little assistance from them?

    My opponents would have people believe that members of council have a horrible, unfixable relationship with the province. That’s simply not true.

    I believe Mike Savage, who’s been a mentor to me, has done a great job over the last 12 years working alongside our premiers, up to and including Tim Houston and his government. As mayor, I intend to continue to work alongside whatever partners I need to, in order to get things done for HRM. Frankly, it’s the job. And anyone who bristles at doing it, or suggests that some kind of special partisan connection is needed to work with others toward a shared goal simply isn’t suited to the role of mayor.

    That said, it’s important to remember that different levels of government have different bosses. The premier works for the people of Nova Scotia. The mayor works for the people of HRM. So those shared goals may occasionally be competing, or not precisely aligned. And that means that sometimes the mayor needs to stand up to other orders of government when something they are doing or saying isn’t meeting the needs of HRM. But implicit in this is having a conversation. It’s not shutting down or shutting out.

    Is there interference? I think it’s disheartening that the province stepped into the planning and zoning space. I’m hearing developers raise concerns that as a result of the province stepping in, we are actually going to suffer from a lack of comprehensive planning. Residents want — and the vast majority of developers want — strong, well-planned and well-built communities. This matters to everyone. It’s something I’d like to address with the province when I am mayor.

    In terms of assistance, I think the issue is mostly capital funding-related. It's not good when you announce funding for a Fast Ferry in 2018 and HRM doesn’t get the funding until 2024. People should already be using these ferries today. They aren’t. And congestion has only worsened in the intervening years. So, I think big podium announcements are fine, but projects go when funding flows. We need consistency and follow-through on funding and other announcements.

    9. FUTURE VISION

    At our recent State of the Municipality, Mayor Mike Savage discussed his vision that he had for Halifax when he became Mayor in 2012. If you were to be elected, what would be your vision for Halifax over the next decade? Where would you like to see Halifax be in ten years?

    One of my core — and deeply held — campaign pledges is that I want to work to make Halifax an even better place. I don’t see negativity here. I see the progress that we’ve made over the past 12 years and I see such hopefulness and opportunity. We aren’t broken, as some candidates would have people believe. We are thriving.

    That’s not to say we have no challenges. That’s what life is about: seeing challenges, tackling them, and moving forward stronger. And that’s a particular responsibility as mayor — connecting people, being non-partisan, understanding the issues, and setting a positive tone to move ahead.

    With that in mind, I see HRM as a great place 10 years down the road, an enviously special, accessible, diverse place. I see our housing crisis forgotten, because of the significant efforts put forward by council today, and because of the desire I know people here share to care for one another and look out for our most vulnerable citizens. I see a Halifax that is an affordable place to live, in part because of big shifts in the ways we run and fund our municipality, but also because of small, consistent efforts. Many of the beginnings of these efforts are found in my platform.

    I see a Halifax 10 years out that has hit the heights our municipality can achieve, and I know we can move in that direction together. As mayor, I’d like to drive that change.

    10. CLOSING QUESTION

    Are there any specific initiatives that you haven’t had a chance to talk about today that you would like to implement if you were elected?

    1. People are scared about how fast the city is changing. I believe that means we need to accommodate for what’s causing people’s unease. Most notably: the housing crisis. We’ve got to bring people along. We need to show people examples of how we can build housing and density positively, appealingly, and with real results. Intensification can work, but we need to bring people along, answer their questions, and address their concerns.
    2. We need a fairer deal for rural HRM. Everything we are talking about is not just about main streets and downtowns. We need to confront the fact that HRM’s rural residents are paying higher taxes than their neighboring, non-HRM, rural municipalities, while there is no discernable difference in the level of service from one side of the HRM boundary to the other. We need to make sure the tax rate reflects services delivered.
  • Riley Murphy

    Candidate did not submit responses in time for publication.

  • Ross Rankin

    Candidate did not submit responses in time for publication.

Councillor Candidates

  • Candidates for Councillor, District 1 (Waverley – Fall River – Musquodoboit Valley)

    Candidates did not submit responses in time for publication.

  • Candidates for Councillor, District 2 (Lawrencetown – The Lakes – Chezzetcook – Eastern Shore)

    Will Gilligan

    I. Why are you running for council?

    I’ve decided to run for Councillor of District 2 (Lawrencetown, The Lakes, Chezzetcook, and The Eastern Shore). Our community is incredible, but there’s still work to be done. I’m eager to be a strong voice at the table, ensuring we receive the attention and resources needed to reach our full potential.

    The Shore is special, and I believe we’ve only begun to unlock its possibilities.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    The biggest issue affecting our community is that, as a rural area, we are often left out. Many here refer to us as the "Forgotten District" or the "Have-Not District." For far too long, our needs have been overlooked, and we’ve been left behind while other areas continue to grow and develop. It's time to change that narrative and ensure our voices are heard, our communities are supported, and we receive the resources we deserve.

    We need to ensure that more of the tax dollars from rural communities like ours are invested directly into the needs of the Eastern Shore. By advocating for greater local control, we can ensure that decisions are made closer to home, reflecting the unique priorities of our area. The challenges faced in communities like Sheet Harbour are very different from those in central Halifax. Decentralizing by providing the Community Councils, such as Marine Drive Community Council, with greater decision-making will allow us to focus on what truly matters to us, making our community more self-sufficient and better equipped to thrive.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    As the owner of The Old No.7 Restaurant and Sports Bar, my wife Amanda and I employ 26 local workers who not only stay in the community but also reinvest in it. However, I’ve had to turn down great candidates for employment simply due to a lack of transportation. We all know how hard it is to find good workers, and while I’m fortunate to have a low turnover rate, when I do need new employees, it’s becoming increasingly difficult. More businesses would set up shop here if we could attract more people to move into the area. To do that, we need better transit so people can live and work here, improved services, lower taxes, and greater local control over how our community evolves.

    David Hendsbee

    I. Why are you running for council?

    I have some unfinished projects and issues that still need to be addressed by HRM Council and the Province. I want to continue to make progress and complete them before I decide to retire in 2028.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    Need for community infrastructure such as roadway work and facility enhancements. HRM recently took over from the Province The roadways in East Preston, Lake Echo, Mineville & portions of Lawrencetown. The province passed them over in an AS – IS condition without any compensation. We need to fix these streets as well advocate for the Province to repair and upgrades roadways still under their authority throughout the District 2 area, Projects such as upgrading gravel roads to pavement with the Aid to Municipality Cost share paving program, Plus push for the continuation of upgrading Hwy 7 through the are to be upgraded with paved shoulders to make it safer for Active Transportation use.

    The new Eastern Shore Lifestyle Centre is a proposed new community centre for Sheet Harbour and area, This is still in the planning stage but we need to make progress towards actual construction of a facility that will meet the needs and aspirations of the area.

    The Eastern Shore District High School & Gaetz Brook Junior High School are about to become vacant. We need to repurpose these assets for the communities they once served.

    And we have plenty of Playground improvements needed too. And lots of unused parkland that can be used for affordable housing projects.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    Local businesses want to see more foot traffic into their doorways. We need to push for more Buy Local campaigns and support the various events that support community initiatives.

    Our tourism potential along the Eastern Shore is enormous. We need to have more rural options for STRs – Short Term Rentals that can accommodate tourists and visitors to the area. Plus build some infrastructure to better access our wilderness areas with dedicated trails and onto our lakes and along the coastal shorelines to see and experience our Eastern Shore region.

    We need to provide some administrative support to our local Chambers of Commerce and Business Association in order to manage and carry out community development projects instead of burdening volunteers with these tasks. And we need to have a fairer tax system to reflect the challenges doing business in Rural HRM.

  • Candidates for Councillor, District 3 (Dartmouth South – Woodside – Eastern Passage)

    Keith Morrison

    I. Why are you running for council?

    I am running for council for a number of reasons. I believe that there are a lot of people in HRM who are frustrated with not being heard. So many, in fact, that many have simply given up. Apathy, cynicism, frustration and anger are all higher than I ever remember them. This is causing a lack of a sense of pride of place, public participation and collaboration. These are all necessary for our communities to meet the needs of our populace. I have always been a champion for the underdog and want to do what I can to engage more people in the process of contributing to the well being of their neighborhoods and the city at large. I will bring a new style of communication and collaboration with constituents. I believe in soliciting input, updating residents on project progressions and forming/consulting with neighborhood and demographic based advisory groups and councils. I also believe, as do many others across the municipality, that the city's most prominent issues could benefit new ideas, fresh eyes and analytic minds to re-evaluate ongoing initiatives to confirm their efficiency or make appropriate course corrections. I feel I am the right type of person for the task as I am analytical, open minded, a champion for collaboration and cooperation, willing to put in the work and research and have a unique set of skills and experience.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    This is a toss-up between roads/transit and affordability. I will discuss affordability in the next answer so I'll use this spot to address roads/transit. The state(s) of our roads and transit system are quite terrible. I link the two as they are very much tied together in most of our ongoing city plans: Rapid Transit Strategy, Integrated Mobility Plan, etc. The new council's first priorities should be committing to a solid investment of resources in equipment and personnel. The needs of every road in every neighborhood differ, but we must be committed to decreasing wait times for service, fixing inefficiencies and the safety for our residents. Our transit system needs a massive overhaul. This includes such initiatives as further acquisition of eco-friendly and accessible buses, deployment of minibuses to service rural and underserved areas and another series of re-assessments in the transit needs of our communities. These will be expensive processes, but will - if done correctly - address the major concern of District 3 and prepare us to progress with our related municipal plans.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    Affordability. From a basic economic standpoint, the less money the average person has to spend on basic needs, the less he/she/they has remaining to spend on every other good and service. This, in turn, reduces the amount of funds our businesses receive. Most residents would love to be able to enjoy more of what our business community has to offer, but cannot due to lack of excess cash. Our business community appears to be weathering this storm adequately, but the long term effects of the rising costs for basic necessities could be quite dire for those merchants and service providers who are not thriving. I support collaboration with government, cooperatives and nonprofits to develop non-market housing, affordable and sliding scale housing development quotas. I also support Buy Local programs and incentives. If elected, meeting with willing members of the District 3 business community to get further information and ideas will be a Week 1 priority.


    Other candidates did not submit responses in time for publication.

  • Candidates for Councillor, District 4 (Cole Harbour – Preston – Westphal – Cherry Brook)

    Joe Colley

    I. Why are you running for council?

    I'm running for council because I think with my knowledge of the communities included in District 4 due to the boundary changes, I can add valuable input into some decisions made by those who have the power to make changes to enhance the whole constituency. Years of hearing people's concerns as it relates to their livelihood and well being, it's time for their voices to be heard. I feel I would be the best candidate to represent District 4 because of my leadership experience within HRM and the relationship I still have with the internal and external staff members.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    There are many pressing issues in my district. Transportation, water, sewer, infrastructure, safety and sidewalks just to name a few. My plan is to meet regularly with the constituents to prioritize some of their concerns, communicate with other government bodies, meet with other stakeholders to get their support and continue to be transparent with all communications. Being passionate and letting the constituents know I'm here for them and will bring their issues and concerns forward.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    The most pressing issues I think impacting local businesses are taxes and construction. Construction near some local businesses will keep consumers away meaning a loss of revenue. One thing I would like to do for local businesses is to set up times where we can sit down and address some of their concerns and bring these forward. Times are extremely hard and we all must do our best to ensure the local businesses make it here and we don't lose what they have to offer.

    Trish Purdy

    I. Why are you running for council?

    I am running for re-election because I decided it has been too steep of a learning curve to throw away a chance for a second term. The last 4 years (first term on Council) has been challenging on many levels, but the awareness that residents feel unheard and unseen in the policy landscape is clear to me. It’s important to me to hopefully represent my residents as best as I can on Council. It’s also important to be available and willing to try to help every resident who reaches out with a concern or complaint.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    Road infrastructure informed by the Integrated Mobility Plan is a pressing concern in District 4- Traffic congestion, emergency vehicle response ability, budget priorities, needed sidewalk infrastructure, lane removals, and bike lanes. I have been a vocal opponent of the IMP since district 4 had major infrastructure changes due to IMP principles. I believe amendments are needed. A one-size-fits-all road infrastructure plan is not ideal in a municipality the size as ours. Urban and suburban communities are very different when it comes time to their car culture. I think Council needs to take a sober second look at their Complete Streets concept. It is an incredibly expensive way to go about fixing roads and limits the ability to do more. I am hopeful that the new Council will be willing to take another look at some of the policies that direct our infrastructure.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    Commercial property taxes are at an all time high. Prudent budgeting is needed as we move forward.In District 4, construction and traffic control on Cole Harbour Road is causing impact as well. Construction is relatively short term, but it creates frustration when common sense is not used when traffic control submits a plan for approval to HRM. Consideration for the least possible impact to business and proper communication throughout the process of construction is really important.

  • Candidates for Councillor, District 5 (Dartmouth Centre)

    Sam Austin

    • Acting as own official agent
    • Email: sam@samaustin.ca

    I. Why are you running for council?

    In deciding to run for a third term I asked myself two questions, do I still have the passion for the job and am I still bringing stuff to the table? The answer to both is yes. I love my job. It's a privilege to be able to work to make our community better and I get stuff done. The Sawmill River project, 15-minute ferry service, youth on transit, floating yellow heart in Little Albro Lake, HalifACT, the Centre Plan, and the Lancaster roundabout (coming 2025) are some of the things I have been proud to play a part a part in. There is still lots to do and I have put together an ambitious and detailed agenda on my website samaustin.ca. We have to continue to transform how we move around, tackle our housing and homelessness crisis, protect the environment, and take advantages for big picture city building. I bring a track record of success, and my experience will be an asset in the next Council where there will be a new mayor and at least five new Councillors. I still have a lot to contribute.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    Housing. I will be surprised if most people don't cite housing as the number challenge facing HRM. We have two housing crises, one around market supply and one around homelessness. HRM has done a lot to ease zoning restrictions to address supply already, with the big remaining item that needs to get done being the Suburban Plan. The homelessness piece is harder because HRM isn't in control. We're not in charge of shelters, addiction treatment, mental health services, income support, youth in care and all the myriad of other services that, when they fail, are dumping people on the street. HRM needs to work with the Province and non-profits to get results.

    Two things that HRM can do directly is to provide more support to non-profits. I'm committing to continuing to make surplus municipal land available for non-profits who build and operate housing and to increase the tax relief provided to non-profit housing providers.

    Non-profits can't do the work of addressing the crisis around homelessness alone. It's going to take sustained government action. The bigger move that I'm suggesting is that the responsibility for building public housing transfer to HRM. Much of our current mess stems back to the fact that we stopped building public housing in the 1990s. We have essentially the same number of rent to income units today as we did 30 years ago, but the population has grown by almost 200,000 over the same time period. No wonder we're in so much trouble!

    Public housing would fit better with HRM's mandate given our responsibilities for planning and given that we're the order of government that builds and operates the most stuff. Municipalities have 60% of the countries infrastructure. We would build units! The devil in the details would be funding it since there is no point in HRM taking on public housing without the money to actually do the job. The solution would be for the Province to stop deducting the $200 million in property taxes that goes to pay for provincial services. With the Province racking up record surpluses, even on top of record spending, the timing for this discussion could be perfect. In exchange for getting our of HRM's wallet, the Province gets to hand HRM additional responsibility that would be better managed at the municipal level. Could be a win.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    In Dartmouth it's social issues around homelessness. With more people in crisis, there has been an uptick in property crime and an increase in safety concerns. Some of this is real, some of it is based on stereotypes around who the homeless are. It is an issue for business though and it isn't going to be easy to fix. HRM needs to help create more housing, provide more support for the homeless, keep pressing the province to fix the gaping holes in our social safety net while also working with them (a delicate balancing act), and bring forward a civilian crisis response team.

    Michael McCluskey

    I. Why are you running for council?

    I am very concerned that HR Council has lost their way and have ceased to be an effective representative body of the people and businesses within HRM. I decided to run after watching a group of residents from District 5 on television lamenting the fact that no one, including their councillor, would help them with an encampment situation that had evolved over 18 months. Instead of having concrete plans and policies in place, HR Council is reactive and simply moves situations, usually into District 5, instead of dealing with them.

    As well as evidenced by the continued deflection of responsibility by blaming the provincial Government, instead of working and negotiating in good fate with them, they have revealed themselves to more interested in scoring partisan political “points” than solving problems. My opponent stated that he “…doesn’t believe that the (current) conservative government will ever build homes”. I do not believe that this biased attitude serves the people or businesses of HRM well.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    Affordable housing is the top issue in District 5

    My affordable housing goals are:

    1. Work with non-profit housing groups in District 5 and help address their needs.
    2. Collaborate effectively with the Provincial Government on housing.
    3. Address issues in municipal jurisdiction which impact the effectiveness of housing programs to better fulfill these needs.

    The federal Housing Accelerator Fund is helping HRM address its market housing needs, but HRM’s efforts on non-market housing have been lacklustre at best over the past four years. As I stated above, I think there’s been too much squabbling between Regional Council and the Province. As a Councillor, I will change that dynamic.
    ‍
    If we want more affordable housing, we need to have a stronger non-profit housing sector, and that will help us do a better job at addressing homelessness.
    ‍
    I want to encourage a grassroots, bottom-up approach that focuses attention on the true experts, our non-profit sector.
    ‍
    I’ll work closely with the estimated 20 non-profit housing groups in District 5 and learn about the barriers they face. I will take guidance from the organizations that are already doing the hard work delivering permanent, quality, affordable housing for their clients and tenants.

    To assist in bringing the focus back to helping residents in District 5, I will host a housing forum with our non-profit housing community. The forum will help promote partnerships, find innovative ways to create more community-based housing, and build our community’s capacity.

    I also want to make residents and businesses more aware of existing programs that can help them reduce their housing costs.

    HRM’s web site says that housing is a shared responsibility between 3 levels of government. I agree with that, but there are areas of municipal jurisdiction that need to be improved.

    On housing, I want to present a united front in District 5.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    Property and commercial taxes are the major source of revenue for HRM. The tax bill has been increasing every year placing an increasing financial burden on many homeowners, small businesses and tenants thru their rental payments.

    The HRM budget should reflect the wants and needs of the taxpayer and not a wish list of HR Council. It must be based on priorities such as fire & police response and improving the quality of life for the residents.

    HRM has an Auditor General whose responsibilities include auditing certain facilities and departments and submitting recommendations for improvement. This is not a total audit of all departments and does not discover all inefficiencies, which like all financial endeavours creep in over time. Every large organization can benefit from a full external review of its operations to seek out savings and produce a neutral set of data to base decisions upon.

    Every year as the population increases, there are more and new demands for our tax dollars, and we must seek out any opportunity to cut waste.

    As a Councillor I will put forward the following:

    • That an external audit/review be conducted immediately for every HRM department. These audits will help indicate where changes must be made.
    • That HR Council request monthly updates to ensure that the changes recommended are occurring in a timely manner.
  • Candidates for Councillor, District 6 (Dartmouth East – Burnside)

    Candidates did not submit responses in time for publication.

  • Candidates for Councillor, District 7 (Halifax South Downtown)

    William Breckenridge

    I. Why are you running for council?

    I have always been passionate about my community and started advocating for various causes in downtown Halifax from a young age. I have actively participated in HRM committees that focus on climate, policy, zoning, planning, finance, and heritage, and have frequently presented to council and committees. My family instilled in me the value of being there for others, particularly the community. I am excited to bring my experience and expertise to the role of Councillor.

    For more information or to contact me, please visit my website at http://www.willbreckenridge.ca.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    District 7 is unique with two major sectors: Downtown and the South End, each with distinct needs but also shared concerns. I believe the shared concerns are housing and climate change. Housing appears to be the most pressing issue, with climate change's impact on housing being a central and often overlooked concern.

    Action on Housing:

    1) Implement regulations to reduce speculation through land consolidation.

    2) Preserve public land for cooperative and community land trust housing.

    3) Conduct a study on housing needs and diversity to enhance market accessibility.

    4) Ensure planning policies address accessibility and inclusivity, especially for affordable housing for the disabled community.

    Furthermore, proposed reforms include:

    • Reviewing the planning department's structure for efficiency.

    • Establishing specific affordable rates for units in major developments.

    • Advocating for genuinely affordable housing in the new Cogswell District.

    • Exploring co-op development as a solution to housing shortages.

    • Improving the relationship between the municipality and the province for better planning and development coordination.

    • Prioritizing community engagement in neighborhood planning.

    • Enforcing timelines for construction after demolition and penalties for non-compliance

    • Encouraging construction on empty lots and infill development with community input.

    • Introducing performance-based building codes for high-quality construction standards.

    Action on climate change:

    • HRM faces challenges from rising sea levels and coastal erosion. Collaboration with citizens and all levels of government is crucial to address these issues promptly.
    • HRM should focus on improving recycling of construction waste and establish a Circular Cities Network with other municipalities in Nova Scotia.
    • Implement retrofit programs for existing buildings and adopt strategies to reduce materials and CO2 emissions.
    • Advocate for an electric car charging station network and set up a sustainability office for vetting work across HRM departments.
    • Create a office of sustainability which vets all HRM action and policy.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    I believe after speaking with business owners that taxation is the most pressing issue on the minds of businesses. But I would also like to add that taxation needs to address climate change and its impact on taxation. I will leverage my financial service expertise to optimize tax dollars for businesses through a balanced budget without property tax increases. Without a more efficient and transparent taxation system, HRM will struggle to address the challenges of our growing city.

    Action:

    • Motion to have a transparency and financial allocation strategy report published
    • Advocate to the province for a change in property assessment methods to reduce property taxes
    • Work to enhance support programs for seniors and individuals in need, as well as ensure grant programs are in place to safeguard existing housing stocks. This will assist businesses with security issues.
    • Explore alternative revenue sources for HRM, aligning with the initiatives outlined in my comprehensive platform, Article: Nova Scotia municipalities urged to get creative to find new revenue streams: report
    • Advocate to the province for further commercial tax reforms

    Please see my website www.willbreckenridge.ca for further details

    Cathy Cervin

    I. Why are you running for council?

    Now retired, I am dedicated to using my energy to improve our city. I see great opportunities for HRM City Council to make a meaningful impact. With over 40 years of professional experience in health and education, including service on national organization boards, I believe this is a pivotal time for HRM. I want to channel my skills into listening, collaborating, and taking action on the challenges our city faces. I envision a city where people can walk, bike, and roll on safe streets, where everyone has access to parks, trails, and natural spaces, and where we have a reliable, frequent, low-carbon transit system. I am committed to ensuring that the voices and ideas of all citizens, in their full diversity, are included in the Council's decisions and plans. I am ready to dedicate my time, energy, and experience to making this transformation a reality.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    Affordable housing is the most urgent issue facing our district. People need, want, and deserve housing they can afford, but many are worried about paying rent or keeping their homes. Despite recent changes to the HRM Charter that are a step forward, the municipality can do more to address the affordable housing crisis. Here is my plan:

    Redefine Affordable Housing: Ensure that affordable housing is defined as being in good repair, appropriately sized for occupants, and costing less than 30% of household pretax income. Require new developments to contribute: Require that 30% of all new developments with 6 or more units be set aside as affordable rental housing.

    Accessibility: Mandate that 25% of units in developments with 30 or more units be accessible to people with mobility challenges.

    Incentivize Non-Market Housing: Encourage co-ops, community land trusts, and other nonprofit housing initiatives to grow.

    Green Building Practices: Require environmentally sustainable construction in all new developments.

    Energy Efficiency: Support landlords in improving energy efficiency without passing costs to tenants.

    Use of Municipal Land: Dedicate surplus municipal land to nonprofit partners to develop affordable, net-zero, supportive housing like the Overlook, The Bridge, and YWCA projects.

    Landlord Registry: Implement annual inspections of rental units to ensure they are safe, clean, and well-maintained.

    I will also work closely with the Province to:

    - Create and support a Rent Bank to assist tenants in financial crises.

    - Reclaim municipal control and funding for social housing.

    - Implement a vacant lot tax to discourage speculation.

    - Prevent the demolition of existing housing until developers are ready to build.

    - Lobby to end fixed-term leases, which often contribute to housing insecurity.

    - Build more affordable housing and incentivize coordination among the 19+ organizations supporting the unhoused.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    The most pressing issue impacting local businesses is affordability. Rising costs—whether in rent, supplies, or taxes—are squeezing business owners, while labour shortages further compound the challenge. The affordability crisis is also affecting who businesses can hire and who they can sell to. The housing crisis is deeply tied to productivity. When people struggle to secure housing, they are less likely to move for new job opportunities, and some even defer educational or career advancements to manage current living expenses. This affects both the workforce and customer base for local businesses.

    How I plan to address this:

    1. Income tax distribution: While it's not the time to freeze taxes due to the urgent need for infrastructure, I support advocating for a new deal with the Province to better distribute tax income to municipalities. This will ensure that businesses are not overburdened while the city can continue to grow.

    2. Benefitting from Growth: Ensure HRM maximizes the benefits of Provincial economic development initiatives like NS Loyal. Support the Downtown Halifax Business Commission's Vision 2030 to foster a thriving business environment. Working with the Business Improvement Districts to promote smaller retail, local entrepreneurs, arts venues and industrial centers throughout HRM.

    3. Infrastructure Improvements: Invest in better infrastructure, particularly public transit, which is crucial for businesses to hire employees and for coasters to access the downtown. I will work to share the costs of these improvements with the provincial and federal governments.

    4. Downtown loop shuttle: Create a free frequent (every ten minutes) downtown loop shuttle and free Dartmouth/Halifax ferry that will support easy access for all to and around the downtowns.

    Andrea Hilchie-Pye

    ahp@andreahilchiepye.ca

    www.andreahilchiepye.ca

    I. Why are you running for council?

    I’m running for council to ensure the voices of District 7 residents are heard and respected in shaping our community’s future. I want to respect and protect our neighborhoods, manage growth responsibly, advocate for affordable housing options, and improve transparency and accountability in spending tax dollars. My goal is to bring thoughtful, balanced leadership that focuses on what matters most to our residents.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    The most pressing issue in District 7 is managing rapid growth while respecting neighborhoods and adapting to changing needs. I plan to address this by actively listening to residents, advocating for responsible development that aligns with community values, and ensuring transparent consultation and decision-making that balances growth with sustainability and quality of life.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    In District 7, businesses face a number of challenges. These include: traffic and parking issues due to rapid and significant growth within the district. In addition, accessibility issues for individuals with mobility concerns have been highlighted by local business associations as well as disability groups. Other ongoing issues include discussions about the commercial tax rate for small and medium size businesses; the need for faster approval processes for housing developments to address affordability and population growth, which indirectly affects businesses; and safety issues. Local businesses and restaurants are also still dealing with economic impacts of the pandemic, such as reduced foot traffic, especially with remote work keeping employees out of the downtown as well as human resourcing challenges.

    I will address these concerns by fostering ongoing dialogue with local businesses and working collaboratively with businesses, the Chamber of Commerce, and local business associations. This will help ensure that businesses concerns are heard and understood by the City as planning and policy initiatives are developed.

    Peter Sonnichsen

    I. Why are you running for council?

    I’m running for council because I believe that Halifax needs strong, pragmatic leadership to address some of the most urgent issues facing our community, including affordable housing, public safety, and sustainable growth. As a retired RCMP officer and a long-time resident of District 7, I understand the challenges our community faces, and I am deeply invested in ensuring that Halifax remains a safe, vibrant, and inclusive city for all.

    My background in law enforcement has given me the experience of working with all levels of government, and I know how to forge coalitions to get things done. I want to bring a community-first approach to council, making sure that residents and local businesses are heard, and that we focus on building a city where everyone can live and thrive.

    I’m running to ensure that progress continues in areas like public safety, housing affordability, and economic growth, all while ensuring transparency and accountability in council decisions.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    The most pressing issue in District 7 is the housing crisis. With the rapid growth of Halifax, many residents are struggling to find affordable housing, and this is leading to increased pressure on our community. I plan to address this issue by advocating for policies that encourage mixed-income developments and affordable housing projects. I also support increasing density in areas where it makes sense, while protecting the character of our neighborhoods.

    I would push for:

    Fast-tracking development approvals for affordable housing projects.

    Partnering with the provincial and federal governments to secure funding for publicly-owned housing.

    Working with the private sector to incentivize the construction of affordable units in new developments.

    My goal is to ensure that everyone in District 7 has access to safe, affordable housing, and that no one is left behind as our city grows.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    The most pressing issue impacting local businesses is the rising cost of doing business, particularly in terms of commercial rents and labor shortages. Many businesses, especially small and medium-sized enterprises, are struggling to keep up with these rising costs while also navigating a competitive labor market.

    To address this, I would:

    Advocate for policies that support the development of affordable commercial spaces, especially in high-demand areas like downtown Halifax. This would include exploring public-private partnerships to create more affordable business spaces.

    Support workforce development programs in partnership with local educational institutions and industry to ensure businesses can find the skilled workers they need.

    Push for expanded municipal programs that help small businesses access grants, tax relief, and mentorship, especially during periods of economic uncertainty.

    By addressing the cost of doing business and supporting workforce development, we can ensure that Halifax’s local businesses continue to thrive and contribute to the vibrancy of our economy. I am committed to addressing the key challenges

    facing both residents and businesses in Halifax, ensuring that economic growth is inclusive and sustainable.

    Laura White, P.Eng. (she/her)

    I. Why are you running for council?

    I am running for council because I want to spend my time helping people in a way that puts my skills, knowledge and experience to best use. I am an engineer (23 years), community council volunteer (15 years) and proud HRM resident (as a child, university student and parent).

    A livable Kjipuktuk/Halifax is Affordable, Resilient & Accessible. We are facing some major issues such as the housing crisis, the climate emergency, rising infrastructure costs and inequality.

    I am passionate about vibrant and accessible public spaces, safe, affordable and dependable mobility options for everyone, environmental and financial sustainability and building an equitable society.

    The climate crisis is the background reality that pushes me to run from a policy perspective, because we are short on time to reduce the concentration of CO2 in our atmosphere to a level that can sustain life on earth going forward. I know that municipalities can play a substantial role in both mitigating and adapting to climate change through a just transition. It is important that local decision makers have a firm understanding of the situation we are in globally.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    The housing and affordability crises are the most pressing issues in District 7. Halifax South Downtown is home to the most privileged and the most in need of support in our Province. The housing crisis issues include homelessness, affordability and supply of housing options and concerns over recent Housing Accelerator Fund zoning changes.

    I plan to prioritize the housing crisis by offering more housing options for everyone:

    -Maintain and build new relationships with people at all levels of government so we can collaborate to make sure everyone has a place to live.

    -Support a provincial housing first plan (basic housing with wrap around health care and social services supports) to help people get homes quickly and stay housed. This model has been proven to work; we need more units like this in NS.

    -Explore options like vacant lots, parking lots or campgrounds for temporary encampments.

    -Find ways to make the development approvals and building permit processes more transparent and faster.

    -Promote policies that include affordable units in market housing developments, perhaps designated for essential workers like teachers, cleaners, health care workers, grocery store staff.

    -Advocate for more public, nonprofit affordable and market housing to meet the needs of all residents.

    -Promote partnerships with all orders of government to provide land or buildings to nonprofits for affordable housing

    -Conversations to determine what can be done by the municipality to encourage beyond code building designs, materials and retrofits would be explored so we can build homes in an environmentally sustainable way.

    As mentioned above, affordability in all aspects of life beyond housing affordability is vital to address livability. Please see my policy perspectives page for more details on other ideas I have that will make life more affordable for all residents.

    Policy Perspectives – Laura White

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    The most pressing issue facing local businesses is how to draw customers to their shops and restaurants. Retailers on Spring Garden Road are struggling to maintain a safe environment for their employees and customers due to incidents of theft and harassment/violence. These are complex problems to solve, given the housing and affordability crises discussed above, as well as difficulties people are having accessing health care.

    To address these issues, I:

    -am in full support of the Downtown Halifax Business Commission Vision 2030 to make our downtown an even more desirable place to be and access

    -was pleased to meet a man experiencing homelessness in the SGR area who is employed by the Spring Garden Area Business Association to tidy the street. I like this idea and think anything we can do to draw more people to be out and about on HRM streets improves public safety.

    -think we could have more commercial mixed with our residential in D7, such as a bakeries, coffee shops and corner markets that carry produce. These types of shops are accessible by residents by walking or rolling or via micromobility. They help create social connections and add to public safety.

    -support increased street navigator and/or police presence on Spring Garden Road, ideally on foot or bicycle. I have reached out to HRP to discuss possible solutions but haven’t heard back.

    -will bring my passions for vibrant and accessible public spaces, safe transportation choices and financial and environmental sustainability to maintain and improve District 7 as a fantastic place to the place to live and visit.

    Policy Perspectives – Laura White

    (Public spaces update coming soon to my website.)

  • Candidates for Councillor, District 8 (Halifax Peninsula North)

    Jon Frost

    • Official agent: Stephen Hunter
    • Email: jon@frost4district8.com
    • Phone: 902.414.2524
    • Why are you running for Council?

      You could say my choosing to run for council has been in the works for a while. It was suggested to me over the years to run for council or another office, because of my involvement, and the roles I took, throughout the district. This is a big job for which I have much respect and appreciation, so much so that I truly did not have the desire to run. It was the homeless crisis that started me to contemplate a bid for council. I don’t believe leaving people in tents who we are. This led me to ponder some of the issues we have and decisions our past councils have made. Often our plans are made or implemented to the cheapest and easiest means, and consideration to those effected was not included in the process. We have many issues, many priorities, each of which connect in some manner. We need to stops thinking in silos and take a more Macro approach to out planning and our decisions. I care about Halifax; I love the North End and I want to be the voice of my district and a pragmatic voice in the Chamber.

    (2) What is the most pressing issue in your district, and how do you plan to address it?

    It is difficult to choose just one! I have been knocking since June, and the people of the district have much anxiety. Traffic, parking, bike lanes, affordability, encampments & development angst are the most prevalent, other than a councilor who is present and there when needed. You could say any of these things and you could argue it is right. I see how these issues are also the priority issues of the City as a whole, and believe we need to start where we can have the most impact both now and in the future. To me that is Transit. For my district, and the peninsula, the main source of traffic is from off the peninsula. A robust transit system, that is viable for those off the peninsula, would aid in tackling the other issues. It would decrease traffic on the peninsula, it would lessen the need for parking, affordability and environmental factors, less cars would inherently increase cyclist and pedestrian safety, and it would increase our potential density footprint. When you step back, you see that helping other areas of the city can help address many of the issues of your area of the city.

    (3) What do you feel is the most pressing issue impacting local business and how do you plan to address it?

    For businesses the red tape process is exasperating. Finding information on permits, the applications process, and any help to complete applications is difficult. The timeframes are too long. I spent the past 20+ years at Eastlink in a Revenue Management role, which consisted of budgeting, projections, and find process efficiency opportunities. I would love to sit down with Staff and businesses to see where we can streamline. As the saying goes location, location, location! Making out business districts a destination is something governments can facilitate. The overhaul of the waterfront of the past 10-20 years, has been fantastic. People are looking to come downtown again, and the Halifax Downtown Business Commission has some great ideas to increase the draw to downtown. District 8, the North End, has some visibility issues. Misconceptions about safety and a crumbling infrastructure leads to reluctant consumers. I would like to see Agricola St get a make over and become a destination. Another local issue is construction. While the result of increased housing & retail space has many benefits, business need to weather a storm to get there. Blocked parking, congested roads, obstructed walking/cycling lanes, and a lack of visibility for years at a time will test the strongest of businesses. We need to do our best to lessen these obstacles via firm construction timelines and city maintenance scheduling. We need establish a means by which to offer some financial support to businesses effected by our growth.

    Lastly, I would like to say that it is my belief that government’s role is business is to facilitate business & get out of the way. Doing this through creating and maintaining infrastructure & atmosphere to make Halifax a desired place to do business and a destination for consumers. Obviously, there will always be regulation & tax, but these should make common sense and the processes efficient.

    Stephen MacKay

    I. Why are you running for council?

    I’m running for council because I’ve been engaged with municipal affairs for years. Friends and neighbors trust me to take their concerns seriously, to point them to the municipal resources available to them and to put in the work to make Halifax the best city it can be.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    I’m going to answer both of the questions together because I believe there is a common solution. Affordability is the most pressing issue in our district. Food costs more, housing costs more, fuel costs more; everything cost so much more than it did 5 years ago.

    One of the most effective things that the city can do to address affordability is to invest in better transit, specifically to fast track the Bus Rapid Transit system. Car ownership is expensive often exceeding $1000/month in costs when you consider car payments, registration, maintenance, fuel and other costs. By providing reliable, convenient public transit options that get you to the places that you need to go the city can make it easier to shed a car from your driveway or to go car-free. This keeps more money in the pockets of our residents to support local business.

    Virginia Hinch

    Why are you running for council?

    I’m running in this election because I’ve seen the changes – for better and worse – in our district for the past 56 years. As a lifelong member of the community and someone who works with the Nova Scotia Provincial Housing Agency, I am all too aware of the issues that continue to impact our residents despite, and often due to, our city’s growth and redevelopment not being done in a way that includes and supports the members of our district.

    My primary goal in running is to make sure that the people in our district – like it should be in all of them – are at the forefront of council’s decision making. That sounds pretty generic but it involves a lot. Ours is a community with a rich history and, unfortunately, also one of discrimination, inequity and gentrification. Everything I’m campaigning on – from responsible development to properly affordable and accessible housing to reconsidering our programming and municipal priorities are all in the service of this overarching priority. We can’t go back and un-do what’s been done but we can take meaningful steps to ensuring that, as the city continues to grow and develop, that it isn’t at the expense of those who are most vulnerable and the list of who that is seems to be growing by the day.

    What is the most pressing issue in your district, and how do you plan to address it?

    There’s more than one most pressing issue in our district. There are both current and historical issues that do intersect but each needs to be given attention.

    Historically, our district has been the site of some of the most egregious instances of racism and persecution which is still felt today with the continued gentrification of the area. The most current issue that impacts people broadly I would say is the increasing lack of affordability and accessibility in our city which is worsening by the day.

    If we want to seriously address affordability and accessibility, then we need to actually invest in public and non-market housing that is affordable based on means. The province administers some but the wait lists are long and getting longer while the municipality has sold off surplus properties to developers who have sat on them for years. The only way to truly bridge this gap is to take assertive action and demonstrate leadership as a city by taking the initiative to build housing while advocating to the province on behalf of our constituents for the same while ensuring that development in the city is done with community benefit at the forefront.

    As we do this, we absolutely have to ensure that we make efforts to do it equitably as well. Those who are experiencing multi-generational barriers need to be front and centre in these efforts and those who have accessibility requirements must be closely consulted to ensure that what we build – and how we build it – does not further exclude them from their ability to safely live in and enjoy their own city.

    What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    I’ve talked to a lot of business owners in the area and have previously served as a Board members with the North End Business Association. Again, there isn’t any one issue that seems to stand out above the rest – or at least it can change with the times pretty quickly - but I would argue that the same overriding issue that affects most of our constituents also affects our businesses, especially our smaller ones.

    People’s ability to live with some degree of affordability impacts everything they do. If people can’t – or can only barely – afford to live then they can’t usually afford to shop much. If people are spending all the money they have, and some they don’t, on keeping a roof over their heads then they tend to forego all but the most essential goods and services – and, even then, they are more likely to get them at a big box store where you can get the most for the least.

    This is a ‘rising tides raise all boats’ situation. We need to help our residents survive both because it is the right thing to do and because they are the drivers of our local economy.

  • Candidates for Councillor, District 9 (Halifax West – Armdale)

    Josh Beitel
    Official agent: Carolyn Crewe
    Website: joshforhalifax.ca
     Email: joshforhalifax@gmail.com
    Phone: 1-888-788-5674

    I. Why are you running for council?

    I’m running for council because I want to get things done. As a constituent, I’ve been frustrated with what I see, and what many of my neighbours see, as City Hall’s inaction on major issues. I want to bring a greater sense of urgency and purpose to council.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    The two most pressing issues, not only in my district but in the city as a whole, are housing and transportation. Both are multi-faceted issues that require multi-faceted solutions, as well as cooperation from the provincial and federal governments. I will work both with council and with our counterparts at other levels of government to find common ground in order to move forward with much-needed investments in our housing stock and in public transit initiatives like Bus Rapid Transit.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    My partner and I co-founded and ran Duckish Natural Skin Care here in Halifax from 2015 to 2023. We faced a lot of issues, from staffing to shipping to funding. But for us, finding affordable and appropriate commercial space was probably our biggest challenge. I would lobby for the city to use some of its real estate to provide subsidized spaces for local businesses to rent.

    Carlos Pessoa


    I. Why are you running for council?

    - As the city is facing many infrastructure problems, I would like to contribute with solutions based on genuine participation of various stakeholders.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    Transit.We need to find ways to explore more our harbour as a way to transit residents from home to work and vice-versa. I will look into Purcel Cove Ferry and Water-taxis. I would like tro change Bus Lane to HOV, allowing for carpool (3+). I also would like to establish more Park & Ride bus stations.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    Labour shortage!I think one of the ways to deal with the issue is to link with local community colleges and link possible students of various trades in order to fill up positions upon their graduation.

  • Candidates for Councillor, District 10 (Halifax – Bedford Basin West)

    Kathryn Morse

    I. Why are you running for council?

    I have a degree in planning and have worked as a journalist and political assistant, a unique combination which gives me a solid background to serve as councillor. I feel I have made a positive difference in my first term and want to serve a second term to build on everything I’ve learned and continue working to make HRM one of the best cities to live in Canada.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    The most pressing issue in my district is the shortage of affordable housing. This is a complex issue that no councillor can address on their own. I support many of the mayoral candidate Waye Mason’s proposals for creating more affordable housing in HRM. He is the only mayoral candidate with a realistic plan to address a problem that is affecting ten of thousands of residents in HRM.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    I expect most local businesses would say they are struggling with taxes. I would support HRM diversifying its revenue sources to try to reduce reliance on property taxes and reduce the burden on small businesses. HRM has recently taken steps such as setting up an Office of Major Projects which will better coordinate key infrastructure projects and ensure they are as cost effective as possible.

  • Candidates for Councillor, District 11 (Spryfield – Sambro Loop)

    Nathan Parker
    Acting as own official agent
    Website: tinyurl.com/vote4nicepants
    Email: vote4nathanparker@gmail.com

    I. Why are you running for council?

    I find it utterly disgusting that we have a tent city that wasn't caused by a sudden disastrous loss of housing, but by people being unable to make rent, and the government at any level has failed to do anything about it. It is an embarrassment and a sin.

    II. What is the most pressing issue in your district, and how do
    you plan to address it?

    The most common complaints I've heard from people are issues with local traffic, including people speeding through residential areas and problems with congestion. I plan to push for the development of bike lanes, dedicated pedestrian walkways, and other non-car methods of getting around to both reduce vehicle traffic and slow down existing traffic where bike lanes are implemented, as well as dedicated traffic calming measures in areas where they would be effective.

    III. What do you feel is the most pressing issue impacting local
    businesses and how do you plan to address it?

    I feel that the biggest issue facing local businesses right now is the economic instability of the populace of Halifax in general. People who are worried about being one or two paychecks away from living in a tent don't tend to go out and buy a lot of things or eat out a lot. I want to implement a basic income for all residents of Halifax, which will have an invigorating effect on the economy as people will have more to spend as well as invest in local small businesses and start ups.

    Patty Cuttell

    Questions for HRM Councillor Candidates

    I. Why are you running for council?
    I am an urban and rural planner who has worked in community development and on municipal issues for most of my career. I’ve always been interested in how the places we live impact our quality of life and well-being. I’m running for re-election to ensure that the communities in my district are well represented and that projects and initiatives that support their betterment move forward.

    II. What is the most pressing issue in your district, and how do you plan to address it?
    At almost every door I knock on, people express concern about the impact of growth and development. This frustration is evident in issues such as traffic congestion, inadequate transit service, and worries about housing affordability and options for family housing.

    We need to quickly update the Halifax Transit Moving Forward Together Strategy to reflect the challenges and pressures we are facing due to rapid population growth.

    We must continue supporting our not-for-profit housing partners to build true affordable and supportive housing projects, and we need to press the provincial government—responsible for housing—to build more public housing to keep pace with population increases.

    HRM has made great strides in improving the housing approval process, and now we need to better incentivize developers to get these projects built. We have instances where development agreements have been renewed multiple times—these are already approved projects that need to move forward.

    III. What do you feel is the most pressing issue impacting local businesses, and how do you plan to address it?
    For Spryfield and the Sambro Loop, the most pressing issue is the lack of available commercial space. There is very little existing commercial space, and with the new provincial Minimal Planning Requirement capping the required ground-floor commercial space to a maximum of 20%, I am deeply concerned that we won’t see enough new commercial space being built.

    With a current population of about 40,000, over 3,000 new lots approved, and an additional 27 multi-unit developments approved through HAF within the walkshed of Herring Cove Road, I don’t believe we will have enough commercial space to service our growing community. Spryfield’s main street is underdeveloped and ripe for commercial opportunities.

    I have businesses and services looking for space, including some that, like daycares, require large areas with outdoor access. By missing this opportunity to create a vibrant commercial main street and accommodate service needs within our community, I fear we will miss the chance to develop a truly complete community. Every day, I hear from residents wishing for more commercial development in our area, including places to buy clothes, open small businesses, or locate local offices.

    What Spryfield needs is a community plan to help shape what a complete community would look like. Ad hoc planning, like what we are currently seeing from the province, will not result in sustainable, economically viable communities.


  • Candidates for Councillor, District 12 (Timberlea – Beechville – Clayton Park – Wedgewood)

    Taqi Hashmi

    I. Why are you running for council?

    I am running for Council to advocate for meaningful improvements in District 12 and across the region. Having lived in Halifax for two decades, including 15 years in District 12, I have a deep understanding of our community and its challenges. My extensive experience in leadership roles serving various non-profit organizations and the real estate sector has prepared me to be a strong candidate for our community.

    II. What is most pressing issue in your district and how do you plan to address it?

    1. Infrastructure Development

    Ensuring that the community has the necessary infrastructure to support growth and improve the quality of life is a key priority. This includes maintaining and upgrading roads, public facilities, and utilities to meet the needs of a growing population.

    2. Public Housing Expansion

    This involves working on policies and projects that increase the availability of public housing. Programs like the Rapid Housing Initiative (RHI) provide funding to quickly build affordable housing. Halifax can use this to create more public housing units.

    3. Reducing Property Taxes: Lowering taxes will make homeownership more affordable, attract new businesses, and boost our local economy, all while ensuring residents have more disposable income.

    4. Traffic & City Planning

    To improve district 12 and downtown traffic, need to address traffic signage issues, widening roads, adding parking, park and ride facilities, by improving public transit and as well as enhance planning efficiencies could significantly reduce daily commuting stress and road-related issues.

    5. Parks & Recreation

    By advocating for larger public parks with more facilities for children, to enhance the district's quality of life for families and the community.

    III. What do you feel is the most pressing issue Impacting local businesses and how do you plan to address it.

    The most pressing issue is rising operating costs, particularly due to increasing property taxes and commercial rent. This limits both the growth of existing businesses and the ability to attract new ones to the area.

    I plan to address these issues in the following ways.

    1. Reducing Property Taxes

    As part of my manifesto, I will advocate for lowering property taxes, which would directly benefit small businesses by reducing overhead costs, allowing them to remain competitive and sustainable.

    2. Improving Traffic Flow and addressing Signage Issues;

    Through the better traffic management

    3. Supporting balanced Commercial Growth

    To ensure that commercial developments are balanced with residential growth to avoid high rents that push businesses out.

    4. Encouraging Community-Led Planning

    By involving business owners in community planning discussions allows them to voice their concerns and contribute to decision-making processes.

    5. Advocating for Affordable Commercial Spaces

    As a part of my manifesto, I will promote modular construction and other innovative building techniques to create affordable, flexible commercial spaces, particularly for startups and small businesses that need lower-cost options.

    Julie Scott

    I. Why are you running for council?

    I’m running for District 12 council because, as a small business owner, I believe it’s time for Halifax to embrace modernity, clean up the city, and create an environment that attracts new business opportunities! Small businesses are the backbone of our economy, and we need a city that supports entrepreneurship, fosters innovation, and prioritizes investment in our infrastructure to make Halifax a hub for growth. By improving public spaces, modernizing our regulations, and promoting development, we can position our city for long-term prosperity and ensure that businesses thrive!

    II. What is the most pressing issue in your district, and how do you plan to address it?

    I’m running on six key issues that I believe are essential for the future of District 12:

    1. Rezoning: Halifax needs more efficient rezoning processes to allow for responsible growth, including affordable housing and mixed-use developments that support both residential and business communities.
    2. Encampments: We must address homelessness by providing permanent housing solutions while not setting up pallet homes in our communities. We currently have a mass immigration problem and need to take care of Canadians' needs first.
    3. Economic Growth: Halifax is ready for new business opportunities, and it's time to focus on attracting innovative companies and supporting local businesses with a business-friendly environment.
    4. New Transit Methods: We need modern public transit options, including expanded bus routes and new methods like trains, lite rail and ferries. We also need a direct 24/7 line from downtown Halifax to the airport. This would be a vital addition to our public transportation system, providing easier access for tourists, business travelers, and workers.
    5. Goodbye Potholes: It’s time to prioritize street maintenance and repairs. Halifax’s infrastructure should reflect the vibrant, growing city we are, and that starts with fixing our roads.
    6. Fund the Police: Public safety is a top priority, and we need to ensure our police force has the resources necessary to protect and serve. I believe in adequately funding law enforcement to keep communities safe while advocating for accountability and a tough stance on crime, countering our current “soft on crime” approach that fails to protect businesses and residents effectively.

    By focusing on these six issues, I’m confident that I can make Halifax a cleaner, safer, and more prosperous city for everyone.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    The most pressing issue impacting local businesses in Halifax right now is the rising cost of doing business This includes increased rent, inflation, and supply chain issues, all compounded by high taxation and labor shortages. These factors make it challenging for businesses to remain profitable and retain employees. To address this:

    • Streamlining Regulations: I would advocate for reducing red tape in business operations, including simplifying the permit process and rezoning regulations to make it easier for small businesses to start, expand, and thrive in the community.
    • Support for Local Entrepreneurs: We need to create a business-friendly environment through tax incentives and grant programs that support local entrepreneurs, especially in high-growth sectors like tech, green energy, and tourism.
    • Affordable Commercial Spaces: I'd push for more mixed-use developments that incorporate affordable commercial spaces for local businesses, ensuring that rent increases do not price them out of the market.
    • Infrastructure Improvement: Ensuring better transit, road maintenance, and utility coordination will enhance accessibility, reduce operating costs, and improve the overall environment for doing business.

    These initiatives will help reduce the burdens on local businesses while promoting economic growth and creating a vibrant local economy!

    Janet Steele

    I. Why are you running for council?

    I have been a resident of District 12 since 1999. My husband and I raised our four children in the District. I am a first-time candidate running in the election because I recently become more aware of issues in our community. (I retired from the federal public service last November.)

    As an avid runner and walker of my two dogs, the excessive speeding on all our residential streets become more apparent when I spent more time outside. I have also noticed the lack of wayfaring and signage for many of our trails, the absence of benches (and garbage cans) and the fact that we don’t have any community gardens in our District. (This is a real problem as we have many residents living in apartment buildings with limited or no access to space for gardening.)

    We also need to build community with the addition of some community bulletin boards to keep residents informed on events in their communities.

    I feel my previous roles as a public service executive and my volunteer experience of serving on community boards uniquely positions me to be an effective Councillor. For example, as a former public service executive, I have experience managing people and budgets, working collaboratively with provincial governments, communicating with all stakeholders and advocating for the needs of Atlantic Region. This involved ongoing communication with Canadians to ensure programs and policies responded to their needs.

    I have been active in my community serving on the boards of the Maskwa and Halifax Trojans Aquatic Clubs. While working with the federal government, I led the federal government United Way Campaigns in both Halifax and Truro and I was a long term mentor for Dalhousie MPA students seeking careers in the federal public service. In addition, while living in Truro from 1991-1999 I served on the Cobequid Regional Health Board. I am a member of the 100 Women Who Care Halifax and the Saint Benedict Parish. I currently volunteer in the English Language Learner Program at the Keshen Goodman Library.

    Another key issue that spurred me to join the race for Councillor is the need to improve reliability and accessibility for transit. As a long-term transit user, I know first-hand that we need to significantly improve our service offering to make it a viable alternative to using your own vehicle.

    I know from speaking with many thousands of residents that they feel disconnected from HRM decisions and processes, and they would like to receive more updates from their Councillors. All HRM residents deserve respect, and they expect to have an accessible Councillor that responds to email, returns calls, is visible in the community and is a strong advocate for the District.

    Finally, with an undergraduate degree from St. Francis Xavier University and a Master of Public Administration from Dalhousie University I feel I have the academic background combined with the volunteer and relevant public servant experience to be a strong Councillor for District 12.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    Development: HRM is experiencing a period of rapid growth. One of my priorities would be working to ensure the necessary infrastructure is in place to support development including transit, roads, adequate parking and the importance of access to natural spaces to support wellness. To achieve this without increasing our property tax, I would partner with other levels of government, the private and non-profit sectors to cost -share on the infrastructure to support our rapidly growing city. To make our Municipality more attractive to prospective residents, I intend to champion the proposed Blue Mountain Birch Cove Lakes Urban Wilderness Park with adjacent district Councillors and the federal and provincial governments. I will advocate for reliable and accessible transit including the addition of more routes, park and ride sites and the expansion of the Halifax Transit airport service. Related to our rapid development, many residential streets have excessive speeding creating danger for other drivers, cyclers, walkers and rollers. As an avid runner and walker, I see a great deal of dangerous and unlawful driving practices that need to be addressed with a multi-faceted approach including a greater police presence, sidewalks, traffic lights, cross walks with lights, well placed stop signs, traffic calming and finally, other measures such as reducing the speed limit on high traffic streets and using temporary speed displays. A key component of safety is more education for drivers and pedestrians. Also related to development is the critical need for enhanced communication and transparency with residents. I believe that residents must receive timely responses to their calls, emails and texts. In addition, residents must be regularly updated by on key developments in their districts. It is important that residents receive information using the mechanisms they prefer including through social media networks, focus groups, advisory councils, newsletters, email, townhalls, roundtables and where appropriate, one-on-one in-person meetings and discussions. I strongly support public consultation on key issues affecting the District. One example where this did not occur is the location of pallet homes on Thomas Raddall Drive.

    Residents have asked that Community Council meetings on key developments be held in the district where the proposed development may take place. (Many residents feel the downtown is inaccessible due to concerns around safety, traffic congestion and limited parking.)

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    Taxation: Halifax has the second highest property tax in Canada behind only Quebec City and unlike residential taxes, commercial taxes are not subject to the Capped Assessment Program which limits increases to the Consumer Price Index. I would explore the revenue implications of setting a maximum multiplier rate or cap to protect the commercial taxpayers. For example, if the cap per legislation or Council resolution were set at a maximum multiplier rate of 3.0 against the residential established tax rate of $ 1.00 , the commercial tax could be no higher than $ 3.00)

    Our high taxes pose increased hardships for businesses, and it requires tight scrutiny of HRM budgets to reduce costs, find new ways to offer services and to partner with other levels of government, the private and non-profit sectors to develop the infrastructure to support our rapidly growing city. Currently, HRM is left to pay for most of the new infrastructure and services required to support the rapid population growth.

    Attracting employees: Due to the affordability of homes and rental units, it is becoming increasingly difficult to attract highly skilled employees to HRM. Traffic congestion and the lack of a reliable rapid transit and active transportation routes create issues for employees to access their workplaces. I would support investments in streamlining permitting processes, rapid transit, more park and ride sites, durable bus shelters, adequate crosswalks to facilitate bus usage, more airport buses and continued support for increased ferry access to the downtown core.

  • Candidates for Councillor, District 13 (Prospect Road – St. Margarets)

    Robert Holden

    I. Why are you running for council?

    To leave a legacy for our children and our children's children. A more prosperous, healthy environment and future for all. I believe a change in focus is required from our governments' strategy of growth at all cost, to a more balanced approach that benefits everyone. The rapid increase in population is creating scarcity of housing, services and infrastructure resulting in increased costs and lack of availability.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    The most pressing issue in district 13 is affordability. I plan to address it by requesting council negotiate with the provincial and federal governments to decrease migration to HRM. If this is not addressed we will experience more crisis and lack of affordability. Our roads are congested, housing costs and taxes are rapidly increasing and people do not have timely access to health care. Our taxes are increasing to pay for increased demand on services and infrastructure. We have not realized all the costs associated with the massive population explosion. If it is not addressed now, I believe people will be very disappointed with the outcomes.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    Affordability. Increased taxes. The municipal budget needs to be balanced without tax hikes and inflated property assessments. Equilibrium must be sought through proper long term planning.

    Dustin O'Leary

    I. Why are you running for council?
    I've always been an avid follower of local, provincial and federal politics and I believe in the power of government to make people's lives better - be it safer, healthier, more prosperous or more equitable. I love municipal government because it’s the level that has the most impact on day-to-day lives.
    I always had the interest in representing my community as a member of Council, and thought I would run further down the road. However, the Tantallon Wildfires in 2023 and the lack of meaningful action in the immediate wake of that catastrophe motivated me to run now.
    My priorities are safety, connectivity and communication. I am committed to collaborating broadly to move things ahead, providing timely updates, and sharing information openly and transparently.

    II. What is the most pressing issue in your district, and how do you plan to address it?
    Emergency preparedness is critically important to all residents of Halifax Regional Municipality and specifically to those of us living in District 13. Safety is one of my key priorities, and my decision to run now is a direct result of the Tantallon wildfires last year. My mission is to move forward projects that are required to keep people safe and hold everyone accountable to implementing the installation of long-required safety infrastructure.
    Advocating for secondary access routes, dry hydrants, emergency plans, incident command systems and better coordination between first responders and all levels of government are some of the ways in which I will support emergency preparedness as we collectively prepare for more and more extreme weather events.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?
    Access to qualified labour is certainly an issue I am hearing about as I talk to business owners and operators in District 13 and across HRM. My goal is to be a connection point for labour and opportunities and I will do that by working with local business associations and advocating on their behalf with Provincial and Federal governments.
    In reality, issues of labour shortages do not fall under one single level of government. The Federal Government has certain labour responsibilities, including facilitating compliance with labour laws, occupational health and safety, and labour standards. The Provincial Government is responsible for adult learning programs, apprenticeship training, safety, regulation, and enforcement in some cases. Where the municipality can be helpful is as an honest broker by connecting people who are looking for work with the skills training opportunities offered by other levels of government. We can also look at our own municipal hiring standards to ensure that the qualifications we require for municipal employees are in line with the qualifications of recent graduates from those provincial and federal programs. That way, we can ensure that those recent graduates have a place where they apply their newly acquired skills locally so they are not forced to leave Nova Scotia and seek work elsewhere. And in two years or five years when they are ready to take the next step in their career, they will have the ability and confidence to do so here in Halifax and Nova Scotia.

  • Candidates for Councillor, District 14 (Hammonds Plains – Upper Hammonds Plains – Lucasville – Middle & Upper Sackville)

    Edward Giles

    Dear Mr Sullivan and Members of Halifax Chamber of Commerce,

    I am running for Council in District 14 because I see,hear, and share the concerns of residents. I don’t believe the concerns are being properly addressed and communication is minimal. We deserve to have citizens voices heard and their concerns accommodated.

    One of the most pressing matters that has been expressed by constituents I have spoken with is infrastructure. They have concerns that expanded housing and other developments in the area will cause even more stress and congestion. They expressed concern over Water supply and quality, as well as an over burden on the ground water table. For Business, one of the major hindrances is the slow moving of goods and services. When products and services are slowed it affects the GDP and GNP and that also impacts our tax base. Improvement to our infrastructure that takes into consideration the future growth needs to be a priority. We have many issues that need addressing. The aforementioned is just the tip of the iceberg. I hope to be a major contributor to solutions.

    Best Regards
    Edward Giles
    Candidate District 14

  • Candidates for Councillor, District 15 (Lower Sackville – Beaver Bank)

    Candidates did not submit responses in time for publication.

  • Candidates for Councillor, District 16 (Bedford – Wentworth)

    Scott Maskell, CD

    I. Why are you running for council?

    I’ve been interested in politics since I was a little kid in the suburbs of Toronto helping my Uncle put signs out on people’s lawns during his campaign for Member of Parliament. I feel municipal politics is one that gets overlooked a lot, but it is the one closest to peoples daily lives and it allows for an apolitical forum that doesn’t rely on partisan politics. Also, for the past 13 years I’ve been serving as a full time member of the Royal Canadian Navy and I though it was time, given that the current incumbent wasn’t running, to put my name forward and serve my community at a local level.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    I think the most pressing issue in District 16 is that of cost of living and transportation, and of course, housing as an issue across all of the HRM. One of things that can be done right away by council for cost of living would be to put a pause on any tax increases. While taxes are vital importance to any level of government, a monthly bill of property tax is just one more thorn in residents side’s. By limiting the increase for the near future we can hopefully alleviate some of that pressure. Other avenues of revenue should also be considered to take the burden off of citizens, which about 80% of the HRM‘s budget comes from property taxes. Some of these could be having parking paid for downtown on evenings and weekends, increasing developer fees up to a reasonable level in line with a city of our size in Canada, and finally, working with the provincial government to have other sources of revenue moved from the provinces coffers to the municipality, such as a percentage of sales tax spent in the municipality. As with transportation, a drastic look needs to be taken and how we approach moving people around the HRM specifically in and out of the peninsula. Another look needs to be had at LRT, while I’m not completely opposed to the current planned ferry it’s hard to see it actually coming to fruition. An LRT line, whether it’s reworking with CN to figure out how to build something alongside the freight line or working with the province and running something alongside Highway 102, something drastic needs to be done sooner than later.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    A lot of issues facing local businesses are out of the scope of the municipal government directly, but I believe municipality can help in other avenues. Allowing more growth in commercial areas and using mix used zoning, by upgrading the transit system to allow more people to travel to local businesses in District 16 without the need of their car, and too help with monthly costs by holding commercial property taxes for small businesses.

    Prathibha Narasimhan

    Acting as own official agent
    Email: voteprathi@gmail.com
     Phone: 902.844.8359
    Address: 145 Southgate Drive, Bedford

    I. Why are you running for council?

    I'm running for Council because I want to be a voice for the residents of District 16 and make sure our community gets the thoughtful and inclusive leadership it deserves. Halifax is at a huge moment in its growth and evolution, and District 16 should be at the forefront of that. What we are missing is leadership that listens, acts, and puts people first. I pledge to continue fighting for affordable housing, sustainable development, and better public services while striving to improve conditions for all constituents. With reinvigorated energy and enthusiasm for grassroots organizing, I am confident that together we can create a district strong with the values and concerns of all its residents.

    II. What do you consider to be the most critical issue your district is facing, and what kind of solution are you seeking for this?

    The biggest concern in District 16 is improved public transit and transportation. Many depend on public transportation in and out of work, school, or other vital services. Current options are sparse and mostly unreliable. To this end, I intend to:

    Support increased bus route options and increased the frequency of such service, particularly in peak hours of the day, to ensure the transit is more reliable.
    Support the construction of more bike lanes and pedestrian-friendly areas to further encourage greener transportation options.
    Collaboration with city planners will help pinpoint other infrastructure improvement needs, such as road maintenance and total access for all citizens.
    With a transportation focus, District 16 can improve mobility and minimize congestion of traffic flow, contributing to a higher standard of living.

    III. What do you feel is the most pressing issue impacting local businesses, and how do you plan to address it?

    Some of the most critical issues facing the local businesses in District 16 are the ever-growing costs associated with operating a business, from rent and utilities; it is incredibly hard for many small business owners to keep their businesses alive. I would do my best to help small businesses flourish by:

    Advocate for commercial rent stabilization policies that avoid the jolting rent increases that force businesses from their locations.
    Support grants and other relief programs for small businesses as they work to rebound from the economic challenges brought about by inflation and increased operational costs.
    Work with business owners to develop programs that bring foot traffic to your community, such as local events, markets, and promotional campaigns that encourage residents to shop locally.
    I firmly believe that helping local businesses succeed is an important ingredient in having a vibrant, economically diverse community in District 16.

    Anika Riopel

    I. Why are you running for council?

    I’ve spent the past 7 years advocating at all three levels of government for sustainable transportation policy and programming! Halifax is facing serious crises that require action. I’m bringing not only a progressive voice and ideas to the table but also the knowledge and skill of working through bureaucracy to get things moving faster. My years working for the Ecology Action Centre and Zuppa Theatre have given me strong relationships with folks across sectors, and levels of governments. I’m a deeply strategic person who loves nothing more than finding common areas of interest and building trust so we can get things done!

    I have a strong policy based platform and I’m ready to get to work.

    II. What is the most pressing issue in your district, and how do you plan to address it?

    Affordability is the key issue raised at the door. I’ve built my platform off of conversations from door knocking, meeting with community orgs and HRM staffers.

    Affordability is woven into everything - housing, transportation, energy, food and recreation.... Council needs to act now to reduce the burden of day to day living on Haligonians and increase support to those most in need.

    We have some strong plans including the Integrated Mobility Plan, Bus Rapid Transit, JustFOOD Action Plans and People Planet , Prosperity Economic Plan. We need to get these moving and we need to invest in non-market housing, Municipal Community Land Trusts, accessibility standards so people can age in place. We need to hire more bus drivers and improve the reliability of our transit. We need to nullifying the restrictive covenants that limit who can sell food in an area and implement more energy efficiency programs so people can reduce their energy bills. Finally we need to ensure a quality of life that allows us to thrive - by providing better access to recreation, the arts and green and blue spaces.

    How do we pay for this? There are two ways to move forward: raise taxes or grow our tax base. Since we are growing, we should grow smartly. That means building complete communities, with denser central areas and amenities that are walkable and bikeable and connected by transit. This will increase municipal revenues at a faster rate than the cost of services. Smart growth means a strong regional plan.

    Dense urban areas like the North End subsidize suburban and rural areas. We need our suburban areas to move towards complete sustainable community models.

    III. What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    The North End is full of awesome local businesses that make our community vibrant a place to live! The affordability crisis and rising inflation are hitting these businesses hard - both on owners and staff but also on the amount of disposable income that shoppers have. Addressing these issues and ensuring that we have programs that provide support for our most vulnerable community members.

    Aaron Rice

    I want to make a difference in Bedford-Wentworth as well as the entire HRM. Bedford-Wentworth is such a vibrant community with so much potential. It's up to elected officials to turn potential into promise. In my current role as a community outreach worker with the HRCE, I've seen the positive impact when you collaborate on a plan, connect folks to the right resources and advocate for follow through. I want to make this the reality for all of HRM. I believe I can make a meaningful impact as a city councillor.

    • What is the most pressing issue in your district, and how do you plan to address it?

    Transit and traffic are one of the biggest issues. I mention both because they both affect one another. We need to first rebuild the relationship people have with public transit. We do that by continuing to work towards providing an option that is reliable, accessible, and affordable. By re-inspiring trust and promoting use it pulls more cars off of the road which alleviates congestion, better for the road itself and is better for the environment. Active transit is important. Whether it's cycling, rolling or walking folks need to feel safe. Continuing to advocate for these things as a part of the Integrated Mobility Plan will help make our city and District flow much easier with less frustration and stress.

    • What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    Traffic and mixed use zoning. Through canvassing and meeting with local groups it is quite apparent that residents do not like to travel at peak times and when they head out it is for very focused trips. Many have said they do not like to venture too far for fear of being caught in traffic.

    My resolution for traffic is listed in the previous answer but to extend that further we can use a mixed use zoning strategy. This allows for residential and commercial to exist together. Formed around options of transit, and creates more "complete communities". Where folks can select an option for commuting from stores, to local shops and groceries without being dependent on a car.

    Jean St-Amand

    Why are you running for council?

    Alongside my entrepreneurial career as a marketing communications consultant and designer, I’ve built a strong reputation as someone that dedicates time and effort to assisting the community – Phoenix Youth Programs, Bedford Eagles, the Canadian Cancer Society, UNICEF, Bedford Days, School Advisory Committees, Boundary Reviews, and multiple municipal and provincial political campaigns and organizations. This has been a consistent theme throughout my life, following the example set by my parents, themselves dedicated community organizers and volunteers. On an ongoing basis, I have blending my professional experience with my fierce desire to improve my community to benefit my fellow residents. I have long been keenly interested in public service as a means to effect deeper and more meaningful change for my community. A councilor has the unique and enviable ability to effect real change that affects peoples’ lives immediately, while also having a view of the long term to effect planning decisions that will have an impact across generations. It takes the right person with a deep understanding of the community, an analytical mindset and the ability to balance competing priorities to make the decisions that provide a long-term benefit for everyone. That was what inspired me to support Tim Outhit when I joined his campaign team in 2008 to help him become our councilor and again to see him re-elected. When Tim announced this year that after 16 years he was ready to move on, I immediately knew this was next for me. My deep commitment to my community has been building up to this.

    What is the most pressing issue in your district, and how do you plan to address it?

    Traffic is far and away the most discussed challenge in District 16 as I go door to door. It’s a symptom of a combination of the explosive growth the Bedford area has experienced in recent years, limited transit service coverage and development decisions going back decades that are all collectively causing serious congestion along key corridors, particularly Hammonds Plains Road, Highway 102, the Beford Highway and Rocky Lake Drive. These are issues that are well documented and the city (with some assistance from the Province) has in recent months taken steps to address the symptom, if not necessarily the root causes. As Councilor it is my intention to rigorously pursue solutions to the underlying causes of our congestion to have a lasting impact on safety and quality of live in the district. I plan to work with council and staff to make data-driven improvements to the transit routes servicing not just Bedford but systemic improvements that will aid in traffic flow throughout HRM, coupled with leading a communications effort to effect a cultural shift in the city. Better transit is ineffective if we are unsuccessful in changing the perception of transit. There is a mindset, which is undoubtedly more deeply rooted in the suburban areas, that transit isn’t effective in getting people in and around the city. While that might have some foundation in the truth, as we improve and services as called for in the Integrated Mobility Plan and the BRT plan, it’s vital we roll out the components of a communications strategy to change minds about the ease with which transit can help our community members get around – we have to sell them on the service as improvements are made. Perhaps most importantly, I feel my role as a council member is to analyze and critique our long-term vision for a successful Halifax and the development planning intended to deliver us to that goal. Disconnected “islands” of development driven by opportunity and need rather than sound planning may have been an unfortunate necessity of our rapid growth, but we’re experiencing the growing pains that approach has wrought, and I, and my constituents, envision a more connected city with dramatically less dependency on personal vehicles to get around and more free-flowing accessible transit to support a modern reimagination of our region.

    What do you feel is the most pressing issue impacting local businesses and how do you plan to address it?

    The Bedford business owners with whom I have spoken express frustration with the traffic as a challenge to their operations as much as it challenges their ability to get around personally. Bedford’s geography is such that the congestion on the key corridors is hurting business. People stay away, or avoid travel to their business location at certain times of day – though crucially, time of day is becoming less of a factor since traffic flow is congested almost without breaks for most of the day. The impact on staff attraction and retention has been severe, which is already challenging enough with pressure on wages and benefits. Addressing the causes of traffic in District 16 would deliver substantial long-term improvements to the business climate in the area

  • Candidates for CSAP Member

    Candidates did not submit responses in time for publication.

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