Denis Tsang

Yes, but WITH clear rules. Toronto should allow substantially more housing as-of-right in every ward, provided new buildings follow predictable height, design, and servicing standards. That approach expands housing options while respecting neighbourhood form.

Yes ONLY when the indoor option TRULY meets the person’s needs and the City has exhausted outreach and support. Otherwise, the City should keep working to find better housing or shelter rather than simply displacing people.

Yes - with a fine balance. If the money is clearly ring-fenced for transportation improvements and the policy includes fairness protections. Toronto should only pursue road pricing as part of a broader mobility plan, and any scheme would also need provincial authority.

Yes. Toronto should raise local revenue for core infrastructure repairs instead of letting the backlog grow. The City can and should still seek provincial and federal support, but it should not make essential maintenance dependent on outside funding.

Yes. Toronto should publish clear project-level budgets, schedules, and performance updates for all major capital projects. That transparency helps Council and the public track progress, spot delays early, and hold the City accountable for delivering major investments efficiently.

Toronto should give the greatest additional investment to public-space management. Well-lit, clean, well-used streets and parks reduce disorder and improve the feeling of safety, and they work best when paired with crisis services for people in distress and enforcement for serious offences.

The Toronto Police Service budget should remain approximately constant after inflation. That would preserve essential policing while allowing the City to shift some workload to civilian services, prevention, and mental-health response where those tools are better suited.

Toronto should permit these tools only under strict rules. The City should require clear limits on who can access the data, how long it is kept, what it can be used for, and whether it can be shared outside approved law-enforcement purposes.

Toronto should give the greatest share of new transit funding to maintenance and state-of-good-repair work. The first job is to keep the existing system reliable, safe, and available, while still funding service improvements and targeted expansion where demand is strongest.

When street space is tight, Toronto should generally prioritize passenger capacity while still protecting essential access for deliveries, trades, emergency vehicles, and accessibility needs. That approach moves the most people efficiently and keeps the city functioning.

Toronto should put the greatest emphasis on reducing approval times and city-imposed costs, because that is the fastest way to unlock more housing this term.

Toronto’s primary role should be partner and financier. The City should use its land, funding, and incentives to unlock many more affordable and supportive housing projects, while also simplifying approvals and reducing barriers so non-profit and private providers can build faster.

Toronto should concentrate the greatest increase in density along major streets and near rapid transit. That approach puts more homes where transit, shops, and infrastructure can support growth, while still allowing gentle density in more neighbourhoods.

To reduce the cost of building housing in Toronto, the City should focus on faster approvals. Expanding as-of-right zoning and automating routine permits lowers carrying costs, reduces uncertainty, and helps projects get built sooner.

Toronto should strengthen project governance at the front end. That means clearer stage-gate approvals, more disciplined risk management, better contract oversight, and stronger performance tracking for consultants and contractors before projects get too far off track.

Toronto should use external delivery more often where it offers better value and performance. Competitive procurement can help the City get specialized expertise, flexibility, and cost discipline, as long as contracts are tightly managed and results are measured.

Residential property-tax revenues should generally grow approximately with inflation and population. That gives Toronto enough room to maintain frontline services and capital commitments without asking residents to absorb large jumps year after year.

Toronto should rely most heavily on broad recurring revenue. That means a stable property-tax base first, and only if legally authorized, new broad municipal taxes that can provide predictable year-over-year funding for core services.

Toronto should first raise dedicated revenue for infrastructure repair. A recurring source tied to state-of-good-repair work is the clearest way to stop the backlog from growing while still preserving core services and facilities.

Toronto’s primary approach to the province should be partnership. The City should work with Queen’s Park on shared priorities to bring real money, approvals, or policy wins, while keeping the option to advocate for better long-term authority and revenues.

Strong mayor powers should be used mainly for administration. They are best used to improve how City Hall is run, while being applied carefully and only where they clearly advance housing and infrastructure priorities.

Toronto should focus first on core services in Don Valley West. Residents need reliable transit, maintained roads and sidewalks, well-kept parks, and responsive local infrastructure before the City pushes growth or treats disorder as the top issue.

Use a specific, measurable ward commitment as the main scorecard for the term. That makes accountability clearer and lets voters see whether you delivered on the promise they elected you to keep.