Should Toronto permit substantially more housing as-of-right in every ward, including areas currently dominated by detached and semi-detached homes?
- Shelley CarrollYes
Written by Shelley Carroll in answer to our questionnaire, and published as given. Not our description of them.
Shelley Carroll has spent her career helping build stronger communities.
Before entering public life, Shelley owned and operated a small business while raising her family in North York. She was an active volunteer in her daughters' school community, helping lead breakfast programs and organizing against funding cuts to public education. Those experiences shaped her belief that strong communities are built by people who step up, listen, and work together.
That commitment to public service led Shelley from School Trustee to Toronto City Council, where she has proudly represented Don Valley North for more than 20 years.
Today, Shelley is one of Toronto’s most experienced civic leaders. She currently serves as Budget Chief, the Mayor’s Economic Development and Culture Champion, and Chair of the Toronto Police Service Board, helping lead the city through some of its biggest financial, economic, and public safety challenges.
Whether she’s advocating for safer neighbourhoods, improving parks and community spaces, supporting local businesses, or helping residents navigate City Hall, Shelley is known for thoughtful leadership, strong relationships, and delivering results for the community she calls home.
Our questionnaire
Shelley Carroll’s own answers to the questions we put to every candidate, published as given — including, where they wrote one, their reasoning in their own words.
Road pricing is only an option if it is fair, equitable and regional in scope. Any such system would need to be developed in partnership with other levels of government, and should be publicly owned and publicly operated so all the revenue will make its way to transportation improvements.
Toronto cannot afford to defer critical infrastructure repairs, but we should prioritize finding efficiencies and making full use of existing revenue tools while pressing the provincial and federal governments for their fair share of infrastructure funding.
We need to invest more in crisis prevention, mental-health response, addiction treatment and youth intervention while maintaining our current levels of investment in the enforcement and public-space management that keep our communities safe.
We need to make the service we have right now much more reliable than it is today. That will improve our ridership and help us generate expansion. We also need to get the Sheppard Subway expansion built!
Our priority should be moving people and essential goods efficiently. If we get passenger capacity and essential access right, general traffic and parking will follow.
We need to build more affordable and supportive housing people can actually afford. That means working with other levels of government and non-profit partners to build homes, create jobs and invest in the infrastructure our communities need.
Toronto’s primary job is to enable housing by approving enough homes and removing unnecessary barriers to construction. But a city of our size should also use every tool available from regulation to public land and partnerships to make sure we are building the homes our residents need.
We need to continuously strengthen Toronto’s project management capacity so major projects are delivered on time, on budget and with clear accountability to taxpayers.
We've demonstrated that Toronto is a willing partner, but as the city we are left to operate the asset so we need new funding arrangements.
We've learned over time that every mayor has had to work with Council to build support for major priorities. The tools to lead on administration, budgeting and housing are already available under the City of Toronto Act, but building consensus sets these up for success.
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