A New Way Forward
A Pragmatic Roadmap for East Gwillimbury's Future
Not everything happens at once, but nothing meaningful happens without direction. Every commitment in Brian's plan comes with a taxpayer check showing how it gets paid for.
Respect for every tax dollarBrian's Message to East Gwillimbury
East Gwillimbury is at a critical juncture. Our community is growing, our needs are changing, and the decisions made over the next term of Council will shape what this town looks like, how it functions, and whether our municipal government is working for us.
This plan is not a collection of promises. It is a roadmap built on four years of listening to residents, delivering results, engaging with community organizations, getting value-for-money for taxpayers, and recognizing both the constraints and the opportunities that exist within local government.
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Every priority in this plan is informed by my experience on Council and a practical understanding of how municipal government works. This is not a wish list. It is a multi-year, financially conscious strategy that recognizes not everything happens at once, but that nothing meaningful happens without direction.
Municipal government is not about choosing between action and affordability. It is about sequencing, prioritizing, and delivering responsibly over time. Affordability is not achieved by doing nothing. It is achieved by planning well, spending wisely, and making decisions that reduce long-term costs while improving service delivery.
At its core, this plan is about people. Families who want recreation and safety. Seniors who want dignity and access. Youth who want opportunity and reasons to stay. Volunteers who deserve partnership, not bureaucracy. And residents who want transparency, respect, and a voice in decisions.
Most importantly, it reflects my core belief that leadership means doing the work and getting results on day one, and that East Gwillimbury deserves a Mayor who is prepared, engaged, and willing to move ideas from paper to reality.
Not everything in this plan will happen overnight. But everything in this plan can happen, with discipline, partnership, and leadership over time.
That is the work ahead. And that is the work I am ready to begin.
How this plan respects your tax dollars
“Affordability is not achieved by doing nothing. It is achieved by planning well, spending wisely, and making decisions that reduce long-term costs while improving service delivery.” Brian Johns
Responsible Government & Fair Taxes
Fiscal discipline, transparent budgeting, and a municipal government that earns the trust of every taxpayer.
Property Taxes
Taxpayer check: Every budget comes with a Taxpayer Impact Statement showing the cost to the average household before Council votes.
Residents need predictable and fair property taxes to plan their household budgets and maintain financial stability. During periods of growth, it is essential that municipal taxation is responsible, transparent, and aligned with community priorities.
As Mayor, I will ensure that property tax decisions are made with discipline, transparency, and respect for the residents who pay them. Every budget will be guided by a commitment to fiscal responsibility, value for taxpayer dollars, and accountability to the community.
- Publish a Taxpayer Impact Statement alongside each annual budget that explains, in plain language, the impact on the average household tax bill
- Include a cumulative multi-year view so residents understand how budget decisions affect their household over time
- Provide clear comparisons to inflation, the prior year, and neighbouring municipalities
- Summarize what residents are getting for their tax dollars in each major service area
- Ensure every resident can understand the budget before Council considers it for approval
- Approach every budget decision with the same care and discipline residents apply to their own household budgets
- Pursue value for taxpayer dollars in every spending decision, recognizing that each tax dollar comes from an East Gwillimbury household
- Maintain a multi-year fiscal outlook so that today’s budget decisions support a stable financial position tomorrow
- Ensure the municipal budget reflects efficiency and responsible spending
- Provide clear communication to residents on how tax dollars are allocated
- Offer easy-to-understand breakdowns of municipal spending and budget decisions
- Conduct an annual spring survey to gather resident feedback on priorities, services, and budget decisions, ensuring the budget reflects the community’s expectations
- Establish annual reporting on municipal expenditures and taxation to demonstrate fiscal responsibility
Residents deserve transparency, accountability, and fiscal discipline from their municipal government. Through the Taxpayer Impact Statement, the annual spring survey, and clear public reporting, East Gwillimbury will maintain a budgeting process that respects every dollar paid by residents while delivering the services and infrastructure our growing community needs.
Government Effectiveness
Taxpayer check: A day-one third-party audit, a multi-year capital budget and joint purchasing to cut costs.
East Gwillimbury residents deserve a municipal government that is responsible, accountable, and effective. By strengthening planning, budgeting, and service delivery, we can deliver greater value for taxpayer dollars, improve service quality, and build a more responsive municipal government.
As Mayor, I will implement strategies to enhance municipal effectiveness and value for taxpayer dollars while maintaining high-quality services, including:
- Third-party audits and reviews that set a new baseline from day one
- Multi-year capital budgeting for stability and foresight
- Strengthened operational planning and continuous improvement
- Enhanced resident engagement to align services with community priorities
- Commission a third-party audit of existing staffing and of current and past capital project management immediately upon the new term of Council commencing
- Commission a third-party review of the organizational staff structure, core-service delivery, and efficiency and cost savings
- Establish a Multi-Year Capital Budget to strategically plan infrastructure and investment, with potential cost savings through early procurement and forward planning
- Work with the northern six municipalities in York Region for joint procurement of services and contracts to leverage cost savings
- Expand asset management planning beyond the 10-year minimum horizon to ensure long-term sustainability
- Pursue opportunities for shared services and intermunicipal partnerships that deliver better value for taxpayer dollars
- Conduct customer service and community surveys every two years (2027 and 2029) to listen to residents and reflect their expectations
- Hold annual spring surveys in advance of Business Plan and Budget planning to ensure resident priorities inform municipal decision-making
- Strengthen internal performance measurement and reporting to ensure clear accountability for results
- Invest in process improvement, staff training, and modern technology to deliver better services more effectively
- Build a service-focused organizational culture that emphasizes responsiveness, accountability, and value for residents
- Identify opportunities for continuous improvement across all departments
By strengthening planning, accountability, and continuous improvement, East Gwillimbury can deliver better services and ensure taxpayer dollars work harder. Responsible governance is not just a goal. It’s a commitment to results for the people.
Transparency and Better Governance
Taxpayer check: Council members’ discretionary spending, itemized and published every year.
Residents deserve a municipal government that is open, accountable, and willing to answer for how it spends public dollars and how it makes decisions. Transparency is not a slogan. It is a standard that must be met every day, in every decision, and in every dollar spent.
East Gwillimbury deserves a municipal government where residents can see who is lobbying their elected officials, how public dollars are being spent, and where every resident has the right to speak before their Council without being turned away.
As Mayor, I will strengthen transparency, accountability, and public participation in municipal governance by:
- Establishing a public Lobbyist Registry to document interactions between elected officials and those seeking to influence municipal decisions
- Enhancing Council expense transparency so residents can see exactly how public dollars allocated to Council members are being spent
- Reversing the restrictions on public deputations adopted in January 2026
- Conducting a comprehensive review of the Town’s Procedural By-Law to ensure resident feedback is formally recognized and integrated into Council processes
- Establishing open feedback channels and an open feedback loop for residents’ input to inform municipal decisions
- Ensuring formal municipal processes prioritize transparency, accessibility, and accountability
- Establish and maintain a public Lobbyist Registry between Council and Stakeholders and have it embedded within the Code of Conduct
- Maintain transparent marketing and communications through social media, newsletters, and public forums
- Enable comments and feedback on all social media platforms
- Establish an open feedback loop for residents’ input to inform municipal decisions
- Publish the annual Statement of Remuneration and Expenses prominently on the Town’s website, presented in a clear and understandable format
- Require itemized breakdowns of discretionary spending for each member of Council, going beyond the minimum requirements of the Municipal Act
- Ensure every resident can see how public dollars allocated to Council members are being spent before Council considers the next budget for approval
- Reverse the restrictions on public deputations adopted in January 2026, restoring residents’ right to be heard by Council
- Conduct a comprehensive review of the Town’s Procedural By-Law
- Ensure resident feedback is formally recognized, prioritized, and integrated into Council processes
- Align municipal procedures with principles of accessibility, transparency, and accountability
Transparency is the foundation of trust between residents and their municipal government. By establishing a lobbyist registry, opening Council expenses to public scrutiny, and restoring residents’ right to be heard, East Gwillimbury will set a higher standard for open, accountable governance.
Animal Services Accountability
Taxpayer check: A public review of what East Gwillimbury taxpayers pay for under the service arrangement with Aurora.
East Gwillimbury does not deliver its own animal services. We receive them through a service arrangement with the Town of Aurora. That arrangement is a municipal decision, made by Council, paid for by East Gwillimbury taxpayers, and delivered in our neighbourhoods.
When something goes wrong in that service, residents are told it happened elsewhere. It did not. It happened here.
Residents deserve to know what standards apply when an animal services officer responds to a call in East Gwillimbury, what oversight exists, what happens when something goes wrong, and whether promised changes are actually delivered. Shared services can save money and improve capability, but they cannot be allowed to blur accountability.
As Mayor, I will ensure East Gwillimbury's animal services are delivered to a clear standard, with transparent oversight and public accountability, regardless of which municipality provides them.
That means understanding what our service agreement actually commits to, reviewing whether it meets the expectations of our residents, and establishing reporting that continues after any individual incident has left the news.
- Bring forward a public review of East Gwillimbury's animal services arrangement with Aurora, covering service standards, oversight, incident escalation, accountability, cost, and the options available to Council for the future of the service
- Ensure the review is conducted publicly, with residents able to see the terms of the agreement they are paying for
- Report the findings and the options to Council and the public, so any decision about the future of the service is made in the open
- Ask Council to direct staff to review which records held by East Gwillimbury relating to a serious incident can legally be released to the public, and to clearly explain the legal basis for anything that cannot be released
- Establish a standing expectation that serious incidents involving animal services in East Gwillimbury are reported publicly to Council, not resolved quietly between administrations
- Formally request written implementation plans from our service provider for any recommendation arising from an independent review, including who is responsible, expected timelines, and how progress will be reported publicly
- Where a service provider disagrees with a finding or recommendation, ask that the disagreement and the reasons be identified in writing
- Establish regular public reporting on service performance and on the implementation of committed changes, so accountability does not end with a single report
- Ensure any future animal services arrangement, with Aurora or otherwise, sets clear expectations for training, response protocols, use of restraint equipment, and escalation
- Require that residents have a clear, accessible way to raise a complaint or concern about an animal services response in East Gwillimbury, and that complaints are tracked and reported
- Evaluate the full range of delivery options available to Council, including continued shared service, a revised agreement, or alternative arrangements
This is not about prejudging anyone. It is about a simple principle: when East Gwillimbury contracts for a service delivered in our community, East Gwillimbury is accountable for how that service is delivered.
Residents are entitled to know what happened, what will change, and whether those changes are actually being made. I will do the work to make sure they find out.
Smart Growth & a Stronger Economy
Housing done right, a thriving agricultural sector, and business-friendly policies that will create more jobs.
Housing
Taxpayer check: Infrastructure before housing: growth paced to our water and wastewater capacity, with development charges paying for what new homes need.
East Gwillimbury is growing, and growth must be done right. Residents deserve certainty that new housing will enhance, not erode, quality of life at their doorstep. That means protecting established neighbourhoods, directing growth to appropriate locations, and ensuring housing is diverse, well-designed, and supported by infrastructure.
Growth without planning creates pressure. Smart growth creates opportunity.
As Mayor, I will protect established neighbourhoods and quality of life for existing residents, while prioritizing housing growth along key corridors where access to transit, healthcare, and retail services already exists.
Housing must be planned, not reactive. Diversified, not one-dimensional. Sustainable, not rushed. Well-designed, not just approved.
This approach balances provincial targets with local realities, delivering housing people need without sacrificing the character of our community.
- Align growth rates with provincial targets and regional water and wastewater allocation, ensuring development proceeds at a sustainable pace supported by infrastructure capacity
- Ensure new development delivers a full range of housing types (not only single-detached homes), including townhomes, low- and mid-rise forms, and purpose-built rental
- Establish a formal Responsible Growth Framework to advise on the distribution of growth allocation, ensure a predictable and sustainable flow of development, and align approvals with the Official Plan, Secondary Plans, and Community Plans
- Create fairness, transparency, and certainty for residents and builders alike
- Champion the opportunity for Accessory Dwelling Units and Garden Suites outside identified growth areas to support aging in place, affordability, and family flexibility, without altering neighbourhood character
- Introduce third-party peer review consultants for residential development applications
- Require acknowledgement of submissions, communicated timelines for comments, and diarized milestones for both applicants and community input
- Establish a permitting process with published timelines and accountability for decision-making
- Implement Architectural and Urban Design Guidelines and Standards for East Gwillimbury, ensuring new development contributes positively to streetscapes, public spaces, and long-term value
- Build neighbourhoods that support walkability, access to services, and community gathering spaces, prioritizing placemaking, not just unit counts
- Apply Development Charge deferrals to purpose-built rental housing to encourage long-term rental supply that supports affordability and workforce housing
Housing in East Gwillimbury must work for current residents and future families. By protecting neighbourhoods, directing growth to the right places, and demanding quality and accountability, we can meet growth targets without losing what makes our community home.
Business and Economic Development
Taxpayer check: Faster servicing of employment lands grows the commercial and industrial tax base.
A strong local economy supports jobs, services, and sustainable municipal growth. East Gwillimbury must actively attract, retain, and expand businesses while ensuring timely service delivery and infrastructure to meet the needs of residents and industry.
As Mayor, I will focus on creating a business-friendly environment, accelerating development of employment lands, and supporting industries that align with our community’s growth priorities, including agriculture, tourism, healthcare, and logistics.
- Rapidly expedite the servicing of employment lands to attract businesses and increase the commercial and industrial tax base
- Develop front-ending servicing agreements on employment lands to establish clarity and certainty of financial obligations through development charges
- Activate the existing Economic Development Plan to attract appropriate industries, including secondary and tertiary supports for agriculture, tourism, farming, and healthcare sectors
- Develop a new Strategic Economic Development Plan in parallel, drawing industries that align with East Gwillimbury’s strengths, including agriculture, tourism, healthcare, and logistics, to create jobs and diversify the tax base
- Establish Development Charge deferral guidelines for commercial and industrial lands to reduce barriers to investment
- Implement a rapid permit process for new and expanding businesses with clear service delivery commitments, including acknowledgement and follow-up timelines
- Support key regional infrastructure projects that enhance logistics, transportation, and land use efficiency
- Ensure all initiatives align with regional economic development priorities
- Recognize tourism-economy businesses (including golf courses, agritourism operators, hospitality and event venues) as active economic partners and contributors through employment, local purchasing, hospitality, events, and tourism spending
- Provide clear, predictable planning and zoning policies that respect existing operations and long-term investments
- Reduce unnecessary red tape and improve response times for permits, approvals, and municipal inquiries for tourism and hospitality businesses
- Treat tourism assets as legitimate contributors to the economic development strategy through municipal marketing and co-branding within community channels
- Where appropriate, support flexibility for compatible, value-added uses (such as events, hospitality, food and beverage, and tourism-related activities) while respecting surrounding uses
- Maintain direct, ongoing dialogue with tourism and hospitality operators so Council and staff decisions are grounded in operational realities
By expediting business development, providing incentives, and aligning infrastructure with growth needs, East Gwillimbury will strengthen its economy, create jobs, and attract sustainable investment, supporting both residents and local industries.
Agriculture and Farming
Taxpayer check: The farm tax ratio kept below 25% of the residential rate, and new farm structures exempt from development charges.
Farming is foundational to East Gwillimbury’s identity, economy, and landscape. Protecting agriculture is not about preserving the past. It’s about ensuring farms can remain viable, competitive, and resilient for future generations.
Municipal decisions matter. Zoning, taxation, infrastructure, and consultation can either support farming or unintentionally make it harder to operate. Strong leadership means choosing the path that supports farmers.
As Mayor, I will work to protect and support farming in East Gwillimbury by adopting in full the Ontario Federation of Agriculture’s Guidelines and Municipal Checklist for Supporting Local Farmers.
This approach provides clarity, reduces red tape, protects prime agricultural land, and ensures farming remains a viable livelihood, while supporting innovation, value-added agriculture, and local food systems.
- Clearly define and permit on-farm diversified uses, value-added agriculture, and agritourism
- Align municipal policy with 2024 Provincial Planning Statement definitions
- Establish as-of-right zoning criteria for compatible on-farm uses to reduce red tape
- Ensure staff are educated on normal farm practices, Minimum Distance Separation (MDS) impacts, and how non-agricultural uses can limit farm expansion
- Use site plan controls to address traffic, parking, and design concerns without restricting farm viability
- Ensure roads, bridges, and traffic circles are designed to safely accommodate modern farm equipment
- Consult farmers early when planning new or upgraded infrastructure through the establishment of an Agricultural Advisory Committee
- Ensure the farm tax ratio is below 25% of the residential tax rate
- Support OFA policy on taxation for value-added agricultural buildings
- Exempt new farm structures from development charges
- Support amendments to the Development Charges Act to protect agriculture
- Use Community Improvement Plans (CIPs) to encourage agri-food investment, renew infrastructure, defer development fees
- Support incubator kitchens, regional distribution hubs, farmers’ markets, and mobile grocery initiatives
- Promote Buy Local / Buy Fresh campaigns
- Develop a local food procurement policy
- Designate or hire an Agriculture Economic Development Officer / Local Food Coordinator
- Conduct asset mapping to identify gaps and opportunities in the regional food system
- Establish an Agricultural Advisory Committee to advise Council and staff
- Ensure farmers are engaged in food policy discussions, direct farm marketing and agritourism policy, and zoning and infrastructure planning
- Significantly increase participation of local farmers and local businesses at the Artisan and Farmers’ Market
- Provide no-cost booths and dedicated spaces for local producers
Protecting agriculture means giving farmers certainty, fairness, and a seat at the table. By adopting proven OFA guidelines in full, East Gwillimbury can support farming as a business, a way of life, and a cornerstone of our community.
Community Infrastructure That Keeps Pace
A hospital, high schools, fire services, recreation, seniors’ supports, and safe streets, right here in East Gwillimbury.
Hospital in East Gwillimbury
Taxpayer check: A provincial and Southlake project, with community contributions raised through fundraising and reported in the open.
East Gwillimbury has been selected by the Province of Ontario and Southlake Health for its second hospital site, bringing world-class healthcare directly to our community.
A hospital in our town will provide local access to urgent care, specialized services, and improved health outcomes while supporting the growing population. Achieving this goal will require long-term commitment, regional advocacy, and community engagement, potentially spanning 7–10 years.
As Mayor, I will lead a strategic, community-driven effort to support the delivery of Southlake Health’s second hospital site in East Gwillimbury by:
- Ensuring regional advocacy and municipal alignment
- Engaging residents and community organizations to support fundraising and awareness
- Prioritizing financial sustainability and accountability in community contributions
- Work with York Region and the Province to accelerate approvals, funding, and planning
- Advocate on behalf of East Gwillimbury residents to ensure equitable access and long-term sustainability
- Mobilize community members to support the hospital initiative through fundraising campaigns, public awareness initiatives, and community events
- Leverage the Annual Mayor and Council Award Program as a community fundraising opportunity
- Recognize local residents’ excellence while raising funds for hospital infrastructure
- Ensure financial transparency and accountability for all community contributions
- Develop a 7–10 year strategic roadmap to:
- Meet community financial commitments
- Ensure hospital operations are supported locally
- Build community pride and ownership over the project
A hospital in East Gwillimbury is more than infrastructure. It’s a cornerstone of community health, pride, and growth. By combining regional advocacy, grassroots engagement, and financial stewardship, we can help deliver world-class healthcare at our doorstep while strengthening our town’s identity and quality of life.
A High School in East Gwillimbury
Taxpayer check: Funded by the Province and the school boards, with education development charges already collected on every new home. The Town leads the advocacy and plans any shared facilities.
East Gwillimbury is a growing community and the only municipality in York Region without a public high school. Our students leave town every day to attend high schools elsewhere. This impacts daily life at their doorstep: longer travel times, less connection to community, and missed opportunities for local pride, arts, culture, and sports.
Growth projections are well documented. Infrastructure must keep pace. A local high school is not a luxury. It is essential community infrastructure that supports families, strengthens identity, and improves quality of life.
As Mayor, I will work relentlessly to bring a public high school to East Gwillimbury. I will also advocate for a Catholic high school, as growth makes the case for one.
While the Province of Ontario and local school boards control funding and final decisions, advocacy for community improvement always starts with leadership. My role will be to ensure decisions are based on facts, transparency, financial responsibility, and growth reality, and that residents are kept informed every step of the way.
- Advocate for the YRDSB to conduct a transparent, long-term financial analysis that compares the cost of maintaining aging infrastructure against the investment in a new high school in East Gwillimbury
- Push for the Board to assess how existing school board land assets could support provincial housing goals, demonstrating that a new build is not only justified, but financially responsible
- Demand clear public reporting so residents can follow progress and hold decision-makers accountable
- Advocate for full transparency on enrolment thresholds: the student population formula that would trigger a new Catholic high school in East Gwillimbury
- Push for a public timeline with clear milestones, giving residents predictable, understandable benchmarks
- From a geographic and community perspective, the growth pattern supports a new Catholic high school in East Gwillimbury. It is logical, balanced, and responsive to where families are living
- Bring forward a Committee of Council dedicated to advancing a high school in East Gwillimbury
- Move a formal Council resolution communicating the Town’s position to the York Region District School Board and the Province
- Identify the municipal infrastructure and services that could be co-located with a new school, including a community theatre and sports facilities
- Open a formal, public dialogue with the Board and the Director of Education on building municipal and school infrastructure together
A public high school in East Gwillimbury, and a Catholic high school in time, is about planning ahead, supporting families, and building community pride.
I will do the work, advocate relentlessly, and demand transparency, so residents see progress, understand timelines, and know their leadership is fighting for results.
Seniors
Taxpayer check: Town user fees for seniors’ programs and services frozen for five years.
Seniors built East Gwillimbury. During an ongoing affordability crisis, many are living on fixed incomes and feeling increasing pressure from rising costs. At the same time, seniors want to stay active, connected, and supported at their doorstep, in the community they’ve called home their entire lives. We must ensure affordability, expand services, strengthen coordination, and plan properly for the future.
As Mayor, I will ensure East Gwillimbury is a community where seniors can afford to live well, stay connected, and age in place with dignity.
That means:
- Freezing all Town user fees for seniors’ programming and services for five years, providing cost certainty during an affordability crisis
- Expanding recreational programming and services tailored to seniors’ needs and interests
- Improving communication and collaboration among the multiple seniors’ groups operating within our community
- Advancing planning for a future Seniors Centre to serve as a hub for programming, services, and connection
- Supporting housing options that are the right fit for seniors, allowing residents to stay in East Gwillimbury while also freeing up existing homes for the next generation of families
This is about affordability, access, and respect for the people who helped build this town.
To ensure this work is done with seniors, not for them, I will:
- Serve as a formal advisory body to Council and Staff
- Include representation from existing seniors’ groups across the community
- Exploring options and potential properties for a future Seniors Centre
- Creating a framework for ongoing collaboration between community groups
- Identifying expanded programming and service gaps
- Establishing a Housing Sub-Committee focused specifically on housing solutions that work for seniors
- Advance capital improvements and expansion at the Holland Landing Community Centre and the Ross Family Complex to serve the immediate needs of seniors while longer-term planning for a future Seniors Centre proceeds
- Ensure these capital projects are aligned with the Seniors Strategy developed by the Seniors Advisory Committee, so near-term investments support and do not duplicate the long-term vision
The Committee’s role will be meaningful and substantive, helping shape outcomes, not simply reacting to them.
This priority reflects my commitment to doing the work, getting results, and ensuring those results are for the people, including the seniors who deserve affordability, opportunity, and a strong future in East Gwillimbury.
Traffic and Community Safety
Taxpayer check: Primarily funded by development charges, with modest targeted capital spending if needed.
As East Gwillimbury grows, traffic volumes and speed concerns in our communities can directly affect resident safety and quality of life. Protecting pedestrians, cyclists, and drivers requires proactive planning, community engagement, and strategic investment in infrastructure.
Community safety is equally important. Strong partnerships with York Regional Police, engaged neighbourhoods, and visible community safety initiatives help residents feel secure in their homes and on their streets.
As Mayor, I will prioritize traffic safety by re-establishing the Traffic Safety Committee, enhancing community engagement, and implementing targeted traffic calming and infrastructure improvements.
- Re-establish a municipal Traffic Safety Committee to review issues and recommend solutions not limited to roads, but also trails (e-scooters/e-bikes)
- Ensure community engagement touchpoints including construction traffic, speeding, and road design concerns
- Establish a municipal Community Safety Committee to review community safety issues and recommend solutions, working in partnership with York Regional Police and residents
- Explore the return of Neighbourhood Watch programs in partnership with York Regional Police (YRP)
- Host annual YRP Information Session Evenings to improve communication between residents and police, and encourage connection with the YRP Community Liaison
- Explore an expanded educational series in partnership with the YRP that encompasses topics such as:
- Street Proofing Children and Youth
- Crime Prevention for Seniors
- Protecting Personal Property
- Promoting Neighbourhood Engagement in School Safety Zones
- Invest in speed boards, signage, and other capital infrastructure to reduce speeding
- Review existing street patterns, including options for preventing cut-through commuter traffic in residential neighbourhoods
- Collaborate with Regional and Municipal staff to ensure roads are designed with safety as the top priority
- Pursue Community Safety Zone designations in areas where seniors live and gather, not only around schools
Traffic safety is critical for maintaining peace of mind, protecting residents, and preserving the character of neighbourhoods. Through community engagement, strategic planning, and investment in safety infrastructure, East Gwillimbury can ensure safer streets for all.
Together with strong partnerships with York Regional Police and engaged, connected neighbourhoods, East Gwillimbury will remain a safe place to live, work, and raise a family.
Commitment to Recreation at Your Doorstep
Taxpayer check: Mostly a by-law change. Any added supports are modest.
Children and youth need safe, accessible ways to play in their own neighbourhoods. Recreation shouldn’t require you to travel long distances or pay for memberships. It should be available at your doorstep.
Allowing kids to play freely, safely, and creatively strengthens community connections, encourages physical activity, and builds lifelong habits.
As Mayor, I will remove unnecessary restrictions on recreational activities for children while ensuring safety and community harmony. Key focuses include:
- Allowing basketball nets and road hockey equipment at the end of driveways or appropriate spaces
- Allowing winter tobogganing on municipal properties where safe and appropriate
- Promoting community-led play initiatives that prioritize safety and accessibility
- Review and amend by-laws restricting driveway basketball nets and road hockey equipment
- Ensure residents have clarity on where and how winter tobogganing is allowed on municipal property
- Develop community safety guidelines for driveway and neighbourhood play
- Identify safe slopes or areas for winter tobogganing on municipal lands
- Work with schools, local sports organizations, and parent groups to educate and encourage safe play
- Promote community events and “Play Days” that encourage outdoor activity
- Where appropriate, consider adding modest municipal supports, such as safe slopes for tobogganing and road hockey equipment lending programs
East Gwillimbury children deserve the freedom to play safely where they live. By removing restrictions on driveway basketball, road hockey, and municipal tobogganing, we can encourage active, healthy lifestyles, strengthen neighbourhood connections, and let kids play safely at their doorstep.
Fire and Emergency Services
Taxpayer check: Staffing grows step by step with the population, under an annual review and a multi-year plan.
East Gwillimbury’s rapid growth and dispersed communities require modern, well-staffed, and strategically located fire and emergency services. Residents’ safety and emergency response times are paramount. Ensuring the municipality continues to invest in staffing, facilities, and equipment directly impacts community protection and quality of life.
As Mayor, I will prioritize the continued modernization and expansion of Fire and Emergency Services by:
- Increasing staffing and capabilities to meet the demands of a growing town
- Expanding fire hall infrastructure to reduce response times
- Ensuring modern equipment and technology are in place for efficient emergency response
- Planning for iterative, sustainable growth in line with population increases
- Hire six full-time fire suppression staff each year of the term, working toward an initial target of 52
- Ensure ongoing professional development and specialized training for all personnel
- Build a new fire hall in Sharon to reduce response times across our dispersed communities
- Maintain modern fire apparatus, vehicles, and equipment
- Continue capital improvements at existing fire halls to support operational efficiency
- Maintain collective employment agreements to ensure staffing stability and morale
- Commit to an annual review and multi-year investment plan to gradually expand staffing and facilities in alignment with population growth and risk assessment
By investing in staffing, facilities, and equipment, East Gwillimbury ensures that residents have timely, reliable, and professional fire and emergency services, maintaining safety as the town grows.
Sports and Recreation Infrastructure
Taxpayer check: Exploring a public-private partnership for the dome and turf, so taxpayers don’t carry the cost alone.
East Gwillimbury is experiencing rapid population growth, and recreational infrastructure must keep pace with the needs of our community. Soccer and other field sports are growing in popularity, and residents need year-round, high-quality facilities to participate locally.
Recreation needs extend beyond field sports as well: baseball, softball, tennis, pickleball, cricket, and other emerging and rapidly growing sports are all part of our community and require their own infrastructure investments and partnerships.
As Mayor, I will advance modern sports and recreation infrastructure that:
- Provides year-round access for soccer and field sports
- Supports community and competitive athletes
- Encourages healthy lifestyles and youth development
- Positions East Gwillimbury as a regional sports hub
- Advance the development of an enclosed sports dome and lit artificial turf fields to allow all-weather soccer and field sports
- Explore delivery through a public-private partnership, using best practices to maximize community benefit while minimizing the taxpayer burden
- Expand capacity for community leagues, school teams, recreational programs, training, games, and tournaments
- Advance the expansion and grouping of baseball and softball diamonds in East Gwillimbury, with multiple new diamonds along with lights
- Ensure new and expanded diamonds support Minor Softball, Slo-Pitch, and other community baseball programs
- Continue the tennis court resurfacing program, building on the completed Sharon Tennis Court resurfacing and the Holland Landing Tennis Courts resurfacing approved in the 2026 Budget
- Advance expansion of the Queensville tennis courts and include tennis facilities in new community planning as growth occurs
- Establish a formal feedback loop with the pickleball community comparable to the municipality’s existing relationships with soccer, hockey, and baseball stakeholders
- Build on past investments (tennis court line modifications, stand-alone outdoor infrastructure, and modified indoor space) by advancing dedicated outdoor and indoor pickleball infrastructure
- Explore committee formation, strategic capital planning, and partnerships with private business to deliver new pickleball facilities
- Advance planning for year-round indoor sport and court facilities to support basketball, volleyball, futsal, and other growing gym-based sports, ensuring local organizations have access to reliable indoor space for training, programming, leagues, tournaments, and youth development.
- Deliver on the Town’s plans to ensure accessibility and the strategic location of community infrastructure
- Partner with sports organizations, schools, and community groups to maximize usage
- Establish a Sports Committee made up of representatives from all local sporting organizations, including emerging and rapidly growing sports such as cricket, pickleball and futsal alongside established sports such as soccer, hockey, baseball, and field sports
- The Committee will inform future recreational needs, advise on programming, and help guide infrastructure decisions
- Work toward establishing East Gwillimbury as a Centre of Excellence for soccer and field sports
- Attract regional tournaments and events, supporting local businesses and tourism
Advancing sports and recreation infrastructure ensures East Gwillimbury residents have high-quality, year-round access to recreation, supports youth and community development, and positions the town as a regional sports destination.
Multi-Pad Sports Complex: Exploring a Public-Private Partnership
Taxpayer check: The Town leads the partnership. It does not carry the full capital cost.
East Gwillimbury is growing, and is uniquely located in the GTA with the opportunity to become a regional destination for sports. Residents not only need access to expanded ice surfaces, but a new sports facility that builds upon supporting youth development, community health, local tourism and economic development has been identified for decades by local stakeholder organizations. A Sports Complex designed as a public-private partnership (P3) should be explored to maximize investment while minimizing taxpayer burden, ensuring high-quality amenities for today and tomorrow.
This facility would not only serve residents but also position East Gwillimbury as a destination for tournaments and training.
As Mayor, I will explore and advance the development of a "Sports Centre of Excellence" through a public-private partnership, with the goal of delivering:
- Exceptional design and facility standards
- Operational sustainability without reliance on taxpayer funding
- Strong community engagement in programming and planning
- Regional recognition as a hub for tournaments, training, and sports tourism
- Multi Pad Arena Facility for local, regional, and tournament use, with at least one arena designed to accommodate larger spectator seating
- Training Facilities for athletes and community programs
- Full-Sized Outdoor Field & Seasonal Sports Court for multi-sport use
- Facility scope and phasing to be informed by community consultation, partnership feasibility, and alignment with GTA designation standards to support tournaments and tourism
- Establish a Sports Committee composed of representatives from all local sporting organizations to inform future recreational needs, advise on facility design and programming, and ensure equitable access for youth and community groups
- Deliver through a public-private partnership (P3) to leverage private investment for high-quality infrastructure, reduce reliance on taxpayer funding, and ensure long-term operational sustainability
- The P3 model is central to this priority: the municipality’s role is to lead the partnership framework, not to bear the full capital cost
A Sports Complex delivered through a P3 model is more than a facility. It is a community hub, a tourism driver, and a legacy asset for East Gwillimbury. By combining leadership, strategic partnerships, and community engagement, we can work toward a destination that serves residents and a wider sports community.
Heritage, Culture & Vibrant Villages
Village core revitalization, green space protection, and the community partnerships that make East Gwillimbury home.
Community Engagement
Taxpayer check: Outdoor programming supported by sponsors.
A strong community is built on connection, celebration, and shared identity. Residents thrive when they feel recognized, included, and engaged in the life of their town, not just through formal processes, but through the events, traditions, and partnerships that bring people together.
East Gwillimbury deserves a municipal approach that celebrates all residents, recognizes cultural and religious traditions, supports community organizations, and honours the contributions of those who make our town stronger.
As Mayor, I will foster a culture of community engagement, celebration, and recognition by:
- Re-establishing and expanding community celebrations and recreational programming
- Recognizing cultural and religious observances, including Christian holidays, as part of municipal programming
- Celebrating and partnering with local community and cultural groups
- Honouring residents and community leaders through an Annual Mayor and Council Award Program and regular recognition
- Re-establish community celebrations tied to the May Long Weekend
- Provide free activities for all weekends in June to celebrate Parks and Recreation Month
- Sponsor-supported outdoor recreational programming, including outdoor skating at Ridgeview Park (Holland Landing), Civic Centre Precinct (Sharon), HALP (Queensville), and Mount Albert Community Centre, and Movies in the Park in Holland Landing, Sharon/Queensville, and Mount Albert
- Acknowledge Christian observances in municipal programming and communications
- Support a flag raising for Christian Heritage Month as part of the municipality’s ongoing recognition of the community’s cultural and religious traditions
- Partner with local churches to display the Nativity on municipal property during the Christmas season
- Refer to the municipal holiday tree lighting as the “Christmas Tree Lighting”
- Update all relevant Town policies to support other cultural and religious communities seeking similar celebrations, recognitions, and observances
- Celebrate local community and cultural groups through partnerships and community-led initiatives
- Expand collaboration with Sharon Museum and Gardens, as the cultural heart of East Gwillimbury, for accessible programming and connections to parklands and precincts
- Implement Annual Mayor and Council Award Program and Fundraising Gala, in support of the new local hospital, with a community-led nomination process
- Issue weekly Mayor’s Letters of Recognition and Thanks to spotlight contributions and achievements
Community engagement is more than consultation. It’s celebration, recognition, and inclusivity in action. By fostering connection, honouring traditions, and recognizing the people who make East Gwillimbury strong, we will be a community where everyone is heard, included, and valued.
East Gwillimbury Museum
Taxpayer check: A responsible long-term funding strategy, delivered over time as resources allow.
As of January 1, 2027, all properties not formally designated on the Municipal Heritage Registry will be removed. Combined with significant generational change and housing turnover, East Gwillimbury is at a tipping point.
Without immediate action, we risk losing irreplaceable artifacts, stories, and records that define who we are as a community. Once lost, they cannot be recovered.
A dedicated East Gwillimbury Museum is essential to preserving our identity and anchoring our roots for future generations.
As Mayor, I will lead planning for a stand-alone East Gwillimbury Museum, supported by a clear plan, interim safeguards, and long-term sustainability.
This work will be deliberate, collaborative, and accountable, ensuring heritage preservation is treated as a core municipal responsibility.
- Strike a formal committee with a mandate to lead heritage preservation strategy, provide advice to Council and Staff, and engage residents, historians, and community partners
- Ensure the committee owns the municipality’s historical responsibilities, not external organizations
- Establish a documented partnership with Sharon Museum and Gardens to provide interim storage, cataloguing, and preservation of artifacts, leveraging SMG’s expertise and capacity
- Support this work through a formal financial and staffing agreement with clear accountability and reporting
- As part of the Committee’s long-term work, identify a viable municipal asset for a future museum
- Evaluate adaptive reuse opportunities and assess accessibility, storage, and programming needs
- Prepare a comprehensive East Gwillimbury Museum Strategic Plan, including a responsible long-term funding strategy, operational funding requirements, a governance and staffing model, and phased implementation timelines
- Align museum planning with community growth, Civic Precinct redevelopment, and cultural and educational programming
- Ensure the funding approach is sustainable and transparent, recognizing that a municipal museum will be delivered over time as the community grows and resources allow
- Engage residents to:
- Identify artifacts and stories at risk
- Encourage voluntary preservation and donation
- Build community pride and awareness
- Ensure transparency through regular public updates and clear milestones and next steps.
Heritage preservation cannot wait. By acting now, beginning with artifact protection and responsible long-term planning, East Gwillimbury can protect its history, preserve its identity, and work toward a museum that reflects the people and stories that shaped our community.
Environment
Taxpayer check: Tree planting paid for from Tree By-law funds, and rain barrels subsidized through the Community Capital Contribution and sponsors, with no impact on the taxpayer.
Environmental stewardship starts locally: at our parks, along our streets, and in our neighbourhoods. Trees, water conservation, and shared green spaces improve quality of life, strengthen community connections, and make East Gwillimbury more resilient for the future.
This priority focuses on practical environmental action that brings residents, community groups, and the municipality together.
As Mayor, I will advance hands-on environmental leadership by growing and becoming recognized as an urban forest municipality, reducing stormwater impacts through rainwater capture, and activating community gardens across East Gwillimbury.
These initiatives will be community-driven, measurable, and designed to deliver lasting benefits at your doorstep.
- Leverage the LEAF Tree Program, in partnership with the York Region Forestry and local community groups
- Launch a FREE Tree Planting Program for new residents and existing homeowners
- Use funds accrued through the Tree By-law to reinvest directly into tree planting and canopy expansion
- Explore options to encourage urban canopy growth, including a program to provide residents with tree seeds to plant
- Collaborate with the Lake Simcoe Region Conservation Authority to align with urban tree planting goals
Establish an Urban Forest Committee with a clear mandate to set an ambitious, long-term tree planting goal, collaborate with residents, community groups, and partners, recommend municipal policies and planting guidelines, and work toward achieving an Urban Forest Municipality designation for East Gwillimbury.
- Introduce a Rain Barrel Subsidy Program open to all new and existing residents, delivered in partnership with local businesses, to support household water conservation and reduce stormwater runoff
- Advance activation of Community Gardens
- Establish a Community Garden Committee
- Holland Landing
- River Drive Park
- Mount Albert
- Sharon
- Queensville
With leadership and community advocacy, these gardens can become hubs for local food production, community connection, and environmental education.
Environmental action doesn’t have to be complicated to be effective. By planting trees, conserving water, and growing food together, East Gwillimbury can build a greener, healthier community, one project at a time.
Public Art and Community Theatre
Taxpayer check: Public art paid for through the Community Capital Contribution and sponsorships. The community theatre is pursued with the school board as part of a new high school.
East Gwillimbury’s growing population and vibrant community need access to performing arts, visual arts, and public cultural spaces. Public art and community theatre enrich cultural life, foster creativity, and strengthen community identity while complementing other municipal initiatives such as Vibrant Village Cores, the East Gwillimbury Museum, and Civic Centre Precinct redevelopment.
As Mayor, I will support and invest in public art and performing arts infrastructure by:
- Delivering community theatre spaces in partnership with the York Region District School Board and municipal initiatives
- Prioritizing public art installations, galleries, and cultural programming throughout the town
- Leveraging existing municipal funds and resources to support arts initiatives
- Using heritage and transitional spaces to display historical art and create cultural experiences
- Collaborate with the York Region District School Board on the development of a performing arts space in a new East Gwillimbury High School
- Identify municipal opportunities to host performances, workshops, and community events
- Create a public art strategy with a dedicated funding approach
- Use vacant storefronts, parks, and civic precincts for rotating exhibitions or historical art displays
- Commission works that reflect East Gwillimbury’s history, culture, and community identity
- Engage local artists, arts organizations, and schools to ensure programs meet community needs
- Establish annual public art projects or installations tied to festivals, celebrations, and civic events
- Align public art initiatives with Vibrant Village Cores, Civic Centre Precinct Lands, and East Gwillimbury Museum programming
- Use arts programming to connect residents with history, culture, and community identity
By prioritizing public art and community theatre, East Gwillimbury will enrich its cultural landscape, foster community pride, and provide residents with meaningful access to the arts, ensuring the town grows not only in size but in creativity, identity, and vibrancy.
Community and Non-Profit Groups
Taxpayer check: Partnership agreements funded from the Community Capital Contribution, with no operating budget impact.
East Gwillimbury thrives when community organizations and non-profits are supported. These groups enrich the town through programming, cultural events, and acts of remembrance, while providing essential services that improve quality of life for residents.
As Mayor, I will champion and collaborate with community and non-profit organizations, championing and advocating for capital fundraising, operational sustainability, and the integration of their efforts into municipal programming.
- Champion capital fundraising campaigns for non-profits and community organizations
- Recognize and support groups through grant writing assistance, fee waivers, and operational support where applicable
- Ensure municipal programming and services collaborate with local organizations to maximize impact and reach
- Waive development charges and building permit fees, where appropriate, to support non-profit expansion
- Waive municipal permit fees for fundraising events conducted by service clubs and community groups, including Lions Clubs and similar service organizations
- Waive costs for picnic tables, seating, and basic equipment required for community fundraising events
- Promote community organizations and service clubs through Engage EG volunteer channels and other municipal communication platforms
- Shift the culture within the municipality so that community groups and service clubs are treated as partners, not users of municipal services
- Where appropriate, establish formal multi-year partnership agreements with major community events and organizations to provide cashflow stability, reduce administrative burden on volunteers, and create transparency for taxpayers
- Such agreements may include municipal services and fee waivers, annual funding through the Community Capital Contribution (Art and Cultural Heritage line) without operating budget impact, and reciprocal commitments from the partner organization to reinvest in community park assets and infrastructure
- Explore piloting this model with the Mount Albert Sport Day and Spring Fair as a five-year pilot project, with results measured jointly by both parties at the conclusion of the pilot
- Use the pilot to inform whether the model should be extended to other major community events and organizations
- Explore adding eligible community organization properties, such as the Mount Albert Legion, to municipal snow clearing and maintenance schedules where feasible, to reduce operational costs
- Provide guidance and support for long-term financial sustainability of non-profits through municipal partnerships and advocacy
- Expand “Lest We Forget” memorial initiatives beyond the Civic Centre to communities across the municipality, including Queensville, Holland Landing, Sharon, and Mount Albert
- Collaborate with the East Gwillimbury Public Library to deliver interactive educational programs about veterans and local history, turning acts of remembrance into learning opportunities for new generations
Supporting community and non-profit groups strengthens the social fabric of East Gwillimbury. By providing financial, operational, and collaborative support, we ensure these organizations can continue their vital work, educate residents, and enrich community life.
Protecting Green Space and Expansion of Trails
Taxpayer check: Development charges plus provincial, regional and federal funding.
Green space and trails are essential for healthy, connected, and sustainable communities. They promote physical activity, mental wellness, environmental stewardship, and safer, more walkable neighbourhoods.
East Gwillimbury’s Active Transportation & Trails Master Plan (ATTMP) provides a roadmap for expanding and connecting trails, preserving green space, and ensuring residents of all ages and abilities can move safely throughout the town.
As Mayor, I will protect existing green space while expanding trails and active transportation networks to:
- Connect communities and neighbourhoods safely
- Promote cycling, walking, and multi-modal transportation
- Enhance recreational opportunities and environmental stewardship
- Support sustainable development along trails and green corridors
- Implement ATTMP recommendations to expand multi-use trails, sidewalks, and cycle tracks
- Connect key destinations, community centres, and neighbouring municipalities
- Incorporate new trails where growth and development occur, including proposed routes along hydro corridors and arterial roads
- Preserve natural areas and public parks as part of municipal planning
- Integrate trail networks with green spaces to maximize recreational and environmental benefits
- Maintain high-quality trail infrastructure, including boardwalks, multi-use paths, and pedestrian bridges
- Use design guidelines that accommodate people of all ages and abilities
- Ensure safe slopes, signage, and crossings for trail users
- Leverage Development Charges, provincial, regional, and federal funding for trail construction and green space protection
- Partner with York Region, Metrolinx, school boards, conservation authorities, and community groups for implementation and stewardship
- Continue resident and stakeholder consultation for new trails and green space initiatives
- Monitor and evaluate trail implementation to ensure short-, medium-, and long-term goals are met
- Integrate trail expansion and green space objectives into municipal Capital Plans and Development Charge studies
East Gwillimbury can be a connected, green, and healthy community by protecting green spaces and expanding trails. By prioritizing active transportation and sustainable development, we promote physical activity, environmental stewardship, and quality of life for residents of all ages.
Vibrant Village Cores
Taxpayer check: Private investment drawn in through self-financing tools like Tax Increment Financing and Business Improvement Areas.
East Gwillimbury’s village cores (Sharon, Holland Landing, Queensville, and Mount Albert) are the heart of our community. By making these areas pedestrian-friendly, culturally rich, and economically vibrant, we strengthen local identity, encourage community interaction, and support small businesses.
A vibrant village core is more than infrastructure. It’s a place where residents want to live, work, play, and stay.
As Mayor, I will champion phased and sustainable village core revitalization that balances heritage preservation, economic development, and community livability. Our village cores will be:
- Pedestrian-focused with walkable streets and accessible amenities
- Heritage-conscious, maintaining the character and history of each community
- Economically vibrant, with thriving local businesses and community hubs
- Connected and complete, offering services, amenities, and recreation within easy reach
- Continue the long-term downtown revitalization project
- Enhance Main Street through streetscape improvements, facade improvement programs for local businesses, and public gathering spaces to support community events
- Expand the active transportation network with a multi-use path along Yonge Street
- Enhance streetscapes to create a vibrant, connected core
- Link village streets to the Lake-to-Lake trail network for recreation and commuting
- Build on the Civic Centre Site Revitalization to create a year-round, heritage-focused public space
- Integrate streetscape design from Manor Hampton in the south to Mount Albert Road in the north, with key sites including Sharon Museum and Gardens and the East Gwillimbury Civic Centre
- Support small business and community hub development
- Preserve heritage and cultural identity while promoting pedestrian-friendly core
- Complete Communities: Ensure residents have easy access to amenities, services, and employment
- Heritage Preservation: Maintain the character and unique identity of each village core
- Economic Development: Encourage private sector investment leveraging self-financing tools such as Tax Increment Financing (TIF) and Business Improvement Areas (BIAs)
- Quality of Life: Improve public spaces, encourage active lifestyles, and enhance overall community design
Vibrant village cores are the lifeblood of East Gwillimbury. Through phased investment, heritage preservation, and pedestrian-friendly design, we can create thriving hubs where residents and businesses flourish together.