Work with Council to establish clear priorities and objectives that align decision making, budgeting, advocacy, and organizational resources around a clear, strong, shared vision for Prince George.

 Provide collaborative leadership that keeps Council focused on shared priorities and long term goals while encouraging healthy debate, diverse perspectives, and thoughtful decision making, and ensures that staff implements Council’s direction.

 Modernize Council's committee structure to improve coordination, increase transparency, reduce silos, strengthen oversight, and keep Council focused on key priorities such as growth, infrastructure, financial accountability, major projects, public safety, and intergovernmental advocacy.

 Use the Mayor's office as a convening table that brings together governments, industry, community organizations, institutions, and stakeholders to solve problems and advance shared priorities.

 Regularly review progress on Council priorities and publicly report on outcomes so residents can see what is being achieved, where challenges exist, and how decisions are moving Prince George forward.

 Lead by example in creating a Council culture built on professionalism, respect, preparation, accountability, collaboration, and results, recognizing that the tone set by Council shapes the culture of the entire organization.

 Build a culture where City Hall focuses on finding solutions, removing barriers, and helping people move good ideas forward whenever possible, rather than simply explaining why something cannot be done. A “work-to-yes” approach.

 Expand the principles of FastTrack PG across more City processes, improving coordination, reducing delays, and helping residents, businesses, developers, and community organizations navigate City Hall more effectively.

 Create a "One City Hall" approach where departments work together, responsibilities are clear, and residents are not left navigating internal silos between departments.

 Ensure Council provides clear direction, measurable priorities, and strong expectations so staff understand what success looks like, have the authority and support needed to achieve it, and can be fairly held accountable for results.

 Build a high performance workforce by investing in professional development, succession planning, employee wellness, and a workplace culture that celebrates their success, and where people are appropriately supported to do their best work.

 Modernize the City's procurement process by improving transparency, fairness, consistency, and bidder confidence, encouraging stronger competition, better value for taxpayers, and responsible social procurement that delivers lasting benefits for Prince George.

 Continuously review policies, processes, regulations, and service delivery models to identify opportunities to improve performance, reduce unnecessary bureaucracy, embrace innovation, and deliver better value to residents.

 Strengthen long term financial planning through responsible reserve policies, strategic asset management, and sustainable infrastructure investment so City assets are properly maintained, financial risks are reduced, and costs are not unfairly shifted onto future generations.

 Grow the tax base, not the tax rate, by attracting investment, supporting business growth, expanding Prince George's industrial and commercial base, and creating more local employment opportunities, reducing reliance on residential property taxes while strengthening the City's long term financial sustainability and providing greater tax stability for homeowners and businesses.

 Continue improving oversight, transparency, and accountability for major capital projects and significant spending decisions by ensuring Council and residents have clear information regarding scope, costs, timelines, risks, lifecycle impacts, long term operating obligations, and overall value to the community.

 Fight to stabilize property taxes, keep them predictable, and as low as reasonably possible by strengthening financial oversight, improving efficiency, advocating for fairer funding from senior governments, and ensuring taxpayers receive strong value for every dollar collected.

 Develop a Legacy Fund policy to guide the use of extraordinary one-time revenues, including proceeds from the Fortis Lease-In/Lease-Out agreement, ensuring these funds are strategically invested so that investment earnings, not the principal, can support strategic infrastructure, economic development, and other long term community priorities for generations to come.

 Aggressively pursue grants, partnerships, revenue-sharing opportunities, sponsorships, and external funding sources that bring more non-tax revenue into Prince George and reduce pressure on local taxpayers.

 Advocate for funding models that better recognize Prince George's role as Northern British Columbia's service, healthcare, education, transportation, and economic hub so local taxpayers are not left subsidizing regional responsibilities.

 Modernize the City's budget process by providing Council with earlier, department by department budget reviews that improve transparency, strengthen oversight, and ensure spending decisions are aligned with community priorities and accountable outcomes.

 Reform the use of Council contingency funds by establishing clearer guidelines, improving transparency, and directing unused year end contingency funds toward the City's community grants program in the following year, helping local organizations deliver recreation, arts, culture, youth, seniors, neighbourhood, and community programming.

 Review our service delivery policies to ensure taxpayer dollars are being used as efficiently as possible, and that services are meeting residents needs.

 Create an annual Mayor's Listening Tour, holding community conversations throughout Prince George to hear directly from residents, businesses, community organizations, and neighbourhood groups about local priorities, concerns, and opportunities.

 Host an annual State of the City event, in partnership with a respected non-profit, that reports on Council priorities, major projects, advocacy efforts, community challenges, financial updates, and progress toward long term goals.

 Require staff reports and recommendations coming before Council to clearly identify how they align with Council priorities, strategic objectives, financial plans, community outcomes, ensuring decisions remain connected to Council's vision for Prince George.

 Improve public communication by providing clearer, more timely, and more accessible information about City decisions, major projects, budgets, service delivery, advocacy efforts, and progress on Council priorities.

 Ensure residents have multiple ways to engage with local government, recognizing that not everyone participates through public hearings, Council meetings, or traditional consultation processes.

 Set the expectation that every interaction with City Hall reflects professionalism, respect, responsiveness, and a genuine commitment to helping residents, businesses, and community organizations succeed.

 Regularly report on the status of Council priorities, major commitments, and advocacy efforts so residents can clearly see what has been achieved, what is underway, and what work remains.

 Relentlessly focus on implementation and follow through, ensuring Council decisions translate into action, projects move forward, and residents see measurable improvements in their community.

 Champion major projects, advocacy priorities, and strategic initiatives with urgency and persistence, recognizing that momentum matters and delays come at a cost.

 Ensure major initiatives have clear ownership, accountability, and regular public updates so residents know what is moving forward, what challenges exist, and what comes next.

 Ensure staff have the direction, support, and authority to identify better ways of delivering services by encouraging innovation, initiative, and problem solving, reducing unnecessary bureaucracy, and improving outcomes for residents.

 Stay focused on outcomes over optics, recognizing that residents care more about whether things actually get done, and they see progress towards the PG we all want to see.