The platform
Key policy priorities
WARD 3 PRIORITIES
Focused on Ward 3.
OSHAWA-WIDE ISSUES
Building a stronger Oshawa.
PILLARS FOR SUCCESS
Experienced leadership for a stronger Oshawa.
These pillars bring together clear priorities, lived community needs, and the experience to turn good ideas into meaningful results.
Responsible, Transparent Spending
A thriving local economy creates jobs, strengthens neighbourhoods, and contributes to a vibrant and welcoming city.
Examples of what this means
Supporting events, festivals, and community programming that bring residents and visitors into downtown Oshawa throughout the day and evening. • Working to ensure the Tribute Communities Centre remains a competitive destination for concerts, sporting events, and entertainment that benefit local businesses. • Identifying opportunities to streamline municipal processes and improve communication for businesses looking to invest in Oshawa. • Encouraging improvements to public spaces, parks, and streetscapes that make commercial areas more attractive and accessible.
My role within government has involved bringing together diverse perspectives, coordinating across teams, and focusing on practical solutions that deliver results. I understand the importance of long-term planning and collaboration when it comes to creating environments where communities and local economies can thrive.
Support for Local Business and Revitalization
Taxpayer dollars should be spent carefully, with a focus on services residents rely on every day and projects that deliver measurable value to the community.
Examples of what this means
Regular reviews of the City’s long-term capital plan to ensure projects remain necessary and appropriately scoped before funds are committed. • Greater transparency around major spending decisions, including clearly communicating costs, expected outcomes, and alternatives considered. • Evaluating whether existing assets, such as parks, facilities, and infrastructure, are being maintained effectively before pursuing new expenditures. • Ensuring major investments, such as upgrades to the Tribute Communities Centre, demonstrate clear benefits to residents and long-term financial sustainability.
In my career with the Ontario Public Service, I have experience working within complex organizations where priorities must be balanced, resources allocated responsibly, and decisions supported by evidence. That experience has reinforced the importance of accountability, careful planning, and ensuring public funds are used effectively to achieve meaningful outcomes.
Evidence-Based Decision-Making and Resident Input
The best decisions are informed by both data and the lived experiences of residents. City Hall works best when people are informed, engaged, and meaningfully involved in the decision-making process.
Examples of what this means
Expanding opportunities for residents to provide input on major projects and policy decisions before they reach Council. • Learning from successful initiatives in other municipalities rather than reinventing the wheel. • Using measurable outcomes and objective evidence to evaluate whether programs and initiatives are achieving their intended goals. • Improving how the City communicates with residents so they can make informed contributions to local discussions.
In my professional career as a Strategic Lead, I rely on research, stakeholder engagement, and evidence to inform decision-making. I’ve learned that the strongest outcomes come from combining data and analysis with meaningful input from the people affected by those decisions. I would bring that same approach to City Council, listening carefully, evaluating evidence, and making practical decisions in the best interests of Ward 3 and Oshawa.
Your ideas matter
The strongest platform is built with the people it represents. Share the issues and opportunities you want this campaign to focus on.
Matthew Schaffer — Municipal Campaign