*** ELECTIONS:*** Stacey Lepine-Fisher, Ward 2 candidate – up close and personal

My career in public service began with a municipality, where I started working as a student and continued serving after completing my studies. That early experience gave me firsthand insight into municipal operations and taught me that local government is, at its heart, about serving people and strengthening communities.

A consistent thread throughout my career has been growth and progression. In every organization where I have worked, I earned opportunities to take on greater responsibility, lead increasingly complex work and contribute at a higher level. I have not simply held positions, I have helped teams, programs, services and organizations grow, while continuing to grow as a leader alongside them.

I went on to serve as a General Manager with the YMCA of Greater Toronto, where I was responsible for organizational growth, service expansion, community programming and family supports across Durham Region.

In that role, I helped identify emerging community needs and translate them into accessible and sustainable programs. This included overseeing the Ministry of the Attorney General-funded Supervised Access Program, which provided a safe and supported environment for children and families navigating difficult circumstances.

I also led the federally funded Family and Community Action Program in Durham, working with families and community partners to strengthen supports, reduce barriers and help children get the best possible start in life.

I was instrumental in expanding the Ontario Early Years Centres (now known as EarlyON Child and Family Centres), helping to increase the availability of welcoming, community-based programs where young children and their families could learn, connect and access support.

My YMCA experience strengthened my ability to manage operations, develop programs, lead teams, build partnerships, oversee government-funded services and expand an organization’s reach within the community.

For more than a decade, I served as Senior Manager of Early Years, Poverty Strategy and Partnership Development with the Durham District School Board. In that role, I led complex, system-wide work requiring strategic planning, financial oversight, program development, community engagement and collaboration across public institutions and community organizations.

I helped lead the implementation of Full-Day Kindergarten across the school board, one of the most significant transformations in Ontario’s early learning system.

Over a 10-year period, I also led the growth of child care and family programming in DDSB schools from just 11 programs to more than 230. This was not growth for the sake of numbers. It meant making supports more accessible to children and families, making better use of public spaces, and bringing school boards, municipalities, child care operators and community partners together around a shared vision.

As the lead of the DDSB Child Care Consortium, I worked across sectors to identify community needs, develop partnerships and expand access to high-quality child care and family programming throughout Durham Region.

I also led the Board’s Poverty Strategy Table, bringing people together to develop practical initiatives aimed at removing barriers and increasing opportunities for students and families. My approach has always been to move beyond discussing a problem and focus on building a thoughtful, sustainable response.

That included creating the Great Beginnings Program for Black Students and the Great Beginnings Program for Indigenous Students, initiatives designed to respond to students’ experiences, identities and needs while strengthening belonging, engagement and opportunity.

Today, I am the Executive Director of the Ignite Durham Learning Foundation, a charity I have grown from an idea into an organization supporting thousands of students across Durham Region who face poverty-related barriers.

Building the Foundation has required me to develop sustainable programs, secure financial and in-kind resources, oversee significant assets, support effective governance, engage donors and community partners, and remain accountable for both results and responsible stewardship.

From beginning my career as a municipal student employee to leading regional programs, system-wide public-sector initiatives and a growing charitable organization, I have consistently demonstrated my ability to learn, progress and lead through change. At every stage of my career, I have taken on greater responsibility while helping the organization I served expand its reach, strengthen its impact and respond more effectively to the needs of the community.

My leadership experience extends well beyond my professional roles.

I currently serve as Vice-President of the Durham Children’s Aid Society Board of Directors. In this role, I have contributed to governance, risk management, finance and audit, executive leadership recruitment and oversight, organizational accountability, and the difficult and complex issues involved in serving children, youth and families.

As the former President of the College of Early Childhood Educators, Ontario’s professional regulator for early childhood educators, I gained significant experience in public-interest governance, regulatory oversight, financial accountability, equity and human rights. I also helped lead important work related to anti-Black racism and strengthening inclusive and accountable systems.

I served as Governance Advisor and Interim Chair of Angel Investors Durham during the organization’s infancy. I helped establish its early governance foundation, supported the development of leadership structures and provided stability as the organization began to grow. This experience strengthened my understanding of economic development, entrepreneurship, and the importance of creating the right conditions for new organizations and ideas to succeed.

I am also a co-founder of Advancing Affordable Access to Recreation in Durham, a collaboration bringing community leaders together to address the financial barriers that prevent children, youth and families from participating in recreation.

This work reflects something I believe strongly: healthy communities are built when people can participate, belong and access opportunity, regardless of their income.

My education includes a degree in Human Development, Child and Family Studies, a post certificate in Financial Management, a post certificate in Non-profit Leadership, advanced executive leadership studies in Leading Change and Organizational Renewal through Harvard, a certificate in Business Administration and Management, and a certificate in human rights law. Together with decades of practical experience, these qualifications have prepared me to understand budgets, governance, policy, risk, program development and the complex systems that influence residents’ everyday lives.

What I bring to Council is the ability to move between strategy and action. I know how to listen to people, understand evidence, manage resources, build partnerships and turn community needs into practical programs and measurable results.

I have worked with governments, school boards, charities, businesses, volunteers and residents. I understand that lasting progress is rarely achieved by one person or organization working alone.

What also distinguishes me in this campaign is my independence. I am not affiliated with any political party, and no political organization is behind my campaign. I am not backed by developers, I am not seeking to advance any private business interest through a seat on Council, and I am not running at the direction of, or being influenced by, any current member of Council. My decisions will be guided by evidence, the public interest and the voices of Ward 2 residents.

I am running because I believe Ward 2 residents deserve experienced, thoughtful and independent representation.

I do not run a community Facebook group or page, and I have not built my community profile by controlling online conversations or continually placing myself at the centre of community issues. My campaign has an official social media presence so residents can learn about me and connect with me, but I do not enter this race with an established online platform that can be used to shape community discussion or amplify my candidacy. Much of my work has happened behind the scenes, building organizations, developing programs, strengthening governance, securing resources, bringing people together and creating opportunities for people who might otherwise be left out.

I may not be the loudest candidate in this race, and I am not interested in being constantly in people’s faces. That should never be confused with a lack of strength or leadership.

I have led organizations, governed complex systems, managed significant resources, navigated difficult decisions and turned ideas into programs that have improved people’s lives.

The limelight does not make someone effective. Visibility has value, but leadership must be measured by proven work, sound judgment, integrity and community impact. My record demonstrates that I know how to listen, lead, build partnerships and deliver meaningful results.

I am not running to become a community leader. This is not a stepping stone for me to enter the political arena as a career politician. I am running because I already have decades of leadership and community-building experience that I am ready to bring to Pickering City Council.

I offer residents a different kind of leadership: independent rather than politically aligned, accountable to residents rather than developers or other members of Council, substantive rather than performative, collaborative rather than confrontational, open and transparent wherever legally permitted, and grounded in proven results rather than campaign promises.

Throughout this campaign, I have been listening to residents across Ward 2. What I am hearing most consistently is that people are not opposed to change or growth, but they want growth to be responsible.

Residents are concerned that housing and development are moving ahead without the roads, transit, schools, recreation and other infrastructure needed to support them. Traffic congestion, road safety and access in and out of neighbourhoods are significant concerns, particularly around Glenanna Road, Liverpool Road, Bayly Street and the waterfront area.

Residents are also talking about affordability. Property taxes, housing costs and the rising cost of everyday life are affecting seniors on fixed incomes, young people trying to establish themselves, families raising children and residents living alone.

People expect Council to manage public dollars responsibly, look for efficiencies and clearly demonstrate what taxpayers are receiving in return. They understand that quality public services cost money, but they want confidence that decisions are thoughtful, spending is disciplined and priorities reflect what residents genuinely need. Questions I hear often lately include: “Where do the casino funds go”; “Why do we give the Region so much of our money?”; “Will you let the developers in your back pocket too?”.

I’m also hearing a strong desire to protect what people value about Ward 2…our waterfront, green spaces, parks and established neighbourhoods, while creating a community where seniors can remain connected, young people have opportunities, local businesses can thrive and everyone feels that they belong.

Underlying many of these issues is a concern about trust. Residents want decisions to be transparent, consultation to be meaningful and their voices to be considered before decisions are made, not simply after everything has already been determined.

They want a councillor who is accessible and prepared to explain both how and why decisions are made. Residents are screaming for transparent leadership at City Hall!

What I am hearing from residents is helping shape a platform grounded in four emerging priorities:

• Responsible growth supported by infrastructure: Housing and development must be considered alongside roads, transit, schools, child care, recreation and the other services needed to support a growing community.
• Fiscal responsibility and affordability: Disciplined budgeting, clear financial reporting, thoughtful and responsible use of public assets, and a focus on delivering value for every taxpayer.
• Safe, connected neighbourhoods: Traffic and road safety, accessible parks and recreation, opportunities for young people and seniors, support for local businesses, and protection of our waterfront and green spaces.
• Transparent and accountable leadership: Meaningful public consultation, clear communication and opportunities for residents to be heard before major decisions are made.

These priorities will continue to be refined through conversations with Ward 2 residents. My platform will not be built around what is politically convenient or what generates the most attention. It will be shaped by evidence, responsible municipal decision-making and the experiences of the people I am asking to represent.

My campaign is built around Putting People FIRST in Pickering.

That means listening before leading, being honest about what the City can and cannot control, working constructively with other members of Council, advocating with integrity, and collaborating with other levels of government to ensure Pickering is always at the forefront of funding, economic development, environmental and social programming.

I have always been a strong advocate for change. I am not afraid to give voice to difficult issues, ask challenging questions or stand on my own when principle and the public interest require it.

At the same time, I know that effective leadership is not about being confrontational. It is about having the courage to speak, the judgment to listen and the ability to bring people together around practical solutions.

I encourage residents to do their research. Learn about my leadership. Look at the organizations, programs and partnerships I have built. Learn about my ability to work within, and lead through, challenging and complex issues. Speak with the people who have worked alongside me and examine the impact of the work I have led.

I am not asking residents to support me simply because of what I say during a campaign. I am asking them to consider what I have demonstrated throughout more than 30 years of leadership and community service.

I’m not entering this race with promises that one councillor can fix everything. I am bringing experience, independence, courage and a proven record of turning ideas into meaningful results.

I will be visible, accessible and engaged, but my focus will always be on doing the work, not simply being seen doing it.

Ward 2 residents can expect me to be prepared, thoughtful and accountable; willing to collaborate when collaboration serves the community; and willing to stand firm when residents need a strong, independent voice at City Hall.

That is the leadership I have demonstrated throughout my career and it is the leadership I am ready to bring to Ward 2.

Website: staceylepinefisher.ca

LinkedIn: Stacey Lepine-Fisher

Instagram: @stacey4pickeringpeople_ward2

Facebook: Stacey Lepine-Fisher for Pickering Ward 2

Email: staceylf.pickering@gmail.com