The time is now to move forward together. Our campaign brings realistic solutions that make it possible to improve prosperity for all, protect Sudbury and create a place we can be proud to call home.
Get to know Derek Young, Ward 10 candidate, what he stands for and how Derek Young can make a difference in city hall for all residents of Sudbury.
I'm politically motivated and actively engaged in my community. I ran my first campaign in 2006, and over 20 years of campaign experience and building community have prepared me for this opportunity. I feel more prepared now than I ever have been.
My first campaign was in 2006 for Ward 12, where I grew up as a child, and I was only 28 years old. In all the previous campaigns, I developed a purpose-driven campaign to champion causes that were ward-specific and important to the residents. This is the first time I'm running in my home ward, and it makes a huge difference. Living in the ward has allowed me to develop a campaign that will resonate with voters because I experience these policy issues every day and truly feel the spirit of the campaign. The best Ward councillors are in tune with the voters, and I truly believe I'm in a position this election to effect positive change at the grassroots level.
I often walk my dog, take in a festival or take a casual stroll along the boardwalk at Bell Park. I also enjoy the nightlife atmosphere in the entertainment district, spending time at the arena or one of the many live performance venues.
Downtown Sudbury is the heartbeat of our community, always has been and always will be. Downtown is best described in the Tale of Two Cities. It was the best of times and the worst of times: most of the growth happening is overshadowed by the stark realities of life. Many reminisce about the glory days of Downtown Sudbury, but I am confident we can return to glory while still acknowledging that Downtown is evolving and changing.
Many who disapprove of Downtown never even come Downtown, and they can't wait to leave when they do visit. I share my Downtown experiences as someone who directly lives, works, and plays Downtown. I also understand we have lots more work to do. When I was in college, I learned that one's perception can become reality, and that is the case for Downtown Sudbury as well.
I love the Sudbury story and its people. No matter where you go in the world, you will always meet someone from Sudbury who has a personal connection to share. Some of us may want to leave the City, but our heart keeps us here. My dad met his bride of 49 years in Sudbury and has been here ever since his first day on the job at City Hall as a Pinkertons Security Branch Office Manager.
I believe that we can only create a place we're proud of by following the current roadmap to end homelessness with a Housing First strategy and making adjustments as we go.
Homelessness must be dealt with using a compassionate, dignified, holistic approach, and a complete overhaul is not required to make the Net-Zero goal possible. The 247 crosses at Paris and Brady St. represent the lives lost and families torn apart by a failed system. We must understand their trauma and address the root cause of homelessness and addictions.
We need immediate, short-term, and long-term actionable items developed at the grassroots level and supported by all levels of government. We need impartial, balanced, compassionate and principled leadership because the homelessness issue affects everyone in our community, including business owners, visitors, residents, first responders, outreach teams, service providers, and even those accessing the services.
Enforcement should only be considered as a last resort, once the proper supports of crisis intervention, day programs, detox, safe injection sites, public bathrooms, employment and life skills programs are in place.
We need to reinstate the Civic Arts and Culture Fund, which was removed from the tax levy in 2026. The city has a cultural policy and essentially ignored its own policy by removing it from the levy. For every dollar invested in the arts, $9.41 is generated in economic development. Quality of Life and the Arts is one of the main reasons young professionals stay in Sudbury, and it's crucial that the Arts Organizations have the support they need to continue this pattern.
I would also like to see better support for our paramedics and first responders in Sudbury. Recently, CUPE 4705 sounded the alarm on the crisis around recruitment and staff retention for paramedics, and they revealed that Sudbury lacked competitive wages, workplace wellness and low provincial response time standards. We need better mental health support systems for paramedics to ensure that services will be provided promptly when you call 9-1-1.
Also proposed in my 180-Day Plan is a Construction Mitigation program similar to Brampton BIA, created to support independent business owners who are struggling from city work that interrupts their cash flow. The harsh reality is that some of these businesses have resorted to crowdfunding to pay rent and may cease to exist in the future. Downtown Sudbury is the heart of the community, and it's hard to see so many independent restaurants, stores, venues and business professionals affected negatively by the summer construction boom happening Downtown.
The first step would be an environmental audit to identify strengths, weaknesses, opportunities and gaps in the provision of services in Sudbury. The grassroots organizations, first responders, street outreach teams, service providers and those accessing the services need to be consulted and be part of the process. The community is bleeding, and we can only move forward together if everyone gives feedback.
In the 2026 municipal operating budget, it was identified that staff had concerns about increasing WSIB premiums due to “increased psychological claims”. The Mayor, Council, staff, administration, our unions and professional associations need to be part of the solution to improve workplace wellness. Change can only happen if the work environment improves, and that includes both residential neighbourhoods and front-line services.
The very first event I attended after announcing my candidacy was the “No Shame, No Blame” community impact presentation hosted by the Rotary Club and Go-Give-Project. One key message that came from the session was that we need balanced and impartial leadership.
We must understand the trauma associated with mental health and take a compassionate and holistic approach, which is why initiatives such as my “Changing Hearts” program will be important.
I think we need a balanced approach, a mix of both. Currently in Ward 10, 65 Larch St. (the medical building) is being repurposed into new residential and a youth wellness hub. The ScotiaBank tower is being converted into condos along with Project Manitou, bringing 347 mixed residential units. Panoramic Properties is repurposing the former site of St. Joseph Hospital for residential and commercial builds. We are seeing former schools across the city getting converted into social housing, and there has been a Sudbury housing boom with support from the Building Canada Homes fund. Sudbury continues to hit or exceed its provincial housing stats consistently, and the current strategy is working effectively.
If approached, the project would go through a rigorous process starting with the planning department. There would be an application made, and depending on where the project is located, it may also qualify for incentives in areas such as industrial parks or community improvement plan areas. A project of this magnitude would be driven by city staff, vetted and discussed by council after the economic development or planning committee has gone over the details.
I would explore the creation of a hub that provides services for those living on the streets or in encampments in Sudbury. They deserve a safe place to sleep, with access to clothes, food and mental health/addiction services. The hub would make it possible for the unhoused to receive the support they need to live with dignity without relying fully on the taxpayer to fund these projects.
Authenticity is most important to me. I also value honesty, informed decision-making, supporting the community and making decisions in the interest of all residents rather than personal benefit.
I would like to see a kinder, gentler, more compassionate city that looks after its residents and neighbours. The Sudbury story is one of resilience and strength. We can get there by moving forward together. I envision a city we can be proud to call home, that protects its people and assets and creates prosperity for all generations to come.
God gave us two ears and one mouth, and it's important to listen. Before making any decision, run your numbers and do your homework. With an understanding of the problem and all the steps involved to solve it, the right decision can be made by acting impartially and being aware of the benefits/disadvantages of all solutions.
Criticism and opposition are always going to be part of politics, and I accept it. I will handle criticism and opposition with humility while balancing my decision-making with conviction. Mayor Hazel McCallion said, “Always do your homework,” and I absolutely agree: I will make the best decision with the information presented, and I'm not afraid to research when I don't feel fully informed.
We are elected to make decisions that bring economic growth to the whole of Sudbury. Through economic growth, we are able to grow the tax base and diversify the municipal budget so we are not reliant on property owners to make up the tax levy. Economic growth done properly can have a positive impact on everyone by having more options for employment, entertainment, quality of life, and improved infrastructure.
I think it's important to attend community events, engage grassroots organizations and support community-led projects. Above all else, I plan to maintain an open dialogue, returning phone calls/emails and regularly visiting the ward to listen when possible.
Initiatives like homelessness and economic development have monthly progress report cards in graphic form on the city website. Information and progress reports should be presented to residents in a simple form and be easily accessible. I will use social media, print and electronic newsletters to communicate directly to voters. A preview of the upcoming council meeting with an immediate follow-up after the meeting on key agenda items is one way I will report to constituents. Attending events in the ward and being present is an excellent way to engage with me and know if we are on track.
Teamwork makes the dreamwork. Once elected, we represent Greater Sudbury as a whole. We all have the best interests of our communities at heart and will be tackling the same issues. It's important to do your homework, build a support case, and have meaningful conversations before the issues even hit the council floor. Recent years in council have shown how a lack of support from colleagues and the administration can lead to your ideas falling flat- I can`t disappoint the residents that voted for me.
Not everybody will agree, and that’s ok. I have put forward a platform that brings forward some bold new ideas, and voters need to know where I stand on issues. The Construction Mitigation Program and “Changing Hearts” program will take time, while issues around the Ontario Accessibility Disability Act compliance and review of hiring new bylaw officers will be dealt with early in the next term of council. In regard to the Roadmap to End Homelessness by 2030 plan, I recognize all of the hard work the existing programs are doing, even if it appears to many like a losing battle. The biggest obstacle will be changing the community mindset towards the shortfalls and areas of concern, rather than reinventing the wheel and starting over.
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