2026 Municipal Election: Georgian Bluffs Candidate Q + A

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My family put down roots in Georgian Bluffs 17 years ago because we wanted to raise our kids somewhere that believes in hard work and looking out for your neighbour. I want to show up for that. Since being appointed in November 2025, I’ve found the job is about the details. I read the reports, walk the sites and ask the question nobody else asked. I like that work, and I’m asking for your vote to keep doing it.

This is an important moment for our township. We have real pressures including aging roads and bridges, growth, and the rising cost of living. I remain optimistic. Georgian Bluffs has what it takes, and the next four years will shape where we end up.

Residents call me about lake access, rezoning appeals and severances, and I take the time to understand each issue. I listen first, talk it through, then decide how to present it for the best result for residents and the municipality.
I bring more than 25 years of experience in technology and operations and a habit of answering emails and picking up when someone calls. I want to help steer Georgian Bluffs in the right direction.

I’m currently a councillor with the Township of Georgian Bluffs, appointed in November 2025.

I also serve on several volunteer boards. Notably, I’m deputy chair of CMHA Grey Bruce, which is a governance role, and on the board of the WOAA. Past experience includes Chatsworth Minor Hockey, Keady Community Board of Management, Saugeen Shores Soccer, Tara Minor Soccer, the Township’s Property Standards Committee, and several more. On each one, the job comes down to keeping an open mind, respecting fellow board members, considering the people who use the service, managing the money, working as a team and making the tough calls.

Professionally, I’ve held many roles in technology. The past 10 years have been in leadership, covering sales, operations, vendor management and service delivery. Today I’m an independent consultant helping technology companies improve their operations.

That experience, and the flexibility of my work, make me a good fit for council. The flexibility means I have the time to do the job properly and attend all meetings.

Being effective isn’t just keeping the wheels on. It’s seeing around the corner and steering us in the right direction.

I do the work. I read the reports, ask for the trade-offs, and separate what we need from what would be nice. Then I decide. Municipal process is slow at the best of times, and the cost of doing nothing can be higher than the cost of a move that isn’t exactly right. I’d rather decide with the information we have than ask for another study just to delay. Where a decision can’t be undone, I’ll take the time to get it right. I’m willing to try things, as long as the mistakes are low impact.

I’m a good listener, to residents and to the other councillors. An open mind and real curiosity mean I have all the facts before I reach a conclusion.

I also see myself as a teammate. One person can’t do everything well, so I look for what needs doing and fill the gap. I dive in to the parts I’m not sure are getting enough scrutiny, so nothing gets by without scrutiny.

I’ll start with what the township controls and what it doesn’t. The County and school boards set their own shares of your tax bill, and the township’s share is a bit more than half. Many issues the province should be solving are landing on municipalities. That’s not an excuse. It’s a call to action, and delegations to provincial ministers, including joint delegations, are one way to secure funding for specific projects.

With food and fuel costs rising, it’s unreasonable to keep asking ratepayers for more, even as it costs more to run the township. I’ll push to keep increases modest, predictable, and only when required.

But cost of living isn’t only the tax rate. Fees, permit delays and the price of taking part in community life add up too. I’ll ask that user fees, recreation costs and approval timelines get the same scrutiny as the tax rate, so families and seniors can still afford to take part and builders and small businesses aren’t paying for months of delay. For people without a car, transit connections matter too.

The bottom line is that we have to watch every dollar and avoid raising taxes wherever we can.

People care about value for their dollar, and that includes taxes.

The 2026 budget passed a 4.76% township increase, under council’s 5% target, which was set before I joined council.

I don’t take a tax increase lightly. It’s especially hard on people on fixed incomes. These increases are driven by inflation, road and bridge costs, and catching up on infrastructure that was put off. Those costs are real, but we need to be more creative in what we invest in and how we pay for it. Are there grants available, even if we have to use them creatively? Is there waste we can trim?

If a fellow ratepayer asks, can we justify the value for the dollar? I’ll aim to hold future increases to a minimum, and only to what we can defend. I’ll keep asking for a clear explanation of what each tax dollar buys. People deserve to see the value, not just the bill.

Steady planning is also kinder to taxpayers than one big increase after another. That’s why I want asset management and long-range budgeting to be a priority for council.

Affordability. It sits beneath everything else we talk about: taxes, housing, and whether our young people and seniors can stay here.

Costs are going up for everyone, including the township, and our roads, bridges and recreation facilities still need to be maintained. At the same time, a housing shortage pushes young people to leave and makes it harder for seniors to age in place.

I will focus on three things. First, hold township increases to only what we can justify line by line. This may mean putting non-essentials on hold. Second, bring in outside money and share resources so each local dollar goes further. There are many grants that we haven’t explored yet. Third, make it easier to build affordable, smaller homes on existing lots, which adds housing for seniors and for young people starting out.

We already have the plans, including a 2024 asset management plan and a 2025 to 2030 strategic plan. Now we need to finish what’s in them and report back to residents on what got done. The next four years are the time to do it.

Rural people need to get to villages and cities for work, appointments and enjoyment, and some don’t have their own transportation. That matters for our economy and for equity.

An inter-county system should be a web connecting cities, villages and hamlets. That might mean airport-shuttle-sized buses and on-demand service rather than fixed routes, connecting to hubs in small urban centres instead of door-to-door service. If we drop the idea of city-sized buses driving empty down rural roads and focus on meeting the need, we may land on something affordable.

For Georgian Bluffs, that could be a small vehicle that picks you up in a place like Shallow Lake and gets you to the Owen Sound terminal for your transfer, on one fare, with a phone number to book, not just an app. Start small, count riders, and expand where it’s working. We may grow to apply the same principle to inter-County transit.

Funding should come from the counties and riders, plus provincial or federal grants. An affordable user-pay model is fair to taxpayers and users. If the township is asked to contribute, residents should see what they’re getting.

We need to maintain our infrastructure responsibly. Every road, bridge and building has a lifecycle, and fixing something at the right time costs far less than replacing it after it fails. The township’s 2024 Asset Management Plan covers over $400 million in assets and gives us lifecycle data for most. I want that data driving what we fix and when.
We also need to bring in other people’s money. I’m a big proponent of chasing every grant available, especially for big projects. Our recreation upgrades were almost 50% covered by the Community Sport and Recreation Infrastructure Fund. There are many more grants on the table. We need to be ready and flexible to apply for any available grants at all times.

I like sharing equipment with our neighbours and the County rather than each of us buying our own. Minto and Niagara-on-the-Lake received AMO’s 2026 Municipal Innovation Award for theirs. Minto leased a grader from Niagara-on-the-Lake instead of buying one, and Niagara-on-the-Lake leased a tractor from Minto. I’ll push for us to investigate efficiencies like that.

Last, save before we spend. Building reserves steadily is cheaper than borrowing in a crunch, and it spares residents a big increase when something breaks.

The best tool for Georgian Bluffs is to craft legislation and the best time to start is now.

Georgian Bluffs might be an attractive target for an AI data center. We have great access to the power grid and plenty of water. It’s not unlikely that we are on a corporation’s short list for potential locations. We will want to analyze the opportunity against the costs very carefully.

Once the impacts are known, Georgian Bluffs should pass appropriate bylaws. It’s possible to create restrictive bylaws that give the township the right to approval on a case by case basis. It is possible to create bylaws that outright reject AI data centers. We need to do what’s in the best interest of our residents, is environmentally responsible, and respects our way of life.

Preserving our rural way of life and protecting the environment matter to residents here, and large AI data centres aren’t a natural fit with either. I want rules strong enough to reflect that.

I think there’s a lot we can do to add housing without changing what makes this township rural. Wells and septic are the real limit on housing in much of Georgian Bluffs, and any plan that ignores servicing isn’t a plan.

Within those limits, housing here doesn’t have to mean another subdivision. It can be a backyard suite, temporary housing for a family caring for a parent, or a tiny home under clear and reasonable rules. It also means housing for seniors, so people can downsize and stay in the community, which frees up family homes.

New growth belongs in our hamlets and villages where services exist, not scattered across farmland and shoreline.
We can also take cost and delay out of the process without spending taxpayer dollars. If a backyard suite is already permitted in our zoning, people shouldn’t need a rezoning, with its fees and months of waiting. A quick meeting with staff before someone applies means they know the requirements from day one.

Affordability means rentals as well as ownership. The County holds most of the affordable housing funding, so if our zoning and sites are ready, we can get projects built here on our terms.

Most arenas have a 50 year life expectancy, and ours are generally at that age or older. They’ve been repurposed to suit our needs, and they’ve served us well, but we can’t assume that continues without a plan.

The Township continues to maintain our only ice-surface arena in Shallow Lake in excellent condition. Just this year, we invested in new AODA compliant doors. Continued investment in this arena is essential as it sees the most use.

Facilities should support what residents want, whether that’s pickleball, a community gathering place, or to host a buck and doe. Due to our vast geography, facilities seldom overlap as each recreational facility supports the local community.

Recreational facilities are expected to cost the township money in exchange for bettering the quality of life of our residents. As long as they do that job at a reasonable price, I support maintaining them in the most cost-effective method.

If a facility should get beyond the point of economical maintenance, I would recommend that we pursue grants and partnerships with community groups and volunteers to fund replacement.

I’d support opting in only if the staff analysis shows a clear benefit to the township and residents can see that proposed locations protect schools and neighbourhoods.

Georgian Bluffs currently opts out of retail cannabis. In July 2026, council directed staff to analyze the economic development impact, and I voted in favour of that research. It’s important to understand this issue well, because opting in can’t be reversed.

Since it’s a one-way door, I want the decision made after the staff analysis and public input. I’d ask that the analysis put a real number on the revenue the township would actually see, because it may be modest, and local consumers can already get cannabis easily from stores in neighbouring municipalities.

On one side are jobs, business profitability and displacing illicit sales. On the other are concerns about proximity to schools and public health. Both deserve a fair hearing.

The short answer, to give back to a community that has been an active part of my life. During my working career the demands of my work and raising a family made it difficult for me to be able to give back to the community at that time. I am now retired and have the time necessary to commit to a councillor position and give back to my community. In addition, I believe that my education and 36 years of experience, knowledge, leadership, and problem solving skills could be a positive contribution to the Council table.

I believe that I bring a significant amount of personal and professional experience to the table. Firstly, as a registered professional engineer with experience in environmental engineering throughout North America I can bring that knowledge to the table to support decisions that are critical in today’s environmental challenges, particularly with respect to land and water quality and the impacts of climate change on our community. Secondly, as a senior leader in municipal governance for the past 16 years I can use that experience and knowledge to the benefit of the Georgian Bluffs community.

As a registered professional engineer, I am bound to a code of ethics. This obligation will ensure that the decisions I support will be ethical and non-bias. With 36 years of professional experience, I would be able to use that knowledge and experience to support evidence-based decision making. My support on decisions made by Council will always be based on this approach and not for political gain. Being in a senior leadership role, including as a Chief Administrative Officer for the past 10+ years, I have been able to make thoughtful and research-based decisions in a timely manner.

Local municipal governments have minimal tools to be able to assist with the current cost of living. Other than working to keep property taxes and user fees as low as we can, there is not much we can do directly. However, we can advocate as a Council to both the provincial and federal governments to provide greater supports to rural communities. We must remember that the funds for this come from the same taxpayer, but a fair distribution of provincial and federal funds would support rural communities. I would also advocate for growth in employment-based land development in our communities to allow for well-paying jobs for our residents and to ensure that our youth have opportunities in the communities that they grew up in and close to their families. That growth couple with affordable housing will help to spread the tax base, keeping tax low.

Undertaking a comparison of 2026 tax rates for eight nearby municipalities indicates that Georgian Bluffs has the second lowest tax rate 1.332% of assessment value, with Northern Bruce Peninsula being the lowest at 1.275% and Owen Sound being the highest at 2.082%. based upon this information, our tax rates are comparatively reasonable. We need to ensure that we use those taxpayers’ dollars strategically to ensure that we can maintain and improve our local roads, facilities, and drainage systems with a long-term view versus a short 4-year view while keeping taxes reasonable.

In my opinion the biggest issue facing Georgian Bluffs is funding it capital infrastructure over the long term. Our roads are basic but need improvement. Our drainage systems are being strained by a lack of maintenance and the impacts of climate change weather extremes. Our bridges need proper maintenance, refurbishment and/or replacement. This infrastructure is going to be further strained with the extreme weather events that are now occurring. We need a long-term financial strategy to address this while keeping tax rates as low as possible.

A regional transit system in rural Ontario communities such as ours is extremely difficult as it is impossible to connect everyone who needs this service to easily accessible and affordable public transit. It is likely that we would at best be able to create a regional transit system that connects our village centres to larger local centres as well as larger centres further south. It needs to be affordable but also needs to be versatile enough that it can serve the residents who would depend on this service. It is a very complex challenge, and I would be highly interested to see the results of the study, its recommendations or options and associated costs. Regardless, a large percentage of our residents will not likely benefit from any regional transit system.

We need to have a financial strategy to ensure that the funds are being dedicated to capital infrastructure and its maintenance. One of the things that frustrates me the most as a civil engineer is to see road and bridge infrastructure poorly maintained such that it deteriorates or fails sooner than it should have. That means that we must balance operational costs for maintenance as well and capital funding for improvements or replacement. The financial strategy needs to establish our priorities through extensive engagement and consultation with our residents. Those priorities will then drive the decision made with respect to annual budgets and ultimately tax rates.

Good infrastructure. We need to ensure that the infrastructure is in place, including both energy and high-speed broadband capacity. These data centres use a large amount of energy and require large capacity broadband to be able to function. Behind all that we need to have robust roads and drainage infrastructure to ensure that both the energy supply and broadband infrastructure is resilient to extreme weather events (i.e. flooding, washouts, etc.). In addition we need to have the appropriate planning policies in place to ensure and AI data centres are not impacts farm and residential properties or water supply, as data centres require large volumes of water for cooling.

To support increased affordable housing supply, local municipalities need to have good, reasonable planning, and servicing policies in place. This does depend somewhat on the upper tier government (i.e. County) also being supportive. We need to make affordable housing development attractive to developers in our community. I think Georgian Bluffs is challenged in this regard due to its limited serviced areas. I feel that we need to look at our ability to improve and expand our serviced areas such that planning policies can support the development of affordable housing. Historically joint servicing with Owen Sound has been difficult due to a bit of protectionist attitudes, however, we must recognize that regional growth benefits all of our communities whether it is through increased commercial and industrial growth, or affordable housing for our residents. Working together we can be greater than if we work alone.

Recreational facilities are critical to our sense of community. They provide facilities for a healthy and active lifestyle. For our youth it creates an outlet for activity-based play while learning critical skills in team building and critical thinking. As also mentioned in other answers to questions presented here, we need to have a long-term financial strategy to support the proper maintenance and capital repair or improvements to our recreation facilities that support all of our age groups and demographics.

I have no strong opinion either way, subject to the appropriate regulations, enforcement, and licencing. I would feel that the use of cannabis should be regulated in such a way as to minimize the impact on others and in particular to children and youth. The current legislation limits the proximity of cannabis retail to schools and prohibits use in public parks. I would like to see prohibited use expanded to public streets as well, similar to alcohol consumption, however, these decisions are at the provincial legislative authority. Again, I would defer to the public position on this and would suggest a public opinion survey be undertaken to determine what the community desires.

I am running for re-election as councillor because I bring the experience, mindset, and collaborative approach needed to represent the residents of Georgian Bluffs effectively. I value open-minded discussion, forward-thinking decision-making, and respectful cooperation with fellow council members and municipal staff. The Township of Georgian Bluffs offers something for everyone, and I am committed to helping it continue to thrive. Guided by honest and transparent communication, accountability, and fairness, I will continue to make informed decisions that serve all residents of Georgian Bluffs.

After nearly three decades in the Township of Georgian Bluffs, I have developed a deep appreciation for our community and a strong understanding of the issues that matter to residents. My extensive background in civil engineering and land-use planning gives me broad knowledge of the Township’s geography and the condition of its infrastructure. This expertise enables me to evaluate the issues facing the incoming council carefully, practically, and with fiscal responsibility.

My council experience and results during the last term include advocating for bridge replacements and drainage improvements, introducing an asphalt preservation program to extend the life of local infrastructure, promoting measures to monitor and control invasive species, and serving actively on the Inter-Township Fire Board and the Grey Sauble Conservation Board.

I am a strategic, results-focused decision-maker committed to helping Georgian Bluffs meet today’s needs, prepare for future challenges, and manage growth responsibly. My approach will be grounded in careful planning, fiscal responsibility, and informed decisions that benefit residents across the Township.

The cost of living includes housing, transportation, groceries, utilities, recreation, and entertainment. Although many of these costs fall outside the authority of a lower-tier municipality, the Township can help address housing and certain utility expenses by reviewing local land-use planning policies to support a greater supply of affordable housing and exploring fiscally sustainable opportunities to expand access to services such as water and natural gas.

The municipality can also reduce pressure on taxpayers through disciplined fiscal management. This can include keeping each department within its approved operating budget, ensuring purchases and expenses are necessary and reasonable, applying purchasing bylaws consistently, making expenditures transparent to council and ratepayers, and pursuing operational efficiencies wherever practical.

Georgian Bluffs has one of the lowest municipal tax rates in Grey County. The property taxes collected by the Township fund local infrastructure and services. One of the new council’s first responsibilities will be to review and approve the 2027 budget and service levels, guided by staff recommendations and resident feedback. These decisions will directly affect the municipal tax rate, and the services residents receive. To help maintain a low tax rate, I would use practical, creative fiscal management to balance service expectations with affordability to deliver a fair, reasonable budget.

Georgian Bluffs faces important and interconnected issues, making it difficult to identify a single top priority. One of the new council’s first major responsibilities will be the 2027 budget and service-level deliberations. Council will need to set priorities and determine which services the Township can provide. Other key priorities include advancing the objectives of the recently adopted 2025–2030 Strategic Plan, considering and implementing the recommendations of the Master Fire Plan; and managing land development responsibly. Georgian Bluffs would benefit from a long-term growth strategy that manages change, improves the effectiveness of municipal spending, and expands the tax base. Planning ahead supports informed decision-making and reduces the need for crisis management. The strategy should emphasize responsible land-use planning, coordinated management of roads, water, and wastewater, including careful consideration of service extensions, and protection of agricultural land, waterways, and green spaces.

The Province has allocated funding to Grey County for the current regional transit initiative. Consultations are continuing to determine whether coordinated planning and shared services can create a more sustainable system across Bruce, Grey, Dufferin, and Wellington counties.

Before deciding what the system should look like, Georgian Bluffs should consult residents to identify their local transportation needs, the appropriate level of service, and acceptable funding options. Routes and schedules need to connect people reliably with destinations that include workplaces, health-care appointments, schools, grocery stores, and other essential services. A shared-services agreement may be appropriate, but the Township must first determine whether the proposed system is financially sustainable on a long-term basis through provincial funding, regional and municipal contributions, and possible user fees; is accessible, user-friendly, and reliable; and provides an appropriate role for lower-tier municipalities in governing the regional service.

A review of the municipality’s organizational structure and processes could help identify ways to maintain services and infrastructure more efficiently. The review should assess the efficiency and effectiveness of municipal operations and resource allocation, identify opportunities for improvement and responsible growth, and confirm that the organization is properly structured to meet its legislated responsibilities, including mandated positions and services. The review could also forecast future service needs in recreation, public works, fire and police protection, and water and wastewater services. Strengthening partnerships with neighbouring municipalities can create additional opportunities to share resources and services. Although Georgian Bluffs has experienced assessment growth in recent years, Township staff and council need to continue seeking efficiencies within every department and pursue grant funding opportunities to help limit future tax increases.

Before permitting artificial intelligence data centres, the Township should conduct a comprehensive analysis to determine whether these developments would benefit Georgian Bluffs. Several municipalities have introduced moratoriums while they evaluate the potential effects. The assessment should examine land-use planning and compatibility, infrastructure capacity, environmental protection, electricity and water consumption and community beautification. Council should proceed cautiously and determine whether the economic benefits justify the potential risks of locating data centres in a rural municipality.

Municipal policies directly affect housing affordability. Permitting and development fees can add thousands of dollars to a project before construction even begins. Municipalities can influence affordability by keeping development and permit fees reasonable, streamlining inspections to provide contractors with timely service, eliminating unnecessary “red tape,” and adopting zoning and land-use policies that promote the supply of affordable housing options.

Aging recreational infrastructure can create significant costs for taxpayers and may force the municipality to restrict or close facilities when their condition becomes unsafe.

An approach would be to focus on proactive maintenance and preservation to extend each facility’s useful life, keeping public assets safe and accessible, and pursuing available funding opportunities to reduce the cost to local taxpayers. For facilities with limited capacity, the Township should develop an asset management plan informed by public input. This process would help identify community needs and priorities and guide future investment decisions.

Georgian Bluffs is one of the few Ontario municipalities that does not permit retail cannabis stores. However, in July 2026, the present council directed staff to prepare a report examining their potential economic impact on the municipality. Before deciding whether to permit retail cannabis stores, council should consider the findings of the staff report; and feedback gathered through public consultation. Together, this information should guide future decisions about whether and how retail cannabis stores may operate in the municipality.

I’m running because Georgian Bluffs is home, and I care deeply about the future of this community.

I was born and raised here and am a sixth-generation beef cattle farmer on the Shouldice Settlement, where my family still farms the same land our ancestors settled generations ago. Outside of Council, I work as a Registered Nurse in the Wiarton Emergency Department. Those experiences have shaped me to have a strong appreciation for our rural communities, the people who live here and the importance of dependable local services.

Being on council since 2022, I have thoroughly enjoyed representing Georgian Bluffs and working through the difficult decisions that come before Council. I believe I have brought an independent, practical and fiscally responsible approach to the table.

I’m seeking a second consecutive term because I have learned a lot and still have important work to do, and I want to continue being an accessible voice for residents while helping Georgian Bluffs grow responsibly and remain an affordable, well-serviced place to live.

I have served on Georgian Bluffs Council since 2022, giving me four years of direct experience helping to develop municipal budgets, plan infrastructure, consider land-use matters, support emergency services and address community priorities.

During this term, I have also served on the Physician Recruitment Committee, Grey County Farm Safety Association and Shallow Lake Village Improvement Committee. These roles have provided valuable experience working with local residents, neighbouring municipalities, community organizations and other levels of government, including at the provincial and federal levels. For example, I participated in a delegation at the ROMA conference that met with Ontario’s Minister of Health to advocate for greater physician recruitment support in our area.

My professional background in nursing has also strongly influenced my approach to decision-making. Nursing is grounded in research, evidence-based practice, critical thinking and accountability. I bring that same approach to the Council table by reviewing every page of my agendas, asking questions, considering different perspectives and making decisions based on evidence and best practices.

My agricultural background also provides a practical understanding of our rural communities, infrastructure, agriculture and the financial pressures facing residents and businesses.

I believe my actions over the past four years have demonstrated that I am an effective decision-maker for Georgian Bluffs, and I will continue to bring that same approach to the Council table.

I take the responsibility of being a Councillor seriously. I review every page of each agenda before Council, ask questions when something is unclear, listen to residents and staff, consider different perspectives and make decisions based on the best information available. I also believe effective representation means being willing to bring issues forward.

For example, in 2024 I brought forward a successful motion supporting Bill C-310 and greater recognition for our dedicated volunteer firefighters at ITFD, and I have continued advocating for sustainable fire-service funding. When the Province mandates training, equipment standards and other requirements, I believe it should help fund those costs rather than leaving them to the municipal tax base. To me, effective decision-making means supporting essential services while also considering who should fairly bear the cost and protecting local taxpayers.

Senior levels of government must lead on cost-of-living issues, but locally, our response must be a commitment to strict fiscal restraint and essential service prioritization.

That starts with responsible budgeting. My commitment is to continue advocating for conservative municipal tax increases during each budget season. Council should also look for efficiencies before asking taxpayers for more, pursue available provincial and federal funding, and carefully evaluate major spending decisions.

Our focus should remain on what is at the core of our responsibility as a municipality: providing reliable essential services such as roads and bridges, snowplowing, waste collection, fire and emergency services, and maintaining the infrastructure our residents depend on every day. We need to deliver those services efficiently and ensure taxpayers are receiving good value for their money.

I would also like to see a more grassroots approach to the budget process, with greater opportunities for residents to tell Council what they believe should be prioritized. Hearing directly from taxpayers should help guide how we allocate municipal dollars and where we focus our spending.

Ultimately, every municipal spending decision should consider not only what we would like to do, but what our residents can reasonably afford to pay for.

I believe municipal taxes in Georgian Bluffs need to be approached with considerable restraint. Residents are already facing significant financial pressures in nearly every part of their household budgets, and the municipal government has a responsibility to recognize that when setting the tax levy each year.

I believe Council should begin the budget process by determining what is required to maintain essential services, identifying efficiencies and prioritizing spending before considering any increase.

At the same time, maintaining roads, bridges, emergency services and other municipal infrastructure does require ongoing investment, so simply freezing taxes without considering the long-term consequences can create larger costs later.

My approach is to balance those realities. I will continue advocating for a conservative approach to municipal taxes, while ensuring Georgian Bluffs maintains the core services and infrastructure residents rely on.

In my opinion, the number one issue facing Georgian Bluffs is affordability and the challenge of maintaining the services and infrastructure residents depend on without placing a burden on taxpayers.

Our municipality has significant responsibilities: roads, bridges, snowplowing, waste collection, emergency services, water systems and aging municipal facilities all require ongoing investment. At the same time, residents are already facing increased costs in nearly every part of their household budgets.

The challenge for Council is to balance those two realities. We cannot ignore necessary infrastructure work and allow problems to become more expensive in the future, but we also cannot treat taxpayers as an unlimited source of revenue.

That means prioritizing essential services, planning infrastructure investments carefully, seeking outside funding wherever possible and making disciplined decisions about what the municipality can reasonably afford.

For me, the central question behind every major decision should be: how do we continue providing reliable services while keeping Georgian Bluffs affordable for the people who live here?

The regional transit study was launched in response to growing transportation needs across neighbouring counties; including Grey and Bruce. Population growth, an aging population and rising costs of living are increasing demand for transportation options, while existing services remain limited and disconnected in many rural areas.

A regional transit system should connect residents to employment, medical appointments, education, shopping and other essential services. It is important to recognize that fixed-route buses will primarily travel along major corridors and will not directly serve many rural communities and hamlets in Georgian Bluffs. On-demand transportation would need to help connect rural residents to those main routes.

Any regional system must also be financially sustainable. I would want clear ridership targets, regular performance reviews and evidence of value for taxpayers. Funding should include fares, provincial and federal support, and a fair cost-sharing arrangement between participating counties.

The goal is to maintain reliable services and protect the infrastructure we already have, while making responsible financial decisions that keep annual tax increases as low as possible for residents.

As a council group, we need to focus first on the infrastructure and services residents rely on every day: roads, bridges, snowplowing, waste collection, emergency services and water systems. We also need to invest in preventative maintenance. Deferring necessary work may reduce costs in one budget year, but it can lead to much larger repair or replacement costs later.

I support using long-term capital planning and our recently completed Asset Management Plan to identify the most urgent projects and where municipal dollars will have the greatest impact. It gives Council a clearer picture of the condition of our roads, bridges, facilities, vehicles and water infrastructure, helping us prioritize maintenance and replacement before costs grow. We should also continue aggressively pursuing provincial and federal grants, including through tools such as GrantMatch, so major infrastructure costs do not fall entirely on the local tax base.

Finally, we need to continually look for efficiencies within municipal operations and carefully evaluate discretionary spending.

AI data centres are becoming an important planning issue across Ontario. Several municipalities have raised concerns about electricity demand, water consumption, noise and environmental impacts, while the Province is encouraging development through its proposed Data Centre Playbook.

Georgian Bluffs should review its Official Plan, zoning policies and infrastructure capacity before applications arrive. I would support implementing a temporary moratorium on new AI data-centre development, where legally permitted, until Council has sufficient information to make informed decisions. Our experience with the Georgian Bluffs–Chatsworth biodigester serves as an important reminder of the financial consequences of major infrastructure commitments.

We should work closely with the Province and Independent Electricity System Operator (IESO) to assess electricity capacity. I also support municipalities retaining meaningful involvement in planning decisions and ensuring host communities receive tangible benefits.

Georgian Bluffs should remain open to economic opportunities, but development must be environmentally responsible, financially sustainable and in the best interests of our residents.

Municipalities have an important role in creating the conditions for more housing to be built across the affordability spectrum. There has been meaningful work done this term to support housing, including updates to our Official Plan, improvements to planning processes, development of a Community Improvement Plan and continued coordination with Grey County.

That said, we should make the planning and development process as clear, efficient and predictable as possible by reducing unnecessary delays, streamlining approvals and ensuring developers and residents can receive timely answers. We need to work with developers to help appropriate projects move forward, rather than creating unnecessary barriers that slow housing construction. Our planning policies should also support a broader range of housing options, including additional residential units, rentals, smaller homes, seniors housing and other forms of “missing-middle” housing where appropriate.

Ultimately, municipalities should remove unnecessary barriers to appropriate development while ensuring new growth is well planned, financially sustainable and fits the character and servicing capacity of our communities.

This term has shown why Georgian Bluffs needs a long-term, Township-wide approach to our aging recreational facilities. In 2023, the proposed Kemble Arena renovation was deferred after the estimated cost increased from approximately $1.7 million to $5.7 million. Rather than make a major investment in one facility without understanding the needs of the others, Council moved forward with a comprehensive Facilities Master Plan.

That plan will give Council better information about building condition, community use and long-term capital needs, and should guide future decisions. At the same time, we have continued investing in recreation, including securing $825,000 in provincial funding toward six projects across the Township.

Going forward, we need to prioritize facilities based on condition, usage, safety, accessibility and affordability. Not every aging facility requires a complete rebuild, and closure should not automatically be the first option either. Phased renovations, accessibility upgrades, repairs or partnerships may extend the useful life of a facility at a more manageable cost.

Most importantly, we need to listen closely to the communities that use these facilities. Arenas and community centres are more than buildings; they are important gathering places in our rural communities.

Georgian Bluffs opted out of permitting retail cannabis stores when municipalities were first required to make that decision following legalization. Given that cannabis has now been legal and regulated for several years, I believe it is reasonable for Council to revisit that decision with the benefit of more information and experience from other municipalities.

This July, Council directed staff to undertake an Economic Development Analysis looking at the potential implications of allowing retail cannabis in Georgian Bluffs. I supported taking the time to properly understand the issue before making a final decision.

There may be economic-development opportunities associated with allowing a regulated retail business to operate in the Township, but Council also needs to understand the regulatory framework, potential community impacts and the views of residents.

According to the AGCO, a municipality that “opted out” can choose to opt in at a later date. However, once a municipality “opts in”, that decision cannot be reversed. That makes it especially important that Council review the staff analysis and hear from the community before making a final decision.

I would want to understand all of the data and wait for the Economic Development Analysis before making any decisions.

I’m running because Georgian Bluffs has been my home for most of my life, and I want to give something back. I’ve spent more than 50 years involved in our community, and I believe I have the experience, time and commitment to make a difference. I want to listen to residents, do my homework and help make practical decisions that are right for Georgian Bluffs.

I bring more than 40 years of experience operating my drafting and design business, working with building codes, bylaws, construction and municipal processes. I also spent 25 years at Bruce Power and have held leadership positions in minor hockey, senior hockey & Kinsmen. I have chaired and assisted with numerous community projects and sat on several fundraising committees. Those experiences taught me how to work with people, solve problems and make responsible decisions.

Because I’ll listen, ask questions and do my homework. I’m not going to pretend I have every answer. If I don’t know something, I’ll find out. Not everyone will agree with every decision, but I will make decisions based on the facts, financial responsibility and what I believe is in the best long-term interest of Georgian Bluffs. I will use past experiences that have taught me the importance of making a difficult decision and standing behind that decision. That’s what good leadership is, making decisions you believe are right, standing behind that decision and accepting that not everyone will always agree with you.

We can’t control grocery prices, interest rates or many other household costs, but we can control how carefully we spend taxpayers’ money. Council needs to prioritize spending, look for efficiencies and grants, support housing and economic development, and make sure residents are getting good value for their tax dollars.

We have to be very careful with tax increases. Residents are already facing higher costs everywhere else. We still have to maintain roads, infrastructure and services, but council needs to scrutinize spending, establish priorities and look for efficiencies and outside funding.Affordability needs to be part of every budget decision.

Long-term financial planning, particularly for our infrastructure. We have more than 400 kilometres of roads, plus bridges, culverts, recreation facilities and other assets that have to be maintained. We can’t do everything at once. We need a realistic long-term plan that identifies priorities, timelines and how we’re going to pay for them.

I would have to take a long, hard look at whether a regional transit system is actually viable and affordable for Georgian Bluffs. Before committing taxpayers’ money, I would want to know the cost, expected ridership, and what benefit Georgian Bluffs residents would actually receive. Georgian Bluffs is a large rural township and we can’t expect a regional transit to look after every community. If it is deemed a viable venture then we need to look at Provincial grants, county funding, and shared costs between other Municipalities benefiting from the service. The important thing is to make transportation accessible while keeping it affordable for taxpayers.

Through priorities and long-term planning. We need to look at the infrastructure we have, what condition it’s in and when it will need repair or replacement. We also need to pursue grants, partnerships and preventative maintenance. Spending wisely today can prevent much larger costs down the road and help keep taxes at a reasonable rate.

We need to understand both the opportunities and the costs. Before approving a major development like a data centre, I would want to know what demands it would place on electricity, water, roads and other infrastructure, as well as the impact on the surrounding community. I support economic development, but it has to make sense for Georgian Bluffs and its taxpayers.

This is an area where my background in drafting, design and construction can be useful. We need to encourage different housing options — smaller homes, rentals, apartments, seniors’ housing and additional residential units — while making the approval process efficient. I support growth, but it needs to be responsible growth that considers infrastructure, farmland, the environment and our existing communities. We need to look at more property development that fits each community. What works in Kemble may not work in Keady or Shallow Lake or any of the small communities.

Start with the facts. Look at the condition of each facility, how much it’s used, operating and repair costs, accessibility and what residents want. We shouldn’t automatically close an older facility, but we also can’t spend millions without knowing whether it’s the right investment. We need a long-term recreation facilities plan . This could even mean partnering with local Municipalities for a shared Facility. There are several of these types of facilities in Ontario that are already shared by more than one Municipality.

I would want all the information before making that decision. Cannabis is legal and regulated stores already operate in neighbouring communities. I think it’s reasonable for Georgian Bluffs to review its current position. I would look at the potential benefits, concerns, appropriate locations and what residents have to say before deciding. I think the number of stores we allow should be limited and location should be a key deciding factor.

I’m running because I care about Georgian Bluffs and I feel it’s time to step up and give back to the community I call home. I want to be someone residents can approach, someone who listens and someone who is willing to get to work on the issues that matter.

I’ve spent over 10 years working in construction and the nuclear industry, including many years at Bruce Power, in supervision, planning and execution. That experience has taught me the importance of planning ahead, managing resources, working as a team and being accountable for the decisions you make.

I’ve also worked around the skilled trades for much of my career, so I understand the importance of getting the job done properly and getting value for the money being spent.

I’m a practical person. I like to listen, look at the facts and understand the costs and long-term effects before making a decision.

I’m not going into this with the idea that I have all the answers. I want to hear from residents, work with Council and staff, and make decisions that I believe are in the best interest of the community.

A municipality can’t control everything that affects the cost of living, but it can control how it spends taxpayers’ money.

We need to look for efficiencies, prioritize spending and make sure residents are getting good value for their tax dollars. Keeping unnecessary costs down while maintaining the services people rely on is important.

I think residents are already paying a significant amount in taxes, and I don’t believe increasing taxes should be the first answer to every problem.

There are times when spending is necessary, especially when it comes to infrastructure, but Council needs to be able to explain why the money is needed, what we’re getting for it and whether there are other ways to accomplish the same thing.

It’s about value for the taxpayer.

Infrastructure.

Our roads, bridges and municipal infrastructure need attention. We need to plan ahead and maintain what we already have instead of allowing things to become bigger and more expensive problems.

Our tax dollars need to be spent where they’re needed most, and residents should be able to see the value they’re getting.

I think it needs to be practical for rural communities. We aren’t a large city, so I don’t think a one-size-fits-all transit system makes sense.

I’d like to see better connections between our communities and larger centres, while looking at things like on-demand transit where a traditional bus route isn’t practical.

Before committing taxpayers to a major ongoing cost, I would want to see the numbers, understand the demand and make sure we’re taking advantage of provincial and federal funding opportunities.

We need to prioritize, plan ahead and spend responsibly.

We can’t do everything at once. We need to identify what needs attention most, develop a long-term plan and make sure we’re getting good value from the money we’re spending.

I’d also want to look at grants, partnerships and efficiencies before simply putting more of the cost on taxpayers.

We should be open to opportunities for economic development, but we also need to understand what they would mean for our community.

If a proposal came forward, I’d want to understand the impact on infrastructure, roads, power, water, the environment and the surrounding community. I’d also want to know what the community would actually gain from the development.

We should look at the facts and make a decision based on what’s best for Georgian Bluffs.

We need to allow for different types of housing while making sure growth is responsible and our infrastructure can support it.

That could include smaller homes, townhomes and other forms of housing where appropriate. At the same time, we need to maintain the character of our rural community and make sure growth doesn’t get ahead of our roads and other infrastructure.

We need to look at each facility individually and ask some basic questions: How much is it being used? What condition is it in? What does it cost to maintain? And what will it cost in the future?

I don’t think we should spend money simply because something is old, but we also shouldn’t ignore facilities that are important to our community.

We need to prioritize, plan for the long term and look for grants and partnerships wherever possible.

I would be open to looking at it, but I think we need to look at the facts before making a decision.

I’d want to understand the potential economic benefits, where a store could appropriately be located and what concerns residents may have.

I think Council should listen to the community, look at the information and make a decision based on what makes sense for Georgian Bluffs.

I love where I live. I have lived here for 51 years and have always been active in my community, on municipal committees, community boards,volunteering with Peninsula Multi Sport Race, Bruce Trail , the Therapy Dog Program, Bruce Peninsula Hospice, the Repair Cafe, Welcoming Communities Committee, Summerfolk and I could go on.

Georgian Bluffs is a great place to live. I would like the opportunity to serve residents and the township to help this community thrive and move forward in a planned and sustainable way that supports growth and respects the natural environment. It is the beauty of that environment that draws people to and keeps them in Georgian Bluffs.

Equally important to loving where I live and being active in my community is having the experience and skills to effectively participate in Georgian Bluffs governance. I bring that to the table.

• I have Masters of Social Work degree and advanced Diploma in Social Work Administration
• 20 plus years in senior management in Violence Against Women and Children’s Mental Health services
• That involved program design, supervision and budget development
• This work functioned on the strength of strong teams, good listeningskills and the ability to manage challenging situations and individuals.
• I have experience making hard decisions, setting priorities, budgetcuts, hiring and firing etc.
• Ran a home based business for 20 years
• I have been an appointed member of three municipal committees-Physician Recruitment, Remuneration and Climate Action and have delegated to Council numerous times, I have a good understanding of the structure and process of municipal governance
• 900 plus page agenda packages don’t intimidate me
• I am an idealist, I believe change is possible but I am also a realist, I will dream, think outside of the box but than will figure out what is doable and what steps are needed to get there
• I believe in evidence based decisions

As mentioned above I have training and experience in making hard decisions over many years both in my work and in my community involvement. That entailed developing annual budgets when there was never enough funds to do everything that needed to be done. I am thoughtful and believe in evidence based decisions, not decision based on opinion.

I will do the required research and ask questions so I am able to make an informed decision.

The first obvious answer to this is to keep taxes low. Some less obvious are things like supporting affordable housing, affordable township based recreation opportunities, keeping roads well repaired to prevent damage to vehicles including farm equipment, keeping roads plowed so residents can get to and from work.

Georgian Bluffs increased taxes in 2025 by about 9% this was after years of having one of the lowest tax rate in the County. Infrastructure in the township payed the price and regular up keep was neglected. In 2026 the increase was just under 5%, about a $101 increase for a family living in a home assessed at around, $300,000. Cost of living is a big issue for families right now and Council needs to stay aware of that as they move forward. A balance needs to be found that allows for good services, especially road maintenance and snow removal, and not allowing the tax rate to become a burden for residents.

In speaking with residents there are many number 1 issues. It depends on where they live. Cost of water is a very big issue in Shallow Lake, the Oxendon area and the Pottawatomi Village, snow removal is a big concern in the Kemble / Big Bay area. The issue I am hearing most it is communication.

• wanting a voice when big infrastructure projects are planned for their neighbourhood, they are the eyes on the ground and could offer insight

• not being told when tar and chip is happening on their roads so they don’t get their windows closed in time to keep the smell out of their home.

• One person said he doesn’t bother asking anymore because he doesn’t expect a straight answer.

• others said they don’t respond to my calls

Council and staff are there to serve the people of Georgian Bluffs. Though Council needs to look at the big picture and set priorities within the limited funds available there needs to be a place for the voice of residents. Concerns need to be heard and clear answers need to be given. If elected I commit to responding to questions quickly, will try to find answers.

Public transportation issues has been a long standing concern for Georgian Bluffs but also for many rural communities. Low population density and long travel distances make planning a challenge.

Planning needs to look at some on demand shorter distance transit as well as planned transit for longer distances.

I am aware that the four county study has just been tabled in Bruce and I look forward to reading it and will be better able to comment after that. In terms of funding transit, I support a shared user pay and County subsidized model.

The township could benefit from a planned approach with timelines to address infrastructure maintenance and supporting a quality standard of services. They also need to take into account the changing weather patterns, the increased thaw / freeze cycles in the winter , the increased lake effect snow because the bay no longer freezes or freezes late in the season, frequent deluges of rain. All can wreak havoc on our roads with more and bigger pot holes, cracked pavement, erosion on gravel roads and flooding. Planning for and acting on these changes can save money in the long run.

There are basic services like road and infrastructure maintenance and snow removal that are essential services. These need to be the priority. The township like all of us deals with the cost of living increase that is a given. Other increases need to be very judiciously assessed prior to making a decision to increase taxes.

The township would need to determine if it has the water, power and land requirements to support a data centre as well as determine if a centre would fit with the Official Plan vision for Georgian Bluffs. A cost benefit analysis would need to be done: that would include looking at the value the centre would bring over time particularly after the jobs created for the build are over. Prior to initiating a consultation on this for Georgian Bluffs it would be good to review the work that is being done on this throughout the country. Some of the answers needed may already be there.

A Data Centre is just one of tech / energy options that could look to Georgian Bluffs for a location. Battery Energy Storage Systems (BESS) is another that is currently looking to locate in the area. Good research, good questions and thoughtful decision making are needed to make sure good choices are made for Georgian Bluffs.

Housing involves municipal planning, provincial legislation, federal policy and funding, developers, builders, land, financing, infrastructure and the private market. It is complex.

In reviewing the Townships Draft Official plan there are some good ideas in the works:

• where appropriate – Tiny homes, apartments above stores, secondary suites, garden suites, an additional dwelling in the building cluster of farms.

Stream lining the approval process for these would help but it is important not to let urgency stop good oversight and decision making. Once development starts it is hard to undo the process if the decision was wrong.

Explore whether there is Georgian Bluffs owned land that would be appropriate for affordable housing and partner with Habitat for Humanity for the build.

Explore incentives to developers to include affordable housing in their plan. There is a proposal for a subdivision in Shallow lake for 26 single dwelling homes and a four plex. Could the parkland fee be waived if say 4 of the 26 houses built are energy efficient affordable homes. Having the homes energy efficient means the home is affordable at purchase but also affordable over time because of reduced energy costs. A cheaply built home isn’t affordable over time.

The Recreation and Trails Master Plan approved by Council in 2020. recommended that the Township undertake an architectural and engineering study of both the Kemble and Derby facilities to determine if renovating/ repurposing was possible or if a rebuild was needed.

They also recommended that consultations happen with both communities. Both Kemble and Derby need a facility but what they don’t need is to be asked over and over what their ideas are without any action being taken.
If the township has access to dollars to either renovate or do a new build, that would be the time to do a community input session. That could also be the time to find out from community members from both Derby and Kemble if they might have a way of generating funds as well.

There may be a corporate donor who would like their name on the building.

It also makes sense to look at grant opportunities like the following from the Provincial Government:

• repair or upgrade existing sport and recreation facilities (Stream 1)
• build new and transformative sport and recreation facilities (Stream 2)

In the mean time the focus should be on increase usage of the facilities.

My understanding is that this is under discussion and that GB initially said no wishing to see how legalized cannabis stores would fit into communities. I wouldn’t say no if this is tabled but I do wonder how many cannabis stores the market can sustain.

I am running because I believe Georgian Bluffs, our township has enormous opportunities to become even more successful and we need to be thoughtful about how we get there.

Five years ago, my wife and I started fulfilling a lifelong dream. We started a lavender farm here in Georgian Bluffs. Our new community adopted us – welcomed us, encouraged us and supported us. Because of you this place stopped being just where we lived, it became our home!

I have spent 25 years working in the financial world, leading teams, managing complex decisions and being accountable for results. I have learned that good decisions start by listening, asking the right questions and understanding the facts before deciding. And be accountable for those decisions.

I want to bring those experiences to Council, along with my involvement in local non-profits, charitable organizations and community initiatives. Most importantly, I want to share my experience to help create a Georgian Bluffs where people can continue building successful businesses, raise their families, enjoy the outdoors and live healthy, happy lives—while their municipality is managed responsibly.

My professional career has given me 25 years of experience in financial management, leadership, strategic planning and decision-making. I have worked for major organizations, led teams and been responsible for delivering results in environments where decisions have real financial and operational consequences.

But municipal government is not simply about finance. My community experience has also been important. I am serving as Treasurer of the Wiarton Chamber of Commerce, as a director with the Wiarton public gallery, and as Marketing Chair for the Ontario Lavender Association. I have also been involved in fundraising and supporting several community causes.

In the past 5 years, starting our family owned and operated farm and our business from scratch has taught me how important it is to understand the practical consequences of making the right decisions with flexibility to adopt to new situations when needed. I believe Council needs people like myself who can understand the numbers, has local experience, yet also have the skillset to listen to residents, staff, businesses and community organizations and be their advocate. My experience has taught me to do that.

I believe effective decision-making comes down to three things – ask the right questions, listen to understand and make decision based on facts.

As a trained financial advisor with speciality in mitigating risks, my career has taught me not to look at a single number in isolation. I often have to help my clients, my team to address assumptions, discover potential risks, consider alternatives, yet focus on expected results. My background and education also reinforce that approach. Growing up in France, travelling extensively and speaking four languages has allowed me to work with people from very different backgrounds and perspectives. It has taught me that there is rarely only one way of looking at a problem.

I also know what it is like to be new to something. I started a farm without a farming background and built a successful business around it. I had to ask questions, listen to people with experience, learn quickly and act decisively.

We all know that municipality cannot control the big economical factors impacting wages, interest rates or provincial and federal taxes. I believe municipality can control how responsibly it spends your tax-dollar by delivering essential services efficiently and prioritizing deliverables based on current needs with always having an eye on the future opportunities.

Question on affordable living, housing and financial opportunities are not new. You agree with me when I say economic development matters, supporting local businesses, agriculture developments, tourism opportunities and responsible new investment can broaden the tax base and create local employment. I believe municipality can encourage broader range of housing options to help our people at different stages of life stay in their community, attract new comers to our community as well to help shape and build a stronger Georgian Bluffs.

This is a rather difficult question. My family and I – same as other residents in Georgian Bluffs are dealing with our own financial pressures and yes our municipality has significant infrastructure responsibilities to manage while facing gaps in overall budget. I believe the good question to ask is do we understand what residents are receiving for all those taxes and what financial pressures the municipality is facing maintaining expectations.

I encourage everyone to read the 2026 Township’s Asset Management Plan and get familiar with municipal plans and budget to maintain roads, bridges, buildings and other assets. Going forward, I want to see clearly identified priorities, measurable outcomes and the consequences of delaying any additional investment in our municipal assets. As a candidate, I will look for best value for every tax dollar. I will offer transparency on how decisions are made and where the money is going and what we should expect in return.

For me, my family and a few of our neighbours – the biggest issue is managing growth and infrastructure responsibly with focus on keeping character and quality of life that make Georgian Bluffs special. True, we have aging infrastructure, increasing maintenance requirements, housing pressures and growing expectations for municipal services. I believe these are connected.

If we grow without planning for roads, water supplies, education and recreation centres, emergency services and other infrastructure – ultimately we will end up paying for them. And If we do not plan for responsible growth we risk losing economic opportunities. I want to help build strategies for sustainable growth, so Georgian Bluffs becomes a destination for families and businesses who can succeed.

Coming from Toronto and considering our rural region, I do not believe our transit system should try to copy a big city’s plans. I believe, we can design a system around how our people actually need it and use it. I like to see a combination of reliable fixed routes between major communities with flexibility on-service demand. Specially when it comes to connecting people to healthcare centres, their employment, local education centres, shopping and other essential service.

I believe working with neighbouring municipalities and working on shared resources with coordinated schedules can make the system much easier to use. I also believe with this approach we can get provincial and federal funding to support a reasonable fares as well.

I believe setting priority with focus on lifecycle asset management is the key. I want to understand how we prioritize on what is essential, what projects are desirable and what can wait. Let me be clear – I do not want to ignore fixing what needs to be fixed now or move today’s responsibility to tomorrow’s taxpayers. I like the Council’s transparent multi-year financial plan. I support the transparent communication on project timing, reserves, grants, partnerships and appropriate use of debt for all our municipal assets. My financial background comes handy here and tells me that there is rarely a magic solution. And I know disciplined planning, early intervention and good measurement can significantly reduce the cost of maintaining our services in the near future.

I like to be open to all new investment opportunities, yet I want to make sure our community receives a fair return and does not inherit all the future environmental or financial risks. I know that good and prosperous economic development is not about saying yes to everything yet it is about knowing what makes sense for our community. At any point, considering the potential needs for AI data centre development, we also need to consider working closely with other municipalities and Grey county, provincial government and private sectors to find feasibility and compatibility for our community.

I believe I covered this in my answer to question #4. Not to repeat myself yet I do not believe our municipality or any municipality can solve the housing crisis on their own. Certainly, proper planning with policies that allow a wider range of housing— i.e. smaller homes, townhouses, apartments, secondary suites and other forms of housing – may answer our current and future housing needs. I believe this opportunity needs to be partnered with other municipalities, Grey County, local developers, non-profit organizations and the provincial government as well.

I strongly believe these facilities are important to our community and we have the obligation to maintain these facilities. Yet we also need to identify feasibility of maintaining, fixing or building new ones. I believe the Council has a comprehensive plan for the next 5 years on options of repairing, renovating and yes replacing some of these facilities. I will be an advocate for our community’s input – which I believe is essential – to maintain a transparent plan with smart long-term investments.

I approach this with a regulatory and community lens. Considering that Cannabis is legal in Canada and municipalities have some control over retail cannabis under Ontario’s regulatory framework, the question should be how our community benefits while maintaining appropriate standards for safety and neighbourhood compatibility. Again community input plays a big role in addressing this question.

I was born and raised in Georgian Bluffs, where my family has lived for generations. Georgian Bluffs is my home, and I care about what happens here. My wife and I are now raising our five children here, and we operate our beef farm in the township. I want to contribute to keeping it a great place to live, work and raise a family. After 35 years of working around Ontario and running a business, I feel I’ve gained a broad range of experience that would allow me to be of service to the Township and bring a practical, fiscally responsible perspective to Council.

During my years at 407 ETR, I chaired and served on numerous committees and working groups, managed major projects and worked directly with government officials at all levels. I also worked closely with the OPP on safety and policing initiatives and was involved in several major environmental projects. I currently sit on the board of the Twin County Feeder Finance Co-operative.

I’ve had to make a lot of difficult decisions throughout my corporate career, and I continue to make them every day running an agricultural business and raising a family. I think that experience has prepared me well to make decisions on Council. And if I don’t feel qualified to make a decision, I have no problem saying so and seeking out the information or expertise I need.

I think the best thing we can do at the municipal level is do our job well and keep the costs we control as low as possible. That means keeping taxes as reasonable as we can and keeping fees for Township services affordable, while still providing the services residents expect.

I think our current tax rate is reasonable compared with surrounding municipalities, but that doesn’t mean we should be comfortable with taxes continuing to increase every year. Residents expect good value for their tax dollars, and I think Council needs to look carefully at spending and make sure we’re getting that value.

I think our biggest challenge is maintaining and improving the infrastructure we already have. Georgian Bluffs has a large amount of infrastructure to maintain, including our roads, recreational facilities, parks and playgrounds. We need to make sure we’re planning ahead and investing wisely so these assets are properly maintained for the future.

I think regional transit could be very helpful, particularly for seniors and people who don’t drive. Being able to get to Allenford and catch a bus to Port Elgin for shopping, for example, could be a valuable service. But there has to be enough demand to justify it. If buses are running with very few passengers, we need to look at whether there’s a more cost-effective way to provide that transportation.

I think it comes down to good planning and setting priorities. We need to maintain the infrastructure we already have before taking on things we may not be able to afford long term. We also need to look for grants and other funding opportunities and make sure we’re getting the best value for every dollar we spend. Tax increases may sometimes be necessary, but they should never be the first answer.

I think we should be open to new economic development opportunities, but we need to understand exactly what we’re agreeing to first. Before approving a data centre, we need to understand its requirements for power, water, land and infrastructure, what benefits it will bring to Georgian Bluffs, and make sure existing taxpayers aren’t left paying for the infrastructure it requires.

I think the municipality’s role is to make sure we’re not unnecessarily standing in the way of appropriate development. We should support a range of housing options, including townhouses, apartments and secondary units where they make sense and where the existing infrastructure can support them. Development should also fit the community, and residents should have an opportunity to be heard. We also need an efficient planning and approval process.

I think we need to look at each facility individually and understand its condition, how much it is being used and what it will cost to maintain or replace. These facilities are important to our communities, but we also have to be realistic about what we can afford. The Facilities Master Plan should give Council the information it needs to make those decisions, with input from the communities affected.

I don’t see a need for retail cannabis stores in Georgian Bluffs at this time. Anyone who travels around our region knows there’s no shortage of them. In some communities, it seems easier to find a cannabis store than a place to buy a bag of milk. I think residents already have reasonable access without adding stores in the Township.