2026 Municipal Election: Brockton Candidate Q + A

I’m running for Deputy Mayor because Brockton is building for the next generation, and I believe it’s time for the next generation of leadership. As a motivated, approachable, hardworking, and committed individual, I’m ready for the next 4 years – and beyond!

Our best days remain ahead of us – getting us there means putting the right people in leadership for the right outcomes to happen, including keeping our community affordable for all ages and stages of life, investing responsibly in our roads and infrastructure, delivering the strong municipal services residents depend on, and encouraging responsible growth that creates opportunities for families and businesses.

I will continue to listen, work hard and provide experienced, accountable, and progressive leadership to lead Brockton forward!

I entered municipal politics as a Councillor in 2020 with a clear purpose: to bring a fresh perspective to Council and ensure the voices of young families, ratepayers, and future generations were represented in the decisions shaping Brockton.

With more than a decade of experience in the Ontario Public Service, followed by a career dedicated to advocating for front-line workers as a labour relations professional, I have built my approach to leadership around listening, collaboration, accountability, and finding practical solutions. I believe the best decisions are thoughtful, balanced, and reflective of the diverse needs of our community.

Throughout my time on Council, I have emphasized the importance of responsible financial management while continuing to invest in Brockton’s future. This means maintaining and renewing our roads, bridges, facilities, and other essential infrastructure through strategic capital investments. It also means consistently contributing to municipal reserves, planning for long-term needs, and managing growth responsibly to help avoid significant and unpredictable tax increases.

I believe effective decision-making begins with listening, understanding different perspectives, and having the courage to make balanced, informed decisions in the best interests of our community.

I have demonstrated a commitment to thoughtful leadership, fiscal responsibility, and practical solutions. My ability to navigate complex issues, build consensus, negotiate solutions, and make difficult decisions has been reflected in my proven track-record to advocate for ratepayers.

I recognize that every municipal decision has an impact on residents, businesses, and future generations. That’s why I believe in asking tough questions, challenging the status quo when necessary, and ensuring taxpayer dollars are spent responsibly.

Above all, I bring an independent perspective, a willingness to collaborate, and a commitment to accountability. My focus is on making fair, transparent, and forward-thinking decisions that balance affordability, strong services, and Brockton’s long-term success.

We must carefully manage municipal spending, identify efficiencies, and maximize every tax dollar. This includes reviewing how we deliver services, maintaining responsible reserve contributions, and planning infrastructure investments to avoid costly emergency repairs and unexpected tax increases.

We can support housing affordability by encouraging additional residential units, smaller homes, and diverse housing options in Walkerton, and our outer hamlets of Elmwood, Riversdale, Cargill, and Chepstow. Streamlining development approvals can also help reduce unnecessary costs.

Also, maintaining accessible recreation programs, community facilities, and child care opportunities helps families manage everyday expenses.

I believe municipal taxes must remain affordable and reflective of the value residents receive. With households and businesses facing increasing financial pressures, Council has a responsibility to carefully scrutinize spending and identify efficiencies before asking taxpayers to contribute more.

At the same time, we must recognize the importance of maintaining essential municipal services, investing in infrastructure, and responsibly planning for future capital needs. Simply deferring necessary investments today can result in significantly greater costs tomorrow.

I believe Brockton must take a disciplined, long-term approach to financial planning, including responsible reserve contributions, strategic investments, and a continued focus on operational efficiencies.

Debt management. As of December 2025, our financial position reflected $21.5M (including utility related debt) in outstanding long-term debt. Our Reserve Fund balance was $13.3M. This represents a reserve-to-debt ratio of 0.63:1 which is below the recommended benchmark of 1:1. In combination with our Asset Management Plan, it will be critical to ensure that we are effectively managing our debt while delivering on capital infrastructure projects that our Municipality requires. I have been a strong advocate for managing finances and supported investing our reserves in interest bearing accounts to ensure they are keeping pace with inflation – and not losing value.

A regional transit system must be practical, affordable, and designed around the unique needs of our rural communities. Unlike larger urban centres, a traditional fixed-route bus system may not be financially sustainable across Bruce, Grey, Dufferin, and Wellington counties.

Instead, we should explore a coordinated regional network that combines scheduled connections between major communities with flexible, on-demand transportation. Priority should be given to connecting residents with employment, healthcare, education, shopping, and essential services, particularly for seniors, youth, and those without access to a vehicle.

From a funding perspective, the Provincial and Federal government must be meaningful partners. Municipal contributions should be transparent, proportionate, and based on demonstrated service needs and benefits to the local community.

Maintaining quality municipal services and infrastructure while keeping taxes affordable requires disciplined financial management, long-term planning, and a willingness to do things differently.

I believe Council must continually review how services are delivered, identify operational efficiencies, and ensure every tax dollar provides meaningful value. This includes exploring shared services, modernizing municipal operations, and maximizing provincial and federal funding opportunities.

In Brockton, we must take a proactive approach to maintaining our roads, bridges, water and wastewater systems, and recreational facilities. Investing in preventative maintenance, maintaining healthy reserves, and developing realistic long-term capital plans can help avoid costly emergency repairs and unpredictable tax increases.

We must also encourage responsible residential and commercial growth to broaden our assessment base and help distribute costs across a growing community.

Brockton is an unlikely location for a data centre to be constructed. However, good planning and design would contribute to mitigating any impacts. Resource studies on the inputs (and outputs) required while assessing overall benefits to hosting such a site. Both water and energy demands need to be reviewed as part of any proposed development. Being proactive, identifying suitable placements (if any) would be necessary to support effective growth while minimizing disruption of adjacent properties.

Brockton has been proactive in developing a housing strategy to respond to the supply needs throughout the Municipality. By participating in the Housing Accelerator Fund, the Municipality is responding to the lack of sufficient and affordable housing options to meeting the needs of residents in our community. As outlined in the strategy, taking initiative to make municipally owned lands prioritized for housing development, promoting low rise infill, changes to development charges and fees, and consistently reviewing our housing improvement plan, will all contribute positively to affordability and increasing our housing supply across our Municipality.

I am seeking re-election as Deputy Mayor because I care deeply about Brockton and want to continue contributing to its future. As one of only three women to have served on Council since 1998, I value the opportunity to contribute my perspective and experience. Being self-employed gives me flexibility to devote time to municipal responsibilities.

Having served three terms on Council, I bring experience, dedication and a strong sense of community. I’d like the opportunity to continue working together with Council, staff and residents.
Annually, I attend either the ROMA or AMO conventions where we have delegations to different Ministers to draw attention to our specific needs. It is important to be seen often by these ministries.
Being a founding member of the Doctor Recruitment and Retention committee has been extremely rewarding. Currently, we are courting three prospective doctors. Annually I host an appreciation dinner at my inn for our local doctors. Recently, I held dinners for three prospective doctors hoping one or all three become part of our hospital in Walkerton.

My track record should speak for itself. Over the years I’ve made hard decisions that on occasion lost me some friends. I will continue to consider all of Brockton in my decisions, not just Walkerton.

Council has little control over the cost of living but we can ensure this is the best community to attract future growth and investment. We are a large farming community so growing our tax base both commercially and residentially will ultimately reduce taxes.

We have controlled the tax increases well during the past few years. Fortunately, we have received grants from upper government which eases our tax burden. We have also been setting funds into reserves and paying down debt. Years ago we were proud to have had a zero increases. Now I realize, those were the years we should have put extra monies into reserves.

Growth is an important issue. With Bruce C on the horizon, we will see more demand for housing. We have lands available for future development and infrastructure will remain very important. We will need to ensure we have all types of housing available for our residents.

Being Chair of SMART (Saugeen Mobility and Regional Transit), I have participated in the transit study. My main concern with the project is what will happen when the provincial funding disappears? The costs cannot be borne by Grey and Bruce tax payers! It is imperative that we ensure our existing transit service remains for our disabled. This is a service we’ve offered for almost 50 years. The current plans for transit do not adequately serve central/south Bruce County. I’m not certain it will be supported by the majority of Bruce County Council at this point.

We continue to put funds annually into reserves to ensure we have monies available for services and infrastructure. We have been paying down our debt too.
We also continually apply for government grants to help fund many projects. One application we’re waiting on will fund part of the rebuilding of the Chepstow Road which has a lot of heavy traffic.
I’m hoping the new arena will be built on designated land up in East Ridge during the next 4 years. Several government grants, for which we’ve applied, could cover 90% of the costs. I’m also working on corporate sponsorship to reduce the remaining cost to taxpayers. Recreation facilities are an important part of community life, supporting our residents and helping attract new families to Brockton.

Some infrastructure debt is considered “Good Debt” as it will result in an increased tax base. Build it and they will come! It can be scary to see the numbers but they will be paid off as lands are sold and developed. We are also encouraged by our Provincial government with grants for infrastructure.

We as Council passed a Resolution on September 8th to seek stronger municipal protections related to large scale data centres. We are concerned about the water required, environmental safeguards and emergency planning, while protecting our agricultural lands.

We have created new residential areas within Walkerton to increase housing. We are now reliant on builders to proceed. The Barry Subdivision has been on the books for decades and I’m hoping to see progress soon. Brockton donated land to Bruce County for their new affordable apartment being built in East Ridge. We have also included additional future lands for residential development within the official boundary of Walkerton.

I’m seeking election as I feel that I can positively contribute to Brockton from both a budget/taxation and a customer service improvement perspective.

All of my employment experience has been in the private sector…as Purchasing Manager, then National Customer Service Manager with Energizer Canada, and now in Sales with Hanover Honda. Working in the private sector gives me a unique perspective when it comes to budgeting, staffing & expense management – critical competences when managing the business of a municipality. Based on my experience, the private sector tends to be cost & results focused, while maintaining high standards when dealing with customers. Again, key customer service related outcomes for any organization.

From a municipal council perspective, I have a total of 17 years of previous experience on Walkerton and Brockton councils, having stepped away four years ago. During my time on council, I’ve served on most all committees, including Finance, Police Services, Fire board, to name a few. During my years on municipal council, I had a reputation for being balanced, thorough, and well read. I came to council meetings prepared, and was an active participant around the council table. Additionally, I strived to be an advocate for residents who needed guidance and support.

I’ve successfully managed challenging issues at a high level for many years. From the private sector, I’ve developed, defended and implemented budgets for my department – including hiring & managing staff – for many years. On the council front, I used the same thorough, detailed & balanced approach when reviewing & approving municipal budgets.

I believe the annual municipal budget is one of council’s most important responsibilities. It affects the services residents receive, the taxes they pay, and the community’s long-term financial position. Decisions need to be carefully considered, with a clear understanding of both their costs and their impact on residents.

A municipality can address affordability concerns by delivering an affordable, cost effective annual budget with appropriate staffing levels, affordable & effective fees – ultimately keeping taxes & municipal service fees affordable. From my many years on council, every budget has some measure of waste or unnecessary spending. I’ve voted against budgets when I’ve felt these concerns weren’t adequately addressed. Property taxation is a significant spend for most residents. It’s not a discretionary spend. Residents are mandated – they have to pay their property taxes, no matter the increase. Residents can substitute day-to-day needs with lower cost alternatives, buy less, or shop around to stretch their purchasing dollars. Not taxes, however, ratepayers have to pay the higher rates, even if well above the rate on inflation. So if taxes go up 8% in a 3% inflationary environment, those extra dollars have to come from somewhere within the family’s budget, causing financial hardship. The same goes for municipal user fees, charges for service, development charges, to name a few…these services also need to be affordable.

I believe Brockton’s property taxes are too high. Municipal taxes have increased by approximately 20% over the past four-year council term, putting additional pressure on residents and businesses. I recognize that budgeting isn’t easy, and I’ve been through the process many times. However, every budget needs to be carefully scrutinized for unnecessary spending and opportunities to control costs. Council must do everything it reasonably can to manage expenses and keep future tax increases affordable.

I believe affordability is the number one issue facing Brockton. Rising property taxes, municipal fees, and other charges add to the financial pressures facing families, farmers, landlords, tenants, and local businesses. Residents can often reduce everyday expenses by buying less or choosing lower-cost alternatives. Property taxes and many municipal fees, however, are mandatory. When these costs rise, families have less money available for other necessities, and businesses face additional operating expenses. Council needs to take these pressures seriously and make affordability a key consideration when setting budgets, taxes, and fees.

Good question. Typically, this tends to be County driven. Municipalities & their residents, however, fund much of their programs. A transit service needs to run on a regular schedule – with associated staffing, fuel, vehicle/maintenance, management, etc costs often extensive. It’s tough to recover these costs through user volumes & fares. So these programs, if deemed necessary & viable, would need a strong provincial contribution and commitment. Whether municipal or provincial contributions, there is, as they say, only one taxpayer. These costs shouldn’t be borne by the municipal tax base, in my opinion. FYI, some municipalities have looked at the numbers & realized that it’s less expensive & a better service delivery approach to just partner with Uber or another ride share platform to subsidize local trips. Likely harder to do in Bruce County, however.

Maintaining municipal services and infrastructure while keeping property taxes affordable is an ongoing challenge. Council has a responsibility to maintain and update roads, buildings, water systems, and other essential infrastructure. The key is to plan ahead, prioritize the most urgent needs, and manage spending responsibly. Brockton has many infrastructure needs, but residents also have limits to what they can afford. We need to strike a balance between maintaining the services and infrastructure our community depends on and keeping tax increases affordable.

It appears that most large-scale data center build outs are centred on Alberta and the prairies where there is a large amount of available land, & significant quantities of low-cost electricity to power the centers, with sufficient available water for cooling. Currently, Ontario doesn’t have the electrical grid, and in many regions, available water capacity in-place, to facilitate these developments. These data centers are not likely to appear in our region in the near-future.

For lower tier municipalities like Brockton, making conditions for housing investment more favourable will help the broader housing supply grow over time. This includes streamlining municipal approval processes, updating zoning bylaws where needed, and exploring other incentives to get more serviced land and housing to market. On the other hand, the realm of deeply affordable and supportive housing is the purview of the county, so ensuring Brockton is receiving adequate investment from the county from available programs is essential.

Families in Brockton are feeling cost pressures. Groceries, insurance, mortgages, all climbing. Property tax is one of the few costs council controls, and where I want to keep applying the same financial discipline that produced a 2025 rate under inflation and a debt reduction in the 2026 budget. Four generations in Brockton. My mom raised on Wilhelm’s Dairy Farm outside Chepstow, my dad thirty-one years a Brockton employee. My wife and I are raising our daughter here. Brockton is home, and I want it to feel like it for the people paying the taxes to keep it running. Every constituent matters. Whether you’re on a back road, in a hamlet, on a farm, in town, or at the lakes, you all pay taxes and you all deserve a councillor who reads every page of the budget before voting on it. This seat isn’t a stepping stone for me. It’s not a title I want on a resume. It’s a chance to give back to the community that raised me, and to keep doing work that is starting to show results.

I’m a current councillor completing my first term. Roughly seventy meetings, four budget cycles, and votes on every major file that came through the room. My education backs it up. Honours BSc in Computer Science with a Business minor from Brock, and a Master’s in large-scale optimization. My day job is Database Analyst at Germania Mutual Insurance, right here in the community. Optimization sounds like a big word. It isn’t. It is the math of making limited resources do the most work possible, which is exactly what a municipal budget is. That training is how I looked at the $11 million in idle cash Brockton was sitting on in 2023 and asked council to put it to work in safe, interest-bearing instruments. That decision has since generated over a million dollars in revenue.

Analytical background. My training is in taking complex problems apart and finding the answer the numbers actually support, not the one the room already agreed to. I go with the math. If reserves are earning more than borrowing would cost, we use the reserves. If a small fee bump collects what’s owed instead of a $13,000 security system at the courts, we take the fee bump. If a surplus at year end wasn’t ours to spend, we return it. That was 2025, and the tax rate came in under inflation as a result. Every vote, I bring one question to the table: is this fair to the person paying for it. And when I don’t know something, I ask. There are thousands of moving parts in this municipality. I never stop learning. I never stop listening. I talk to staff, to residents, to people who work in the file long before I vote on it. Good decisions come from doing that work before the meeting, not performing certainty during it.

We only have a few levers at this level, but they matter. First, generate revenue that doesn’t come out of the ratepayer’s pocket. Brockton’s idle cash is earning interest today because council took that step in 2023, and the returns are real money that would otherwise have come off tax bills. Second, pay down debt so interest costs stop eating the operating budget. Every dollar of interest we pay is a dollar that didn’t fix a road. Third, capture grants and partnerships for big builds. When the arena eventually happens, it should be paid for by upper levels of government and community partners, not by mortgaging the next generation of ratepayers. Fourth, focus on core services when the economy is tight, and keep budgets lean without cutting what people actually rely on. That’s repair before replacement. This isn’t about austerity. It’s about respect for the person writing the property tax cheque, and making sure every dollar they send us is doing real work.

It’s higher than it should be, and higher than it could be. Brockton has one of the highest residential rates in Bruce County. I have consistently pushed against above-inflation increases. In 2025 the rate came in under inflation after pushing to return a year-end surplus to ratepayers rather than reallocate it. That was money council had budgeted but didn’t end up needing. It wasn’t ours to spend twice. In 2026 the budget reduced debt, which will save you money year-over-year. Cost of living is high across Canada and I believe Brockton needs to focus specifically on core services during poor economic times to prevent additional strain on residents.

Debt, and the interest cost that comes with it. Debt repayment is directly tied to affordability. Every dollar we send to a lender is a dollar we can’t return to a ratepayer, spend on a road, or invest in a service you actually use. If we don’t bring the debt load down proactively, our future selves get the bill in the form of higher taxes, worse services, or both. This is why the fiscal record matters. Investing idle cash, refusing over-inflation increases, questioning where financing is coming from before a project is approved, returning surpluses instead of respending them. None of it is glamorous work. All of it is how a municipality this size keeps itself affordable to live in. If we lose sight of the debt line, every other issue on the table gets harder to solve, because the money we need to solve them will already be spoken for.

Transit at this scale is an upper-tier and provincial file, not a lower-tier one. The Community Transportation Grant Program is how rural transit gets paid for elsewhere in Ontario. Grey Transit Route is a working example, county-led with provincial support. My starting position: the counties administer, the province funds the majority, and lower-tier municipalities do not take on operating costs on the residential property tax base without proven demand. The value case is real. Access to healthcare, employment, and post-secondary is a true problem for seniors and young people in rural Brockton, and a rural transit network done properly starts to address it. But value doesn’t automatically mean the local ratepayer should be the one carrying the bill. The province is the level of government whose gas tax program is designed for this. That’s where the funding conversation should start.

Same principle as cost of living, applied to the other side of the ledger. A municipality’s main problem is its own cost. If we bring down debt repayment, earn interest on idle cash, capture grants and partnerships for big builds, and keep budgets lean year to year, we can maintain the services you rely on without pushing the tax rate up. Some concrete examples from this term. When the plow-truck equipment came in over budget, I asked council to cover the increase from reserves rather than borrow, because borrowing would have cost the ratepayer more. When the courts needed enforcement help, we chose a small user fee increase over a $13,000 security spend. Repair before replace. Grants and partnerships before debt. Reserves before borrowing when the math supports it. Every dollar collected the smart way is a dollar you don’t have to collect twice. That is how you protect services and the tax bill at the same time.

Carefully, and with the community in the room. My background is in computer science and I have published academic work in artificial intelligence. Data centres at the scale currently being discussed in Ontario draw enormous amounts of electricity and water, run around the clock, generate constant low-frequency noise, and put real pressure on rural grids and aquifers. The tax revenue can be significant on paper. The permanent job count usually is not. Most of the ongoing work at a large data centre is automated, and the construction jobs are temporary. Before a proposal like this comes near approval in Brockton, I want three things. Public forums where residents can hear the plan directly and put questions on the record. Independent technical review of water draw, hydro load, noise, and land-use impacts, funded by the applicant. And, in my view, a binding referendum. A decision this large, with impacts on drinking water and grid capacity that outlast several councils, should not sit with seven elected people. It should sit with the community that has to live with the outcome.

Lower-tier municipalities do not build houses. The levers we actually have are land, permits, and partnerships. Keep the permit and site plan process moving so builders aren’t sitting on approvals for months. Partner with upper-tier and provincial programs where the funding actually lives. It gets housing on the ground for people who need it, without asking the ratepayer to underwrite a build. Debt-financed municipal housing is not a tool a lower-tier of our size should be reaching for. The private market also swings on a pendulum. After a decade of runaway prices we are already starting to see the correction across the country, and locally too. Our job is to make sure the supply and approvals side is ready when the market lets go, so shovels can go in the ground quickly when the numbers make sense again.

I’m running for Brockton council because I love our community. I figured the best way to help was to get involved at the decision making level.

I’ve owned a roofing/exterior for over 20 years. I understand what it takes to run a budget and deal with problems on the fly.

I work well under pressure. I understand what it takes to make difficult decisions that may not be popular with some but beneficial to all. I’m not afraid to ask the hard questions and stand up for what’s right.

That’s not an easy question to answer. Keeping the tax rate as low as possible is a great start. But people need to find ways to make their money stretch. We have a great food bank in Walkerton and wonderful staff that keep it running. There are many govt programs available to help also.

So I think raising awareness and helping with access to these programs would be helpful.

The tax rate is higher than most would like to see, but we are working towards keeping it as low as possible with as little increases as possible.

Cost of living. It is difficult for a lot of households to cover all their bills these days.

I’m a firm believer in a pay per use system. The costs of public transit shouldn’t fall completely on the taxpayer alone. It should be split up between the different levels of government and a percentage be paid for by the fees collected from fares paid for by the users. It has to be difficult to put a system like this in place in small communities, but I think it’s a discussion that should take place.

Continue to expand. By making Brockton a place people want to run their business and call home for their family’s. If we increase the population with sustainable growth, we can increase the tax income without having to increase the tax rate too much.

I don’t know much about this subject to be honest. But, as a municipality we should be doing our due diligence in understanding the pros and cons of such developments. If we can keep informed and ahead of the decision making, then we have a say in what may or may not happen.

Keep working on building new, affordable housing. The more housing that is available on the market, the lower the cost of rent. More incentives for builders to build lower cost units. It’s become hard to build affordable housing at today’s mortgage rates. The municipality could offer incentives for multi family units, or granny flats in existing units.

I’m running to help keep Brockton affordable, strengthen accountability and build a community where families can thrive.

I bring six years as councillor and deputy mayor, emergency services experience, youth coaching and International Plowing Match leadership.

I listen, ask difficult questions and bring practical judgment. I believe effective leadership requires collaboration, clear expectations and follow-through.

Control municipal spending and fees, support housing choices and local businesses, and keep recreation accessible for families.

Residents deserve value for their taxes. Any increase must be justified, clearly explained and supported by careful spending reviews.

Affordability: balancing household pressures with the services and infrastructure our community needs.

Accessible transit should connect communities with employment, healthcare and essential services, funded through government partnerships, fair municipal contributions and fares.

Prioritize maintenance, plan replacements, pursue grants and shared services, and hold administration accountable for efficient spending.

Prepare through infrastructure assessments, appropriate planning and public consultation. Evaluate electricity, water and emergency response needs, ensuring community benefits and protecting taxpayers.

Encourage rentals, smaller homes, accessible housing and additional residential units. Improve approval processes, plan servicing and partner with the county, developers and nonprofit housing providers.

I’m currently a member of Brockton Council, and over the past four years I believe we’ve made some solid decisions that have moved our community forward. I’m seeking re-election because I want to continue that work and build on the progress we’ve made.

Long before I was elected, I was involved in our community in many different ways. I’ve always believed that if you care about your community, you should be willing to contribute to it. Serving on Council has really been a natural extension of that.

There is still plenty of work ahead—managing taxes, maintaining our infrastructure, supporting responsible growth and protecting the services people value. I enjoy the work, I’m engaged in the community, and I believe the experience I’ve gained over the past four years can help Brockton continue moving in a positive direction.

I’ve served on Brockton Council for the past four years, so I understand the municipal budget process, how decisions move through Council and, importantly, the amount of work and information that goes into making those decisions.

I’ve also learned that you don’t accomplish much around a council table by simply digging in your heels. You need to listen, ask questions, respectfully debate issues and be willing to work toward consensus while still standing up for what you believe is right.

Before Council, I spent 15 years as a school principal. That involved managing budgets, working with staff, dealing with difficult situations and making decisions that weren’t always easy or universally popular.

Those experiences have taught me that good leadership isn’t about always having the answer. It’s about listening, gathering good information, considering different perspectives and then being prepared to make a decision.

I’m very engaged in the community, and that gives me a pretty good sense of what people are concerned about—but also what they think is working well.

When an issue comes to Council, my first question is always: how does this benefit Brockton? From there, I listen to residents, ask questions of staff, look at the financial implications and consider the long-term impact of the decision.

Not every decision is black and white, and not everyone is going to agree with every vote. That’s part of the job. What residents should expect is that their councillor has done the homework, listened to different points of view and is prepared to explain why they voted the way they did.

After four years on Council, I’m comfortable asking difficult questions, changing my mind when the evidence supports it, and making a decision when the time comes.

Municipalities can’t control grocery prices, mortgage rates or most of the other things driving the cost of living, but we do control one important household expense—municipal taxes and fees.

Every budget request and every new project ultimately has an impact on the ratepayer, and Council needs to remember that. In the 2026 budget, the average Brockton household saw an increase of about $89 for the year. We’ve worked hard to bring annual increases down from the much higher post-COVID levels while maintaining the services residents depend on.

That doesn’t mean simply saying no to spending. Sometimes delaying necessary work ends up costing taxpayers more in the long run. It means setting priorities, finding efficiencies, pursuing grants and asking whether residents are receiving good value for what we spend.

Every dollar Council spends ultimately comes from somebody’s pocket. I try not to lose sight of that.

Property taxes are a concern, and I hear that regularly from residents. Comparing municipalities isn’t always as simple as comparing tax rates because assessment and the services being provided are different, but there’s no question we need to keep Brockton’s tax burden manageable as it affects affordability.

We also need to recognize what those taxes provide. Brockton offers municipal daycare, recreation facilities and programming, roads and winter maintenance, garbage and recycling, parks and fire protection, and funds police services. We provide all of this with a relatively small assessment base.

One of our biggest challenges has been increasing OPP policing and court security costs, which are largely outside municipal control. We’ve successfully advocated for County assistance to help offset some of those pressures, but until the way court security costs are funded changes, they will continue to put pressure on Brockton taxpayers.

My approach isn’t to simply cut services to lower taxes. It’s to control the costs we can, advocate on the ones we can’t, grow our tax base and make sure residents are getting good value for their tax dollars.

What I’m hearing from residents during this campaign is that, by and large, people are satisfied with life in Brockton. That doesn’t mean there aren’t challenges. And depending on whether I’m talking to someone in Walkerton, Cargill, Chepstow, Elmwood or elsewhere in the municipality, the priorities can be different.

If I had to bring those concerns together into one overall issue, it would be maintaining the services and infrastructure people value while keeping property taxes manageable and life affordable.

That means taking care of our roads, bridges and facilities while maintaining services such as recreation, daycare and fire protection. At the same time, we’re dealing with rising costs, including OPP policing and court security, that are largely outside our control.

We need to find efficiencies, pursue outside funding and continue growing our assessment base. That’s why development at Eastridge is so important. As new homes and businesses are built, they add assessment and help spread municipal costs across a larger tax base.

For me, it comes down to balance: maintaining what makes Brockton a great place to live while making sure it remains affordable.

For a rural community like Brockton, I think an on-demand or ride-share approach makes much more sense to explore than running traditional buses on fixed routes that may have very few passengers.

Done properly, it could help people get to work, medical appointments, shopping and services in neighbouring communities without the enormous cost of operating a conventional transit system.

The County currently funds the program, so Brockton may not have a direct cost. However, Council needs to understand whether that could change, particularly if provincial funding is reduced or ends.

If Brockton is eventually asked to contribute, I would want some straightforward answers: How much will it cost? How many Brockton residents are actually using it? Where are they travelling? And what benefit are we receiving?

Regional partnerships can make a lot of sense, particularly for smaller municipalities. But they still have to demonstrate value for Brockton ratepayers.

Brockton is responsible for roughly $650 million in municipal assets. Roads, bridges, buildings, water and wastewater infrastructure, vehicles and recreation facilities all eventually need to be repaired or replaced, so we can’t simply push those costs down the road.

At the same time, we need to continually look for efficiencies. Brockton competitively tenders major purchases and projects, can participate in group purchasing, shares some costs regionally and aggressively pursues grants. Finding those efficiencies should be part of every budget process, not something we do only when taxes become difficult.

Our 2026 budget dedicated an additional 1% toward maintaining municipal assets and 1.2% toward reducing long-term borrowing.

My approach is pretty straightforward: protect essential services, look after what we already own, competitively procure whenever practical, pursue every reasonable grant and partnership, and make sure new commitments are affordable over the long term.

Good asset management might not be exciting, but neglect is much more expensive.

I’ve already taken some action on this issue. Last month I brought forward a motion supporting Kincardine’s recommendations to Ontario’s proposed Data Centre Playbook.

AI data centres could bring significant investment and new assessment to Bruce County and potentially Brockton, but they can also place significant demands on electricity, water, roads and other municipal services.

Kincardine’s recommendations call for municipalities to have a meaningful role in approvals and address issues such as water use, noise, emergency planning and transparency. Just as importantly, they recommend that developers cover the municipal costs associated with the infrastructure and services their developments require rather than passing those costs on to existing ratepayers.

I’m open to responsible investment, but I don’t think municipalities should wait until a major proposal lands on the desk before deciding what the expectations are.

The opportunity may be significant. Our job is to be prepared for it and make sure Brockton benefits.

Municipalities can’t control interest rates, construction costs or market prices, but there are things we can do to help get more housing built. Increasing supply and providing different types of housing can help reduce pressure on rents and home prices over time.

Brockton is already doing quite a bit. Through the Housing Accelerator Fund, we can receive up to $3.4 million tied to creating more than 400 new units over three years. Construction is underway at Eastridge on Bruce County’s 41-unit housing development, and additional apartment development is occurring there as well.

We’ve changed planning rules to allow greater density and more housing types and introduced incentives for eligible purpose-built rental development through our Community Improvement Plan.

The municipal role is to remove unnecessary barriers, make approvals efficient, provide serviced land where appropriate and work with private, non-profit and government partners.

There’s another benefit: every new home also adds assessment. Growing that tax base helps spread the cost of municipal services across more properties rather than continually asking existing ratepayers to carry more.

I am running because I believe Brockton is at a pivotal point in deciding what kind of municipality we want to become. We have major decisions ahead of us, including what to do with the approximately $9.3 million from the Westario sale and whether future councils commit tens of millions more to major projects like a new arena. Those decisions will shape Brockton for decades. I have always been drawn to leadership, whether through student councils, clubs, running my own business, or simply taking responsibility as the oldest of five children. I enjoy representing people, weighing different ideas, and helping shape the future of an organization. I also believe Brockton has far more potential than we are currently realizing. Kincardine and Saugeen Shores have moved ahead economically, but Brockton sits at the heart of Midwestern Ontario and is home to Bruce County’s administration. My long-term vision, Crossroads 2050: Brockton’s Next Generation, is built around three priorities: investment, community, and connection. I am running because I want Brockton to think bigger, make disciplined decisions, and position itself as a leading municipality in Bruce County.

The experience I believe applies most directly to municipal governance comes from running a business. Through the Student Works Management Program, I became the No. 2 operator in Canada, managed 11 employees, worked within a limited budget, and built the business to profitability. That required making disciplined decisions, controlling expenses, managing people, and only making purchases when they created real value. Municipal government should operate with that same common-sense mindset. My agricultural background has also shaped how I think. Agriculture teaches you quickly that resources are limited, conditions change, and decisions have consequences. You have to plan ahead and make practical choices. I have also held student governance and leadership positions at both the University of Guelph and Georgian College, giving me experience working with different viewpoints and representing others. Beyond that, I am a member of the Walkerton Agricultural Society and was born and raised in Brockton. I understand this community, but I also believe we need to think beyond the next budget or election cycle. Good governance is about making responsible decisions today while preparing Brockton for the next 20 or 30 years.

I believe I would be an effective decision-maker because Brockton does not need five councillors who all approach every issue the same way. Good government should involve debate. Policies should be challenged, alternatives should be put forward, and councillors should be willing to disagree with one another before reaching the best decision. If everyone looks at the first proposal and says, “that looks good to me,” then Council is not doing its job. One thing I have learned through business and negotiation is that the first offer is rarely the best offer. Municipal government should be no different. A recommendation coming to Council should be the beginning of the discussion, not automatically the end of it. I would bring a different perspective to that table. I am comfortable challenging an idea, proposing another option, negotiating for a better outcome, and changing my own position when someone presents a stronger argument. That is the kind of representation I believe Brockton needs: councillors with different experiences and different opinions who can debate issues openly, negotiate solutions, and ultimately produce better decisions for the community.

To give a fully transparent answer, there is only so much a municipality can do to directly lower the cost of living. Interest rates are set outside municipal government, and many of the larger pressures affecting housing and household costs come from provincial, federal, and broader economic factors. But that does not mean Brockton has no role to play. We need to do our part of the equation by removing unnecessary municipal red tape, speeding up development approvals, removing development charges and other costs that discourage new housing, and making it easier for builders to add supply. We also need to be extremely careful with property taxes. When a family is already dealing with higher mortgage payments, groceries, utilities and insurance, a large municipal tax increase can be the additional pressure that pushes their household budget beyond what they can afford. That is why I am working toward a 0% municipal property tax increase by year two of the next term. Brockton cannot solve the cost-of-living crisis on its own, but we can make sure the municipal government is not making the problem worse.

I believe Brockton’s current property tax burden is too high, but I also want to be realistic with residents: simply lowering the tax rate immediately is not financially responsible or practical. My goal is to work toward a 0% municipal property tax increase by year two of the next term. That does not mean taxes will never increase again. Municipal costs continue to rise, and there will be years when increases may be necessary to maintain essential services and infrastructure. However, property taxes have increased quickly while many household incomes have not kept pace. Residents need time for their incomes to catch up to the cost of living and the tax burden they are already carrying. Getting to a 0% increase will require disciplined budgeting, prioritizing essential infrastructure, controlling unnecessary spending, growing our residential and commercial tax base, and making better use of the assets Brockton already owns. The goal should not be cutting services simply to claim we lowered taxes. It should be operating Brockton more efficiently so residents receive better value from every tax dollar they pay.

One of the most important issues facing Brockton is what we do with the approximately $9.3 million one-time payment from the sale of our interest in Westario Power. This is a once-in-a-generation financial opportunity, and we have to treat it that way. It would be very easy for $9.3 million to disappear into operating expenses, short-term projects, or purchases that provide little lasting value. Once that money is spent, we are not getting another cheque. Money is leverage. Having $9.3 million in available capital gives Brockton financial flexibility that is extremely difficult to recreate. A bank is not simply going to hand the municipality another $9.3 million to use as financial leverage without debt, interest costs, and repayment obligations attached. That is why I believe this money should be protected and reinvested into assets that create lasting value, generate future revenue, support strategic infrastructure, or strengthen Brockton’s long-term financial position. What I do not want to see is this money used as an excuse to spend more simply because it is available. We have one opportunity to use this money properly, and we cannot afford to waste it.

I support SMART because it is built around actual demand rather than fixed routes. In a rural municipality like Brockton, the reality is that personal vehicles will continue to be the primary mode of transportation for most residents. I do not believe taxpayers should be asked to fund a large fixed-route regional bus system if there is not enough ridership to justify it. Long-haul buses running between communities with only a handful of passengers would be an expensive service with limited benefit. SMART already fills an important gap by providing transportation for people who genuinely need it, particularly seniors, people with disabilities, and residents travelling to essential appointments or services. That is the type of transit model I support: flexible, demand-driven, and focused on necessity. We should also ask what kind of economic activity we are encouraging. I do not see the benefit in spending taxpayer dollars to make it easier for residents to travel to large shopping centres in Guelph or other cities when we have businesses in Walkerton, Chepstow, Cargill and across Brockton that need our support. Regional transit should focus on essential transportation needs while supporting, not weakening, our local economy.

My approach is to grow Brockton’s tax base, control spending, and make the best use of the infrastructure we already have. Where existing water, wastewater, roads and municipal services have available capacity, we should be encouraging new homes and businesses to connect to those systems. More development means more properties contributing taxes, which helps spread the cost of municipal services across a larger tax base. Eventually, growth will require additional infrastructure. Brockton is already studying future water-storage needs, including a potential new water tower. Those investments should be planned carefully and made when growth justifies them, not years before they are needed. I am working toward a 0% municipal property-tax increase by the second year of the next term. That does not mean taxes can never increase again, but residents have experienced significant increases in costs and need time for household incomes to catch up. Finally, we need to encourage responsible growth by reducing unnecessary red tape, removing development costs, and making Brockton an easier place to build homes and businesses.

I do not believe Brockton should actively pursue a large AI data centre development. Our priority should be preparing our infrastructure for the residential, commercial and industrial growth that best fits our community. Brockton is already planning major investments in water storage, pumping, watermains and other infrastructure to accommodate future growth in Walkerton. Adding a development with potentially significant electricity, cooling and infrastructure requirements could place additional pressure on systems we are already working to expand.That does not mean I am against technology or economic development. I want Brockton attracting employers that create substantial local employment, strengthen our tax base and support existing businesses without requiring disproportionate municipal infrastructure investment. If a proposal ever came before Brockton, it should be evaluated on its actual water and power requirements, permanent job creation, tax revenue and infrastructure costs. Based on Brockton’s current priorities, I believe our resources would be better directed toward infrastructure, housing and employment-generating development that supports sustainable long-term growth.

A municipality can increase housing supply by making it easier and more affordable to build. Brockton promotes itself as a place where people can afford to live, raise a family, and invest, so our policies should support that message. One step I would support is removing Brockton’s municipal development charge on new residential construction. We should not penalize homeowners or developers for adding new homes and growing our tax base. A new home continues to generate property tax revenue year after year, while also supporting local businesses and population growth. At the end of the day, it comes down to basic supply and demand. If we encourage more homes to be built in Brockton, we increase the supply of housing and create more options for buyers and renters. Over time, greater supply and competition can help make housing prices more reasonable and attainable. The municipality should focus on removing unnecessary barriers to construction and encouraging responsible residential growth.

Proud Walkerton native, raising my family here. I know the value of hard-earned money and want it spent wisely, building a stronger Brockton for generations to come.

Small business owner, BIA board, Hometown Christmas Market founder, various jobs in the community, parent council, youth coach, Recreation diploma.

I do my homework and ask hard questions. I live, work and volunteer here. Personal matters aside, decisions must be based on facts and the greater good.

Spend carefully, chase grants, work with community developers for affordable housing.

This year’s 2.64% is better than last year, but every increase hurts. We can’t risk losing needed services, so I’d dig into our spending to find savings.

Infrastructure keeping pace with growth: healthcare, housing and recreation, starting with a long-overdue arena.

Work in partnership and pursue funding from province and federal government.

Fix things before they fail and pursue grants. Life isn’t getting cheaper, so we need to know where our money goes and spend smarter.

I don’t think we have the land. Any approval must weigh the effects on surrounding natural resources, wildlife and people.

Supporting local builders and working with the county for more affordable housing.

My decision to run for Brockton Councillor ultimately came down to wanting to serve and help the residents, farmers, business owners of Brockton. I want to ensure that Brockton strengthens its financial position, invests in infrastructure and prepares for the future. I will provide experience in governance, knowledge and will contribute to Brockton in a meaningful way with integrity. I will show up, work hard and be accountable.

I have over 30 years of combined municipal government and political experience. I have held political leadership roles, including Mayor and County Councillor; and municipal government roles as Chief Administrative Officer and Acting Clerk. In those roles, I have the experience to address issues and priorities that require making decisions that impact residents and the entire municipality.

I have lived in the area for over 20 years. I have worked with the Elmwood Fire Board, Elmwood Community Centre Board, Saugeen Valley Conservation Authority, Saugeen Mobility & Regional Transit Board and Saugeen Municipal Airport Authority.

I was elected and served on the Association of Municipalities of Ontario (AMO) Board of Directors Rural Caucus and also served as the 2^nd Vice-Chair of the Rural Ontario Municipal Association (ROMA) Board of Directors.

I have a Masters Degree in Public Administration, a Bachelor of Arts Degree in Political Science with a minor in Sociology, an Executive Certificate in Conflict Management and have attained the level of Certified Municipal Officer. I will provide my experience in governance in the decision-making role and the representative role as your Brockton Councillor.

I understand and have worked through legislation as it pertains to municipalities. I will hit the ground running. My political and administrative career experiences have equipped me with the knowledge, skills and savvy necessary to navigate the complexities of government effectively and the ability to deliver tangible results.  You can count on me to be a strong voice at the Council table. I will listen first, ask questions, talk with citizens, business owners, farmers to gain insight. I will put motions forward to improve the situation, build on consensus, engage in respectful dialogue and meaningful debate. I will encourage funding opportunities. I will come prepared to the council meetings and be ready to actively participate to address all issues.

I believe that everything that Brockton Council does, in their decision-making capacity must focus on the quality of life of the residents, business owners and farmers, which includes cost of living concerns. My platform focuses on 4 pillars of success for Brockton:

• Work to ensure the effective and efficient delivery of services;
• Respecting you as the Tax Payer;
• Investing in our economic vitality;
• Promoting the municipal needs of our community.

It is important to look at how Brockton is spending the tax dollars, look at reducing costs while still upholding the operational and capital expenditures necessary to have a vibrant community.

Offer a wide inventory of housing stock to provide people a choice; managing the property taxes at a reasonable rate; always improving on municipal service delivery and keeping core services a priority will address the cost-of-living concerns.

Brockton’s budget sets the direction of the municipality for the next 4 years. The budget will prioritize all municipal capital projects, ensure operating funds for service and programs, focus on reserves and address the community’s priorities.  Funds need to be allocated to important infrastructure projects, as well as developing significant partnerships to enhance community growth and vitality. I believe in value for taxes, that every dollar counts. I make decisions that support outcomes when spending tax dollars. Taxes are high and need to be addressed in this term of Council. There is more to be done and I will roll up my sleeves to get the work done.

I have been speaking to many residents during this campaign. There appears to be three important issues and I believe that it would be hard to identify just one issue as they are interconnected. The three issues facing Brockton are:

• Addressing high tax rates and ensuring value for tax dollars,
• Investing in critical infrastructure needs (i.e. New Arena),
• Supporting economic growth and prosperity.

As a Brockton councillor, I would support these 4 counties and SMART collaborative initiative. An enhanced accessible transit system, that involves Bruce, Grey, Dufferin and Wellington counties and Saugeen Mobility and Regional Transit will improve on how people move from place to place in our rural communities, reliably and economically. A transit system is necessary now due to the population growth combined with an aging population and will make a positive difference for generations.

The regional transit system should be accessible, be interconnected with the 4 counties, have connections that make sense, operate on a schedule that accommodates the ridership.

Funding primarily should be through the Federal and Provincial governments with support through the participating counties and Saugeen Mobility and Regional Transit.

I believe budgets need to address infrastructure and capital projects, maintaining existing services, stimulating economic growth and meeting legislative requirements. Brockton Council should allocate funds to important infrastructure projects as well as developing significant partnerships to enhance community growth and vitality. Budgets, in the 4-year term, need to build on successes while ensuring Brockton continues making important investments in our future.  My focus is to address immediate needs, plan for the future and provide programs and services for our community. Taxes do not need to be high to accomplish this.

I believe in value for taxes, that every dollar counts.  As a Brockton councillor, I would encourage Council members to build on a multi-year budget through the asset management plan. This will ensure that we have appropriate spending targets and can project required spending in the most efficient manner.

I promote and support putting money into all infrastructure. From a political governance perspective, infrastructure needs attention to avoid deterioration, ensure provincial legislative compliance and to create municipal operational sustainability. For our quality of life, economic prosperity and to be future-ready, Brockton needs to ensure that the infrastructure has maintenance, modern upgrades and or replacement projects in place, where required

Brockton already has a good start in preparing for the possibility of artificial intelligence data centre development applications as Council supported Kincardine’s recommendation for increased municipal protections in Ontario’s Data Centre Playbook.

I am suggesting that Brockton advocate for a “made-in-Brockton” approach so that as a Council we have our opinions addressed on behalf of our community to the province. Brockton needs to be ready for potential data centre applications through land use planning, the official plan and zoning by-law(s) to identify potential locations where possible data centres could be located and also where data centres would be restricted, away from schools, residential and environmentally sensitive areas.

I am suggesting that Staff prepare a report(s) focused on local impacts – both pros and cons; and monitor other municipalities that have AI data centres for lessons learned, cautions and what is successfully working from a municipal perspective.

I am suggesting that Brockton Council look at the possibility of enacting interim controls such as a moratorium on artificial intelligence data centre applications until a specific time when the municipality has enough understanding and information to make appropriate decisions on behalf of our community.

I am suggesting that Brockton Staff assess infrastructure capacity and capabilities.

A municipality can increase affordable housing supply by focusing on policy initiatives that support building homes, having appropriate zoning designations and look at opportunities of higher density builds.  Other considerations to help increase housing supply across the affordability spectrum include the timely scheduling of processing building permits and site plan reviews; having matters that require Council’s decision-making before them on the appropriate agendas for consideration and; conducting a review of planning application fees.

Housing that is affordable and available in sufficient supply is an important issue and one where municipalities, such as Brockton can take steps to address. Housing is a basic need that is at the foundation for social and economic wellbeing, healthy living and for creating a community with vitality. The focus is to ensure that municipalities can offer a range of affordable and attainable housing options to meet the everyone’s needs.

As a point of interest, I was an active member of the Rural Ontario Municipal Association’s Attainable Housing Task Force, I participated in preparing a report that provided solutions for addressing barriers to attainable housing and purpose-built rentals in rural Ontario.

I am running because I care deeply about Brockton. I love this community! I have proven that I can make a positive contribution through my work on council, and I want to continue giving back to the place that I proudly call home.

Two years ago, Council placed its trust in me by appointing me to a vacancy to serve the residents of Brockton for the remainder of the term. From Day One, I have worked hard to earn your trust through my active, accessible, and accountable approach.

Since joining Council in 2024, I have learned the role quickly, expanded my expertise, and worked collaboratively with fellow members of Council to make informed decisions – grounded in research and community input – that deliver value for taxpayers.

Most importantly, I have been present in the community, listening to residents, responding to concerns, and advocating for balanced solutions. My experience helped me serve effectively from the start, but there is still work to do. With your support, I will continue to serve with the same energy, dedication, and commitment that I have shown during the last two years.

I bring unique, well-rounded experiences that apply to municipal governance, including as a councillor for the last two years, and six years of municipal career experience in two nearby municipalities, which included leadership roles. My council and staff experiences give me an in-depth understanding of municipal operations, decision-making and the distinct roles of each in the smooth functioning of local government.

I have also worked at the provincial and federal levels of government giving me a clear understanding of what respective governments are responsible for. I bring several years of governance experience from volunteer positions on various boards, including as Vice Chair of Friends of the Orphans Canada, and formerly as Corporate Secretary and Director at Large of Saugeen Hospice. These roles taught me the importance of building consensus, staying focused on core objectives, and respecting rules and procedures. More recently, I was elected by rural councillors from across the province to the Board of Directors of the Association of Municipalities of Ontario (AMO) which will expand my knowledge of – and contribution to – solving municipal issues that affect rural communities like Brockton.

I believe that having a well-rounded and decisive approach is the key to being an effective decision-maker. On any given topic – particularly decisions with long term/major financial impacts – I weigh factors including: the information provided to councillors in reports, the input I receive from community members, the perspectives shared around the table by my council colleagues, and ultimately my own experiences, perspectives and values. Factoring in all these elements – which are rooted in listening and discernment – results in solid, evidence-based decision-making. I recognize that the council is elected to make decisions, so once I have questions answered satisfactorily, I make my decision and look forward.

The tax rate determined through our budgeting decisions is the most direct and logical way that a municipality can address cost of living. Council’s decisions ultimately show up on your property tax bills. We also can – and do – review our rates and fees annually, for everything from building permits to bag tags. These are user-based fees that impact individual and household budgets.

There are other indirect ways the municipality can address cost of living concerns, including recreation program rates which can be adjusted for seniors or those on fixed incomes that in turn can help alleviate cost of living concerns.

I believe that stable, predictable budgeting will benefit residents and play a role in managing the cost of living. I am an advocate for municipal budgets that come in at or below the rate of inflation.

Our tax rate is higher than some of our neighbours, so there is work to be done and we can do better. Part of the reason for this is that as the County seat, Brockton hosts the county courthouse, which involves substantial costs that have been downloaded from the province. I have participated in Brockton’s advocacy on this to the provincial government, and if reelected I will continue to push for a fair resolution for our municipality, and all municipalities that are saddled with these costs.

I am proud to say that the current council has made tough but fair deliberations in the last two budget processes in which I have participated, resulting in Brockton’s tax increase coming in at 2.66% in 2025 and 2.64% in 2026 – showing a more responsible trend compared to some previous years.

I am committed to making careful, deliberate choices not only during budget time, but throughout the year to deliver value for the community without reducing services that our residents have come to expect.

The top issue is reducing the debt that the municipality has incurred and continues to service with interest payments. This directly affects residents, because the debt ultimately impacts affordability and our tax rate. Reducing – ideally eliminating – the debt, will put our municipality in a better financial position with more capacity to invest where it counts, as opposed to having to continue to service debt repayment.

Tackling the debt demands disciplined, fair budgeting, and that work is already underway. Part of the 2.64% increase in 2026 went directly to debt repayment, and our servicing ratio has now dropped to 8%. That’s real progress, but we need a sustained focus next term to lift this burden off taxpayers. Council must also be honest about what we can afford and whether new debt will generate long‑term value. Eastridge Business Park is a good example of debt that will pay dividends. By contrast, other projects that pushed us hundreds of thousands into the red were, in my view, not prudent choices.

First and foremost, Brockton ratepayers should not be footing the bill for components of a transit system that doesn’t benefit them.The study has been presented to County Council, but its recommendations for Brockton are limited to ridesharing/taxi options in and around Walkerton, and nearby Mildmay and Hanover. I don’t think we needed a study to tell us this is a transit option.

The study also recommends a regional by-law/framework for ridesharing which is a step in the right direction; however I have long been advocating for a province-wide regulatory framework that allows ridesharing services to operate across all municipalities in Ontario with one set of rules. This would eliminate the need for a regional framework. I think enhancing the ability for on-demand ridesharing is the most practical and economical option in the near term, and its funding can be shared by the province (through the Ontario Transit Investment Fund) as well as by the participating upper- and lower-tiers. The funding for bus routes which only serve select lower-tier municipalities should be funded by those lower-tiers and the province. I oppose Bruce County funding this when a substantial area of the County is left out.

This is a challenge that practically every municipality must tackle and it requires a balance. I believe in being strategic and selective when deciding where our tax dollars go. When there are increases – modest ones, like in the last two years – council must forecast long-term what our needs will be. Managing our assets, planning for growth in a sustainable way, and finding efficiencies in each department, leaving no stone unturned is my approach. This ultimately means a careful, focused budgeting process with staff and Council clearly understanding their respective roles in the process.

I will continue to keep an open mind to new ideas, revenue streams, and partnerships brought forward. Pursuing grant opportunities where there is a good fit for Brockton can help maintain our services and infrastructure while minimizing the burden on ratepayers, particularly when combined with long-term planning for the next five, 10, 15 and more years.

Recently, Brockton Council took a proactive step on preparing for the possibility of AI data centre developments by endorsing the feedback and recommendations that the Municipality of Kincardine submitted to the province on the Data Centre Playbook.

I believe municipalities must have a real seat at the table and a clear framework to operate within. I don’t subscribe to reflexive nimbyism or blanket opposition to data centres, but the threshold for approval should be high. Proponents must come forward with clear answers and firm commitments before any proposal moves ahead. I feel strongly about this after several years of working directly with local communities on site selection process for the deep geological repository (DGR) proposal.

Community benefit agreements, protection of agricultural land, environmental/water protections, community consent, economic impact and job commitments are among the many considerations that we should have defined as a municipality. If we aren’t satisfied, then the answer to a proposal on these centres must be “no.”

At the municipal level, there are a few options that we have and are continuing to pursue. For example, the Official Plan (OP) which was approved this year made changes that permit additional residential units (ARUs) on properties. I support this creative, cost-effective way of adding units. The OP also aims to promote mixed and affordable housing with a target of 30% of new residential development being affordable.

Efforts by the current council which help increase housing supply include the Tax Increment Equivalent Fund (TIEF) relief for an apartment complex, as well as partnerships with several developers to build dozens of affordable townhomes for ownership.

I believe we should continue this approach, working with developers and the community to ensure there is a mix of housing types and options available for residents. This takes an open-door, shovel-ready, productive approach. Each level of government has a role to play and Brockton should keep using the tools at its disposal.