2026 Municipal Election: Huron-Kinloss Candidate Q + A

I am running for Mayor of Huron-Kinloss because I believe strongly in the future of our community. I bring extensive municipal experience, a strong understanding of our community, and a proven commitment to responsible decision-making.

I want to continue moving forward on infrastructure and economic growth while protecting the rural character and quality of life that make Huron-Kinloss such a great place to live.

I have listened, I have learned, and I want to continue working collaboratively with the next council to make decisions that are fair, responsible, and in the best long-term interests of our entire community.

I bring 20 years of municipal experience to the Mayor’s role. I have served three terms as a councillor, one term as Deputy Mayor, and one term as Mayor. I have also served as Deputy Warden of Bruce County, working with municipalities across the region.

Alongside my municipal experience, I have spent decades farming, so I understand the realities facing rural families, businesses, and taxpayers. I will draw on these experiences and my knowledge of our community to make informed and responsible decisions for Huron-Kinloss.

I believe I am an effective decision-maker because I listen, I do my homework, and I am prepared to make difficult decisions when they are necessary.

Leadership is not about making everyone happy.

It is about listening to different perspectives, understanding the facts, considering the long-term consequences, and making informed and responsible decisions.

Most importantly, I believe a leader needs to stand behind those decisions and be accountable for them.

As a municipal government, we cannot control the price of housing, groceries, or fuel. What we can do is keep property tax increases disciplined, and make sure that every tax dollar collected is used efficiently. We look for efficiencies in services, can a new service be added without undo burden being placed on taxpayers? If the answer is no then we don’t provide the service.

Keeping property taxes disciplined has to remain a priority. The 2026 budget increase of 4% represents a roughly $82.47 annual increase on a home assessed at approximately $270,000 to $280,000.

It is important to remember that MPAC determines property assessments; the municipality does not set the assessed value of a home.

Going forward, our budgeting should continue to prioritize grants, partnerships, efficiencies, and responsible growth before adding costs to taxpayers.

One of the biggest challenges facing Huron-Kinloss is managing growth while keeping our community affordable.

We need more housing, good local jobs, and a strong business environment, but we also need to maintain our roads, water systems, fire services, and other essential infrastructure without placing an unreasonable burden on taxpayers.

The challenge is finding the right balance—growing our assessment base, attracting new residents and investment, and creating opportunities while protecting the rural character and quality of life that define Huron-Kinloss.

I fully support regional transit, but I believe we need to get the funding model right.

Regional transit should be a partnership between Bruce County and the municipalities within the county. Each municipality should contribute a reasonable share based on the service it receives.

At the same time, the system needs to be accessible and affordable, with appropriate concessions for seniors, students, and vulnerable residents. If we are going to build a regional transit system, it needs to be financially sustainable and provide meaningful value to the communities it serves.

We need to maintain the services people depend on without placing an unreasonable burden on taxpayers. That means planning ahead, prioritizing essential infrastructure, and aggressively pursuing provincial and federal grants.

I believe in making measured, responsible investments rather than leaving future taxpayers with an even larger bill. Huron-Kinloss’s asset-management plan recognizes that phased funding is a more realistic approach than trying to close the entire infrastructure gap immediately.

I don’t believe we should be automatically for or against a data centre before we know exactly what is being proposed.

We need to be prepared to evaluate any project on its merits. A proposal would need to demonstrate that our infrastructure and services can support it, that the developer pays its fair share of the associated costs, and that water, electricity, noise, environmental, and other impacts are properly addressed.

Most importantly, Huron-Kinloss residents should see meaningful benefits through investment, jobs, and additional tax revenue.

I would like to see Huron-Kinloss keep working with developers to increase housing supply at every level—from attainable home ownership to affordable rental housing.

Lucknow and Ripley are our primary serviced areas for growth.

I would like to see Huron-Kinloss become a place where new businesses can start, grow, and create good local jobs.

That means filling our industrial lands, attracting businesses connected to the Bruce Power supply chain, supporting our farmers and value-added agriculture, and strengthening the downtowns of Lucknow and Ripley. We also need to continue supporting the entrepreneurs and businesses that are already here.

We have recently had an investment of a $30 million dollar project to build a processing plant in Huron-Kinloss, bringing up to 50 jobs to our community. This is a strong example of the kind of responsible economic development that create opportunities while strengthening our local economy.

I am running for a few reasons. I am on a fixed income due to a Motor vehicle accident. Many Residents here are also on a fixed income. With taxes going up beyond inflation I am feeling the crunch. With a background in continuous improvement, I have a perspective that can help look at reducing the increases to at or below inflation.

As I stated I have a background  in continuous improvement and studied Process engineering as a post graduate. These skills allow for an analytical view of how things are done and how we can improve them.

Being an effective decision maker is about taking in all the information, AND the input of residents before making a decision. Being elected doesn’t mean I get to make decisions the way I want them but what is best for the general population.

Reducing the cost of living can be mitigated by taking action on critical infrastructure early to avoid costly increases down the road. As inflation continues to rise so does the cost of delaying critical capital projects.

As for my view on the current tax rate in Huron Kinloss. It is unacceptable that services have had no significant increases and yet are the 2nd highest increase among townships in. The County with no new services or major upgrades.

To answer the question of the number one issue in the township is difficult. The lakeshore area has flooding. Ripley has limited growth in the industrial park; Lucknow has had waste water spills and flooding in the spring. Farmland is being compromised in the name of growth and technology.  So, a wide range of issues to pick 1 would not address the diversity of the township.

Regarding the transit study. If we look at the landscape of Huron Kinloss, there is a need but is the demand of a smaller population centers there? With no Grocery store within the township the need for a vehicle is already a requirement for living in the township. The transit system would allow those attending appointments further away to have alternatives, but focusing on improving services here could eliminate that. It’s a tough question.

To address the issue of high taxes we need to prioritize capital projects on a system that reflects resident safety, legislation, and critical demands. The nice to haves get moved down the list. Making everyone happy is not likely to happen but keeping everyone safe and secure is mandatory, be it safe roads or water supply. If there is some room at the end of the day the extras can be worked in.

Your question about data centers and AI is an interesting one. AI will never be able to feed the people using it. That job comes down to the farmers that work 24/7 to put food on our tables. If there are areas that want them. Let them go ahead. Huron-Kinloss is a township based on a history of farming and as land is taken away for development agricultural land becomes more and more valuable. Investing in farming and farmland today is a long-term plan that only increases its value. Our Farmers feed our people. If we don’t have food, what purpose does AI serve.

This is so prevalent to my current situation of buying a home here in Point Clark.

Stats Can says the average family uses 400-600lts of water a day. There Ontario government bases water use at 1000l a day for reference. The OBC requires septic system designs based on fixtures.  We need to update requirement based on new data and use not a generalized standard. As a township we can advocate for change to bring requirements up-to date.

How this relates to my situation. I just installed a septic system that is capable of servicing 3 times the home I am building. I needed to put it in not based on what my needs are but what it might be. The requirements need to be relevant to the build not a hypothetical.

Business development in Huron-Kinloss over the next 4 years should be based on what the township excels at. Farming based businesses. Secondary requirements of Bruce Power, skills development. Research initiatives. If we attempt to compete with the townships closer we fight a losing battle. We need to focus on what Huron-Kinloss had to offer. I am also a believer that home based businesses and artisans should be given more of the spotlight.

I would just like to conclude that Huron-Kinloss’ greatest resource are its people!

I am running for Deputy-Mayor because I have the knowledge and experience to perform the job. I want to continue to support our community by ensuring our township remains debt free, and continues to provide the services we all rely upon, in a financially sustainable manner. I have always maintained that “Council should conduct themselves in a manner to set up the next Council for success, because any other behaviour is simply pushing the burden to a future Council”. When I started on Council in the new Huron-Kinloss, the newest grader we had was 18 years old, and the newest truck we had was 16 years old. Suffice to say it took determination and resolve to reach our current condition where our equipment stock is modern and well maintained.

I have had the honour of serving as your Councillor on Huron-Kinloss Township Council since its inception in 1999. Over two decades of service. In that time I have served as committee member and chair person for Recreation, Fire, Medical, Drainage, Land Division and Conservation Authority boards.

Throughout my tenure on Huron-Kinloss Council we have made investments in municipal infrastructure, community centers, arenas, pools, fire halls, medical centers, marinas, water supply, water treatment and the light house. In all that time we remained debt free, with the exception of the Lake Range Extension for which we borrowed from ourselves, and fully repaid the balance over a period of 10 years. (To take pressure off Boiler Boiler Beach road)

We manage Huron-Kinloss like it is a business. We ensure that every dollar collected produces value. We have to make decisions on what services we are going to provide, and the raise funds to cover the cost. If we cannot fund a service, we don’t provide it. We do no borrow money to keep taxes low, because that is just sending a burden into the future. All of these measures ensure taxes are maintained a low as possible, providing value to our residents.

Nobody wants to pay taxes, yet everyone wants services, paved roads, fire hydrants and firehalls. Our current tax rate puts us in the middle of Bruce County. Understand that Huron-Kinloss does not have any debt. This is only possible if you operate your town like it, is a business. People can understand single digit tax increases, but people cannot understand double digit tax increases which would be necessary for some of our neighbouring townships if they were to become debt free.

The greatest challenge we face as a township is infrastructure particularly bridges. During the late 1960’s and early 1970′ major provincial grants allowed the town to install multiple bridge projects which are now over 60 years old. Our challenge will be to maintain these structures for as long as possible since the replacement costs have gone out of reach, and  provincial funding is scarce.

For this system to succeed we will need private, public partnerships to provide a system that is sufficiently extensive, and affordable to users. The success of this system could help all citizens with rising transportation costs, provided the service is sufficient.

In my opening response I made the assertion, “”Council should conduct themselves in a manner to set up the next Council for success, because any other behaviour is simply pushing the burden to a future Council”. We need to operate like a business, do not provide services for which we do not have funding, maintain our assets and equipment and we will provide value for the dollars we collect. This is the best way to keep taxes as low as possible.

Our township has been maintaining modern computer systems which will be necessary to take advantage of AI when the newer systems are realized.

Affordable housing is an issue despite housing stock being available. Every small town and village in our community have store fronts, and virtually every one of them has an apartment above the store that would have housed the original owners. Almost all of these apartments are not being utilized due to Landlord Tenant Act restrictions that make it almost impossible for Landlords to manage their properties. We have and will continue to petition the Provincial Government for changes to the Landlord Tenant Act, which will allow Landlords the ability to invest in this housing stock, and make it available to the public.

An answer was not provided.

I am running for re election as a councillor to continue my work on the committees I currently serve on — particularly the Wingham Listowel Physician Recruitment Committee and the Southwestern Ontario Isotope Coalition. After four years on council, I feel I’ve only begun to scratch the surface of what a councillor needs to know. There is always more to learn, and I’ve invested significant time and training to strengthen my ability to serve effectively.

The community placed its trust in me in 2022, and I owe it to them to apply that knowledge for another term and continue growing in the role. I would especially appreciate the opportunity to keep contributing to the Wingham Listowel Physician Recruitment Committee, as physician recruitment is vital to the health of our rural communities. That work connects closely with my involvement in the Southwestern Ontario Isotope Coalition, which is advancing radiotherapy opportunities in Grey and Bruce Counties. There is still much to accomplish in both areas.

It has been inspiring to meet people across Ontario who are developing remarkable initiatives to strengthen their communities. The least I can do is continue volunteering on council for another term to help move those efforts forward.

4 years experience as a councillor in Huron-Kinloss. During that time I served on 4 committees – the Wingham Listowell Physician Recruitment committee, the Southwestern Isotope Committee (as well as a subcommittee specifically for academia and healthcare initiatives), the Mid Huron Landfill Committee and the Lucknow Community Health Center Board. I attended annual conferences for AMO (Association of Municipalities Ontario), ROMA (Rural Ontario Municipal Association) and the Canadian Nuclear Association as well as many other meetings hosted by Bruce County, the Federation of Agriculture and the CNIC. While at the AMO and ROMA conferences our council delegated many times to ministers on various topics.

I believe I will be an effective decision maker for Huron Kinloss because I approach every issue with an open mind and a genuine willingness to learn. I value hearing multiple perspectives and make a point of gathering information from a variety of sources before forming my own opinion. My focus is always on what serves the best interests of the Township and its residents. I take pride in thoughtful, informed decision making that reflects both community needs and long term sustainability.

Our council and staff have worked diligently to keep annual taxes as low as possible while maintaining essential services. We ensure that projects are procured with careful attention to achieving the best value for taxpayers. Municipal assets are maintained responsibly to avoid costly repairs or replacements in the future. By managing budgets efficiently and planning ahead, we help reduce financial pressure on residents and support a sustainable, affordable community.

I believe the current tax rate in Huron Kinloss reflects a balanced approach to maintaining essential services while being mindful of residents’ financial pressures. Council and staff have worked hard to keep taxes as low as possible without compromising the quality of infrastructure, programs, and community support. Careful budgeting and responsible asset management help ensure that every dollar is used efficiently to benefit the Township and its residents.

Affordability is the number one issue facing residents in Huron Kinloss. Many aspects of rising costs are beyond the control of municipalities, but they still have a significant impact on local operations. Procurement and project planning are affected as prices increase, and we work hard to source the best value possible for taxpayers. By maintaining fiscal responsibility and seeking cost effective solutions, we can help ease the burden on residents while continuing to deliver essential services.

A regional transit system should be designed to connect communities efficiently and reliably, with routes that reflect where people live, work, and access essential services. It should be flexible enough to serve both rural and urban areas, using a mix of scheduled routes and on demand options.
Funding should be shared among participating municipalities and supported by provincial and federal programs, but the system should aim to be as financially self sustaining as possible through ridership revenue and strategic partnerships. Careful planning and collaboration will help ensure that the service meets local needs without placing undue financial strain on taxpayers.

Maintaining municipal services and infrastructure without significant tax increases requires careful planning and proactive management. By planning ahead, sourcing the best pricing for projects, and prioritizing preventative maintenance, we can reduce unexpected costs and extend the lifespan of municipal assets. Thoughtful budgeting and long term financial strategies help ensure that essential services are sustained while keeping taxes affordable for residents.

Municipalities should take a proactive and informed approach. It’s important to work closely with residents to understand whether such developments align with community values and priorities. Thorough research should be conducted to identify potential benefits, hazards, and environmental or infrastructure concerns. By engaging the public early and investigating all impacts, council can make well informed decisions that balance innovation with the best interests of taxpayers and the community.

A municipality can help increase housing supply by working collaboratively with developers to encourage a variety of housing types, including affordable and attainable options. This should include support for accessory residential units (ARUs), multi family developments, and innovative housing models that meet diverse community needs. By streamlining approvals, planning ahead for infrastructure, and maintaining open communication with builders and residents, municipalities can help create a balanced mix of housing across the affordability spectrum.

Over the next four years, I would like to see the Ripley Business Park fully occupied and thriving, with new businesses bringing energy and opportunity to the area. I’d also like to see our Main Street stores full and vibrant — supporting local entrepreneurs and creating a welcoming environment for residents and visitors alike. In addition, I hope to see continued growth in the nuclear supply chain sector, which offers strong potential for investment and long term stability in our region. Together, these developments would help diversify our economy and strengthen the future of Huron Kinloss.

I am running because Huron-Kinloss is my home and I care deeply about its future. I have lived and worked here, farmed all my life, and come from a family that has successfully farmed in this community for generations. I know the meaning of hard work, and I also know what it is like to go through difficult times, adapt, and keep moving forward. Those experiences have taught me resilience, responsibility, and the importance of supporting one another. I understand the value of responsible planning and leaving something stronger for the next generation. As our municipality grows and faces new challenges, residents need practical leadership that listens, plans for the long term, and remains accountable for how public money is spent. I want to help strengthen our infrastructure, support local businesses and agriculture, address housing needs, and preserve the quality of life that makes Huron-Kinloss such a desirable place to live, work, raise a family, and retire.

Serving on Huron-Kinloss Council during the last term has given me direct experience with municipal governance and a practical understanding of how council decisions are developed and implemented. I have reviewed budgets, staff reports, infrastructure priorities, planning matters, and resident concerns, while working with fellow council members and municipal staff to balance competing needs across the community. That experience has shown me the importance of asking informed questions, listening to residents, understanding the long-term consequences of decisions, and being accountable for the results. My work as a Reactor Programs Front-Line Manager has also required me to lead people, manage complex work, evaluate risk, solve problems, and make accountable decisions in a highly regulated environment. Farming throughout my life has taught me discipline, resilience, long-term planning, and how to make sound decisions with limited resources. Together, my council, leadership, and farming experience provide a strong and practical foundation for continuing to serve Huron-Kinloss.

My experience during the last term on Huron-Kinloss Council has strengthened my ability to make informed and accountable municipal decisions. I understand that effective decision-making requires preparation, open-mindedness, respectful debate, and a willingness to listen to residents, staff, and other members of council. I have seen firsthand how decisions affect municipal services, infrastructure, taxpayers, and the long-term direction of our community. Combined with my leadership and farming experience, this has taught me to review the facts, understand risks, consider different perspectives, and make practical decisions that can be defended. I will continue to approach each issue on its own merits, consider both immediate and long-term impacts, protect taxpayers, and act in the best interests of the entire community.

The cost of living is placing serious pressure on nearly everyone—families, seniors, young people, farmers, and local businesses. Municipalities cannot solve inflation on their own, but they must avoid adding unnecessary costs to already stretched household budgets. Council must control spending, deliver services efficiently, carefully review capital projects, and challenge whether every expenditure is necessary and provides real value. The municipality should also support attainable housing, local employment, agriculture, small businesses, and community organizations that assist residents. Affordability must be considered in every major municipal decision because many residents simply cannot absorb continued increases.

Residents expect value for the taxes they pay, especially when families, seniors, farmers, and businesses are already facing higher costs. Municipal services and infrastructure require ongoing investment, but council must remain disciplined and transparent when setting budgets. I will support careful review of spending, clear priorities, and long-term financial planning that reduces avoidable future costs. The objective should be to maintain dependable services and infrastructure while respecting taxpayers’ ability to pay.

Affordability is one of the most significant concerns facing residents. Housing costs, property taxes, utility costs, food, transportation, and other everyday expenses are affecting families, seniors, young people, farmers, and local businesses. Municipal decisions influence taxes, development, infrastructure, and service delivery, so council must understand the cumulative financial impact of its decisions. Addressing affordability requires disciplined budgeting, responsible growth, support for housing and economic opportunities, and a municipal government that is efficient, responsive, and focused on essential priorities.

Any regional transit system must reflect the realities of rural communities, meet a demonstrated need, and provide clear value. It should connect residents with employment, healthcare, education, and essential services through a practical combination of scheduled routes and flexible on-demand service. I do not believe the primary funding burden should be placed on municipal property taxes, because the people who may use or benefit from a regional system are not solely property owners. Funding should come primarily from provincial and federal governments, supported by fair user fees and other regional funding options. Before moving forward, any proposal must clearly identify who will use the service, who will pay for it, and whether it is financially sustainable over the long term.

Maintaining infrastructure while keeping taxes affordable requires disciplined long-term planning. Council should use asset management information to prioritize work based on condition, risk, service impact, and lifecycle cost. Projects should be properly scoped, competitively procured, and coordinated to avoid duplication. The municipality should pursue grants and partnerships where they make financial sense and continually look for operational efficiencies. I would also advocate for a multi-municipality waste-to-energy initiative to reduce the amount of material going to landfill, explore responsible recovery of energy from waste, and share costs and benefits across a broader region. Any initiative must be supported by sound evidence, strong environmental safeguards, and a sustainable funding model. We should not leave our children with growing landfills, deferred cleanup costs, or financial burdens created by decisions we failed to make today. Proactive maintenance and regional cooperation can reduce costly problems in the future while protecting taxpayers and the environment.

The municipality should prepare before an application arrives by reviewing planning policies, infrastructure capacity, servicing requirements, emergency planning, and economic development objectives. Data centres may bring investment and assessment growth, but they can also place substantial demands on electricity, water, telecommunications, land, and municipal services. Council should work with utilities, planners, neighbouring municipalities, and senior governments to understand both the opportunities and the risks. Any proposal should be evaluated on its full community benefit, infrastructure impact, environmental considerations, and long-term financial implications.

The municipality can support housing by improving the efficiency and predictability of approvals, ensuring appropriately serviced land is available, and encouraging a range of housing types suited to different ages, incomes, and stages of life. That includes starter homes, rental units, seniors’ housing, attainable ownership options, and appropriate rural and urban development. Infrastructure planning must keep pace with growth, while development charges, standards, and approval requirements should be regularly reviewed for their effect on cost. We should maintain responsible planning and environmental standards while removing unnecessary delays and barriers that do not add public value. I also support a cautious, evidence-based approach to municipal drains and floodplain mapping. Protecting people and property is essential, but new mapping, regulations, or drainage decisions must be based on accurate local data, meaningful consultation, and a clear understanding of the effects on existing homes, farms, and businesses. We must avoid placing unreasonable restrictions, costs, or liabilities on existing buildings and property owners without a demonstrated need and a fair, practical path forward.

I would like to see economic growth that strengthens our tax base, creates good local jobs, and respects the rural character of Huron-Kinloss. Agriculture must remain a strong priority. Our farmers and agricultural businesses are long-term investors in this community, and the municipality should support them through practical planning policies, dependable infrastructure, efficient approvals, and a clear understanding of the pressures facing the sector. We should also actively attract new businesses through targeted incentives where they provide measurable and lasting value, while ensuring public funds are used responsibly and existing businesses are treated fairly. The Bruce C project may create significant regional opportunities, and Huron-Kinloss should position itself to benefit wherever possible by attracting supporting industries, skilled workers, supply-chain investment, housing, and related services. By planning early and advocating strongly for our municipality, we can leverage major regional investment to create lasting local benefits for residents, farms, and businesses.

As a lifelong resident of Huron-Kinloss, the community has been the backdrop to every chapter of my life. I grew up in Lucknow, lived rurally on farms as a wife and mother, and am now a full-time resident along the lakeshore in Point Clark. We continue to farm in Huron-Kinloss, I am a small business owner for 33 years in Lucknow and have children that live with their families in the village of Ripley. This means I have ties throughout the entire township and truly feel I can be a voice for all.

This life I have lived has also given me a deep appreciation for all that makes our community special. It has also given me a strong sense of stewardship – a responsibility to protect what we love while making thoughtful decisions that allow our community to thrive, grow and plan responsibly for the future.

I have been actively involved in our community for many years, taking on leadership roles and volunteering with a variety of local organizations – including the Lucknow Chamber of Commerce, Lucknow Community Centre Board, Music in the Fields and multiple Reunion Committees. I also was the Chair of the committee that developed the very first Strategic Plan for the municipality of Huron-Kinloss after its amalgamation. These experiences provided valuable opportunities to understand the importance of bringing people together to accomplish shared goals.

As a small business owner for 33 years, I have gained practical skills in budgeting, problem solving and making responsible decisions with limited resources. It requires listening to customers, building community relationships, and balancing competing priorities. All skills relevant to serving residents and making sound decisions for the township.

I don’t think a municipality can solve the entire cost-of-living situation, but we absolutely have a responsibility to make sure we aren’t adding unnecessarily to it.

That means responsible taxation. Providing services where we can and trying to make those services as affordable as possible. Making sure growth is done smart and that growth pays for growth. Making sure we support our local businesses, the ones creating jobs and adding to the economics of our communities.

I think residents deserve to know that their tax dollars are being spent carefully and responsibly. I understand that maintaining roads, infrastructure, emergency services, recreation, and all other services our municipality provides comes with a cost, and I don’t believe we can simply say that taxes should never increase.

At the same time, I think Council has a responsibility to continually look at how we can deliver those services efficiently, prioritize what is most important, and make sure we are getting good value for every tax dollar.

With the growth we are experiencing in Huron-Kinloss, I also think we need to look carefully at how that growth affects our tax base and our infrastructure needs. Growth can bring opportunities, but it also comes with costs. I would want to understand those numbers, ask questions, and make decisions based on the long-term financial health of the Township rather than simply reacting to one year’s tax increase.

I’m not going to promise that I can keep taxes from increasing, because I don’t think that would be responsible. What I can promise is that I will ask questions, understand where the money is going, and expect Council to be accountable for the decisions

I believe one of the key challenges facing Huron-Kinloss is managing growth. Growth should not simply mean bigger; it should mean becoming stronger while protecting the small-town character, agricultural roots, natural spaces, services, and quality of life residents love.

As part of my campaign, I did a survey and one of the questions was “what do you love most about Huron-Kinloss”. Across the board the answers were “small town feel”, “quiet”, “slow paced”, “friendly”. We need to make sure that these values are considered, so that what are residents love about our community are maintained for the next generation. That means thoughtful planning, listening to residents across our villages and rural areas, and making decisions with both today’s needs and the long-term future in mind.

The regional transit study is an area where I don’t have a great deal of background and only recently came across some media coverage. Having been to many council meetings over the last 6 months, it has not something that I have seen discussed at that level. So, I am willing to admit that I don’t know the answer to every question I will be asked, so I won’t pretend to know I do.

What I do know is that when I don’t have the information, I will seek it out. I will listen to the residents who are experiencing the challenges firsthand and rely on those who have the knowledge and experience to help me become informed.

I think the important question is whether the transportation options we have are or are considering will meet the needs of our residents.

I would want to hear directly from residents about where the gaps are and what they need. From there, I would work with the appropriate organizations and neighbouring municipalities to look at practical and affordable ways to improve transportation options in our community.

I may not have all the answers today, but I am willing to listen, learn, and work toward finding them.

I think the key is responsible long-term planning rather than trying to solve everything through the tax rate in a single year. Huron-Kinloss is fortunate, because past councils have put us in a position where we do not carry the burden of debt.

However, we recognize that roads, bridges, water systems, fire services, and our community facilities all cost money to maintain. We can’t defer necessary maintenance simply to avoid a tax increase today, because that can lead to much more expensive repairs down the road.

Council has developed an Asset Management Plan to prioritize infrastructure based on condition, need, and risk, while building appropriate reserves so we’re planning for those major expenditures rather than reacting to them when they become emergencies.

At the same time, I think every budget needs to be thoughtful to ensure we are delivering services as efficiently as possible. Making sure we are looking at ways to maybe share costs, and receive grants or government funding. And when we are looking towards growth, we need to make sure that it is contributing the infrastructure it requires. Growth pays for growth.

It’s about finding that balance — maintaining the services and infrastructure that make Huron-Kinloss a great place

I am hearing from our residents that AI data centre development is a non-starter for Huron-Kinloss.

There is going to be a continued shortage of affordable housing in our area. That along with the barriers to home ownership for lower-income individuals and families is a huge concern for Huron-Kinloss and surrounding municipalities.

We need more development which includes affordable housing options for the people who are essential to our communities —educational assistants, restaurant servers, nursing home staff, daycare workers, and many others whose contributions help keep our community strong and thriving.

Much of the existing stock of homes in Huron-Kinloss consists of single-detached homes, the need will continue to grow for smaller, more attainable housing options, particularly for seniors, single-parent families, young adults, and individuals living alone.

Affordable housing is not just a housing issue—it is an economic development issue, a workforce issue, and a community-building issue. As Huron-Kinloss continues to grow, I would like to make sure that our council works together with all levels of government, developers, employers, and community partners to ensure that everyone has access to safe, affordable housing. A project such as the one the Committee on Housing for Kincardine has pledged to undertake, would be incredible in Huron-Kinloss as well.

Small businesses and business development is so important to small communities such as Huron-Kinloss. They give us places to gather, shop, connect and support our neighbours. As a small business owner for 33 years, I am all about attracting new businesses, but that can be easier said than done. As a municipality, we must create an environment where local businesses and entrepreneurs can start, grow and succeed. It is those entrepreneurs that are taking the risk, we must make it worth it.

While we are fortunate to have a good mix of businesses and services in Lucknow, I recognize that Ripley doesn’t have the same variety, and I think it’s important that we continue looking at opportunities to support and encourage business development throughout the entire Township.

The Township itself has a huge role in Economic Development and attracting new businesses, and I do believe they are doing what they can. Through the Economic Development officer, programs have been developed to bring grant opportunities and resources for business owners. Job fairs have been hosted and tours with potential investors have been done.

But residents themselves must play an even more important part. Shop local. Eat local. Hire local. Tell friends

As a Township Councillor for the past eight years, it has been my privilege to meet a great many people from this township.

  I have enjoyed meeting all of those people and in many cases we were able to bring some resolution to their concerns.

I am retired from a forty year career in engineering and engineering management. We also dairy farmed for many years and so I have both the time, the management experience and the ability to give this job, and the people of Huron-Kinloss, the time and effort that they deserve.

Have served the past eight years on Huron-Kinloss Council, elected both Vice-Chair and Chair of Saugeen Mobility and Regional Transit (SMART) and the same for the Maitland Valley Conservation Authority (MVCA). Have also served for almost two years as the Vice-Chair of Conservation Ontario.

  That experience in municipal and board governance as well as experience with projects and people in the farming, business and engineering disciplines has equipped me with a broad range of experience in effective decision making.

Federal monetary and trade policy, as well as Federal and Provincial deficit budgeting has had a dramatic impact on cost of living for Canadians.

As a Township Council, our primary impact on cost of living is property taxes.

My focus is to ensure our property tax dollars are focussed on essential and safety services and to ensure we continue to maintain our reserve funding for long term capital expenditures and maintenance.

We do not want to underfund reserve funds in the short term only to have large property tax increases down the road when large infrastructure expenditures are needed.

Huron-Kinloss has been quite successful in securing grant funding from higher levels of government to allow many projects to move forward without an impact to the property tax rate.

Our current property tax rate is reasonable considering the cost to operate the Township and provide the services both required and requested by the residents.

  We have a significant investment in roads and bridges for example that enable the way of life we have become accustomed to, and that investment requires a significant budget to maintain.

Significant increases in farm and property values have impacted property value assessments and that has meant big increases in property taxes for many residents of Huron-Kinloss. 

In my current position as past-Chair of SMART, I have been part of the Board’s extensive discussion regarding this study. And the discussion is on-going.

  The Board has worked hard to ensure that the people living in our small town and rural regions have their voices heard.

  Due to the large distances required in our region for a transit system, long term Federal and Provincial funding would be required. Keeping in mind of course that there is only one taxpayer for all levels of government. So total spending must be examined very carefully.

 What may have been a priority in the past that required municipal funding, may not be a priority going forward. Every expenditure needs to be carefully examined for its viability.

  We however, cannot make the mistake of keeping taxes too low in the short term as all of our infrastructure requires maintenance. If we get behind, big tax increases down the road would be required just to do the basic bridge replacements and road repairs for example.

  And nobody wants that.

  Huron-Kinloss has reviewed its Asset Management Plan (AMP) on a regular basis and the township is considered to be in a very good position in that regard.

The Province has recently enacted legislation (Bill 40) that establishes a regulatory framework for data centres that will require approval by the Minister of Energy and Mines.

  Advancing local economic development, data security, digital sovereignty, electricity rate impacts and local environmental and water concerns are all factors that will be under consideration.

  It is my priority that Huron-Kinloss would work hard to ensure that our local concerns and the concerns of our residents and landowners would be heard and taken into consideration.

Huron-Kinloss has made it a priority to ensure our policies create an attractive environment for housing in the township.

  We have encouraged an affordability range in the housing developments in the township.

  We have implemented an electronic building permit system to streamline Building Permit applications and Inspections to help make the building process as efficient and low-friction as possible.

Huron-Kinloss has over the last number of years developed a Light Industrial Park that already has a good sized business operating with the expectation of more businesses to come.

  The township has worked hard to deal with all the regulatory requirements for the opening of a large food processing facility in rural Huron-Kinloss. This facility will contribute to Canada’s food security and enhance Canada’s position in trade negotiations by requiring less reliance on neighbouring countries to process Canadian raised livestock.

   Council and Staff have worked with Bruce County and our local Chambers of Commerce to make our small town downtowns an attractive place for our businesses. With good results!

  All of these have and will continue to contribute to the township’s tax base as well as provide local jobs both in construction and operation.

  All making Huron-Kinloss a great place to live, work, farm and vacation!

I believe I work well with others and enjoy helping residents solve concerns and address challenges within the community. I value public service and want to continue working with residents and fellow Council members to help our community thrive. By listening to residents and working collaboratively, I hope to contribute to making Huron-Kinloss an even better place to live, work, and raise a family.

I have served as a Councillor for the Township of Huron-Kinloss for the past 16 years. Prior to that, I served as a Councillor for Ashfield-Colborne-Wawanosh Township. These years of experience have given me a strong understanding of municipal governance, budgeting, infrastructure planning, and the importance of representing the interests of residents.

I work well as part of a team and maintain a calm, professional demeanor

I believe we need to be mindful of these pressures by making responsible financial decisions, keeping property taxes as affordable as possible, and ensuring residents receive good value for every tax dollar spent.

tax increases may sometimes be necessary to maintain essential services and infrastructure, they should be justified, transparent, and kept as reasonable as possible

The rising cost of living

Proper management of existing assets.

streamlining approval processes

I would like to see steady business growth across our municipality