Hometown News Election Centre

I’m running to bring steady leadership that puts the basics first: municipal & emergency services, roads & water infrastructure, and long-term financial planning. With my experience on council, running a local business, and project management, I know how to stretch a dollar and get practical results for every corner of our Municipality

Addressing the condition of many roads, ditches, and drains, as well as water-related infrastructure is one of the most important issues at hand. My plan? To actually implement recommendations found in multiple consultant reports and in a way that makes sense for our community and our ability to finance them.

We can always do a better job of keeping everyone in the loop. Social media updates, news articles, and mailouts are great, but I want to add something with a personal touch: casual town halls in both Merrickville and Easton’s Corners where matters can be presented and discussed.

I don't expect everyone to agree with every decision of Council, and that’s a healthy thing in any community. I’ll engage with anyone who sees things differently, really listen to where they're coming from, and always explain why a decision was made. You’ll always get honesty and respect from me.

It’s all about priorities: "must-haves" before "nice-to-haves." We will hustle for every government grant available, build up reserves gradually so taxes don't spike, make good use of development charges, judiciously borrow when necessary, and ensure both rural and village folks get full value on their tax bills. Plain and simple.

Good council work takes teamwork. I’ll bring a positive, clear-headed attitude to the table and do the homework needed to ensure that every voice at the table is heard. By respecting staff expertise and keeping discussions focused on solutions, we can build a strong, productive team that works for you.

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I’m running because I want to serve residents of the village, to strengthen accountability, restore openness and respect at the Council table, and to help rebuild trust in local government. I have a solid administrative background with more than 35 years of experience in roles that required critical thinking, relationship building, and strong financial acumen. I have a deep understanding of the importance of a respectful workplace, sound governance, transparency and following proper processes and procedures.

I see two issues that are equally important and directly linked to each other: the aging public infrastructure and managing future growth. If elected, I would work to ensure we have a logical approach to growth, and by consequence, to infrastructure management. We need to understand the long-term financial and community implications of growth before making strategic decisions on infrastructure. Soliciting community feedback will be key to building support for growth that is planned, appropriately located and aligned with infrastructure capacity and long term sustainability.

Council needs to stop challenging and start listening to professional expertise provided by staff as well as professional suppliers. By pushing back in areas where Council members are not necessarily qualified to do so, Council has wasted precious time and money on repeated studies or prolonged debate instead of finding resolution and making progress. I am not suggesting Council shouldn’t ask questions to fully understand the options and recommendations being presented. In fact, asking questions is one of the Council's responsibilities. But there is a difference between providing appropriate oversight, which is Council’s job, and becoming involved in the management of a project or village operations, which is not.

A councillor’s role is to represent all residents by bringing community concerns, questions, and ideas to Council regardless of whether or not you agree with them. My role would be to participate in discussions, decisions and provide oversight and then ultimately let Council decide as a whole on what the best decision is in the end. I would also be happy to explain my rationale behind my voting to interested Residents.

This is a question every Council in Ontario (and probably across Canada) is trying to answer. I believe the answer for MW lies in blending strategic asset management with aggressive grant hunting, and measured growth policies. The commissioned Master Infrastructure plan will help Council prioritize critical asset replacements, while preventing emergency repair cost spikes. We need to align growth with revenue and infrastructure improvement so that developments contribute proportionately to infrastructure expansion rather than shifting the burden onto existing taxpayers.

By making sure I understand our priorities, asking the right questions, listening to different perspectives, and weighing competing opinions before acting. It will be important to work collaboratively with the Mayor and Council, listen to diverse opinions, then do the work and create conditions for thoughtful decisions that move our community forward. Most importantly as a member of council it is imperative I support municipal staff by honoring administrative lines, valuing professional expertise, and showing appreciation while simultaneously engaging with residents through active listening, clear communication, and consistent accessibility.

Municipal government is the level that has the most direct effect on day-to-day life, the best one to engage constituents, supporting a healthy democracy. I bring my previous four years in council speaking to issues that concern residents, listening to recommendations of experts and encouraging participation.

The costs of maintaining infrastructure and providing desired services. Geopolitical events causing economic uncertainty. Provincial rulings that limit our decision-making ability. I would propose long term planning for us and working with other municipalities and AMO and ROMA for a united response to the larger threats.

The municipality could do a much better job engaging residents. I would propose: restarting committees early while providing clear mandates; input into a growth management strategy and other long-term plans; occasional town halls to see where we are hitting the mark and where there are gaps; a strong communication policy.

I will continue to do what I have been doing by being prepared for meetings, listening to concerns and responding to emails and in person questions to explain the reasoning behind my decisions. I have often found the matter is not disagreement so much as seeking clarification.

Balance a prudent approach with quality of life. Complete long term plans and cost benefit analyses of large capital projects. Work with AMO and ROMA to petition for funding consistency, updated MPAC assessments. Along with development fees, consider revenue streams like vacancy taxes; local improvement charges. Address county taxes.

I will act ethically and lawfully; respectfully listen to different perspectives while clearly explaining mine; propose a signed Code of Ethics; propose regular training that includes review of meeting procedures, the code of conduct, and delineation of staff and council roles and how residents are addressed.

I am seeking election to provide accessible, accountable and practical representation. My 30-year career in IT and cybersecurity risk management includes leadership, project management, risk assessment, policy development and advising senior leaders. Diplomas in Cost Accounting and Paralegal studies add financial acumen, legal and governance perspectives to my independent judgment.

Responsible growth and aging infrastructure are our linked priorities. Before approving major development, council must understand water, wastewater, roads, drainage, committed capacity and long-term costs. I would support a public capacity dashboard, phased approvals and development charges so growth proceeds responsibly without placing unfair costs on existing taxpayers. I believe growth should be driven by smart planning, not rushed decisions. As your representative, I would work to ensure we fully understand the long-term costs and community impacts before expanding infrastructure. By actively listening to residents and incorporating their feedback, we can support growth that strengthens our community, respects existing resources, and remains sustainable for generations to come.

Merrickville-Wolford should turn studies, professional advice and community input into action. Drawing on my paralegal training, I value proper process, clear authority and accountable decision-making. Major initiatives should identify alternatives, lifecycle costs, funding, responsibilities, results and review dates, with council explaining promptly when approved plans or timelines change. In addition good governance means listening to experts, asking thoughtful questions, and making timely decisions. Council should focus on accountability and oversight while leaving project management to the professionals.

I would listen respectfully, ask questions and remain open to evidence that could change my view. As I have gone out on the campaign trail I have listened to the concerns and issues bothering the residents of Merrickville; that is key to first listening and then actioning. Consultation must occur early enough to influence decisions. Afterward, council should explain what residents said, what changed and why. Even when people disagree with my vote, they deserve accessibility, honesty and a clear rationale.

Council must prioritize essential work using objective condition, safety and lifecycle-cost evidence. My cost-accounting training supports careful evaluation of budgets, alternatives and long-term obligations. We should pursue grants, manage reserves responsibly, ensure growth funds growth-related costs and fight to reduce water and wastewater rates while protecting reliable services. In addition, I believe in a balanced approach: protecting taxpayers while ensuring we invest in the roads, infrastructure, and services our community depends on. That means spending wisely, prioritizing essential projects, planning for long-term sustainability, and ensuring growth contributes its fair share to the costs it creates.

I would come prepared, ask informed questions, listen to differing perspectives and focus on solutions. Council must provide policy direction and oversight while respecting staff’s operational responsibilities and expertise. I would follow proper processes, communicate clearly, disagree respectfully and evaluate every proposal on its evidence, costs and community benefit.

I am seeking this position to bring the perspective of someone who is actively raising a family in the village to the council table. I think Merrickville is a special place, and I want to work to keep it that way. I have relevant governance experience as a board member for a not-for-profit organization (Ottawa Glassblowing Co-op). As a Lockmaster on the Rideau Canal, stewardship and maintaining a historically important site are major priorities. I have a good understanding of Merrickville’s artist roots as I have been a working artist and have managed my own art glass business for over twenty years. I intend to bring all these perspectives to the council table.

One of the most important issues facing Merrickville-Wolford is affordability. Rising costs of services are a concern and need to be considered in conjunction with the aging infrastructure situation we are in now. I will support long-term planning that addresses the need for upgrading our infrastructure. I will consider alternative sources of funding such as grants and development fees. I will listen to the perspectives of everyone in the village affected by these decisions.

Growth needs to pay for growth. We need to ensure that new developments are contributing to a more affordable municipality to live in and that development costs are not shouldered by existing taxpayers.

We live in a diverse community. Not everyone will agree with every decision. Often it will be another's experiences that can cause them to have different perspectives. By considering other people's lived experience, we can gain valuable insight into future decisions. It is important that people feel heard and represented by the council table. I believe in open communication at all stages of problem solving.

One of the biggest issues facing the municipality is affordability. To ensure that we have that moving forward into the future, we need to continue the improvements to roads and infrastructure. Pursuing grants and borrowing money when it can make a big impact can help offset the need for tax increases. Balancing tax increases with services offered will require careful attention now and in the future.

In my roles as a public servant, director at a not-for-profit and a small business owner, I am familiar with the need to maintain positive relationships with members of the public as well as stakeholders. I bring the perspective of someone who is raising a young family within the village to the council table. I will bring the values of integrity and respect that I have demonstrated throughout my career if elected to the position of councillor.

As the Merrickville Public Library board chair, project manager at CHEO, and a local mom raising my family here, I bring hands-on experience managing complex projects, budgets, and stakeholders. That's exactly what's needed to help our village grow responsibly while staying true to who we are.

Managing growth responsibly. We need infrastructure like water, wastewater, stormwater to keep pace with development, funded through development charges already approved rather than pushed onto existing taxpayers. I'd support the Master Plan and ensure growth pays its own way.

We could coordinate growth more closely with the county's growth management plan and neighbouring municipalities, rather than planning in isolation. I'd push for better alignment so our infrastructure and services scale sensibly alongside the development already underway.

I'd listen first, genuinely and not just to respond. In my professional and community work, I know that understanding pushback early prevents bigger problems later. I'd hold accessible conversations, follow up directly with concerned residents, and be transparent about trade-offs even when a decision doesn't go their way.

Growth should pay for itself wherever possible which means phasing in development charges as already approved, rather than shifting costs onto existing taxpayers. Alongside that, I'd prioritize essential maintenance and push for transparent, realistic budgeting so residents understand exactly what they're funding.

Coordinating complex projects across teams and stakeholders is one of my strengths as a member of this community. I'd bring that same clarity, respect, and follow-through to council and commit to communicating openly with staff, collaborating with fellow councillors, and staying accessible to residents.

I am concerned about rising property taxes and want to ensure tax dollars are spent responsibly and fairly across the township. As a lifelong resident of Wolford, I understand the wants and needs of this township. I will bring practical infrastructure experience, fiscal responsibility and common sense to the table.

The state of infrastructure, particularly our roads, and spending required to maintain them is an issue. Spending needs to happen but in a responsible way that ensures taxpayers are getting value for their money. This requires investment in long-term improvements rather than paying for short-term repairs year after year.

While improved over the last few years, sharing information throughout the township remains a challenge. Keeping residents informed and hearing their concerns or suggestions could be improved by ensuring opportunities for community engagement. Feedback from residents should be encouraged and welcomed as a measure of the services being provided.

I am more than willing to listen to residents and consider their opinions on various issues. I understand it is impossible to please everyone with every decision, but I will do my best to make informed decisions based on what benefits the majority of residents.

Being a small municipality it is increasingly difficult to maintain expensive infrastructure, roads and services. We need to ensure responsible growth within the township to increase the tax base, continue to seek out grants for large projects and investigate the idea of shared services with neighbouring municipalities.

As a project coordinator, my job is to look at a problem, gather the facts, and work collaboratively to find the best solution. I plan to bring the same critical thinking, common sense and communication to the role of councillor.

I intend to follow through on the efficiency initiatives that I brought to Council over the previous term. Having a total of 9 years of previous Council experience has given me an unmatched depth of insight into how to critique the staff operations budget and properly represent the needs of residents.

Decades of neglect of core infrastructure has left M-W with an infrastructure deficit as evidenced by the Roads Needs Study that rated the majority of our roads in fair or poor condition. This translates directly to a financial debt that can only be corrected with a combination of new development and provincial grants.

Efficiency of municipal services delivery is the primary driver of our high tax rate. I will continue to scrutinize the operating budget and provide feedback to Council and staff about areas where efficiencies can be gained. The recent benchmarking study of Public Works and Fire departments that I initiated will provide a good starting point.

I commonly discuss issues with residents by email, over the phone, or in person, and always welcome any and all comments from residents. This allows me to act in the best interest of the majority of tax payers, and not be swayed by self-serving agendas that are promoted by a small clique.

In the opinion of many residents, property taxes are already unaffordable. The Merrickville-Wolford lower tier tax rate is one of the highest in Ontario. This means we are on a slippery slope with respect attracting new development, and the only way out of the aforementioned infrastructure deficit is to grow the number of residents.

I bring a strong analytical background to Council gained from my career as a professional engineer. I'm not easily fooled by thin arguments that have little basis in fact or data to back them up. I will always challenge assumptions and conclusions that don't make sense technically or financially.

I am seeking this position to bring a practical, evidence-based approach to Council and strengthen public input in municipal decisions. My legal training and background in rural policing, financial crime investigations taught me to ask the right questions, establish the facts and act with transparency and accountability.

The biggest challenge is keeping Merrickville-Wolford affordable while protecting its rural character. That means maintaining roads, supporting viable agriculture, reducing unnecessary bureaucracy and keeping rural areas rural. I would support growth that considers its cumulative impact on infrastructure, services, taxpayers and the character of our community.

Council could involve residents earlier and more meaningfully in important decisions, consider expert advice carefully and clearly explain decisions. I would work to turn the findings of current municipal studies into clear priorities, timelines, costs and implementation plans.

My experience as a police officer and as a senior executive taught me to seek out different views, listen carefully and remain open to new facts or perspectives. I would weigh the evidence, consider differing viewpoints and work with Council to make the best decisions for Merrickville-Wolford and its residents.

There is no single solution. Council must prioritize spending, use development charges appropriately so taxpayers are not subsidizing developers, pursue available infrastructure funding and plan capital work over the long term. Growth can help, but Council must control costs and ensure residents receive value for tax dollars.

My experience has taught me that you accomplish more by listening, treating people with respect and working collaboratively. I am comfortable with different views and don't believe disagreement should become personal. I would respect staff expertise, engage residents and work constructively with the Mayor and Council to get things done.

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