Hometown News Election Centre

A community leader before elected to Council in 2018: BIA Executive Director, Kemptville Farmers' Market Chair, Oxford Mills Community Association Chair. Since 2018, I’ve been Deputy Mayor, Public Works Liaison, Police Services Board Chair and Co-Chaired five advisory committees. I bring evidence-based decision-making, deep local relationships, and experience providing nonprofit housing.

Managing growth while fostering our small-town character. I'd continue creating physical and social connections through trails, parks, arts and sporting events, a walkable downtown; while using our Community Strategic Plan to continue to develop the quality of life that residents currently enjoy.

We need to broaden the commercial tax base. Residential taxpayers account for 90% of our tax base. While we will always be something of a bedroom community due to location, I'd prioritize business attraction and retention/expansion programs. Something I've championed since 2013.

I’ve always been very accessible. I’ve held regular Talk To Me Tuesday sessions in the past and always make time for a phone call or coffee. I listen before responding, weigh evidence over ideology, and explain my reasoning even when we disagree —residents deserve to know why, not just what, Council’s decided.

I believe in establishing defensible levels-of-service policies, so spending matches actual need rather than every request. We've kept residential tax increases under 3% annually while investing in roads, drainage and the County Road 43 expansion. That discipline — clear policy, evidence-based budgeting has to continue.

Respect and clear communication. Council works as a team, we engage respectfully on social media, and serve on advisory committees that bridge Council and residents. Good governance means capable people working as a team — Mayor, Council, staff and residents all pulling in the same direction.

After 36+ years in military financial management and senior leadership, I want to bring disciplined stewardship to North Grenville. I have managed complex budgets, policy, risk and organizational change, including achieving 20% funding reductions in the public sector, and advised on the development of significant investment into eastern Ontario and Toronto by influencing both municipal and provincial government leaders, resulting in a local investment firm supporting such developments. I bring accountability, experience and a taxpayer-first perspective.

Growth is our greatest opportunity and our greatest risk. North Grenville could grow 70% by 2046. I support development, but infrastructure must lead it. I would insist on proper phasing, growth paying its fair share, adequate roads and services, and meaningful protection of green space and rural character.

We need to plan communities, not simply approve subdivisions. With $3.9 million budgeted for roads and public works in 2025 and major CR43 costs ahead, I would require major developments to demonstrate servicing capacity, long-term infrastructure costs, green-space impacts and consequences for existing taxpayers before approval.

Disagreement is not disrespect. I would listen carefully, examine the evidence residents provide and explain my reasoning openly. Consultation should influence decisions, not simply satisfy procedure. I would make the key facts behind difficult choices clear and change my position when better information warrants it.

The 2025 municipal tax levy exceeded $20 million, following a $28-million 2024 budget. Council showed restraint in 2026, approving a 1.9% municipal tax-rate increase. I would protect core services, maintain assets before failure, maximize grants and growth-related funding, and scrutinize every discretionary dollar.

I would bring preparation, respect and accountability to the Council. Taxpayers should see vigorous debate without personal conflict. Staff should provide independent professional advice while the Council sets policy and priorities. Decisions should be based on evidence, costs and community benefit, with councillors remaining accountable for the decisions they make.

I grew up in Burritts Rapids and returned to build my career and family here. A registered nurse and Clinical Manager at KDH, I’ve volunteered on a municipal advisory committee focused on active living since 2018. I bring experience managing growth and public resources—and a focus on community well-being.

Growth is our biggest challenge and our greatest opportunity, so we need to manage it responsibly. When making decisions about growth, I would assess whether infrastructure and services can keep pace, growth remains affordable, and we’re protecting the rural character, green space and natural resources that make North Grenville special.

Under our current Mayor and Council, North Grenville has built strong momentum. I would bring a fresh perspective and practical leadership experience to build on that work. Specifically, I would work with my Council colleagues to rigorously assess all major decisions based on community health, safety, affordability and long-term sustainability.

I would encourage people to challenge my point of view and help me see other perspectives. For difficult issues, I value face-to-face conversations where I can understand the concerns and experiences behind someone’s position. Then I would weigh those perspectives alongside reliable information before making a decision.

It’s about making choices. Council must distinguish what needs to happen now from what can wait, while maintaining responsible reserves and looking for efficiencies. As North Grenville grows, new development must contribute appropriately to the infrastructure it needs. We should also pursue provincial and federal funding wherever possible.

I would bring accountability, respectful communication and a commitment to working toward shared goals. In healthcare, we come back to one question: what’s best for the patient? I’d take the same approach on Council: listen, respect the different roles of Council and staff, and ask: what best serves our community?

I have lived in North Grenville for over 50 years and care deeply about its future. My career with the City of Ottawa gave me hands-on experience in infrastructure, development, and municipal operations. I bring practical experience, accountability, and a commitment to creating an accessible community for everyone.

Managing growth is our biggest challenge. Growth is happening, so we need to make sure our roads, infrastructure, services, and recreational facilities keep up. I want to make sure growth benefits existing and future taxpayers while maintaining the character and accessibility that make North Grenville a great place to live.

We need to be more proactive when planning for growth. I'd like to see stronger long-term infrastructure planning and better coordination between development and municipal services, including accessibility improvements, so we're prepared before challenges become problems.

You don't have to agree with someone to listen to them. I would make myself available, hear different viewpoints, and consider all sides before making a decision. Everyone deserves to have their concerns, heard, respected and considered. It is not my voice I am leading with, it is the voice of the taxpayers.

We need to be responsible with taxpayers' money. That means planning ahead, being proactive by maintaining infrastructure before it becomes more expensive to fix, and ensuring growth helps pay for growth. Good decisions today can help keep taxes affordable while maintaining reliable services.

I've spent my career working with elected officials, staff, contractors, and the public. I believe in respect, teamwork, and open communication. My approach is simple: listen, be solution focused, and always keep the best interests of North Grenville taxpayers in mind.

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