Mayor Brant Burrow shares insights on priorities shaping the township heading into 2026
As 2025 draws to a close, Hometown News continues its year-end series with mayors and reeves across the region, asking them to reflect on the decisions, pressures and priorities that shaped the past year.
Elizabethtown-Kitley Mayor Brant Burrow’s responses touch on fiscal stewardship, housing challenges, behind-the-scenes governance and the realities of making long-term decisions that are not always popular. He also offers a measured response to the question many residents are already asking as the next municipal election approaches.
What was the single most important decision you made this year, and why?
Hiring our new Director of Finance, Charles “Chuck” Dowdall. Chuck brings with him a rich mixture of private banking experience as well as municipal finance experience. His depth of knowledge and his particular approach to financial matters are already bringing benefits to the township, and we can clearly see that there is more to come. Having a firm hand on the fiscal rudder is vital for the township’s future.
What was the hardest part of the job in 2025 that residents may not see?
Preparing for meetings and discussions. It may be a cliché, but what residents typically hear and see at meetings only represents the tip of an iceberg. The bulk of the work happens out of sight. I go out of my way to be well researched and well informed on every topic that council discusses so I can keep debates focused on a complete and accurate picture, not conjecture. I am data driven by nature, and it is how I provide strong leadership.
Is there a decision or moment you would handle differently now?
Approaching the Ministry of Municipal Affairs and Housing to use their accelerator planning tool for our Rows Corners file, where we have been trying for two years to get a substantial workforce housing project built. At the time, we followed the best advice we were given. But having lived through the experience, and knowing what we know now, I would always advise future proponents to use traditional local planning processes. At least we are in full control of the process and we are not dependent on the pace and whims of a provincial ministry.
What issue took up more time and energy than you expected?
This one is an upper tier counties issue, not a township item. The Leeds Grenville 10-Year Housing and Homelessness Plan. Residents in the northern part of the township may not be too familiar with the topic, but those in the southern portion certainly will be. As part of the plan, which shifts focus away from being reactive to providing more permanent and supportive housing solutions, the difficult decision was made not to renew funding for the Cooperative Care Centre, a third-party emergency shelter. It created a fair amount of controversy, and the topic literally kept me awake at night. As difficult as it was, I still support our decision.
What do you believe council or staff got right this year?
This is a non-glamorous item, but a necessary and important one. We have started to get our human resource areas under control. Admittedly, many of our HR policies had become outdated and either irrelevant or sadly lacking. With some staff turnover due to retirements or other opportunities, it brought to light some of the shortcomings in our HR area and the challenges that can arise. People are our most important asset, and it really does pay dividends when we have the proper frameworks in place to treat our staff well and keep the organization strong. Kudos to our new CAO, Rob Nolan, for keeping council focused on shoring up these deficiencies.
Where do you think the municipality fell short?
I am going to flag gravel road maintenance as an area where we could improve. It is difficult to gather hard data to support that, so I am relying mostly on the increase in complaints and concerns that I have received over this past year, as well as some of my own first-hand observations. Unfortunately, there are only so many dollars to go around, and when trying to balance many competing priorities, we do not always get the recipe 100 per cent correct every time.
How do you respond to residents who feel unheard or frustrated?
I appreciate that people get frustrated, but I certainly hope they never feel unheard. I make a conscious effort to listen and to never address someone in a dismissive way. I may not be able to give them the answer they want to hear, no matter how many times they repeat themselves or try to rephrase the request, but that is not the same as not being heard or being brushed off. I find frustrations generally stem from a lack of awareness of a required process, or the reason behind a particular policy or decision. Usually, a little chat and filling in some blanks goes a long way toward making people feel better.
What is the most urgent issue heading into 2026?
There are actually three items which share a strong common theme, all related to the fiscal health of the township. First, we need to make sure we get the 2026 budget right, striking a balance between fixing roads and buildings while not digging too deep into taxpayers’ pockets. Second, we need to bring the Rows Corners Campus Habitations file to the finish line so it can relieve housing stress and start to generate significant additional tax dollars. Finally, we need to aggressively pursue our steady march toward getting our North Augusta Road property ready to become Business Park 2.0, again for the economic engine it will represent. All three are about sustainability and ultimately delivering services to our residents affordably.
How do you define success in this role?
Too many times, politicians view popularity as a good metric for success. I try not to get caught in that trap. You cannot please everyone, and certainly not all the time. Sometimes the right decisions for the long term are not the most popular. I try to judge myself on core principles of integrity, fairness and sustainability. I think respect is a better metric than popularity. People may not like a particular decision or direction, but so long as they feel the process had integrity, they will hopefully at least respect the outcome.
When your term is over, what do you hope people remember about your leadership?
Hopefully, people will feel that I led by example and with integrity. That I was strong but fair. I try to inspire, not dictate. That I insisted on council discussing topics holistically and accurately, while welcoming productive discourse and respecting different viewpoints. If people identify some of those things, I will be pleased. The township’s overall fiscal report card has improved significantly in recent years as well, with more provincial Financial Indicator Template categories moving into low-risk territory. Realistically, I do not expect most people to be following that. Only the few municipal geeks out there.
Will you run in the 2026 municipal election?
I am not trying to duck the question, but it is too soon to make that commitment yet. There is an election coming up in late 2026, but we are only about 75 per cent of the way through the current term and people still expect us to get work done. Naturally, I am giving it some thought, but I cannot allow it to be a distraction while we are working through the 2026 budget. From the time I first ran for office, I have always said I was prepared to be of service to the community for up to three terms, based on three conditions. That I was still enjoying the challenge. That I felt I was still making a difference. That I sensed people still wanted me involved. Those requirements have not changed, and they will inform my final decision early this summer.
Hypothetically, even if I were to speculate about not running again, I would not be able to say who I might endorse, as no one knows yet who the choices will be.
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