GET INFORMED
Frequently Asked Questions
Finding the answers you need to make an informed choice for Kincardine.
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What current or past experience do you have that you believe applies to municipal governance?
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Why do you believe you will be an effective decision-maker for Kincardine?
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What can a municipality do to help address cost of living concerns?
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In your opinion, what is the No. 1 issue facing residents within the Municipality of Kincardine?
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What can a municipality do to help increase housing supply across the affordability spectrum?
Why are you running?
Simply put, I am running for Mayor to protect what makes the Municipality of Kincardine special while building a strong future for the next generation. Our municipality is at a defining moment. We have an opportunity to benefit from Bruce Power’s potential growth and create multigenerational prosperity, but realizing that promise will require us to balance infrastructure, taxation, recreation, municipal assets, housing, agriculture, environmental protection and effective representation.
I want to help ensure our community remains kind and caring—a place where diversity is embraced and seniors can remain active and connected. While many communities across Ontario and Canada are facing economic hardship, Kincardine and our neighbouring communities near Bruce Power have a bright future. We must lay a strong foundation for that future through meaningful community engagement, collaboration and courageous decision-making. I have the vision and experience to lead that work and move our municipality forward.
What current or past experience do you have that you believe applies to municipal governance?
I offer a proven track record of experience that positions me well to serve as Mayor of the Municipality of Kincardine. I have worked at both the Pickering and Bruce nuclear sites, giving me firsthand knowledge of an industry central to our local and regional economy.
I served three terms on Kincardine Council, including two as Reeve and the municipality’s representative at Bruce County Council. There, I worked collaboratively on regional initiatives for the betterment of the area. Locally, I helped establish municipal human resources policies and procedures, served on the Finance Committee and Council’s economic development committee, and represented Kincardine at the Saugeen Valley Conservation Authority for many years.
I was also elected as a Member of Provincial Parliament and served as Parliamentary Assistant to the Minister of Agriculture and Rural Affairs. These roles strengthened my understanding of legislation, rural priorities, intergovernmental relations and effective advocacy.
My decades of volunteer service include Women’s House Serving Bruce and Grey, Big Brothers Big Sisters, the hospital capital campaign, the Kincardine Hospital health team, the Chamber of Commerce and various sports groups. Together, my public service, nuclear-sector experience and community involvement have prepared me to lead with sound judgment, collaboration and a clear focus on results.
Why do you believe you will be an effective decision-maker for Kincardine?
I believe, together, we will build a team that makes effective decisions. I bring years of leadership and experience, and training gained through management positions, elected office, and service both as a member of teams and as the leader of collaborative teams. These roles have taught me to listen carefully, assess the facts, consider long-term impacts and make timely, well-informed decisions.
My leadership style is collaborative and inclusive. I am a team-builder, a proactive problem-solver and a forward-looking leader focused on making a meaningful difference. I value diverse perspectives and believe the strongest decisions come from respectful dialogue, clear communication and a shared understanding of the challenges and opportunities before us.
As Mayor, I would bring greater community engagement and communication into local governance. I would support establishing subcommittees that draw on the experience, input and insights of community representatives from across the municipality. These groups could help guide dialogue, examine issues in greater depth and provide practical advice to Council.
Effective leadership is not about having all the answers; it is about asking the right questions, bringing the right people together and being accountable for the decisions made. I am committed to an open, thoughtful and results-focused approach that builds trust and moves Kincardine forward.
What can a municipality do to help address cost of living concerns?
Municipal government cannot control every factor driving the cost of living, but it can make practical decisions that ease pressure on household budgets. That begins with disciplined financial management: setting priorities, reviewing services for value, pursuing efficiencies and shared-service opportunities, and securing provincial, federal and private-sector funding before placing additional costs on taxpayers.
Housing is one of residents’ largest expenses. Council can help increase supply by streamlining approvals, setting clear timelines and keeping development charges and municipal requirements reasonable and predictable. We should encourage rentals, smaller homes, townhouses, secondary suites, seniors’ housing and supportive housing so people have options at every stage of life. The municipality can also make suitable land available, partner with non-profit and private-sector providers, support purpose-built rental projects and advocate for senior-government housing funding. Growth should be directed where existing roads, water and wastewater services can be used efficiently.
Reliable regional transportation, affordable recreation and accessible community services can further reduce everyday costs. Supporting local businesses, agriculture and workforce development will also strengthen the economy and create jobs.
Above all, Council must consider how every decision affects residents with limited or fixed incomes, balancing responsible taxation with the investments needed to keep Kincardine strong, welcoming and affordable.
In your opinion, what is the No. 1 issue facing residents within the Municipality of Kincardine?
After affordable housing, the next issue facing residents is how we manage the growth and change that could come with Bruce Power’s proposed Bruce C expansion. This is a tremendous opportunity, but success will require more than building houses and infrastructure. We need a holistic plan that recognizes the direct connection between a healthy economy and a healthy community.
Growth must make Kincardine more livable and affordable for the people who are already here, as well as those who will join us. That means expanding housing options, infrastructure and transportation while supporting workforce development, health care, child care, recreation, emergency services and other social and community services. We must also understand the additional demands growth may place on local non-profit organizations and ensure they have the capacity to continue serving residents.
Our planning must create a caring, safe and connected community where seniors can remain active, supported and engaged, and where diversity is welcomed and everyone has the opportunity to belong. We must protect the qualities that make Kincardine special while preparing confidently for the future.
Bruce C may be the catalyst, but our focus must be the broader community. Through early planning, meaningful public engagement and strong partnerships, we can turn growth into lasting, shared prosperity.
A regional transit study is currently being undertaken involving Bruce, Grey, Dufferin and Wellington counties -- what should a regional transit system look like and how should it be funded?
A regional transit system should be practical, affordable and designed for rural travel patterns rather than modelled on an urban network. I see the value in a hub-and-spoke system that combines reliable fixed routes along major corridors with flexible, on-demand service for smaller and more remote communities. For Kincardine, that means dependable connections to employment centres, hospitals, education, shopping and regional hubs, including Owen Sound, Walkerton, Port Elgin, Wiarton, Orangeville and Guelph.
The system should offer coordinated schedules, a unified fare and booking platform, accessible vehicles, safe transfer points, and connections with SMART, municipal transit, GO Transit and private operators. Service should operate often enough to support shift workers, medical appointments, students and seniors, with performance measured by ridership, reliability, cost per trip and access to essential destinations.
Funding should be shared fairly among provincial and federal governments, participating counties, fares and partnerships with major employers, health-care institutions and educational providers. The Province’s start-up support is important, but municipalities should not adopt a system without a sustainable long-term funding plan. County contributions should reflect population, service levels and kilometres operated, while fares remain affordable.
A phased launch, beginning with the strongest corridors and expanding as demand grows, would manage financial risk while building a useful, connected regional service.
How would you address the need to maintain municipal services and infrastructure, without high tax increases for residents?
Maintaining reliable services and infrastructure without imposing unsustainable tax increases requires disciplined planning and clear priorities. Council must distinguish essential needs from desirable projects, use long-term asset-management plans to schedule repairs before they become costly emergencies, and assess programs and services for value and results.
I would support regular service reviews, shared-service opportunities with neighbouring municipalities and Bruce County, competitive procurement, and partnerships with community organizations and the private sector. We must aggressively pursue provincial and federal grants and ensure development charges and agreements require new growth to pay its fair share of roads, water, wastewater, recreation and other services.
Kincardine’s reserves are an important financial strength. They should be protected, used strategically and not relied upon to fund recurring operating costs. Sustainable annual contributions to lifecycle reserves will reduce borrowing and help prevent sudden tax increases.
As the assessment base grows through housing and economic development, new revenue should support priority infrastructure and services. Council must engage residents early, explain costs and choices clearly, and consider the impact on families, seniors and people with fixed incomes. Responsible management is not about indiscriminate cuts; it is about efficient delivery, forward planning and thoughtful investments that protect both community assets and affordability.
How can a municipality prepare for the possibility of artificial intelligence data centre developments in the coming years?
If elected Mayor, I will work with Council to apply a stringent, evidence-based analysis to every data centre inquiry. I will engage early with other municipalities and the Province to learn from their experiences. I will also engage early with the community to hear residents’ perspectives and ideas.
Municipalities should prepare now for possible AI data centre proposals by reviewing planning policies, zoning, servicing capacity and approval requirements. Clear criteria should address location, electricity and water demand, wastewater, noise, emergency response, environmental impacts and compatibility with neighbouring land uses.
Ontario’s proposed Data Centre Playbook will help municipalities assess projects and their electricity-grid connections. Kincardine should use that guidance while ensuring local planning authority and community priorities are respected. If any proceed, projects should cover their infrastructure and energy costs so existing taxpayers and ratepayers are protected.
Every proposal should include transparent studies, public engagement and a community-benefit agreement. Council must consider permanent jobs, municipal tax revenue, infrastructure costs, workforce training and opportunities for local suppliers—not simply construction investment.
AI data centres could bring new assessment and economic activity, but approvals should depend on demonstrated long-term value. Responsible development must protect residents and resources while delivering measurable benefits to the entire community.
What can a municipality do to help increase housing supply across the affordability spectrum?
The Municipality of Kincardine’s Housing Action Plan provides a foundation by calling for more housing choice, streamlined approvals, infill and redevelopment, secondary and garden suites, seniors’ housing, partnerships, and better use of serviced land. Project 160 adds an important goal of creating below-market rental and ownership homes. The priority now must be implementation, with measurable annual targets and transparent reporting. However, Project 160 does not include housing targets, housing mix or timing associated with demand resulting from Bruce Power’s proposed Bruce C expansion. That work must be done immediately.
To increase supply across the affordability spectrum, I would support pre-zoning appropriate serviced areas, pre-approved designs for suites, duplexes and small multiplexes, and predictable approval timelines. Suitable municipal land could be offered through long-term leases for affordable housing, preserving public ownership while lowering project costs. A revolving housing fund could reinvest repayments and project proceeds into future developments.
Kincardine should also explore partnerships with non-profits, co-operatives, community land trusts, major employers and private builders; incentives for purpose-built rentals; and acquisition funding to preserve existing affordable units. Larger developments could provide affordable homes in return for density or fee incentives.
Housing policy must address the full continuum—from supportive and deeply affordable units to workforce rentals, attainable ownership and seniors’ housing—while protecting taxpayers, farmland and neighbourhood character. The goal is not simply more housing, but the right housing for residents at every age, income and stage of life.
What would you like to see in terms of business development within the municipality over the next four years?
Over the next four years, we should strive toward a more diverse and vibrant local economy that gives residents more reasons to shop, dine and spend time in Kincardine. If elected Mayor, I will work with Council to re-establish an economic development subcommittee that includes community representatives to help shape and implement a business strategy for the next decade.
Residents want more choice in clothing, restaurants, entertainment and everyday goods, while preserving the charm of our downtown and communities. Our focus should be on growing Main Street businesses, filling vacant storefronts, supporting independent retailers and entrepreneurs, and strengthening year-round tourism—not creating large concentrations of big-box stores.
The Municipality can support this growth through Community Improvement Plan incentives, streamlined approvals, active business recruitment, downtown events and partnerships with the Chamber of Commerce, Business Improvement Area and regional economic-development organizations.
We should also attract services that meet changing needs, including child care, health and wellness providers, professional and financial services, skilled trades, senior home supports, arts and cultural venues, family entertainment, co-working space, and businesses connected to agriculture, tourism and the nuclear supply chain.
By listening to residents, supporting entrepreneurs and recruiting businesses that fill local gaps, we can strengthen our tax base and quality of life while preserving Kincardine’s small-town character.
Still have questions?
Our team is here to help. Send us your inquiry and let’s discuss the future of our community together.