Positions & Statements

I believe effective representation begins with listening, but it must be measured by what happens afterward.

West Carleton-March is home to experienced community leaders, agricultural organizations, local businesses, service providers, volunteers and community associations. These are the people who understand the challenges and opportunities facing our communities, often long before an issue reaches City Hall.

As your Councillor, I would establish a Ward 5 Community Advisory Table to create a regular, direct connection between these community leaders and the Councillor's office.

My intention is not to create another layer of bureaucracy or replace existing community organizations. It is to bring their knowledge and experience together, identify emerging concerns, share information and work collaboratively toward practical solutions.

The table would be Ward 5 focused and issue driven. Whether the concern involves agricultural drainage, road safety, rural transportation, local economic development or community services, the right people should be involved in the conversation early. When appropriate, that includes City staff, agencies and other levels of government.

I have spent my career bringing people together, navigating competing perspectives and working through complex challenges. I also recognize that a Councillor cannot be the expert on every issue. Good leadership means knowing who to listen to, asking the right questions and building the relationships necessary to move things forward.

But consultation alone is not enough. Throughout this campaign, residents have repeatedly raised concerns about communication, transparency and follow through. I believe issues brought forward should be tracked, with clear next steps, identified responsibilities and regular updates. Waiting for an annual meeting or until an issue becomes a crisis is not effective community representation.

The Ward 5 Community Advisory Table would provide an ongoing opportunity for meaningful engagement throughout the four-year Council term. Some issues will have straightforward solutions. Others will require time, collaboration or difficult decisions. And sometimes the answer may be no. Regardless of the outcome, residents deserve to know their concerns have been heard, what action has been taken and why decisions have been made.

"I don't want to recreate the expertise that already exists in West Carleton-March. I want to connect it. The goal isn't more meetings. It's better problem solving, stronger relationships and meaningful follow through. Listen. Plan. Act. Report back."

In rural communities, our community centres are more than buildings. They are part of our social infrastructure.

West Carleton-March already has incredible volunteers and strong community organizations. I want City Hall to better support what is already working by connecting our community centres to one another, strengthening their emergency readiness and making it easier to bring services and resources closer to residents.

The Rural Community Hub Initiative would focus on four areas:

• Emergency readiness: Assess centres for generators or backup power, heating and cooling capacity, communications, Wi-Fi, accessibility and their ability to serve as community support locations during prolonged outages or severe weather.
• Better collaboration and financial transparency: Connect our community centres so they can share information, resources and ideas, while creating greater visibility into funding, grants and operating needs across Ward 5.
• Stronger City connections: Give centres clearer contacts and pathways into City departments, emergency services, public health and community services, rather than expecting volunteers to navigate the system independently.
• More community use: Explore opportunities for programming, seniors' services, youth activities, information sessions, local organizations and other services to be delivered closer to residents.

"We don't need to recreate community in West Carleton. We need to invest in the community infrastructure we already have."

On the battery energy storage project recently approved in our ward, I would not have supported the project as it stood.

That does not mean I am opposed to all renewable energy projects. I am not. But I believe there was more work to be done before this project was ready for approval—more community consultation, stronger engagement with residents, and a greater effort to determine what additional environmental protections, community investments, and other commitments could have been secured.

The proponent conducted its consultation process, but I believe the role of a councillor goes further than that.

As your councillor, I would lead my own community engagement on significant projects coming into our ward. I would bring residents together, listen to concerns, ask difficult questions, and make sure people have the information they need to understand what is being proposed. I would work directly with proponents to improve projects and negotiate for stronger protections and greater benefits for our community.

And I would do the work at City Hall to build relationships with my Council colleagues so that when West Carleton–March needs their support, our voice carries weight.

It is not enough for a councillor to simply be for or against something. Leadership means engaging early enough to help shape the outcome—and building the relationships at City Hall to ensure that when you do oppose a project, your concerns carry weight and it isn't simply pushed through regardless.

There will be more renewable energy and major infrastructure proposals coming before our community in the years ahead. I will judge each one on its merits. I will not automatically support them, and I will not automatically oppose them.

"What I can promise is that I will show up, I will listen, I will lead the consultation, and I will fight for the best possible outcome for West Carleton–March. Our community should not simply be told what is being built here."