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Working Together for
The Town of The Blue Mountains

As our town continues to grow and evolve, we face important choices about how to manage growth,

protect our community, invest in infrastructure, asset management and maintain the quality of life

that makes The Town of The Blue Mountains unique.

With eight years of council experience and six years as your Deputy Mayor and Regional Councillor,

I am seeking election as your MAYOR to continue providing experienced leadership and to keep working collaboratively with our residents, council, staff, and our regional and provincial partners.

These priorities lay out a practical plan shaped by a community‑oriented framework, offering a

fresh outlook while building on what we’ve already accomplished and

reinforces a strong future for The Town of The Blue Mountains

Community Priorities & Action Plan

Infrastructure, Asset Management & Community Safety 

Strong infrastructure is the backbone of a healthy, growing community.

Priorities:

  • Long‑term planning for roads, water, wastewater, and storm-water

  • Work collaboratively with council & staff to develop a strong plan to maintain healthy reserves for asset management & capital projects

  • Safe roads, connectivity, and improved active transportation routes

  • Strong support for police, fire, and emergency services

 
​Exploring a Municipal Services Corporation (MSC)

As The Town of The Blue Mountains continues to grow, the scale and complexity of our infrastructure needs are increasing. To meet these challenges responsibly, we must explore every tool available to us under Ontario legislation. One such tool is a Municipal Services Corporation — a flexible governance model that can help municipalities deliver major infrastructure and service projects with greater efficiency, financial accountability, and long‑term stability.

An MSC can provide:

  • Operational flexibility — allowing the town to respond more quickly to emerging infrastructure needs.

  • Enhanced financial tools — enabling more sophisticated approaches to funding, regional partnerships, and asset management.

  • Stronger project delivery capacity — especially for complex or multi‑year initiatives.

  • Reduced fiscal pressure — by creating a structure that can absorb operational and financial demands that would otherwise fall directly on the municipality.

At the same time, any MSC model we consider must be built on strong public oversight and clear alignment with community values. 

I am committed to exploring opportunities that can benefit the town and position us for long‑term success. As our community grows, an MSC may be one of the tools that helps us manage the fiscal and operational pressures ahead while ensuring we continue to deliver high‑quality services for residents.

Good Governance, Clarity & Fiscal Responsibility

Residents should have a Town Hall and Staff that communicates

clearly and works openly with the community.

Priorities:

  • Experienced collaborative leadership

  • Clear, timely council meetings and information

  • Streamlining council process and actions to move forward faster

  • Seeking long term planning solutions for fiscal health

  • Develop a stronger policy framework to provide staff with a clear path for implementation

 

Building on Experience Moving Forward Together!
A Strong Local Economy & Community 

A thriving local economy supports residents, businesses,

and community organizations.

Priorities:

  • Streamlined processes for local businesses

  • Sustainable, year‑round tourism

  • Support for arts, culture, and heritage

  • Local events and programs that support our community

Strong Mayor Powers – My Commitment

While strong mayor powers are available under provincial legislation, I believe effective leadership comes from collaboration, not unilateral decision-making.

Priorities:

  • I will work closely with Council and staff, to build consensus and move projects forward

  • I am committed to open decision-making

  • I will respect the important role of Council in representing our community

  • My focus will be on delivering results that reflect the priorities of The Town of the Blue Mountains residents

 

Responsible Growth, Housing,
Grey County and the Province

Our community deserves growth that fits our character and supports the people who live and work here

Priorities:

  • Growth that aligns with infrastructure and community expectations

  • More attainable housing options for workers, seniors, and young families

  • Clear, resident‑focused planning processes

  • The Town boundaries do not represent our economic or demographic activity anymore. We need to look at the entire Region as a whole for all services, not just within our own borders

  • Continue to work with Grey County and the Province to explore grant and funding opportunities to offset costs

Our Environment & Natural Heritage

Our natural environment is central to who we are as a community.

Priorities:

  • Protecting natural heritage systems

  • Strengthening natural resilience and flood mitigation

  • Supporting sustainable programs in building

  • Continued partnership with conservation groups and local stewards as the Tree Trust TBM, the Escarpment Corridor Alliance & the Blue Mountain Watershed Trust

I respectfully ask for your support as I seek election as your Mayor.

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