The Civic Centre will bring recreation, culture, community activities and Town services together at 125 Simcoe Road. It is more than administrative offices. It will include a gymnasium, fitness space, a performing arts space that also accommodates Council meetings, community meeting rooms and a central customer service centre.
Today, Town services operate from ten offices across eight locations. This is inefficient. Bringing them together will make it easier for residents to get help and improve coordination between departments. The Civic Centre will also bring more people downtown, supporting local shops and restaurants.
The project grew from public consultation beginning in 2017 and a master plan adopted in 2018. I support it because a growing community needs places where people can meet, participate and belong. That is what builds community spirit.
The Town awarded an $87.9-million design-build contract in July 2026, with completion scheduled for mid-2029.

This is a County owned facility. Located at 136 Barrie Street, it is intended to provide short-term accommodation for up to 54 newcomers at a time, with stays of up to 90 days. COSTI and the YMCA will help residents find housing, employment and settlement support. Federal funding supports the property acquisition and operations.
The County selected Bradford because an existing facility became available and BWG already receives a significant share of the County’s newcomers. Purchasing the former LOFT property also helped LOFT complete its replacement facility.
County Council considered the acquisition through confidential property discussions in 2025, with final approval in October and purchase in December. BWG Councillors were informed that October, and the County presented publicly to Town Council on August 4, 2026.
The Town advised that the use was permitted under existing zoning, so a rezoning application and associated public planning meeting were not required. The County said federal confidentiality conditions prevented an earlier public announcement.
Residents deserve clear answers about operations, neighbourhood concerns and results. My expectation is that the County provides those answers and maintains an effective way for neighbours to raise concerns. I will ensure the County follows through on this commitment.

Your property taxes help pay for the services and infrastructure we depend on every day: emergency response, roads, snow clearing, parks, recreation, libraries and much more.

The Town collects the bill, but the money supports several organizations. The Town’s 2026 taxation breakdown is:

About 40 cents of each dollar supports Town services, the library and capital infrastructure. Approximately 60 cents supports police, County services and education.

My responsibility is to question costs, understand what residents receive and make sure we maintain the services and assets our community needs.

As BWG grows, the Town has more roads, facilities, development applications and services to manage. We need an organization that can handle those responsibilities effectively.
The 2023 review examined how departments and leadership responsibilities should be organized. Council approved a revised structure in principle that December for implementation through subsequent budgets. It brought closer coordination between the teams responsible for development, infrastructure construction and maintenance, while giving recreation and cultural services dedicated leadership.
I supported the changes because residents benefit when responsibilities are clear, departments work together and the Town prepares for future leadership needs.
Organizational changes have costs, and those costs must be justified. Their success should be measured through better service, timely project delivery, effective oversight and the ability to respond to residents.

Residents expect capable people to maintain infrastructure, manage public money, deliver recreation programs and respond when something goes wrong. Recruiting and keeping those people requires competitive compensation.
The Town’s compensation benchmark is the 60th percentile for comparable positions in similar-sized municipalities. In plain language, 40% of comparable sized municipalities pay more than BWG.
I support fair, competitive pay alongside clear expectations for performance and customer service. Losing experienced staff can create vacancies, recruitment costs and delays. At the same time, every position must have a clear purpose, and compensation should be reviewed against relevant market evidence and what taxpayers can reasonably support.

I’m running because I want BWG’s future to work for the people who live here: families trying to manage household costs, young people looking for a place to build their lives, seniors wanting to remain in their community and businesses creating local jobs.
My priorities include affordability, safer streets, better access to healthcare and recreation opportunities for all. These are the issues that shape people’s daily lives.
I want to continue working with Council, residents and our government and community partners to turn those priorities into practical results. I’m asking residents to judge me on the work completed, the decisions I explain and the direction I propose for our Town.

My priorities can be grouped into three areas:

• Affordability and responsible growth. Keep municipal services efficient, attract local jobs and support a wider range of housing choices.  Growth should improve residents’ opportunities while being supported by sound infrastructure and financial planning.
• Community safety and better transportation. Improve traffic flow, protect school zones and neighbourhood streets, support emergency services and strengthen affordable transit connections.  People should be able to move around BWG safely and reliably.
• Health and quality of life. Work with healthcare partners to bring care closer to home, while improving parks, recreation and community spaces.  A successful town supports people’s health, independence and ability to participate at every stage of life.

Start with the original information. Ask: Who made the decision? When was it made? What does the full report, budget or meeting record actually say?
For Town matters, check published reports, budgets, Council records and project updates. For County or provincial decisions, check those organizations’ records as well. Reliable local reporting can help explain the background and test what officials are saying.
Be careful with undated screenshots, short clips and financial claims that leave out what a number includes.
Residents have every right to question and disagree with Council. Disagreement is not misinformation. I welcome scrutiny, and we all should be held to the same standard of accuracy.

BWG must plan within provincial requirements. Our Official Plan must conform to applicable provincial policies. We cannot responsibly promise that growth pressures or those requirements will disappear if we oppose them. The province will override us if we do.
My approach is to be actively involved in shaping growth: where it happens, what infrastructure supports it and what benefits it delivers to our community.
That means coordinating roads, water and wastewater capacity; protecting farmland and natural features; planning for jobs and community facilities; and securing appropriate developer contributions. The Province’s South Simcoe initiative expressly identifies infrastructure coordination and potential private-sector contributions as part of this work.
Planning for growth does not mean approving every proposal. It means using the Town’s role to pursue responsible development and protect the interests of existing and future residents.

We need to plan investments carefully and combine funding sources: developer contributions, provincial and federal support, reserves and municipal revenues. We also need to consider what infrastructure will cost to operate and maintain throughout its life.
A recent example is the announcement of up to $94.8 million through the Development Charge Reduction Program. The funding supports BWG’s commitment to helping fund the infrastructure a growing community requires.
My approach is to pursue outside funding, secure appropriate development contributions, maintain existing assets and scrutinize spending. We must be clear with residents about each project’s cost, who pays and the benefit it delivers.