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Experience that delivers. Leadership that connects. A plan that prepares Collingwood for what's next.
A practical agenda to Grow Smart — balancing responsible growth, affordability, community services and facilities, environmental protection, and real value for every tax dollar..
GROW SMART
Celebrating our successes and moving forward
The decisions we make today will shape our community for decades. With well over a decade of council experience, leadership at the provincial level through AMO and OSUM, and a proven commitment to responsible growth, housing, safe streets, and environmental stewardship, I am ready to serve as your Deputy Mayor and ensure Collingwood's voice is heard both locally, at the County, and across Ontario.
What That Looks Like
- Gently increase density to avoid sprawl and protect farmland and natural areas.
- Prioritize development that delivers the housing and jobs the community actually needs.
- Protect employment lands and attract new employers with well-paying jobs.
- Infrastructure that keeps pace with growth.
- Investment in parks, waterfront, recreation, culture, and public spaces.
- Environmental protection and climate resilience.
- Think regionally and plan strategically.
Priority One
Grow Smart – Building a Community Where Everyone Can Belong
Smart growth protects what makes Collingwood special: our small-town character, quiet neighbourhoods, safe streets, waterfront, green spaces, trees, and wildlife. It means planning ahead so roads, water, recreation, parks, and other essentials keep pace with growth. And it means being innovative, building regional partnerships and finding new funding as traditional government sources become less certain.
Smart growth must include housing that meets the needs of our community. Our businesses, healthcare providers, schools and local organizations all depend on people being able to afford to live here. Following the recommendations in the Affordable Masterplan, we have an innovative housing strategy that is working, and it will strengthen our community and preserve the quality of life that makes Collingwood such a great place to call home. Let’s continue!
What that looks like
Collingwood has exceptional outdoor amenities, but our growing town also needs modern indoor spaces for year-round recreation, community, and cultural use. Two priorities stand out:
- A multi-use recreation facility with flexible space for sports, programs, gatherings, and residents of all ages.
- A performing arts centre to give Collingwood's arts community a permanent home and strengthen our cultural tourism economy.
I am committed to helping find the right home for both facilities. They serve different needs, can be funded in different ways, and both are important to Collingwood's future.
Priority Two
Build Community
A strong community is built around the places where people gather, connect, and thrive. I will champion investments in a new recreation centre, expanded arts and cultural facilities and spaces, parks and trails. Let's create vibrant public places that enrich our quality of life, strengthen community connections, and make Collingwood an even better place to live, work, and raise a family.
A strong community is one where we collectively agree on a path forward — let's not become divided or polarized on future community amenities.
Priority Three
Move Safely
A growing population and tourism means our streets are busy, and we see excessive speeds, traffic volumes and gridlock. Many of our local streets do not have sidewalks or bike lanes, and as a result, vulnerable users – pedestrians, cyclists, seniors and people with disabilities do not always feel safe. For Collingwood, adopting Vision Zero would signal that transportation decisions are guided first and foremost on the principle that all vulnerable users - pedestrians, cyclists, transit users, children, seniors, and people using mobility devices - must be protected. All other transportation considerations are secondary.
What that looks like
- Vision Zero — a proactive approach to eliminate serious injuries and traffic-related fatalities through safer street design, education, enforcement, and data-driven decision-making.
- Transportation Choices — a balanced network with safe, convenient and reliable options, whether people travel by car, bicycle, transit, or on foot.
- Active Transportation — expand and connect sidewalks, trails, bike lanes and pathways to support walking, cycling and everyday travel.
- Traffic Management — improve flow and reduce congestion through thoughtful planning, intersection improvements, technology, and infrastructure that keeps pace with growth.
- Accessibility — safe, inclusive and accessible streets and public spaces for people of all ages and abilities, including seniors, families, and people living with disabilities.
What this looks like
- Complete the Long-Term Financial Plan — a strong roadmap for future capital investments that Council and staff can be held accountable to.
- Keep debt down and reserves strong while continuing to invest in the community.
- Deliver services more efficiently — not always doing it with less, but getting a better return on dollars spent, which ultimately yields cost savings.
- Consider more inter-municipal collaboration — our tight-knit South Georgian Bay region has many economic interdependencies. Partnering with New Tecumseth on expanding our water treatment facility saved taxpayers millions. What other opportunities are there?
- Plan responsibly for big-ticket items — a new Wastewater Treatment Plant, the Terminals redevelopment, a multi-use recreation facility, and an arts and community centre.
- Balance our tax base, and reduce pressure on residential taxpayers (see Strengthen our Economy)
- Ensure taxpayers receive value for every dollar spent.
Priority Four
Keep Life Affordable
Life is expensive today, and residents want assurance that taxes will be kept as low as possible and that the money is well spent. I am committed to responsible budgeting, delivering value for taxpayers, and protecting Collingwood's long-term financial health. By focusing on efficient municipal services, prudent financial planning and thoughtful investment, we can keep taxes as affordable as possible while continuing to provide the high-quality services residents expect.
In recent terms, Council has paid down debt, strengthened reserves and increased revenues — while keeping tax increases modest. Collingwood now has a financial position that's the envy of many Ontario municipalities.
It's important, and necessary, to keep investing in the community — providing more and better infrastructure and services, without burdening the people who pay the bills. We have important decisions ahead on major projects; let's make sure we plan them SMART.
Priority Five
Strengthen Our Economy
Collingwood has tremendous potential to build a stronger, more diverse local economy. We are home to successful small businesses, growing employers, and a reputation as one of Ontario's best communities to start and operate a business.
But to keep Collingwood thriving, we need to broaden our commercial tax base, attract clean industries and year-round employment, and create higher-paying jobs beyond the tourism and service sectors. A stronger local economy will support families, reduce pressure on residential taxpayers, and help more people live, work, and build their future here.
What this looks like
- Restore local education and training — the loss of Georgian College has been devastating; restoring opportunities for local education and workforce training is a high priority so young people, employers and families can thrive here.
- Housing to build a life here — housing that allows people to build their lives and careers in Collingwood.
- Partner on relevant training — work with Georgian College, Simcoe County and the Province to create new training tied to our economy: workforce development, health services, applied engineering and skilled trades.
- Support local business.
- Attract year-round employment.
- Foster innovation and entrepreneurship.
What that looks like
- Ready from Day One — deep involvement in the issues shaping Collingwood has prepared me to serve as Deputy Mayor and advance our community's best interests.
- County and provincial advocacy — a strong voice for Collingwood at Simcoe County and with the Province.
- Regional collaboration — cooperation with the other South Georgian Bay municipalities.
- Transparency and listening — hearing residents, and the experience to know how to act on the issues close to their hearts.
- Funding and partnerships — bringing resources and relationships home to Collingwood.
Priority Six
Strong Leadership and Effective Advocacy
The Deputy Mayor's role is not a training position—it's a leadership position. It extends far beyond Town Hall and means representing Collingwood at an upper-tier (county) level, advocating with the Province, building regional partnerships, and ensuring our community has a strong voice where important decisions are made. The Deputy Mayor represents the Mayor when she/he is unavailable. That role demands experience, credibility, established relationships and leadership.
After four terms on Council, executive leadership with the Association of Municipalities of Ontario (AMO), and years advocating for municipalities across Ontario, I am prepared to represent Collingwood effectively from Day One.
Our community faces critical decisions on housing, healthcare, transportation, recreation, infrastructure, and economic development. Achieving results requires knowing how government works, where decisions are made, and how to build the partnerships that secure funding and advance local priorities.
Experience matters — because Collingwood can't afford to wait.
And one more thing…
Sustainability & Climate
Everything we do as a municipality has an effect on our environmental sustainability. Collingwood declared a climate crisis in 2019, and I have strongly supported all town measures to address environmental protection and climate change. Today that declaration is matched with an ambitious, achievable Climate Change Action Plan and a real commitment to net-zero emissions by 2050, with measurable targets for 2030, 2040 and 2050. Much of that work, led by our Climate Change Coordinator, has been funded by federal and provincial grants — so the cost to taxpayers has been minimal.
But make no mistake — climate change costs all of us, not just in the impacts we see and feel, but in real dollars. Residents living near the shoreline and on the west side of town have repeatedly experienced flooding from recent storm events. As we invest in resilient infrastructure, we must also step up protection of the green infrastructure provided by our woodlands, wetlands and watercourses, and challenge developers to build sustainability into their projects.
What that looks like
- Stay on track with the Climate Change Action Plan
- Plan for flooding — apply the best available science to the Stormwater Master Plan to better anticipate and prevent flooding, especially where new development affects drainage, and invest in resilient, climate-ready infrastructure that reduces costly damage.
- Stay accountable — keep Collingwood on track to its measurable greenhouse-gas reduction targets, with the practical plans needed to achieve them.
- Protect the canopy — protect and expand Collingwood's urban tree canopy through stronger tree protections and support for Canopy Collingwood.
Let's move forward, together.
Add your name or put up a sign. Together we can build on our strengths and keep Collingwood growing smart.