Platform

Invest Wisely. Build for the Future.

Protect taxpayers today by making disciplined, transparent investments in the infrastructure Centre Wellington will need tomorrow.

The Township of Centre Wellington is responsible for over $1.2 billion worth of public assets: roads, bridges, wells, watermains, sidewalks, sports facilities, buildings, playground equipment, fire equipment, and more. All of these need to be maintained, upgraded, or replaced as required.

Effectively managing public infrastructure has to be the number one priority for the Mayor and Council. This demands informed decisions that prepare us for future growth and a changing climate.

I commit to prioritizing consistent and transparent management of our vital infrastructure to minimize costly emergency repairs and replacements.

Specific actions to protect taxpayers with transparent investment:

• Prioritize supporting the financial targets of the Asset Management Plan to properly manage our public infrastructure
• Identify opportunities to integrate natural assets in our Asset Management Plan
• Implement an annual plain language summary of the Township budget
• Continue the Bridge Replacement program and find ways to expedite rural bridge repairs and replacement
• Conduct an assessment of Fergus streets impacted by St. David St. closure
• Prepare for a thoughtful reconstruction of St. Andrew St. in Fergus that minimizes disruption to downtown businesses and residents
• Encourage adoption of proactive climate actions to prolong the life-span and efficiency of our infrastructure
• Complete and adopt a Climate Action Plan to bring a climate lens to all infrastructure and development projects
• Advocate to the provincial and federal levels of government for consistent funding programs to pay for growth-related infrastructure

Leverage the unique strengths of Centre Wellington to build a thriving economy

Centre Wellington is incredibly well positioned to attract and retain high quality jobs. Our proximity to three universities, strong agricultural sector, dynamic arts and culture community, talented residents, and high quality of life, make Centre Wellington a smart choice for businesses.

This past year, the creation of a Municipal Services Corporation laid the groundwork for a strong, thoughtful approach to Economic Development & Tourism. With dedicated staff and a clear mandate that is balanced between managing tourism (e.g. marketing, visitor experience, and minimizing negative impacts on residents) and economic development, the Township is well positioned for a bright future.

I will bring a place-based approach to economic development in Centre Wellington, leveraging our strengths to build a thriving local economy that works for everyone.

Specific actions to leverage CW’s strengths for our economy:

• Continue the implementation of the Economic Development and Tourism Municipal Services Corporation
• Based on the Economic Development and Tourism Strategy, implement an annual Resident Satisfaction survey, to identify concerns related to tourism and economic growth and inform solutions-oriented initiatives. 
• Strategically market and sell the remaining lots in the Fergus Business Park to target sectors – this is a valuable asset, not a firesale
• Develop a ‘concierge’ service to support new and existing businesses as they navigate municipal regulations and permits.
• Advocate for an Agricultural Advisory Committee at the County level to support our important agricultural sector
• Conduct an immediate review and update of our zoning bylaw to ensure the character of our downtown cores is not lost 
• Implement Active Transportation and Mobility Masterplan recommendations to encourage other ways to travel through the community
• Continue to work on a made in Centre Wellington solution for transit both within CW and to regional centres such as Guelph
• Adopt a Community Improvement Plan specific to the agricultural sector
• Advocate to the Province for a Fergus by-pass that would minimize heavy truck traffic through the downtown core
• Continue to implement the recommendations of the 2024  Municipal Downtown Parking Strategy 

Housing for All and Farmland for the Future.

Encourage a diversity of housing options so that the people who work here can afford to live here.

The housing crisis in Ontario continues and the cost of housing is still out of reach for many people in CW.  The Township must work with our building and development community to build a wide range of housing types that meet people where they’re at.

In particular, we need more rental housing in Centre Wellington. The Township’s 2024 Housing Needs Assessment shows that our housing stock is mainly owner-occupied while only 3% of our housing is non-market (affordable) and only 6% is purpose-built rentals (for context, approximately 32% of all households in Ontario are renters). 

I will complete the Housing Action Plan and form a Housing Advisory Committee. Under my leadership, the Township will establish partnerships for affordable housing projects. 

Specific actions to encourage diverse housing so those who work here can live here:

• Form a Housing Advisory Committee that includes members of the building sector, community groups, youth, and seniors
• Complete the Housing Action Plan
• Implement a Short-Term Rental Licensing Program
• Implement a Renoviction Bylaw
• Identify opportunities for collaboration on meaningful affordable housing projects in Centre Wellington
• Work with the building community to build a wide range of housing types including affordable housing
• Implement a fast-tracked planning approval process including fee reductions/waivers for affordable or special need housing projects
• Require affordable housing monetary contribution for all new residential developments
• Launch an update of the Township’s Official Plan and Zoning By-law
• Initiate an internal review of our development review process and timelines to ensure a more efficient process while maintaining meaningful public engagement

Preserve farmland for future generations by managing growth efficiently and sustainably.

Centre Wellington cannot build more homes at the expense of our valuable (and irreplaceable!) farmland. Ontario is currently losing 319 acres of farmland per day and some of that is happening right here in Centre Wellington.

Housing growth can and must be contained within the existing urban boundary. This means embracing gentle density and adding “missing middle” (4-6 story buildings) thoughtfully within our existing communities.

I will continue to advocate for the protection of the high-quality farmland within Centre Wellington. This land provides important ecosystem services such as groundwater recharge and it supports our critically important agricultural sector.

Specific actions to preserve farmland:

• Advocate for an Agricultural Advisory Committee at the County level to support our important agricultural sector
• Through the update of the Official Plan and Zoning Bylaws, ensure that agricultural businesses and on-farm diversified uses are fully supported
• Launch an education campaign about the importance of our high-quality agricultural lands
• Encourage infill development over ‘greenfield’ development through development charge incentives and other financial incentives
• Complete the Urban Tree Canopy Inventory to establish a minimum tree coverage and tree planting requirement for new developments and Township initiated projects
• Explore opportunities for increasing planting of native species in our public spaces and an effective invasive species management protocol
• Protect our vital drinking water resources through strong Sourcewater Protection Policies 
• Require annual water quantity monitoring reporting to manage available water for current and future residents/industries

Make Everyday Life Better.

Invest in parks, trails, and recreation facilities to support a healthy and active community.

Our growing community needs services and facilities that support active and healthy lifestyles, a sense of belonging and community cohesion. 

During 2024 and 2025, the Township developed a long-term comprehensive Parks and Recreation Plan that outlines the facilities and services we need over the next 30 years. The report shows that we are already lacking in core recreation facilities. 

For example, we need at least nine to fourteen outdoor turf fields for field sports and two ice pads by 2031. We need more indoor recreational facilities such as an indoor walking track, sports fields, gymnasiums, and multi-purpose rooms. 

I will work towards the development of an indoor multi-use recreation facility to serve the needs of our growing community. 

Specific actions to support our healthy active neighbours:

• Initiate preparation of a development concept of an indoor multiuse recreation facility (including the public’s input) and prepare business case for the development of the facility
• Expand and improve our trail network (e.g. develop a complete loop through downtown Fergus)
• Conduct a review of our facilities, parks and playgrounds to ensure we are providing equitable opportunities for participation for people of all ages and abilities
• Ensure all new subdivisions provide a minimum parkland dedication (no cash in lieu) in accordance with the Planning Act and require park development within one year of first building permit
• Implement the ice pad at Bissell Park
• Initiate discussions with Suncor to implement a green space on St. David Street North Fergus (between St. George St. and Hill St.)
• Continue to protect and enhance Pierpoint Nature Reserve
• Promote and support the Elora/Cataract Trailway Association, the Grand Valley Trail and other relevant community groups
• Implement a Pedestrian Charter
• Expand Seniors Programming to Elora and Belwood

Engage residents in decision-making to achieve better outcomes

People are at the heart of our community. By building on work started with the Township’s Community Engagement Strategy and Charter, I envision a culture of collaboration in Centre Wellington Collaboration matters not only at the council table, but also between council and staff, between the township and the business community, and between the township and residents. Better decisions come from meaningful dialogue.

Specific actions to engage residents in decision-making:

• Implement the actions of the Community Engagement Strategy and Charter
• Encourage professional development for staff to enhance community engagement
• Implement citizen engagement activities such as ‘Mayor for the Day’ (youth engagement) 
• Regular communication from the Mayor regarding projects, decisions and major initiates through social media, radio, newspaper – I will be an active voice in our community and responsive 
• Expect a culture of ‘customer first’ with municipal staff and council
• Undertake a review of the Township’s Procedural By-law to improve citizen engagement and transparency in decision making
• Review and improve the role and effectiveness of Citizen Committees
• Delegate Strong Mayor Power authority back to Staff and Council