Ward 2 Candidate Q&A: Ward 2 candidates answer questions from Paris Independent readers

4 minutes ago

14 min read

Casandra Turnbull

Managing Editor

All certified ward 2 candidates were contacted and invited to participate in this Q&A. Each candidate was provided with the same set of questions, which were developed from submissions received from Paris Independent readers. The goal is to give voters an opportunity to compare candidates’ perspectives on the same issues and learn more about how each would approach the role of county councillor.

We encourage readers to continue engaging with candidates throughout the election campaign. Those who have follow-up questions, concerns or would like to learn more about a candidate and their platform can find candidate contact information through the County of Brant’s certified candidates webpage: https://www.brant.ca/council-and-county-administration/elections/certified-candidates/

The Paris Independent’s candidate Q&A coverage continues in next week’s edition with candidates running in Ward 3.

STEVE HOWES

What is your position on the current and projected residential growth and development in the county? Do you believe the pace and scale of development are appropriate for the community, and what factors should Council consider when approving future development?

When I was a kid growing up here in the 1970’s, the population (just for Paris) was 6,600 for about ten years in a row. I know lots of people who preferred that size and I understand that. The reality is that a pretty community 100km from one of the largest Cities in the world is going to experience growth and increasing demand for housing. Rather than focusing our energy on stopping growth, we need to focus on steering housing types into more of what we need rather than just what is profitable for Developers. We need more modest housing options for young people starting out and for seniors downsizing and appropriate incentives/legislation to inspire Developers in that direction. That is where we should put our efforts.

Recent approval of a zoning change for properties in downtown Paris represents an important first step toward a significant residential development in the downtown core. What impact do you believe this type of development could have on downtown Paris? Please identify both the potential benefits and challenges.

As the only current Councillor (and probably the only Candidate) who has lived in Downtown Paris, I offer a unique perspective: I strongly believe that more people living in our Downtown will be a boost to the economy of the businesses in our BIA District. That said, it will take very careful planning to manage the parking and traffic impact. This is achievable but we need to do it carefully AND with strong influence on the design aesthetic to compliment our existing architecture.

How would you improve access to affordable public swimming facilities for County of Brant residents, particularly given the limited access to pools in Brantford? Would you support the development of a public swimming pool (a new one indoors or another one outdoors) in the County of Brant?

My very first summer job was at the Paris Pool, in 1978. My experience in my day job, working with Parks and Recreation staff in Municipalities all over Southwestern Ontario has shown me that indoor pools, and their huge construction and operational costs are rarely found in Municipalities our size. The burden on the taxpayers is too high at this population size. That said, we are growing and we are going to need to plan for better access to indoor aquatic recreation for our residents. An indoor pool solution is in the County’s vision for the future but not until we reach a size where the costs can be spread over a bigger tax base. In the meantime, we need to work towards better partnerships with larger neighbouring communities that have indoor pools. Council recently discussed this subject and the options and planning timeline related to Indoor swimming at the Sept 15 administration and operations meeting. I encourage residents to watch the YouTube video of that meeting.

What are your views on establishing a public transit system within the County of Brant to connect communities such as Paris, Brantford, Burford and St. George and how should the County approach the costs and funding associated with implementing and operating such a system?

I would love to see a public transit system that connects our communities better. This is another expensive proposition for the taxpayers and we need to lobby other levels of government to help find funding solutions.

What changes or improvements would you like to see made to Brant Transit to better meet the transportation needs of County of Brant residents?

Brant Transit delivers around 2,000 rides per month, serving hundreds of people fairly well. It is an unusual concept with its door-to-door Ride Share principle and I know some people find it frustrating that it doesn’t always meet their needs. All forms of Public Transit require substantial subsidization and since all County of Brant taxpayers contribute to the funding of this service, we need a solution that serves all parts of the County—that is the challenging part. We can’t just create a bus service that links Paris to Brantford…. It’s a lot more complex than that. County staff are diligently working on new ideas and I am optimistic that we will see continued improvements in this area in the medium term. In the short term, staff are working with the service provider to improve the booking window and cut off time to increase rider access and equity.

What specific outcome would you work toward regarding the proposed boundary adjustment involving the Brantford Municipal Airport and surrounding County-owned lands? Include key concerns you would address before supporting any agreement with the City of Brantford?

This is a particularly frustrating topic for me, due to how it was forced through a Provincial Facilitator process and the investment of time it required from County staff. If the subject is resurrected by new Councils, I look forward to seeing a final solution that causes minimum impact to County residents. Advancing this topic is NOT in my list of priorities for next term.

Can you provide an example of a time you worked within a complex organization or with a diverse group of people to achieve a successful outcome? What role did you play in reaching that result?

Prior to being on Council, I have worked with international organizations (ASTM International) to develop indoor playground safety standards adopted worldwide. I have served on Conestoga College’s Program Advisory Council, and I have worked with a local Church facilitating a multi-year fundraising project targeted toward building repair and restoration. During my time on Council, I have been on the Mayors’ Task Force on Affordable Housing, Chair of the Heritage Advisory Committee and Chair of the Community Improvement Program Committee while participating in several other committees. ALL these groups were a diverse collection of passionate individuals and all worked collaboratively together and achieved strong results.

If elected to Brant County Council, will you propose a motion for Council's approval to impose a one-year moratorium on artificial intelligence data centers until the water, energy, pollution, and noise issues are thoroughly understood?

Yes. Happy to.

The County has adopted a Long-Term Financial Plan to help guide its financial decisions and priorities over the coming years. If elected, how would you use that plan to guide your decisions at the council table, particularly when weighing new priorities, major investments and the long-term affordability of services for County residents?

Our Long Term Financial Plan is a critical tool to help determine what we can afford and what we can’t afford. We are a growing community and that means that we will always need to invest appropriately in our infrastructure and services however I am a fiscally conservative person by nature and I don’t want to see us spend money on the wrong investments at the wrong time.

jeFF JOHNSTON

The pace and scale of development have been frantic to say the least, yet I support development and the county’s plan as long as we keep ahead and are able to provide all the social and continued services & infrastructure that reflect the county’s plan and the needs and wants of the community while keeping in mind it’s only a guideline and staying flexible to change within our limits.

The benefits of zoning changes in the downtown reflect growth yet maintaining the character and appearance while always keeping the businesses and people who live in the area and the impacts upon them. Communication is key while reflecting their concerns. Consistency of zoning should be maintained.

Communication and informing people of the Paris pool and how it came to be through community fundraising by The Paris Lions club. I would support the need for another pool while recognizing that a multi use facility may better represent long term. More community engagement and working with partners in the community to enhance the possibility of another pool all the while keeping it affordable and one that reflects growth.

Public transit is an interesting one and working with Provincial partners to keep it affordable and accessible while we work towards grants to enhance. Also keep in mind we had transit when we worked with the City of Brantford and their public transit. Maybe a working relationship would be the benefit or at least being open to exploring different avenues of working together to make The County of Brant stronger and more viable together.

What changes or improvements would you like to see made to Brant Transit to better meet the transportation needs of County of Brant residents?

Brant Transit does provide a valuable service and one that could be expanded with access and affordability in mind, one that addresses the needs and wants county wide.

Negotiation and communication are what is needed to reflect the need for farmland and environment concerns are addressed regarding water and other services while recognizing the value of the land.

Can you provide an example of a time you worked within a complex organization or with a diverse group of people to achieve a successful outcome? What role did you play in reaching that result?

As an employee of Hydro One, I was in the logistics chain of the smart meter roll out, which involved a large geographic area and a big change in the way Hydro companies do business. Timelines were everything so working together and looking over the horizon for possible impacts, questions and concerns.

A one-year moratorium, I do agree with while recognizing that provincial partners have already implemented data centres etc. Controlling our data keeps it safe and secure and within Canada laws. Regina may be a good place to begin and after seeing former Prime Ministers Stephen Harper & Jean Chrétien and Prime Minister Carney come together for a sovereign Canada does speak volumes. All the while we need to keep in mind environment impacts and especially other water and power usage. Caution while embracing new technology.

The County’s long term financial plan is a good guideline to start yet staying flexible to provincial elections and their impact upon a financial plan. That being said, the county guidelines are an amazing place to start.

jAMES MCCULLOCH

Like taxes, growth is a constant, whether the community supports it or not we have been given little if any choice in the matter. We must do our best to achieve controlled growth, supported by strategic investments in infrastructure, strong financial oversight, and a commitment to affordability. Council must ensure that growth benefits both new and existing residents while protecting taxpayers from unnecessary financial burdens. If we plan properly, growth can strengthen our communities, expand our tax base, improve services, and preserve the quality of life that makes the County of Brant such a desirable place to call home.

Residential development in downtown Paris can provide important benefits, including new housing opportunities, increased support for local businesses, and a more vibrant year-round downtown and an increased tax base. However, growth must enhance, not diminish, the character of our community.

Paris's historic architecture, riverfront, walkable downtown, and small-town charm attract residents, visitors, and businesses. New development should respect the downtown's scale, design, and heritage character while enhancing the qualities that make Paris "The Prettiest Little Town in Canada."

There will be challenges with respect to parking, increased traffic flow, municipal services and infrastructure. These increased pressures should be addressed by growth-paying-for- growth, without increasing the tax burden on existing residents.

Controlled development that increases housing choice, preserves our heritage and downtown character, and ensures infrastructure keeps pace with growth can strengthen downtown Paris without sacrificing what makes it special.

I support exploring the need for an indoor public pool, provided there is demonstrated demand, a sustainable funding model, and limited impact on taxpayers. A public pool would improve access to affordable recreation, swimming lessons, fitness programs, and year-round activities for families, youth, and seniors while reducing reliance on Brantford facilities.

Indoor pools are expensive to build, operate, and maintain, creating long-term financial obligations that could increase property taxes if not properly planned. Outdoor pools cost less but provide only seasonal access and limited programming.

The County of Brant should pursue available grants, development charge revenue from new growth, community sponsorships, user fees, and fundraising partnerships. Growth-related infrastructure funding should help offset capital costs where appropriate.

My priority would be a needs assessment and business case that evaluates demand, costs, and funding options, ensuring improved access to aquatic facilities without creating an undue financial burden on current taxpayers.

As the County grows toward its projected population of 59,000 by 2051, we should continue evaluating public transit options. Given our geographically dispersed communities, I believe on-demand and regional transit solutions are likely to provide better value for taxpayers than a traditional fixed-route system in the near term. Any future transit investment should be driven by demonstrated demand, sustainable funding, and affordability for taxpayers.

From a long-term planning perspective, it makes sense to evaluate the possibility of public transit connections between County of Brant hubs that clearly defines the thresholds of when such a plan would become economically feasible and sustainable.

Without sufficient ridership, a fixed-route transit system would create ongoing operating costs that ultimately increase the burden on property taxpayers.

What changes or improvements would you like to see made to Brant Transit to better meet the transportation needs of County of Brant residents?

Brant Transit's on-demand model is more practical and cost-effective than a traditional fixed-route system. Before a decision can be made on whether the service needs to be expanded, we first need to identify the current issues and fix them, otherwise we are simply compounding the pain points and not providing real value.

The County should evaluate current challenges, including service availability, wait times, coverage areas, operating hours, and overall reliability. Once these issues are identified, the County needs to develop a plan with measurable results to address gaps and improve customer experience.

My position is that any agreement involving the Brantford Municipal Airport must protect County taxpayers and agricultural land first.

I would support discussions with the City of Brantford only if they are limited to the airport property itself. I do not support the sale or transfer of County-owned land that is currently designated for agricultural use. Prime farmland is a valuable and finite resource that should be preserved for future generations.

Any transaction must be based on an independent fair market valuation, with the County receiving full market value for the land. I would insist on a single upfront lump-sum payment at closing. I do not support deferred payments, vendor take-back arrangements, or any structure that effectively makes the County a financier of the transaction. County taxpayers should not be exposed to financial risk or uncertainty.

Can you provide an example of a time you worked within a complex organization or with a diverse group of people to achieve a successful outcome? What role did you play in reaching that result?

Throughout my career in technology, I have worked within large, complex organizations and led cross-functional teams to deliver measurable results. In one role with a major telecommunications company, I led a team of four people evaluating a long-term software purchase. By thoroughly analyzing actual business needs, we determined significantly fewer licenses were required, resulting in upfront capital savings of $18 million and an additional $3 million in operating savings over three years.

At a large financial services organization, I led a team of 12 individuals to re-platform 26 applications onto a more cost-effective platform. This initiative generated $120,000 in upfront savings and reduced operating expenses by $1.7 million annually over three years.

My role in both initiatives was to bring stakeholders together, challenge assumptions, analyze the facts, and make financially responsible recommendations. I will bring that same analytical, evidence-based approach to County Council, ensuring taxpayer dollars are spent wisely.

If elected to Brant County Council, will you propose a motion for Council's approval to impose a one-year moratorium on artificial intelligence data centers until the water, energy, pollution, and noise issues are thoroughly understood?

Currently, there are no proposals before the County of Brant for an AI data centre. In the absence of a specific application, I do not believe imposing a blanket moratorium is a productive use of Council's time or resources.

Any possible proposal would be evaluated on its own merits using facts, expert analysis, and the County's planning processes. Council has a responsibility to consider all potential impacts, both positive and negative, including water consumption, energy requirements, noise, environmental effects, economic development opportunities, employment, tax assessment growth, and infrastructure capacity.

Data centre’s vary greatly in their resource requirements. It all depends on their design, cooling technology, energy sources, and location. Decisions should be based on evidence rather than assumptions.

My approach would be to carefully evaluate any future proposal, engage residents, review independent technical assessments, and ensure any decision protects taxpayers, infrastructure, the environment, and the long-term interests of County residents.

If elected, I would use the plan to evaluate whether new projects and investments support both the County's short-term and long-term infrastructure needs. As our population grows, we must ensure roads, water and wastewater systems, recreation facilities, emergency services, and other critical infrastructure keep pace in a financially sustainable manner. My professional background has taught me the importance of careful analysis, measuring costs against benefits, and finding the most efficient use of resources.

I would bring that same approach to Council, ensuring tax dollars are spent wisely and that residents receive value from every investment.

When considering new priorities, I would ask three questions: Is it necessary? Is it affordable? Does it provide long-term value to residents? By balancing fiscal responsibility with strategic investment, we can support growth, maintain services, and protect affordability for current and future taxpayers.

Ward 2 Candidate Q&A: Ward 2 candidates answer questions from Paris Independent readers

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