Ward 3 Candidate Q&A: Ward 3 candidates answer questions from Paris Independent readers

6 days ago

32 min read

Casandra Turnbull

Managing Editor

All certified ward 3 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 candidate’s 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 4.

John Bell

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?

The Province determined Official Plan targets (population > 59000, employment > 26000 by 2051). These targets, effectively non-negotiable, set the pace and the scale of development.

To deliver this growth new and upgraded hard infrastructure (e.g. road systems) is required. County/Council must provide the major hard infrastructure noting that the majority of funding comes from development charges and provincial grants. Soft infrastructure, such as schools and healthcare, is however provided by others - but Council has a duty to work with relevant agencies.

Council should support the focus of population growth to be in urban settlement areas (Paris/St George) and employment growth in the 403/Rest Acres Road corridor and Cainsville – it’s efficient in planning terms, levers major transportation routes, and minimizes impact to rural communities/agricultural lands.

Council should challenge developments leading to growth beyond the targets set in the OP and resist expansion of the current urban settlement areas.

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.

I believe downtown Paris requires revitalization – without it downtown will deteriorate and lose character. Execution of the downtown Paris Master Plan will rejuvenate downtown; make it more attractive to existing/future County residents and tourists alike; more tourists and more residents will sustain retailers and hospitality providers albeit reinforcing the need for additional parking.

I supported rezoning to permit a parking structure on Mechanic and a mixed-use commercial/residential structure on Broadway. I also support additional, character sensitive, renovation of other downtown properties to further grow downtown population.

I also support the related, necessary, and once in a generation multi year downtown dig whilst recognizing it brings challenges to traffic flows, with associated disruption and delays, and has added commercial pressures to some downtown businesses. Council and County must work even harder and smarter to minimize impacts.

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?

The community desires an indoor swimming pool – for year-round leisure use, therapeutic use and, vitally, provision of increased capacity for swimming lessons for children. I support this in principle but understand indoor pools are expensive to build and operate.

An indoor pool is included in County’s 10 year capital forecast at $25 million, coming into operation in 2035. A recent staff report indicates the cost to be $ 37-48 million! This price tag draws into question the financial feasibility of such a facility.

I have encouraged County staff to think creatively and consider more affordable options (e.g. converting our existing outdoor pool into a year-round facility or building a County owned “Brave Waves” type facility). If feasible, it could advance availability of year-round swimming and at lower cost.

Meanwhile, for leisure swimming, I recommend the use of the Wayne Gretzky centre facilities or the YMCA pool in Brantford.

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 grew up in a small UK town - my parents had no car - public transit was essential. There are County residents in a similar situation. Brant Transit, our ride share system, has about 1000 regular users and is subsidized by taxpayers at $900,000 annually. Public transit is expensive!

80+% of the trips are Paris to/from Brantford. There’s a potential case for a fixed route with destinations such as Brantford Bus station and connections to Cainsville. County staff have been in discussion with City staff. The cost of a fixed route service is estimated at $600,000+/year.

Who would pay? Is it fair to place the additional tax burden on non-Paris residents? A special levy on Paris residents is one possible solution or, alternatively, higher ride charges for users.

But creating a fixed Paris/Brantford route could release Brant Transit capacity to better serve the balance of the County.

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

Reviews received from Brant Transit riders are positive - 4.9 out of 5. Complaints are relatively few, about 5 per month, and most often relate to inability to get the time slot requested and, occasionally, failure to turn up. Some users have had concerns with the booking process. VIA, the provider, and County staff continue to seek improvements and report to Council on a regular basis.

Regarding improvements to the availability of service and expansion of routes please see previous answer.

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?

The airport is owned by the City but located within the County municipal boundary. As such the City pays property taxes and, when development occurs, development charges in the same way as any other property owner or developer in the County.

If the City wishes to expand operations and the size of the airport I have no objection in principle. However, I do not support the presumption that therefore an annexation is needed to address this wish.

I understand some landowners adjacent to the airport would be willing to sell their lands to the City to permit expansion – and I would support such a simple commercial transaction.

Importantly, stepping back from the earlier City approach of forcing the issue, using a Provincial Government appointed facilitator, is required and I hope new City and County Councils will work towards a mutually acceptable outcome in a much more collaborative way.

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?

I was a member of the Board of Health (BoH) for Brant County Health Unit (BCHU) for 6 years prior to its amalgamation with Haldimand Norfolk Health Unit (HNHU) to form Grand Erie Public Health (GEPH) in 2025. As a part of BCHU’s merger planning team I worked with the representatives of the 4 contributing municipalities, the Ministry of Health and consultants to plan the merger, develop organization structure, and plan implementation of what is a major undertaking involving over 200 staff, 5 locations, and a $20+ million annual budget. I contributed my experience of private industry mergers, my expertise in business planning and 6 years of Board of Health experience including 2 years as Chair during Covid.

GEPH launched Jan 1 2025. Integration of BCHU and HNHU has been successful, delivering benefits to our community, thanks to the hard work and dedication of many staff and BoH members.

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?

No. I don’t see this as a County of Brant priority. We have had no applications for such a data centre. Should one arise I believe the current application assessment process employed by the County’s Development Services Team would ensure full and timely understanding of potential issues.

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?

I have been a strong advocate for the development of the Long Term Financial Plan (LTFP) since joining Council. A LTFP allows Council to model and understand long term financial impacts of its operating and capital plans.

The LTFP permits the development of forecasts of property tax requirements (and any resulting annual tax increases), provides a forecast of municipal debt levels (and approaches to debt ceiling limits), and allows Council to consider alternative spending and revenue scenarios. Council will make better informed decisions.

The LTFP allows Council to assess financial impacts of major project decisions, results of tender awards, changes to provincial legislation, award of grants and subsidies, and changes to service provision or service levels.

Council will have to reflect of the needs vs wants as they allocate our limited discretionary funds. The LTFP will help greatly in building future budgets and capital forecasts.

Emad Yosif (Joe)

I support carefully managed growth that provides homes while protecting the quality of life of existing residents. The pace and scale must match our ability to provide roads, water, wastewater services, recreation and emergency services. I would assess development against that capacity rather than assume every proposal is appropriate. Council should consider affordability, traffic, environmental protection, farmland and the long-term cost to taxpayers. Growth should strengthen our community and preserve the character that makes the County of Brant special.

More residents downtown could support local shops and restaurants, provide additional housing and help people live closer to services. However, development can also create challenges involving traffic, parking, construction disruption, servicing and heritage protection. I would assess the detailed proposal before deciding whether to support it. My priorities would be appropriate building scale, safe pedestrian access, protection of downtown character and a practical plan to support businesses during construction. Residents and business owners should have meaningful opportunities to raise concerns.

I support improving access to affordable swimming and lessons. My first priority would be reviewing how we can make better use of existing facilities and explore partnerships for additional swimming time. I would consider a new indoor or outdoor pool, but would need clear information about demand, construction costs, staffing, maintenance and annual operating expenses before committing. Council should compare the options and investigate outside funding. Families need accessible recreation, and any investment must remain affordable for residents over the long term.

I support examining practical ways to improve transportation between our communities and connections with Brantford. Council should begin with evidence about where people need to travel, when they travel and the barriers they face. A limited trial could help determine whether scheduled routes, on-demand service or a combination provides the best value. Funding should be considered through partnerships, available grants and a transparent assessment of fares and taxpayer support. Expansion should depend on demonstrated demand, accessibility, reliability and sustainable operating costs.

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

I would begin by listening to passengers and reviewing information about booking difficulties, waiting times, missed trips and service availability. Priorities should include dependable transportation to work, medical appointments, shopping and community activities. I would examine whether booking could be simpler, connections better coordinated and service hours better matched to demand. Telephone booking and accessibility are important alongside digital options. Any changes should have measurable goals so residents can see whether service is improving and whether public money is being used effectively.

My goal would be an outcome that protects the County’s long-term interests and provides a clear, demonstrable benefit to residents. I would need to examine the proposed agreement before supporting a boundary adjustment. Key concerns include the value of land and assets, future tax revenue, servicing responsibilities, environmental obligations, farmland and the effect on neighbouring residents. I would also want a clear comparison with keeping the present boundary. Residents deserve understandable information and meaningful consultation before Council makes a decision with lasting consequences.

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?

One example is helping the food bank in Paris support people in need. This is a shared community effort that brings together people from different backgrounds for a common purpose. I value the contributions of volunteers, donors and everyone who helps make this work possible. To me, cooperation means listening, respecting different views and focusing on what we can achieve together. I would bring these values to Council, working with fellow councillors, staff and residents to find practical solutions that serve our community.

I would seek a public staff report and legal advice before committing to a motion for a one-year moratorium. I would want clear information about water use, energy demand, noise, pollution and potential costs to residents. The report should examine whether a temporary pause is necessary and what authority the County has to implement one. Residents should be able to review the evidence and provide input. My priority would be protecting community resources and making an informed decision with appropriate safeguards.

I would use the Long-Term Financial Plan to assess whether decisions are affordable today and in future years. Before supporting a major investment, I would ask about its full cost, including staffing, maintenance, borrowing and eventual replacement. Essential services and the upkeep of existing assets should receive careful attention. New priorities should be compared openly, with clear explanations of their effect on taxes, reserves and service levels. I would support reviewing the plan regularly as conditions change and explaining those changes in language residents can understand.

Arooj Shaikh

I strongly believe that the only constant in life is change. However, if you change too fast, it results in chaos. While I like to see the County growing, I want to make sure that we have the proper infrastructure in place, before houses are built. I want to ensure that the roads and maintenance that are happening now, consider the forecast of growth over the next 10 years, so that the same roads aren’t reconstructed again in the near future. If the current growth was anticipated as far back as 2010, then we should’ve scaled the roads and infrastructure updates, changed the old pipes, at a manageable pace over the past decade, rather than multiple construction sites happening at the same time now. This would have minimized the disturbance to traffic in an already growing county.

I am not opposed to growth, as long as it is done responsibly. My approach would be to support the addition towards new housing in downtown, provided that the infrastructure, parking, transportation and heritage is kept at pace. I would want to hear directly from the local businesses and have meaningful public engagement throughout the planning process.

Benefits: Increase in local pedestrian traffic helping downtown businesses, more affordable housing, less square footage and caters to diverse families or seniors, young professionals or people looking to downsize, better use of the existing downtown amenities outside of tourism times

Challenges: Parking and traffic, community and pedestrian safety, ensuring growth complements the existing downtown character and keeps the small town feeling intact

I would prefer to create either an indoor swimming pool or add it into the Brant Sports Complex expansion. This would create a one stop shop for families to have their kids enrolled in various sports and activities, along with aquatics. Rather than creating different establishments for different activities, I would like to see everything under one roof. A ward 3 community member recently discussed an idea with me of covering the existing Paris Community pool to make it useful during the winter. I would like to explore this option and investigate this avenue for cost.

One of my priorities is public transportation, but we need to be smart about it. A line running to Cambridge and to Brantford would be ideal. The investigation was already done by the county, and it was determined to pilot the Brant Transit we have today. I believe the data being gathered by this avenue is not adequate, as the Brant Transit system needs to be booked a day in advance, therefore same day transportation needs are not reflected. A more accurate measure is understanding the traffic moving in and out from both ends, to determine the frequency of public transit needed and how often. Along with this, a contract for funds sharing needs to be in place with both communities with stipulations on if increased social services are being administered due to people moving in and out of the County, how that will be handled across jurisdictions.

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

We need same day transportation and a more reliable service. Too often I hear from residents that the transit doesn’t show up, or is late. We need workers and students to trust the transit being offered and keep it flexible enough for people to use. We need our seniors to be comfortable getting to same day appointments when needed, as health can be unpredictable as we age. We need to have access to healthcare facilities and other major transit hubs as our community grows.

The current status is that the conversations have paused since August 2026 due to pressure from the County community, after Brantford’s proposed area was reduced. I would want to protect the county’s interests first, and then open the negotiation to see if there is a middle ground that protects both municipalities’ interests. I would need to see a clear benefit to both and to the landowners affected. I’d want to understand the implications of the farmland that would be affected, how the land will be used in the future and any financial impact to the County and on taxpayers. These stipulations will then need to be built out in a contract to protect the county from any setbacks. This pause will give us the time to re-evaluate and then make an informed decision.

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?

I am a healthcare worker (Medical Radiation Therapist) and currently work in the corporate world in Pharma, as a Senior Manager in Global Medical Affairs. I am the President and Founder of my own non-profit aimed at giving back to our community. I have 17 years of professional experience and throughout this time, I have had to manage a staff of 45, report to the VP every month, and work with my colleagues to bring the best programs forward that give patients access to life saving medication. I am a Patient Family Advisor Council member with the Brantford General Hospital and Advisor with the Child and Family Care Services of Grand Erie. Working with these diverse groups requires collaboration, understanding, public speaking and project management.

I would definitely like to propose a pause on this as we gather more evidence on what the implications are. Everything we do should be in the best interests of our community. Prior to approving anything after we have had a chance to review what this means for the health of our community, I’d like to understand the volume of water that will be needed for these facilities, the noise it will generate, the environmental impact on air quality, and then weigh it against the economic benefit. I’d want to know if this will impact taxpayers and what remains within provincial jurisdiction. As a healthcare worker, the well-being of the community is a priority for me, and ensuring I have a clear understanding of these is key. Understand the impacts first, establish rules and regulations, protect the health of our residents and then evaluate proposals.

This should be used as a decision-making tool. We would need to understand the full financial impact of any new project proposals. This includes the full development life cycle, from initial costs, to operations, maintenance, staffing and roads. We will need to ensure we are prioritizing our financial decisions, looking at different forms of funding through grants, development charges, partnerships and reserves to minimize pressure on taxpayers. We will need to prioritize essential services, maintain what we currently have, plan for responsible growth and then make sure new proposals are financially sound and affordable. Making responsible decisions that align with our strategic priorities over the full 10-year plan ensures that we remain financially stable and sustainable for current and future residents.

Clifford Atfield

Future development will happen but in Paris development is going to fast. Jobs must support growth. Existing taxpayers should not subsidize new growth through increasing property taxes.

What the county did downtown has destroyed the historic uniqueness. I feel residential development downtown will not bring it back. The majority of the store owners and taxpayers do not want the change.

I would support an indoor pool, preferably with the twin pad where it should have been. We need to look at funding for this project to move forward.

I would look at a bus line from Brantford to Paris first. Then if that works bring in St. George and Burford. We need to look at funding for help from Brantford and Ontario Government.

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

I do not personally use the Brant Transit, but I have heard from many people that they are disappointed in the service. This needs to go back to Council and Staff to see where they can improve their service.

Regarding the proposal on the boundary adjustment involving the Brantford Municipal Airport and surrounding land we need to make sure the County of Brant gets a fair deal. If we don’t agree with the proposal, we just say no.

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?

When I was on Council, I pushed to get a new Arena for Paris. I went to the AMO conference in Ottawa and met with Ontario Government and explained why we needed a new arena. Later a staff member came forward at council with information that the government would pay 2/3 of the cost for the twin pad arena. The county also had the land donated from M. Gurney. We finally got approval after resistance from some council members. I was the main person pushing for the new arena.

I would agree to a 1-year moratorium. There is lots of information that could be useful for the County of Brant, but you have to be careful because it can be used the wrong way.

If elected the first thing I would do is look into the long-term financial plan to decide if I would agree with the LTFP. Knowing there will be changes made, council will need to work together to make sure it benefits the Brant County taxpayers.

David Spencer

Brant County, and certainly Paris, have seen extraordinary growth in the last few years. I am in favour of growth, but I believe residential and commercial development must follow infrastructure. Hundreds of acres of farmland have been razed for new residential and commercial development; a reliable transit connection needs to be part of the plan. I also believe a Northern bypass around Paris needs to be a priority. I believe that Paris should embrace its role as a tourist destination, not just build for the sake of building. People come to downtown Paris because it is pretty, because of its charm.

As a resident of downtown Paris, I oppose the recent rezoning; I spoke against it to Council during public consultation. I agree additional parking is required, but I prefer the idea of locating the parking structure behind Council Chambers. I do not believe that adding hundreds of new residential units and commercial spaces to Downtown Paris is wise; I believe Downtown Paris needs to embrace its role as a tourist town. I grew up in Waterdown, and over the last 20 years urban sprawl destroyed its character and turned it into another Mississauga. As a member of The Board of Directors for the Paris Museum and Historical Society, I don't want to destroy what makes Paris special.

A year-round aquatic facility would be a great addition to Brant County. A new indoor pool, situated near the Brant Sports Complex could be serviced by a new transit connection through Brant Transit. Also, I would propose a new river access point in downtown Paris as part of a public park in the lot behind The Wincey Mill.

I believe that a reliable public transit connection Through Paris to Brantford is overdue. We cannot build hundreds of new residential units, and hundreds of acres of new commercial and industrial developments without connecting the two. I lived and worked in Toronto for more than fifteen years in both the service industry and construction; that would not have been possible without reliable transit access. As the County grows, we must provide ways to connect people with jobs.

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

As I mentioned before, I believe a regular transit connection between Paris and Brantford is necessary. I would like an assessment that includes the recent housing development, new commercial developments, factors in future growth, and considers the best way to connect the people of Brant County with jobs and recreational facilities.

I do not agree with the boundary adjustment. I am not in favour of sacrificing prime farmland and green spaces to potentially expand runways or build a new business park. I am not in favour of building cargo terminals, which seems almost inevitable with a new Amazon delivery centre being built on Rest Acres Rd. I do not believe that there has been enough public consultation on the matter.

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 a commercial construction superintendent, I regularly work with my project management team, architects, engineers, project stakeholders, and municipal and regulatory authorities to complete a project. Every week I am faced with unforeseen issues that need to be solved for the project to move ahead. I don't always have to have the answer - the key is to consult experts in their fields, talk with stakeholders, prioritize, and revise the plan.

I am completely opposed to AI data centres of any kind in The County of Brant. Period.

I respect the opinions of Council, and would accept the Long-Term Financial Plan for consideration, but I would feel obligated to weigh my own opinions, informed by constituents, to guide new priorities and investments.

John Peirce

Growth is not a choice, but how we manage it is. I support responsible, phased growth that keeps pace with infrastructure, schools, roads, recreation, and emergency services. We need more housing choices for young families and seniors while protecting farmland, natural heritage, and the character that makes the County of Brant special. As an incumbent, my focus is clear: growth must pay for growth where it can, maintain a financially sustainable County, and strengthen our communities without shifting costs onto existing taxpayers. By maintaining a strategic plan and investing wisely, we can welcome new neighbours, support local businesses, and preserve the quality of life that makes the County of Brant such a great place to live, work, and raise a family.

Downtown Paris is one of our greatest assets, and we have an opportunity to modernize it the right way. New residential development can create much-needed housing, support local businesses, strengthen the tax base, and bring new energy to the downtown core. The challenge is ensuring parking, traffic, infrastructure, and municipal services keep pace while protecting the heritage character and charm. I support responsible change that enhances our downtown experience for residents, local businesses and visitors.

Access to affordable swimming and aquatic programs is important for families, youth, and seniors. As the County grows, our recreation facilities must keep pace. I support exploring a new indoor aquatic facility as a standalone OR as part of a larger multi-purpose facility, provided it is driven by community demand and a sustainable funding model, with emphasis on securing grants, partnerships, and growth-related funding wherever possible to minimize costs for taxpayers. We need to plan for the future while making smart investments that enhance quality of life and deliver lasting value for County residents.

Public transit will become more important as the County grows, and I support exploring practical, affordable transit options that better connect Paris, St. George, Burford, Brantford, and surrounding communities to jobs, healthcare, education, and local services. Any expansion must be driven by demonstrated demand, strong partnerships, and sustainable funding from provincial and federal partners. My priority is to improve transportation options while ensuring costs remain affordable and financially responsible for County 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 provides an important service for residents travelling to work, school, medical appointments, and community activities. My priority is to improve reliability, accessibility, and convenience while ensuring good value for taxpayers. As the County grows, we should use resident feedback and ridership data to guide practical improvements, strengthen connections between communities, and pursue external funding opportunities to enhance service in a financially responsible way.

My priority is protecting County taxpayers, preserving valuable farmland, and securing a fair outcome for our community. Before supporting any airport boundary adjustment, I would want clear answers on financial impacts, servicing responsibilities, governance, and the long-term benefits to County residents. Any agreement must be transparent, financially fair, and deliver real value to the County in the short and long-term. I support economic development, but it must protect taxpayers, respect agricultural land, and provide a strong, lasting benefit for the County of Brant.

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?

In my professional career, I lead major incident and crisis response teams, bringing together diverse stakeholders to solve complex problems under pressure. My role is to provide leadership, build consensus, and deliver results. That experience has reinforced my core approach to public service: listen, collaborate, and make informed decisions that protect taxpayers, strengthen our community, and deliver tangible and verifiable results for residents.

No, I would not support a blanket moratorium. I support responsible, evidence-based decision-making. Any data centre proposal must demonstrate sustainable water use, adequate power capacity, environmental protection, and compliance with noise standards through independent studies and public consultation. Developers must pay for any required infrastructure upgrades, taxpayers must be protected, and the County must see clear economic benefits. I welcome investment and innovation, but only when they are sustainable, responsible, and aligned with the long-term interests of County of Brant residents.

The Long-Term Financial Plan is one of the most important tools for protecting taxpayers and guiding responsible growth. Before supporting any major investment, I ask three questions: Is it needed? Is it affordable? Does it deliver long-term value? My priority is to invest in core infrastructure, support growth responsibly, and ensure every tax dollar is spent wisely. Residents deserve a Council that plans ahead, lives within its means, and keeps the County of Brant affordable for current and future generations.

Riley Mulholland

I support continued residential growth and development in the County of Brant, but it must be planned responsibly and at a pace our infrastructure can support. Growth is necessary to provide housing for young families, attract investment, and ensure our community remains vibrant. However, approving large-scale developments without addressing roads, traffic, parking, recreation facilities, and municipal services risks reducing quality of life for both current and future residents.

When considering new development, Council should evaluate infrastructure capacity, traffic impacts, school and healthcare accessibility, parking, and the long-term financial impact on taxpayers. I believe we should prioritize housing that supports families and long-term residents, such as detached homes and freehold townhomes, rather than an overreliance on very small condominium units that may not meet the needs of growing families.

Most importantly, growth should preserve Brant's character: safe neighbourhoods, strong local businesses, and a welcoming small-town community.

The proposed residential development in downtown Paris could provide important benefits, including additional housing, increased support for local businesses, and a more vibrant downtown core. I strongly support mixed-use developments that place housing above commercial space, allowing residents to live closer to the shops, services, and amenities they use every day.

The biggest challenges are parking, traffic flow, and infrastructure capacity. Downtown Paris already experiences congestion and limited parking, and additional residential density could place further strain on the area if growth is not planned carefully. I believe the proposed multi-level parking structure should be designed with future growth in mind and provide sufficient capacity for both residents and visitors. I would also support exploring discounted resident parking passes to help reduce on-street parking pressures.

I strongly support the development of a new indoor public swimming facility in the County of Brant. An indoor pool would provide year-round access for residents of all ages and offer far greater community value than a seasonal outdoor facility. In addition to recreational swimming, it could support swim lessons, aquatic fitness programs, rehabilitation activities, seniors' programs, and school partnerships throughout the year.

Access to affordable swimming facilities is important not only for recreation but also for health, fitness, and water safety. Many County residents currently have limited options and often rely on facilities further away.

While an outdoor pool can be a valuable amenity, I believe an indoor facility would provide the greatest long-term benefit and return on investment. As our community continues to grow, we should invest in infrastructure that serves families year-round and helps make the County of Brant an attractive place to live, work, and raise a family.

I support exploring a public transit system that better connects Paris, St. George, Burford, and surrounding communities, particularly as the County continues to grow. Reliable transportation can improve access to employment, education, healthcare, recreation, and local businesses while reducing pressure on roads and parking infrastructure.

At the same time, any transit system must be practical, financially responsible, and designed around actual community needs. I would support starting with a modest, scalable approach, such as a limited bus route or on-demand transit service, rather than committing immediately to a large and costly system. This would allow the County to evaluate ridership, costs, and effectiveness before expanding service.

Funding should be pursued through a combination of user fees, municipal contributions, development-related funding where appropriate, and available provincial or federal grants. The goal should be to provide residents with greater mobility while ensuring taxpayers receive good value and long-term sustainability.

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 has a lot of merit, and I would like to see it expanded to better support major community events across the County. During events such as the Paris Fair, downtown festivals, and other cultural celebrations, I would support offering temporary shuttle services with designated pickup locations and no pre-booking requirement. Similar programs have been successful in other communities by reducing traffic congestion, easing parking demands, and making events more accessible for residents and visitors.

As the County continues to grow, these event-based transit options could encourage greater participation in community activities while providing a convenient alternative to driving. This approach would build on the existing transit system in a cost-effective way, improving mobility without requiring a large expansion of regular service. It would also make our events more accessible to seniors, youth, and residents who may not have access to a vehicle.

I am open to a boundary adjustment involving the Brantford Municipal Airport if it delivers clear benefits for County of Brant residents and taxpayers. My priority would be ensuring that any agreement is fair, transparent, and supports long-term economic growth for both municipalities.

Before supporting an agreement, I would want a clear understanding of the financial impacts, future land use plans, infrastructure requirements, and any effect on agricultural lands and nearby residents. I would also want to ensure the County receives appropriate value in exchange for any lands or future development opportunities that may be affected.

Most importantly, residents deserve transparency throughout the process. Major decisions involving public land and municipal boundaries should be supported by strong evidence, public consultation, and a clear demonstration of long-term benefits to the community.

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?

I initiated a program that got the City of Hamilton to collaborate with local high school wood shop classes to build bat boxes. I was hired as a Contract Administrator for the City as a college co-op. In the first week I automated data entry which turned a my 4-day task into a 2-hour task. To make use of this new excess time, asked about where else I could get involved. One person was looking for ideas for a new animal preservation project. I researched wildlife in the area to learn which important species were being threatened. This is how I discovered local bat colonies.

I reached out to my high school’s shop instructor and the school board to inquire about having the students build bat boxes that would be installed on municipal infrastructure. The project was green lit and roughly 10 shop classes made bat boxes.

I would support a one-year moratorium on artificial intelligence data centers to allow sufficient time for thorough research and public discussion. When considering any major infrastructure project, it is important to fully understand the potential impacts before moving forward.

Key considerations include water consumption, energy requirements, environmental impacts, noise, and the effect on both current and future residents. Council also has a responsibility to evaluate the potential economic benefits and determine whether a project represents a net positive for the community.

A one-year pause is a reasonable and responsible approach that would allow Council, experts, and residents to review the available evidence and make informed decisions. Growth and investment are important, but they should be pursued in a way that protects residents, maintains quality of life, and ensures the long-term interests of the County are being served.

I believe the County's Long-Term Financial Plan should serve as an important guide when making decisions about new projects, services, and investments. As Council considers future priorities, it is essential to balance community needs with long-term affordability and responsible use of taxpayer dollars.

When evaluating major investments, I would consider not only the upfront cost but also the long-term operating, maintenance, and infrastructure expenses.

Projects should provide clear value to residents and support the County's long-term goals rather than creating unsustainable financial burdens in the future.

At the same time, a financial plan should not prevent necessary investments in infrastructure, recreation, transportation, and community services. It should help Council prioritize projects that provide the greatest benefit while maintaining fiscal responsibility.

My approach would be to use the Long-Term Financial Plan as a roadmap for transparent, evidence-based decision-making that protects taxpayers while supporting responsible growth and a strong future for the County.

Ward 3 Candidate Q&A: Ward 3 candidates answer questions from Paris Independent readers

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