North Bay 2026 Candidate Answers

For 2027, I would aim to keep the tax levy increase in the 3–4% range, with a clear breakdown of how much is driven by City operations versus external partners, and how much is offset by reserves and growth in assessment. This can only be speculative until we have more details.

I support dedicating future casino revenues to paying down the Community Centre debenture. Doing that could free up approximately $1.2 million annually that can be redirected toward road investments.

We need to stay the course on infrastructure funding. I support continuing the dedicated capital levy increase of 1% plus CPI so we keep building a sustainable funding source for roads, water, and infrastructure.

We cannot ask North Bay taxpayers to carry the entire burden alone. Strong relationships with our MPP, our MP, and senior levels of government are essential. I'll continue strongly advocating for infrastructure funding because every outside dollar we secure means less pressure on local taxpayers.

We need to get smarter about how we maintain roads. That means examining best practices from other municipalities, investing in preventative maintenance, and using technologies and approaches that extend the life of asphalt so we're protecting the investments we've already made.

We currently underspend on our roads, largely because annual budget allocations have not kept pace with rising costs for materials. Rather than continuing with a patchwork approach, we need a systematic, data-driven strategy. By using modern technology, such as annual drone surveys, instead of waiting five years between assessments, we can make smarter, targeted investments.

We must also maximize and reallocate funding from other levels of government. For example, we fell behind on road and bridge infrastructure when $9 million in gas tax funds was redirected to the arena project. We need to return to prioritizing essential core infrastructure. On overall tax percentages, my focus during budget deliberations will be on strict fiscal discipline and reallocating existing resources before asking taxpayers for more.

By 2030, I believe North Bay should be approving at least 400–500 new homes per year across the spectrum which includes purpose-built rentals, missing-middle infill, additional dwelling units, and supportive housing, with clear targets in our Official Plan and annual reporting on approvals versus completions.

The key measure I’d use: the number of people chronically homeless in North Bay, tracked through by-name lists and reported publicly at least twice a year, alongside shelter usage, housing placements, and overdose data, so we can see whether fewer people are stuck on the street and more are stably housed.

Housing targets and figures don’t always tell the full story. For example, current housing start statistics are inflated because care facility beds are being counted. Rather than picking an arbitrary target number, the City’s actual job is to fix the process. Private landowners and developers have available land, but they find municipal approvals far too cumbersome. We must overhaul our processes to expedite permits and approvals.

With construction costs exceeding $350 per square foot, building affordable social housing is out of reach for the City alone. We must partner effectively with the District of Nipissing Social Services Administration Board and tap into provincial and federal funding. Non-profits like Castle Arms demonstrate how leveraging land, management, and existing services can deliver results. A prime example was a halted plan to deliver 34 assisted-living units using a vacant tower at Cassellholme. It was to be akin to Marina Point or Empire Living, but for people on fixed incomes. Unfortunately, this plan was scuttled by the Cassellholme board without a clear reason. We must eliminate this kind of murky decision-making to move North Bay forward.

As for homelessness, I believe we must relocate the overnight shelter to a more suitable site that is close to public transit and co-located with integrated supports (meal services, community paramedicine, mental health and addiction and social services).

We should treat the Rural and Northern Immigration Pilot and other federal/provincial tools as part of a single, proactive recruitment strategy linking physician recruitment, skilled trades, tech, and to a clear North Bay value proposition: affordable housing, lifestyle, and a welcoming, inclusive community.

Success would be measured by net new doctors and skilled workers recruited per year, plus five-year retention rates and income growth in lower-income neighbourhoods.

We need to foster a stronger partnership with the Northern Ontario School of Medicine (NOSOM) to actively bring physicians (including those who are foreign-trained) directly to our city. The overwhelming public response when I recently welcomed a new doctor on social media highlights just how deep our physician shortage is. (The physician was not having great results for promoting his new office and asked for assistance to get the word out. That one post went viral and generated close to 50,000 individual viewers!)

Recruiting healthcare professionals and skilled tradespeople requires selling North Bay as a community where the whole family thrives. We must focus on quality of life, amenities and family support.

Newcomers benefit our city and vice versa. They broaden our economy, the city creates opportunities for partners and families, we both inspire new business ventures that help lift community members out of poverty.

In the first two years, I would prioritize an EV fleet and charging transition for City operations, starting with electrifying more of the City’s fleet.

On AI data centres: I would only support attracting one under strict conditions, including:

• Power use: must align with grid capacity and climate goals, preferably using non-emitting or low-carbon power, with efficiency standards and demand-management commitments.
• Trout Lake water: any water use must avoid impacts on our drinking water and be subject to transparent environmental review.
• Land: located in appropriate industrial/commercial zones, with clear community benefits (jobs, training, tax revenue) and binding agreements on noise, visual impact, and future expansion.

If those conditions can’t be met, we should focus instead on smaller-scale digital and tech growth that fits our infrastructure and environmental responsibilities.

Heavy electric fleet vehicles pose challenges due to wear and tear on roads and infrastructure and elevated fire risks from battery systems. We must take a measured approach, exploring hybrid options while battery technology matures. However, the City should lead by example by pursuing renewable "green" energy power for municipal public buildings.

I believe that the technology behind data centres has evolved, and modern facilities can be designed without heavy water consumption. Regarding power usage, any new facility must never compromise our grid capacity or increase energy costs for local residents. Given our immediate community priorities, attracting an AI data centre is not a priority for my first two years in office.

If the Trout Lake water plant needs a permanent PFAS treatment upgrade, my priority is keep the cost off local ratepayers as much as possible by:

• Pursuing long-term federal and provincial funding (infrastructure programs, environmental remediation funds, and any PFAS-specific streams).
• Exploring cost-sharing with responsible parties where applicable, and ensuring we maximize grants before considering local borrowing.
• Structuring any local contribution over a long amortization period, if absolutely necessary, to avoid sharp rate spikes.

Yes, I would commit to publishing PFAS test results in plain language, on a dedicated, easy-to-find webpage and through regular updates, including:

• What PFAS are.
• How current levels compare to health guidelines.
• What treatment is in place.
• What’s being done next.

Residents shouldn’t have to decode technical reports to understand their drinking water.

DND has said it will cover 97% of the costs related to PFAS remediation and water source protection measures. I will ensure that remaining capital costs for long-term upgrades do not fall on local property taxpayers.

While plans to upgrade the water treatment plant are developed, I want to see the mitigation schedule accelerated, including providing charcoal filtration systems to any homeowners whose drinking water shows elevated levels.

I am fully committed to publishing water quality and PFAS test results regularly and in plain, accessible language.

Yes, I would support:

• Recorded votes on every item, so residents can see exactly how everyone voted.
• Follow legislation for closed-door (in camera) sessions, strictly limited to what the Municipal Act requires.
• City budget and council data published online in open formats. Definitely. And I would be interesting in knowing what type of format you are interested in so that we can consider it.

Strong mayor powers: I haven’t seen a need to use them yet and don’t intend to unless it:

• Advance provincially mandated priorities like housing and infrastructure, where council is already broadly aligned.
• Ensure budgets are passed on time, while still engaging council and the public meaningfully.

I would not use strong mayor powers to sideline council debate or concentrate power for its own sake. Any use would come with a public explanation, clear rationale, and an open vote wherever possible, so residents can see that the goal is better outcomes, not less democracy.

It’s an absolute yes to full transparency. We can easily streamline Council meetings and enhance accountability by implementing an electronic button voting system to automatically record every vote. I also support establishing an online public dashboard featuring open data, as well as regular reporting on how Council budget decisions directly impact municipal service delivery and customer service complaints.

Strong mayor powers should be a rare exception, not the norm. Consensus and alignment among Council on key community priorities will always be my primary goal. However, in the event of political paralysis or the destructive voting-block dynamics seen during the past term, those powers can be utilized responsibly to keep the city moving forward.