North Bay 2026 Candidate Answers

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.

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 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.

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.

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.

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.