A Plan for Ingersoll: We Can’t Wait Any Longer

I have been blessed to call Ingersoll home for more than 40 years. For nearly half of

that time, I have watched our community work to find its groove again. I believe

Ingersoll is ready for its next chapter, and I want to help make it a successful one.

Throughout my career, I have spent decades helping organizations adapt, become self-

sustaining, and stay competitive in challenging times. I have learned that successful

communities, like successful organizations, need practical leadership, good information,

careful planning, and people who are willing to roll up their sleeves and get involved.

My three adult daughters know how much I value community involvement. They helped

with my efforts at the dog park and with the IOOF building after the 1991 fire. Although

they have moved to other communities, they still call Ingersoll home. They also keep me

connected to the priorities and challenges of their generation. I believe that perspective

is valuable as we plan Ingersoll’s future.

Building on the Opportunities Ahead

We have an exciting opportunity in front of us with the $38 million MURC scheduled for

completion in fall 2028. Along with that project comes more than $15 million in

anticipated road and utility work.

These are significant investments, and we need to make sure residents understand how

we will pay for them and how they fit into our long-term financial plan. We also need to

determine the best future for our current arena.

I believe we can make these investments while protecting the financial health of the

Town, but that will require open budgeting, good information, and some difficult choices.

The answers should be clear to council and to the public.

A Safer, Stronger Community

Ingersoll has changed since we had three additional police officers more than a decade

ago, including a community sergeant who helped direct OPP resources where they

were most needed, along with two school/youth officers.

I believe we should explore adding at least one officer with responsibility for

coordinating resources in our community and, potentially, serving as a youth advocate.

Investing in community safety is more than responding to problems. It is about building

relationships, supporting young people, and making sure our community has the

resources it needs to remain a safe and welcoming place.

Planning for the Ingersoll We Want

Housing is another area where I see great opportunity. I believe planning needs to come back to the council table. Elected representatives should be able to have meaningful conversations about planning projects and variances while respecting the professional advice of County planners.

We have seen long-awaited apartment buildings approved in areas that were not

previously zoned for them, while approved sites elsewhere have been unused for years.

At the same time, important policies around parking, trails, active transportation, and our

secondary plan can sometimes be viewed as barriers rather than tools for creating the

community we want.

We need to plan with purpose. We should welcome good development while making

sure it fits Ingersoll and contributes to the community we are building.

Our neighbours are seeing record housing growth and a wider range of housing

choices. Ingersoll can do the same. We need housing for all. Right here and right now.

A Practical Approach to Our Finances

The next few budgets will be important ones. With the MURC and other infrastructure

already in the capital plan, council will need to carefully examine every department,

project, and priority.

Staff understand what our community needs and where projects can be adjusted or

deferred. Council's job is to work with staff, ask the right questions, and make sure

residents understand the choices being made.

I would like to see council return to detailed, line-by-line budget scrutiny, supported by

staff expertise and better access to financial information. We should also make better

use of the talent we already have, develop succession plans, and encourage local hiring

and local companies wherever possible.

In my years leading organizational change and project management, I have learned

hands-on leadership and sharing information - especially financial information- build

trust and leading to better decisions. As Mayor, I will work to ensure council has the

information it needs to do its job, including important financial benchmarks such as the

BMA reports.

Volunteering is an Asset

Our volunteers are another tremendous community asset. We should make sure they

are properly trained and equipped to contribute. Not everyone has the time to join a

service club, but many people are willing to lend a hand when they see a worthwhile

project. We should make it easier, not harder, for those people to get involved.