INDEPENDENT IN MY THINKING. ACCOUNTABLE TO YOU.
October 9th, 2026
Destination Wasaga, institutional knowledge, and putting residents first
At three recent campaign events, several members of the public approached me and said they had heard I was part of the Smith Team.
LET ME BE CLEAR: I AM NOT.
I don't know where this rumour originated, but the information is incorrect.
I am running as an independent candidate for Wasaga Beach Council, with my own priorities, my own views and my own commitment to the residents of this community.
I believe in working collaboratively with people of different backgrounds, personalities and perspectives. Good governance requires listening, asking questions, examining the evidence and making informed decisions. I will support good ideas regardless of who proposes them, and I will respectfully challenge decisions when I believe residents deserve better.
Independence doesn't mean working alone. It means thinking for yourself while working constructively with others.
Another rumour: that I intend to put a stop to Destination Wasaga. That is completely false.
As a long-time resident, I understand how important it is to bring new vitality to our core entertainment district, grow our economy and commercial tax base, and extend our tourism season beyond the roughly 17 weekends of summer.
But I am also realistic about the cost, the length of time this will take, and everything that has to happen between the planning stage and the day we can sit on a balcony, enjoy dinner and watch the sunset — or attend a concert in a revitalized downtown.
I support the vision.
I believe we need to be thoughtful about how we get there.
DESTINATION WASAGA: A VISION MUST SERVE RESIDENTS AND PROTECT WHAT MAKES US SPECIAL
DO I AGREE WITH EVERY PIECE OF DESTINATION WASAGA? NO, I DO NOT.
Many of the residents I've spoken with, as well as those who have emailed me, have concerns about Destination Wasaga. Many of those concerns centre on financing, affordability and environmental protections—and rightfully so.
I believe we need to ask some fundamental questions.
What parts of Destination Wasaga will be economically feasible for residents to enjoy year-round?
Will the revitalized beachfront offer accessible, affordable opportunities for local families, seniors and residents on fixed incomes? How will we balance the needs of local residents with the commercial realities of tourism?
We need to understand not only what is proposed, but also what it will cost, who will pay, what ongoing expenses taxpayers may face and how we will measure success.
ENVIRONMENTAL PROTECTION MUST BE A PRIORITY
Wasaga Beach's natural environment is one of our greatest assets. Strong, meaningful environmental protections must extend beyond the piping plovers to include wildlife and their habitats, our fragile dunes, the pristine waters of Georgian Bay, and the appearance, cleanliness and ecological health of the beachfront itself.
Economic development and environmental stewardship must go hand in hand. We need clear protections, effective monitoring and accountability for the long-term health of our natural environment—not simply assurances that it will be considered.
We have an obligation to protect what makes Wasaga Beach special, not just for today's residents and visitors, but for future generations.
A 10- TO 20-YEAR VISION REQUIRES MORE THAN ONE COUNCIL
I've heard repeated messaging from the Smith Slate of Six suggesting that they are the candidates qualified to see Destination Wasaga through to completion.
That raises an important question:
IF DESTINATION WASAGA IS A 10- TO 20-YEAR VISION, DOES THE CURRENT COUNCIL EXPECT TO OCCUPY THE COUNCIL TABLE FOR THE NEXT 10 TO 20 YEARS?
No elected Council can guarantee that its members will remain in office for the duration of a project of this scale. Councillors change. Staff members retire or move on. Priorities and financial circumstances evolve.
That is precisely why we need documented plans, institutional continuity, transparent financial controls and safeguards for taxpayers.
How will decisions, research, reports and commitments be recorded and transferred so future Councils can build on the work already completed?
What safeguards will prevent taxpayers from repeatedly paying for consultants and reports addressing issues that have already been examined?
How will recommendations be prioritized, acted upon and measured, rather than simply left awaiting implementation?
Destination Wasaga must be bigger than any one Council, any one slate or any one election.
INSTITUTIONAL KNOWLEDGE: EXPERIENCE SHOULD NOT WALK OUT THE DOOR
Having worked as a Knowledge Management Specialist, I understand the importance of capturing, organizing and transferring institutional knowledge as employees leave, new staff arrive and elected officials change.
Knowledge management is about ensuring that valuable information, experience, decisions and lessons learned remain accessible to the people who need them.
This isn't just a management theory. It's a practical necessity for any organization that wants to operate efficiently, avoid repeating mistakes and make the most of the resources it already has.
Here's a simple example.
Imagine you own a small shop selling trinkets and keychains. Mary has worked for you for five years and is your top salesperson. She knows your regular customers by name, understands how to make them feel welcome, knows which questions help identify what they're looking for, and has learned how to turn a simple purchase into a satisfying shopping experience.
Now you hire Tom, who needs training.
Who would you pair Tom with: Mary, with her five years of experience, or someone who has been doing the job for just six months?
Of course, you'd want Tom to learn from Mary's experience. You wouldn't want all that knowledge to disappear when Mary eventually leaves.
And yet, without proper systems to document procedures, decisions, lessons learned and effective practices, organizations can lose valuable knowledge every time experienced people move on.
Municipal government is no different.
Destination Wasaga is being discussed as a 10- to 20-year vision. Over that period, Councillors and staff will change. How do we ensure that the knowledge accumulated today is available to the people responsible for making decisions tomorrow?
We need:
Organized records of Council decisions and the rationale behind them.
Accessible reports, research and consultant recommendations.
Documented commitments, costs, timelines and next steps.
Clear implementation plans with measurable milestones.
A reliable process for transferring knowledge to incoming Councillors and staff.
Regular reviews to identify what has been completed, what remains outstanding and why.
Taxpayers should not have to pay repeatedly for the same research, the same reports or the same lessons simply because knowledge wasn't properly preserved or transferred.
My professional experience has taught me that continuity doesn't happen by accident. It requires systems, accountability and a commitment to making institutional knowledge accessible to the people who need it.
This is one practical way I believe my experience could contribute to better municipal decision-making.
EXPERIENCE MATTERS. SO DOES THE ABILITY TO WORK WITH OTHERS.
My professional background includes more than 30 years of legal and management experience, translation work for provincial and federal governments, and service on the Town's Economic Development and Tourism Advisory Committee.
Throughout my career, I've worked with people from different backgrounds, cultures and professional disciplines. I've learned that progress doesn't require everyone to think alike. It requires preparation, clear communication, mutual respect, sound judgment and a shared commitment to the goal.
At the Council table, I will not be there to settle old scores, defend a political team or oppose an idea simply because someone else proposed it.
I will be there to listen, ask questions, examine the evidence, work through differences and focus on practical solutions.
I can support some decisions made by the current Council and disagree with others. That is not inconsistency. It is independent judgment.
I believe residents should expect exactly that from their elected representatives.
RESIDENTS FIRST. ALWAYS.
I want residents to feel that their concerns are heard, their questions are taken seriously and their voices matter. They deserve transparent decision-making, accessible information and responsible management of their tax dollars.
I will listen to residents, ask the difficult questions, scrutinize spending and work with others to find solutions that serve our community.
My responsibility, if elected, will be to all residents of Wasaga Beach—not just those who agree with me, those who vote for me or those who share my point of view.
I am not asking you to agree with me on every issue. I am asking you to expect independent thinking, respectful collaboration and accountability from the person you elect to represent you.
My focus is not on who gets the credit. My focus is on what gets done, how responsibly it gets done and whether it serves the people who call Wasaga Beach home.
Independent in my thinking. Collaborative in my approach. Accountable to residents.
Thanks for listening!
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