Throughout this campaign, I have been asked about my position on Ontario’s Strong Mayor Powers at nearly every debate. My answer has been consistent.
Just because you have a tool doesn’t mean you should take it out of the toolbox.
I have serious concerns about the concentration of authority these powers place in the hands of one individual, and the lasting damage their use can cause to municipal governance, accountability, and the working relationships between the mayor, Council, and staff.
In October 2023, Haldimand County Council voted unanimously against accepting Strong Mayor Powers, including the Mayor, who expressed strong opposition to the legislation at the time.
In April 2025, that position was reversed when the Mayor committed Haldimand County to the province’s housing target of 4,200 new homes by 2031, without first bringing the decision to Council. As a result of that letter, Strong Mayor Powers were extended to Haldimand effective May 1, 2025.
Just weeks later, those powers were used to unilaterally dismiss the County’s Chief Administrative Officer, without a Council vote or advance notice to councillors.
Regardless of anyone’s opinion of the individuals involved, these events demonstrate just how much authority is now concentrated in the mayor’s office.
My greatest concern is what happens to the decision-making process once these powers are exercised, or even threatened.
Once the genie is out of the bottle, you can never put it back in.
The dynamic around the Council table changes. Councillors may become reluctant to challenge the mayor, and staff may hesitate to offer professional advice that conflicts with the mayor’s position.
Throughout my career, I have served on numerous corporate and non-profit boards of directors. These boards are probably the closest parallel to municipal council outside of government.
On some of those boards, I held a veto vote, giving me the authority to block decisions even when the majority of directors supported them.
There were certainly times when I disagreed with the direction a board wanted to take, but I never considered exercising that veto. I understood the consequences.
Once directors believe their collective judgment can simply be overridden, they may become less willing to challenge decisions, contribute ideas, or participate in meaningful debate.
Worse, you risk introducing apathy into the boardroom. Why invest your time and experience into a decision if one individual can simply override everyone else?
I was never willing to risk undermining the effectiveness of a board for the sake of getting my own way.
I would much rather lose a vote after an honest, well-informed discussion than win one by exercising extraordinary authority at the expense of the democratic process.
The same principle applies to municipal council.
I am equally concerned about the impact Strong Mayor Powers have had on Haldimand County’s internal working environment.
I have heard the situation described as County staff “walking on eggshells,” worried that saying the wrong thing, challenging a decision, or even looking at the mayor the wrong way could put their employment at risk.
The mayor has already demonstrated a willingness to unilaterally dismiss the County’s most senior administrator. It is reasonable to question what message that sends throughout the organization.
When employees are afraid to disagree, morale suffers and the quality of decisions can be compromised. Instead of offering their best professional advice, staff may begin making decisions based on what they believe will appease one individual.
That is a dangerous environment for any organization, particularly municipal government, where decisions affect public services, taxpayer dollars, and the future of our communities.
County staff must be able to provide honest, professional advice, even when that advice is something the mayor or Council may not want to hear.
I have spent decades leading businesses, managing teams, budgets, and major infrastructure projects. I understand the importance of strong leadership, accountability, and making difficult decisions.
I also understand the value of surrounding yourself with competent people who are willing to challenge your thinking. Some of the best decisions I’ve been part of throughout my career have come from those very discussions.
I do not support Strong Mayor Powers in their current form, and I have no intention of using these discretionary powers, or the threat of using them, to force decisions or gain an advantage over Council or staff.
These powers are established under provincial legislation, and certain responsibilities cannot simply be ignored or delegated. Where the legislation permits, I support returning decision-making authority to Council or the Chief Administrative Officer, as appropriate.
For responsibilities that must remain with the mayor, I would ensure Council is meaningfully involved and decisions are made through an open, accountable process.
I want a Council where members feel comfortable disagreeing, asking difficult questions, and participating in genuine debate. I also want County staff to know their professional opinions are valued and that accountability will be based on fair expectations.
Residents elect a mayor and seven councillors to represent them. Each has an important role, and those roles deserve to be respected.
Haldimand needs experienced leadership that can build consensus, earn the confidence of Council and staff, and make sound decisions in the best interests of our communities.
That is the leadership I will bring to the mayor’s office, without having to reach into the toolbox for extraordinary powers.
A Mayor Putting Haldimand First.
