Questions and Answers - Part 1
Question 1
What role do you believe local developers should play in developing available land within the Town of Beausejour and its recently annexed areas? Would you prioritize working with local developers, and if so, how would you balance that preference with fair and competitive development opportunities?
Answer 1
I believe there is a place for local developers as well as other community stakeholders including BBDC, the Planning District, local real estate companies and the Chamber of Commerce in the planning our town’s footprint – looking our current land opportunities and the proposed land annexation for residential, commercial and industrial development with the inclusion of green spaces. I would like to see all the stakeholders be invited and brought together for strategic planning sessions to create plans that will lead our development efforts – putting the strategies from the 2025 BBDC Strategic Plan into action.
Wherever possible, I would support working with local developers, trades persons and services as long as it makes good senses for our town. A cost benefit analysis would been to be done. By supporting local, we are supporting those who live in our town, who are more likely to shop in town and support other local businesses. I see value in this.
Question 2
If elected Mayor, how would you ensure that personal or family relationships, including those involving spouses, parents, or siblings, do not improperly influence decisions regarding future development projects? How would you ensure that there is no conflict of interest?
Answer 2
All persons, whether it is my family, friends, the public or myself, have the right to have their option on town matters. Some of these will be based on feelings, education, work or volunteer experience. All are validate and should be heard. I would not give any more weight to input or feedback from family or friend relationships, nor my own personal knowledge than I would give the public on future development projects or other matters regarding to our town’s responsibility.
Any information shared that is taken into consideration would need to be fact check. The Council has a responsibility to make decisions based on facts and figures that are verified and what makes sense for our town. The Mayor has one vote as do all the four Counsellors, therefore decision on future development falls on the Town Council as a whole.
Regarding conflict of interest, if elected, I will meet with Town Chief Administration Officer to discuss the Municipal Council Conflict of Interest Act and any other relevant policies or by-laws. Should any matters come before Council that raise a conflict of interest, I would recuse myself from the discussions and vote.
Question 3
What role do you believe the Town should play in prioritizing Manitoba-made and Canadian-made products and services when making municipal purchases or awarding contracts? How would you balance supporting Canadian and Manitoban businesses with cost-effectiveness and responsible spending?
Answer 3
While this matter would need to be a decision of Council, I would support the Town sourcing goods and services from Manitoba or Canada, where possible, if these are available and meet our needs. A cost benefit analysis would need to be done to determine the feasibility. The Town by-laws and policies regarding the procurement of goods and services would also need to be reviewed and taken into consideration. We would need to determine if changes would be needed should Council want to support this direction.
Question 4
Looking 40–50 years into the future, how large do you envision Beausejour becoming in terms of population, residential development, and commercial growth?
Answer 4
To answer this question, I have reviewed the Town of Beausejour’s 2019-202 Strategic Plan (May 14, 2019), the Brokenhead River Community Foundation Vital Signs (2025) report, the Beausejour Brokenhead Development Corporation (BBDC) Community 2025-2030 Strategic Plan (July 31, 2025).
According to the Vital Signs report, Beausejour’s estimated population reached 3,558 in 2024, a 9% increase over the past decade.
The BBDC strategic plan states Beausejour saw a modest but steady 17.1% growth over the past 15 years (2006-2021) based on Statistic Canada, Census Population. In this report, the goal is for sustainable population growth on 1% annually that aligns with infrastructure and service development.
If we continue to strive for 1% growth annually, we will continue with modest growth. In 40 years, we would at a population of 5,297 and in 50 years a population on 5,852.
Question 5
What improvements would you prioritize for Beausejour's community pool, and how would you propose funding and implementing those improvements?
Answer 5
Based on the information at the past two Council meetings, the Community Pool was scheduled to have the liner replaced after the end of the season. This work has started but with this it has been discovered that the pool has extensive damage. The full extend of the damage is not yet known as reported as of October 13, 2026. The Council approved funding for the repairs through a Capital Reserve budget.
Due to the current state of the pool, we need to prioritize fixing the current damage and the pool liner so that we have a working pool in the 2027 season.
Other improvements that I would want us to plan for are hot tub maintenance so it does not get closed so often. I see this as the responsibility of the town to fund this service.
Many resident have said they would like a splash pad here in town. I would be interested in having us assess the cost of this venture and if this could fit in with our current pool environment. In terms of funding, I would want us to search for any provincial, federal or other funding or grants, assess our town’s budget and fundraising potentials.
Question 6
Beausejour's population is becoming increasingly diverse. How would you work to ensure that municipal leadership, decision-making, and community engagement are inclusive and representative of all the residents the Town serves?
Answer 6
As a Council, our decision making requires us to understand our community’s diverse makeup and hold each other accountable to meeting those needs.
I would lead our community in welcoming all people who live in our town by supporting the Chamber of Commerce Welcome Package program and the BBDC Immigration Services where the BBDC committee assists with newcomer relocations, local settlement and connecting individuals with community stakeholders.
Additionally, I am committed to boosting inclusivity within our local volunteer groups by improving communication and marketing between residents and these organizations.
Question 7
How would you support organizations such as Eastman Pride and help ensure Beausejour remains a safe, welcoming, and inclusive community for 2SLGBTQIA+ residents and visitors?
Answer 7
I believe every individual deserves the opportunity to be engaged, supported and safe in our community.
Over the past two years, the Beau-Head Pride Celebration has brought in community walks, picnics and entertainment to Beausejour thanks for the dedicated work of Eastman Pride supporting the 2SLGBTQIA+ community here and in the RM of Brokenhead.
Eastman Pride has also participated in the 2025 Beausejour Wellness Fair and with Christmas on Park.
As Mayor, I would support the continued outreach and education of Eastman Pride, as I would support any local group raising human rights awareness and support in our town.
Question 8
Would you support the Town hiring a Community Safety Officer? What responsibilities would you envision for this position, and how would you evaluate whether it is a worthwhile investment for the community?
Answer 8
While canvassing door-to-door, many residents have expressed concern with the services levels of our local law enforcement (RCMP) related to criminal activity, road safety and crime prevention.
Having a Community Safety Officer to supplement the service our RCMP is one I would support for our community, if our local law enforcement are unable to meet our service level needs and if we could financially support a Community Safety Officer.
Based on my research, the Province of Manitoba has a Community Safety Officer program established under the Police Services Act. The Program provides training and oversight for the community or municipality who hires a Community Safety Officer.
The Community Safety Officer’s responsibilities may include:
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implementing crime prevention strategies and initiatives
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connecting social service providers with persons in need
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conducting community patrols and maintaining a visible presence within the community
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facilitating the response of members of the local policing authority to situations that require police involvement
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providing information to the local policing Authority
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enforcing certain provisions under the Highway Traffic Act, Off-Road Vehicle Act, the Child and Family Services Act, the Mental Health Act, Public Health Act, the Liquor, Gaming and Cannabis Control Act, the Minors Intoxicating Substances Control Act, the Smoking and Vapour Products Control Act and the Trespass Act
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Enforcing local by-laws
We currently have our by-laws enforced through the Commissionaire. Therefore, I would want us to assess the ongoing need for this involvement if we were to bring on a Community Safety Officer.
In terms of evaluating whether this would be a good investment for our community, contacting other towns and municipalities who have already Community Safety Officers in place (such as Selkirk, Ste. Anne, Steinbach, RM of West and East St. Paul, RM of Brokenhead, RM of Hanover) would be important to understand the impact it has had in their communities.
Question 9
Would you support exploring permanent, accessible recreational spaces for children and families, such as a free year-round indoor gymnasium or a splash pad? What would your priorities be, and how could these projects be funded?
Answer 9
The Municipal Act identifies that one of the purposes of a municipality is “to provide services, facilities or other things that, in the opinion of the council of the municipality, are necessary or desirable for all or a part of the municipality.”
In line with this, based on the Town of Beausejour 2019 – 2022 Strategic Plan, the Town identifies it is responsible for providing recreational and cultural services including recreational facility management, social programs, events and green spaces.
As a result, I would support exploring permanent, accessible recreational spaces, keeping in mind affordability, with Council. In terms of feasibility and funding, we would need to: assess our current facilities to see if additional services can be incorporated; determine if there partnerships that can be fostered with community organizations and business; identify our current budget for recreation; review if there are cost saving measures that can be implemented to free up current funds; and identify if we are eligible for any outside funding – provincially, federally or through other funding/grant opportunities.
In terms of priorities, input from the community would be essential to assist Council in determining the priorities. From there, plans and decisions can be pursued.
Question 10
With ongoing needs for improvements to facilities such as arenas, playgrounds, and other community spaces, how would you propose funding these projects while balancing the financial impact on taxpayers?
Answer 10
I agree there are ongoing needs for improvements to town facilities. In terms of funding, I would want us to review the current plans and budgets for these, confirm if we are eligible for any outside funding -provincially, federally or through other funding/grant opportunities. If there are no plans already in plan, plans need to be developed as a road map establishing priorities and budgets.
Question 11
Residents have expressed concerns about the limited availability of public washrooms in Beausejour. Do you believe additional public washroom facilities are needed? If so, where would you prioritize them, and how would you address their installation and ongoing maintenance?
Answer 11
Before committing funding, the priority is to assess our current public washroom infrastructure. We need to look at what facilities are already available in town, determine if there is a need for additional facilities, if so, where the need is and to figure out the type of public washrooms that would be needed along with the cost for install and maintenance. Finally, we would need to determine if the current budget would be able to cover these costs or if other funding sources are available before moving forward.
Question 12
What specific initiatives would you propose to attract new businesses, encourage investment, and expand Beausejour's commercial and industrial sectors? What do you believe is currently preventing greater business growth?
Answer 12
At this time, I cannot state a specific initiative I would propose to attract new businesses, encourage investment and expand our commercial and industrial sectors.
Rather what I can state is that I would request the Beausejour Brokenhead Development Corporation’s (BBDC) Economic Development and Marketing Officer provide Council with a written review of what initiatives and efforts have been pursued over the past 8 years to attract new businesses, encourage investment and expand our commercial and industrial sectors with an evaluation of these efforts. From here, we can start planning our next steps based on our successes and explore other options and opportunities to attract new businesses, encourage investment and expand our commercial and industrial sectors.
It is my understanding the BBDC has had three Economic Development and Marketing Officers within the past eight years. I feel this turnover may have impacted our business growth. While I do not the circumstances of the high turnover, I think it will be important to work with the current Officer to support sustainability and success for the betterment of our community and its economic development and marketing.