Questions to all candidates in the Cumberland 2026 Election
1. If Cumberland’s population tops 5,000, its share of policing costs rises from 30% to 70%. The Village has built a reserve to cushion that increase, but council reduced planned policing-reserve contributions by $150,000 in 2025 and $170,000 in 2026. With the number of officers Cumberland will need, the pace of the transition and the eventual tax impact still uncertain, should the next council keep using some of that money for other priorities, or preserve the cushion to reduce the risk of a larger tax increase?
Both! The Public Safety Reserve was a wise plan, started ten years ago and putting all taxes from new homes into the reserve. None of those new taxes were then available for anything else. With more growth than expected, and interest rates higher than in the past, the reserve is healthy enough to limit the tax impact when we have to pay more. So we can preserve it as it is, and safely reduce the contributions. The Village’s tax increases for the past two years were about 4%, and would have been over 7% without this change.
2. Cumberland is preparing to update the Development Cost Charges (DCCs) charged to new development for roads, water, sewer and other infrastructure. Do you want to see more development in Cumberland, or would you prefer growth to slow? For development that does go ahead, will you ensure it pays its fair share of infrastructure costs without pushing those costs onto existing taxpayers?
Cumberland has become a very desirable destination. This has challenged the availability and affordability of housing for all levels of income. We need more options, including apartments and townhouses, and I will support those that can be done within our urban containment boundary and consistent with our OCP. This reduces sprawl and uses existing roads, water and sewer, so that it pays for what we have already built and reduces the tax burden for everyone.
3. The provincial government has recently taken many residential land use decisions out of council’s hands and sharply reduced opportunities for public hearings. The Village itself, has also delegated power from council to staff for deciding minor variances, and is also considering new servicing officer powers for staff. Has too much decision making moved away from elected council and the public? Where should the line be drawn?
We frequently hear that permitting delays and restrictive bylaws are a major cause of the housing shortage. The province enforced a right for up to four units on certain residential lots, and did prevent public hearings only for rezonings that were aligned with the OCP, which was recently revised after extensive public consultation. I’m reconciled to both these changes as an acceptable balance with the demands of the community for new housing, construction employment and increased certainty about process and timeline. In a similar way, delegated decision making speeds up decisions by at least a month for those needing minor variances.
4. We did an audit of council votes over the past term, looking at the substantive issues only (*see note below for methodology) . About 90% of the substantive issues we reviewed were decided without a recorded split vote. Do you see that level of consensus as a strength? How would you balance working well with other councillors, against being willing to stand alone when you think council is getting something wrong, or a community concern is being overlooked?
Reaching consensus is generally a good thing that everyone strives for in all aspects of their lives. In Council work, having many things come to the table that are voted down or frequent split votes would suggest that we had failed to develop a clear strategic plan and OCP. Developers, residents and Village staff should know what decision to expect from Council, ask for direction early, and bring forward what works. When issues aren’t aligned, Councillors must be able to work well together whether they agree or not, and I’m very comfortable voting differently if I believe that’s right.
5. A grant can make an expensive project look like a bargain —until the Village has to pay the rest. Cumberland faces major bills for roads, water and sewer, while grant projects like sidewalks, traffic calming and bike lanes could require the Village to find 40% or more of the cost. How much should outside funding influence council’s priorities? When should council be willing to say “not now” and put basic infrastructure first?
Roads, water and sewer are some of the largest grants we get, and sidewalks on the right routes are not less important than roads. The smaller costs of sidewalks, traffic calming and bike lanes are usually incorporated into larger projects where contractor mobilization costs are already happening. Priorities should be set through policy development regardless of funding sources, then projects carried out in the order that they can be funded. There may be times when a funding opportunity is too good to pass up and a project can be accelerated with limited impact on others.
6. Cumberland is participating in the Strong Cities Prevention Academy, a 20-month program that trains and supports municipalities in responding to online harms, including what the program calls “lawful but awful” expression. It includes identifying and documenting harmful content, analyzing local online spaces. and working with online moderators. What role, if any, should the Village have in monitoring or responding to lawful online expression by residents? Where should the line be?
Local government staff have no role in moderating or controlling speech. As individuals, I believe we all have a duty to keep our public spaces safe – online and IRL. When people are still being beaten and yelled at because of their race, religion, sexuality, gender, etc there are still conversations to have and support to give. I took part in the Strong Cities Online Harms workshop – the one event held in Cumberland – and found it a useful discussion among leaders of community non-profits. As far as I know, the Village has not provided funds or staff time for this.
7. Looking back at this council term, name one significant decision you would change. Incumbents: what would you do differently today, and why? New candidates: what would you have wanted council to decide instead?
As a member of Council, I have a duty to stand behind the decisions made, even if I disagree with them. I won’t pick out specific decisions but what I will do differently is to speak up more clearly when I feel doubt or disagreement. As a new Councillor, just two years in, it takes time to learn that confidence. There have been times when I felt the topic needed more discussion and as I get familiar with the process and the topics, I have become more able to fulfil my responsibility to ensure that issues are properly debated.
8. What is one promise voters should be able to hold you to by the end of the four-year term? Please be specific: what should have happened for us to know you kept it?
That I will vote to advance housing projects that provide a greater variety of housing for all levels of income. I will balance this with a detailed consideration of our infrastructure capacity, and whether projects reflect the traditional spirit of Cumberland – a place where people from all over the world could find opportunity, progress, become welcomed and appreciated, and change the physical appearance of the Village yet retain its heart and character. If we have notably more townhouse, low-rise apartment and laneway housing within the Urban Containment Boundary, I’ll consider that a success.
9. No challenger filed to run against the mayor before nominations closed. Do you see that as a sign of confidence in the incumbent, a lack of civic participation, or something else?
I’d prefer an election to acclimation; I was pleased when others stood in my by-election race. But I think potential candidates recognise some things. It would be hard to win. Mayor Brown has clear values, a deep love for this community, good relationships with leaders, and an understanding of how to get results. It is a labour of love. Mayor Brown and Mayor Baird both gave the role their full-time attention. It has an impact on time, family and income. And, after four years, a mayor is only getting started. Results take time and most mayors deserve a second term.