✅ Collingwood Mayoral Candidate Questionnaire Questions 21 through 23 | The Shulman Report
Questions 21 through 23 of the twenty-three put to the four candidates for mayor of Collingwood on 30 August. Three answered. Every answer below appears in full and unedited, in alphabetical order, with nothing added.
Mayor Yvonne Hamlin did not return a questionnaire. Where a candidate does not respond, that is reported plainly, without adjective. Her answers will be published in full if they arrive at any point before 26 October. She is not mentioned again in this post.
21. The Multi-Use Recreation Centre
The question asked: A multi-use recreation facility has likewise been before council, with land acquisition handled in closed session — including at the meeting of 22 June 2026 — and council has continued to consider purchasing land while keeping options open. No total public cost has been put to residents. Do you support building the Multi-Use Recreation Centre [yes / yes, at a reduced scope / no / undecided]? Do you support delivering it in partnership with the Town of The Blue Mountains [yes / yes, if they contribute proportionally / no / undecided]? If both the Arts and Culture Centre and the Multi-Use Recreation Centre cannot be afforded in this term, my priority is [the recreation centre / the arts centre / neither / both, and I will say how they are paid for]. The maximum total capital cost I would support for the recreation centre is: ____. Before any municipal commitment, a full public business case — total capital cost, annual operating subsidy and the Town’s share — should be published [yes / no]. Outline your platform: scope, site, cost, how it is financed, what a partnership with The Blue Mountains would have to look like for you to sign it, and what else in the capital plan gives way to make room for it.
Jon Hillis
Support building it: ☒ Yes Partnership with The Blue Mountains: ☒ Yes, if they contribute proportionally If both cannot be afforded: ☒ The recreation centre Maximum total capital cost: “Not set at this stage. I support a hard maximum before tender, once the final scope and full business case are known.” Full public business case published first: ☒ Yes
I support building the MURF, but I am not writing a blank cheque. Council has authorized the purchase of 725 Tenth Line and the final amenities still have to be decided. Before construction starts, we need to know what we are building, what it costs, what partners and grants are committed, the annual operating cost, realistic revenue assumptions and how much debt Collingwood would take on. I cannot responsibly set a capital ceiling before the scope is defined, but Council must set a hard maximum before tender. A partnership with The Blue Mountains needs a written deal covering capital contributions, operating costs, governance and resident access. The financing plan should show grants, partner contributions, growth funding, reserves, fundraising or sponsorship and any debt for Collingwood’s share. If the project pushes required infrastructure out of the plan, it should be phased, reduced or delayed.
Kathy Jeffery
Support building it: ☒ Yes Partnership with The Blue Mountains: ☒ No If both cannot be afforded: ☒ The recreation centre Maximum total capital cost: “Long term financial plan will determine our ability.” Full public business case published first: ☒ Yes
While the Town has announced its offer to purchase land on the 10th line for the recreational facility, it is not known yet if the deal will be finalized. Even if it is the fact that there are no water services to the property and staff cannot provide a timeline for that to be completed, I would be pursuing further shovel ready opportunities (Private, P3 or Town of Collingwood) that can attract grants and a cost-effective way to provide the facility. The Advisory Committee and Council are yet to determine what is actually going into the build.
Norm Sandberg
Support building it: ☒ Yes, at a reduced scope Partnership with The Blue Mountains: ☒ Yes, if they contribute proportionally If both cannot be afforded: no box marked Maximum total capital cost: line left blank Full public business case published first: ☒ Yes
I support moving the MURF forward through a phased, financially responsible approach—not committing immediately to a large new municipal complex.
We should first determine how existing Central Park facilities can be better used and improved, while seriously exploring a YMCA partnership and regional participation, including The Blue Mountains where there is proportional financial benefit and responsibility.
Before major construction, Council needs a complete business case identifying capital and operating costs, partnership contributions, grants, lifecycle costs and the impact on taxpayers.
I will not manufacture a maximum municipal capital number before we know what is being built and who is paying for it. That number should come from the business case, not an election questionnaire.
If the MURF and Arts Centre compete for limited municipal capital, essential infrastructure (ie wastewater treatment plant) comes first. Both projects must demonstrate that they are financially sustainable.
We should plan properly, phase intelligently and be grant-ready when funding opportunities arise.
22. What you should be judged on
The question asked: Name up to three commitments you are prepared to be held to at the end of the term. Each must carry a number and a date. Outline how you believe a mayor’s performance should be measured, and what you would consider a failed term.
Jon Hillis
1. By June 30, 2027, publish at least 3 public scenarios using the Town’s existing long-term financial model: one with no unapproved discretionary grants, one with clearly disclosed grant or cost-sharing assumptions, and one with alternative project sequencing.
2. By December 31, 2027, launch one quarterly public scorecard covering 100% of major capital projects with an approved budget over $1 million, plus defined core-service measures.
3. By December 31, 2028, bring 1 complete wastewater plant site, scope and financing recommendation to Council for decision, subject to the statutory approval process.
A mayor should be judged on whether the things promised actually happened. Did the big decisions get made? Were major projects kept on budget and on schedule? Did we reduce infrastructure risk? Can residents actually see what was accomplished? A failed term, to me, would be four more years of studies, growing obligations and the same major decisions being handed to the next Council. I would rather be held to a smaller number of clear commitments that are reported publicly than make a long list of promises nobody can track.
Kathy Jeffery
1. Delegate CAO to Council within the first 30 days.
2. An improvement of the administration governance structure by end of term.
3. An annual inflation rate or less average of tax levy increases over the four years.
A failed term would be if the municipality moved away from the safe, inclusive, compassionate community that it is, that the MURF is not well underway, that we have not moved our Water and Waste Water Treatment Plants to the Provincially modelled MSC and if we have not kept the tax increases at inflation or lower averaged over the four years.
Norm Sandberg
1. Organizational review within the first 100 days
2. Begin introducing zero-based budgeting principles.
3. Reach the major wastewater treatment plant decision following completion of the EA.
- Within 100 days, seek Council approval to launch a comprehensive organizational review examining structure, processes, technology, staffing and service delivery.
- Beginning with the 2028 budget, introduce zero-based budgeting principles and clearer public financial and performance reporting.
- In Q4 2026, ensure the wastewater environmental assessment consulting assignment moves forward following completion of the current procurement process, and maintain momentum toward a long-term treatment solution.
Residents should judge my term by results: Are our finances stronger? Are infrastructure risks being reduced? Are taxes stable, reasonable and predictable? Is growth being managed responsibly? Is municipal government more accountable? And is Council working effectively as a team?
A successful term is not measured by announcements. It is measured by what we actually accomplish.
23. Leadership and accountability
The question asked: A mayor has one vote. What distinguishes mayors is not their platform but how they work — with council, with staff, and with residents who disagree with them. Council’s only employee is the Chief Administrative Officer. The CAO is responsible for all other staff. Any accountability a mayor wants in the professional ranks has to be built through that relationship. Five situations. Choose one answer in each. A major decision has the support of a bare majority of council. A staff recommendation is competent but less ambitious than what you campaigned on. Council votes against your position on a significant matter. By the end of your first year, the organisation should feel. The larger share of your time in the first year belongs. Accountability for professional staff work should be strengthened by: check all that apply. When a major project fails on cost or on schedule, the person publicly accountable should be. In your own words, what is the job of a mayor? Say what you would do to build accountability into the professional staff role. Then name a decision in your working life where you took a position that was unpopular with the people around you, and say what it cost you.
Jon Hillis
Bare majority of council: ☒ Delay it to build a wider majority Less ambitious staff recommendation: ☒ Adopt it and pursue the rest separately Council votes against your position: ☒ Implement it and say publicly that you disagreed By the end of your first year: ☒ Noticeably different in how it works Larger share of your time: ☒ Running the town’s own business Accountability strengthened by: ☒ A written annual performance agreement for the CAO, with published objectives · ☒ Named professional sign-off on cost estimates and major reports to council · ☒ A fixed period within which staff must report a variance to council · ☒ Independent third-party review of major projects, commissioned by council · ☒ Public reporting of every major project against its original budget and schedule Person publicly accountable when a major project fails: no box marked. Written in: “See my response below; my position is shared accountability across the mayor, Council, CAO and responsible department/project lead.”
My position: accountability is shared. The mayor and Council own the scope, budget and policy decisions they approve; the CAO owns organizational management and reporting; and the responsible department head or project lead owns execution within delegated authority. I do not believe a project failure should become a way for every participant to point at someone else.
The mayor’s job is to help Council make decisions, represent residents and make sure the organization delivers what Council approved. It is not to manage Town staff day to day. Council already reviews the CAO annually. I would add a public summary of non-confidential objectives tied to Council priorities while protecting legitimate employment matters. On major projects, the roles should be clear: the mayor and Council own the scope, budget and policy choices; the CAO owns management and escalation; and the department head or project lead owns execution. I also want named professional sign-off on major estimates, deadlines for reporting cost or schedule problems and public updates against the approved budget and schedule.
One of the hardest decisions I made in business was shutting down Payd after the company ran out of money in 2022. Some people wanted to keep pushing, but I concluded that continuing without a viable path to funding would deepen losses. Closing it meant accepting professional, financial and relationship costs instead of letting sunk cost or pride make the decision. It taught me that accountability also means recognizing when something is not working, owning the decision and making the hard call before the cost gets bigger.
Kathy Jeffery
Bare majority of council: ☒ Proceed on the majority you have Less ambitious staff recommendation: ☒ Adopt it and pursue the rest separately Council votes against your position: ☒ Implement it and defend it publicly By the end of your first year: ☒ Noticeably different in how it works Larger share of your time: both boxes marked. She has amended the first option to read “Running the town’s own business which includes” and also marked “Representing the town to the Province, the county and its neighbours”. Accountability strengthened by: ☒ A written annual performance agreement for the CAO, with published objectives · ☒ Named professional sign-off on cost estimates and major reports to council · ☒ A fixed period within which staff must report a variance to council · ☒ Public reporting of every major project against its original budget and schedule · ☒ Senior staff compensation tied to delivery on budget and on time. Independent third-party review of major projects not marked. Person publicly accountable when a major project fails: four boxes marked — ☒ The mayor · ☒ Council as a whole · ☒ The CAO · ☒ The responsible department head
It is the Mayor’s job to lead by example and to conduct productive meetings of Council that produce open and transparent decisions to the taxpayers. To pursue the mandate upon which I was elected.
The Mayor is an ambassador for the Town and assists in seeking out and driving economic endeavours.
While the Mayor cannot officially delegate the budget to Council, the process will be run as if it were. Bringing Council to a significant majority budget approval is critically important as it supports the strategic plan. Once Council has come to agreement on the final budget, it will be Council’s budget presented as the Mayor’s budget out of legislative requirement only.
The Mayor will participate on the Simcoe County Council in pursuit of the best results for the County residents.
The Mayor is the voice of Council, having high regard for informing and keeping current the community of the ongoing matters, giving regard to the special powers within Strong Mayor Powers which permit expedited decisions to promote home building and other provincial initiatives. I fully intend to build a collaborative and productive Council, in which members may not always agree on how – but we can agree on what. This can bring successfully amended direction to positively impact the most residents.
Council will review the performance measurement procedure of the CAO. I would like to review the CAO’s delegated authorities for potential amendments.
Norm Sandberg
Bare majority of council: ☒ Delay it to build a wider majority Less ambitious staff recommendation: ☒ Adopt it and pursue the rest separately Council votes against your position: ☒ Implement it and defend it publicly By the end of your first year: ☒ Noticeably different in how it works Larger share of your time: ☒ Running the town’s own business Accountability strengthened by: ☒ A written annual performance agreement for the CAO, with published objectives · ☒ A fixed period within which staff must report a variance to council · ☒ Independent third-party review of major projects, commissioned by council · ☒ Public reporting of every major project against its original budget and schedule. Named professional sign-off and senior staff compensation tied to delivery not marked. Person publicly accountable when a major project fails: three boxes marked — ☒ The mayor · ☒ Council as a whole · ☒ The CAO
The Mayor’s job is to lead Council, not command it. I would work to build broad support for important decisions, but once Council decides, that decision must be respected and implemented.
Council establishes policy, priorities and expectations. The CAO manages the organization and is accountable to Council. Major projects should have clear responsibility, budgets, schedules and risk management, with problems reported when they become reasonably foreseeable—not after they become crises.
Decision: In 2010, Collingwood undertook a major downtown revitalization. The endorsed design widened sidewalks for patios, displays, trees, lighting and street furniture at the curbside while maintaining an unobstructed route along the storefronts for pedestrians, particularly people with mobility or sight impairments.
Patio location became a major election issue. Despite considerable pressure to allow businesses to place patios and displays wherever they preferred, I maintained my support for the approved, accessible design.That position was unpopular, and I was soundly defeated in the 2010 election.
I believed then, and believe now, that it was the right decision.
Leadership sometimes means standing by a principle even when doing so may cost you your seat.
Two Towns, One Failure is a reader-supported publication. To receive new posts and support my work, consider becoming a paid subscriber.
Much Appreciate You Sharing This Post - It Helps MUCH!!!
