Council Candidate Darcy Chapman

Q1: Meaford is experiencing dynamic growth. How do you see ratepayers’ involvement in that growth? What role do you see the community playing in establishing the common direction and longer-term priorities?

Growth needs to be guided by a clear understanding of what Meaford can realistically support. Residents should have meaningful opportunities to participate in establishing priorities, and their input needs to be openly considered at the Council table.

My approach is to make sure growth does not outpace municipal capacity. Before major expansion or projects move forward, we must understand the capacity of our roads, bridges, water, wastewater and other services. I would also expect the development of transparent, multi-year infrastructure planning so residents can see what is being prioritized, why it is being prioritized and what it will cost.

The community should help establish the direction, while Council's responsibility is to turn that direction into practical, financially responsible plans. Public engagement should be more than consultation after decisions have effectively been made.

To start, the public needs to be informed and engaged in the creation of a new Strategic Plan, Recreation Master Plan and Asset Management Plan. People also need to be educated through easily understandable plain language on our Official Plan, Zoning By-law, Development Charges Study and the requirements of Provincial Policy Statements as it relates to growth in general and the specific areas of the urban core that may see increased density and future build out. If elected, I’ll be asking for council support to have staff develop easily understandable flowcharts with minimum/maximum timing for each step in the building and planning processes so the public knows when and how to do so. 

Q2: Would you support the development of an active community-based Advisory Committee for planning and development?

I would support meaningful community involvement in planning and development, including an effective advisory structure where it adds value.

The important part is making sure an advisory committee has a clear mandate, access to the information it needs and a defined process for bringing recommendations forward to Council. Advisory committees should complement the work of Council and staff, not replace their responsibilities.

My broader approach is that public input, committees, engagement sessions and surveys need to be heard and openly discussed at the Council table.

Q3: Currently, Meaford Council has just two Advisory Committees: Heritage and Accessibility. Prior to this current Council, there were seven advisory committees. Given that advisory committees facilitate public input into important matters, would you reinstate other advisory committees? And how would you ensure they are used effectively in the next term of Council?

I would look at reinstating advisory committees where there is a demonstrated community need and where the committee can provide meaningful advice to Council.

I would not support creating committees simply for the sake of having more committees. Each should have a clear mandate, defined objectives, appropriate Council and staff support and a transparent process for reporting recommendations.

Most importantly, Council needs to demonstrate that public input is actually being considered. My platform specifically calls for public input from committees, public engagement sessions and surveys to be heard and openly discussed at the Council table.

Q4: What is the role of Council and the Municipality in supporting the development of downtown Meaford? In rural areas? Please provide examples.

The Municipality's role is to create the conditions for sustainable local economic development while protecting the characteristics that make Meaford special.

For downtown Meaford, that means supporting appropriate mixed-use development, attainable housing opportunities and a healthy business environment while respecting the community's existing character. My platform supports zoning and policy changes that enable more housing options and mixed-use downtown revitalization.

In rural areas, Council needs to recognize that agriculture and rural communities are fundamental to Meaford's identity and economy. That includes protecting prime agricultural land, improving rural broadband advocacy, supporting agri-tourism and ensuring rural residents have a strong voice in planning and budget decisions.

An annual Rural Community Roundtable is one example of how I would create a more direct connection between rural residents, agricultural organizations and municipal decision-making.

Q5: What role does Meaford’s “Official Plan” have in guiding development?

The Official Plan should provide the long-term planning framework that guides how Meaford grows and how different land uses are managed.

My approach would be to make sure development decisions are consistent with the Municipality's planning framework, community priorities and the capacity of municipal infrastructure and services. Growth should not be considered in isolation from roads, bridges, water, wastewater, stormwater and other infrastructure requirements.

My platform specifically calls for capacity studies before major expansion costs are required and for new housing development to be matched with appropriate infrastructure and services. It also calls for protecting rural character and farmland from uncontrolled sprawl.

Q6: If a development project does not appear to meet Official Plan requirements (like the SkyDev proposal), what should Council do to ensure the project is in the best interest of Meaford and its citizens?

Council should make decisions based on the applicable planning framework, the evidence before it and the long-term interests of Meaford residents.

If a proposal does not appear to meet the applicable requirements, Council should ensure that the issues are properly understood, that staff and professional advice are considered, and that residents have an appropriate opportunity to provide input. Council should not allow pressure for growth to override infrastructure capacity, fiscal responsibility or established planning considerations.

My position is that major projects need to demonstrate community benefit and be supported by the infrastructure and services required to accommodate them. Decisions must be transparent and based on evidence rather than being made behind closed doors.

Q7: Should Council members or municipal staff meet with developers prior to a development application being submitted? What is your understanding of them role in such meetings? Can you give us an example of what you would do in that position?

There can be value in pre-consultation between municipal staff and developers however I do not see the advantage, or need, to have council members involved. My understanding is that the purpose should be to explain municipal requirements, identify potential issues early and help ensure that an eventual application is complete and can be properly evaluated.

Those meetings should not become a substitute for the formal planning process or create an expectation that Council has already committed to a particular outcome.

I have direct experience in this area. During my municipal career, I was involved in negotiating development agreements in the Lora Bay and Camperdown areas involving more than 1,300 residential units. I have also completed development charge studies, water and wastewater financial plans and service delivery reviews. That experience reinforces for me the importance of understanding the financial, infrastructure and service implications of development before decisions are made.

Q8: There are many issues that need to be addressed in the coming four-year term, including the TCE pumped energy project, affordable housing, job creation, the downtown heritage district, business development, climate change, tourism, and a host of infrastructure needs supporting agriculture, bridges, roads, water and sewer and urban green spaces. What, in your opinion, are the most urgent issues to address?

For me, financial responsibility has to be at the centre of everything Council does.

Meaford is facing significant demands for infrastructure, housing, roads, bridges, water and wastewater, and we need to make sure we're making those investments responsibly and within our means.

Before taking on new projects or commitments, Council needs to understand the full cost — not just today, but the long-term operating, maintenance and replacement costs. We need realistic multi-year financial planning and clear priorities.

Council must prioritize our infrastructure and municipal capacity. Meaford needs safe and reliable infrastructure, therefore, growth and major projects cannot be allowed to outpace our ability to provide those services.

At the same time, affordable and attainable housing is an urgent issue. We need housing options for local workers, young families and seniors, while ensuring that new development is matched with appropriate infrastructure.

I would also prioritize support for agriculture and rural communities, and recreation and community wellness. These areas are reflected directly in my five platform priorities found on my website at www.darcychapman.ca.

The common thread is long-term sustainability: protecting what Meaford has while making sure we can responsibly provide the services and infrastructure required for the next generation.

Q9: The TCE Pumped Storage Proposal will be decided by the federal government. What is your position on the project, and what role do you think the Meaford Council has as the project moves through approvals?

I believe pumped storage is a viable solution to energy storage needs on a global level. However, I do not support the proposal to use Georgian Bay as the source and one of the two required “reservoirs” to make the Meaford system work.

My published platform recognizes that the project is a major issue for Meaford and emphasizes the importance of local benefit, infrastructure capacity and accountability.

Where a major project has implications for Meaford, Council's responsibility is to make sure the Municipality's interests are clearly represented throughout the process. That includes understanding the infrastructure, financial, environmental, recreational and community implications and ensuring residents have access to meaningful information.

If the project proceeds and a Community Benefit Agreement results, my platform calls for that agreement to be binding and to include significant investment in recreation and shoreline improvements along with the need to support long term administrative and planning costs, emergency management, fire services and policing demands and the need to fix transportation corridors used during and after construction.

I would approach the project by focusing on what Meaford needs to protect, what impacts need to be addressed and what measurable benefits should come to the community.

Q10: As a member of Council, how will you work with local and county/regional partners and Meaford's CAO and staff to move the Municipality forward on the issues listed in Q8? Can you provide any examples?

Effective municipal government requires Council, staff and external partners to work together with clearly defined responsibilities.

My experience in municipal government has involved working with Council members, senior leaders, staff and other stakeholders on strategic planning, financial management, service delivery and operational improvements. I have worked across multiple municipal functions and have experience developing partnerships and implementing new processes.