The Renfrew County and District Drug Strategy Committee provides quarterly reports on the current Drug Strategy for the community.
Working with our partners, the County of Renfrew, OPP, the Drug Strategy committee, the Mesa team, and the HART Hub, I will ask with Council’s approval for a coordinated reporting mechanism. This could take the form of a dedicated information portal on the City’s website and occasion delegations to City Council.
This new information mechanism along with updates on foot patrols and community safety investments will provide a well-rounded snapshot, keeping residents well informed.
Good local government starts by listening. Brian believes council works best when elected representatives work together, residents have a meaningful voice, and decisions are made openly and collaboratively.
Brian will:
Oppose Strong Mayor Powers and support a collaborative, democratic council where decisions are made collectively.
Hold neighbourhood meetings and walk-and-talk discussions to give residents more opportunities to speak directly with their mayor and council.
Increase public engagement, particularly during the city’s budget process.
Engage seniors, youth, families, and residents through advisory committees.
Complete budget reviews focused on fiscal restraint and operational efficiency.
Serve as a full-time mayor, visible and accessible to residents, businesses, and community partners.
“Leadership is not about concentrating power in one office — it is about bringing people together to make better decisions.”
Accessibility means more than meeting minimum requirements. It means designing city services, facilities, infrastructure, and public spaces so more residents can participate fully in their community.
Give greater consideration to the needs of neurodivergent residents and families, including people with Autism, ADHD, Dyslexia, and other disabilities.
Reviewing sensory and communication barriers; exploring sensory-friendly recreation and community programming.
Improve way-finding signage throughout the community, to make it easier for residents to navigate.
Plan infrastructure and community spaces with accessibility, seniors, families, and different needs in mind.
Maintain recreational facilities while planning for accessible future spaces.
Continue building on public transit as an important connection to work, appointments, education, services, and recreation.
“As Pembroke grows, we need to make sure our public spaces, infrastructure, and services work for everyone — families, seniors, people with disabilities, and residents with different needs. Good planning should improve quality of life today while preparing our community for the future.”
Strong local businesses create jobs, strengthen our tax base, fill storefronts, and help keep Pembroke vibrant.
Brian will work to:
Focus on business retention and expansion — supporting the businesses already here while attracting responsible new investment.
Promote the Community Improvement Plan (CIP) and work strategically with the PBIA and others to address vacancies.
Explore initiatives such as Win This Space, vacant space tours, and business matchmaking.
Support and grow destination events that bring people and economic activity into Pembroke.
Explore a Pembroke Tech & Maker Hub to help attract mid-sized technology companies, like the targeted intervention Brian used to help bring the Anhart Neighbourhood Modular factory to Pembroke.
Bring businesses, governments, service clubs, and community organizations together to create more opportunities fornetworking and collaboration.
“The stronger Pembroke’s local economy becomes, less pressure is placed on our taxpayers.“
Helping Young People Build Their Future in Pembroke
Young people need opportunities to participate, build connections, and see a future for themselves right here in Pembroke.
Brian will work to:
Establish a Youth Roundtable so young people and community organizations have a voice in local programs, services, and opportunities.
Engage youth and families through community advisory committees.
Give greater consideration to the needs of neurodivergent residents and families, including people with Autism, ADHD, Dyslexia, and other disabilities.
Reviewing sensory and communication barriers; exploring sensory-friendly recreation and community programming.
Expand opportunities for children and youth through sports, arts, recreation, and extracurricular activities.
Champion Algonquin College and access to local post-secondary education.
Explore a Welcome Home Students program encouraging young people to return to Pembroke after graduation.
“Give young people reasons to grow here, succeed here, and choose Pembroke as the place they want to call home.“
I have been clear in my opposition to Ontario’s Strong Mayor Powers, and my position has not changed.
I believe Pembroke is best served by a collaborative and democratic Council where decisions are discussed openly and made collectively by the people residents elected to represent them.
Strong Mayor Powers came into effect in Pembroke on May 1, 2025, as per the provincial regulation Ontario Regulation 41/25. Since then, the City has published 25 formal Mayoral Decisions under these powers.
As Mayor, I will take a different approach.
I will delegate back to Council the Strong Mayor powers that provincial legislation allows me to delegate. Where the law assigns specific responsibilities directly to the Mayor, I will carry them out transparently and collaboratively, with Council involved in the discussion from the beginning.
I will not use Strong Mayor Powers as a shortcut around Council, to silence disagreement, or to replace the collective decision-making residents should expect from their municipal government.
Every member of Council is elected by the people of Pembroke. Every Councillor brings different experiences, ideas and perspectives to the table. A good Mayor should bring those voices together — not make them less important.
There will be disagreements. There should be. Healthy debate leads to better decisions, however my role as Mayor will be to lead the Council, build consensus and help seven elected representatives work together in the best interests of Pembroke.
I believe leadership is strongest when it brings people together.
One Mayor. Seven elected voices. One Council working for Pembroke. That is the best course of action for building a community for everyone.
