Siobhan Harrison

My family has deep roots in this community through farming and commercial fishing, and after 30 years of living, working, and volunteering here, it is very much home to me.

I am passionate about shaping the future while ensuring that we maintain our rural charm. I believe our County needs practical, responsible and forward-thinking leadership. I firmly believe that if you care about your community, you have a responsibility to contribute to it. I will use my life experience, my professional skills, and my deep knowledge of this County to best serve North Maryburgh residents.  

The most pressing issue we face is our debt. We have aging roads and infrastructure, rising operating costs, and increasing pressure on taxpayers. We can’t address those challenges simply by continuing to raise property taxes, which means we can’t afford to stop responsible economic development that expands our tax base and creates good local jobs.

We should support development that strengthens the tax base and contributes to the infrastructure and services it requires, rather than leaving existing taxpayers to carry those costs. 

I would like to see housing built in the right places, at a scale that fits our needs. Growth should not mean giving up the rural character and charm that people know and love.

The drinking water in Wellington, Bloomfield and Picton currently meets all regulatory standards for clean and safe water. The municipality is governed, under strict provincial oversight, by the Safe Drinking Water Act, the Clean Water Act and the Drinking Water Quality Management Standard.  Council recently made the decision to pause the proposed regional water supply servicing strategy. At present, population growth in these communities is less than originally projected and there is capacity to accommodate approximately another 1,000 homes in Picton. 

That being said, the strategy should be revisited if population growth requires it.

I am aware that this is a controversial topic and one that is front of mind for many due to the great expense of the infrastructure expansion required. We have to balance prudent fiscal management and population growth.

One way to address key infrastructure needs while managing costs is through strong partnerships with the Ontario government. That partnership helped make the Highway 49 revitalization project and the County Road 1 and 62 roundabout possible.

Some County roads require attention. Fiscal responsibility would involve maintaining these roads on a regular basis prior to them deteriorating and incurring costly repairs. 

A four-season economy would be most welcome — although it is a great challenge. Tourism employs locals as well as seasonal workers — but the majority of jobs are not year-round. Many of our young people are forced to leave the County to seek jobs elsewhere.

To allocate the Municipal portion of MAT funds, I would take into consideration the public’s opinion from the Have Your Say survey and I would also consider funneling these funds into road maintenance and repair.

Business investment creates jobs and attracts employees; funds public services through tax revenues; and supports much needed community programs. I would work together with stakeholders to address the challenges faced by businesses looking to invest in the County.

Ken Morton

With the sale last year of my business, Deerhaven Farm & Garden, I now feel that I can be a strong voice for North Marysburgh and all of Prince Edward County by utilizing my business background and bringing a new perspective to Council.

There are two pressing issues, water infrastructure and roads. I understand there is a scan of all roads taking place now and that the new council will update the 5-year road plan in early 2027. I hope that we can reduce long-term costs with some better shoulder maintenance. I also believe that MAT dollars should be used to increase the roads budget.

Keeping development within the major town areas will help to reduce the loss of farmland and will help us retain the County’s traditional and boutique culture. I believe a projected growth rate of more than 1 percent in the current economy is a stretch. In order to attract growth, developers shall have to market the County as a destination where the very best things are right in your backyard. Recognizing the steady growth of industry in Quinte West and Belleville, developers also have the opportunity to attract people working in our neighbouring municipalities to choose living in the County. We need sustainable growth; the key word is sustainable. We must be able to properly support future growth with infrastructure we can afford.

WATER, WATER: My hope is that the Mayor’s super power is vetoed, not that I am looking forward to this; however, I require a great deal more information before I can make an informed decision on the plan and the time frame required. Yes, we need to improve water and we now have an obligation to supply the water required for the Official Plan; but not at the proposed debt load. As a business owner I took risks on growth, but not without understanding the growth potential and the extent of risk.

A four-season economy is a tough question given the County’s unpredictable winter climate. I do think that some of our culinary attractions could carry us through during our winter season.

Stay PEC and Visit the County should concentrate on marketing winter to help our tourism industry grow by encouraging visitors to enjoy our boutique shops  and our amazing culinary attractions all year round.

Protecting farmland is essential to our culture and traditions. Also of importance, 2024 statistics state that farming contributes approximately $260 million to our local economy. If elected, I would focus on the retention of farmland in Prince Edward County as I believe it is an essential component to the future of our community.

Tracey Stevens

My family has lived in the County for years, and I’m building my forever home in Prinyers. I moved the headquarters of my training and consulting company here too. With degrees in engineering, business, and educational technology, and over 20 years managing complex projects, I’ve spent my career turning tough, real-world problems into clear, actionable decisions.

On the doorsteps, residents don’t feel Council is listening before it acts, including on the financial side: supporting major development without real up-front capital commitment from developers shows up in every ratepayer’s bill, whether or not that development sits in your ward. My approach is “consult, then decide.” I’ll ask before I decide, through regular in person meetings, frequent newsletters, and direct access to me, not just at election time.

With the rising costs of both municipal operations and maintaining capital infrastructure, the municipality must balance service delivery with taxes and fees.  Development is one way of finding that balance. Even with delayed development charges, or provincial incentives to offset these fees, rural municipalities are often at a disadvantage for attracting sustainable development because they don’t offer enough low- and fixed-income housing. It is essential that the Official Plan continues to articulate the type of housing that it deems to be sustainable. The Official Plan is up for renewal soon, given the last version dates to 2021. It should articulate a clear vision based on community input.

The financial integrity of the municipality is a key priority. A long term vision for the County that features sustainable, targeted development that pays for itself must also be a priority. In short, developers need to fund a meaningful share of the infrastructure their projects require. Separate needs from wants, then build a fiscally disciplined plan to meet the needs.

Tourism here is still heavily weighted to summer which is hard on businesses and workers who can’t operate/stay through winter. Perhaps we can build on what already exists: the Drake’s chefs’ hockey game every February, Élevage Winter Wine Festival in mid-March, and Maple in the County, our largest spring event, right behind it. 

What’s missing is workforce housing to keep seasonal staff year-round, and something to fill the stretch between events: a low-cost, self-guided “Fire & Ice” weekend, with outdoor skating, fire pits, and a warm-drink trail through Picton, Wellington, and Bloomfield would cost next to nothing and turn three separate weekends into a season people plan around.

Members of Council need to work as a team so MAT dollars serve the whole County. The County just ran a public survey asking residents how to spend it which is exactly the kind of consultation we need. My own view: put it behind a community foundation model, with the principal invested and only the annual interest allocated to community groups.

My pledge to the people of Ward 8, and to every ratepayer in the County, is to uphold my oath of office to do what is in the best interest of the municipality. How? By making myself accessible and accountable to the people who have entrusted me to represent their values and concerns at the Council table. I intend to connect with people by communicating with them on a regular basis via regular meetings, newsletters and direct access.