Administration Centre

If elected the first thing needed to be done is pause and conduct a full assessment of the build and all the contracts involved. Once all the facts are available we need to have a community discussion\referendum to determine how we move forward. All options should be on the table.

Hello, Thank you for asking this critical question directly. I will answer candidly, because this project is one of the most serious fiscal challenges facing our township, and ratepayers deserve unvarnished honesty rather than political sound bites. Earlier this spring, my clear objective was to hit pause immediately upon taking office, close the gates, hold a well-advertised town hall, and examine whether we could halt the project altogether. However, responsible leadership means adapting to hard operational facts as they develop on the ground: The Reality of Subtrade Contracts: In June, when the Class B estimate came forward, it confirmed that the construction manager, Bertram Construction, has roughly 45 subtrades contracted. Breaking dozens of executed commercial agreements carries severe legal penalties, cancellation damages, and immediate liability that could cost taxpayers millions without a single brick to show for it. Rapid Construction Progress: By the August council update, staff confirmed the build is significantly advanced—the structure is slated to be walled and the roof sealed before winter. We are no longer debating a vacant gravel lot; we are dealing with a rapidly enclosing physical asset. Uncovering the Actual Costs (FOI Request): To understand our true contractual and financial exposure, I have already submitted a comprehensive Freedom of Information (FOI) request for the general ledger records, contracts, and financial commitments. Even with the anticipated redactions and personal expense involved, taxpayers need independent eyes reviewing the money that has actually left township accounts. My Action Plan Upon Taking Office Immediate Audit & Direct Debrief: On day one, I will require the project manager and building committee to place every dollar, change order, executed contract, and cancellation penalty on the table so council has the unvarnished figures. Open Public Town Hall: I will bring those verified numbers directly to the community in a fully transparent public forum. Residents must see the exact financial math: what walking away would cost in legal penalties and stranded debt versus what completing or repurposing the asset entails. Evaluating Viable Fiscal Off-Ramps: If the cost of walking away or tearing it down is fiscally irresponsible, we must evaluate every alternative to protect the public purse: Can we partner with upper levels of government or the province to take over or offset the facility? Could portions of the site be repurposed or leased to private health, institutional, or senior-living partners to generate revenue? (Noting the practical challenges, such as rural location and lack of transit). Community-Driven Resolution: Once all options and their associated price tags are laid bare, the public must be directly consulted on the final path forward. This situation is deeply concerning and keeps many of us up at night. Council committed taxpayers to this massive expenditure without a mandate, and unwangling it requires steady, disciplined financial scrutiny. I will not make reckless promises without knowing our legal exposure, but I can assure you I will take a hard-nosed, fiscally responsible approach to protect our ratepayers. Kind regards, Karen Zulynik, Candidate for Deputy Mayor