A large part of who I am and what I stand for is that this campaign isn't about me, it's about us, our community, and the generations that will follow us.

These posts are intended to start conversations, share ideas, and gather feedback from residents. If I don't publicly share my thoughts and priorities, how can residents know where I stand? And if residents don't tell me what they support, what they disagree with, or what I've missed, how can I truly represent them?

I believe the best ideas come from open and honest discussion. Follow me on Facebook to see these posts, share your feedback, and help shape the conversation about the future of Admaston/Bromley.

Why I'm Running

Our township has been slowly changing, and not always for the better. Taxes keep rising, services keep shrinking, and the way we govern ourselves has become more complicated than it needs to be. I’m running for mayor because I believe Admaston/Bromley can do better — not by becoming something we’re not, but by returning to the practical, rural approach that has always defined us. I am ready to take the lead on this but I need input from the residents to ensure I am leading us in the direction we want to go, this is not about what I want, it’s what WE want. I cannot guarantee that taxes will go down, costs on everything are rising, but I can work with the council to ensure that taxes collected are spent wisely and we minimize tax increases.

We’re a community that values common sense, direct communication, and living within our means. I want to help bring those principles back into our decision‑making. Check out my website for more, www.kevinlegris.ca.

What changes do you think would make the biggest difference for Admaston/Bromley right now?

A Rural Township Needs Rural Solutions

Admaston/Bromley is not a big city — and that’s one of our greatest strengths. We don’t need layers of bureaucracy or complex systems that make it harder for residents to get answers or access services. People here expect to know township staff, walk into the office, and speak to someone who understands their concerns. We can keep up with the conveniences of technology with online access to information and services while giving residents the choice of how they access this.

We should be focusing on reliable basics: roads, waste, emergency response, and accessible staff. The rest, we accomplish together as neighbours.

Check out my website for more, www.kevinlegris.ca.

What does “good rural governance” look like to you? What do you want to see more of — or less of — from the township?

Setting Clear Priorities

When I look at our township’s finances and operations, a few priorities stand out. We need to reduce administrative costs, keep tax increases reasonable, simplify outdated policies, and strengthen our reserves so we’re prepared for the future. And we need to do all of this without cutting the services residents rely on.

These aren’t abstract goals — they’re practical steps toward making sure Admaston/Bromley stays affordable and functional for families, farmers, and businesses.

Check out my website for more, www.kevinlegris.ca.

Where do you feel the township spends money well, and where do you think we could be more efficient?

Rethinking Our Administrative Structure

A few years ago, the township adopted the CAO model, adding multiple executive‑level positions. For a large municipality, that structure makes sense. But for a small rural township like ours, it may be more than we need — and more than we can justify financially.

Many rural communities operate successfully with the traditional Clerk‑Treasurer model. It’s simpler, more cost‑effective, and better aligned with the size and complexity of our township.

I want to look at returning to the Clerk-Treasurer model and better understand the pros and cons of the process.

Check out my website for more, www.kevinlegris.ca.

Do you feel our administrative structure matches the needs of a small rural community, or does it feel oversized?

Reviewing Discretionary Policies

Some of our policies — like the chicken bylaw, food truck bylaw, and dog tag program — may be creating more administrative burden than benefit. They require fees, registration, and oversight that don’t necessarily improve safety or service. In some cases, they simply add cost and complexity for residents and staff.

I believe we need to take a hard look at these policies and ask: Are they necessary? Are they effective? Are they worth the administrative cost?

Check out my website for more, www.kevinlegris.ca.

Which township policies feel unnecessarily complicated or outdated to you? What would you like to see simplified or removed?

Waste Services: Mixed Results

Our recent waste changes have produced both successes and challenges. Waste volume has dropped by more than 80%, which is remarkable. But revenue dropped by the same amount, creating a significant shortfall. The cost of operating our transfer stations and landfill hasn’t changed — so we need to rethink how we fund waste services moving forward.

There are several options: adjusting fees, revisiting bag tags, reducing operating hours, or exploring entirely new approaches like contracting out services or using monitored community dumpsters.

Check out my website for more, www.kevinlegris.ca.

What approach to waste services would you support? What matters most to you — convenience, cost, or long‑term sustainability?

Roads and Winter Maintenance

Roads are the backbone of our township. They’re essential for families, farms, school buses, emergency services, and local businesses. Maintaining them is one of our largest expenses, and we need to make sure we’re spending wisely.

To find cost savings I want to explore ideas like returning some lesser‑travelled roads to gravel, adjusting winter maintenance schedules, reducing overtime, or even contracting out winter control — all without compromising safety.

Check out my website for more, www.kevinlegris.ca.

What road or winter maintenance challenges do you see most often in your area? Where do you think improvements could be made?

Shared Services Across Municipalities

Shared services are one of the most effective ways rural municipalities can reduce costs without reducing service. We already share a Chief Building Official with Horton, and it works well. I'd like to investigate how we can expand this approach to staffing, equipment, and specialized roles like Fire, Finance, By‑Law, and Emergency Management.

Sharing resources means we spend less, avoid duplication, and get better value for taxpayers.

Check out my website for more, www.kevinlegris.ca.

Where do you think shared services could help us most — staffing, equipment, or specialized positions?

Smarter Equipment Decisions

A staff member recently said we were “the envy of every municipality” because of a particular piece of equipment. That comment made me think: Do we actually need to be the envy of anyone? Or do we simply need equipment that fits our real needs?

We don’t all need to own one of everything. By coordinating with neighbouring municipalities, we can borrow, rent, and share equipment — reducing duplication and lowering costs.

Check out my website for more, www.kevinlegris.ca.

Do you feel our equipment purchases match the township’s needs, or do we sometimes aim higher than necessary?

Technology: Optional, Not Mandatory

Technology can make life easier — but only when it’s used appropriately. Some residents prefer online services, while others value face‑to‑face interaction. I believe both options should remain available, and neither should be forced.

Any technology we invest in must reduce administrative burden, not increase it. And we need to regularly review our systems to make sure they’re cost‑effective and genuinely helpful.

Check out my website for more, www.kevinlegris.ca.

What township services would you prefer to handle online, and which do you want to keep in person?

Provincial Funding Shortfall for Agriculture

The farm tax program is an important way Ontario supports agriculture, and I believe that support should continue. What concerns me is how the program is funded. Eligible farmland pays 25% of the residential tax rate, and in Admaston/Bromley that creates a municipal tax difference of approximately $1.1 million.

Even if we count our entire $495,400 OMPF allocation against that difference, more than $606,000 remains. Farmers shouldn't lose an important agricultural benefit, but rural municipalities shouldn't be expected to quietly absorb the growing difference either.

Check out my website for more, www.kevinlegris.ca.

Do you think the Province should fully fund the cost of its agricultural tax policy?

Severances & Rural Growth

Are we making development too difficult?

If we want more housing, more local businesses, and more investment in rural communities, we need to talk about the barriers that can sometimes stand in the way.

Creating a new building lot through the severance process often involves application fees, surveys, professional studies, agency reviews, and significant time commitments. While these requirements exist for good reasons, they can also make new development more difficult and expensive.

That raises an interesting question: could municipalities encourage growth by rewarding results instead of simply processing applications?

One idea would be to consider a partial severance rebate when a qualifying home or business is actually constructed within a set period of time. Rather than subsidizing speculation, the incentive would be tied directly to completed investment, new assessment growth, and long-term community benefits.

This isn't a proposal to eliminate costs or bypass planning requirements. It's simply a conversation about whether we can better encourage the housing and economic development that many rural communities say they want.

Check out my website for more, www.kevinlegris.ca.

Should municipalities offer severance incentives for homes and businesses that are actually built?

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