'Changing the status quo starts with us,' says Boileau

The last census data is concerning to me and demonstrates a need for more action. With operational costs continuing to rise, and aging infrastructure that needs repair or replacement, a static or declining population base means that the cost of living per resident inevitably goes up. Having worked in marketing and recruitment, and now working in the education and employment sector, I have ideas that I know can help attract and retain new residents. 

Quite simply, we must continue to strive to make Timmins a better place to live, and to promote it as such. We need to focus efforts on enhancing and diversifying recreational and tourism opportunities, improving transportation infrastructure (i.e. Timmins Transit, EV charging stations, advancing partnership with Ontario Northland), and celebrating our plurality. We should develop and invest in a solid recruitment strategy consisting of promoting to targeted talent pools, matching vacant jobs with high-skilled professionals, offering incentive packages, ensuring access to support and services for family members, etc. We can also work on improving our community’s capacity to assist new residents with their integration in the community, regardless of where they’re from, and to embrace different worldviews. 

Of course, these approaches can only be successful by first addressing the housing and health issues we face.

As councillors, we’re elected to represent the public’s best interest. Our residents are hardworking and busy, and they entrust us to do the homework, read the studies and reports and ask questions when required. Council is responsible to hold itself and its administrators accountable for the stewardship over public funds and achieving value for money in municipal operations. Most of the real work is done in between council meetings, when the public isn’t watching, so it’s important to clearly and regularly communicate progress to residents.

Current and prospective residents and business owners want to know that the city’s organized. Is the leadership capable of executing strategy? Is the city well-managed? By clearly communicating a strategic plan, and performance measures and results, we can encourage a positive relationship with the public, and better educate residents on procedures and how decisions are made. 

Transparency is best fostered when residents can access and read through the information in an easily accessible format. I believe the key is 'proactive disclosure' with good records, clear procedures, and a proactive effort to make information publicly accessible (i.e. via social media, our website, printed mailouts, open meetings, etc.). It's also important that we create space for residents and business owners to provide their feedback to council, and that we respond accordingly.

This issue is affecting every resident and organization in the city, including the municipality itself. Though salaries may not be increasing fast enough, they are still set to raise moderately as per collective agreements and industry standards. This, coupled with rising prices for products (i.e. fuel, building materials) required to provide quality services, means the cost of operations will inevitably rise. Short of reducing services, there isn’t much we can do to provide relief from inflation. But, there are still a few things we can and have been doing. We have existing rebate programs such as the Elderly Property Tax Assistance Credit and Low Income Utility Assistance Credit. We can continually improve these programs and explore similar programs for other municipal fees and levies. 

It’s essential that we continue to support one another when times are difficult. Ensuring adequate support and funding for community food security programs is vital as more and more residents have to choose between paying rent/their mortgage or the grocery bill. Municipal leaders also have a role to play in ensuring that residents and businesses are accessing governmental programs, such as employment and training supports (i.e. wage subsidies, and training grants), to help increase their individual spending power. Finally, we must continue to lobby upper levels of government to take swift action where possible, to temporarily alleviate financial pressures on residents and taxpayers

I want voters to know that I am qualified and the best candidate for this job. 

I have a Masters of Research degree, and demonstrated leadership skills in direct program and service delivery, and monitoring public sector budgets. I’ve served as municipal councillor for the past four years and I’ve been actively engaged on several boards and committees. I currently chair the Cochrane District Social Services Administration Board (CDSSAB), as well as the Northern Ontario Service Deliverers Association (NOSDA). I have significant experience in governmental relations, and work has always required me to stay up to date with local labour market trends. I’m knowledgeable of the construction industry, involved on large capital projects as board director for the Centre culturel La Ronde and Centre de santé communautaire de Timmins, which both have sizable construction projects in the works.

I am optimistic for the future of Timmins. We now have a Community Safety and Well-Being Plan, which will help guide us in achieving our goals of ending chronic homelessness by 2025, having more youth-focused initiatives, and improving safety for all residents. I have a vision for our city that includes major capital works, a positive business environment and thriving cultural communities.

I believe changing the status quo starts with us.