Frequently asked questions

Because safety has to come before convenience. We’ve had serious accidents, including two fatal ones (one on Highway 105 South and another to the north). The reduced speed limits and protective bollards aren’t aesthetic choices; they save lives. They make drivers slow down instinctively, and studies prove they work. I know it takes adjustment, but our children’s safety isn’t negotiable.

I share that frustration. The main section of Old Chelsea Road falls under provincial jurisdiction, so we can’t simply send in our municipal crews. That said, I don’t want to sound like I’m passing the buck. Council has formally asked the Ministère des Transports et de la Mobilité durable (MTMD) to prioritize repairs. I’ve met several times with the ministry, including the Minister and our MNA,  and will keep pressing until work begins. The MTMD has confirmed it’s now analyzing reconstruction between 105 and Highway 5. In the meantime, we’re maintaining our municipal sections to keep them safe and drivable.

Great question! They’re two separate projects. The new Chelsea Health Centre will bring family medicine and community health services right here to town, so residents don’t have to travel to Gatineau or Ontario for basic care. The new regional hospital is a separate provincial project, located nearby in Gatineau (off boulevard Cité des Jeunes / Centre Asticou). Both matter, but our local health centre will make a real, everyday difference for Chelsea families.

Our identity is our greatest strength. We’re protecting ecological corridors, natural areas, and biodiversity; supporting Action Chelsea for the Respect of the Environment’s (ACRE) goal of 30 %land conservation by 2030; and ensuring new development fits Chelsea’s natural landscape. The province’s Land-Use Planning Framework (OGAT – Orientations gouvernementales en aménagement du territoire) requires densification inside the urban perimeter, a measure designed to protect rural areas from urban sprawl. Growth will happen, but it must respect our environment, our landscape, and our community spirit. That’s a full commitment on my part.

That perception is understandable, but incomplete. Major projects are concentrated in the village core because that’s where water, sewage, and transit infrastructure exist. But we’ve also invested in parks, trails, and infrastructure across Farm Point, Hollow Glen, and other rural sectors. Many climate-adaptation projects have been completed, including culvert replacements and drainage upgrades. I grew up in a rural setting, and I know how important balance is. Chelsea is one community, and every area counts.

We’ve implemented a Seasonal Management Plan in partnership with the NCC, MRC des Collines, and even Camp Fortune in winter. It staggers visitor traffic, promotes off-season tourism, and improves signage and parking. We’re also investing in park-and-ride options to reduce pressure in the core, promoting sustainable transport, expanding bike lanes, and supporting both weekday and weekend shuttles, which are working very well. The goal isn’t to limit tourism, but to manage it responsibly, so residents can enjoy their village too.

The boat launch remains open. The compromise was to install barriers but keep them open until a long-term solution is found. The intent was never to restrict access. Quite the opposite actually. But to make it safer, more sustainable, and ultimately more practical. We’re taking extra time to consult residents and plan properly in 2026. The goal is to protect our shorelines while improving access for everyone: residents, boaters, and nature alike.

I know affordability is a real concern. While many factors stem from the national and global economy (inflation, interest rates, construction costs), municipalities still have a role to play. We’re supporting housing for seniors and families, encouraging long-term rentals instead of short-term speculation, and keeping taxes as stable as possible while maintaining services.

We’ve tightened short-term rental rules to preserve access to home ownership and long-term rentals. The first homeowner co-op is under construction, offering units 25% below market value, and the new seniors’ residence adds 12 inclusive, accessible homes. New multi-unit housing in the village core, close to services, gives young residents and local workers the chance to stay in the community where they grew up.

Families are at the heart of Chelsea. I ran a summer-camp company for years, so I know firsthand how important accessible programs are. I’m committed to bringing the cost of municipal day camps down to the regional average. Safe streets, quality recreation, and strong community services. That’s what keeps families rooted here, and that’s what I’ll keep prioritizing.

Chelsea has made real progress in recent years: a new optometrist, a second pharmacy, more childcare spaces, and expanded CLSC services. Local economic vitality means more neighbourhood shops in the village core, Farm Point, and the south end near the Alonzo Bridge (yes, that commercial zone is part of Chelsea!) The new health centre is advancing, and the future elementary school will bring education closer to home. We’re also modernizing our digital tools, from the Pivot platform to council-meeting summary videos, to make local government more open and accessible.

That’s an excellent and important question. Debt is what we borrow to fund long-term infrastructure; a balanced budget means we still live within our means each year. Unlike provincial or federal governments, municipalities can’t run deficits. Borrowing for roads, water, or recreation is like a mortgage. It spreads the cost over time, so current residents don’t bear the full load.

Compared with regional neighbours, Chelsea’s debt is slightly higher, but so is the value of its municipal infrastructure. Recent investments include road upgrades, the VVC, water and sewage systems in the village and Farm Point, the Meredith Centre, and climate-adaptation work. We’ve also brought more operations in-house (like snow clearing) to improve reliability and cost predictability.

The outgoing council increased debt by about $15 million: $10.1 million for the Farm Point Riverside Road reconstruction and $5 million to purchase land, including the future elementary school site and another near Town Hall for long-term needs. Even so, our debt-to-property-value ratio remains healthy. We’ll continue to manage finances strategically and carefully, maximizing available grants, as I’ve done and will keep doing.

Not at all. Debate can get lively, but that’s democracy in action. As outgoing councillor Kimberly Chan recently wrote, Chelsea’s council passed 99.5 percent of over 1,500 resolutions either unanimously or by majority vote. The mayor’s tie-breaker was used only eight times! That’s not dysfunction, that’s actually collaboration! Yes, discussions can be passionate, but the record shows a council that worked hard, debated respectfully, was most often unanimous, and delivered real results.

Because we’re committed to doing things properly. Every major decision now includes public consultation, environmental review, expert recommendations, and financial analysis before adoption. It takes more time, but it avoids mistakes and builds trust. Meaningful progress is built on solid foundations.

Because Chelsea is already feeling the effects, such as floods, tornadoes, derechos, ice storms, wildfire smoke, and heat waves. Investing in climate resilience isn’t ideology; it’s responsible risk management. When we protect forests, improve stormwater systems, and electrify our fleet, we prevent future repair costs and protect our homes and quality of life. Local action matters. What we do here contributes to the bigger picture, and we’ve seen that global crises don’t stop at municipal borders.