Kelly Gilson

2026 Oxford County Municipal Election
Woodstock — City-County Councillor

We asked. Kelly Gilson answered. You decide.

Answers are published as submitted.

I. Candidate & Municipal Governance

1. Candidate Introduction

Please introduce yourself to the residents of Oxford County. Briefly tell us why you are running for municipal office, what principles or values would guide you as an elected official, and what you believe is the most important issue facing the municipality you are seeking to represent. What would you do about it?

I care deeply for Woodstock, Oxford and the people who live here. For 35 years, I have been a trusted community leader, working/volunteering to positively impact citizens’ lives and build opportunity. This is our home, we raised our family here and I wish to continue contributing during my retirement. I am committed a common vision that ensures basic needs are met, families have services, seniors can age in place, businesses and industry can succeed, and where everyone is engaged. Safe places and spaces to meet growing needs, along with services and supports for a Housing First model are key community issues that require collaborative efforts, creativity and responsible financial management. I wish to leverage my unique experience and fresh perspective to help our community move forward because better is possible – and together, we can build a stronger, healthier, inclusive community where everyone can thrive, today and for future generations.

2. Local vs. Provincial Authority

Municipalities are increasingly affected by decisions, policies and requirements established by the provincial government. What degree of local discretion do you believe municipalities should have when provincial direction affects decisions within municipal jurisdiction? When, if ever, should a municipality challenge or oppose provincial direction? Please explain.

Municipal governments have authority to govern locally through provincial legislation. They are granted specific powers but ultimately are considered ‘creatures of the province.’ Over recent years, provincial changes have resulted in a reduction of local decision-making, which is unfortunate for communities and their taxpayers who vote to elect local candidates to represent their needs.

When deemed appropriate for the benefit of the community (i.e. specific planning decisions), I think it is very important for local municipalities to challenge the province. By sharing those concerns, providing feedback in a respectful and professional manner, and working in conjunction with other provincial municipalities, we can advocate to the province for the changes that matter most or that should be left to the discretion of the local elected body.

3. Accountability & Access

Once elected, how will you maintain open communication and accountability with your constituents? What level of access should residents have to you, and what responsibility do you have to explain and defend your decisions and votes, particularly when constituents disagree with them?

I am promising to be accessible and available to residents, and I will stand behind that every step of the way. Residents will be able to connect with me via phone, email, or in a meeting. I believe that real-life connections are far superior – and effective – compared to social media interactions.

There is no way that every single person could (or even should) agree with every single vote! I think it is important for an elected official to be available to discuss any disagreement in a healthy, respectful manner – it is vital to both listen and learn. However, that does not mean that there will always be agreement. What I believe matters most is not that there is agreement on every vote, but rather a belief in the integrity of the councillor and in their decision to do what they believe to be best for the overall community.

4. Staff vs. Elected Council

What do you believe is the proper division of responsibility between municipal staff and elected council? What decisions should be made by staff, what decisions should be made by council, and what responsibility should elected officials retain for decisions recommended or implemented by staff?

Elected officials are responsible for providing vision and determining the strategic direction; that includes setting priorities, budgets, policies, etc. They establish the foundation that guide staff efforts. Municipal staff are responsible for the day-to-day operations, and senior management are also regularly tasked to provide their professional opinion or recommendation for council’s review and consideration. Both roles are required to run a municipality effectively and efficiently and are defined in the Ontario Municipal Act.

5. Candidate Social-Media History

Have you ever deleted, hidden or substantially altered past social-media posts or other publicly available online content because you believed it might affect how voters viewed you or your candidacy? If so, what did you change and why?

Never. I have spent 35 years as a public figure in the community with a long history of media content – from newspaper articles, radio clips, newsletters and personal social media; voters are welcome to seek out content to learn more about me and what to expect from me.

II. Taxes, Growth & Development

6. Taxes & Services

What annual municipal property-tax increase do you consider reasonable over the next four years? If maintaining existing services would require an increase above that level, what principles would you use to determine which services or expenditures should be reduced, delayed or eliminated instead? Please explain.

Picking a number is unreasonable; instead I commit to evaluating budgets, reviewing programs/services, determining priorities and timing. Residents deserve responsible spending AND value for their taxes.

Officials must find the balance between needs and wants, which is subjective (I don’t swim, so a pool is a want; OR, I have kids, believe swimming is a life-saving skill, so a pool is a need) and make decisions for the overall community.

Significant aspects are outside of the control of elected officials – utilities, insurance, labour contracts, etc. Delaying maintenance comes with a future financial burden as does delaying the implementation of infrastructure services/facilities. Council must consider the impact on the current budget as well as the impact on future budgets as there is a price to pay for both action and inaction.

I believe in strong financial oversight, responsible spending, strategic planning, respect for the taxpayer and making wise decisions.

7. Population Growth & Agricultural Land

Oxford County’s current planning projections anticipate substantial population growth over the coming decades, creating increasing pressure on agricultural land. Should Oxford plan to accommodate the projected level of growth, or should the County and its municipalities seek to influence the rate and/or location of future growth? When development competes with agricultural and food-production uses, should agricultural land and food production receive priority? What principles should guide these decisions? Please explain.

Our Official Plan encourages the preservation of farmland and the province has also identified that as a priority. Growth will continue to come – it is not optional; and as a council, we will need to manage that to the best of our abilities, which includes good planning to allow for increasing density, creative housing development, maximizing existing infrastructure, etc. Efficient land use and commitment to protecting prime agriculture land to maintain our vital agriculture sector are key principles to guide future decisions.

III. Energy & Major Development

8. Wind & Utility-Scale Solar

What is your position on industrial wind turbine and utility-scale solar developments in Oxford County? If your municipality were asked to determine whether it should be a willing or unwilling host for a large-scale wind or solar project, how would you vote, and what factors would guide your decision? Please explain.

In order to make an informed decision, I would have to have a project proposal in front of me, as I don’t believe that a hypothetical answer is useful. An actual proposal would include information on location, size, infrastructure requirements, analysis of impact on land, humans and animals, benefits, risks, etc.

9. Data Centres

What is your position on approving data centres in Oxford County? Under what circumstances, if any, would you support one? How should council weigh its potential economic benefits against demands on electricity, water, land and other municipal infrastructure? Please explain.

Data centres are very controversial due to their extreme consumption of land, water, and electricity; many municipalities are pausing consideration to learn more about the environmental impact and the ripple effect on the health and well-being of animals and humans. In addition to requiring a large infrastructure footprint, they do not offer large employment opportunities, which is certainly a consideration when considering economic development.

Oxford does not have the electrical capacity to meet the needs of a data centre, so at this point in time we are not a contender for interest from such a project. Should that day come in the future, the first step would be to look at all of the current information to determine the full impact (immediate and long-term) along with the opportunity and the opportunity costs, to help provide a foundation to guide responsible decision-making.

IV. Property Rights, Environment & Climate

10. Property Rights & Environmental Regulation

What principles should determine the balance between private property rights and municipal environmental regulation? What limits, if any, should municipalities place on environmental restrictions affecting the use of privately owned rural land? Please explain.

Private property owners have rights that must be protected; they are also required to follow municipal regulations (property standards, fence height, etc.). There are environmental regulations are predominantly created by other levels of government (i.e. Ministries of the Environment, Natural Resources, Municipal Affairs, and Conservation Authorities). Municipalities are there to enforce those set rules and regulate land use.

11. Climate Change & CO₂

What role, if any, do you believe carbon dioxide emissions play in climate change? What responsibility, if any, should municipal government have for addressing climate-related issues, and should municipal taxpayers fund those efforts? Please explain.

Climate change is real; carbon dioxide emissions and greenhouse gases are contributing factors. Municipalities can increase their efforts in fleet management, tree planting, energy efficiency, etc.

Climate change affects people, health, food sources, infrastructure, insurance, etc. How many 100-year rain storms/forest fires/droughts, can we manage? Will we lose streets, bridges, or other physical infrastructure and what is the cost to repair? A municipality must consider best practices for physical investment in roads, stormwater management systems, etc. Our citizens are currently experiencing harmful impact, and those most vulnerable (financially insecure, inadequately housed, unhoused, etc.) disproportionally so. From extreme heat days to poor air quality, individuals who are health compromised, young children and seniors are impacted. All of these impact come at a price and a toll on society. Municipalities clearly can’t solve climate change, but they must be mindful of their decisions and the impact on their citizens and act responsibly.

V. Municipal Policy & Public Institutions

12. DEI, Hiring & Public Services

When municipal government makes decisions about hiring employees or providing services, what role, if any, should a person’s race, ethnicity, sex, disability, newcomer status or other demographic characteristics play? Do you support mandatory diversity, equity and inclusion training for municipal employees, and should municipal taxpayers fund it? Please explain.

Qualifications and relevant experience based on the role requirements should be the determining factors to hire the best person. The Municipality should strive to be an employer of choice, which helps to attract and retain highly qualified staff; that is the most cost-effective way to ensure a strong staff team and provide them with a positive, respectful and supportive workplace. I support delivering appropriate workplace training…period. That is what a good employer does and there are numerous legal expectations in place to guide that in terms of human rights, AODA, workplace health and safety, etc.

Municipal staff are required to provide professional, respectful, accessible service to all people, regardless of their race, ethnicity, sex, disability, newcomer status or other demographic characteristics, and to do so in a way that is welcoming, ensures dignity and reduces barriers. Training and modeling behavior ensures all citizens are treated the way they deserve.

13. International Policy Frameworks

What role, if any, should international policy frameworks such as the United Nations’ Agenda 2030 and Sustainable Development Goals play in municipal decision-making? If municipal policies are influenced by such frameworks, what responsibility does council have to ensure that those decisions remain transparent and accountable to local residents? Please explain.

Municipalities are not guide by, or responsible to, the United Nations; rather, they are accountable to the laws of our province and country and responsible to our local citizens. We make our own priorities based on local needs. Like any other framework developed by outside organizations, there is always an opportunity to use the framework as research to inform efforts in specific areas.

VI. Public Safety, Privacy & Emergency Powers

14. Flock Cameras & Surveillance

What is your position on the use of Flock cameras and other automated licence-plate recognition (ALPR) or camera-based surveillance systems by municipalities for public safety? What limits, if any, should apply to their use, and how should council balance public safety with residents’ privacy? Please explain.

This is not a Council question, rather a police service question. Our local police are currently using automated licence-plate recognition (ALPR) on their vehicles for public safety issues such as locating stolen vehicles, supporting Amber Alerts or seeking missing persons, identifying vehicles linked to crime, traffic enforcement, etc. Those do not impact residents’ privacy at all – roads are not private property and there is no expectation of privacy. Although I am not privy to their policies, I am confident that they have policies in place to govern this aspect of their community safety efforts.

Municipal properties have surveillance systems – as do many homes and businesses – which have signage identifying that there is a camera-system in that public space. Again, I am confident that there are policies in place as to how and where that data is stored, for how long, who can access it, etc. to ensure accountability and transparency.

15. Public-Health Emergency Powers

If another public-health emergency occurred, what restrictions, if any, should a municipality be able to impose on access to municipal buildings, facilities, programs or community activities? What role should elected council have in approving or overseeing such restrictions, and what limits should apply to municipal authority during an emergency? Please explain.

There are levels of authority – federal, provincial, municipal, and public health and that authority comes with the ability to make and enforce decisions. Municipal council, in conjunction with municipal staff, are responsible for implementing directions provided by the bodies of government charged with making those decisions. Municipal council or staff are not qualified, equipped or responsible to determine their own response to a public health emergency.

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Questionnaire sent: September 8, 2026
Response received: September 20, 2026

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