Grand Manan Councillor Candidate: Scott Freeth
1. As candidates, what would be your key priorities over the next four years in your community?
One of the most pressing issues facing Grand Manan is infrastructure, particularly the reliability of the ferry service. Islanders are not dealing with minor inconvenience, but ongoing disruptions from an aging fleet that affect daily life. Delays and cancellations can mean missed medical appointments, disrupted supplies, lost workdays, and constant uncertainty for residents.
The economic impact is substantial. The island generates approximately $85 million annually and supports around 600 jobs in the fishery sector, all of which depend on reliable, timely transportation. Ferry disruptions delay shipments, increase costs, and undermine confidence in local industries. Tourism and small businesses are also affected through cancellations and reduced visitor traffic.
While Council has worked with the Province, stronger commitments, clear timelines, and transparent planning are needed. Reliable ferry service is essential to healthcare access, economic stability, and long-term growth, and it requires sustained advocacy and a results-focused approach.
2. How would you achieve those priorities within your mandate?
Securing a replacement for the Grand Manan V must be approached as a strategic infrastructure priority, not a discretionary request. The island’s economy depends on reliable ferry service to move high-value seafood, world-renowned dulse, and other locally produced goods to the mainland and export markets. Ongoing disruptions from an aging boat pose a direct risk to supply chains, local businesses, tourism operators, and the broader stability of the community.
Council must work collaboratively with industry partners, regional stakeholders, and the Province to position this as critical provincial infrastructure. A modern replacement boat is estimated to cost between $40 million and $80 million, requiring inclusion in the Province’s multi-year capital plan and exploration of federal cost-sharing opportunities.
This will not be achieved through a single request, but through sustained advocacy, clear planning, and unified pressure. The goal is to secure a firm commitment within two years, with delivery of a new vessel within five.
3. How will you ensure transparency and accountability in council decisions and communication with residents?
Transparency and accountability begin with making information easy for residents to access and understand. Residents need clear updates that explain what decisions were made, why they were made, and how they affect the community.
I will ensure current information is regularly posted on the Village website in a clear, accessible format. I also recognize that not everyone has internet access, so I support quarterly summary reports that highlight key Council decisions and progress in a format that can be shared across the community.
The bottom line is that communication must be consistent and useful, avoiding technical language, while all meetings should be accessible and encourage participation. Furthermore, accountability requires clear timelines and regular updates.
My goal is to ensure Council decisions are clear, accessible, and easy to follow for everyone.
4. What is your approach to managing growth and development while preserving the character of the community?
Managing growth and development must start with protecting the character of the island, which is central to why people choose to live and invest here. This means ensuring that all new residential, commercial, and industrial development aligns with the Village’s by-laws and, once passed, the Grand Manan Rural Plan (By-Law 56-22), including standards for zoning, scale, and land use.
My approach is based on consistency and fairness. Village by-laws are in place to balance growth with preservation, and they must be applied equally to all projects. Development should meet these established requirements, not seek exceptions that undermine them.
Growth is important, but it must be thoughtful and appropriate. By supporting projects that comply with our planning framework, we can encourage economic opportunity while maintaining the identity and appearance of the community.
Growth should strengthen the community, not change what makes it unique.
5. What is your position on property taxes, and how would you balance affordability with maintaining services?
Property taxes on Grand Manan are shaped mostly by the Province, which sets property assessments and the basic tax structure. Council’s role is to set the local tax rate and manage the budget responsibly. That means our focus must be on how we plan, prioritize, and deliver services.
The Village operates on a budget of several million dollars, with most spending directed toward essential services such as roads and infrastructure, waste management, fire protection, and daily operations. These are core services residents rely on and must be funded properly.
Affordability remains important. Living on an island comes with higher costs, so keeping taxes stable and predictable is key. This requires disciplined budgeting, careful spending, and seeking outside funding where possible.
Residents should clearly understand what their taxes support and trust that every dollar is used effectively.
6. Why are you the best candidate to represent your ward, and what experience do you bring to the role?
I believe I am well suited to represent the Village as Councillor because I bring practical leadership experience, a results-focused mindset, and a strong understanding of responsible governance.
Before retiring, I worked with Bell Canada as an Associate Director and Senior Project Manager in IT, where my team and I delivered multi-million-dollar programs supporting critical infrastructure. That work required discipline, accountability, and a clear focus on results, skills that translate directly to managing public resources.
I have also served as a municipal councillor in the Township of South Gower, a rural community south of Ottawa, and on the Board of Directors for a condominium corporation overseeing 50 townhouse units. These roles reinforced the importance of transparent decision-making, fiscal responsibility, and getting projects completed.
I am committed to clear, accountable leadership that delivers results for residents.
