Rachael Prinzen

SOPHIASBURGH WARD 6

Rachael Prinzen says keeping the County affordable starts with asking harder questions about how municipal dollars are spent.

The Sophiasburgh council candidate and school board trustee ranks value for taxpayers first among her priorities, followed by limiting tax increases and improving roads and essential infrastructure.

“As a school board trustee, former Vice- Chair and Audit Committee Chair, I have demonstrated that I will do the homework, scrutinize the use of tax dollars and ask difficult questions—even when it is uncomfortable.”

Born and raised in Prince Edward County, Prinzen describes herself as a 10th-generation County resident. She attended Pinecrest and Prince Edward Collegiate Institute before earning an Honours Bachelor of Science in Nursing through Loyalist College and Brock University.

She lives in Sophiasburgh with her husband, Joseph, and their two daughters. The couple operates a small woodworking business.

Prinzen says her experience in nursing, elected office, community service and business would guide her approach to council.

She would look for opportunities to reduce costs while ensuring necessary repairs proceed before they become more expensive. Before hiring consultants, council should determine what information already exists and whether outside expertise is needed. Once projects are approved, costs and results should be monitored.

Selling municipal buildings ranks last among her priorities, although she would consider sales where there is a clear public benefit. Decisions should account for condition, operating costs, community use and future value, with residents given an opportunity to comment.

On water infrastructure, Prinzen wants a clearer assessment of alternatives and costs.

“I would not support the Wellington-to- Picton pipeline at this time,” she says. “Based on the information I have reviewed, I am not convinced that the expense is justified or that it is the best option for our current needs and realistic future growth.”

Her priority would be maintaining safe, reliable systems while upgrading aging infrastructure at a pace residents can afford. She wants alternatives compared, including improvements to existing systems, with their long-term costs clearly explained.

“I cannot responsibly commit to $100 million, $200 million or ‘whatever it takes.’”

Borrowing must be tied to a justified project and an affordable repayment plan, she says. Government funding and developer contributions should be pursued, with residents told what costs would remain.

On housing, Prinzen supports smaller homes, additional units within existing houses, long-term rentals and shared or multigenerational accommodation. Clear planning requirements and timely decisions could help suitable projects proceed.

Her governance work with Grace INN and Shiloh House has reinforced the importance of partnerships. She would explore collaboration with housing providers and builders, including school board partnerships connecting construction with hands-on learning and skilledtrades experience.

Prinzen opposes using strong mayor powers to override a council majority.

“Residents elect every member of Council to represent them, and those voices deserve to be respected.”

Leadership, she says, requires listening, debate and collaboration. Decisions requiring reconsideration should return to Council with supporting information for open discussion.

She identifies balancing affordability with infrastructure and service needs as the next council’s biggest challenge. That means determining what must happen immediately, what can be phased in and how it will be funded.

“As a nurse, I know the importance of assessing needs before choosing a course of action—and evaluating whether that approach is working. I would apply that same discipline to Council decisions.”

If elected, Prinzen would establish a regular forum for residents to receive plain-language updates, ask questions and provide input.

“Residents deserve clear information before commitments are made, regular updates afterward and a Council willing to change course when the evidence calls for it.”