I want disciplined spending, timely decisions, long-term financial planning and a broader revenue strategy so property taxes are not expected to absorb every new pressure.
Chamber ACM question
The goal has to be financial sustainability, not simply reacting to each budget year as it arrives.
I would start with a thorough review of the budget, line by line, to understand what is driving costs, what is essential, what has grown over time, and where we are paying for duplication, delay or poor decision-making.
I also think Council has to be more decisive. Delayed decisions can be expensive. Repeated studies, prolonged processes and ongoing consultancy work can add significant costs when what is really needed is for elected officials to make a decision and accept responsibility for it.
I want clearer long-term financial planning that connects the budget to infrastructure, staffing, service levels and projected growth, so we are not constantly solving problems after they become more expensive.
And we need a broader revenue strategy, including commercial growth, grants, appropriate user fees, and Development Cost Charges, so property taxes are not expected to absorb every new pressure.
For me, financial sustainability means disciplined spending, timely decisions, and a budget that is built around long-term priorities rather than short-term reaction.
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