Woolwich — Ward 2
2 candidates responded
Sheryl Tilley See responses
It should be more transparent and accessible
- Increased cost recovery by increasing user fees (e.g. recreation programs, parking, transit fares)
- Area-specific levies where residents in a defined area receive or request a distinct level of service
- Ensure new development pays a greater share of long-term infrastructure costs
- Reduce discretionary programs to protect core services
- Prioritize maintenance and state-of-good-repair over expansion
- Defer or cancel capital projects with low long-term return on investment
Please describe one concrete example of a trade-off you would support (or oppose) when costs rise faster than revenues.candidate's own words
Cut all non-essential, non-core programs such as DEI. That should save about $11million annually. Under Ken Seiling and Mike Murray, there were 8 staff in the CAOs office, Under Karen Redman and Bruce Lackner, that ballooned to 30 staff, the majority of which were associated with very costly DEI staff positions pandering to special interest groups.
Would you like to provide any additional context for your views on budgets?candidate's own words
Significant cost projects (new builds) must go to the public on a referendum. It's our money, we have the right to decide how it's spent.
If you chose "It should be more transparent and accessible", please describe how.candidate's own words
All councillors should have access to Crystal Reports, not just the final, massaged numbers produced by Finance. All motions before Council that have budgetary impact shall consist of three options (option A: high cost, high impact, Option B: low cost, low impact, Option C: do nothing pro/con). That allows for more informed voting, not just rubber stamping a final report with an outcome that has already been predetermined by staff.
Steven Haase See responses
It should be more transparent and accessible
- Moderate, predictable tax increases to maintain service levels
- Area-specific levies where residents in a defined area receive or request a distinct level of service
- Actively pursue provincial and federal transfer funding and grants
- Ensure new development pays a greater share of long-term infrastructure costs
- Re-evaluate development incentives or subsidies that create long-term liabilities
- Maintain current service levels, even if taxes rise
- Adjust service delivery models to reduce costs without reducing access
- Hold service levels and staff performance to a clear
- measurable standard. Better tools and approaches
- like online services
- simpler processes and faster response tracking
- can lower costs and give residents a better experience at the same time.
- Prioritize maintenance and state-of-good-repair over expansion
- Require lifecycle cost analysis before approving any new infrastructure
- Defer or cancel capital projects with low long-term return on investment
Please describe one concrete example of a trade-off you would support (or oppose) when costs rise faster than revenues.candidate's own words
Before asking residents to pay more, I'd want the township to show it's getting the most out of what it already spends. I would want to see clear service standards for common requests like building permits, road complaints and bylaw issues. Track how long each one takes, and publish the results. Then use better tools, such as online applications, request tracking and simpler approval steps, to meet those standards with less staff time. Savings found this way can go toward road and bridge repair before a tax increase is considered. When an increase is needed, residents will have good reason to trust that the money is being used well.
If you chose "It should be more transparent and accessible", please describe how.candidate's own words
Most residents never see the budget until it's already decided. I'd like to change that in three ways. First, ask residents about priorities before the draft budget is written, not after. That could be a short online survey or a drop-in evening in each ward. Second, publish a plain-language summary alongside the full budget. It would show what the average household pays, how that splits between the township, the Region and the school boards, and what each dollar buys. Third, I'd put out short updates and explainer videos during budget season, so people can follow the key decisions without sitting through hours of meetings.