Oversight Is One of a Mayor’s Most Important Responsibilitie
During an election campaign, we understandably spend a great deal of time talking about what we want to accomplish. Roads, recreation, economic development, housing, taxes and municipal services are all important conversations. But there is another responsibility of municipal leadership that receives far less attention: Oversight.
A mayor does not run the day-to-day operations of a municipality. We employ professional staff to do that. Council's responsibility is governance: establishing priorities, approving policies and budgets, making major decisions and ensuring that the municipality remains accountable to the people it serves.
I believe one of the most important responsibilities of a mayor is making sure council takes that oversight role seriously. That means asking questions.
What are we trying to accomplish? What will it cost? Can we afford it? What are the risks? Are there alternatives? How will we measure success? And after council approves something, did we actually achieve what we said we would?
Those may sound like simple questions, but answering them properly requires experience.
Experience Matters
My approach to municipal leadership has been shaped by approximately four decades working in the financial services industry and by years of experience in governance and public service.
Throughout my career, I have worked with families, businesses, municipalities, non-profit organizations and professionals to help them make important financial decisions. That experience taught me that good financial management isn't simply about spending less. It is about establishing priorities, understanding risk, planning for the future and making sure limited resources are directed where they can accomplish the most.
Those principles apply equally to municipal government. A municipal budget isn't just a collection of numbers. It represents decisions about people's property taxes, infrastructure, services and the future of their community.
That is why I believe elected officials have an obligation to understand the financial implications of the decisions placed before them.
My education and professional experience have provided me with a strong foundation in finance, planning and analysis. But equally important has been the opportunity to apply those skills around governance tables. I served for 12 years on Smiths Falls council. I have also served in senior governance roles in education and health care and provided financial oversight for large organizations. Through those experiences, I have seen firsthand the difference between Governance and Management. Good governors don't try to do the work of professional staff.
They establish direction, ask informed questions, evaluate recommendations, understand financial consequences and hold the organization accountable for results.
Oversight Is Not Micromanagement
There is an important distinction between oversight and interference. A mayor should not be deciding which employee performs a particular task or attempting to personally manage municipal departments. Professional staff need the authority to do the jobs they were hired to perform.
But respecting professional staff does not mean council should simply accept every recommendation without examination. Healthy organizations welcome thoughtful questions.
When millions of taxpayer dollars are being committed, asking questions isn't obstruction. It is part of the job. When a major capital project is proposed, council should understand not only the construction cost but also the long-term operating costs.
When a new program is introduced, council should understand how success will be measured.
When circumstances change, council should be willing to reconsider assumptions and adjust its plans. And when something isn't working, leadership means acknowledging it and finding a better approach.
Leadership Means Accountability
My experience has also taught me that no mayor accomplishes anything alone.
Successful municipal government requires a mayor who can work constructively with council colleagues, professional staff, other municipalities, community organizations, businesses and provincial and federal governments. The mayor's role is not to have every answer.
It is to help create an environment where the right questions are asked, different perspectives are respected, good information reaches the council table and decisions are made in the best interests of the community. That is the approach to leadership I would bring to the mayor's office.
Listen. Collaborate. Advocate. Act.
Listen before making decisions.
Collaborate with the people who have the knowledge and expertise to help us find solutions.
Advocate for Smiths Falls and the resources our community needs.
And then act while ensuring that the decisions we make are financially responsible, transparent and accountable.
Experience doesn't mean believing you know everything. Experience means knowing what questions need to be asked. And when you are entrusted with the responsibility of overseeing millions of dollars belonging to the taxpayers of Smiths Falls, I believe asking those questions is one of the most important jobs a mayor can do.
Building the Next Chapter Together
A Practical plan for responsible government, stronger infrastructure and a growing local economy.