My Plan to Ensure Transparency & Responsible Spending

Respecting your tax dollars and delivering better value for residents.

My Commitment- Core Services Audit

Bradford West Gwillimbury is growing, while families and residents are facing higher costs. I believe the Town should look carefully at how we use the resources we already have before asking taxpayers for more.

 

I bring more than 30 years of private-sector experience to this approach. As a Manufacturing Supervisor with a division of Magna International and a Six Sigma Black Belt, I have experience in workflow analysis, process improvement and identifying inefficiencies. As Mayor, I will bring that same focus on continuous improvement, accountability and measurable results to the way the Town manages taxpayers’ money.

 

I will: 

 

  • Launch a comprehensive Core Services audit
  • Target at least $800,000 in additional annual savings and avoided costs
  • Require workflow analysis before new permanent positions are approved
  • Introduce a structured continuous-improvement approach across municipal operations
  • Have the audit led primarily by the Chief Administrative Officer and Chief Financial Officer
  • Apply a stronger value-for-money test to new spending
  • Use savings first to reduce pressure on property taxes
  • Publicly report results each year

Here is my plan

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1. Target at least $800,000 in annual
savings and avoided costs

The audit will target at least $800,000 in recurring annual savings and avoided costs—nearly 1% of the Town’s 2026 operating budget.

 

The target will be additional to savings already identified or incorporated into the Town’s budget.

The audit will examine:

 

  • administrative and management costs
  • staffing levels and organizational structure
  • overtime, scheduling and workload distribution
  • consulting and professional services
  • procurement and recurring contracts
  • software, subscriptions and technology
  • fleet and facility operating costs
  • duplication between departments
  • fees, cost recovery and other revenues
  • shared services and joint purchasing
  • opportunities to simplify, automate or redesign processes

2. Require workflow analysis before adding new positions

Growing workloads should not automatically result in new permanent positions. Before recommending a new position, departments will be expected to demonstrate that they have examined:

 

  • whether all existing tasks remain necessary
  • whether the workflow can be simplified
  • whether technology can reduce manual work
  • whether responsibilities can be redistributed
  • whether vacancies or existing positions can be used differently
  • whether the need is temporary or permanent
  • what measurable improvement residents will receive

 

The principle is simple: efficiency first.

Where additional staff are genuinely required for public safety, infrastructure or necessary service levels, those positions should be justified and considered on their merits.

3. Apply continuous improvement across municipal operations

I will ask the Chief Administrative Officer and Chief Financial Officer to establish a structured workflow analysis process across municipal departments.

 

The focus will be on identifying unnecessary steps, duplication, delays and processes that consume staff time without improving service.

 

Departments will be expected to identify measurable improvements in areas such as processing times, resident response times, procurement, internal approvals, scheduling and use of technology.

 

4. Conduct the audit primarily in-house

Our town has experienced staff who understand its operations.

 

The Core Services Audit will therefore be led by the Chief Administrative Officer and Chief Financial Officer, with outside expertise used only where specialized benchmarking, technical analysis or genuine independence is required.

 

A preliminary report will come to Council within the first 120 days of the new term, with implementation beginning immediately where opportunities can be acted upon without reducing service.

5. Put a stronger test on new spending

I will apply three questions to significant new spending and program proposals:

  1. Is it within the municipality’s authority and responsibility?
  2. How will we pay for it?
  3. What measurable benefit will residents receive?

New programs should have sustainable funding, and new spending proposals should identify offsetting efficiencies, revenues or savings wherever practical.

6. Use savings to reduce pressure on property taxes

Savings identified through the audit should not automatically become room for new spending.

The first priority will be reducing pressure on the property tax levy and permanently lowering the Town’s cost base so savings continue benefiting residents in future budgets.

7. Report the results publicly

The Town will report annually on:

  • recurring savings achieved
  • costs avoided
  • workflow improvements
  • procurement savings
  • positions avoided or reorganized through improved processes
  • new revenues and improved cost recovery
  • progress toward the annual savings target

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