Priority Objectives
Every member of Council has one vote and no unilateral executive authority. My commitment is therefore to the motions, questions and priorities I will bring to the Council table — and to working with other members to obtain the information needed for sound decisions.
Obtain the consolidated picture of debt, reserves, major contractual commitments, capital pressures and the current infrastructure backlog so Council begins with the same facts.
Put the legal obligations, construction status, financing, costs to complete, operating costs, tenant opportunities and remaining options in front of Council and the public as clearly as the law permits.
Require upcoming capital planning to show what assets need repair or replacement, when they need it and what lower-priority spending is competing for the same dollars.
Before adding new programs, property purchases or discretionary projects, ask whether they are required, affordable and more important than the obligations Tiny already has.
Establish regular Councillor office hours and support issue-specific meetings where there is a real need for two-way discussion. Start individual service issues with the staff who can often resolve them directly.
For significant decisions, insist on the legal authority, total cost, alternatives considered, risks, expected benefit and long-term operating consequences before Council commits taxpayers.
How I will approach the work
Municipal issues are often complicated because several things can be true at the same time. A project may be undesirable but too advanced to cancel economically. A service may be valuable but unaffordable in its proposed form. A legal power may exist without making its use wise.
Good judgment means finding the real choices that remain and explaining them honestly.