Page 9 – Why Restore The Receded Strong Powers
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A Mayor Must Have the Authority to Be Accountable
Thunder Bay’s mayor has been given additional authority under Ontario’s Strong Mayor legislation. These powers were created to give the mayor greater responsibility for leadership, administration, municipal priorities and the budget process. Some of those powers have been delegated. My position is straightforward:
If the mayor is accountable for the direction of the City, the mayor must have the authority necessary to accept that responsibility.
This is not about accumulating power for the sake of power. It is about responsibility, accountability and results.
Review. Restore. Reform.
If elected Mayor of Thunder Bay, I will undertake a comprehensive review of the Strong Mayor powers currently delegated or not being exercised. My approach will be:
REVIEW
Identify every existing delegation and determine what authority is legally available to the Mayor.
RESTORE
Where the law permits, restore important mayoral responsibilities that are necessary for effective accountability.
REFORM
Establish clear expectations, measurable objectives and public reporting so residents can see what is being accomplished.
Restore Authority Over the City Manager
One of the most important areas is the relationship between the Mayor and the City Manager. According to the material underlying this proposal, Mayor Ken Boshcoff’s 2023 decision MDEC-02-2023 delegated authority concerning the appointment and dismissal of the City Manager to Council. Ontario’s Strong Mayor framework provides the head of council with authority concerning the appointment of a chief administrative officer, while allowing certain powers to be delegated. My position is that this authority should be reviewed and, where legally permitted, restored to the Mayor. This does not mean that the Mayor should run City Hall on a day-to-day basis. The principle should be:
Mayor sets direction. City Manager manages the administration. City employees deliver the services.
The Mayor should establish expectations and hold the City’s chief administrator accountable for achieving them. That accountability can include:
- measurable objectives
- deadlines
- cost controls
- service-level targets
- regular reporting
- annual performance review
The purpose is not micromanagement. The purpose is accountability.
Restore Strategic Organizational Authority
The organization of City Hall directly affects the City’s ability to deliver services. The material provided for this platform identifies MDEC-03-2023 as delegating important authority concerning organizational structure and certain senior employment matters to the City Manager. Ontario’s Strong Mayor framework recognizes powers concerning organizational structure and certain municipal division heads, subject to statutory limits and permitted delegations. My approach would be to review this delegation and determine what level of mayoral authority should be restored. The Mayor should be able to ask:
Is City Hall organized to deliver services efficiently, responsibly and economically to the taxpayers of Thunder Bay?
The Mayor should establish the what. The professional administration should determine the how.
Take Responsibility for the Budget
The municipal budget is one of the most important responsibilities of a mayor.Ontario’s current Strong Mayor framework requires the head of council in a designated municipality to propose the municipal budget, subject to the statutory process and Council’s powers.The material provided for this platform identifies decisions by Mayor Boshcoff not to exercise the mayoral budget power for the 2024, 2025 and 2026 budgets.My approach would be different.I would take responsibility for establishing clear budget priorities and presenting a budget that connects spending to measurable results. Areas of focus would include:
1. Infrastructure
Prioritize roads, infrastructure maintenance and the condition of municipal assets.
2. Housing and Homelessness
Direct resources toward practical housing solutions and measurable progress toward moving people from temporary shelter toward more stable housing.
3. Public Safety
Establish clear objectives and require reporting on whether those objectives are being achieved.
4. Municipal Administration
Review duplication, administrative costs, organizational structure and the use of outside consultants.
5. Economic Development
Support appropriate development and investment that can expand Thunder Bay’s economic and municipal tax base.
Every major expenditure should be able to answer three basic questions:
What problem does this solve?
What will it cost taxpayers?
How will we measure whether it worked?
Use Strong Mayor Powers Responsibly
Restoring authority does not mean using every power simply because it exists. Some Strong Mayor powers relate specifically to provincial priorities. The Ontario framework also establishes particular rules governing their use. My position is that these powers should be used selectively, transparently and for clearly identified purposes. The objective should be effective municipal government, not confrontation between the Mayor and Council.
A Mayor’s Accountability Dashboard
Authority should be accompanied by public accountability. I propose establishing a public Mayor’s Accountability Dashboard for major municipal initiatives. Each major initiative would identify:
| Issue | Target | Cost | Deadline | Result |
|---|---|---|---|---|
| Roads | Defined repairs | Published cost | Defined deadline | Reported result |
| Housing | Defined housing target | Published cost | Defined deadline | Reported result |
| Public Safety | Defined objective | Published cost | Defined deadline | Reported result |
| Development | Defined target | Published cost | Defined deadline | Reported result |
| Administration | Defined efficiency target | Published cost | Defined deadline | Reported result |
This creates a simple standard:
Set the target. Identify the cost. Set the deadline. Report the result.
Residents should not have to rely solely on promises. They should be able to see whether the City achieved what it said it would achieve.
Leadership Without Micromanagement
I do not believe the Mayor should become a department supervisor. The Mayor’s role should be leadership and accountability. The City Manager and professional staff should remain responsible for the administration and delivery of municipal services. The distinction is important:
Political leadership → administrative management → service delivery.
A Mayor can provide strong leadership without personally managing individual employees.
Restore Authority. Accept Responsibility.
Thunder Bay’s Strong Mayor system provides the Mayor with additional responsibilities and authorities. Where those powers have been delegated, I believe they should be reviewed carefully. Where the law permits the Mayor to resume responsibility, I intend to consider doing so.
But this is not about having power for the sake of power. It is about matching authority with accountability. If the Mayor is expected to answer to the residents of Thunder Bay for the City’s direction and performance, the Mayor should have the tools necessary to accept that responsibility. My approach is simple:
RESTORE
Restore appropriate mayoral authority where it has been delegated and where the law permits.
REFORM
Improve the way City Hall organizes resources, manages spending and measures performance.
RESULTS
Set measurable objectives and publicly report whether they are being achieved.
The principle is simple:
The Mayor should set the direction.
The City Manager should manage the administration.
City employees should deliver the services.
Taxpayers should be able to see the results.
That is what I mean by Restore Strong Powers.