Accountability is at the core of any successful organization, especially when it comes to local government. Throughout my time as mayor of Chestermere, I worked tirelessly to build a culture of accountability within city operations and decision-making. As a public servant, I understood that residents entrusted me with their votes, their tax dollars, and their hopes for a better future. It was my responsibility, and the responsibility of every city official, to be accountable to the people we served.
One of the first steps I took in fostering accountability was establishing clear expectations for performance. From city staff to council members, everyone had a role to play in the governance of Chestermere, and I made it a priority to ensure that every member of the team understood their responsibilities and the standards to which they would be held. Whether it was the successful completion of public works projects or the timely delivery of city services, accountability started with clear goals and measurable outcomes.
A key aspect of creating a culture of accountability was implementing regular reviews and assessments of city operations. This wasn’t just about evaluating the performance of individual departments; it was about taking a comprehensive look at the effectiveness of our policies and procedures. We implemented quarterly reviews of city projects, financial reports, and major initiatives, and made these reviews accessible to the public. By doing so, we allowed residents to see how their government was performing and where improvements could be made.
Another important element of accountability was ensuring that decisions were made in a transparent and inclusive way. Every policy, every change, and every initiative was discussed openly, with input from all stakeholders, including city residents. I held regular town hall meetings, online surveys, and public consultations to give people the opportunity to share their thoughts. This open dialogue helped ensure that decisions weren’t being made behind closed doors; they were being made in the open, with public input.
Perhaps the most important aspect of accountability is the willingness to admit mistakes. No one, not even those in public office, is perfect. During my time as mayor, I faced many challenges, and not every decision was flawless. However, I always believed that accountability meant acknowledging mistakes and taking steps to correct them. When projects were delayed or costs were higher than expected, I communicated those issues directly to the public, explained why they occurred, and shared our plans for resolution. By being open and honest about setbacks, we demonstrated a commitment to the people of Chestermere and to continuous improvement.
In addition to transparency, I also worked to ensure that there were consequences for actions that didn’t align with the values of the city. Whether it was holding city staff accountable for failing to meet deadlines or addressing concerns about unethical behavior, we took action when necessary. Creating a culture of accountability means creating an environment where people take ownership of their responsibilities and understand the consequences of their actions.
As I look back on my time as mayor, I am proud of the culture of accountability we built in Chestermere. By setting high expectations, being transparent in our actions, and always holding ourselves to a high standard, we created a government that worked for the people it served. Accountability was not just a principle; it was a way of life in the way we governed Chestermere, and I believe it left a lasting impact on the city’s future.