Competence & accountability

GO DEEPER · POLICY & PRIORITIES · What will you do?

P10 · question 10 of 10

Name one measurable result you would commit to delivering during your first two years. What would success look like, and how should residents hold you accountable if you don't deliver it?

Quick version: S10 · What one measurable result will you commit to in your first two years?

Approach & proposed action

Susan Chapelle

I would commit to publishing eight quarterly Ward 14 accountability reports, beginning in my first three months. Each would show the commitments I made, action taken, the responsible department or agency, available funding and what remains unresolved. Residents should be able to follow a project without needing a seance to find its budget. The reports would cover my motions and important votes, alongside practical work on transit, housing approvals, local businesses and infrastructure. A motion passed would be recorded as a motion passed, not a completed project. Where another government controls delivery, I would show the request, response and next step. This commitment is within my office's control. It gives residents a way to judge whether I am doing the work, while larger service improvements still depend on staff, budgets and Council support. Reports would be available online and in print. If I missed a report, I would acknowledge it, explain the reason and publish a recovery date. If a project stalled, I would explain the obstacle and change the approach where needed. Accountability means residents can see what happened and challenge my decisions, rather than wait four years for another campaign.

Jason Stevens

protect environment

Maria Voutsinas

As one vote on Council I cannot promise a change in City by-laws or policy, but I can promise that I will work with my colleagues to advance solutions to the affordability crisis in Toronto. I do commit to monthly neighbourhood feedback/information sessions so that I can better represent community interests at Council. By doing this I will give residents many opportunities to have their voices heard.

Cost & funding

Susan Chapelle

Accessible formats and distribution have costs, which would be recorded with office expenses. If demand requires resources beyond the approved budget, I would explain the options before committing spending. Departmental project information should come from existing reporting where possible, reducing duplicated work. The report would disclose funding needs for projects, but publishing it would not itself create money or authority to deliver every service improvement residents expect.

Trade-offs & affected groups

Susan Chapelle

Residents gain a regular way to judge progress, including people who cannot attend Council meetings. Print access helps those who are offline. Staff time spent reporting is time unavailable for other office work, so the format must remain useful and manageable. Case reporting must protect personal information. Some project updates may be limited by procurement, legal or confidential matters. I would explain those limits without using them as a excuse for silence. Success measures must distinguish work my office controls from agency decisions. Residents should see unresolved problems, not a collection of favourable examples selected to make performance look better.

Authority & feasibility

Susan Chapelle

I would control my office's public reporting, subject to approved resources, privacy requirements and Council rules. This does not require another councillor to vote for the idea. That makes eight quarterly reports an achievable commitment. Information about City projects still depends on departments and agencies. I would use public reports, written requests and staff updates, identifying missing information. The reports would not publish confidential case details or claim authority over another government's work. Larger commitments would show dependencies and deadlines. Residents could assess my effort, decisions and follow-through while recognizing that an individual councillor cannot guarantee every external outcome alone.

Supporting sources

Susan Chapelle

Toronto Council meeting records and recorded votes, for checking motions and decisions. City operating and capital budget documents, for checking approved funding. Toronto Open Data and public service reporting, for available performance information. Councillor expense reporting, for office spending. IAP2 Core Values for Public Participation, on informing participants and explaining how input affects decisions.

Responded, but not to this question

Denise Walcott

No response yet

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