Owen Sound faces a leadership challenge. We are the highest-taxed municipality in Southern Ontario, yet we have some of the lowest household incomes in the region. This unfortunate distinction has not happened by chance—it is the result of years of cautious, risk-averse decision-making by councils unwilling to challenge staff recommendations or reject budgets that raise taxes faster than inflation.

For more than two decades, many members of council have relied too heavily on staff reports and costly consultant studies rather than making timely, informed decisions based on the information already available. This pattern has slowed progress, increased costs, and weakened public confidence.

A Missed Opportunity: Short-Term Rentals

Just before the last election, Councillor John Tamming introduced a motion to explicitly ban short-term rentals (STRs) owned by non-resident property owners in residential zones. This proposal aligned with Owen Sound’s existing zoning bylaws and mirrored successful measures taken by the Town of South Bruce Peninsula, which had dramatically reduced complaints through licensing and enforcement.

Instead of adopting a proven approach, council voted to delay action. Only Councillors Scott Greig and Carol Merton joined Tamming in supporting the motion. The majority decided to wait for yet another staff report, postponing the issue for another year. This “kick the can down the road” approach left neighbourhoods to contend with disruptive “party houses” for another season and encouraged more non-resident investors to purchase local properties—reducing the supply of housing available to residents.

What Decisive Leadership Looks Like

True leaders understand that decision-making always carries some risk. They act based on the best available information, adjust when new facts emerge, and remain accountable for the results. They do not hide behind layers of reports to avoid criticism.

Risk-averse bureaucrats, on the other hand, delay action in pursuit of “perfect” information. They shield themselves with consultant studies so that, if things go wrong, responsibility is deflected. While this may protect reputations, it slows progress and weakens community trust.

Leadership in Action

During my career as a commanding officer overseeing the construction and trials of five ships on the West Coast, timelines were short and budgets limited. Success required clear, timely decisions—often with incomplete information. Had I adopted the kind of delay-driven approach seen in council, those ships would still be in dry dock today.

Owen Sound’s population and prosperity have been declining for years. Taxes have risen at more than twice the rate of inflation, while neighbouring communities have grown steadily. This is the cost of leadership that avoids risk and defers responsibility.

When Councillor John Tamming chose not to run in 2022, the city lost one of its strongest results-focused leaders. His determination led to tangible savings, such as the approximately $250,000 annually from closing the airport—savings that likely would not exist without his persistence. His absence leaves a leadership gap that must be filled.

A Call to Candidates and Voters

If you are considering running for council, ask yourself:

• Are you willing to make timely decisions, even without every detail?

• Can you accept the risks that come with leadership?

If you are a voter, look closely at the candidates in the 2026 election. Seek out those who are results-focused, willing to act, and capable of challenging the status quo. Avoid those who will stall progress with endless demands for studies and reports.

Owen Sound needs leaders prepared to take on risk, make decisions, and guide our city back toward prosperity.

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