BOB WELLING – Deputy Mayor 2026. Town of Blue Mountains

Fiscal Responsibility and Taxation

Question: What significant changes would you implement to address financial pressures, including options such as a Municipal Services Corporation?

Taxpayers deserve a municipal government that is disciplined, transparent, and focused on results. The Town of the Blue Mountains is facing real financial pressures, including rising costs, increasing debt, declining reserves, and reduced development charge revenues. My approach is to strengthen financial oversight, set clear and measurable priorities, and make long-term decisions that protect services without placing unnecessary pressure on homeowners. That means focusing on the projects that deliver the greatest value, growing the commercial tax base, actively pursuing provincial and federal funding, and ensuring every tax dollar is connected to a clear benefit for our community.

• Set clear, measurable priorities before committing taxpayer dollars.
• Focus investment on projects that deliver the greatest community value.
• Grow the commercial tax base to reduce pressure on homeowners.
• Pursue provincial and federal funding aggressively and keep shovel-ready projects prepared.
• Review how services are delivered to improve efficiency, accountability, and results.
• Consider a Municipal Services Corporation where there is a clear business case and measurable benefit.
• Measure success by the outcomes achieved for every tax dollar invested.

Infrastructure and Road Maintenance

Question: What criteria would you use to prioritize capital projects, and how would you explain those choices to taxpayers?

Infrastructure is one of Council’s most important responsibilities because it affects public safety, service reliability, and the long-term cost of running our community. Growth, tourism, and aging assets are placing increasing pressure on our roads, water, wastewater, and stormwater systems. My approach is to make infrastructure decisions based on data, asset condition, lifecycle planning, and long-term value for taxpayers. That means identifying critical priorities, planning decades ahead, keeping shovel-ready projects prepared, and pursuing every available funding opportunity to reduce the burden on local taxpayers.

• Prioritize public safety, critical infrastructure, and long-term value for taxpayers.
• Use regular asset assessments to understand condition, remaining life, and replacement priorities.
• Plan decades ahead by identifying critical-path investments before failures occur.
• Support a long-term infrastructure plan that sets priorities, funding needs, and shovel-ready projects.
• Re-establish the Mayor’s Infrastructure Task Force to bring expert knowledge to major decisions.
• Pursue provincial and federal grants to reduce the burden on local taxpayers.
• Explore innovative approaches that improve service, manage risk, and reduce costs where appropriate.

Managed Growth

Growth is not optional, but how we grow matters. The Town of the Blue Mountains needs a clear plan that connects housing, jobs, infrastructure, agriculture, and environmental protection. My approach is to support responsible growth that creates attainable housing for families, workers, seniors, and our children, while also strengthening local business opportunities and protecting the lands and natural areas that make our community special. Good planning means understanding both the costs and long-term benefits of growth before decisions are made.

• Plan growth with purpose so housing, jobs, infrastructure, and services move together.
• Support attainable housing for families, workers, seniors, and the next generation.
• Create local opportunities through jobs, business investment, and a stronger commercial tax base.
• Review planning rules when they create unnecessary barriers to good housing or economic opportunities.
• Understand the full impact of growth, including costs, funding sources, service needs, and long-term value.
• Protect what matters, including prime agricultural land and environmentally sensitive areas.

Housing for Every Stage of Life

Question: What policies or zoning changes would you champion?

Housing is essential to the future of the Town of the Blue Mountains. Families, workers, seniors, and our children need realistic options if they are going to stay, work, age, and build their lives here. That means supporting a mix of attainable housing, rental options, secondary suites, ownership opportunities, seniors housing, and long-term care close to services and community life. The Town cannot solve this challenge alone, but it can bring developers, employers, Grey County, the Province, health-care providers, and community partners together around shared objectives. My focus is on removing unnecessary barriers, providing greater certainty, and supporting housing solutions that meet local needs at every stage of life.

• Support housing choices for every stage of life, including families, workers, seniors, and the next generation.
• Expand options across the housing spectrum, including ownership, rental, secondary suites, seniors housing, and long-term care.
• Locate seniors housing close to services, health care, stores, programs, and social connections.
• Work with key partners including developers, employers, Grey County, the Province, health-care providers, and community organizations.
• Align objectives early so projects are practical, attainable, and more likely to succeed.
• Remove unnecessary barriers and provide clearer, more predictable approval processes.
• Keep people connected to our community by linking housing, workforce needs, seniors care, services, and quality of life.

Council-Staff Relationships

Question: A municipality’s success relies heavily on attracting and retaining qualified and competent senior staff, and a collaborative working relationship between the council and administration staff. If elected, how do you intend to foster a culture of mutual respect, trust, and clear communication between council and staff? Specifically, how will you balance the council’s role in setting strategic direction with the staff’s role in execution?

A strong municipality depends on a respectful and effective relationship between Council and staff. Council’s role is to set clear direction, establish priorities, and measure outcomes, while staff are responsible for implementation and day-to-day operations. To deliver quality services and successful projects, the Town needs to attract talented people, support them with the right resources, and create an environment where they can succeed. My approach is to challenge ideas, not people, and to build a culture of accountability, respect, mentorship, and consistent direction.

• Set clear direction so staff can focus on execution, service delivery, and results.
• Focus on council priorities and outcomes, not day-to-day operations.
• Attract, support, and retain talented staff who can deliver quality services and successful projects.
• Provide external support when needed so staff have the expertise required for complex or unfamiliar work.
• Strengthening knowledge transfer and succession planning so the organization continues to improve over time.
• Challenge ideas, not people, through clear priorities, mutual respect, and consistent direction.

Open for Business

Question: What specific economic development policies will you advocate to signal to business owners and investors that our municipality is actively open for business, and what measurable targets will you use to track growth in commercial tax revenues?

Local businesses are the cornerstone of a strong and resilient community. They create jobs, support families, attract investment, and help strengthen the commercial tax base so homeowners are not carrying too much of the burden. The Town of the Blue Mountains should be open for business by focusing on solutions, clear rules, timely decisions, and predictable approvals. My approach is to work with people to make good ideas possible while maintaining appropriate standards and delivering long-term value for residents.

• Support local businesses that create jobs, support families, and strengthen our tax base.
• Focus on solutions, not roadblocks, when residents and businesses bring forward good ideas.
• Provide clear rules and predictable approvals so investment decisions can move forward with confidence.
• Ask “How can we make this work?” while maintaining appropriate standards.
• Grow business investment to create jobs, increase opportunity, and reduce pressure on residential taxpayers.

Grey County

Question: This year, Blue Mountains taxpayers will send $24,393,023 to Grey County. By comparison, Owen Sound will send $10,288,459. What will you do to ensure Blue Mountains taxpayers get value for the tax dollars they send to Grey County?

Blue Mountains taxpayers contribute significantly to Grey County, and we need to ensure those dollars deliver real value for our residents. This year, our community will send $24.4 million to the County. My focus is on being a strong and constructive voice at Grey County by advocating for investment in Blue Mountains priorities, including housing, infrastructure, and community services. That means building partnerships with neighbouring municipalities, advancing regional priorities where we share common interests, and supporting lean budgets, strong oversight, and accountability for results at both the Town and County levels.

• Deliver value for Blue Mountains taxpayers on the $24.4 million contributed to Grey County.
• Advocate for County investment in local priorities such as housing, infrastructure, and community services.
• Build regional partnerships with neighbouring municipalities on shared issues and common benefits.
• Advance a stronger voice at County by working collaboratively on regional priorities.
• Support lean budgets and accountability for results at both the Town and County levels.

Project Delivery

Major capital projects require disciplined oversight from start to finish. With several significant projects planned and recent concerns about a $19 million overrun, taxpayers deserve clear objectives, realistic budgets, defined timelines, and regular public reporting. My approach is to strengthen project stewardship by measuring progress, identifying risks early, using external expertise where needed, and holding ourselves accountable for results before costs escalate.

• Set clear expectations with defined objectives, realistic budgets, and practical timelines.
• Measure progress regularly through reporting on schedule, budget, risks, and key milestones.
• Identify risks early so corrective action can happen before costs escalate.
• Use external expertise where needed, especially for large, complex, or high-risk projects.
• Leverage the Mayor’s Infrastructure Task Force for expert advice on risk assessment and project management.
• Complete post-project reviews to learn what worked, what did not, and how future projects can improve.

Climate Change & Environmental Stewardship

The Blue Mountains have a strong tradition of environmental stewardship, and protecting our natural environment is essential to our quality of life, agriculture, tourism, and future generations. Climate action should be practical, measurable, and rooted in good planning. My approach is to support resilient infrastructure, protect community assets from extreme weather, pursue available external funding, and balance environmental protection with housing, agriculture, and economic growth.

• Protect the natural environment that supports our quality of life, agriculture, tourism, and future generations.
• Plan for climate resilience with infrastructure that can withstand extreme weather and protect community assets.
• Support practical action that delivers measurable results and long-term community value.
• Pursue external funding to help reduce the cost of environmental and resilience projects for local taxpayers.
• Balance stewardship with community needs including housing, agriculture, infrastructure, and economic growth.

Multi-Generational Spaces

Strong communities create places where people of all ages can live, work, learn, gather, stay active, and stay connected. Our community library is especially important as a place for learning, programming, access to information, and connection across generations. Parks, trails, recreation facilities, the Beaver Valley Community Centre, and public gathering spaces also play an important role in supporting quality of life and building a sense of belonging. My approach is to encourage walkable, accessible spaces near services and amenities, make better use of existing community assets, and consider additional facilities for fitness and recreation where they meet a clear community need.

• Support community spaces including parks, trails, recreation facilities, the library, the community centre, and public gathering areas.
• Recognize the library as a key community hub for learning, programs, access to information, and connection across generations.
• Better utilize the community centre for programming, gathering, recreation, and community partnerships.
• Consider additional fitness and recreation facilities where there is a clear community need and long-term value.
• Encourage walkable development near services, amenities, and places where people naturally connect.
• Create opportunities for connection among seniors, families, youth, and residents of all ages.
• Build a healthier community by making it easier for people to live, work, learn, stay active, gather, and participate together.

Protecting Agricultural Land

Agriculture is a cornerstone of the Blue Mountains’ economy, identity, and long-term future. As our community grows, we need to ensure development is directed to appropriate locations while protecting prime agricultural land from unnecessary pressure. My approach is to work closely with the farming community, make planning decisions with long-term agricultural viability in mind, and balance growth with the lands that support our local economy, food production, and rural character.

• Protect prime agricultural land from unnecessary development pressure.
• Direct growth to appropriate locations where infrastructure, services, and planning policies support it.
• Work with the farming community when making planning and land-use decisions.
• Balance growth with agricultural viability to protect the long-term strength of the rural economy.

The Municipal Accommodation Tax

Tourism is a key driver of the Blue Mountains economy, and the Municipal Accommodation Tax allows visitors to contribute directly to the destination they enjoy. When used effectively, these dollars can help attract visitors, support local businesses, and strengthen the visitor experience in ways that benefit both residents and the tourism sector. My approach is to ensure tourism investments are managed by people who understand the market while also requiring clear reporting, accountability, and measurable outcomes for the community.

• Use visitor dollars to support the destination and strengthen the local economy.
• Keep tourism promotion in expert hands with professionals who understand the market and industry partners.
• Require clear reporting and accountability so residents can see how funds are being used.
• Focus on measurable outcomes including economic activity, business support, and community value.
• Create value for residents and visitors by investing tourism revenues with purpose and oversight.

CRU Tax / Village Taxation

The Village is a major economic driver for our community, and tax policy should support both fairness and long-term investment. I served on the Village Association when the Municipal Accommodation Tax was introduced, and at the time many viewed it as important relief for Village investors while creating dedicated funding for tourism promotion. As taxation models change, we need to understand the impact on investment, business growth, competitiveness, and the strength of our commercial tax base. My focus is on balancing fair taxation with a business environment that encourages continued investment, job creation, and economic growth in the Blue Mountains.

• Recognize the Village as an economic driver that supports jobs, tourism, investment, and the broader tax base.
• Balance fair taxation with competitiveness so policy decisions do not discourage future investment.
• Understand the full impact of tax changes on investors, businesses, tourism, and long-term growth.
• Protect a strong commercial tax base while encouraging businesses to keep investing in the Blue Mountains.
• Focus on tomorrow’s growth, not only the revenue collected today.

Why Deputy Mayor?

• I’m running for Deputy Mayor because the Town is facing important challenges that require strong leadership and clear priorities.
• The role is about more than chairing meetings. It is about helping set direction, building consensus, representing the community at Grey County, and ensuring taxpayers receive value for their investment.
• I believe my experience in business, governance, project delivery, and community organizations allows me to contribute immediately.
• The Town needs strong financial oversight, better project stewardship, and a more collaborative approach to growth, housing, infrastructure, and economic development.
• At Grey County, I will advocate for Blue Mountains priorities while building partnerships with neighbouring municipalities to achieve common goals.
• My focus is simple: deliver results, support staff, work collaboratively, and help build a stronger future for the Blue Mountains.

Closing Statement

This election comes at an important time for the Town of the Blue Mountains. We face financial pressures, infrastructure challenges, housing needs, and important decisions about how we grow while preserving the character of our community.

I am not a politician. I am a long-time resident, an active member of the community, and a business leader who has spent a career focused on accountability, financial responsibility, and delivering results. I am running for Deputy Mayor because I believe those skills are needed at the Council table.

If elected, I will focus on strong financial oversight, effective management of projects and infrastructure, supporting responsible growth, and ensuring Blue Mountains taxpayers receive their fair share of investments and services from Grey County.

Most importantly, I will listen, ask tough questions, make decisions based on facts, and always put the interests of our community first.

I would be honoured to earn your support and the opportunity to serve as your Deputy Mayor.