The Strength of Local Government

Democracy traces its roots to Ancient Greece more than 2,500 years ago. One of the distinguishing features of Athenian democracy was its legislative assembly, in which eligible Athenian citizens participated directly in public decision-making. Rather than being governed through political parties or representatives acting under party discipline, citizens exercised their own judgment and cast their own votes. Although their rights were not protected in the way we understand constitutional rights today, they nevertheless enjoyed a remarkable degree of political liberty by participating directly in the governance of their city.

Canadians have become increasingly cynical about the political process and about politics in general. This growing disillusionment is reflected, in part, by declining voter turnout. Many citizens no longer feel that their individual voices carry the same weight in the democratic process. Party politics, so dominant at the federal and provincial levels, has contributed to this sentiment. Members elected to represent their constituencies often find themselves constrained by party discipline, making it difficult to advocate fully for the views of those who elected them.

Local government has, for the most part, avoided many of the pitfalls associated with party politics. One of its greatest strengths is that those elected to office are generally free to exercise independent judgement and represent their communities without direction from a party leader. That independence allows councillors to weigh each issue on its own merits and to vote according to their conscience and their understanding of the community's best interests.

Over the years, I have come to appreciate another important strength of this model. Testing my ideas against the perspectives of eight other council members has made me a more thoughtful and confident decision-maker. Rather than debating only two or three competing viewpoints, each of us may be challenged by as many as eight different perspectives. Through that respectful exchange of ideas, assumptions are tested, weaknesses exposed, and stronger decisions are more likely to emerge.

As political slates become more common in local government, it is worth remembering that one of municipal democracy's greatest strengths has always been the independence of those elected to serve.

Several years ago, I heard Rex Murphy describe communities as the "texture of the nation." I would extend that thought by suggesting that the diversity of independent voices within local government reflects the diversity of the community itself. It is that diversity of thought that gives each community its unique character and strengthens its democratic foundation. In a culturally diverse community such as Abbotsford, the importance of independent voices becomes even greater.

When nine men and women exercise independent judgment, each seeking what they sincerely believe to be in the community's best interests, the texture of that community is enriched and strengthened.

Municipal Spending; A Runaway Train

 

In early 2026, the Business Council of BC described the rapid rate of property tax inflation province wide as a “Runaway Train”, citing a 94% increase over the past 15 years, compared with a national average of 54%. No doubt, these concerns are well founded, but it is nonetheless satisfying to note that this trend is not reflected in Abbotsford’s property tax experience.

Reflecting on my own property tax increase in Abbotsford over the same period (for a property I have occupied since 1990), the increase has been 55%. This personal observation is corroborated by Government of BC Local Government Statistics. Based on that data, Abbotsford has been comparatively restrained in its property tax increases over the past 15 years, relative to both the provincial average and the averages of neighbouring municipalities—Chilliwack, Mission, and the City and Township of Langley.

 

Two metrics are provided: “Municipal Taxes Per Capita”, and “Total Taxes and Charges on a ‘Representative House’”. (Schedules 707 & 704)

1/Municipal taxes per capita

Municipality	2010	2024	Change	Avg annual growth
Abbotsford	761	1,088	+43.0%	+2.59%/yr
Chilliwack	650.8	1,010	+55.2%	+3.19%/yr
Mission	698.8	1,157	+65.6%	+3.67%/yr
Langley (City)	770.3	1,321	+71.5%	+3.93%/yr
Langley (Township/District)	821.3	1,289	+56.9%	+3.27%/yr
BC (weighted avg across municipalities)	801.3	1,326.9	+65.6%	+3.67%/yr

2/Total residential property taxes & charges on a ‘Representative House’

Municipality	2010	2024	Change	Avg annual growth
Abbotsford	3,743	5,497	+46.8%	+2.78%/yr
Chilliwack	2,951	4,831	+63.7%	+3.58%/yr
Mission	3,729	5,874	+57.5%	+3.30%/yr
Langley (City)	3,522	6,395	+81.6%	+4.35%/yr
Langley (Township/District)	3,592	6,363	+77.1%	+4.17%/yr
BC benchmark (median municipality)	2,762	4,673.5	+69.2%	+3.82%/yr

Abbotsford’s per-capita municipal tax burden growth has been well below the BC-wide municipal average for the period, 2010 – 2024, and lower than that of each of the three adjacent comparator municipalities listed here. On a homeowner-based measure, Abbotsford’s increase is again lower than the BC median and lower than Mission, Chilliwack, and Langley over the same period.

In a subsequent study (June 29, 2026) from the Business Council of BC, a report was released showing that most municipalities across the province increased operating spending at a pace that exceeded what population growth and inflation alone would justify.

The one fact that cannot be lost in this discussion is that Abbotsford is the largest BC municipality in area. This has significant implications for investment in infrastructure like roads, water, and sewer, and operational costs related to police and fire protections services -  much greater than most municipalities. Furthermore, our agricultural land (74% of our area) accounts for only 3% of our tax base.

Overall, 135 of B.C.'s 153 municipalities (88%) increased real operating spending faster than their populations grew between 2010 and 2024, according to the report. Their findings (below) indicate the average annual growth in real operating spending (adjusted for inflation) and population for Abbotsford between 2010 and 2024 was within our “means”.

Abbotsford Spending, 2010-2024:

Real Spending                        Population                    Difference
Annual Growth %                    Annual Growth %

       1.2%                                     1.7%                              -0.6

Their analysis covers 153 of B.C.'s 161 municipalities. Seven were excluded due to incomplete data for the 2010-2024 period. Overspending will eventually “catch up”; it is not sustainable. Abbotsford was one of 18 municipalities where spending is not a “Runaway Train”; where sustainability guides fiscal policy.

This is the city that the incoming Council will inherit. “Understand what came before – Decide carefully what should come next.”

Qualities Of A Prospective Councillor

If we were to identify the qualities that mark effective elected officials, I would choose the following broad categories: character, competence, temperament, and service. 

Character

When we begin to consider whom to support or vote for, the first question that usually comes to mind is, “Who is this person?” Apart from identifying where someone comes from or exploring their background, we want to know whether this person is trustworthy. Are they honest and transparent in their relationships with others? Can we expect them to take responsibility, even when they have failed in some manner? Do they respect others, regardless of personal differences?

Character also requires courage and independence of judgement. An elected official must be willing to make difficult and sometimes unpopular decisions when the evidence and the long-term interests of the community point in that direction. Public opinion matters, but responsible representation requires more than simply determining which position is most popular. The question I learned to ask myself was: What is in the best interest of the community as a whole?

Newly elected officials will obviously be inexperienced and will make mistakes. Competence can compensate for inexperience, but it cannot compensate for deficiencies in character.

Competence

What, then, are the basic competencies we should look for? Does this individual have strong thinking skills? Can we expect them to exercise common sense and sound judgment? Given the nature of the position and the consequences of the decisions involved, we should expect intelligent people who not only can learn, but want to learn. After all, the initial learning curve is significant.

We also need individuals who can think strategically and systemically. A competent elected official must be able to see how today’s decisions contribute to the city’s long-term direction. Transportation, parks, utilities, housing, and other municipal responsibilities are interconnected rather than isolated issues. Is this candidate a big-picture thinker, capable of balancing individual projects and immediate concerns against a broader vision? The question that should always remain at the forefront is: What is best for the city as a whole, rather than simply for one neighbourhood or interest group?

An effective elected official must also understand that major infrastructure and community development unfold over decades, not election cycles. Just as importantly, they must understand where the city is headed and recognize that a sequence of decisions is required to get there. No major decision exists entirely in isolation.

We should also expect the people we elect to understand the principles of good governance. Without that understanding, the result can be a dysfunctional Council, impaired in its ability to respond to unexpected challenges or alter course when circumstances require it. And there is one further competency that should concern every taxpayer: Will this candidate exercise fiscal responsibility in the interests of all residents and future generations, rather than responding primarily to the immediate demands of a vocal minority? The financial consequences of Council decisions can extend far beyond a single term of office.

Temperament

The third category—temperament—may be underestimated or overlooked. Municipal government is almost entirely a collaborative enterprise. One of its unique strengths is the presence of nine independent voices and opinions around the Council table, working together to govern the city. A Councillor who possesses excellent ideas but cannot work constructively with colleagues will usually accomplish less than someone with perhaps fewer ideas but stronger interpersonal skills.

Is this candidate a collaborator—someone who has not only the ability but also the willingness to work as part of a team? Are they open-minded enough to seriously consider points of view that may be unfamiliar, contrary to their own, or even unorthodox? Can they disagree without becoming disagreeable? Can they accept that, on occasion, the majority will reach a conclusion different from their own and then continue working constructively with their colleagues?

If I have learned one thing from my 21 years on Council, it is that patience truly is a virtue. It is a virtue I have struggled with at times. I have learned, however, that in the context of my role as a Councillor, patience has generally resulted in better decisions. Rushed decisions, particularly when dealing with complex issues, can produce consequences that are difficult to undo.

Service

A fourth quality is a genuine commitment to public service. Why is this person seeking office? And whom do they believe they are there to serve? This category speaks to motivation and purpose. An individual may pass the first three tests but fail to appreciate that elected office is not about status or influence, nor simply about advancing a particular cause. Does the individual demonstrate a genuine desire to serve the community as a whole?

Public office is a position of trust. Those elected are given authority to make decisions affecting people they may never meet, with consequences that may extend well beyond their own term of office. Effective elected officials understand that the position is not about themselves. They are temporary stewards of a community entrusted to their care.

Of the four qualities, character comes first. Knowledge can be acquired. Experience comes with time. Skills can be developed. But integrity, humility, and courage provide the foundation. Service gives those qualities their purpose—a genuine commitment to place the interests of the community ahead of personal ambition, recognition, or gain.