FAQ

"That's exactly the kind of question Council needs to be willing to answer.

If I were asked to find $5 million in savings, I wouldn't walk into City Hall and immediately say, 'Let's cut $5 million.' I would first require a transparent review of where that money is being spent, what services residents actually use, what is producing measurable results, and where we have duplication, unnecessary administrative costs or projects that can be delayed without affecting essential services.

I would protect the things residents depend on every day: core services, road and infrastructure maintenance, public safety, and investments that help us address housing.

I would also look very carefully at preventative maintenance. We shouldn't save money today by allowing roads, sidewalks, buildings or other infrastructure to deteriorate, only to face a much larger bill later.

And I would look for outside funding before asking taxpayers to carry the entire cost. If a housing or infrastructure project can leverage provincial or federal dollars, we should be doing everything possible to bring those dollars into Thunder Bay.

But I want to be clear: I wouldn't promise $5 million in savings without showing residents exactly where it comes from. Every reduction has a consequence. If I propose reducing or delaying something, I will explain what it is, why I believe it's the right trade-off, and what residents can expect in return.

My priority would be to protect essential services and investments while making sure every tax dollar is producing value. Responsible leadership isn't about being the councillor who cuts the most or spends the most. It's about being able to explain every major spending decision and making sure we're investing in the things McKellar residents actually need.

That's the accountability I would bring to Council."

"Homelessness is one of those issues where we have to be honest about what the City can and cannot do.

Over the past 8 years Homelessness and encampments have increased. I believe that residents deserve more than another discussion - They deserve measurable goals, clear timelines and public reporting on results. It's time to measure results - not just hold meetings.

The City needs to take responsibility for the things within its control. I would want us to coordinate much more effectively with outreach organizations, healthcare providers, emergency services, Indigenous organizations and housing providers. We need pathways that move people from the street or emergency shelter toward stable housing, rather than simply moving people from one location to another.

I also believe housing has to be a central part of the solution. We need to support the creation of affordable and attainable housing and make sure we're using available funding and City resources effectively. Emergency shelter is important, but it cannot be the end goal.

At the same time, we have to recognize that the City isn't the organization responsible for every part of the homelessness system. TBDSSAB manages the local housing and homelessness-prevention system, while the province has major responsibility for healthcare, mental-health and addiction services and provides homelessness-prevention funding. The federal government has an important role in funding housing and homelessness programs as well.

So I would expect all three levels of government to come to the table with resources and clear responsibilities.

But I wouldn't use jurisdiction as an excuse for inaction. As a councillor, I would push the City to be a strong coordinator and advocate: bring the partners together, identify gaps, pursue provincial and federal funding, support housing projects, and measure whether the programs we're supporting are actually helping people move toward stable housing.

And we have to balance compassion with accountability. People experiencing homelessness deserve dignity and access to appropriate supports, while residents and businesses also deserve safe, clean and welcoming public spaces.

My goal would not be simply to manage homelessness from year to year. It would be to create more pathways from homelessness to permanent housing, while making sure the City is doing its part and pressing the province and federal government to do theirs."

"I would maintain strong police services, but I would also expect accountability for every additional dollar.

Residents are telling us they want safer neighbourhoods and a visible police presence. At the same time, policing is one of the largest items in the municipal budget, so Council has a responsibility to understand what we're getting for that investment.

I would support the police having the resources they need to respond to serious crime, violence and high-priority calls. But I don't believe every community-safety problem should automatically become a policing problem.

We need police officers where police are the appropriate response. We also need mental-health and addiction services, housing, outreach, better lighting, well-maintained public spaces and prevention programs where those are the more appropriate tools.

The measure of success shouldn't simply be how much we spend or how many officers we have. I would want Council and the Police Service to report clearly on things such as response times, violent crime, repeat calls for service, clearance rates, neighbourhood concerns and whether residents actually feel safer.

And if we're asking taxpayers for additional police funding, residents deserve to know what that additional investment will accomplish.

My approach would be to support effective policing, demand measurable results, and make sure we're addressing the underlying issues that contribute to repeated calls for police in the first place.

Safety and compassion aren't opposites. We need both—and we need to be responsible with taxpayers' money."

"I would prioritize a focused revitalization project in the Fort William core, working with the Fort William Business District BIA and the businesses along Simpson Street, Victoria Avenue, Bay Street and Algoma Street.

I don't think we need another plan that sits on a shelf. I would want to identify one clearly defined area, establish what improvements are needed, put a realistic budget and timeline around them, and then measure whether we're actually getting more businesses, investment and residents into the area.

That means improving the basics first: clean and attractive streets and public spaces, lighting, infrastructure, parking and pedestrian connections, while making the development and permitting process easier for businesses that want to invest.

But I would also push for mixed-use development—commercial space at street level with housing above it. Bringing more residents into the core creates a built-in customer base for local businesses, and successful businesses make the neighbourhood more attractive to additional residents.

I would also work with the BIA and existing businesses rather than assuming City Hall knows what they need. The businesses that have stayed and invested in the area already understand the challenges and opportunities.

And I would set measurable goals: how many new businesses or expansions, how many new housing units, how much private investment, and whether foot traffic and vacancy rates are improving.

My priority wouldn't simply be to make downtown look better. It would be to create a place where people want to live, work, shop and spend time—and where entrepreneurs believe it's worth investing.

That's how you create a stronger tax base and a more sustainable downtown over the long term."

"One area I would change is how the City evaluates and communicates major projects and spending decisions.

Too often, residents hear that a project is important, but they don't get a clear explanation of what it will cost, what the expected benefit is, what alternatives were considered, and how we will know whether it actually worked.

I would want Council to establish clearer accountability before major projects move forward: a defined objective, a realistic budget and timeline, identified funding sources, and measurable outcomes. If the project changes significantly in cost or scope, residents should know why.

I would also want to see a stronger review of existing programs and projects—not simply continuing something because we've always done it. If something isn't producing the results we expected, Council should be willing to change it.

That doesn't mean I would stop investment. Quite the opposite. I want us investing in roads, housing, public safety and economic development. But I want residents to know exactly what they're paying for and what they're getting in return.

So the change I would make is a culture of accountability: before we spend, explain the case; while we're spending, report the progress; and afterward, measure the results."Also, we need Quality Control…making sure the job is done right!"

"I would prioritize maintaining the infrastructure we already have, but I don't think that means we stop building for the future.

If we allow existing roads, sidewalks, water systems and other infrastructure to deteriorate, we're simply transferring a much larger bill to future taxpayers. Preventative maintenance is often less expensive than waiting until something fails.

So my first priority would be to make sure we're maintaining the infrastructure that residents already depend on and addressing the projects with the greatest safety, accessibility and condition needs.

But there are situations where expanding infrastructure makes sense—particularly when that investment unlocks housing, supports economic development or allows us to grow efficiently. In those cases, I would want to see a clear business case and make every effort to leverage provincial and federal funding rather than putting the entire cost on local taxpayers.

I would also use our asset-management data to help make these decisions rather than simply responding to whichever road generates the most complaints.

So my answer is: maintain what we have first, and expand strategically where there is a clear community benefit and a realistic plan to pay for it.

I don't want Thunder Bay spending money building new infrastructure while allowing the infrastructure we already own to deteriorate. But I also don't want us to stop investing in growth when the right infrastructure can help create housing, jobs and a stronger tax base.

The key is prioritization, preventative maintenance, and making sure every major investment has a clear reason and measurable benefit."

"I think Thunder Bay needs to be much more ambitious about housing, but I don't want to pull a number out of the air just to make a campaign promise.

We already have an important starting point. Thunder Bay's Housing Accelerator Fund target is 1,755 permitted homes by February 2027, including a specific target of 362 affordable units. The City has also committed more than $10 million through housing incentives supporting hundreds of units.

For the next four years, I would want Council to establish a new affordable-housing target based on the actual number of people on the housing waitlist, current rents, projected population growth and the different needs of seniors, families, young adults and people requiring supportive housing.

And I would want that target broken down annually, so residents can see whether we're actually making progress rather than hearing about housing four years from now.

Where should the housing go? I don't think we should concentrate all affordable housing in one part of the city. We should use a mix of approaches: existing City-owned land, redevelopment of underused properties, mixed-income developments, infill and additional housing in areas that already have roads, water, transit and other services.

I would also support mixed-use development where appropriate, particularly in the core, so that we can add residents while supporting local businesses.

But the City can't build all of this by itself. We need to leverage provincial and federal funding, work with non-profit housing providers and Indigenous organizations, and make it easier for responsible developers to bring projects forward.

Most importantly, I would want Council to publish a yearly scorecard: how many affordable units were approved, how many actually started construction, how many were completed, what public money was invested, and how much outside funding was leveraged.

My commitment would be simple: set a measurable target, build a realistic plan to achieve it, and report publicly every year on whether we're actually delivering."

"I believe public safety and public trust have to move together.

If elected, I would advocate for stronger accountability, transparency and measurable results from our Police Services Board.

First, we need to measure what matters—crime rates, response times, repeat calls, clearance rates and community satisfaction—and report those results publicly.

Second, we need meaningful community engagement. Residents, Indigenous communities, businesses, youth and community organizations should have a regular voice in setting policing priorities, not just during a crisis.

Third, I would support evidence-based, proactive policing that focuses resources where the data shows we have recurring problems, while also working with community partners to address the underlying causes of repeat calls.

And finally, we need strong oversight while ensuring our officers have the training, resources and leadership they need to do their jobs safely and effectively.

My approach is simple: listen, set clear expectations, measure the results, report them to the public, and change course when something isn't working.

That is how we build safer neighbourhoods and stronger trust."

"I support the intent of the Temporary Shelter Village and the Encampment Response Plan. People experiencing homelessness need a safe place to go, and our community needs a compassionate and orderly response.

But temporary shelter cannot become the permanent solution.

Our long-term strategy must focus on moving people from homelessness into permanent, affordable housing, with the mental-health, addiction and other supports needed to remain housed.

That means working with the province, Indigenous partners, housing providers and community organizations to increase supportive and affordable housing and improve access to services.

We also need to measure results: how many people move into permanent housing, how many return to homelessness, and whether we're reducing repeat emergency calls.

We need to listen to residents and people experiencing homelessness.

My goal is simple: safe shelter today, permanent housing tomorrow, and a coordinated plan for the long term."

"Affordable housing has to include both renters and working families who want to own a home.

As a councillor, I would focus on increasing supply and using the tools the City actually controls.

First, I would support zoning that allows more housing choices—smaller homes, townhomes, secondary units and appropriate multi-unit developments—while maintaining good neighbourhood planning.

Second, I would make better use of City-owned land by prioritizing partnerships that deliver affordable rental and attainable ownership housing.

Third, I would support incentives for developers who include genuinely affordable units, along with faster, more predictable approvals for projects that meet those goals.

And I would work with the provincial and federal governments, housing providers and organizations like Habitat for Humanity to bring more funding into Thunder Bay.

We need to stop treating housing affordability as just a social issue. It is also an economic issue.

Working people should be able to live, work and build a future in Thunder Bay."

"Yes, I would support expanding access to child care in Thunder Bay, because families cannot fully participate in our workforce if they cannot find a childcare space.

But I also believe we need to be clear about the City’s role. Childcare is primarily provincial responsibility, so Council needs to be a strong advocate for Thunder Bay families while working with the province and local providers to increase spaces.

I would support identifying opportunities to use City facilities and partnerships to help create additional child care capacity, particularly where there are gaps in our neighbourhoods.

And affordability goes beyond child care. Families are dealing with the cost of housing, groceries, transportation and recreation.

As a councillor, I would look at every municipal decision through a family lens: Does this make it easier or harder for working families to live and raise their children here?

We need Thunder Bay to be a place where families can afford to stay, work and build a future."

"Thunder Bay cannot grow its economy if businesses cannot find the people they need.

My approach would be to make Thunder Bay a place where people can not only find a job, but actually build a life.

That starts with affordable housing and accessible child care, because workers will not move here if they cannot afford to live here or support their families.

I would also strengthen partnerships with Confederation College, Lakehead University, local employers and skilled-trades organizations to better connect training with the jobs our economy needs.

We should also work with the province and federal government to attract newcomers and skilled workers, while creating opportunities for Indigenous people and young people already living in our region.

And we need to promote Thunder Bay as a great place to live, work and raise a family.

Attracting workers is only half the job—we need to create the conditions that make them want to stay."

"Small businesses are the backbone of our local economy, and City Hall should be a partner—not another obstacle.

As a councillor, I would focus on three things.

First, reduce red tape and make City processes easier to navigate. Permits, inspections, licensing and approvals should be clear, predictable and timely, especially for a small business that may not have staff to navigate a complicated system.

Second, I would look at how the City can use its purchasing power to support local businesses, while respecting procurement rules, by making sure local companies have clear information about opportunities to bid on City contracts.

Third, we need vibrant neighbourhoods and commercial areas. I would support practical investments in streets, infrastructure, safety, cleanliness and events that bring people into local business districts.

And I would make a point of listening directly to business owners about what is working and what isn't.

Our local businesses create jobs, support families and give our neighbourhoods character. City Hall should be helping them succeed, not making it harder."

"I support keeping property tax increases predictable and disciplined, with inflation as an important benchmark.

But I don't believe a blanket rule should prevent Council from responding to the City's real needs.

Before approving a tax increase above inflation, I would expect Council to clearly demonstrate three things: what the money is needed for, what alternatives have been considered, and what taxpayers will receive in return.

Essential services such as roads, water, public safety and infrastructure have to be maintained, and we also need to plan responsibly for future costs rather than simply pushing them onto the next Council.

At the same time, we have to look for efficiencies, eliminate unnecessary spending and make sure existing tax dollars are being used effectively.

If a higher increase is necessary, taxpayers deserve transparency and accountability—not surprises.

My approach would be responsible budgeting: keep increases as close to inflation as practical, protect essential services, and only ask taxpayers for more when there is a clear and demonstrated need."

"I understand why residents are concerned when new neighbourhoods appear to be designed primarily for higher-income homeowners.

I don't think the answer is to stop building homes. Thunder Bay needs more housing, but we also need a variety of housing that working families can actually afford.

As a councillor, I would support planning policies that encourage a mix of housing types—single-family homes, townhomes, smaller homes, apartments and secondary units—rather than creating neighbourhoods that serve only one income level.

I would also look carefully at connectivity. New subdivisions should be properly connected to the rest of the community, with consideration for sidewalks, transit, parks and other infrastructure.

And I would listen to existing residents before major developments are approved, while making sure decisions are based on sound planning and the City's long-term needs.

Growth should mean building complete communities—not simply building more expensive houses. Every Thunder Bay resident deserves the opportunity to find a place they can afford to call home."

"Yes, I support the City finding more ways to buy local and support Thunder Bay businesses, including Indigenous-owned businesses.

When the City spends taxpayer dollars, we should recognize the economic benefit of keeping as much of that money as possible in our local economy.

But I also believe we have to be responsible with taxpayers' money. I would not support automatically paying substantially more simply because a supplier is local.

Instead, I would support a transparent Buy Local or Social Procurement policy that gives qualified local businesses a fair opportunity to compete, while establishing reasonable limits on price differences and maintaining quality and accountability.

We should also make City procurement easier for small businesses to understand and participate in. Sometimes the biggest barrier isn't price—it's the complexity of the process.

My goal is simple: keep more public dollars circulating in Thunder Bay, create opportunities for local businesses, and still make sure taxpayers receive good value."

"I believe Thunder Bay needs to grow, and I support the City's focus on infill and responsible densification. But growth has to be done thoughtfully.

I would like to see more housing built within existing neighbourhoods where we already have roads, water, sewer and other infrastructure. That can help us grow without continually expanding the City's footprint and increasing long-term infrastructure costs.

But densification should also mean complete communities—not simply putting more buildings on a lot. New development should consider affordable housing, parks, sidewalks, transit, schools and access to local services.

I also believe residents deserve meaningful opportunities to understand and participate in major development decisions.

And we need a mix of housing: apartments, townhomes, smaller homes, secondary units and single-family homes.

My goal is growth that adds housing, strengthens existing neighbourhoods, uses our infrastructure wisely, and keeps Thunder Bay a livable community for families, seniors and young people.

I think Thunder Bay needs to recognize that Indigenous people are not only an important part of our community—they are a major part of our economy."

"We need to be honest about racism and discrimination when it happens, and make sure Indigenous residents feel respected, safe and welcome in our city.

As a councillor, I would support stronger relationships between the City, Fort William First Nation, Indigenous organizations and Indigenous businesses. I would also support creating more opportunities for Indigenous businesses to compete for City contracts and participate in economic development.

We should make it easier for Indigenous entrepreneurs to navigate City processes, access opportunities and invest here.

Economic reconciliation isn't just about doing the right thing—it's also about building a stronger Thunder Bay by creating genuine partnerships and opportunities for Indigenous people and businesses."

"Thunder Bay has a significant infrastructure challenge, and we cannot continue to fall further behind.

My approach would be to treat infrastructure maintenance as a long-term priority, not something we address only when a road, bridge or watermain reaches a crisis point.

First, I would support a clear, long-term infrastructure plan that identifies our highest-risk assets and prioritizes them based on condition, safety, service needs and cost.

Second, we need predictable funding. That means putting more emphasis on infrastructure renewal in our annual budgets, while aggressively pursuing provincial and federal infrastructure funding.

Third, we need to get better value from every infrastructure dollar by coordinating projects, considering full lifecycle costs and investing in preventative maintenance before repairs become much more expensive.

And we need transparency. Residents should be able to see what infrastructure is being prioritized, why it is being prioritized, and what progress we're making.

We may not be able to fix the entire infrastructure gap overnight, but we can stop making it worse and create a realistic, accountable plan to close it over time."

"I agree that we cannot police our way out of crime and social disorder. Police have an important role in keeping people safe, but we also have to invest upstream in the conditions that help prevent people from reaching crisis in the first place.

To me, that means investing in people, places and connections.

For young people, that means affordable recreation, after-school programs, sports, mentorship and safe places to gather. It means making sure our libraries, community centres, parks and public spaces are welcoming and accessible.

For people struggling with homelessness, addiction or mental health challenges, the City needs to be a strong partner in expanding supportive housing, outreach and connections to services.

I also want to see neighbourhood-based initiatives that bring residents, businesses, Indigenous organizations and community agencies together to identify local problems and solutions.

And we should measure whether these investments are actually reducing repeat crises and improving quality of life.

My vision is a Thunder Bay where public safety starts long before a 911 call—by building connected neighbourhoods, giving people opportunities, and investing in the community infrastructure that helps people thrive."

"I understand the concern. Thunder Bay needs economic growth, but we also need to be thoughtful about where that growth happens and what it costs the community.

I don't think we should set up downtown and suburban businesses as if one has to lose for the other to succeed. We need a strong downtown, healthy neighbourhood commercial areas and well-planned development throughout the city.

When making growth decisions, I would look first at the infrastructure we already have. Where we can add housing and businesses within existing neighbourhoods, that can make better use of roads, water, sewer and other infrastructure we've already paid for.

At the same time, new development has to pay its fair share of the infrastructure and services it requires.

I would also focus City investment on creating places where people want to spend time—safe streets, sidewalks, parks, public spaces, transit and a vibrant downtown.

Growth should strengthen the whole city, not simply expand its footprint. My goal is to invest in the communities we already have while making sure new development is financially and environmentally sustainable for the long term."

"I would not support a mayor using Strong Mayor powers to bypass Council on important decisions.

I believe municipal government works best when elected councillors have an opportunity to debate issues openly, ask questions, hear from residents and ultimately vote on decisions that affect our community.

The mayor is elected to lead, but councillors are also elected to represent their wards. Concentrating too much decision-making authority in one office can weaken that representation and reduce public accountability.

I understand these powers are part of the provincial legislation, and where the law requires the mayor to use or have access to those powers, they need to be followed. But where there is discretion, my preference would be to use the normal Council process and build consensus.

I believe leadership means bringing people together, not going around them. Thunder Bay deserves a Council that works collaboratively, listens to residents and makes important decisions openly and collectively."

"Yes, I would support changes to our planning rules that make it easier for small, locally-owned businesses to succeed.

I don't think the City should try to prevent large businesses from operating in Thunder Bay. But we should make sure our planning system isn't unintentionally favouring large-format development at the expense of walkable neighbourhoods and local businesses.

That means encouraging mixed-use development, smaller commercial spaces and neighbourhood shops where people can walk or cycle to everyday services. It also means looking carefully at parking requirements and making sure we aren't designing entire developments around large parking lots and automobile traffic.

I would also like to see new neighbourhoods planned as complete communities, with housing, parks, sidewalks, transit and opportunities for local businesses from the beginning.

And when the City invests in infrastructure, we should ask whether we're strengthening existing commercial areas as well as supporting new growth.

I'm not against big business. I'm for a diverse local economy—and planning communities where a small business has a real opportunity to open its doors, attract customers and become part of the neighbourhood."

"Public safety has to be a priority if we want a healthy downtown and a strong local business community.

I would support a coordinated approach that combines visible policing, clean and well-maintained public spaces, and social supports.

First, businesses need to see a consistent presence downtown. I would support working with the Police Service Board and TBPS to identify areas with recurring problems and make sure resources are targeted where they're most needed.

Second, I would build on approaches like Project Support, where police work alongside social navigators and community partners to connect people with housing, mental-health and addiction services, while still enforcing laws when behaviour is unlawful or continues to put others at risk.

Third, the City has a role in the physical environment—lighting, sidewalks, cleanliness, vacant properties and public spaces all contribute to how safe people feel.

And I'd create a regular forum for downtown businesses to tell Council what they're experiencing and whether our strategies are working.

My goal is a downtown where businesses can operate confidently, residents feel safe, and people experiencing challenges are connected with the help they need. Safety and compassion should work together."

"I believe Thunder Bay has an opportunity to become a major hub for Indigenous-led economic growth, but that has to be built through genuine partnership.

The first step is making sure Indigenous voices are at the table when we're making economic development decisions—not brought in after the decisions have already been made.

I would strengthen partnerships between the City, Fort William First Nation, Indigenous organizations, the CEDC and Indigenous business leaders.

I would also support a stronger Indigenous procurement strategy, so Indigenous businesses have meaningful opportunities to compete for City contracts and participate in major projects.

We should make it easier for Indigenous entrepreneurs to navigate City processes, find business opportunities and connect with financing, training and economic-development organizations.

And as Thunder Bay grows, I want to see Indigenous businesses involved in sectors like construction, tourism, mining, transportation, professional services and technology.

Thunder Bay is already an important regional hub for Indigenous economic activity. My vision is to build on that foundation through respect, partnership and real economic opportunities—so Indigenous businesses aren't simply part of our growth story, but are helping lead it.

I believe municipal government has a responsibility to do more than provide basic services. Quality of life matters. Parks, recreation, libraries, arts, culture, sports and community spaces help create a city where people want to live, work and raise their families.

But that doesn't mean the City should say yes to every good idea.

When we're considering a major new facility or program, I would want to see a clear business case: What will it cost to build? What will it cost to operate and maintain? Who will use it? What are the long-term debt implications? And are there partnerships or outside funding that can reduce the burden on taxpayers?

I would also prioritize investments that serve a broad cross-section of the community and make use of facilities we already have whenever possible.

I believe Council's job is to build a better quality of life while protecting the City's financial health. We should invest in things that strengthen our community, but we also have a responsibility to today's taxpayers and to the generations who will inherit the bills."

"I believe municipal government has a responsibility to do more than provide basic services. Quality of life matters. Parks, recreation, libraries, arts, culture, sports and community spaces help create a city where people want to live, work and raise their families.

But that doesn't mean the City should say yes to every good idea.

When we're considering a major new facility or program, I would want to see a clear business case: What will it cost to build? What will it cost to operate and maintain? Who will use it? What are the long-term debt implications? And are there partnerships or outside funding that can reduce the burden on taxpayers?

I would also prioritize investments that serve a broad cross-section of the community and make use of facilities we already have whenever possible.

I believe Council's job is to build a better quality of life while protecting the City's financial health. We should invest in things that strengthen our community, but we also have a responsibility to today's taxpayers and to the generations who will inherit the bills."

"I recognize that property taxes are a significant cost for homeowners, renters and businesses, and that every additional increase makes it harder for people to afford to live and operate in Thunder Bay.

My approach would be to make affordability a central consideration in every budget decision.

First, I would prioritize core services and infrastructure—roads, water, public safety and maintaining the assets we already have—before taking on new projects that create long-term operating or debt obligations.

Second, I would expect every major new spending proposal to have a clear business case, including the full lifecycle cost, funding sources and ongoing operating impact.

Third, I would look for efficiencies before asking taxpayers for more: better procurement, shared services, technology, preventative maintenance and reviewing programs that aren't delivering the results we expect.

We also need to pursue provincial and federal funding aggressively and make sure growth contributes appropriately to the infrastructure it requires.

My goal would be a City that lives within its means, protects essential services, invests strategically and recognizes that keeping taxes affordable is itself an economic-development strategy."