The Top Five Issues holding Winnipeg back, according to Sun readers

Recently, we asked readers a simple question: What is holding Winnipeg back?

The responses were consistent. Business owners, professionals, tradespeople, seniors on fixed incomes and young families all pointed to the same five concerns. Crime and public safety. High taxes and rising fees. Social disorder and visible addiction. A weak economic vision. Political division and short-term thinking at City Hall.

These are not abstract complaints. They affect daily life, investment decisions and whether families see a future here.

Start with crime.

Mayor Scott Gillingham recently highlighted that Winnipeg’s homicide rate is down. Any reduction in murders is welcome. But law enforcement professionals will tell you that homicide statistics alone do not define public safety. Violent assaults, robberies, car thefts, retail theft, home break-ins and extortion have shaped the public’s experience far more than a single data point.

Talk to small business owners in the Exchange District or along Portage Avenue. Ask them about break-ins, vandalism and security costs. Ask families if they feel more comfortable downtown at night than they did five years ago. The answers are not hard to find.

Reducing crime requires sustained police resources, a functioning bail system and coordinated action with the province on repeat offenders. It also requires City Hall to stop pretending that one statistic settles the debate. Public safety is measured by how safe people feel in their homes and workplaces, not by a press conference.

Second is taxation.

Winnipeg’s mayor has argued that we have among the lowest property taxes in Canada. That comparison has been challenged because it often ignores the full cost burden. Residents do not pay just a base property tax bill. They pay frontage fees, water and sewer charges, garbage fees and other levies that have steadily increased.

During this term alone, property taxes have risen more than 15 percent. Over roughly the past decade, fees and taxes have climbed by more than 35 percent. Yet residents routinely say they do not see better services. Roads remain in poor condition. Snow clearing remains inconsistent. Crime has not declined in any meaningful way. Social disorder has increased.

When taxpayers ask what they are receiving in return, that is not political rhetoric. It is basic accountability. If you raise costs year after year, service levels should improve. If they do not, people will question the value proposition.

Third is social disorder.

Winnipeg has increased funding for homelessness, addiction programs and various social service grants. Hundreds of thousands of dollars have flowed to organizations intended to address the crisis. Yet point-in-time counts and community reports show that homelessness has continued to rise during this council’s term. Encampments have become more visible. Open drug use has become more common in core areas.

Compassion is necessary. So is structure. Funding without measurable outcomes is not a strategy. The city needs clear targets, transparent reporting and coordination with provincial health and justice systems. If a program receives public funds, it should demonstrate reduced street disorder, fewer repeat incidents and better pathways into housing and treatment.

Fourth and fifth are closely connected: a weak economic vision and political division driven by short-term thinking.

Winnipeg lacks a clear, consistent plan to attract and retain private investment. Major decisions often appear reactive. Council debates frequently focus on positioning for the next election rather than building a long-term tax base.

At the same time, City Hall has spent millions on lawsuits and consultants. That money belongs to taxpayers. Before approving another external contract or entering another legal dispute, council should explain the return on investment. What measurable benefit does it deliver to families or businesses?

Winnipeg competes with other cities for capital and talent. Investors look at tax stability, regulatory certainty, infrastructure reliability and public safety. When those elements are weak or unpredictable, capital goes elsewhere.

This is not about personalities. It is about performance.

Mayor Gillingham has served in elected office for nearly 12 years. Over that period, costs have risen significantly. Yet many core issues have deteriorated. Residents are entitled to ask a simple question: What are we paying for?

The solutions are not mysterious. Prioritize public safety with sustained police funding and strong advocacy on bail reform. Conduct a full review of fees and levies with the goal of simplifying and stabilizing the tax burden. Tie every social grant to measurable outcomes and publish the results. Freeze spending on non-essential consultants and redirect funds to frontline services. Develop a 10-year economic strategy that focuses on attracting industry, supporting small business and expanding the tax base rather than increasing rates.

Winnipeg has strengths. Affordable housing compared to larger markets. A skilled workforce. A central location. Those advantages matter only if governance supports growth rather than undermines it.

The next election will come. Before casting a ballot, voters should measure results against promises. Are you safer? Are you receiving better services for the taxes you pay? Is the city more attractive to investment and families than it was a decade ago?

If the answer is no, then the path forward requires change grounded in discipline, accountability and long-term thinking. Winnipeg can do better. The question is whether we will demand it.

Read more from Kevin Klein at The Winnipeg Sun.