Red light cameras for Collingwood?

traffic cameras
A small but very irate number of residents have broached with me the topic of installing red light cameras at Collingwood’s traffic intersections. I hadn’t really thought about it – except to acknowledge that traffic seems to be getting busier. I’ve seen traffic backed up for 500-1,000m at numerous intersections in town – even on weekday afternoons, and seen it enough times to recognize it is the future here.

More cars means an increase in the number of bad, inattentive or aggressive drivers will also go up. Although I don’t know if the percentage remains the same, the number of bad or aggressive drivers appears to be climbing.

In my own experience, it’s worse on Highway 26 than other streets, but that’s my own driving pattern – YMMV (your mileage may vary).

Are red light cameras the solution? After giving it some consideration, I tend to agree that at the very least they may help deter the worst drivers.

Continue reading “Red light cameras for Collingwood?”

Time and conflicts in mayoral politics

No time?Being a mayor today, even in a small town like Collingwood, takes time. A lot of time. Time that working people are hard pressed to find in their busy days. I know from the experience of three terms that even councillors who work cannot attend every meeting, every event, every activity they are invited to.

Mayors have to be on call, doing town business and dealing with residents’ calls during every day, and many, many evenings. Even on weekends they have little to no free time outside their mayoral duties.

They have to attend meetings with staff, with residents, local associations, with developers and businesses, and be at the county and on county committees often several times a week. There are also the extras – meetings with school boards or provincial representatives and politicians, even ministers and their staff. Plus there are the additional boards and committees a committed mayor will join – such as the Great Lakes and St. Lawrence Cities Initiative that our current mayor chairs.

And then there are the frequent social demands: visits to seniors’ homes, cutting ribbons at business openings, giving congratulations in person for fiftieth wedding anniversaries and 100th birthdays, the mayor’s levee, Legion events and so on. There are the regular media interviews, radio shows and TV broadcasts, too.

All in all, it adds up to more than a full-time job, even though it’s only paid as a part-time effort. It’s very demanding to be the mayor today. A part-time person cannot effectively fulfill that role nor fully represent the town or the council.

We need someone who can do the job without having to beg off from municipal duties to attend to work or to leave town hall to go skiing during budget meetings (yes, that did happen this term!). We need someone who can’t beg off their mayoral responsibilities because they’re “too busy” elsewhere. Someone who doesn’t have to choose between personal work (or play) and representing and attending to the community. Someone who can be called up at all hours and every day to perform those tasks.

We need someone who has the time to live up to the requirement in the Code of Conduct to educate himself by attending workshops and seminars. We need someone who can take off afternoons or sometimes several days to attend conferences like AMO (where municipal representative get to speak with ministers and their staff) without being pressured by employers not to attend, or to cut it short to get back to work.

One of the reasons retirees and seniors tend to get involved in municipal politics is because they have the time to dedicate to an increasingly-demanding job. But it’s also because we want to put a lifetime’s experience to use. We want to apply what we’ve learned in both careers and personal life. And we have the time to do so.

Even deputy mayors have demands on their time that are above and beyond any daily working role. When mayors cannot attend events or meetings, it is usually the deputy-mayor who gets called on to fill in.

Doesn’t Collingwood deserve a mayor and a deputy-mayor who are accessible, available and who can participate fully in the town’s business?
Continue reading “Time and conflicts in mayoral politics”

The campaign’s moral compass

Every politician – in fact, every human – has a personal moral compass that helps guide the way they act, debate and vote in office. While a politician’s may not be the same as the compass that they use as civilians, as family members, as employees, or as a friend, it operates similarly to direct their actions.

For some, their moral compass is a strong internal force that is the same regardless of circumstance or role. For them being a politician is not morally or ethically different from being a member of the community, from being in a service club, a community organization, a church group or just a circle of friends. Their moral compass is the same in all situations. They see right and wrong, good and bad in the same perspective whatever their circumstance. I like to think of myself in that group.

Others have a more flexible moral compass; one that changes according to role and circumstance. They may be relativists who see morals and ethics as variables, as situational guides; relative signposts not absolutes. As politicians, they may even choose to ignore their personal moral compass and instead base their decisions on party platforms, on a fixed ideology, or on what someone else tells them to do. I believe most of the local incumbents fit comfortably into this category.

Party politics are often like this: they create a rigid standard of ethics, morals and beliefs that every member of that party is expected to follow, regardless of how these interact or even clash with personal values. Party members  submerge the personal views under the party’s line. That’s not always bad, but it can often sideline conscience.

Municipal politics are supposed to be about individual conscience, not about partisan politics or blind faith in any leader. The moral compasses of councillors should not all point towards one person’s north. One of the strengths of municipal politics has always been the variety of ideas and views it allowed.

Do obedient soldiers, those gray ranks of “komitetchiks” make the best decisions at the council table? I don’t believe so, at least not for the community’s well-being. I believe councillors should vote on issues according to their conscience, based on their research and their understanding, based on effort and thought, on discussions with residents and staff, not simply because someone told them how to vote.

Continue reading “The campaign’s moral compass”

My answers to residents: 5

This is a somewhat edited response to a resident who asked about a splash pad. The resident also commented that, “As nice as Collingwood is, we feel that this town is falling behind the times compared to other towns close by and the advancements they have achieved.”  Here’s in part my reply:

Yes, we need a splash pad here. The WaterFront Master Plan has a proposal for one at Harbourview Park (along with a winter skating trail) for about $3.6 million. See here:

http://www.collingwood.ca/files/2016-11-09%20Collingwood%20Waterfront%20Master%20Plan%20Final%20Report.pdf

I have not had the opportunity to discuss this plan with the current PRC director, Dean Collver, or discuss any potential alternatives or phased solutions or even a less expensive option (staff are forbidden to talk to candidates until after the election). Until then, I can only reiterate my support for a splash pad located in one of our two major waterfront parks.

The Master Plan is ambitious and has a lot of amenities and enhancements in it, but they come at a cost – and that means tax increases. We have to be careful about how we spend our money – it’s a balancing act. But I don’t see why a splash pad couldn’t be installed as the first phase of a larger project that gets built over several years.

I currently work with the Ontario Municipal Water Association and am aware of how other municipalities are working to create similar water facilities and features. I am also aware of the combination of challenges for health and safety and how such splash pads must be both hygienic and monitored.

NB: I should have added that we could have had the splash pad and the skating trail and more for what the cost of Saunderson’s self-serving Judicial Inquiry is likely to end up costing taxpayers.

My answers to ACO

The following questions came from the local chapter of the Architectural Conservancy of Ontario (ACO). They were sent to all mayoral and deputy-mayoral candidates, but I am unsure whether council candidates also got them. My responses are below.

The questions were preceded by this:

Questions regarding Collingwood’s Heritage
Members of the Collingwood Branch of the ACO have prepared the following questionnaire to ascertain candidates’ positions on a number of important issues regarding the future of one of our town’s most valuable resources – our historic architecture and cultural heritage.  Once compiled, your responses will be posted to our Facebook site.  Please make your answers brief.  A response would be appreciated by September 18. Thank you for taking time out of your busy schedule.

 Question 1:   Describe your personal view of the importance of Collingwood’s cultural and architectural heritage.

 Answer: I was on the council that voted unanimously to designate the heritage district. I support maintaining and preserving our heritage buildings and cultural landmarks both inside and outside the district, as well as the incentives to maintain them.

I served on Collingwood’s library and museum boards, and am on the Simcoe County library, museums and archives board, all of which have given me a good appreciation of Collingwood’s and the region’s history and culture.

 Question 2:  Collingwood currently supports three incentive programs to maintain and to preserve its heritage. Would you continue this support to the extent of increasing the Heritage Tax Rebate program to be more in line with what other communities offer?

 Answer: Supporting the program: yes. Increasing it: in principle yes, but council would need a staff report that detailed the financial impact of any increase and to discuss it openly. I would also like to see some comparisons of what other municipalities offer. I would personally want to speak to building owners to get their perspective on what would be a reasonable amount.

Continue reading “My answers to ACO”

My answers to SOS

Answers to SOSThe following questions were sent to all candidates by the local citizen’s group, Save Our Shoreline (SOS). These are my answers, below. I have formatted my response for better online reading. The questions are in italics.

1.) In order of priority how would you rank the top five (5) priorities for the Town of Collingwood over the next 4 years?

  1. Financial sustainability. We cannot build, we cannot create, we cannot start new projects if we cannot afford them – and we have to keep the impact on the taxpayers at a minimum and reduce town spending (but not to lower our quality of life here)
  2. Restore public trust in council and rebuild our regional relationships. We must return to an open, ethical council and partner with our regional neighbours for cooperative initiatives.
  3. Restore our community’s support for local healthcare services with unquestioning support for the hospital’s plans for redevelopment.
  4. Our environment. We need to protect our greenspaces, and our urban forest and develop some strong, coherent environmental policies that look further ahead. As a municipality on the Great Lakes, we need to be in forefront of discussions about the Great Lakes, water diversion, microplastics and water protection. We should also work with community groups and businesses to develop responses to climate change. Collingwood has the talent and the incentives to be a leader in this movement, not a follower.
  5. Economic development. Collingwood needs more low-impact/green businesses. We should be supportive of our excellent economic development and marketing team and allow them to be more aggressive in pursuing potential businesses and industries to come here. We also need to make a decision about cannabis sales here – but only after public consultation.

2.) Much has been said recently about the need for greater “Transparency” in how the Town conducts its affairs. What changes do you think are necessary to improve transparency in how Council, and Town staff, make decisions?

First, elect new people who are committed to openness and accountability, not merely give it lip service.
Second, curtail the number of closed-door (in camera) meetings and go back to fully informing the public as to what council’s intentions are and why decisions are made.
Third: hold public consultation meetings for all major decisions, especially when selling public assets.
Fourth: restore public advisory committees (such as recreation, culture, economic development, sustainability, and utility boards). Residents should be able to participate in our government, not simply observe it.
Fifth: council must go back to communicating regularly with the public and keeping residents fully informed and engaged.
And sixth: we should consider implementing a ward system for voting; we are large and mature enough to leave the at-large system behind. Ward systems make it more difficult for cliques to be elected.
Continue reading “My answers to SOS”