The CAO’s expenses

Expense accountsEarlier this year, I filed a Freedom of Information (FOI) Act request to see the expense records of Collingwood’s Interim CAO for 2015 and 2016 to the end of March. You can read these records by clicking on the links above.

Let me start by saying a few things: first, the interim CAO is paid $225,000 a year – roughly $50,000-$75,000 more than his peers in similar and local municipalities – PLUS, as I understand it, he gets a car allowance paid by taxpayers. This council has twice extended his contract, after secretive backroom discussion among themselves.

Second, the town pays mileage of $0.55/km based on the cost of operating a vehicle: its wear and tear, not simply fuel costs. So when someone claims the full $0.55/km for travel using a vehicle already paid for by the taxpayers through a car allowance, is that double-dipping?

I question both the reason for some of these claims, and the ethics of others. I also question why our council refuses to assume its legislated responsibility to act in an oversight role.*

Unfortunately, most of the entries in these documents are only dry monetary facts, no explanations as to why the interim CAO – who rarely leaves his corner office when in town – has to drive to Hamilton, Toronto, Waterloo or Burlington for something that might have been more efficiently and economically handled by a phone call or email. They were not trips for conferences or workshops. So what were they for?

Who or what is in Burlington that needs the top town official to visit personally and spend a day away from the office? In Hamilton? Toronto? Waterloo? Did any of our councillors go with him (It has been suggested that at least on one occasion, one did… but if so, why? And why was it not made public?)

Effective delegation is a skill top leaders have and must have to be effective in their role. Top leaders don’t spend days driving themselves to meetings a long way out of town instead of dealing with the day-to-day activities they were hired to manage. Is this the best use of time for the top executive? What happens to the rest of staff or to town business on days when he is driving to Burlington or Waterloo?

Why are these meetings more important than attending to   the business of the municipality in. town hall?  Why can’t he delegate these tasks? What issue could not have been equally handled by a subordinate? Or is there no trust in the staff’s abilities or professional ethics?

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Two conferences and a show

Windsor: Ontario Water Conference

I had the honour and the enjoyment of attending two municipal conferences last week. While no longer directly involved in politics, I am able to keep my finger in some of the political pies through my current work for an NGO. Plus, I like to remain informed and up-to-date about politics and governance, and am always looking for opportunities to increase my knowledge and understanding of pretty much any topic.

The first event was the Ontario Water Conference, in Windsor. While predominantly a technical and operations event for facility managers and operators, it also has a good political component where utility board members and politicians can learn about initiatives, developments and government updates.

I sat in on presentations over two days, learning about levels of service and risk models; improvement actions from frozen services; eco-fiscal challenges to building resilient communities; business case for a one-water approach; updates from the IESO, the MOE, MOECC, Drinking Water Advisory Council and Safe Drinking Water Branch of the MOECC. From climate change to electricity prices to algal blooms and utility board governance… I learned a lot.

The great majority of workshops were, however, technical, and well out of my depth of knowledge. It also has a large trade show where attendees can see the latest updates in water-related technologies and discuss their implementation with the vendors.

As the website tells it:

The Conference continues to be the premier drinking water event in Ontario, consistently attracting over 900 delegates from all areas of our industry: operators and owners, manufacturers and suppliers, consultants, academics and regulators. The Trade Show has more than 100 exhibitors representing the manufacturers and suppliers of products and services to the water industry. This is a great opportunity to network, and keep informed about technical, regulatory, and equipment development which affect the industry.

I would have assumed that any politician who sits on a water utility board or any public member of such board, who is dedicated to their role and cares about water would have at least made the effort to attend these sessions. After all, they are personally liable for the quality of our water and can be sued for not maintaining it.

I guess if you don’t read the Clean Water Act, this might not concern you. (Hint: it’s crucial reading for members of water utility boards like ours…)

However, there were not many politicians in sight, although I did encounter a few. While I recognized several water utility employees from Collingwood, none of its water utility board (which consists of five inexperienced, neophyte politicians) was present. You would think someone who knew nothing about the subject would be eager to learn about what they have the responsibility over, but perhaps I expect too much from them. Ignorance is bliss, they say.

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Banning Phosphorus

Algal bloom
In 2014, Toledo experienced a water crisis that caused the city to issue a “do not use” warning for more than 500,000 residents. They had to rely on bottled water; boiling wasn’t safe because it further released toxins into the water.

That crisis was caused by unsafe levels of the toxin Microcystin in the city’s treated water. The toxin came from the unprecedented algal bloom in Lake Erie; a huge swath of the west end of the lake blossomed with the algae.

The algae were growing rapidly because of the increasingly high nutrient load in lakes and streams. In particular: phosphorus. The bloom wasn’t as large as the 2011 giant that covered 5,000 sq. kilometers of the lake, but it was more deadly.

Not all algae  – or, more properly, cyanobacteria – produce toxins. Many are benign and all play important roles in the environment. But those produced can cause illness and even be fatal, at least to animals. There are some 50 types of Microcystin, of which Microcystin-LR is the most common. And most dangerous: it causes severe and sometimes fatal liver damage.

In the past few months, oceanic algal blooms known as red tides have killed tens of thousands of fish off the coasts of Florida, Chile, ChinaCambodia, and Vietnam. A 500-km bloom polluted one of Australia’s major rivers this spring.

Economies are suffering from algal blooms and their impact on fishing, tourism, shipping and recreation. In Chile alone, the devastation from algal blooms cost their salmon industry $800 million this year.

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The stench of entitlement

EntitlementYou’d think politicians would learn from the recent investigations into Senate spending and the Mike Duffy trial, that Canadians have no tolerance for the gimme, gimme, gimme of politicians. Canadians don’t like the smell of a sense of entitlement.

A lesson lost, it seems, on our own Collingwood Council. The stench of entitlement is strong at the table these days. And much it emanates from Councillor “Senator” Jeffrey.

Last year, Jeffrey cut the cheese when she decided to pursue personal political ambitions by getting onto the board of the Federation of Canadian Municipalities. Since the FCM board meets all over Canada – except, of course, in Collingwood – she needed more money in her expense account  – limited to $4,500 tax dollars annually for councillors – to attend.

Plus, campaigning for the board – printing those flyers and schmoozing – was too expensive for a mere $4,500 if you still wanted to get in a few bottles of bubbly and some canapes. Better to have taxpayers pay for it.

So she got the Politburo – aka the Ideological Block – at the council table to back her request to add another $10,000 from taxpayers’ pockets every year onto her expense account. That’s $14,500 a year of your money!

Now she would be able to fly, wine, dine and party around the country in style, at your expense, without shelling out of her own pocket. No cold Camembert and stale crackers for our councillor!

And during the discussions about council giving her more money, she stayed at the table, spoke in public in favour of her own entitlement and, yes, voted to give herself more money.

You’d think it couldn’t get much stinkier than that – entitlement dripping with unethical juices and topped with a heaping of conflict – but it can. And it did.

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Demagogues and democracy

“I just wish, at some point in time, councillors would show a little more integrity or credibility on the floor of council… It’s like every time we try to do something, there’s criticism, no matter what we do. I’d like to see councillors do the right thing. And in my opinion, these people are not doing the right thing. They’re hypocrites. They’re not telling the truth.”

Mayors Gone BadNo, that’s not Mayor Cooper speaking about our current council that continues to blindly clear cut its way through the town’s institutions and services, masticate our already battered reputation into spittle-and-chips, and bludgeon staff morale into pulpy submission.

It’s from Mayor Sam Katz of Winnipeg. He is quoted on page 125 in Mayors Gone Bad, a new book by Philip Slayton.

Mayors Gone Bad is an entertaining, provocative look at a handful of mayors across Canada who have ridden into office on a wave of populism and charisma, but who have generally failed miserably to live up to their promise. Some have fallen prey to the temptations that make headlines. Thus their terms in office have often created more of a mess than ever before.

Collingwood might have a future contribution if Slayton ever writes a sequel titled, “Deputy Mayors Gone Bad.”

Katz shares the spotlight with Rob Ford of Toronto, Peter Kelly of Halifax, Larry O’Brien of Ottawa, Gerald Tremblay of Montreal, Susan Fennell of Brampton, Gilles Vaillancourt of Laval, Joe Fontana of London and a few others. All of whom have been star performers in the media circus, and many of whose tales are seriously cringeworthy.

Some are bad in the sense of corruption, bribery, conflict, scandal and criminal charges, or too-cozy relations with developers, but most are bad through ineptness, ignorance, arrogance, entitlement and inexperience. Banal rather than venal. Demagogues whose weaknesses became all too evident when they tried to control the machinery of government.

Some, like Katz, were well-meaning, idealistic and optimistic when they got elected, only to discover the ugly truth of Canadian municipal politics: mayors are not the power, not the movers and shakers, not the sole source of authority they imagined. They can lead, but not rule, as Slayton writes.

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Why? A few questions for councillors

asking whyWhy? Councillor Madigan said he had written that on every page of the report about Collus, presented to council last week by lawyer Mark Rodger. After reading the report, I also have many questions why. It’s a good question. I too, wrote ‘why?” on many pages, albeit likely for rather different reasons.

Why, I asked myself as I watched the meeting and listened to the comments from councillors last week, is our current council so intent on destroying its successful, accomplished utility – a superb, efficient business – while demoralizing and alienating the staff who have served this community so well for decades?

Why is this council so determined to destroy the partnership and relationship with the municipally-owned and respected utility PowerStream, easily the foremost and most forward-thinking utility company in the province?

Why does this council accept at face value flawed reports from dubious consultants with incomplete, incorrect or missing information, ignore corrections and factual errors, and overlook significant problems or issues in them? As John Dryden wrote in his satirical poem, Absalom and Achitophel:

Some truth there was, but dash’d and brew’d with lies;
To please the fools, and puzzle all the wise.
Succeeding times did equal folly call,
Believing nothing, or believing all.

Why does this council place so much more weight in the reports from one- and two-person consulting firms operating out of their out-of-town homes than what KPMG – one of the world’s four largest consulting firms, with 174,000 employees worldwide – said or advised to the former council. Are they just sticking their ideological heads in the sand to avoid reason?

Why doesn’t this council demand the administration release to the public and media the hundreds of pages of corrections and responses to all these reports? Why does council allow them to be hidden away in secrecy, far from public scrutiny?

Why wasn’t a glowing third-party review of the Collus PowerStream strategic partnership provided to council last year kept secret? Was it because it was positive, thorough and complimentary? Was it because it debunks reports by buddy consultants?

Why does this council put private agendas and personal vendettas ahead of the public good, ahead of the well-being of our institutions, and ahead of the morale of town staff?

Why did council accept a report that contained content from anonymous sources? On page 4 of Rodger’s report, the footnote says some of the sources “…spoke to us on the condition that they not be identified.” Anonymous sources? What sort of credibility does that have?

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The latest FOI emails examined

paper stackOne hundred and seventy pages of email correspondence between the town’s interim CAO, John Brown, and the Collus/Powerstream CEO, Ed Houghton, from Jan. 1 to Dec. 31, , 2015, were recently released to the public as the result of a Freedom of Information (FOI) Act request filed locally.

I have printed and read through all 170 pages, and marked up many of them. It’s dull reading, aside, that is, from the included “Third Party Review of the Collus PowerStream Strategic Partnership,” which should be required reading for all members of council.

Let’s get something straight: No one at Collus works for the town, no one at Collus is answerable to the town’s CAO or any other town employee. It’s a separate, partner corporation and as such its employees deserve respect and dignity. Collus executives answer to their board of directors, not to town staff.*

I’m surprised, even astounded that these were released by the recipient because, as I read them, they are not complimentary to the town’s interim CAO. In fact, they paint a rather unflattering picture of the administrator’s communication skills. Perhaps I’m old fashioned, but I expect the top staff people in any organization, CAO, CEO, CFO, CIO or whatever the initialism, to be a good, professional and civil communicator. It should come with the job.

The records show someone who admits he is not a good “typist” in the medium of emails and modern technology (record 8). But also – perhaps there’s still too much of the editor in me – seemingly unconcerned about stylistic conventions of the language – such as capitalization, punctuation or spelling.

Mr. Houghton’s responses show civility, patience, some evident exasperation, but compliance and professionalism.

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Collingwood’s broken committee system, part 2

Coup d'etat
Coup d’etat!

Back in early 2015, I wrote that the experimental standing committee structure adopted by council was broken. Well, wouldn’t you know it, a year later, council finally agreed. And they replaced it with… you guessed it: another standing committee system. But it’s potentially a much more dangerous threat to our community.

The former system had committees of three council members, which met away from the prying cameras that broadcast full council meetings, some of the committees skulking on the top floor of the library to further avoid public scrutiny.

Because a group of three councillors was not a quorum, committees could only recommend a course of action to council. Delegations and presentations had to be repeated in front of the whole council: a pointless redundancy for staff and the public.

In early 2016, old committees were replaced with two, new five-person committees which meet away from the prying TV cameras, in the top floor of the library where few of the pesky public ever go.

Here’s where the danger to democracy gets exposed. Aside from the continued reluctance of council to do public business in the open, that is.

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Betraying the Public Interest

Shame on youAt last Monday’s council meeting, Deputy Mayor Brian Saunderson maneuvered so that interim CAO John Brown was allowed to publicly speak to the question of his contract being extended before any vote was taken. Even before anyone on council had a chance to comment on whether he should be allowed to speak.

This motion was the topic of my previous post. I believe this is an egregious betrayal of the public interest, but it’s worth looking at the process in more detail, especially to watch the video of the meeting.

In the video, it seems clear to me that Saunderson has little or no interest in an accountable government, just in getting his own way. Hardly news, I realize, but his disregard for public interest was most blatant at that meeting.

Watch it on the linked video, starting at 2:10: you’ll see Saunderson’s motion (seconded by Madigan) to extend the interim CAO’s contract to October, 2017 (the motion that blindsided the mayor and HR staff, while flipping the bird at Collingwood taxpayers).

The interim CAO stays at the table for two minutes while his position is being discussed. That should have set off procedural or at least ethical alarm bells, but the clerk remains silent.

At around 2:12 the interim CAO interrupts to ask to make a comment. At this point the mayor hesitates, then asks council for its approval of his doing so. Coun. Lloyd raises the question of the interim CAO commenting before council makes its decision, suggesting it’s a conflict of interest. It’s the most salient point of the moment.

Of course, Saunderson jumps in to support the request, and, without a by-your-leave to the mayor, turns to Brown to ask Brown to make his comment before council has a chance to debate and vote. Then – after Brown has said it all, so his supporters get the message loud and clear – he leaves the table.

And I believe, by all I know of politics and ethics, that’s wrong. It’s abuse of process for the Deputy Mayor and not an good example of leadership or best behaviour by the interim CAO.

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The $1.2 Million Bird-Flip

Alfred E NeumanOnly 16 months into this term and I’m already worn out from saying “I told you so.” I warned you it would get worse just a few weeks ago. And look: IT DID.

But you’re not really surprised, are you? The whole thing was choreographed by the Bobblehead Block Five through months of secret meetings and emails without any public input. Secrecy, no openness, no accountability – the hallmarks of this term. And it will get worse. Much worse.

I’m going to be saying “I told you so” a lot more through the train wreck of this term. Get used to it.

$1.2 million is the approximate amount Collingwood will have paid its interim CAO by the end of this council term. That’s at $225,000 a year ($50-$100,000 more than what other local CAOs make) plus car, and expenses. And it doesn’t include the stratospheric costs for lawyers (at $900 an hour) and buddy-consultants that have been rung up in the past year. Hundreds of thousands of dollars.

That’s your money. And it’s been used to promote the private agendas and personal vendettas of the Block Five. It could have been used to keep taxes low. It could have been used to pay down the debt. Remember the debt that this group screamed during the election was so out of control that it could only be solved by electing them? Guess what… their solution to fiscal management is spend, spend, spend.

The Block Five flipped the bird at Collingwood taxpayers.

Section 224 of the Municipal Act says council has an OBLIGATION to:

(a) to represent the public and to consider the well-being and interests of the municipality;
(b) to develop and evaluate the policies and programs of the municipality;
(c) to determine which services the municipality provides;
(d) to ensure that administrative policies, practices and procedures and controllership policies, practices and procedures are in place to implement the decisions of council;
(d.1) to ensure the accountability and transparency of the operations of the municipality, including the activities of the senior management of the municipality;
(e) to maintain the financial integrity of the municipality

Council flipped the bird at the province, too. Openness and transparency only get in the way of doing whatever you want. Why obey the Municipal Act? Why practice financial integrity? Spend, spend, spend.

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CAOs: Mene mene, tekel upharsin

Leaders in the ShadowsThe title, as you well know, dear reader, comes from the writing on the wall in Daniel 5, translated as, “You have been weighed in the balance and found wanting.” Those words came to me as I read David Siegel’s recent book on Canadian municipal CAOs, Leaders in the Shadows.  It’s subtitled, “The Leadership Qualities of Municipal Chief Administrative Officers.” Interesting stuff for any municipal politician engaged in the recruitment of a CAO.*

Siegel suggests CAOs lead from the shadows because, in part, “…a CAO whose name is in the media frequently is probably in some kind of trouble.” I also suggest that such a CAO may also be so I-centric that he or she feels the need to subordinate the politicians and community to be in the forefront of attention; to be in the media simply for the egotistical delight of seeing his or her name in print. Such a CAO is not a good leader.

Siegel looks at general ideas of leadership within the complex and often byzantine context of Canadian municipal governance, and provides five case studies of successful CAOs from around the country. He examines their careers in depth, their personal attributes, and looks at their leadership skills in leading down (to staff), up (council) and out (community and peers).

That three-way balancing act is crucial to Siegel’s analysis. Good CAOs manage to engage all levels and all directions simultaneously. Staff and council, of course, have more direct interaction with the CAO, thus more opportunities to engage (therefore more opportunities to lead down and up).

I would put leading out under the microscope more because I believe it requires much more effort, more passion, more dedication and more professionalism to be involved in the community outside the office. To actively go out of the town hall doors and engage businesses, groups, to be involved in events, to walk the streets and speak to residents. That’s where a truly great leader would shine, in my estimation. Conversely, any CAO who doesn’t do at least minimal and regular external engagement is not, in my eyes, a leader, merely a manager.

A CAO who isolates himself or herself in the office and does not engage the community would, I believe, be more of a liability to the administration than an asset.

Siegel identifies a municipal CAO with good leadership skills as having “…the ability to move the municipality forward by interacting in a mutually influential way with and motivating council, external stakeholders and organizational subordinates.” This extends a more general definition from Joseph Rost’s book, Leadership for the Twenty-First Century. The key words here are interacting and motivating; not bossing, not ordering, not demanding.

He notes that good leaders “…minimize their personal ambition and emphasize ambition for their organization” (p256). His exemplars, he further notes, were not I-centric, but during interviews deflected discussions away from their own accomplishments to those of their subordinates and their organizations. I expect they were comfortable working in mutually-beneficial partnership situations (like we had with our own Collus/Powerstream partner until this term) and with staff as valued members of the organization, rather than attempting to destroy any relationship for ideological or personal reasons.

The five CAOs were chosen as role models in different categories and styles of management: the generalist, the task-oriented leader, the relationship-oriented leader, the partnership-building leader and what he calls the “I think I’m a better employee…” leader. In truth, all of the CAOs chosen show some degree of strength in every category. Conversely, I would expect there are those around who have none of these skills but have risen through the ranks by sheer ability to outlast everyone else. One can never lose sight of the Peter Principle in which “managers rise to the level of their incompetence.”

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Undermining the Mayor, and Theft

There are several changes to Collingwood’s procedural bylaw proposed. They will come up for voting on Monday night. Most are dry procedural stuff that will likely improve or smooth the normally byzantine process.

But one section in particular troubles me: 4.3: allowing the CAO to call special meetings of council by himself:

Special Meetings of Council
The Mayor and/or CAO may, at any time, summon a Special Meeting of Council on twenty-four (24) hours written notice to the Members. Upon receipt of a written petition, hard copy or digitally, from a majority of the Members, the Clerk shall summon a Special Meeting on twenty-four (24) hours written notice to all Members and the media for the purpose and at the time mentioned in the petition. The only business to be dealt with at a Special Meeting is that which is listed in the notice of the Meeting. Special Meetings may be open or closed as provided in the Municipal Act, 2001.

This strikes me as just a cheap way to undermine the mayor’s authority. As I’ve been told, the mayor has already vetoed staff attempts to call special meetings this term. Now council is being asked to give the CAO permission to do it on his own without the mayor’s approval.

If approved, it just shows how the cabal is working against the interests of the community and our democracy. It opens the door to all sorts of future abuses of power.

WHY should any bureaucrat have that authority over elected officials? No restrictions, no explanations are provided, it’s just giving the CAO more, unbridled power. This is a violation of the whole democratic ideal.

Since when do staff get to tell democratically elected representatives what to do? When Collingwood Council gives them that power.

Its a travesty and an abuse of power to allow this to happen. It is the opposite of every notion of accountability. No one who cares about openness and transparency could possibly vote for this change.

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