09/26/14

My BIA ACM Speech


This is the speech I gave at the BIA-ACO all-candidates’ meeting, Wednesday evening. The question all candidates had to answer was, “What is your vision to ensure that Downtown Collingwood thrives as a vital economic and cultural part of our community?” We had two minutes to respond. Here’s what I said:

For our downtown to thrive, it needs people. The town can help bring them here. But it is up to the businesses to draw them in.

People come to any downtown for two main reasons: ambiance and experience.

Collingwood already has good ambiance. We have a beautiful heritage district with attractive streets and buildings. But we should dress up Pine and St. Marie Streets more, and make our alleys and laneways more attractive and useful.

The ambiance will further improve when the waterfront development gets restarted and extends the commercial district right to the water’s edge.

Developing our harbour should be a main priority for the new council. A redeveloped harbour will be a significant economic resource. We should even consider a marina and a shuttle service to bring visitors into the downtown. Boaters and other users are all potential customers.

I also want to investigate restoring the former bingo hall as a community resource. It could become a performance space, an indoor market, or a gallery. That would further beautify our downtown.

As for experiences, we need new events and activities that draw both locals and visitors downtown. The Elvis Festival has proven good for this and has brought us great publicity. But we need others.
Events and culture should be treated as economic issues. We have engaged a new marketing and economic development director to craft strategies for pursuing cultural and event tourism.

We should also promote local food. We could make Collingwood the focus of a regional local food festival.

We should consider turning at least one downtown block into a pedestrian mall for part of the summer, with activities, vendors, buskers and public art.

Working with the BIA and our new business development centre, I believe we can make Collingwood’s downtown even more attractive and exciting than it already is.

And here is my wrap-up statement:

I’ve been the council representative on the BIA board for the last four years. I have enjoyed working with the board and helping set goals and directions for the downtown this term.

We have a great downtown, a beautiful downtown that is the heart of this community. But we cannot rest on our past. We need to work with the BIA, with our new marketing and economic development director, with our heritage groups and with council to keep it thriving, to keep it vital and keep attracting people.

If re-elected, I will help accomplish these goals next term.

08/25/14

Looking forward to 2015-18


Collingwood Terminals
Looking forward to 2015 and beyond, here are some of the things I would like to see Collingwood Council and the town staff accomplish in the upcoming term. I have laid these out in my campaign website and literature already, but thought I should include something in my blog to complement those sources.

  • Maintain our current fiscal stability and sustainability. This council has been very proactive in keeping taxes and spending low, without compromising on any essential services or infrastructure. We have paid down $11 of the $45 million debt we inherited, and only borrowed minimally for necessary infrastructure projects. The average tax increase this term has been less than the rate of inflation: 0.5%. And we got two stunning new recreational facilities without having to go deeper into debt or raise taxes. Staying this fiscal course for the next term is a must.
  • Complete and implement the waterfront/harbour master plan. We have started the process, held public meetings, but we need to see it to the end. Our harbour is underutilized and offers many benefits, resources and economic opportunities we can take advantage of. We need to make it more attractive, safe and accessible for all users, while drawing visitors and business to the community through aquatic activities and resources.
  • Embrace more green initiatives. Change to LED lighting in municipal buildings, rec facilities and street lights; put solar panels on municipal buildings; and install electric vehicle charging stations in municipal parking lots. Collingwood should be in the forefront of energy conservation and awareness and we must work closely with our utility partner, Collus/Powerstream to accomplish these goals.There are significant savings in energy use to be had.
  • Rebuild the BMX/skateboard park, with input from users for the design and layout. A new skateboard park could draw users from all over Ontario and host competitions and events. Let’s start planning for a revitalized facility next term and get the youth involved in the design process. It’s a prime project for a public-private partnership and sponsorship, too.
  • Aggressively promote and market Collingwood. We have a new economic development/marketing manager in a new office shared with our community business partners. We must harness these dynamic services to attract businesses and industry, and to cement our brand as the most attractive place to visit and to open a business in Ontario.
  • Implement governance changes. Our CAO has recently proposed some sweeping changes to the town’s governance and committee structures, to help make council more efficient and effective, while smoothing out the public input process. These changes will need experienced politicians to help guide them, help communicate them, and make sure they meet the needs of our residents. I have the experience to help make these changes work.
  • Promote a greater mix of housing types for both sale and rent; encourage affordable and attainable development including more rental properties, providing opportunities for workers and young families. This is a challenge because the town is limited by legislation what it can offer as incentives to developers. A roundtable discussion with planners and developers will help set priorities and strategies.
  • Integrate event planning & culture with economic development; Culture and events are economic drivers that can benefit the entire community. We must look for new signature events and activities to draw visitors, and keep people coming back. Look for new, innovative ways to increase traffic and activities downtown and engage both residents and visitors in them.
  • A regional local food strategy: I would like to see one developed with our neighbouring municipalities, which would look at promoting local agriculture, food tourism and related events. I would also like the town and BIA to look at updated and enhanced models for the farmers’ market with an eye to developing a year-round, indoor market that could attract visitors and merchants.

These are my main priorities and my vision for the upcoming term. If elected, I will bring them to council and help implement in the next four years. Some of these – the electric vehicle charging stations, for example – I have already raised this term, but because of timing, other pressing issues, budget restraints or staff changes, they have not had the opportunity for a full discussion at the council table. I have the experience, the vision and the passion to continue as your representative on Collingwood Council and work as diligently on your behalf as I have for the past three terms.

You can read more about my election platform here.

08/5/14

New post on the Municipal Machiavelli


I’ve written a short post that I trust will serve as an introduction to a longer piece I plan to write. It’s on the letter of Quintus Tullius Cicero to his brother on how to win an election (written circa 64 BCE).

You can read it here:

ianchadwick.com/machiavelli/quintus-ciceros-letter-on-elections/

I will be working on a more in-depth analysis of Cicero’s letter and a comparison with Machiavelli’s works and other political pieces in the near future.

06/14/14

Why Term Limits Are a Bad Idea for Municipal Government


Term limitsLeo Longo wrote in three recent Municipal World articles (April, May, June, 2014) that it is time to consider setting term limits on municipal politicians.

I beg to disagree.

Is municipal democracy in such dire straits that it needs restrictions that no provincial or federal politician faces?

Are voters so ignorant and ill-informed that they need outsiders to guide their choices?

Applying arbitrary term limits goes against the grain of representational democracy, suggesting the arbitrator knows what is better for the electorate than the electors themselves; that democracy needs outside control because it cannot regulate itself.

What problem would such limits solve that are not already solved by the electorate, and by existing accountability laws? It is certainly not the panacea for voter malaise or low turnout.

Mr. Longo suggests the “status quo has produced many of the negative consequences…” but he fails to identify the negative consequences that occur under term-limit systems.

For example, Mexico has three-year terms and no-re-election policy. Every municipal government is entirely new, with no experienced politicians to help guide the city. The system has been widely criticized as ineffective because “Voters never have the opportunity to pass judgment on the record of their elected officials, so those officials see no incentive to having a record at all, good or bad.”* It is also said to “impede performance.”** I have seen its effects in some Mexican cities: a year of confusion getting to know the job, a year trying to get something done, then a year coasting to the end.

Incumbents are often said to have an advantage, as Mr. Longo notes. Some of this comes from name recognition: but for that to be true, you have to get your name in the community.This is only done by being active at the table and outside. Inactive or lazy politicians don’t get that.

Nor do those at odds with the media, despite their record or experience.

Is this an “unfair ‘tilted’ playing field” as he suggests? I don’t believe so. Sometimes that name recognition can work against a politician, too.

Continue reading

06/5/14

Twenty years of strategic planning


Town of CollingwoodTwenty years ago – May, 1994 – the Town of Collingwood started a community-based strategic plan. That report was released in October, 1995. Then in October, 2000, Vision 2020 released its Blueprint Collingwood. These two documents are generally forgotten by the general public today, but they have been the basis of planning, of policy and strategic targets by councils and staff ever since.

No particular council or mayor can take credit for the accomplishments; they’ve been achieved over more than two decades of effort and resolve. This post is simply to point out that these visionary documents were neither ignored nor buried on shelves, but rather have been incorporated into planning and policy.

True, not every recommendation was accepted or adopted. Some were impractical – cost or complexity were too great, others involved different jurisdictions beyond the town’s control (i.e. upgrades to Highway 26 or waste management). But many have been used successfully.

Both reports built on an earlier document and process, Focus 2000, dated from (I believe) 1990. Both later documents had similar processes and approaches: task forces, community involvement, focus groups, interviews and workshops. Although they have areas of similarity, they also have differences.

The Strategic Plan identified six key features that residents valued and wanted to retain:

  • Small town atmosphere;
  • Natural beauty and the environment;
  • Recreation and leisure activities;
  • A clean, safe, friendly community;
  • Community activities and special events.

One item – “small town atmosphere” is difficult to manage. One cannot legislate a friendly, welcoming, positive attitude or to post optimistic comments in social or other media. We cannot pass bylaws that require people to say hello, please and thank you, to hold a door open, or to let someone back out of a parking space on the main street. But councils have tried to retain some of the look and feel that encourage at least the aesthetic feel of Collingwood – including keeping green/wild spaces and trees. Otherwise, these features have all been key in the town’s planning and policy development.

On the key issues facing the town, as reported in the study, here’s how we fared. My comments are in blue:

  • Lack of opportunities, especially for youth;
    We have a youth centre, skateboard park and many recreational opportunities, but we don’t have a lot of employment opportunities outside the service and hospitality sectors. We are not alone in this: most Ontario municipalities have struggled with plant and industry closures the past two decades. However, we do have some manufacturing such as Goodall, Sensortech, Pilkington Glass, Canadian Mist, Agnora Glass and others. Two microbreweries are scheduled to open here this year. So we’re better off than many communities our size – these companies employ residents and several are adding new jobs every year.
  • Waterfront development;
    The residential waterfront development started, but collapsed along with the economy in 2008. It’s been on hold ever since while banks and real estate companies attempt to sell off the remaining parcels to a new developer. The town has upgraded the waterfront area in the harbour, and recently added docks to encourage more boat traffic. Falling water levels have been a problem for a few years, but that may be a cyclic pattern. The grain terminals has been up for sale for a few years, but so far no serious buyer has come forward. Meanwhile there have been enhancements to both Sunset Point and Harbourview parks.
  • Lack of cultural activities and facilities;
    The town now has a culture coordinator who helps promote and encourage cultural events and activities. There is no municipal arts centre, but both the new municipal (library) building and the privately-owned Tremont have gallery space. The former newspaper office was turned into a private theatre/gallery/workshop space. Our council chambers now showcase local artists. The Elvis Festival is about to enter its 20th anniversary, and remains the town’s largest summer event. Other events have been promoted, such as the Jazz at the Station weekly show. We have more street art, too.
  • Preservation of the natural environment;
    Ongoing and raised frequently (as recently as the June 2 council meeting). The NVCA has helped preserve wetlands and wild areas from development. It is sometimes tough to balance this with the need for growth. We also instigated and had completed a natural heritage study, done by the NVCA.
  • The economy and taxes.
    Ongoing. It’s always a balancing act between providing services and facilities people want, and maintaining/upgrading infrastructure, and keeping taxes low. The local economy is doing fairly well, but like any small town, we have to watch our money. This term taxes have been kept remarkably low (an average of about 0.5% over four years), while the debt has been paid down significantly without over-burdening the taxpayers ($11 million paid from an inherited $45 million debt). The national and world economies took a beating in 2008, which affected local growth and development, but we have been recovering slowly.

On the opportunities and goals:

  • Attract light industry and high-tech business;
    We face some competition, but we have been successful in attracting Agnora Glass, two new microbreweries, and celebrating an expansion of the Goodall rubber plant. The former ethanol plant is available for re-use for such purposes as fertilizer manufacturing. We have been fortunate to retain some of our industrial base. Our new Marketing and Economic Development manager will help us in the task of promoting Collingwood.
  • Increase tourism – promote Collingwood as a  4-season tourism resort;
    This is ongoing and has been the priority of groups like the Georgian Triangle Tourism Association.
  • Improve and develop the waterfront and make it accessible;
    Pedestrian and public access was built into the new development, although not fully completed when the development stalled, in 2008.
  • Promote arts activities and special events; build a theatre;
    We have two private theatres and private gallery spaces, plus the municipal space in the library.
  • Improve the downtown and heritage buildings;
    Done and ongoing. We now have a heritage district with strict building controls and bylaws.
  • Promote seminars, conferences and retreats.
    While we currently lack sufficient public facilities for such events, the current revitalization of the Eddie Bush Arena will provide an opportunity to host such events in the near future.

Most councils since the Strategic Plan was released have actively incorporated many of the ideas and suggestions into their operation and policies.

Everything, of course, comes with a challenge. The growth plan that will see Collingwood grow to about 31,000 in a few years may reduce some of the “small town atmosphere” that we treasure. That growth will see higher demand on services and facilities, which may mean greater costs. But I don’t think the overall well-being will be adversely affected because of the solid base that has been built over the last 20 years..

The waterfront Shipyards property has gone through its ups and downs, with development started – with great optimism then halted by the 2008 Recession. There are still approved plans for future residential and commercial development there, but no developer has taken the reins. Like with the Admiral Collingwood site, the fluctuating economy and slow recovery has curtailed its completion. Development is always at the mercy of the economy.

All councils wrestle with retaining as much of the natural environment as possible, although it sometimes conflicts with other strategic goals, like growth and development. We try to balance community interest with the rights of the developer.

And as for taxes and the economy: this council has a record of an average 0.5% tax increase over the past four years, paying down the town’s $45 million debt by $11 million AND building new recreational facilities, a new fire hall, purchased Fisher Field, a new Public Works building with 30 acres of property.

This term’s exemplary fiscal management should be a model for future councils.

Continue reading

05/24/14

The ACDC/AVI Site Remediation


Admiral CollingwoodEarlier this week, members of council received this email from Ian Adams of the Enterprise Bulletin about the upcoming motion on remediation of the empty property at Hume and Hurontario Streets:

I was wondering if I could get your thoughts with regard to extending/not extending the site remediation agreement for the ACDC/AVI property, and whether an extension should be granted/not granted. Ian Adams, Collingwood Enterprise-Bulletin

The site remediation agreement is unique: it is, as I have been told by the Planning Department, the only one of its kind ever made on any property in this town. It was made at the request of the AVI developer, not the town, but the town agreed to it as the third party. At that time, it seemed reasonable that development would have started within the three-year term of the agreement. That proved overly optimistic, in light of the sluggish economy.

As the town’s lawyer stated, this is a tripartite agreement that requires the agreement of all three parties to change (and, if any party wished, to discard). Any single party has the right to challenge one or both other parties in a court over the terms.

While the onus for enforcement unfortunately falls to the town under its property standards bylaw (section five), the town is given the discretion when and even whether to enforce it (section four). Any enforcement would be a costly legal challenge and a lengthy court battle for taxpayers. Potentially several years.

Keep in mind the expensive legal battles that arose when the former council removed the legally and democratically-approved permits from the site. Those cost taxpayers more than $100,000. Plus there were subsequent costs to restore and amend some of the agreements to allow the developments to proceed. That doesn’t even mention the costs the developers went through – to get the initial permits, approvals, heritage impact studies, architectural drawings and the properties themselves – and for ACDC to have to pay for a redesign and new heritage impact study last term.

To return the site to what it was before those permits were rescinded last term could cost much more. And we would be no further ahead than we were in late 2006 when we had approved a signature building on the site. Except without the prospects of that beautiful building.

Would this benefit the community or the town? Or just waste more taxpayers’ money to pursue what might be better and more effectively gained through negotiation and compromise?

Conflict and confrontation are not good – nor wise – negotiating tactics. And they are not what a municipality should be known for.

Continue reading