Tag Archives: municipalities

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.

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Should councillors abstain from voting?

Abstain from votingIn an earlier post, I wrote that Collingwood’s Integrity Commissioner, Robert Swayze, proposed two changes to the town’s Procedural Bylaw: amending section 13.7 and deleting section 13.8. Last post I dealt with the former; here I will explain my concerns about the latter.

Section 13.8 currently reads:

13.8 No vote – deemed negative – exception
Notwithstanding the provisions of Section 13.7 of this By-law, every Member who is not disqualified from voting by reason of a declared pecuniary interest shall be deemed to be voting against the motion if he/she declines or abstains from voting.

In other words, no member of council, board or committee can abstain from voting when at the table: everyone present has to vote or have the abstention counted as a negative vote.

This is partially derived from Section 246 of the Municipal Act, which reads

Recorded vote
246. (1) If a member present at a meeting at the time of a vote requests immediately before or after the taking of the vote that the vote be recorded, each member present, except a member who is disqualified from voting by any Act, shall announce his or her vote openly and the clerk shall record each vote. 2001, c. 25, s. 246 (1).
Failure to vote
(2) A failure to vote under subsection (1) by a member who is present at the meeting at the time of the vote and who is qualified to vote shall be deemed to be a negative vote. 2001, c. 25, s. 246 (2).

So under the MA, you need to call a recorded vote to have an abstention deemed negative. That can get tedious. Other provinces don’t have this requirement. Saskatchewan’s guide for municipal councillors notes:

All Members Must Vote
Legislation requires every member of council including the mayor or reeve, to vote on every question. Members must not abstain from voting unless they have a pecuniary interest. If a member abstains from voting for any other reason legislation deems his or her vote as opposed to the motion. Minutes are required to record all abstentions from voting.

There’s a bit of confusion about rules of order and what rules to follow. Some people think our municipal meetings  – including board and committee – are governed by either Robert’s or Bourinot’s Rules of Order. That’s incorrect: we are governed by the Municipal Act and our Procedural Bylaw. Council and all boards, committees and task forces created by the municipality are bound by the procedural bylaw.

Mr. Swayze wrote in his report to council:

In my opinion, all members of Council should be encouraged to declare a conflict, whether pecuniary or not, if the member feels that he or she cannot be impartial in voting on a matter. If for example, a member sits on the board of directors of a charity and awarding grants to the charity is before Council, the Councillor should declare a conflict, refrain from voting and such a declaration should not be deemed to be a vote against the charity. I have recommended in Appendix “D” that personal conflicts be added to section 13.7 and that 13.8 be deleted from the Procedural By-law.

Like in my previous post, my concern is in the implementation, not the intent.

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Brands, Buzz & Going Viral

Municipal WorldMy third book for Municipal World, Brands, Buzz & Going Viral, has just been published as part of the Municipal Information Series. I received my author’s copies yesterday.

I am very proud of this book; it took a lot of work to research and write. I enjoyed writing it. I hope my municipal readers find it both informative and interesting.

I am also delighted to be able to share my knowledge and experience with others in the municipal governance realm across Canada. It’s a humbling experience to be among the respected authors and experts in MW’s stable – authors whose books I have bought and read ever since I was first elected, a decade ago.

It is nice to be able to add a voice from Collingwood to their ranks, so show the rest of Canada’s municipal politicians and staff that we’re not just a pretty place to live; that we can be leaders in the areas of governance, that we can be be forerunners for ideas and knowledge.

Brands, Buzz & Going Viral is subtitled “A sourcebook of modern marketing strategies, tips and practices to promote your municipality.” Unlike my previous two books, it includes considerable material culled from printed and online sources: quotes with links and references back to them, and a healthy bibliography at the back.

BB&GV covers a wide array of related topics. While working on the book, I purchased and read dozens of books on marketing, advertising, public relations, branding, destination marketing, storytelling, communication and social media. I also went online and read thousands of articles and posts on the sites of experts, practitioners, and professional organizations. I listened to podcasts, watched slide shows and video lectures. I subscribed to email newsletters about PR and marketing.

Along the way, I learned about such topics as gamification, advocacy, cohorts and influencers, content marketing, infographics, newsjacking, viral marketing, reputation management, corporate social responsibility, crisis management, integrated marketing, rebranding, market research and persuasion. Some of which I had experience in, but I renewed my own knowledge as I researched. I hope I am able to apply my new knowledge to help formulate ideas and strategies for our town’s future marketing and economic development strategies.

The folder of PDFs printed from websites I read as resource material for the book is 2GB in size, with more than 1,100 files. (Contact me if you are interested in this source material.)

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The Enemies List

TyeeCanadians barely lifted an eyebrow in surprise when it was revealed that our Prime Minister had an “enemies list” compiled as a warning to newly-minted cabinet ministers laying out who they can’t trust. I mean, we’ve lived with Harper as leader long enough not be shocked by anything that seems petty, autocratic, paranoid or Republican.

So what if the list was so long it had to be delivered in several boxes and had more names than the GTA white pages?

The Toronto Star editorialized about how the “PMO’s derisive and adversarial tone is rightly ringing alarm bells.” Clearly they haven’t been paying close attention to the PMO these past several years. Most Canadians assumed the PMO had trademarked “derisive” and “adversarial” as their own.

Then they threw in what’s become another meme: the comparison between Harper and former US President, Richard Nixon and, inevitably, Watergate:

The comparison to Nixon is unsettling. The disgraced former president was thought to view dissenters as adversaries to be destroyed rather than debated. The enemies list is just the latest piece of evidence that Prime Minister Stephen Harper has a tendency to think the same way.

Uh huh. Harper-as-Nixon isn’t necessarily a bad thing, from Harper’s perspective. After all, Nixon made a successful comeback from being the butt of media jokes to being the President. Sure he lied and schemed his way into the job; he was mistrustful, suspicious, controlling, manipulative and dishonest. But that’s not a bad role model for Stephen. Some might argue Stephen is far more cunning and treacherous than Nixon ever was. Maybe he considered it high praise.*

And Nixon had a List. Twenty names, that’s all. Well, that and the 576 names on his Other List. But for a country with more than 200 million at the time, 596 enemies isn’t all that many. Barely enough to fill a regiment. Stephen can do better, Surely he can muster at least a division’s worth of enemies. Maybe even a whole corps of them.

Andrew Coyne, writing in the NatPost with biting tongue-in-cheek, basically made the point that the list of perceived enemies might actually be close to infinite.

The PM (or at least the PMO) is suspicious of or fears anyone who doesn’t share Stephen’s ideology. That person goes on the list.

That’s a big list, since one of his favourite political games seems to be “guess what I’m thinking” – the loser gets booted out of caucus, the winner gets to sit in a minister’s chair (until the next round). Just ask Helena. Or Peter Kent.

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A Sneak Peak Inside Our New Fire Hall

Councillor Lloyd and I took a tour through the new fire hall, at the corner of High and Third Streets, today. It’s still under construction, but the main components are finished and the firefighters have moved in. It’s an impressive place. Well-designed, well-built (using a lot of local builders and materials!). Make sure you attend the open house when the building is officially completed, this fall. We should all be proud of this place: it sets standards not only for this town, but for other fire services across the province.

Here are some images to whet your appetite for visit. Bring your camera when you come!
Collingwood's New Firehall

The outside. Wood, glass and stone frontage. Very nice!

Collingwood's New Firehall

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The Decline in Media Credibility and Profitability

Pew Study image 1Last August the Pew research Center released the results of its latest study on how much the American public trusts the media. This has been part of an ongoing study since at least 2002, and ever since the first report, the amount of trust in media has fallen. This has been a hot topic of discussion online ever since, and the source of much hand-wringing at each new release.

Perhaps the mounting number of scandals in journalism has soured an audience accustomed to believing the media is honorable, trustworthy and upright. Perhaps it’s the growing politicization of (some) media that polarizes rather than informs public opinion. I don’t know.

Admittedly the study is based on American media, and the scandals have been mostly American made. I have not found a comparable study on Canadian media, but there are clues one can follow, and similar polls that tell us much.

Media typesThe Pew study asked respondents to rate various types of media for credibility. Local TV news rated highest, but other types of local media don’t seem to have been rated.

Not surprisingly, the uber-right-wing Fox News continues to lose trust among the American public. And I would suspect that similarly the uber-right Sun/QMI networks in Canada would fare the same. But if that’s so, then media that depend heavily on, say, QMI, as a source of material, the decline of trust in QMI must surely reflect on the subscribing media as well.

Why are these American media losing credibility faster than other sources? Probably because they are so blatantly, overtly ideological and people tire of the relentless mudslinging, attacks, innuendo and lies. These media cry wolf far too often.

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Pets and Policies: Why Dog Parks Matter

Dogs at PlayBack in April, 2011, I wrote a post about municipal policies towards pets, now in the blog archives. I noted then that…

A recent survey done by Colin Siren of Ipsos Reid estimated there are 7.9 million cats and 5.9 million dogs in Canada. The survey also shows that 35% of Canadian households have a dog, while 38% have a cat, which is consistent with other surveys conducted in the developed nations. Based on a figure of 9,500 households* we should have around 3,040 households with dogs and 3,610 with cats.

Well, the numbers have grown. We have (according to the 2011 census), 10,695 households. Round that up to 11,000 (because the census was done part-way through the year and we’ve had 18 months of construction since).

That suggests 3,850 households have one or more dogs, and 4,180 have one or more cats. Based on the average of 1.7 dogs per household, that means more than 6,500 dogs live in Collingwood. And, based on 2.2 cats average, more than 9,000 cats.

Are these stats still reliable? I believe so. They are similar to other surveys conducted in the US and the UK. They match what the Canadian Veterinary Medical Association found. A recent survey by the Humane Society of the United States suggests a slightly higher figure for dog ownership: 39% of households, but lower for cats (33%).

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The open government report

Accountability reportOn Monday’s agenda, council received a 21-page report from the clerk on the nature and mechanics of open government in Collingwood. This comprehensive report, titled the “Accountability and Transparency Policy,” because it also introduced a revised, formal policy, listed all of the bylaws, policies and legislation by which council and staff operate.

This is such an important and useful report that I felt it worthwhile to extract it from the April 13 agenda and make it available separately here. If you have not read it, or have any questions about how a council works and the rules that guide us, it’s worth reading. It opens by defining two terms:

Accountability: The principle that the municipality is obligated to demonstrate and take responsibility for its actions, decisions and policies and that it is answerable to the public at large.
Transparency: The principle that the municipality will conduct its business in an accessible, clear and visible manner and that its activities are open to examination by its stakeholders.

The report than goes on to further define how the municipality achieves these goals and why they are important:

Accountability, transparency and openness are standards of good government that enhance public trust. They are achieved through the Town of Collingwood adopting measures ensuring, to the best of its ability, that all activities and services are undertaken utilizing a process that is open and accessible to its stakeholders. In addition, wherever possible, the Town of Collingwood will engage its stakeholders throughout its decision making process which will be open, visible and transparent to the public.

The report then provides a comprehensive list of how we currently comply with the requirements, as well as what we do to enhance and better them:

The Town of Collingwood currently complies with a host of legislation, policies and procedures that maintain an open and transparent decision-making process. For the purposes of the Policy, the Town’s various policies, procedures and practices have been divided into the following categories:
1. Legislated Requirements
2. Financial Accountability, Oversight and Reporting
3. Performance Measurement and Reporting
4. Open Government
5. Internal Accountability and Ethical Standards

I won’t repeat all of the material that follows, but will include the section about “open government” which is really about local governance and the policies and procedures we already have in place to achieve this openness:

Open Government
The following are policies, procedures and practices that ensure the Town is transparent  in its operations and that residents are not only aware of how decisions are made and carried out, but that they are able to participate as well:

  • Council Procedure By-law
  • Public Posting and Distribution of Council Agenda Meeting Documentation
  • Public Notice By-law
  • Procurement By-law
  • Land Sale/Disposal By-law
  • Closed Meeting Investigator Policy and Retainer
  • Facility Naming Policies
  • Committee/Board Recruitment Policies
  • Land Acquisition Guidelines
  • Accessible Barrier Complaint Policy
  • Records Retention By-law
  • Social Media Policy

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