{"id":16251,"date":"2016-03-12T13:02:34","date_gmt":"2016-03-12T18:02:34","guid":{"rendered":"http:\/\/ianchadwick.com\/blog\/?p=16251"},"modified":"2016-03-12T17:21:58","modified_gmt":"2016-03-12T22:21:58","slug":"why-we-deserve-a-new-cao","status":"publish","type":"post","link":"https:\/\/ianchadwick.com\/blog\/why-we-deserve-a-new-cao\/","title":{"rendered":"Why We Deserve a Permanent CAO"},"content":{"rendered":"
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\"interim<\/a>
Collingwood’s interim CAO<\/figcaption><\/figure>\n

First, a little history. Back in the spring of 2012<\/strong>, Collingwood Council terminated the contract with Kim Wingrove, the CAO, according to the terms in the agreement. In her place, council appointed the CEO of Collus,<\/a> Ed Houghton, as interim CAO. In addition to his other duties, Houghton took the job without any compensation.<\/p>\n

In January, 2013<\/a>, council began the process of recruiting a new, permanent CAO. Houghton, an effective leader who was widely respected by staff and council, stepped down shortly afterwards.\u00a0A consultant was found to begin the recruitment process.<\/p>\n

In July, 2013, on a recommendation from the town’s then legal firm, council approved hiring John Brown, a retired former CAO, for a limited period of two months. As the media of the day reported<\/a>,<\/p>\n

Brown will only be CAO while the town searches for someone to take over the position permanently, but Mayor Sandra Cooper said it was pertinent the town have someone in the job.<\/p><\/blockquote>\n

In subsequent\u00a0discussions, council agreed that it would be unfair to any incoming council, regardless of who was elected, to hire a permanent, full-time CAO so close to\u00a0the next election. A new council, it was argued, should have the opportunity to choose its own\u00a0CAO. Out of respect for a future council, the former council decided to keep the\u00a0interim CAO in place\u00a0so\u00a0the new council could choose its own, new, permanent CAO.<\/p>\n

But that, it seems, was a foolish gesture, soon hijacked by the new council.<\/p>\n

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Brown’s contract was extended to two years in fall, 2013. Brown himself told the former council he did not<\/em> want or intend to stay longer than two years in the position. As the media reported<\/a>:<\/p>\n

As for the 26 thousand dollars that council approved for a search consultant to hire a permanent Chief Administrative Officer, John Brown says that money may be saved for two years and used then to find a replacement for him.
\nHe says the search firm was just involved in an initial discussion and did not carry out the search so only a small part of the money set aside would have been used.<\/p><\/blockquote>\n

The hope of the former council was that the recruitment process for a permanent CAO would start early in 2015. That way, the new council would have the fullest opportunity to work with a permanent\u00a0CAO and develop mutually satisfactory working styles with council and staff. Both would have the time necessary to work on common goals and projects and to establish their crucial working relationship.<\/p>\n

But that was squashed almost immediately, when, in Feb. 2015, council voted 8-1 to extend the interim CAO’s contract<\/a> for another year. It was soon learned that some members of council connived in private and via email to extend the contract without any public discussion.<\/p>\n

Initially, the delayed recruitment process was to start in January, 2016. Since it was expected to take at least six months to find a suitable candidate, this would allow time for the interim CAO to work closely with the new, permanent CAO for the remaining few\u00a0months of his contract. An amount was included in the 2016 budget for the recruitment process.<\/p>\n

However, that deadline got mysteriously and inexplicably postponed from January to March. But when that arrived, it was to be torpedoed again.<\/p>\n

In early March, 2016, shortly after approving the budget, Deputy Mayor Saunderson blindsided the mayor and the town’s human resources department by making a notice of motion to extend Brown’s contract yet again<\/em>. This, like the former extension, was preceded by secret talks, and conniving privately without any public discussion.<\/p>\n

Aside from the total lack of openness and transparency this council has exhibited during its term, aside from\u00a0the secret meetings and backroom deals, aside from\u00a0the disrespect this shows for staff, for the process, for the public and for any\u00a0future council, it’s a bad idea.<\/p>\n

We, the people of the Town of Collingwood, deserve better<\/strong>. We deserve a new, permanent CAO.<\/strong> Here’s why.<\/p>\n

First, we can save a lot of money.<\/strong> Brown is paid $225,000 a year, plus car and expenses. That’s almost $75,000 more than Wingrove made. It’s more than $75,000 above what the CAO of Meaford<\/a> makes,\u00a0$50,000 more than the CAO of Wasaga Beach<\/a> makes,\u00a0$112,000 more than the CAO of Midland<\/a>, $75,000 more than the CAO of the Town of the Blue Mountains<\/a>, $58,000 more than the CAO of Orillia<\/a>,\u00a0and a full $117,000 more than the CAO of Clearview<\/a>.<\/p>\n

Collingwood can easily save $50-$75,000 a year or even more by hiring a new, permanent CAO; money that can be spent on public projects, events, activities, sidewalks and many more things to benefit the community. Or just to keep your taxes from rising.<\/p>\n

Yes, we’ve already spent $100-$150,000 unnecessarily (plus the legal and consultants’ fees the interim CAO has incurred). But we can stop the bleeding by hiring a permanent CAO now.<\/p>\n

Not<\/em> to do so is fiscally irresponsible (which violates section 224 of the Municipal Act!).<\/p>\n

Collingwood deserves better financial management.<\/p>\n

Second, a new CAO will be more invested in the community<\/strong>. Brown is retired and does not live here. A new, permanent CAO will be at the top of his or her career curve and eager to build reputation and respect. A new, permanent CAO will live in the community, possibly with a family.<\/p>\n

A new, permanent CAO will have a vested interest in the welfare of our community – in its services, its facilities, its well-being, its streets and sidewalks, and its taxes – that a commuting, interim CAO can never have.<\/p>\n

A new, permanent CAO who lives here, who shares our accomplishments and our disappointments, will have a loyalty to this community no visitor – no matter how well paid – can ever have.<\/p>\n

A permanent CAO will network with the other county CAOs and attend their regular meetings to share ideas, and solutions with his or her peers. A permanent CAO will visit town facilities and offsite operations, so he or she will understand how they operate and know\u00a0where they are located. A permanent CAO will attend AMO conventions and workshops to learn what other municipalities are doing.<\/p>\n

Collingwood deserves someone who will put 100% of their effort and loyalty into our town, not merely a portion of their weekday interest.<\/p>\n

Third, a new CAO will look to the long term, the big picture, the future.<\/strong> The deputy mayor claimed that the interim CAO’s contract should be extended because the interim CAO still\u00a0has things to accomplish, things that apparently will take 18 months. Exactly what those things are, the DM did not elaborate.<\/p>\n

However, any<\/em> new, permanent CAO can take on these roles and tasks. That’s part of stepping into someone else’s shoes: you finish the job. That was in part the reason the former council envisioned an overlap where both would work together: pass the torch, as it were.<\/p>\n

Using the DM’s hazy rationale, no one on staff will ever<\/em> retire because there will always be something to do, projects that weren’t completed in the time allotted, tasks procrastinated, left to the last minute… there will always be an excuse to stay at the desk and collect another paycheque, always something that needs another year to finish.<\/p>\n

That’s just an excuse, and a bad one, not a valid reason for keeping someone\u00a0on past their time.<\/p>\n

A\u00a0new, permanent CAO will look to the future: to the longer range: five, ten, twenty years out, not the narrow vision of six or even 18 months. Collingwood deserves someone who can embrace a bigger vision, embrace our strategic goals and our shared future.<\/p>\n

Besides, it does not speak well of the productivity or efficiency of the interim CAO that he has been unable to accomplish his goals in three years and still needs another year. And it begs the question whether council has engaged in any formal performance review of the interim CAO (and if not, why not? doing such reviews are council’s responsibility!).<\/p>\n

Collingwood deserves someone who participates in our future, and completes tasks on time, not just tidies up things that were not accomplished in the past.<\/p>\n

Fourth, a new CAO will provide leadership, not simply manage the day to day activities<\/strong>. An interim CAO was hired as a bridge; someone to manage affairs temporarily, put out a few fires, and hold the fort until the town hired a CAO\u00a0to\u00a0take the reins permanently. No leadership was expected, only temporary management.<\/p>\n

And a municipal CAO should<\/em> be a leader, not just a manager. In his 2011 presentation to the Canadian Association of Municipal Administrators, David Siegel, professor of Political Science at Brock University<\/a>, noted CAO’s must lead in three directions: down (through staff), up (through council) and out (through community groups, residents, media and other levels of government). And that a CAO should be, “…oriented to public interest and problem\u00a0solving, rather than compartmentalization.”<\/p>\n

Leadership is not a single act nor is it simply a position in a hierarchy: it is a relationship built from experience, from hands-on activities, from working with and beside others. Leaders implement, leaders challenge, leaders engage, leaders make champions and heroes. Managers push buttons, tell people what to do, take credit and assign blame.<\/p>\n

No interim person can share the depth and breadth of that experience nor build the long-term relationships with staff that a permanent CAO – a leader – must and will build. That’s one reason Houghton has been\u00a0so successful in his roles and was such a good interim CAO: he has the long-term experience working collaboratively with staff in many roles to be a leader, not simply a manager.<\/p>\n

Management consultant Art Petty<\/a> writes:<\/p>\n

With the benefit of experience, your core leadership behaviors\u2026supporting and helping, coaching and delivering feedback, and your ability to articulate vision and give it context through goal-setting and daily managing, all contribute to this deepening leadership voice.<\/p><\/blockquote>\n

Business News Daily<\/a> has some excellent definitions of leadership culled from many sources; it’s worth taking a few minutes to read. Some of them are:<\/p>\n

“Leadership is having a vision, sharing that vision and inspiring others to support your vision while creating their own.” \u2013 Mindy Gibbins-Klein, founder, REAL Thought Leaders<\/p>\n

“Leadership is the ability to guide others without force into a direction or decision that leaves them still feeling empowered and accomplished.” \u2013 Lisa Cash Hanson, CEO, Snuggwugg<\/p>\n

“Effective leadership is providing the vision and motivation to a team so they work together toward the same goal, and then understanding the talents and temperaments of each individual and effectively motivating each person to contribute individually their best toward achieving the group goal.” \u2013 Stan Kimer, president, Total Engagement Consulting by Kimer<\/p>\n

“Leadership is the art of serving others by equipping them with training, tools and people as well as your time, energy and emotional intelligence so that they can realize their full potential, both personally and professionally.” \u2013 Daphne Mallory, family business expert, The Daphne Mallory Company<\/p>\n

“Leadership is being bold enough to have vision and humble enough to recognize achieving it will take the efforts of many people \u2014 people who are most fulfilled when they share their gifts and talents, rather than just work. Leaders create that culture, serve that greater good and let others soar.” \u2013 Kathy Heasley, founder and president, Heasley & Partners<\/p><\/blockquote>\n

The Wall Street Journal’s guide to leadership<\/a> says, “The leader\u2019s job is to inspire and motivate.” The site quotes from Warren Bennis, who wrote On Becoming a Leader<\/em>, noting the differences between a leader and a manager:<\/p>\n