Some thoughts on SJ Municipal Campaign 2012

Hi Everyone,

I thought I would provide some commentary on the 2012 Municipal Election in SJ as an individual who has run in the previous two Municipal Elections. I always find it interesting to look back 4 years at the platform I developed back then to see what has and has not been addressed over the time period. I have included my 2008 Platform at the bottom of this post for those who are curious.

When I do look back (and attempt to look forward), I see several major issues that have still not been addressed and which, I think, need to be addressed in order for SJ to prosper. These issues include: accountability, SMART development, green initiatives, relations with other levels of government, inclusivity, youth retention and attraction, promotion of health and wellness, revenue/expenditure balance, regionalization and leadership. Within the platform contained below, you can read some of my more specific ideas on how to achieve outcomes in these areas, but here I merely wanted to highlight the issues and provide some brief commentary.

Saint John has a rich history, but sometimes this history has had negative impacts on the City as it tries to move forward. For example, an industrial culture has presented unique challenges as we try to implement green initiatives. It does not mean it is impossible to meet some outcomes but it does provide an environment whereby it becomes a bit more difficult. Saint John also has a deepening (unfortunately) divide between the rich and the poor which requires politicians that can help bridge this divide and include everyone in the decision-making of Council. It is imperative that all citizens (and yes, even those who do not have citizenship) have a voice on how our City moves forward. It takes leadership and accountability to ensure that this occurs. We rely on each other and must work with our neighboring municipalities and other levels of government. We cannot be puppets but must demand our fair share of Federal and Provincial support and be prepared to offer a united front, a council that works as a team. We have to work with the surrounding municipalities to find common ground, cost-savings and joint initiatives, instead of building walls. We have to create an atmosphere whereby citizens have respect for their elected representatives, are enabled to speak up and are encouraged to share ideas and question ideas. Council members must be able to question each other in a respectful way without fear of being bullied. The more diverse our Council is, the better the ideas that will flow. Saint John must reach out to youth and provide incentives for them to remain and/or come back to Saint John. This will be our future. All of this requires elected representatives that have qualities that enable them to work together, lead by example, think outside the box, challenge the "status quo", respect all members of society, involve citizens and get the job done!

This will be no easy task, especially given the current fiscal realities. However, many of these initiatives and ideas are cost-neutral. Moreover, they simply require some changes in how Council operates and how Council problem solves and works with other bodies. Sometimes, more money is not the answer, but changing the way we do business is the answer. Doing things together, smarter and with appropriate citizen engagement can make a world of difference.

I am not publicly supporting any candidate in this election, however I do urge you to get out and vote. However, please take the time to educate yourself on each candidate and be sure to question "HOW" they plan to achieve their ideas. Please also consider the idea that a diversity of ideas around the Council table is a good thing as long as there is good teamwork occurring. After the election, get involved and help make this the City you want it to be.

Thanks,

Danny

Danny’s Position Statement on Accountability/Transparency

The City of Saint John has 916 employees and many different service divisions making it difficult for the average tax payer to find answers to their questions The vast majority of the money spent by the municipality is your money Other levels of government already use public consultation processes when preparing budgets and attempting to understand citizens concerns Why should the level of government closest to the citizens not use similar processes? The Municipalities Act requires that certain matters be discussed behind closed doors but each municipality has discretion in determining what they choose to discuss behind closed doors

Key Actions:

      Implement one phone number for residents to find out information on any City service

      Implement a community consultation process that allows for input on the annual budget

      Ensure a standardized community consultation process is used anytime there is a project that requires a significant investment of citizen’s tax dollars

      Develop a monthly/quarterly newsletter that is sent to all citizens; similar to the ones the other levels of government produce

      Examine the potential for a City Ombudsman which are used in other jurisdictions

      Create a yearly report that outlines indicators and benchmarks for service delivery and overall use of tax dollars

      Develop an Accountability Framework

      Examine and restructure Pension Board composition

      Increase frequency of Town Hall meetings

 

Danny’s Position Statement on Arts, Culture & Heritage

100% of respondents of a recent survey conducted by Canada25 noted “arts and culture” as being a determinant of where they choose to live Saint John has a thriving “arts and culture” community but this community is not supported enough by our municipal government There is currently no Arts Council in Saint John and this means missing out on a lot of federal funding opportunities Saint John has a distinct Heritage Building area that attracts tourists and families to visit and live in our city Recently, development and heritage have come face to face and I believe that developers should work with the Preservation Review Board to find solutions that create win-win situations Council unanimously approved Saint John’s Art and Culture Policy, which states: Common Council will continue to maintain an inventory of Heritage properties within the City and the role such properties can play in promoting Saint John as a physically  and historically interesting  and unique community, with a strong sense of its past and its traditions. 1% for art policy has been developed for new development

Key Actions:

      Implement the recommendations of the Heritage By-law Review Committee

      Expand the Heritage area with appropriate by-law enforcement

      Support the idea that a member of Council be appointed to deal directly with issues around “arts and culture”

      Have municipal cultural passes that grant access to several institutions

      Work with people in the “arts and culture” field to create an Art Council in Saint John

      Work to create a signature event for Saint John

      Ensure tourism department works closely with Arts and Culture Community in Saint John

Danny’s Position Statement on Development

• The community has voiced its desire for Saint John to be a sustainable City through the Vision 2015 process, and there are a number of key factors involved in sustainability:
• Economic sustainability - a range of diverse economic drivers are required, including clean industry, education, innovation, and services. A high quality of life in Saint John will continue to attract new businesses and employees, but we must also ensure that local businesses are supported and encouraged.
• Social sustainability - a diversity of people and experiences is key. Social inclusion and affordability must be considered in new development projects. As well, higher densities of people within the City will ensure a range of amenities and efficiencies to support a vibrant life for Saint John.
• Environmental sustainability - new developments must be environmentally conscious, and should utilize innovative techniques and technologies to ensure energy and resource efficiencies.
• Issues surrounding all three facets of sustainability have to be given full and equal consideration when evaluating new development in the City.
• The community has also expressed the need for more and better consultation on projects that have the potential to impact our quality of life. 
• The City and private developers need to be aware of the far-reaching impacts of proposed development and be open to the community's comments.
• We must set standards for development, and expect developers to meet or exceed those standards. 
• We will never attract or attain better development if we do not demand it. 

Key Actions:

      Work to reduce urban sprawl - explore incentives for urban core development and ensure that the full cost of development outside the core is considered

      Incentives for brown-field development, urban intensification and adaptive re-use of existing buildings

      Set clear standards regarding the vision of the City for its development (i.e.: Urban Design guidelines) and require developers to make a positive contribution to Saint John and it's quality of life

      Update the Municipal Plan to ensure that it meets the needs of the City and its citizens today

      Require community consultation on large projects, whether public or private

      Focus on development and planning at the neighbourhood level to ensure that the local context, needs and revitalization are being met

      Examine possibility of a Community Improvement Area, similar to the current Business Improvement Area

Danny’s Position Statement on the Environment

Municipal government have a significant influence on the environment and human health within the City and the wider area through the management of drinking water, sewage treatment, solid waste, pesticides, transportation and land use.  The City must think globally while acting locally and work to achieve high standards of environmental quality within Saint John. The City should act as a leader and an innovator in environmental quality: Strict standards for industry and other polluters Encourage new development to be LEED certified or meet other efficiency criteria Maintain energy and resource efficiency standards for all public development and infrastructure Promote and facilitate active transportation and transit opportunities

Key Actions:

      Encourage adaptive re-use of existing buildings and brown-field development with incentives

      Ban on residential pesticide use

      Greening of existing urban areas and new development - trees, appropriate vegetation, green roofs, drip irrigation…

      Update the Municipal Plan to ensure that environmental quality is considered in all decisions

      Develop a connected green space plan for the City to facilitate active transportation

      Incentives for energy and resource efficiency upgrades, require efficiencies or LEED certification for all new development

      Continue investment in public transit and expand regular service area

      Provide infrastructure to support walking, cycling with connected routes, secure bike storage...

      Full cost pricing for water and sewerage fees

      Re-examine the water quality standards in the uptown area

      Incentives for reducing water consumption

      Begin the serious development of clean drinking water infrastructure plan

      Advocate for more air quality monitoring stations

Danny’s Position Statement on Federal-Municipal Relationships

• Canada is urbanizing at an accelerating pace and 80% of Canada’s population lives in its urban centres, which ranks Canada among the world’s most urbanized nations.
• Saint John however has seen a decrease in urbanization.
• From the municipal viewpoint, federal-municipal intergovernmental relations can bring significant benefits.
• Municipal and federal jurisdictions intersect in many ways.
• As Canada continues to urbanize the old model of the federal government interacting only with the provinces and territories no longer works.
• Cities have emerged as a key priority on the federal government agenda and Saint John must actively take advantage of this opportunity.
• Municipalities are seen as the economic engines of our country and decisions made at this level have the greatest direct impact.
• While municipalities are delivering more services to Canadian citizens than ever before they require dependable and adequate resources to do so.

Key Actions:

      Ensure that at least one member of Council is selected to actively participate with and lobby the federal government regarding the future of Saint John

      Ensure that Saint John applies for Green Municipal Funds, a $250 million federal endowment supporting leading-edge municipal environmental solutions

      Ensure that we have effective communication with the federal government to address such issues as investment in environmental infrastructure, skills development, affordable housing, and post-secondary education

      Ensure that the federal government does not discount Saint John as a center of innovation and development

      Council should do what it can to ensure the federal Gas Tax Fund remains a permanent feature and that Saint John benefits fully

      The City should work to get additional federal funds invested in its outdated infrastructure (highways, roads, public transportation, water system, etc.)

      Council should continue to monitor the receipt and use of federal monies committed for Harbour Cleanup

      Develop Housing Strategy for Saint John

Danny’s Position Statement on Inclusiveness and Human Rights

• All individuals, regardless of race, age, economic status, gender, differing abilities, sexual orientation, and ethnic background, contribute to Saint John’s vitality and culture
• Municipal governments must make equity and equality the cornerstone of the way they work, do business and govern to enjoy the future growth and productivity
• Poverty in Saint John is among the highest in the country with 1 of 3 children and youth living in poverty
• Immigration is an increasing source of skills and knowledge for Canada and will likely account for all the labour force growth by 2011
• The Francophone community is a significant percentage of our population
• Council should reflect the diversity of the City and women and youth are definitely underrepresented on Council
• The city has to become more inclusive of our disabled community, including but not limited to the blind and deaf community
• Seniors are our fastest growing population

Key Actions:

      Give minority groups a voice on Council when decisions are made that could affect these groups

      Ensure Council adopts and implements a comprehensive set of equity and access policies

      Suggest applicants for municipal grants be required to demonstrate diversity, access and/or equity measures in their proposals

      Promote year-long anti-racism activities and mark annual municipal achievements on key dates

      Urge Council to increase representation of diverse communities on municipal boards, commissions and committees

      Call on city managers to continually increase staff competencies in anti-racism to better work with and serve diverse communities

      Call on police and fire services to proactively recruit members of diverse communities

      Actively engage the Saint John Youth Cabinet

      Develop a Senior Cabinet that would advise the Saint John Mayor and Council on issues that affect seniors

      Develop a comprehensive poverty reduction strategy for the City

      Increase support to P.R.O. Kids so that all youth have an opportunity to participate in recreational opportunities

Danny’s Position Statement on Municipal Revenue/Expenditures

• Provincial governments have continued to offload responsibilities onto municipal governments while at the same time reducing unconditional grant funding to the municipalities
• Municipal revenues come from taxes, user fees, grants and transfers from federal or provincial governments, investments and miscellaneous fees from licenses, amusement taxes, permits and fines
• 75% from property taxes, 17% from provincial operating grants and 8% user fees
• Current property tax rate is $1.795 per $100 of assessed value
• Municipal governments must change the way they finance their operations so that they can meet their growing responsibilities, ensure accountability and develop their capacity to ensure the highest quality of life for their citizens
• The operating budget for the City of Saint John is in the $120 million dollar range and public safety is one of the largest expenditures at around 40 cents of each dollar
• 5 cents of each dollar is currently going to the pension plan

Key Actions:

      Work to reduce and/or maintain the current property tax rate at $1.795

      Lobby for more autonomy and flexibility in municipal revenue-raising authority

      Ensure that any increases in fees are affordable by our low income residents

      Lobby both provincial and federal governments to increase the amount of transfer payments and grants

      Lobby for policy change that allows the City to provide tax incentives to attract private sector investment

      Examine solutions for pension fund management

      Ensure widespread community consultation as budget is prepared

      Develop a plan to begin dealing with the infrastructure deficit

      Create a contingency fund that would help citizens in the short term affected by City’s aging infrastructure

      Begin to examine how increased strategic investment in recreation, community centres, service delivery, etc. can leverage savings in other areas

      Create a Taxation Reform working group

      Increase budget for By-law Enforcement

      Seriously examine best-practise research from the Atlantic Institute for Market Studies

      Overall review and audit of current expenditures and practices

      Develop a comprehensive list of benchmarks and indicators to be reviewed on a quarterly basis

Danny’s Position Statement on Public Safety

• On average, the City Police respond to 100,000 law enforcement and emergency calls per year
• On average the fire department responds to 5,500 calls each year
• This represents a monthly cost of approximately $87.73 or 39% of your tax bill
• In a recent poll of Saint John citizens it appears that public safety is still a priority in many areas of the City
• Crime rates have been reduced since 2002
• Best practices indicate that continued police presence at the neighborhood level helps to reduce crime

Key Actions:

      Implement a city wide crime monitoring service to determine areas of increased crime

      Re-examine 3-tier response system in terms of value for dollars spent

      Examine the potential for video surveillance and other forms of crime fighting technology in areas of increased crime

      Investigate traffic calming devices for use in high traffic areas

      Continue investment in community policing centres

      Increase the number of education sessions for community and public around police services and fire safety

      Increased lighting

      Engage youth through the development of police/youth partnerships at the neighborhood level

Danny’s Position Statement on Retaining and Attracting Youth

The decline in Saint John’s youth population (which lags behind that of Fredericton and Moncton) is attributed largely to the out-migration of youth to greener pastures, which leaves Saint John susceptible to the effects of the brain drain. Youth are leaving in search of jobs as well as quality of life development though art, culture, entertainment, and diversity. Younger generations are less engaged in a number of ways than older generations were at their age and there is evidence that those who do not embrace democratic citizenship early in life may never change course. A survey prepared by the Search Institute for the Committee for a Caring Community of Greater Saint John found that less than a quarter of local youth perceived that adults in the community value young people, only a third believed young people are given useful roles in the community, and around half are disengaged from community life. The youth exodus is a result of the fact that youth: 1) emigrate, 2) do not repatriate, and 3) do not immigrate. Youth are our future and every city relies on their innovation, talent and skills.

                       
Key Actions:

      Work with the Saint John Youth Cabinet—the city’s municipal advisory committee on youth—to promote civic engagement among young people and make the city more youth-friendly

      Ensure the Cabinet’s two Council liaisons are meaningfully involved in its work

      Dialogues with other local youth advocacy groups (FUSION, ONE Change, TRC, etc.) to help ensure youth are involved in decisions that affect their lives and given useful leadership roles in the community

      Formulate a strategy, based on forums with local young people, to help Saint John retain, attract, and repatriate youth

      Increase recreational opportunities and infrastructure

Danny’s Position Statement on Tourism

• Tourism is a growing source of service economy jobs in Saint John
• Tourism Saint John is the City's official tourism promotion organization
• Many other tourism partners such Uptown Saint John, Venue Saint John, Cruise Saint John and Hospitality Saint John
• $227 million in expenditures through tourism in 2006
• $26 million from conventions and sport events in 2007
• 88,000 cruise ship visitors in 2006
• Saint John must build upon its strengths as a tourism destination in a manner that is respectful of our heritage and environment
• Enhancing and investing in our tourism potential will further help to diversify our local economy while creating a sense of pride in our city, its history, culture and our friendly people
• A growing tourism sector will also contribute financially in terms of jobs, visitor spending and small business creation
• There is a current proposal being considered by Council that would see a new model of tourism marketing and management within the City of Saint John

Key Actions:

      Support the Waterfront Development Plan to position this area as an inviting 'people place' with vitality and charm

      Support efforts to extend the tourism season and help Saint John emerge as a four season destination

      Support a stewardship approach to the Trinity Royal heritage district- encouraging preservation with a careful balance of respectful growth

      Support initiatives and programs such as Venue Saint John in order to improve our ability to attract and book major events

      Review current proposal being considered by Council that would see a new model of tourism marketing and management within the City of Saint John

      Consult with tourism operators and experts on proposal being considered by Council that would see a new model of tourism marketing and management within the City of Saint John

Danny’s Position Statement on Vision 2015

In February 2005, Saint John Common Council embarked on a planning and visioning process. Vision 2015 - Program of Excellence is the result of that process. The long-term vision will balance the needs of the community and goals will be set to guide achievement of the vision. Through extensive community consultation, a vision and 20 year community goals have been created to date. The 20 year community goals relate to social, economic, environment, infrastructure and governance outcomes. Ten sustainability principles have been created. The next step will be translating these broad objectives into an operational plan.

Key Actions:

Taken directly from the Vision 2015 report:

      Implementation of a new governance model for the City of Saint John

      Collaboration with the Province of New Brunswick on Sustainable Communities

      Development of an Integrated Community Sustainability Plan

      Development of Council Priorities and Strategic Policy Plans

      Development of a Corporate Strategic Plan

      Continue moving Vision 2015 forward and use it as a “guiding light” in municipal decision making

Danny’s Position Statement on Waterfront Development

Current and future waterfront development is key to promoting Saint John as a desirable place to work, live and invest Waterfront development adds recreation, investment, cultural and social opportunities to Saint John It increases the desire of individuals to move uptown The Waterfront can be a powerful catalyst for growth The Inner Harbour presents development opportunities that capitalize on existing assets and will chart a new course for the city There are currently guiding principles for waterfront development that were developed through extensive community consultation The Saint John Waterfront Development Partnership and it's projects are funded by donations from the three levels of government, corporations, community organizations and individuals

Key Actions:

      Maintain waterfront development as a priority issue of Council

      Continue to invest in waterfront development and expansion of Harbour Passage

      Ensure that the development provides and supports community activities year round

      Continue to be an active partner in proposed development projects and help attract new investments

      Help ensure that arts and cultural activities are promoted as part of waterfront development

      Ensure that all development is environmentally friendly and sustainable

      Ensure that waterfront development is creating new economic growth and development opportunities in Saint John through the development of indicators

      Ensure that there is continued community consultation on the investment of community funds in waterfront development