Sunday, October 19, 2014

User Rate Increases - A Step in the Right Direction, But Not Far Enough

Council has approved fee rate increases for our facilities, except for the golf course, for the coming year, although as always there are those who worry that people will be upset by having to pay marginally more to use city facilities.

I don't share those fears - I think that most people understand that when costs rise, whether for staff or fuel or heating, those cost increases affect how much it costs the city, and those who use city facilities need to pay a share of those costs.

But I did vote against the proposed increase, because I don't think that user fees, as currently calculated, don't include all the true costs of these facilities.

Our target for user fees is that they should cover about 40% of the costs of running the facility, recognizing that a certain proportion of subsidization is reasonable, because having these facilities is a benefit to the city as a whole, not just to those people who actually walk through the doors of the facilities.  Unfortunately, the way this is currently calculated does not include factoring in the costs for long-term maintenance of these facilities, nor does it recognize that different facilities probably have different user costs, but we just do a flat across the board rate increase, and hope that will be sufficient for all.

It's kind of like thinking you can afford a house because you can manage the monthly mortgage payments, but forgetting to budget for such inevitable expenses as a new roof, furnace replacement, new appliances, or painting the wood trim.  A sensible household budget includes setting aside money for such things, so that your budget doesn't run aground when these expenses come up, either as planned expenditures, or in an emergency situation, like if your fridge dies suddenly.

The way it happens now, user fees don't include setting something aside for inevitable costs of maintenance or repair, so the taxpayer ends up having to foot the entire bill for those costs.  If we did have a maintenance reserve fund set up, perhaps we wouldn't have had to keep the waterslides closed this year - we could have funded ongoing maintenance out of a reserve developed by a budgeted piece of the user fee.

The only facility that is an exception to this is the Rawlinson Centre, where one dollar of every ticket sold is put into a reserve intended for capital improvements, such as upgrading the sound system.  Unfortunately, this reserve wasn't kept for its intended purpose, but was used instead to balance the budget, but hopefully with more open financial operations for that facility, this won't happen again.

But it's a good indication of how simple the process can be.  If you can calculate what an appropriate reserve should be for major maintenance expenditures on all our facilities, a flat rate could be added to each ticket from every facility, with a reserve set up that could be used for all facilities.  Another option, although not quite a simple, would be to calculate a sensible reserve for each facility, and figure out what the appropriate surcharge would be on the user fee for that facility.  That method would probably assess the users more fairly, but would be more complicated to administer, which also translates into additional costs for staffing.

I really don't care which method is followed - I just want to see us start thinking more about long-term maintenance of our facilities, and avoid the kind of difficult decisions that have to be made when the cost of fixing is beyond our budget, as happened last spring.

The other anomaly that I would like to avoid in future is this practice of determining user fees before we do the budget.  To me, making financial decisions before the budget process is very much putting the cart before the horse, and it limits our flexibility at budget time.  If during the budget process we find that costs for a certain facility are projected to be greater next year, we've missed our opportunity to add that to the user fee calculation, since I'm quite sure that most members of council won't want to revisit this particular discussion again within the same year.

But I know that change happens in stages.  I'll be happy if next year, administration brings us proposed user fees that include long-term costs, not just the short-term.  I would have no problem in agreeing to that kind of proposal.

"A budget is just a method of worrying before you spend your money, as well as afterward." - Unknown

Sunday, October 5, 2014

Why I Think We Need to Change Executive Committee Meetings

We've had some informal discussion among members of council about possible changes to what we do in Executive Committee meetings, which are held on alternate Mondays from Council Meetings.  While no decisions have been made, I thought that it might be helpful if I were to explain why some of us are thinking that the current format needs to change.

First, Executive Committee hasn't been in place since time immemorial.  Well before my time on council started, council meetings were held weekly.  Council of the day decided that meetings could be held every other week, since much of the preparatory work that was done for council was done in committees.  These committees were made up of various combinations of members of council, and included such committees as finance, parks and recreation, and public works.

This was the practice during my first term on council, and into the second term.  During that second term, we hired a new city manager, who suggested that we could get rid of the committees, and have the matters that were handled by those committees dealt with by all members of council, in what became Executive Committee meeting on alternate Mondays.  For those of us who were on several committees of council, it meant fewer meetings.  It also meant that everybody got to have input on all city matters, rather than having, for example, only a few councillors on the finance committee.

However, with the next mayor and council, and a different city manager, Executive Committee became more of a rehearsal for the actual council meeting, where final decisions are made.  It also became an opportunity for matters to be fully discussed at Executive Committee meetings, which aren't televised, so that the actual vote the following week was rushed through without much public discussion.  In essence, we were meeting twice on the same subjects.

I'm not afraid of work, but I do like my time to be used well, so I've been advocating for a change in Executive Committee for awhile now.  And now, halfway through the term of this council, others are starting to be willing to explore options.

I've been suggesting that Executive Committee use that meeting time for two purposes.  The first would be to have more detailed discussions with staff about new proposals that they are bringing forward, in a less formal setting.  Too often when we ask questions at these meetings, we don't have the time to delve fully into the necessary information, so Executive Committee meetings would be the opportunity for that.  It will mean that staff will have to come prepared for such deeper discussions, and that councillors will have to use the opportunity to ask meaningful questions, not make political points.

I would also suggest that we could use these meetings to vote on items that have previously been discussed, such as projects that have already received budget approval.  That would leave more time at formal Council Meetings to focus our public discussions and decisions on items that haven't yet been approved.

I'm not proposing eliminating Executive Committee meetings, which will be a relief to those who are under the misconception that councillors are paid by the meeting.  I am proposing that when we meet, we should be as productive as possible.

There are those who regard any change as suspicious.  However, I'm a believer that continual improvement means looking at all our processes, and not being afraid to try something new, in the interests of doing things better.  After all, procedural changes, which is all that this would be, are relatively easy to make, and don't cost a lot of money - low risk all round.

"Change is inevitable - except from a vending machine." - Robert C. Gallagher

Sunday, September 28, 2014

Concessions - Business or Service

As part of our digging deeper into budget, for the first time that I can recall, we've seen detailed revenues and expenditures for the various city concessions.  In the past, we've only gotten generalized numbers, without specifics.  As is so often the case, once the details are available, then we can ask better questions, including getting to the basic question of "If we aren't getting a decent return, why are we doing this?"

It's a fundamental question when you're running a business - you run it in order to make a profit.  When it comes to providing a service, well, then it gets trickier - how much should the city be expected to provide to people who visit the Art Hauser Centre, or the soccer centre?

Of course, we don't get the returns from what is generally considered to be the most profitable product - alcohol sales.  The beer sales from the 7th Hole concession cart at the golf course and the Art Hauser Centre go to the tenants - the Golf and Curling Club and the Raiders, respectively.  Those two groups were thinking like businesses, and the city wasn't, when those deals were made.  It's something to remember when we're renegotiating those arrangements.

And we also found out that during the major athletic competitions that Prince Albert hosted last winter, the concessions weren't always open to take advantage of potential business - hard to make money when you're not open, and it also makes people less reliant on the service, if it's not going to be something they can count on.  In fact, it seems to be common knowledge that it's often faster to go to Timmy's during hockey intermissions than to line up at the concession - and the coffee is better too.

One councillor suggested that we should look at concessions as a service provided by the city, not as a profit generator.  If that's the case, then we should do a couple of things.  First, we should pare down the offerings to the basics, and to products that have a long shelf life, so that we don't lose additional money throwing out perishables that haven't sold.  That would keep our costs down.  Second, if a concession is a service, then let's add a portion of the cost to user fees, since it would be a part of the service provided by the facility.

On the other hand, if it's going to be a revenue generator, let's have it run more like a business - open during prime money-making times, closed when it doesn't pay.  Again, limit the choices, to reduce the costs.  And let's improve the speed of service, so that people don't feel that it's better to go off-site.

I am glad that we've finally seen the numbers, even if the results are disappointing.  And now that our eyes have been opened, and we have the facts, let's decide why we do things, before we decide on how.

"More business is lost through neglect than through any other cause." - Rose Kennedy


Sunday, September 21, 2014

Questioning the Importance of Questions

At last week's council meeting, council voted to remove the public inquiry portion of council meetings.  I'm not sure what the impetus was for this - I know that some councillors thought that it was taking up too much time on the council agenda - sometimes as much as half an hour.  And some felt that other councillors misused the opportunity, bringing up a lengthy list of micromanaging questions, possibly with the hope of moving these things up on the list of getting things done.

I didn't vote with the majority on this one, and two fellow councillors were also in opposition.  I believe that our reasons were similar - public inquiries is a good place to raise questions that have been raised with us, in the interests of educating both our fellow council members and the general public.  For instance, a few years back, I had a question that I raised during the public portion of the meeting, about the number of homes in Prince Albert that still had lead water service connections.  Not only did this make many people aware of this potential health hazard, it also led to the development of a program to assist people in having these connections replaced, and to guidelines for how to keep your drinking water safe if you do live in one of these homes.

The direction now is that members of council are to direct their inquiries to the city manager, who will then direct them to the appropriate department.  However, this doesn't let other councillors know about an issue that may also interest them (unless we choose to bury ourselves in emails cc'd to everybody), and more importantly, it leaves out the public education piece.  It also slows the process down - if a question is raised at council, the appropriate department head is made aware of it right away, rather than having it filtered through the extra level of bureaucracy.

If there was an issue with too much time being spent at council meetings on these questions, I can think of a couple of ways we could have reduced the time without removing the entire process.  Providing guidelines to councillors about what is appropriate for public inquiries would be one way - specific questions about details on when, for example, a worrisome tree on a boulevard is going to be removed are not of general interest, and can be dealt with outside the public process.  Councillors need to remember that our job isn't to micromanage project priorities, or tell staff how to do their jobs.  If a constituent calls with a question, a councillor's job is to find the answer, not to get the job moved higher on the priority list.

Limiting questions to the public council meeting, rather than having them raised in all three forums (council, executive and committee of the whole) would also save time, as would limiting each councillor to the number of questions at each meeting, or perhaps having questions at alternate meetings, as we do now with public forum.

I would rather we had explored some options for solving the perceived problem, rather than just abolishing completely the idea of raising questions publicly.  Most of us talked about improving transparency with city business when we were asking for people's support in the last election - now we have taken away one of our tools for transparency, which I'm sure is disappointing to more people than just me and two other members of council.

"The art and science of asking questions is the source of all knowledge." - Thomas Berger

Sunday, September 14, 2014

Just What Is SCAN?

At last week'c council meeting I was pleased to propose, and to have the rest of council support, a proposal to the provincial government to expand the current SCAN program to have staff in Prince Albert as well as in Saskatoon and Regina.  And I had no problem with amending the motion to include having a liquor inspector located here as well, since that aligns with our increasing awareness of the underlying factor of alcohol abuse in so many of our community problems.

SCAN stands for Safer Communities and Neighbourhoods, and is a program run through the Ministry of Justice.  It's built on the premise that the problems in many neighbourhoods can be directly linked to one or more problem residences or businesses, and that taking action against these particular problem locations can reduce overall crime in the neighbourhood.

The program recognizes that problem residences are most easily identified by the neighbours, who can observe habitual activities like multiple vehicles coming and going, but not staying long - the classic sign of a residence that's being used for drug trafficking.  The police just don't have the resources to have personnel watching consistently, so having neighbours notice these things is making use of the people who have the most at stake.  Reporting to SCAN is totally confidential, as well, which may reduce the risk of people not reporting for fear of retribution.

A SCAN referral doesn't mean that a residence or business is shut down immediately - warning letters to the property owner are usually the first step, unless the problem is acute enough to warrant immediate closure of the residence.  But it focuses on removing the location of criminal activity, not trying to gather sufficient evidence to prosecute individuals.  In many cases, of course, the true source of the criminal activity is several steps away - what SCAN does is make it more difficult for criminals to have a place to operate out of, which makes the neighbourhood safer as a result.

The underlying premise of the program is sound; the problem for Prince Albert is that the staff are too far away to respond quickly and efficiently to problems here, and that's what my motion was about - encouraging the province to expand a program with a good success rate to a city that needs it.

In my fourteen years on council, I've spent quite a bit of time working on making neighbourhoods safer, and I've found that all too often, it's a single house that's the source of problems.  And I've had many people thank me when the criminal activity based out of that house stops - the whole neighbourhood benefits.  I know that one house that I can see from my front door used to have people coming and going at all hours, with loud parties on the weekends.  It was finally placarded because the water was shut off, but it was a long and painful process for those of us in the neighbourhood, and for the police.  Perhaps if SCAN had been in place then, it would have been quicker.  And now that I'm seeing suspicious activity going on in a building that I can see from my kitchen window, I'm hoping that using SCAN will help, not just me, but my whole neighbourhood.

We often hear complaints about how people don't look out for their neighbours any more.  Well, this is a chance for us to try to bring some of that sense back.  Just as you watch for strange activities near their home when you know your neighbours are away, SCAN encourages you to watch for symptoms of habitual criminal activity, and gives you a place to call.  I just hope that soon, the number to call will be a local one.

"You can observe a lot by just watching." - Yogi Berra

Sunday, September 7, 2014

Looking Back at Summer, and Forward to Fall

All too soon, summer is winding down.  I notice it most in the early evenings, when it gets dark so early.  The cooler mornngs are a big change too - it's hard to believe that less than two weeks ago Andrea and I were sweltering through a hot and humid summer day in Toronto before catching the train back to Saskatoon - apparently the first over 30 day that they had enjoyed all year.  The Ontario summer was even cooler than ours, which is certainly a change.

The start of fall seems like a time of new beginnings, probably because those school day feelings stay with us our whole lives.  Although council doesn't break for the summer, we do have fewer meetings, they start earlier in the day, and we abandon our usual dress code for July and August.  So now it's back to the suit, weekly meetings (Council and Executive in alternating weeks), and the 5 p.m. meeting start.

I didn't have my usual summer building project, unlike last year, when I shingled the north half of the house, or the year before when I built a deck.  This year I did spend some time at Ingrid's house in Saskatoon, replacing the frames around her two front windows, and replacing the roof vent.  We also spent some time helping Guthrie as he moved to Saskatoon to start a new job, and find new living arrangements.  I do have an indoor project planned - putting new hardwood floors in the living room, and putting in new under-floor heating there as well.  It's the kind of project that doesn't depend on a stretch of good weather, and shouldn't be as brutal on me as last year's roof project turned out to be.

For council, this fall marks the half-way point of the current term.  We have continued to work well as a team, and I think that we've made good progress on one of our major goals, catching up on some of the road repair backlog, although not as much as last year, because of the weather.  And we've set some new targets for ourselves, most notably our goal of having the budget process completed before the end of the calendar year, rather than in the spring.

Shifting the timeline for the budget back by months is going to require extra effort by administration, since many of our budget decisions depend on knowing how this year's money has been spent, and the turnaround on that information isn't always known quickly.  However, the target was made known quite early - if it turns out not to be feasible, then adjustments will have to be made to the process.

As always, I hope that as a council we do a better job of focusing on the job at hand, and we take the energy of the new beginning of fall to remember our priorities, and work together to keep the momentum going through the winter.

"You can't turn the clock back, so you have to look ahead." - Mel Gibson

Sunday, August 31, 2014

The Canadian Association of Police Governance Annual Meeting

I just got back from the annual meeting of the Canadian Association of Police Governance - the annual gathering of what are variously known as police boards or commissions.  Last year's meeting was in Saskatoon; this year's meeting was in Halifax.

As with all meetings of this sort, there's time spent on governance issues - association business, executive elections, and similar stuff.  But the bulk of the time was spent in educational sessions, where we had the chance to hear about how other cities deal with managing how the police work, and to discuss in smaller groups our various experiences.  Various boards are made up of different representatives - some have members appointed by the province, some by the municipality.  The Prince Albert Police Commission has seven members - three from council, four appointed by council.  I was the only council representative at this meeting, and three of the four public members were also there.

I always find it interesting to hear about how other communities deal with problems that we all face.  Probably the most common problem is how to manage the ever-increasing costs of policing, which currently takes up about one-third of our city budget.

Winnipeg has taken an approach to this that I think is worth investigating to see if it could work here.  They have adopted a police cadet model, in which cadets, unarmed and working in pairs, deal with such issues as picking up intoxicated people, directing traffic, security at special events, and downtown safety patrols.  This frees up police officers for doing actual police work, rather than using them for activities that don't require a high level of training.

Winnipeg pays cadets in the neighbourhood of $20 an hour, far less than a trained officer, so there are real cost savings to be had.  They also use the cadet program to identify potential police recruits - a far cheaper alternative than having an officer go through costly training only to find out that they aren't really suited for the job.  And not surprisingly, they have found that the response time of police officers to serious crimes has improved, which is another efficiency.

Using such a model here would free up officers from such current duties as working security at the Exhibition, accompanying bylaw enforcement officers on downtown patrols, having an officer posted at the high school, dealing with drunks (which is probably the source of the greatest number of calls that they currently deal with), or guarding the bridge when lanes are closed off, or when there is a weight restriction applied.  Currently, we pay police officers quite a bit of overtime to do many of these things, and I think that we need to investigate any option to reduce these costs, and ensure that they can focus their energies on the big issues.

The greatest opposition to the cadet program has come from police unions, who see it as taking away from their jobs.  However, when much of this work is currently done by officers on overtime, and when we see the opportunity to improve response times, I can't see us reducing the number of officers - I think that this would allow us to use them more efficiently.  There's certainly more than enough work to go around.

I spoke at length with the woman who gave this presentation, and she will be sending me more detailed information.  I'm looking forward to sharing this with the rest of the commission, and seeing what we can do to see how such a model could work here.

"Every piece of work needs the right person in the right place at the right time." - Benoit Mandelbrot