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Opinion: Criticism is for theatre, not good government

Abraham Lincoln once said, “Give me six hours to chop down a tree and I will spend four hours sharpening the axe.” Preparation is everything. I am reminded of a resident who wanted to build a garage.
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Reports are criticial to good decision-making says one city councillor. Photo supplied
Abraham Lincoln once said, “Give me six hours to chop down a tree and I will spend four hours sharpening the axe.” Preparation is everything.

I am reminded of a resident who wanted to build a garage. He told me that the “gestation” period for his project was about 18 months.

First he needed to get consensus from those affected – his family. They discussed the benefits and whether they could afford it. They asked themselves the following: Should they pull money from their savings or borrow? Would it add value to their present home and enhance their lifestyle and the beautification of their property? They also considered how it would affect their neighbours.

Then they had to decide on a design, choose just the right location and how it would “link” with the house.

Next, they had to obtain the drawings, order the materials, receive estimates from various builders and contractors, clear the site, apply for their building permits, design their lot grading and drainage plans.

But when all this prep work was completed, it only took a couple of months to finish the structure itself – on purpose, on time and on budget.

And so it is with civic projects, heavily laden as they are with even more provincial requirements and codes.

Councillors understand this process and we have chosen to take the necessary amount of time to lay the groundwork to move our city forward in a way that will be cost-effective — with a long-term 50-year vision and our citizens’ best interests in mind.

Our first year has been most productive, as we work to repair relationships, re-build pride in our city, ask the tough questions and work with staff to dig into the workings of each department to see where our strengths and weaknesses are.

We are not timid about fixing what needs fixing. As I see it, this council has three major priorities, simple for all of us to remember — A-B-C: Asphalt, Big projects and Change.

Right now, we are aggressively pursuing a financial plan to make major investments in our roads and other infrastructure, which we fully understand is a priority for many of our citizens.

We have also invited the community to bring forward big projects that will essentially change the image of Greater Sudbury and improve the quality of life of Sudburians for many years to come. To date, we have received 16 proposals that could greatly impact how we live, work and play in our city.

When it comes to meaningful change, we have shown our staff that we have their backs. We have edified them, celebrated their successes, worked with them to improve systems and develop solid succession plans. We have encouraged their hearts and minds, sharpened our customer service skills and rallied around our municipal objectives. Precision management and deep-rooted cultural change are the order of the day.

We encourage public input, but are forever mindful of past pushback from groups and individuals who fought fiercely against the construction of Tom Davies Square, the Big Nickel, Science North and the Jim Gordon boardwalk, wonderful amenities we all enjoy today.

And maybe most importantly, there is a new spirit and synergy in the way council is working together that has not been seen in our city for many years, a most critical element in decision-making and problem-solving. And that’s because we all came to council with the same agenda, to provide the change citizens wanted and to get things moving. Our ‘push and passion’ is evident in every corner of our organization.

Some critics talk about reports, presentations and meetings as if they are a bad thing. But let me assure you that no good decision can be made without plenty of information and a solid analysis of the issue. Good consultation and thorough analysis of costs, economic benefits and job creation leads to good decision-making and ensures fiduciary responsibility. We don’t want to make snap decisions that will waste your money.

As a council, we are not interested in how “things have always been done”. We are interested in a better way, a way that will achieve good value for tax dollars and prepare our city, not just for us, but for our future generations. All decisions are made through this filtre. And we are fierce about accountability, transparency and openness.

We recognize that there is enormous potential in our city and we are keen to harness it. This council has been entrusted to do this important work. We all said it would be a new day at city hall and we meant it.

Beware the naysayers who are resistant to this essential change and beware the critics who believe that they could do better. It makes for good theatre, but very bad government.

During this period of high endeavour, we need everyone — council, staff and citizens — pulling in the same direction.

Lynne Reynolds is the Greater Sudbury city councillor for Ward 11.

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