10 Tough Questions with Jeremy Freiburger

For ten years Jeremy has been one of the leading forces in the arts and culture scene in Hamilton. His experiences have taken him to stage as an actor, coast to coast in Canada and the USA as a musician, and into most every artistic discipline ranging from graffiti exhibitions and film production, to professional classical theatre and modern dance.

Jeremy is the Founder and Creative Director of the Imperial Cotton Centre for the Arts. Welcome Jeremy to 10 Tough Questions.


1. You've commented that Hamilton has great opportunity and yet, we seem stuck in the same space. In your view, what do we need to do to break out of this?

Take action. For the past 5 years I’ve sat on a lot of committees, attended plenty of regular meetings and such, but so very few of them result in action. Hamiltonians, like citizens in other towns I’m sure, seem determined to express their view on every issue imaginable. We write blogs, opinion articles, form task forces and round tables like no bodies business. These things are all crippling endeavors if they do not lead to action in a timely fashion.

2. The whole idea of the Imperial Cotton Centre for the Arts is both unique and bold. Why did you pick Hamilton and what did Hamilton offer that, Toronto, for example, could not?

Its as simple as Hamilton is home. There was certainly no grand scheme to choosing this city for the ICCA over some other. What Hamilton offered that was unique was that it had all of the necessary ingredients to deliver this project: a growing body of artists at the right stage in their careers to take on studio space; eventually, a building owner was found who had space, capital and the wherewithal to grasp the idea, an arts community with very few barriers, and a somewhat blindly believing leader willing to push until it worked.

When you write it in a list like that it all seems simple – but it wasn’t. One needs to remember that at the time there was no ‘scene’ on James North as only You Me Gallery, CCMA and maybe Sublimatus existed down there. No Art Bus (we started that), no H Magazine, no serious attention from Economic Development or the City in general. It was a gamble.

3. Have you received adequate support from the city and what further support (if any) is needed to succeed?

In the early years of the ICCA we didn’t receive what I would consider ‘support’ from the City. Our Councillor straight up told me he didn’t think our activity was right for “his” ward, we couldn’t get anyone to meet with the building owners at 270 Sherman who made the bold step to work with us, and we learned that the ERASE program that was designed for brownfield property remediation was really about demolition. It was discouraging.

Eventually we began building relationships with people at City Hall via the Hamilton Civic Coalition (now the Jobs Prosperity Collaborative), and then asked Jacqueline Norton and Neil Everson to join our Board of Directors. Again, it was a bold step asking representatives from the City into our organization but I really felt that was the only way they would truly understand the work we were doing, and the tight financial/resource constraints we were working under.

While Jacqueline and Neil are no longer on our Board they served us well and I feel it cemented our relationship Economic Development. At the time this was basically sac religious in the arts community – embracing an Ec. Dev. perspective to our work but it has clearly become the backbone of our philosophy.

This connection paved the way for our Hamilton Creative City Initiative study that has played a major role in bringing our industry into the forefront in the past few years. The City has now adopted much of our work into the new Economic Development Plan, we sit on the Economic Development Advisory Committee, and we’re working closely with them on a number of exciting projects.

The area where the City can continue to support our work is through the Building a Creative Catalyst project. Economic Development invested $150,000 in the process and a team of some 15-20 people have been hard at work on for the past year. To be clear, none of the funds invested went to the ICCA. The funds were spent on hiring a team of impressive consultants who have helped move the process along in order to determine if the concept is feasible, what role the City and ICCA should play in its further development, where it should be located and how the project can serve the community.

In December we’ll be taking our findings to Council and I truly hope that see value in the work. We’ve narrowed it down to a few keys properties that would have an incredible regenerative effect, attracted a number of keys tenants, consulted with the public and creative community, explored various governance structures that would lead to an independently run facility, and clearly articulated the ‘catalytic’ effect this type of facility would have on the core. In my mind we’ve nailed the key elements of the study.

While the City has been focused on the NHL path and PanAm Games we’ve been focused on building on local businesses and institutions success. That’s not to say that I wasn’t hoping the NHL thing would come to fruition or that our bid for the Games fails, but I do feel that Hamilton must stop looking for a silver bullet project from outside. Focus on supporting local development instead of trying to import success. Those things will all come when we prove we have a viable core.

The Building a Creative Catalyst project will be approaching Council with a financial and resource request in order to deliver this project. Once we’ve spelled out our process and the potential of the project I hope they make the bold step to support the further development of the creative community through this initiative.

4. Do you think the public at large has "figured out" what you are trying to achieve? Is your message and intent understood?

Public at large? I wish I could get the creative community to understand what we’re up to. I still get fingers pointed at me regularly for colluding with City Hall, gentrifying neighbourhoods, destroying artists dreams and forcing them to think about making money, etc. I find it amusing and somewhat disturbing to be honest.

How can we have a task force dedicated to raising the standard of living for artists and not talk about making money? It’s not the 1970s. The days of living completely off grants because ‘damn it we’re artists and we deserve it’ are over. Not only are those days over - I think those days poisoned the waters of being an artist in Canada.

Anyway, you asked about the public at large. To a certain extent the public understands what we’re doing. We’re fixing up old buildings, repurposing the industrial legacy of this city (the physical legacy that is), we’re providing spaces for creative people and sharing that with the public. Whether they understand that we’re building up our industry’s functional infrastructure, creating networks of creators, forcing dialogue around critical issues, or working to shift our municipal governments approach towards creative workers is irrelevant. Our organization isn’t running for Council.

The important thing is that every time our industry reaches out to the public we get support. SUPERCRAWL was a smash hit despite the weather. We had hundreds of young families, college and university students, seniors, hipsters, out-of-towners, people from all corners of our city showing up. Why? Because they get it. They want it. They’ve wanted it for decades and our industry has finally broken down some of the walls (internally and externally) and is working together to deliver culture to our community.

5. In one year from now, what would success look like for the Imperial Cotton Factory?

Fine question. It think a year form now we’d like to see the Creative Catalyst project breaking ground. The project will have solidified relationships with its key tenants, successfully launched into the public realm, and we’d be well down the path of attracting support form all levels of government and a handful of private champions.

But that’s a very inward look at success.

One thing the ICCA has always done is remained flexible. We have a plan, but we’ve accepted that the timing of its delivery and the steps to get reach success are rarely clear and linier.

So we remain responsive. We attempt to create spaces, programs and projects that react to the community. This often puts us in a difficult funding position as very few funders can respond quickly to a community need. Thankfully we’ve created positive relationships with a few understanding donors, sponsors and have developed a model that allows us to generate revenue beyond the granting streams. This allows us to respond quickly and bring the funders along once they’re able.

Success on a broader scale is of greater interest to me. I want to see artists and venues actively selling work (be that paintings, music, theatre tickets, etc). I’d like to see the Chamber continue its push to become engaged and supportive of the creative community. I’d like to see McMaster truly support its Department of Art, Drama & Music, and for Mohawk to establish a campus in the core. The indicators of success are endless – and should remain endless. If we pick a single target or measure of success we’ll be in real trouble. Keep raising the bar.

6. What is the biggest risk you have ever taken in business, and what did you learn from that experience?

I think there would be two major risks as I can’t seem to decide which one is greater, or which delivered the greatest lesson.

The first would be quitting my perfectly good day job to join a bilingual kids rock band. Yup, you read that correctly. Years ago a few friends and I formed a band called Roc Le Roc. It started more or less as a joke and a way for one of the guys to help out his mother-in-law (a French teacher who was tired of songs about alligators). We played one school, then another, then we quit our jobs to pursue it full-time. We played hundreds of shows, recorded an album that sold well, toured across the country, were special guests at National French Week in Boston, etc. It was hysterical, frustrating, trying, exhausting, exciting and liberating.

What did we learn? French teachers are great. Playing live music in front of thousands of kids is exhilarating. But most importantly, we learned that we can do it – what ever the “it” is. Even if the “it” is in another language. Even if our girlfriends think the “it” is stupid. Even if our parents think the “it” is a waste of time. Just get off your butt and do the “it” in your life.
The second risk would be signing the lease for the centre court building at the Sherman development. The owner had worked with us to renovate and fill a number of studios in the building but they were easy – basically a new coat of paint did the trick. Once we suggested completely renovating a building they wanted some surety.

So I was asked to personally sign the 5-year lease at $40,000 a year. If tenants skipped out, paid late, damaged things – I was personally on the hook. At the time $40,000 was the better part of my annual salary – so if this idea went belly up I was living in a former chop shop on Sherman North. Exciting.

If I didn’t take the risk the idea would have stopped at a few basic studios.

What did I learn? When you have to personally put your finances on the line for a project you take it damn serious. While my day job elsewhere gave me some flexibility in covering tenant shortcoming and such – I wasn’t a charity. I had to develop entrepreneurial skills, I had to constantly push to keep the building full, tenants happy, bills paid, etc.

I think this is why I push the creative community to look at themselves as entrepreneurs. They’re taking all the same risks as an autobody shop or restaurant – they just deliver a product that fewer people feel they ‘need’, and that the City has little experience with. They deserve just as much support as standard business, but also have to take just as much responsibility.

7. If you had to identify one risk that Hamilton needs to take, what would that be and why?

This is a perfect example of the kind of question that I refuse to answer – so I’ll answer it. Questions like this are dangerous for numerous reasons and I think they are one of the tools media use to create controversy and a divisive community. Whether media does this willingly or not is for them to answer.

Here’s how it works in my mind.

You ask me to pick one risk to take. I selfishly say ‘support the creative catalyst project’! Just as others would say support Medicine, or Steel, or alleviating poverty, or downtown, etc.

Then a few things happen. Everyone agrees and we all go off and work on that one risk – sort it out, take the risk and bank on it solving all of our problems. It was the biggest risk to take after all and aren’t we proud that we took it. We turn our backs on all other opportunities that involved risk to focus in on this one mega risk.

God forbid it fails, or takes a long time to work, or doesn’t solve all of our problems. Then where are we? We’re screwed.

Hamilton has to realize that decision-making using a frame of reference like this is insanity. I’ve recently begun reading the Opposable Mind and think that everyone should read it. It talks about making decisions using new parameters – especially the concept of ‘and’ not ‘or’. Read it.

Hamilton is not Gotham City. We don’t have a rouge band of deformed misfits trying to blow up the derelict chemical plant at the other end of town – an easily identifiable issue to tackle. Do we call in Batman? Do we blow up the plant before they do? Risky stuff.

Single risk scenarios don’t exist. We’re going to have to take a lot of risks to solve our issues and become leaders.

8. People often have the image of the "starving artist". Does that play out at all in terms of filling rental units with viable tenants, or is that just a cliche, in this instance?

The starving artist image is not a joke or cliché. Artists in Canada on average earn something like $13,000 – well below the poverty line. So over the years I’ve covered peoples rent, cut them breaks, let them pay late, and in some cases had to ask people to leave because it simply wasn’t going to happen. I hate doing that – only had to do it once actually.

Being a full-time artist is not an easy task. I do believe that it is a calling to be an artist as it takes an extra-ordinary sense of dedication and personal sacrifice. A different kind of patience and state of mind is required than just being a more traditional entrepreneur as your product is in most cases personal – it’s an extension of yourself that you’re selling. So the difficult times of being an emerging artist are not only hard because you’re not making much money – you’re questioning your emotions and thoughts more than say a plumber might about their work.

That said I do think many artists could be doing more to help themselves. I find a good number of artists use the starving artist cliché as a crutch. As a colleague and I noted the other day, all you have to do is look at the legacy and work ethic of Conrad Furey to realize that an artist can be successful, self-motivating, remain true to his craft and respected by their peers in Canada. You just have to take it seriously.

9. What can the public do to help you succeed?

Get involved. If you love dance go see a dance production 6 times a year. If you’re a visual art buff become a member of the AGH, hop on the Art Bus, check out the Dundas Valley School of the Arts. Enroll your children in music classes. Push your school board to develop real arts ciriculum. At election time ask candidates about the arts – and not some fluff question – demand answers that result in action. VOLUNTEER!!

The best way to help us succeed is to get involved. As a volunteer, donor, sponsor, patron – there are countless ways to get involved. Do not stand idly by and say ‘I wish I lived in Toronto because they have…...’.Get off your butt and make those things happen. If you have no idea how, ask someone from our community to help. We all want a better city and we all need to be involved to make it happen.

10. What advice do you have for the Mayor and City Council, in terms of moving Hamilton forward?

I guess I would echo the thoughts of Bruce Kuwabara whom I just had the pleasure of meeting. Bruce said (and I’m paraphrasing) that as Canadians have become complacent. We rarely demand excellence. He was speaking in reference to architecture (which is absolutely true) but I think its true on many fronts.

We need to demand excellence in our politicians, our citizens, youth, businesses, teachers and artists. Excellence in transportation. Excellence from people on the mountain, from the core, developers, and all corners of our community. Environmental excellence. Excellent marketing and communication.

Not excellence ‘in light of the circumstances’ – just plain old excellence.

Excellence is always lead by example.

Special thanks to Jeremy for his interest in Hamilton. To visit Imperial Cotton Centre for the Arts' web site, click here

Harry, Harry, the visionary?

Harry Stinson thinks "out of the box" and big. His propensity to breathe a fresh vision into an otherwise stale topic, is always thought provoking and interesting. In a recent piece that he wrote for the Spec. entitled "Connaught could be 'urban cool'", he effectively puts forth a vision for the Connaught which would see it filled with students and artists. See the full story here

From my perspective, I'm a fan of "out of the box", big thinking and imaginative bold moves. I think there is a way of getting there while not being reckless about it. So I applaud Harry for pushing with such ideas.

It seems this sentiment is not entirely shared. In a Spec opinion article, Arnold Devries writes" While I applaud Harry Stinson's efforts, ideas and gumption, I am also tired of hearing of his grandiose ideas around revitalizing the downtown core.I will be more welcoming of his ideas when one of his Hamilton ideas comes to fruition."

What do you think?

Hamiltonian Hits

Here's a look at our monthly hits so far and where we project to be in November. Notes: The blog became active on Aug 14th, hence the smaller amount of hits in Aug.  September represents a full month of hits. October only goes as far as Oct 11, for obvious reasons. The  trajectory for November is based on anticipated volumes, based on hits to date.

Conclusion? Looking very good!!!

"Happy Talk" ?

Having read The Spectator’s coverage of a recent breakfast panel discussion in which Mayor Eisenberger and others discussed the challenges facing Hamilton, I am beginning to wonder about the value added, from such discussions. You may recall that in a recent interview in The Hamiltonian, Harry Stinson said:

It is far easier to sit on a Committee or Task Force or go to “Summits” (featuring speakers from out of town) or organize more bloody golf tournaments…. then give each other pretentious awards for all they have done for the community. (Of course, a big banquet is required for this process, attended by the usual suspects giving the same self-righteous speeches).

I wasn’t at the breakfast panel meeting but from what has been reported in The Spec (see story here), it seems like it may have been more “happy talk”, if it weren’t for a pointed question posed by Doug Barber.

"I came here to find out if Hamilton is winning or losing," said the co-founder and former CEO of Gennum Corporation, who's also an engineering professor at McMaster University."I heard a lot of cheerleading and that people are playing well together as a team but I'm disappointed that I don't know how we're doing. We're either winning, losing or treading water, but I don't know."

This appears to have led to a downward spiral to the conversation. Perhaps Mr. Barber’s question may have been too simplistic but it did appear to bring things into perspective. When I question the value added of these discussions, I think that walking away feeling deflated is as much destructive as the “happy talk” syndrome that Harry seems to have described .

I think it would be better for the Mayor to select a topic(s) and then charge an individual(s) to lead a solution to it. For example: Come back and present a plan as to how we can solve graffiti in our city ( I picked this because it is fairly tangible- there are many things to pick from). The person would then have to formulate a plan, engage support, come back and present it, validate it and then, most importantly, execute it with attached outcome measures and in a declared timeline.

What do people think?

Poll Results and Polls

A couple of online polls recently featured in The Hamiltonian, have now closed. The results suggest the following:

There seems to be mixed reaction around whether we should continue our lawsuit against the Federal government with respect to the Redhill.

Opinion was almost split down the middle 47% saying we should continue and the balance saying we should drop it. I suspect that those opposed with proceeding are likely considering the potential ballooning costs to taxpayers and the length of time it may take to get this resolved, without any assurance of success.

The question of whether Councillors should interact with citizens via blogs, such as this one, was not as divided. Over 80% of those who took the poll said that blogs are legitimate vehicles for Councillors to engage with citizens.

A word or two about polls featured in The Hamiltonian

1. Poll voting is available to anyone who frequents this site. The results are not scientific and cannot be proclaimed as a representative sample of any sort, and I have never made that claim anywhere.

At the same time, the polls represent the views of  Hamiltonians and I believe that every Hamiltonian’s opinion is worthy of consideration. It is interesting to collate the degree of resonance in different ways. These ways may include: feedback from talk radio, sentiments expressed by citizens in print media, other blogs, television, other internet sources etc. Those correlations do not amount to statistical reliability, but can be helpful indicators, if not, interesting. Here is a new example, as heard on 820 Talk click here to listen  (kudos to the good people at 820 Talk and CHML for their interest)

2. To those members of council who have challenged me by way of emails, with respect to the assessment of The Mayor and Council , and the corresponding results, I offer the following:

a) to those who suggested the results are not reliable, see #1 above

b) To those who have inferred that I somehow “hid” the amount of votes tallied, please know that each poll on this blog reports, in real time, the results and number of votes tallied, along with how much time remains in the poll (right down to the minute and second), all the while, displaying the tally of votes.  The information was readily available in real time over the entire duration of the poll being up and until such time afterwards, that  I removed it to make room for other polls or text. Respectfully, your allegation is a function of you or your staff not paying attention to the poll.

Sincerely,

Cal

Snow Angels Wanted

The Snow Angels program is an important one. Essentially, it provides assistance to the elderly and persons living with a disability, by deploying volunteers to clear snow off their sidewalks.

The problem is that there does not appear to be enough volunteer capacity to justify the $100,000.00 expenditure. The Spec reports that last year, only 172 households were able to receive this service which translates to $581.40 per household. See full story here

Despite that, the program has been renewed with a plan to increase the volunteer base to make the program more viable and effective.

Councillor Bernie Morelli, stressed the Snow Angels program will become especially important in the coming years as our population ages. He added, "We need to challenge ourselves to recognize that this is a major need." In my view, kudos to Councillor Morelli !

Do you believe the program is worth saving? If anyone knows how one would go about signing up to be a volunteer snow angel, can you post the details on this blog? It would be a good opportunity to help strengthen the volunteer base.

10 Tough Questions with Mayor Fred Eisenberger

When I approached Mayor Eisenberger to appear as a featured guest on 10 Tough Questions, he readily accepted. The Mayor elected to answer all 11 questions I put to him. So here is 10 + Tough Questions with Mayor Eisenberger.

1. Looking back on the history of Hamilton, what community or political leader do you most admire? What is it about him or her that has captured your admiration?

Victor Copps was seen as a man of the people. He was a leader with an aspiration and a vision for this city and understood that opportunity and prosperity should include all people and not just a few! If there is one thing that is clear from my time as Mayor is that we need to stand up for our city internally and externally, nothing good will come from running our city down and nothing but good will come from building it up.

2. What is the most useful piece of criticism you received as Mayor of Hamilton and how has that changed you?

Be strategic was what I was told. It is very easy to get distracted in this position and end up managing the day to day. That is why early on in my mandate, I launched my vision called NEXT Hamilton with five strategic areas of focus:

1. Responsible Government
2. Economic Development
3. Rapid Transit
4. Immigration
5. Environmental Sustainability

3. How would you characterize your brand of leadership? Do you think it's working? If you believe it is working, what are indicators that demonstrate that it is?

I think the proof of the effectiveness of my leadership is the results on the ground whether it be the measures concerning integrity, the boost in economic development, our progress on rapid transit, all of these measures started in an environment that had wide gaps in opinion and we were able to establish some consensus moving forward.

I have often described my brand of leadership as the 3cs Collaboration, Cooperation, and Consensus. I have always believed it is better to attempt to bring people into the development of an issue or solution, rather than isolate groups or people and ram something through.

4. You have a difficult role as Mayor. I imagine you receive a great deal of advice from many sources. Some have speculated that you can be stubborn at times and not be as receptive to advice. True? How do you process advice and how much does it influence your position on issues?

I greatly value all the advice I receive and I keep an open mind before making my final decision. I have my principles that ground me, my oath of office as Mayor, and the collectively developed vision and strategic plan to guide me. I believe in process and consultation and am adamant that good public policy can not be created on the fly.

As an example of how I balance priorities and make a difficult decision, I would refer you to the recent Winona Walmart decision: http://mayorfred.ca/posts/view/147

5. During your campaign, your radio ad stated in part “It’s time to give City Hall back to the people”. What did you mean by that and how has this theme developed in your administration?

What I meant - was essentially:

As a City we need to do a better job of engaging Hamiltonians.

That’s why we initiated a budget survey, created a Mayor for A Day program for youth, held open houses at all of the municipal service centers in the former municipalities, even polled people on issues before council and created a citizen’s economic development advisory committee.

I have been an advocate for new innovative methods and technology to enhance our public consultation process. As a City, we need to tap into the creativity of all our citizens
I wanted to restore public confidence in City Hall and refused any corporate or union donations. There is all too often the unfortunate impression that special interests have an inside track to city hall.

6. It was clear that there has been friction between yourself and some councillors, and between councillors. That dynamic continues to play out to some extent. What advice would you have to councillors in terms of promoting a greater degree of alignment, and to the extent that there continues to be some friction, what part of that do you own? What changes are you prepared to make?

I would differentiate between friction and healthy debate. In a functioning City Council, there is always going to be healthy debate especially when there are diverse views, representing different areas of the city.

I would say the vast majority of votes are in fact unanimous - they tend to be lower profile issues that the media tend not to report on. Even on the high profile issues, where there tends to be more debate, we still have examples of Council consensus - look at the votes on the Pan Am Games, Economic Development and the Integrity Commissioner. Also, at Council, I instituted a rotating chair system for the COW portion of the agenda which gives everyone a chance to chair a portion of City Council.

7. Hamilton offers many strategic and geographical advantages, as a city to invest in and to live in. How can we further boost our ability to leverage these features?

We are fortunate to have many advantages over other cities and we have been building on them.

• We are in the middle of the Green belt with rich agricultural production, a $1B agri-business and a “buy local” initiative to support local farmers and provide healthy food for citizens and create a sustainable city region.
• As a City we continue to transition to a post-industrial and more diversified economy.
• Creative entrepreneurs and young artists are attracted to our city for its affordable creative spaces and growing artistic community. This is generating investment to our city and will contribute to the revival of the downtown, waterfront and older industrial areas.
• We also have a significant and important port capacity, an airport whose major utility is the movement of goods around the country and the world. We sit at the crossroads of rail infrastructure and highway truck movements between major border crossings in Niagara and Windsor all of which is the basis of a multi-modal ship, truck, air and rail (STAR) infrastructure we can capitalize on.
• We have world class educational institutions, incredible top notch health care research and treatment facilities, a high quality of life and a growing cultural diversity all contributing to our vitality and vibrancy.
• To further boost these efforts we need to build our reputation as one of the most forward thinking communities. And we are doing that and others are taking notice:
• In its April ranking of North American cities of the future, FDI Magazine, from the Financial Times Group, ranked Hamilton third among large cities in terms of quality of life.
• The Economic Developers Council of Ontario recognized us last year as the most “investment ready” municipality in Ontario.
• Site Selection Magazine, has just ranked Hamilton among the Top Ten Canadian Metros when it comes to attracting new projects and expansions.

8. If you could take back one decision that you made or supported what would that be and why?

There may have been instances in which I wished our debate was more civilized, but I am confident with the decisions I have made as Mayor.

9. One distinct feature of your campaign was to not accept union or corporate donations. Why did you take this position and why was it important to you?

I took this position to give people the confidence that I am working in the best interests of the city and its people and not in the best interest of any special interest group.

10. Beyond the perceptions that some might have in terms of such contributions having the potential to influence councilors, do you dismiss the possibility that those perceptions can be founded on some degree of reality?

I have no doubt that the majority of special interest campaign contributions are intended to influence.
At the municipal level, the concentration of campaign contributions from a single set of interests is extraordinary and the imbalance is systemic. In the 2006 Municipal election nearly half of the money raised by Hamilton candidates came from corporations or trade unions. Of that 77% of the corporate donations and 62% of Union contributions, went to incumbents.

In addition, individuals who own a business or businesses or an individual who heads a union or is involved with one has multiple opportunities to contribute to election campaigns through both their business and personal contributions. Regular citizens do not have the same opportunity. It is about a level playing field for all Hamiltonians

I believe when one source of campaign funding dominates municipal campaigns - and is consistently shown to favour incumbents over other candidates, then there is a need to review the rules. With public confidence in elected officials and democratic institutions in decline, it is incumbent on us to explore every measure to enhance the integrity of the political process.

11. At the end of this term, what mark would you hope to have made as Mayor?

At the end of this term, I would like City Hall to more accountable, open and transparent. Issues like: the Integrity Commissioner, a Council Code of Conduct and campaign finance reform are all part of this.
 In addition, I hope that when Hamiltonians look around, they feel a sense of momentum; that the community is moving in the more progressive direction they want. That they can visualize the NEXT Hamilton – an evolving economy, a vibrant arts sector, a rapid transit plan worthy of a 21st century city, a beautiful waterfront, and a greener more environmentally aware city.

Special thanks to Mayor Eisenberger for his service to Hamilton. Your comments on the Mayor's interview are welcome.

Kudos to Mayor Eisenberger and Chris Murray

I think the Mayor and City Manager Chris Murray got this right. Kudos to them for getting out there. This story ran in the Spec September 30, 2009. I thought it was worth mentioning, See it here

10 Tough Questions with Yves Dubeau

Yves Dubeau is a retired business owner (1990) from a national distributor of scientific instrumentation. Also retired (2003) from Scientific Strategic Marketing (President), consulting firm helping Canadian manufacturers setting up distribution networks world wide. He is an engaged Hamiltonian with, in my view, balanced and useful feedback on Hamilton issues. Here is 10 Tough Questions with Yves.

1. It can be rather easy to lay the blame for all of Hamilton’s problems at the feet of city council and the Mayor. How much responsibility ought to be attributed to council and the Mayor. Please explain.

I agree with you that it would be simplistic to dump all of Hamilton’s problems on the existing council and the Mayor. However council has to take responsibility, period.

As the existing management team elected , only they are in a position of power and authority to institute, enact or reverse past financial decisions that were made by council that could prove to be detrimental to the city. I find that any organization which is unable to re-visit those decisions (because of present changes) is a serious management flaw by any management team.


2. Having a history in business, in the private sector, what can the city learn from the private sector, in terms of how it is run?

Within the present electoral system it is difficult to mimic the private sector and adopt what works well for the private sector into the public sector. In the private sector the management team works hand in hand to the common goal of the corporation. These common goals are set in a mission statement which is derived by the management team, owners and stakeholders. Once the mission statement is formulated, the next step would be to create a business plan which would consist of measurable goals.

From the above example of a business model, our present electoral system does not permit easy adoption of common goals amongst elected councillors. There are some cities in Canada who have political parties at the municipal levels and at election time a slate of candidates present themselves under a political party banner. In the Toronto Star on the weekend there was an article regarding the city of Toronto council. A professor of political science attributes the disfunctionality of city councils due to the lack of discipline and command structure which is part of political parties. There is nobody holding individuals to a higher standard of behaviour ( good rationale for Integrity commissioner!). Instead of having a management team working in unison we have 16 councillors and 1 mayor, a collection of individuals or single-member parties , each with their own agendas. In the private sector a major part of performance is accountability. Currently our present system favours incumbents and that conveys huge electoral advantages. At election time the electorate forgets where our councillors stood on municipal issues. Now if we had party representation we, the electorate, could bestow accountability of failure or success to a party and as such vote accordingly. That is why there is more turnover of candidates at the provincial and federal elections. I think the city of Toronto is partly there with David Miller as an NDP mayor and his inner circle ruling the city.

3. Who do you think the most effective city councillor is, and why have you chosen that person?

This is somewhat of an unfair question for all other councillors than my own councillor. I live in Ward 2 which is represented by Bob Bratina and as such I pay more attention to Bob’s successes and antics. Bob is hard working in representing his electorate as much as his fellow councilpersons. Bob being my councillor means that I am frequently in touch having an email relationship. I found Bob to be shy or very humble in enumerating his successes for the city’s downtown, his projects have a long life cycle and as such not so obvious to most of us. In the last 5-7 years about 124 million in new or renovated real estate was added in Ward 2. The Downtown Core had a net increase of 1.2 million dollars in taxes as a result.

4. What advice do you have for Mayor Eisenberger, for the remaining portion of the present term?

That he stays out of trouble! Mayor Fred had a rosy goal of managing council with consensus, this will not happen with the group of people involve. They have tried group building sessions at a great cost to the city without any positive results.

5. What is the best decision made by council, this term and why?

Difficult to answer because most hard decisions appear to be often deferred to consultants or staff. I have to acknowledge the most recently made decision to help the people flooded without bankrupting the city is one of the good ones. The city of Ottawa also had a very similar flooding event and they were paying attention at what Hamilton council was doing.

6. Recently, there was an online poll on The Hamiltonian, gauging the effectiveness of the Mayor and Council, as well as their effectiveness in issues of stewardship, value for tax dollars and political climate. The results appear to be rather dire. While unscientific in nature, do you think these poll results resonate?

They might be unscientific in not providing a large sample base but they truly show how people feel. How will this translate on election day? Probably no major swing in our elected officials due to the lack of options, we will have a very low voter turnout. Our elected officials will not be personally affected by the lack of support or not having a mandate, this is an $80,000 plus job for them. Again I will state the need for an electoral system change.

7. What does Hamilton have to do to improve its image? If you had a 2 million dollar budget, how would you approach this task?

The entrances to the city offers different views, the most common one shown is a view of the city from the Skyway bridge showing our industrial landscape in the fore ground, with smoke stalks bellowing their effluent and showing nothing else. Now if you enter the city from York Boulevard (eastbound) what you see in the fore plan is beautiful unspoiled nature on both sides of the bridge and in the background the steel mills. To me this scenery is as good and enchanting as any other cities that I have visited worldwide. Also, I might add that the view offered from York blvd. is more representative of what Hamilton is today, an equal balance of industrial to non industrial economy. The point that I want to make is that the main subject is the city of Hamilton, but what do you want to accentuate? I am a new comer to Hamilton, originating from Ottawa and residing in Oakville and Burlington before coming to Hamilton, and I am totally enamoured by what Hamilton has to offer. My marketing campaign would have the main theme of Hamilton being a” destination for a family to live and thrive” especially with the affordable housing that we currently have. Any company that would want to locate in Hamilton will look at what the city has to offer to their employees and their families.

8. Do you think Hamilton can turn itself around over the course of the next 5 years? Why, or why not?

Absolutely, but not in the old style economy. Hamilton depended too long on the steel mills and nothing else. The analogy for me is akin to sitting on a one legged stool and doing all types of acrobatics to stay seated. Many cities have transformed itself most notably a city in the news lately that hosted the G20 meeting, Pittsburgh, the host city.

Pittsburgh endured the same economic fluctuations as Hamilton did over and above the layoffs from the mills. Our local media drew parallels to our city, we have the same to offer in terms of waterfront and proximity to highways and the south west Ontario transport corridor. When the latest layoffs occurred in Hamilton, it was like the end of the world, as we know nothing like that happened. We have to get out of this mindset regarding our steel industry and start looking for our second and third stool leg to sit on. During my travels in Europe and visiting potential suppliers for high technology scientific instrumentation often if not all the time these companies were located in major cities where important universities were established ( not unlike University of Waterloo). The new industrial park from McMaster is a great start and we should see a major input of university off shoots providing that all other conditions are there for a company to flourish. The city should look for base hits versus grand slams in terms of having companies locate to Hamilton. City council should stay out of the picture in order not to introduce political interferences in the processes.

9. What do you make of the length of time it is taking to hire an Integrity Commissioner?

The length of time that is taken to fill this position to me indicates the lack of seriousness in wanting the job to be staffed. The Integrity Commissioner’s job would be to have council accountable to the commissioner. Look at the make-up of our city council and you can judge for yourself and see who would want to be accountable. You can barely see a degree of civility towards Mayor Fred. They set the bar so high for candidates as if council’s issues to be solved required Godlike qualities, a dose of reality made them change candidate’s background to widen the search. I still wonder if the resources dedicated (budget) is realistic, if I remember correctly the budget was $100,000 and the last two issues addressed by our interim Integrity Commissioner already surpassed that budget. I believe that they will drag the staffing as long as they can.

10. Do we have the right leadership in our city, for the period we find ourselves in? Why, Why not?

I think that we will survive until the next election without having serious harm done. Our existing leader is not a risk taker nor does he have the support of council which makes him harmless.

Thanks to Yves for his insights and his interest in Hamilton.

Puzzled

Special thanks to CY for submitting a crossword puzzle featuring Hamilton City Council. Have fun with it.

Guide- Insert last names of city councillors or the Mayor. No first names. Scroll down page to see the questions.

Here it is

If anyone has an innovative idea for The Hamiltonian, please email us.

Edit: I just noticed that the puzzle isn't perfect because two councillors are repeated. But it's still fun!

To Litigate or Not to Litigate

As you may be aware, the city is litigating against the Federal Government over the RedHill Expressway project. A report on the status of this matter has been overdue for several months now. C.A.T.C.H. reports that thus far, the cost of the legal action has cost the taxpayer $243,224.00.

In essence, the suit alleges that four former Federal Cabinet Ministers and 65 federal employees conspired to block or delay the construction of the Redhill, via an environmental assessment, which was subsequently stopped by a April 2001 court decision.

In early 2008, council voted to lift the cap of this legal expenditure, which was previously set at $450,000.00, therby presumably, leaving an open ended potential expenditure.

Clr Clark, for one, has expressed concern over the amount of time the status report has remained overdue.

I suspect this case is somewhat unprecedented, given that it is one level of government suing another.

I realize that this "horse is out of the barn" but, do you think it's too risky? Is it still worth pursuing? Take the poll on the right of this blog, and provide additional comments here.

Special thanks to the good people at C.A.T.C.H. for their stellar reports.

More than meets the eye, or eyesore?

Each day, on my bus ride back into Hamilton from Toronto, I pass by city hall and Hamilton Place.  As I look to my left while traveling eastbound on Main St., I am always struck by how unattractive the area depicted in the picture to the left is. It's obviously very much exposed to those coming into our city, and thus it contributes towards the impression of our city. Not only is the area primarily concrete, which comes across as rather cold, but it features this rusted out scuplture of sorts. (see right above the Hamilton Muncipal Parking System, sign) .

I don't know what the history of this art piece is, and far be it from me to offend anything it might represent, but I can't help but observe that it has become something of an eye sore. Its rusted veneer and different coloured rust spots, doesn't really present well.

Does anyone know the history of this? Does anyone think it still looks good? Should it be removed? Does anyone else think it does not bode well?

Should've Known Better or Financial Gaming?

As reported in the Hamilton Spectator, "Hamilton is portraying itself as a naive country youth lost in the big city in a new lawsuit against a German bank and Canada's largest bond rating service over a $10-million investment gone bad.

In a statement of claim, the city alleges its unsophisticated investment advisers were misled about the worth and nature of a fund into which they poured taxpayer money.

Instead of a safe, secure investment with a bit better interest rate than a government bond, they became "victims of (a) ... well-choreographed scheme to deceive it out of its investment funds."

The defendants, the city claims, "are sophisticated financial institutions that perpetuated a scheme through careful structuring and planning to create, promote and distribute an unstable and volatile product" consisting of a "complex, insecure investment with no real capital structure" supporting it."

See full story here

So, were we victimized or should we have known better?

Thanks toWRCU2 for the idea for this topic.

5 for Fighting

On the heals on the State of the City's address, in which Mayor Eisenberger made it a point to talk about how councillors are working together, it seems like the Mayor and Councillor Whitehead were unable to contain themselves as to who should be the front man (spokesperson) for the city's NHL pursuits.

Andrew Dreschel wrote an opinion piece on this in today's Spec entitled Feuds and Cross-Checking at City Hall. When it came time for councillors to talk about events in their wards, the Mayor took the unusual step of speaking first, choosing to address the Balsillie bid and how Hamilton is now better off in terms of its chances of landing a NHL team in the future, because of it. This, apparently set Clr. Whitehead off, drawing objections to the Mayor, seemingly stealing his thunder.

Andrew described the back and forth as "like a bickering old married couple".

What's the Big Deal?

Citizens at City Hall (C.A.T.C.H.) reported that Councillor Brad Clark is turning to the freedom of information process to provide the public with audits of the city’s lease with the private company running the airport. When councillors received a copy of the 2007 review, Clark persuaded his colleagues on the economic development and planning committee that releasing it would help respond to public criticism that the rental payments were too low.

Councillors agreed to direct city legal staff to meet with Tradeport “and advise them that we are willing to sever out any portions that would be third party or proprietary interest and therefore would be exempted from the release to the public.”

In March of this year, the head of economic development, Neil Everson, reported that “Tradeport’s legal counsel is still in deliberations on this” and that a resolution could be expected by July. A new deadline for the staff report was set for September 22, but last week that was pushed off until December 1.
“I’m growing almost despondent on this particular file,” responded Clark to the extension. “I need to understand why it’s taking so long to get something that’s really in my mind not that difficult an issue.”

The general manager of economic development and planning said he didn’t have an answer.

See the full story here

It sounds to me as though Clr Clark is making a reasonable request, that is in the public's interest, but is having to unduly go to extremes to have that request met. What do you think?

Hail to the Chief

There are many things about Chief Brian Mullan that are impressive. Be it his 35 years of distinguished service, his innovative approach to policing or his resolve in tackling the tough issues that cities of Hamilton's size face, it is clear that we will be losing one heck of a public servant when he retires at the end of this year. Although in comparison to his other accomplishments this example pales , one of the things that impressed me about Chief Mullan was his routine appearances on Cable 14, fielding questions from Hamiltonians. It may appear less significant than his many other achievments, but, for me, that was a shining example of  good leadership and engagement.

The Hamiltonian is honoured to have Chief Brian Mullan on 10 Tough Questions.

1. As outgoing Chief of Police, what advice might you have for the new Chief?

Stay focused on our mission, vision and values. Make sure you understand our community needs. Our Members are our greatest resource and we have to make sure we give them the necessary tools to serve our community well.

2. What would you say was your greatest accomplishment during your tenure as Chief of Police?

I have had many accomplishments however if I have to pick one I'd have to say I came into this position promising that I would be the most accessible Chief Hamilton has ever had. When I say this I mean accessible to our members and all segments in our community. I have worked hard on this and I believe I have accomplished what I've promised.

3. Crime rates are often compared to other cities and often times, such a comparison is useful in terms of putting crime rates into perspective. Parking that for a moment however, how would you describe how safe the streets of Hamilton are (for example, the downtown core), to a loved one? What advice might you give him or her, in relationship to crime and the safety of our streets, particularly if that person was to frequent the downtown core at night?

Hamilton has received a bad and inaccurate reputation in regards to crime in our city. We have lower crime rates than any city in Canada with a population over 500,000.

I have no hesitation going anywhere in Hamilton and my loved ones don't either. My advice to everyone is simple, go with your instincts. If you don't feel comfortable in any situation back away from it. Use common sense. Know your surroundings and who you are dealing with.

4. Reflecting upon your service as Chief of police, if you had to identify one regret , what might that be?

I have tried very hard to be fair and to do my best in every situation I have faced. I have used a management style that is inclusive, calling on advise from experts and my executive team when dealing with difficult situations.

I wish we could have done more, as a community, to help those who are facing addictions. Addictions is a major factor in crime in Hamilton. It's one of the root causes of crime we, as a police service, have to deal with day in and day out.

5. In the event of a terrorist attack or some other catastrophic event, how prepared would you say that the Police service is as first responders?

We, as a community, are well prepared to address any emergency situation. We are well trained, well equipped and all of our emergency response workers are committed to do the best they can in all situations.

6. What was the most challenging part of your role and how did you meet that challenge?

The Chief has very little downtime. You have to commit to working in excess of 60 hours most weeks of the year. I believe I met that obligation/challenge well. I went to as many events and functions I possibly could have.

7. What factors do you feel led the HWPS to be one of Canada’s top fifty employers and do you see this trend continuing?

I think our internal systems support our Members well. We are an open, value driven organization that works hard to help our members reach their potential and to attain their dreams.

8. If you could have the attention of all Hamiltonians for 5 minutes, what advice would you give them with respect to keeping their communities safe?

Don't sit back and let crime happen around you. Be vocal and hold others accountable when they do things that are wrong. Help your neighbours and commit to work in partnership with them and the police to make your neighbourhood safe.

9. Drugs and in particular, the use of "crack" cocaine, has resulted in some homes or neighbourghoods in Hamilton being known as "crack houses" or places to buy drugs. Why is it so difficult solving this problem, what gains have we made, and what else needs to be done- given that the problem is still visible.

Someone can turn a home into a crackhouse in less that 48 hours. Once the crackhouse comes to the attention of police we have to follow the rules of the law to remedy the situation. It takes several weeks for us to accumulate the necessary level of evidence to do anything. We want to make sure that when we go into a crackhouse we close it down and it doesn't re-open a day later.

One thing I emphasize regularly is the need to let the police know when you think there is a crackhouse in your neighbourhood. People wait to long and as time goes on the problem becomes more difficult to solve.

10. With the economic situation has the HWRS changed any strategies to be proactive against the possibility of an increase the crime?

We have changed in several ways to address the changes we have and will face in the future. He have adopted an operational model that's called the Neighbourhood Safety Project. This project has allowed our officers to address neighbourhood issues head on and more quickly.

In addition to the above, we proactive intelligence led policing. We obtain intelligence to identify individuals who are responsible for large volumes of crime. We then develop enforcement strategies against those suspects. It is one of the factors that has led us to have almost half the number of break-ins and auto thefts we had in 1998.

Special thanks to Chief Mullan for his leadership and service to Hamilton. Also, special recognition to the fine men and women who serve in the Hamilton Police Service.  Finally, special thanks to my good friend RB, who helped me formulate these questions.

The Hamiltonian Poll Featured on Talk Radio Stations

The good people at 900 CHML and 820 Talk both featured the poll results on air. Bill Kelly featured it this morning and invited listener feedback and Mike Nabuurs featured it as well.  I did not catch the 820 piece. The CHML piece seemed to suggest that the poll results were consistent with the sentiments out there. I think it behooves the Mayor and council to not take a defensive posture, but to see this as a need for positive change. I'm a fair person and, as mentioned, anyone on council is invited to state their views on this blog; defensive or otherwise.

So far, 81% of people polled on The Hamiltonian believe that it is appropriate for our local councillors to engage with citizens on blogs.

Thanks to the good people at 900 CHML and 820 Talk.!

10,000

Let's reach our goal of getting 10,000 hits on www.thehamiltonian.net  Empower Hamiltonians! Invite your friends and networks to visit this site!  Thank-you for your support and interest

Cal DiFalco, Publisher

Open Letter to Mayor Eisenberger and Hamilton City Council

The following email was sent today to Mayor Eisenberger and all members of Hamilton City Council.

Dear Mayor Eisenberger and members of Hamilton City Council:

Recently The Hamiltonian Ezine/blog conducted an online poll gauging the effectiveness of this council and the Mayor. The axioms of query were as follows: Approval rating/effectiveness of council as a whole, and of the Mayor, stewardship of public funds and resources, value for money for tax dollars and culture at city hall.

The polling was not scientific and cannot be claimed as being statistically reliable. At the same time, the results are from real Hamiltonians and these results, appear to be consistent with comments found on other blogs and media sources. I would suggest that the results thus carry some meaning and resonance and ought to be taken seriously.

The results are as follows:

Mayor's Approval Rating
49% of respondents believe that Mayor Eisenberger is doing poorly or failing.
28% of respondents believe that he is doing a fair job
17% believe he is going a good job
3% believe he is doing an excellent job
Conclusion: Performance is not stellar. Definite need for improvement

Council (as a whole's) Approval rating
77% of respondents believe that council is not very effective or failing.
5% of respondents believe that council is doing a "middle of the road" job
0% believe council is doing an effective job
3 % believe council is doing an excellent job
Conclusion: Performance is unacceptable

Stewardship
88% of respondents believe that council is a poor steward or failing in its role
8% of respondents believe that council is a fair job as stewards
0% believe council is a good steward
4 % believe council is doing an excellent job as stewards
Conclusion: Performance is unacceptable

Value for Money
75% of respondents believe that they are getting poor or no value for their tax dollars
12% of respondents believe that they are getting fair value for their tax dollars
8% of respondents believe that they are getting good value for their tax dollars
4% of respondents believe that they are getting excellent value for their tax dollars
Conclusion: Performance is unacceptable

Culture
84% gave council a poor or failing grade
4% gave council a fair grade
2% gave council a good grade
4% gave council an excellent grade
Conclusion: Performance is unacceptable

In the spirit of citizen engagement and responsible government, I invite each one of you to visit www.thehamiltonian.net and comment about the poll, the issues and thoughts you may have on how to improve our situation.

Your words and input will demonstrate your degree of engagement and commitment to Hamiltonians. Your silence or declining to engage, will speak just as loudly.

In the spirit of constructive discussion, please share you thoughts on this post. Hamiltonians are expecting you.

Sincerely,

Cal DiFalco
Publisher, The Hamiltonian
http://www.thehamiltonian.net/

Special Note: Sincere apologies who those who may have received multiple emails from the Hamiltonian. It was a computer glitch and I apologize for any inconvenience this may have caused you.

Finally...don't forget to blast www.thehamiltonian.net to your friends and network.

Recognizing Michelle

Michelle Hruschka of the Hamilton Campaign for Adequate Welfare and Disability Benefits, made an impassioned plea to ask for food stamps or debit cards to be provided to low income earners, so that they can shop with dignity, where they please. This was in the context of discussing rates for social assistance payments and provision of food. You will know that Michelle has been a staunch advocate for those disadvabtaged and part time workers. The full story is here

Kudos to you Michelle!

10 Tough Questions with Jeff Bonner

Jeff Bonner is an engaged Hamiltonian and also, a realtor. Here is Jeff on 10 Tough Questions. 


1. How has the recent plunge in the economy specifically affected the Hamilton Real Estate market?

From where I stand, the economic turbulence didn’t really affect the Hamilton real estate market that much. The market saw some areas of Hamilton go into a decline in sales and price, such as Hamilton Mountain and Ancaster. Hamilton Mountain prices were actually on a downward trend for a while, looking at one year of average price data, but that has reversed itself and prices are going positive again. However, the drop in number of sales was much more significant than any drop in prices. Real estate in general didn’t sell very quickly, and it was worse for higher-priced listings. A clear example is Flamborough seeing an average time-on-market over 100 days at one point.

On the other hand, some local districts sailed through as if nothing were wrong. Even in the worst part of the market downturn, there were parts of Hamilton where real estate was selling in an average of 25 days. I think this is partly due to our being located close to Toronto. We’re just close enough for Toronto investors to look at, but far enough away that our prices are attractive. And the fact that we don’t have the extra municipal land transfer tax (MLTT) was beneficial. The extra MLTT really bites into the return-on-investment for any property up there. I noticed a large influx of investors from the GTA looking at investment properties in the lower city and east end, and this probably contributed a lot to balancing out our market.

2. What advice might you have for Hamiltonians who are looking to buy or sell real estate in the next 6 months?

For buyers, I’d say to go to your bank or a good mortgage broker and get a mortgage pre-approved for as long as you can. A pre-approval will hold the interest rate until the pre-approval expires (usually 90 days). While the Bank of Canada says it’s holding its rates steady for now, we never know what mortgage rates will do. They’re at their all-time low right now, so it’s a good idea to lock it in for as long as you can with a pre-approval. Besides this benefit, it’s the logical first-step anyways, because then you know your maximum purchase price and that there are no surprises on your credit history. Your real estate agent will also feel better knowing you can actually buy. I tend not to work with buyers who put off getting a pre-approval, and a lot of agents feel the same way.

For sellers, you need to get educated on what the market is doing in your specific area. Find out what the average price is like, both listing and actual sale. Here’s a tip, you’ll need a real estate agent for the actual sale prices, because the public doesn’t have easy access to historical sale data. Attend open houses in your area to get a feel for how those properties stack up against yours. You’ll be competing against properties like that when you put your house up for sale. And finally, be realistic. We all want to put more money in our pockets, but being unrealistic with the list price can just drag the process out, wasting time, advertising money, and opportunity.

I wrote a little article back in the midst of the “crisis” on the importance of realistic expectations, available at http://www.jeffsellshomes.ca/articles/realistic.html

3. What unique characteristics of Hamilton, as a city, make it difficult or easy to attract real estate buyers?

As mentioned above, we’re close to the GTA, but not really a part of it. We have the transit in place for people to commute to work in the GTA, and our housing prices are attractive enough to entice some of these people to buy their personal residence here. We are also still attractive to long-term investors looking for areas-in-transition, as well as cash-flow investors looking for a deal. The image still makes it difficult for many, though, and some are turned off by our high property taxes.

4. How would you describe Hamilton's image and how could we capitalize on it or improve upon it, depending on how you've assessed it?

I think we’re largely seen as Toronto’s dirty inept little brother, but I think the city is already doing a lot to correct that false image. The world just needs to see more of Hamilton than the view across the water from Burlington or Toronto. Many visitors are surprised at what a beautiful city it really is, once they get to see it. We just need to keep pushing to educate outsiders on what the city has to offer. We should also try to promote our history as a forward-thinking city and reclaim that heritage.

I think an effort that requires special mention and applause is Chris Ecklund and the fantastic job he is doing with his “City of Waterfalls” campaign.

5. Who do you consider to be the most effective Hamilton councillor and why have you chosen that person?

Hmmm, I didn’t think the words “effective” and “councillor” went together in Hamilton. The atmosphere and parochial culture of the council doesn't allow any individual councillor to be very effective in my eyes. That said, though, I think I’d choose Tom Jackson. His support of the city's economic growth and development at the harbour & airport is the kind of philosophy we need in the city.

6. Do you think amalgamation was a good thing for Hamilton, or was it a mistake? Why?

I think it is a good thing in the long run. It minimizes the size of government required and reduces costs to the taxpayers in that sense. In the short term, perhaps we’ve seen a lot of NIMBYism and parochial politicking, but they seem to be gradually getting over this.

Once we have a council that is looking at the larger picture and thinking in terms of the greater good, rather than localized interests and lobby groups, the benefits of amalgamation will start to become more clear. Then we’ll become the power house that we should rightfully be.

7. If you had to select one property in the downtown core that has the most potential, but is being under-utilized, what property would that be and why?

I know it sounds cliché, but probably the Lister. Besides the fact that it looks ugly in its present state and drags down the image of the city core, the lost revenue from taxes on successful businesses running in the location is staggering to think of. While it would be nice to see it redeveloped into a profitable commercial building, it would be better as a parking lot than as the derelict it has been.

8. Hamilton continues to have a problem with derelict properties and the phenomenon of "demolition by neglect". How do we arrest this continued erosion of properties?

Personally, I would suggest that we need to reclaim Hamilton’s historical forward-thinking philosophy. While old architecture has its value, it's unfortunate that we would sacrifice our city’s economic health to save it.

Properties like the Lister were once beautiful, yes, but now they have become blights in the downtown scene. By designating them ‘heritage’, we make it so much more difficult to use these properties in any practical way, and thus find ourselves wasting all kinds of time and money trying to work within the designation’s strict rules.

Hamilton was once a leading city in the country, both economically and socially. Hamilton can proudly make such claims as having the first stop light in Canada, the first Commonwealth Games, the first black MP, the first sanitary water fountains, the first telephone exchange in the British empire, and the list goes on.

We were leaders in the past, because we lived in the present and looked forward, planning for the future. Back in 1887, the city realized that the city hall needed to be replaced – no messing around “sprucing up a dead horse” like we do these days.

9. What's the greatest lesson you've learned in your line of work?

If you get stuck in your past, you’re useless to the present. If you live in your future, no one is taking care of business while you daydream. Learn from the past and plan for the future, but live in the present.

10. When selling Hamilton properties, what is the most common concern expressed by potential buyers, relative to our city, communities and neighbourhoods, rather than to the actual physical properties?

It’s probably just a sign of the times and a symptom of the general consumer malaise we’ve seen with the economic downturn, but recently most people are concerned about property values. They don’t want to put their money into a property and have it lose value. Largely, this is because of the impression people get from the news, and is not truly a significant concern when looking at historical data and long-term forecasts.

Second to that, and much more significant in my view, buyers very commonly express a concern about our high municipal tax rates in comparison to other cities.

Special thanks to Jeff for his interest in Hamilton. Visit Jeff Here

Comments are welcomed.

Note: Fixed numbering. Thanks for the catch.

Report Card

September is a "back to school" month, which brings about thoughts of report cards and the like. That got me thinking- wouldn’t it be interesting to host an online report card for city council?

You might be wondering how and why. In terms of the how, I narrowed it down to five key questions that I think will provide a good gauge of how things are going. You will find these five questions along the right side of this blog page, represented as a series of polls. Simply answer each question in the polls. You can also add  comments to this post,  to further elaborate on your poll scores.

Why? Well, I believe in accountability to the taxpayers. Here is a chance to express your assessment of how our local politicians are doing.

As long as we keep it fair, it should be a good exercise. This should not be a stone throwing exercise but it also needn't be a tea party. Fair and honest answers and commentary are encouraged.

I plan to record and store the poll results and once again repeat this poll in several months, and also, just before the next election. In this way, we can get a sense if the ratings have improved or worsened.

I know that this is not scientific polling, but nonetheless, it should result in interesting information.

 I usually email all of council and the Mayor, with a summary of topics found on The Hamiltonian. So, I assume they will be reading this report.

Rrrrriiiinnngggg   That's the accountability bell ringing; not the recess bell. ;-)

P.S.:  To make this poll as meaningful as possible, please advise your friends and networks of its existence and encourage them to visit the site and vote. Let's see how much participation we can get. Citizen empowerment is a wonderful thing.

Customer Service

I don't have occassion to call city hall all that often, so I may not have the best read of this. However, on those occassions when I have called city hall or other city services, about 85% of the time, I found the customer service to be good or better than good. Sure, I've had the odd experience where the person on the other end of the phone or counter, was either unhelpful or "cranky", or occasions where I found myself in voice mail hell, but for the most part, I think I've received good service.

What has your experience been? Do you have examples of good or bad customer service when contacting city personnel? Any advice or kudos? Note; may be best to describe circumstances rather than naming people.

Appropriate or Conflict of Interest?

Repeated delays may mean that Mayor Eisenberger’s proposal to provide rebates to individual election donors will not be in place in time for the start of the next campaign in January. Under debate since February, the reform measures made little progress at this week’s audit and administration committee.

CATCH has calculated that nine of the councillors elected in 2006 each got at least two-thirds of their reported funding from corporations. Five others, including Eisenberger, refused to accept money from either unions or corporations.

Corporations provided 53% of all the donations over $100 reported by Hamilton’s mayor and councillors, even though six of the sixteen collected none at all. That’s because nine of the other ten got at least two-thirds of their campaign money from corporate donors.

Maria Pearson topped the list, collecting 82% of her funds from corporations. She was closely followed by Bernie Morelli (80%) and Sam Merulla (79%). Dave Mitchell, Terry Whitehead, Lloyd Ferguson, Tom Jackson and Chad Collins were clustered in the 73-75% range, while Brad Clark got 69% of his financial support from corporate donors.

Margaret McCarthy, Mayor Eisenberger, Russ Powers, Brian McHattie, Bob Bratina and Scott Duvall were at the other end of the scale with zero donations from corporations. The first five also took nothing from unions, while Duvall got 45% of his funds from that source.

The remaining councillor, Robert Pasuta, got 40% of his funds from businesses, mainly incorporated farms in his rural ward, and the rest from individuals or his own pocket.

McCarthy took no donations of any kind, personally financing her entire campaign. Russ Powers paid for about three-fifths of his election costs, and got the rest from individuals. Bratina, Eisenberger and McHattie relied 100% on individual donors.

It is clear that corporate donations and the like are a critical source of funding for some councilors. Many of these councilors are also on the committee that is looking at this whole thing. Does this seem appropriate to you?  Would it not be better to have a third party body consider the options and report to the Mayor/Council and the Public, in a timely manner? (by the way, by Third Party- I don't  mean consultants.).

Special thanks to the good people at C.A.T.C.H. for doing great research on this.

Harry and The Hamiltonian

When I asked Harry Stinson to be a guest on 10 Tough Questions, he immediately accepted. It was a bad week for both Harry and I to orchestrate this. Harry was immersed in some business transactions and I was out of the country.

So, while I provided Harry with the usual quantity of questions, we agreed to use the questions as a reference point, rather than to answer each (given the constraints on our time).  Below, you will find the initial list of questions which provided a reference point for Harry's response, followed by his response.  Enjoy 10 Tough Questions- "Stinson style".


The questions:

1. You’ve been received with some mixed reaction in Hamilton. Some see you as a entrepreneur with just what it takes to bring some bold ideas to fruition. Others are leery and question motives, techniques and ability to deliver. What is it about Harry Stinson that triggers these extreme points of view?
2. If you could change one thing about the investment climate in Hamilton, what would that be and why?
3. Setting up investment deals obviously entails being persuasive, winning and sustaining the confidence of prospective investors and delivering on a return on investment. What is the most challenging part of that cycle and how do you approach that challenge.
4. You’ve had entrepreneurial experience in Toronto and other places. How is Hamilton different from an investor’s perspective? Are those differences good or bad?
5. What lesson have you learned the hard way, during the course of your entrepreneurial ventures and how has that changed you?
6. How receptive have you found city council to be to your ideas and observations, and do you think we are setting the right tone to encourage new investment? To the extent we’re not, what would you suggest be done differently?
7. Reflecting upon you initial ideas for the Royal Connaught Hotel, and in recognition of the present thinking which would see the building used, in part, for affordable housing, what do you think the best course of action would be now?
8. Is Harry Stinson misunderstood? If so, how so?
9. Stinson School and your approach to transforming it into living units, sounds very promising. Assuming its success, what other opportunity (ies) might that spawn in the surrounding neighborhood. Do you see the Stinson School project as a catalyst for additional positive spin-offs, or do you see it as a more contained success?
10. Whenever a new idea is proposed, there are always “believers” , “non believers” and those who wait and see. You’ve proposed some bold ideas for Hamilton. How do you respond to the skeptics?
11. If there is one thing that Hamiltonians don’t know about you, and that you think would be useful for them to know, what would that be?


Harry's response
 
I am not going to apologize for “trying”. Yes, it troubles me to hear the skeptics and naysayers, but the only way to resolve the situation is not through an e-mail debate but by delivering some buildings. That takes a lot of energy and time.
 
The City of Hamilton is floundering specifically because too many people have given up trying to get things done. Instead, those who have the financial capacity to change the downtown – and there are many people in Hamilton with the personal money and resources to do so – are remaining passive rather than endure the public embarrassment of a “failure” or lose any of their family money. Significantly, much of the private money in Hamilton is multi-generational and the tough old guys who truly understand the concept of entrepreneurialism are gone, or retired.

 It is far easier to sit on a Committee or Task Force or go to “Summits” (featuring speakers from out of town) or organize more bloody golf tournaments…. then give each other pretentious awards for all they have done for the community. (Of course, a big banquet is required for this process, attended by the usual suspects giving the same self-righteous speeches).

The Connaught example is a classic. Everyone knows that converting such a prominent civic landmark into public housing sends out exactly the wrong message as to the future of downtown Hamilton. However, it is being justified on the basis that “it’s better than nothing”.

Even the poor folks and older folks whom I talk to on the street think it’s a stupid idea to convert the Connaught into public housing.

In many respects it is precisely the poorer folks and the older people who remember what downtown Hamilton used to be like…. and who are crying out for local leadership to revitalize downtown. These people understand first hand that such a revitalization will in turn create an environment where they could find a decent job, or enjoy their retirement in a neighbourhood similar to Toronto’s St Lawrence market or Queen West.

If “being resigned” to public housing at the Connaught is the level of thinking and ‘action’ that is acceptable … in comparison to offering a vision and then actually making a serious effort to see it happen, (even if it does not work out)……then I certainly have no apologies for at least trying. The Connaught Tower vision captured attention nationally in a positive way, and I certainly didn’t spend any Balsillie bucks in the process.

 I really don’t think Hamiltonians in general are looking for leadership based on “why try……,‘cuz it might not work”.

 My sense is that most people appreciated the imaginative attempt and the effort.

Can I “deliver”?

I have done so several times before, but it was never easy, nor fast, nor a slam-dunk. It takes many years and much trial and error and many setbacks to transform a non-precedent development vision into a reality. The Candy Factory Lofts in Toronto was a perfect example. The industry and the experts and the bankers all laughed at me when I started trying to develop loft apartments on Queen West……. Then they copied it. Mayor Barbara Hall changed the whole zoning approach to downtown Toronto. And all the mainstream developers started building lofts. Look at Queen West now!

The same lengthy effort was required with 1 King West; it took 10 years. At the beginning, “industry experts” ridiculed the idea that there was any market for residential apartments in the financial district, and that NOBODY would ever pay $400 a square foot for such product. Now, it’s the norm, and $400/sq.ft. is considered low. When you think about it, the vast majority of the buildings developed in Toronto in the last decade have been residential towers, and they are the key to the dynamic of downtown Toronto.

 There was also skepticism and derision when I introduced geothermal heating at High Park Lofts 8 years ago. Geo-what?

It is significant that when Tridel (Canada’s largest condo builder) needed a solution for their derelict retail mall under Village by the Grange, the Del Zotto brothers called me personally to come up with a live-work loft vision, which I designed and successfully sold out for them at above-market prices.
The same scenario occurred at the Graphic Arts Building on Richmond, the Knitting Mill on Queen East, the Victorian Tower…..…

Damn right I can deliver….. but nobody offers me the easy stuff.

The experts and bankers told me I was naïve to open a non-smoking restaurant in 1971 (the Groaning Board) because “60% of the population smokes”.

Well, I figured that if I were to open the only restaurant in Toronto which catered to the population that did NOT like smoking, then 40% was not a bad market share.

I hear from - and about – people who say they were ‘big supporters’ but now have “lost faith”.

Huh? In what useful way were they supporters?

Did they buy a suite? Did they invest any money?” Did they offer to personally help?

I certainly don’t recall much in the way of tangible assistance or support from these folks. They can sit around Tim Hortons and ‘save the world’ and they can write all the hour-consuming blogs they wish but I am going to keep persisting with redevelopment in Hamilton.

I am not here to be part of any club or association or to be “one of the gang”. I came because I really see an opportunity here and I love restoring old buildings. It is also no secret that I am starting all over again personally after a very painful partnership meltdown in Toronto in which I basically lost everything.

I came to Hamilton only 18 months ago with no resources, nor any connections, nor any big backers. In the circumstances, I am surprised that so much has been accomplished. I have no apologies for the Connaught vision and I really wish that I could have funded it. Actually I came close but then the wheels fell off the financial world.

I will try to answer the questions in detail later but in the meantime I am focused on actual work (far too much “talk” around here….)

Sorry if this sounds like a rant……. I am a passionate guy

Edit:  Harry has added the following:

The present Connaught controversy really puts into focus that Hamilton desperately NEEDS to be encouraging - not discouraging - the 'dreamers'. Instead of saying "I told you so", the message should be "keep trying".


The entire and only justification for recommending the Connaught public housing grant - which I strongly believe is a very bad urban planning decision - is that "it's better than nothing and we don't want the building to sit there and rot anymore". What pathetic leadership.

Good for Bob Bratina and his strenuous opposition to the concept; I hope the other councilors - and the mayor - have a change of heart (and stop listening to bad "legal advice").

Harry characterizes his response as a "rant". What do you think? Is Harry simply recounting the brutal facts? What do you think of his observations and assertions?

Special thanks to Harry and his interest in Hamilton. To read more about Harry and his accomplishments, click here