By Pepper Parr
February 1, 2018
BURLINGTON, ON
The Gazette has published the full State of the City address the Mayor gave to the city’s business leaders. We did so for the record – the document is there for anyone who wants to search the archives.
During the address the Mayor touched on several topics that are sensitive and disturbing to many residents – especially those in the downtown core.
Mayor Goldring said:
“Building a beautiful and vibrant Burlington is a never-ending marathon. There are always many hurdles to cross as the city will be around much longer than any of us.
Public Engagement is a critical piece of the decision making process for municipalities.
Mayor during his Reverse Town Hall meeting – it was a bold move and it was clear that he did hear what the residents had to say.
The City of Burlington was named the Organization of the Year by the International Association for Public Participation for applying the “Community Engagement Charter” adopted in 2013. It recognizes our mandate to consult and engage with residents in all matters.
As one judge put it “Employees now ask how to engage — not whether we should or not”.
As I look forward to our continued progress with public engagement, I am inspired by a 2017 lecture given by Bret Stephens of the New York Times to the Lowy Institute in Sydney, Australia titled ‘The Dying Art of Disagreement’.
He suggests that we may be failing in how we deal with disagreement and that disagreement is critical to a decent society.
I want residents to know that Council recognizes the importance of accommodating differences on the many issues that we face as a city. The view is shared that “every great idea is really just a spectacular disagreement with some other great idea.”
To be successful, I am drawn to some simple advice from Bret Stephens of the New York Times that reads
“To disagree well you must first understand well. You have to read deeply, listen carefully, and watch closely. You need to grant people with alternate views moral respect; give people the intellectual benefit of the doubt; have sympathy for people’s motives and participate emphatically with a different line of reasoning. And you need to allow for the possibility that you might yet be persuaded by what has been said.”
We will continue to develop and improve how we connect with residents and engage our community and support discussions around issues with strongly held viewpoints – that is democracy.
The Gazette has followed the growth, and the lack of it on occasion, of Rick Goldring. The quote he refers to is something we dearly wish he has used during his Reverse Town Hall and when he was trying to get the audience listening to council debate the changes that will be part of the new Official Plan that has many very disturbed.
We have seen this before in our Mayor – he comes across something that appeals to him and makes mention of it but he doesn’t seem to absorb what he has read.
There are a couple of thousand people who will scoff when the Mayor says he listens.
He means well – he truly does but that proverbial road to hell is paved with good intentions.
Salt with Pepper are the opinions of the Burlington Gazette publisher.
While Pauline’s summary is a pretty harsh, there is a small bit of truth to it in my view. Meed Ward is an “excellent politician”, without equal in Burlington. I “mean excellent politician” in the sense of being supremely strategic and tactical in her words and actions. She runs circles around the others in that respect. She has also used her communications background to big advantage over the rest, especially on social media and her webpage.
Meed Ward knows how to jump on an issue or concern, and ride it to the outcome/direction she wants it to go. No matter if the issue is worthy of the outrage generated or truly genuine. She knew how to parlay the waterfront issues into a council seat. She may very well parlay the OP issue into the mayor’s chair if she can harness her communications machine to convince enough of the North of the Qew crowd that the City needs saving and that her ideas are the answer.
Speaking of the communications machine, it feels like the Ecob group is an arm’s length extension of that machine. It’s very smart, frankly. It does so many things. It puts a human voice behind the issue (the OP) that the councillor wants to use as a wedge issue between herself and Goldring. It is framed as an umbrella for any unhappy individuals or groups in other areas of the City to shelter under, thereby expanding the councillor’s reach outside of her ward. It gives a platform for a ready made like minded individual to ascend to the ward 2 seat (Lisa Kearns?). It is just more advanced political strategy than this City is used to. I commend them for it, even if I disagree with their position on the issue they have chosen as their mark.
However, as Pauline alludes to, it is much easier to stand up for the wishes of your base (even if they are demanding something that is based on self interest or wrong in law or for the City generally), than it is to try lead the city and reach consensus on the difficult issues it faces. Meed Ward has had the luxury of voting on principle on a lot of 6-1 votes. If she is successful in her likely quest for the mayor’s chair, it will be interesting to see how she transitions from strong backer of the loud interests in her ward, to leader of a council responsible for the entire city.
As I said above, I think she is an excellent politician. However, being able to bring together people of different interests and agendas for the good of an organization as a whole is a different ballgame. For all of Goldring’s weaknesses, he has done a good job shepparding the council and their individual interests.
Having watched Rick Goldring over the past 12 years, first as my Councillor and then as Mayor, the fact is that he doesn’t so much lead as follow. Some have described his managerial style as “malleable”. Whimsical might be a better adjective.
The Mayor leads from the back of the room. He listens intently to what is said, paraphrases politely, then distills what he hears into an amorphous mass of vague platitudes and moralizing homilies designed to placate everyone involved. In the final analysis it amounts to nothing but a rambling, disconnected stream of consciousness.
The Mayor has a style of leadership that, in the face of widespread dissatisfaction over a number of issues (e.g. public transit, intensification, OP, etc.) has proven largely uninspiring. He can’t bring people together, he can’t motivate, he can’t build consensus, and, most importantly, he can’t get things done. Eight years on voters are tired, exhausted and want real change. Let’s hope we get it in 2018.
The Mayor has a style that wears very thin, very fast.
Stephen, you have written a perfect encapsulation of Goldring’s comportment I’ve also witnessed.
Staff love him because he’s putty in their hands whose only role is as cheerleader for their agenda.
Stephen, I think your comment is more suited for Councillor Meed Ward, with a few changes.
Having watched Marianne Meed Ward over the past 8 or 9 years, first on the Michael Coren Sun TV show and then as Ward 2’s Councillor, the fact is that she doesn’t so much lead as she does complain in an effort to solidify and appease her base. Some have described her as a councillor that “listens”. Selective hearing might be a more suitable adjective adjective.
The Councillor attempts to lead from in front of her constituents. She listens intently to what is said, derives her own version of information, then distills this into soundbites of false and twisted narrative encapsulating misinformation that is designed to excite her base. In the final analysis it amounts to nothing but a rambling, disconnected stream of unconsciousness in the absence of any effort or ability to build consensus with fellow councillors.
This Councillor has a style of leadership that, in the face of marginalized dissatisfaction over just a few misunderstood issues (e.g. “over” intensification and mobility hubs) has proven largely uninspiring, stale and worn out. She can’t bring people together, she can’t motivate, she can’t build consensus, and, most importantly, she is unable to get things done. Eight years on, the voters are tired, exhausted. If they want change, they want efforts that will lead to REAL change – not just complaining which is so easy to do and takes so little skill. Let’s hope we get it in 2018.
The Councillor has a style that wears very thin, very fast and appeals only to a small number of citizens, her base. Complaining is easy. Getting things done is another.
Why don’t we the citizens, rate the city on a scale of 1 to 10 on how they are applying the rest of the Engagement Charter.
Clear Language
The City of Burlington will use plain and clear language in documents and public communications that is more engaging and understandable for citizens than technical language and jargon.
City Feedback
The City of Burlington will inform citizens and stakeholders about how their input was considered and adopted or why it was not adopted in City projects, initiatives and policy development. Feedback will usually be provided in a summarized format rather than on an individual basis.
Delegation Process
The delegation process, which allows citizens to address Council and Standing Committees on issues, will be respectful and welcoming.