Election 2013 My Platform

Below are some of the issues and positions I will take over the next four years. If there is something I have not addressed that concerns you please contact me. 

Election 2013   Vote for Dean Ward  X

Heading into the final week of the election every candidate should provide the taxpayers the opportunity to see where they stand on the issues important to the community

Below is my platform for 2013-2017 if you have a concern that I have not addressed please contact me at 563-4128 or deanward4@msn.com.

Seniors: I fully understand that seniors are the backbone of this community, the people that worked hard for many years, paid their taxes, raised their families and made this community what it is today.

Recognizing this, a number of years back council passed a motion to put $100,000 a year aside for future upgrades of the York Creek Lodge, this year council choose not to do that, they took that money to balance their books. For the next four years, I will support this important commitment to our seniors. Suddenly the Mayor talks about doing “more” for our seniors at the Mayor’s forum.

Town Rounder: This is a very important service for our seniors, I will commit to supporting, maintaining and if the dollars can be found expanding this service.

Recreation: I understand the importance of recreation, for six years I strongly supported the ski hill, and the creation and implementation of the walking trail program that many of us now enjoy. We must look at enhancing the present recreation programs we have and where possible find and develop new initiatives.   

Taxes: We have been told that our taxes have increased very little over the last few years that sounds good until we find out that an additional $400,000 a year is being taken out of our pockets in the form of Franchise Fees. I will not vote for a tax, franchise fee, or any other municipal tax grab that exceeds the Canadian cost of living.

Franchise Fees

2010-$295,551

2011-$374,288

2012-$569,749

2013-S682,000

Volunteers:  We all know what as happened over the last three year’s, we must stop throwing volunteers out on the street. We must recognize the efforts of all volunteers who build so much of what we have in this community not just the present volunteers  but also the past and the future.   

Respect: We all need to respect each other more, that starts at the top, Mayor, Council and administration must lead by example. The days of calling taxpayer’s names in the municipal newsletter must come to an end.

Labor Relations: A recent study conducted jointly by the Municipality and our CUPE local indicates that morale is at an all time low we are now seeing the worse relationship ever between management and our employees. The new Council should direct the CAO to deal with this issue quickly and effectively, these are the people that provide us with essential services that we all enjoy and need.

Administration: The Crowsnest Pass now as the largest administration it as ever had, this is not sustainable without increasing taxes or cutting programs. The CAO is bringing to the next council an immediate request for an HR administrator this position as not been budgeted for in the 2014 budget. Next council must determine its priorities as far as administration to reduce the costs involved. Yes that means finding the dollars in the present administration budget for the much needed HR person, administration cost will not increase.

Development:  We must determine why developers are not building in the Crowsnest Pass; Council should sit down with developers and builders and get their input as to what the municipality can do to make the Crowsnest Pass a more attractive choice for new development.  

Change: The number one issue that as been raised with me during my election campaign is “Change” the Crowsnest Pass will change, there is no doubt. As long as the vast majority of people feel that they have had “change” rammed down their throat they will not embrace it and become a part of it. Moving forward the public needs to be informed of change, the consequences of change and most importantly are provided the opportunity to be a part of change.   

Choices: We all get to make a choice on Oct 21; I know people will think long and hard about the various candidates. Please remember one thing the provincial government made very clear during the Municipal Inspection that this community will have to live with the choices it makes for the next four years.

Annexation: As been handled terribly, all we have done is upset our neighbors; the Mayor stated at the forum that what upset Ranchlands was that one of the previous two councils from the Pass. Made a threat to dissolve the Pass and force Ranchlands to take us over. Well first of all I sat in several meeting with Ranchlands and I never heard that threat made, second of all that would be such a dumb threat nobody can dissolve the Crowsnest Pass except the Minister of Municipal Affairs, and like wise nobody but that same Minister can force a municipality to absorb another community. The reality is the Mayor and his actions upset our neighbors in typical desperate fashion he is looking for somebody to blame.    

My name is Dean Ward, I am committed to working hard to make the Crowsnest Pass successful and maintain a community that we can all afford to live in.

On Oct 21 Vote for Dean Ward 

Getting down to the final strokes, Council Oct 1

My reflection of Tuesday night’s meeting and what jumped out:

Minutes of the previous council meeting Councilor Saje pointe out that the minutes failed to reflect some of the costs on the failed Medican deal. The $130 for advertising the open house in the papers, and the $500 spent on the PR consultant were not included.

CAO Report of Activities:

CAO will be bringing back to council soon Action/Timelines to respond to the Municipal Inspection.

There will be a meeting on Oct 23 to address the Workplace Assessment study.

The CLC demolition should be complete prior to the end of the month (I suspect by Oct 20^th)

Residents should be receiving the Recreation Surveys in the mail shortly.

Departments are preparing for the 2014 budget review.

Administration will be in contact with their municipal Insurance shortly to see how much rates will jump for next year.

12 members of the Fire Department passed their NFPA 1001 training.

CAO briefing meeting Councilor Saje questioned how you could have actions and timelines for meeting where no motions or directives can be given, the CAO responded that those were his own actions/timelines.

There were three calls made to various government agencies regarding the CLC site all were checked out, and found to have no validity to them.

Councilor Gail congratulated Fire Chief Munshaw on what a great job he has done.

Tender for winter sand was not filled by the successful bidder, sand will be delivered by another company falling within budget.

Investment Task Force Initiative;

The Economic Development and Tourism Board is putting in place a short term Task Force to investigate the possibility of finding Investments/Investors for the Best Western and Crowsnest Crossing site.

Human Resources Administrator Position:

On the Municipal Web site this position as been advertised and still is for at least a month  http://www.crowsnestpass.com/finance-a-administration/employment this was questioned at the previous council meeting as it was never approved by council. Administration felt that in light of all the labor relations problems they were having despite the position being vacant for 15 months it was now of a emergent nature to fill the position. They proposed to pay for it by using the wages saved from the Director of Protective services position not being filled until the end of the year. Then find the money for next year in the 2014 budget. We were also informed surprisingly that the position will become full time as of Jan 1. The question was asked by Councilor Saje why the job was advertised prior to being approved by council, the only answer he got was that was an error.

As this point Councilors Saje, Saindon, Gallant and Gail felt that it would be out of line for this council to fill this position this close to the election, felt that it should be left for next council. Councilor Saindon made very good arguments in regards to this issue that I felt were bang on. Council voted down administrations recommendation and suggested that they bring it back to the next council.

Comment: Council did not take a similar position (with the exception of Saindon and Saje) to spending an unbudgeted $600,000 just a few months prior to the election to demolish the centre.

Before any one jumps down my throat (I support the demolition) It should have been done either last year when it was budgeted, or early next year when it could have been built into the 2014 budget.

They never knew it was this bad!

Over the last year there have been many comments left on my blog about the low morale within the municipal work force. Some people have chosen to ignore this issue, blow it off, there have been comments made that it's always been this way. At the Coleman sportsplex last Wednesday a presentation was given to all members of the municipal organization including Council, Administration and CUPE members.
I was told that the most common reaction from council members was "I never knew it was this bad". Which surprises me due to the fact that it seems almost everyone in the community knows their is a problem the issue was even touched up on in the Municipal Inspection.
Let's talk about the report and comments that came out of it I'm sure some of my readers will be very familiar. The report looked at many area's within the municipality I will go through them in order.

1. Decision Making Process:

"The impression is that decisions are made by leadership with little or no employee input or discussion; that this is the way it is going to be, and if you don't like it, there are other jobs out there".

"The most common sentiment was many feel they cannot get answers they require to do their work effectively, or that decisions are not made in a timely and efficient fashion"

2. Communication

"Lack of open, clear communication within the MCP was perhaps one of the strongest themes to emerge from the interviewees. It was described with such words as "deplorable" and "non-existent"

"Secretive" and "lots of closed doors" were terms used to describe the communication from leadership to employees"

"people are fearful of negative repercussions if they speak freely and their opinion differs from mangement"

3. Change/Change Management Processes

"The overall message from interviewees is not so much that the decisions are faulty (although some feel this way), but that the changes could have been better managed and communicated"

"Most employees feel if the changes were not "shoved down their throat" or managed with an "iron fist", the outcomes could have been much less divisive"

"People have simply not felt involved and engaged in the process for change to be successfully implemented in this workplace"

4. Human Resources Responsibilities

"In short, there is significant ambiguity and lack of effectiveness in this area"

5. Relationships within Peers

"At the employee level, there was no significant patterns of concern regarding difficulties withi working groups or between the working groups"

6. Relationship between Union and Management

"While many express that this relationship has, historically, not been "perfect", the theme is that, currently, the relationship is the "worst it has ever been".

"The union perceives management is saying "bring it on" in terms of grievances. There are those that believe the objective of management is to "break the union".

"This opinion, that it is a "difficult union", was not shared by any member of past MCP management interviewed. The perspective from this group was "just listen to them and treat them with integrity" and you will be able to work together effectively"

7. Effectiveness of the Union

"Those who feel either unsupported by their union, or perhaps feel it is not effective at this point, are left feeling "they have nowhere left to go" for help, as many do not trust management either"

8. Performance Management Systems

"There appears to be a system to review individual performance only at the management level, and isolated pockets within the organization".

9. Training and Development

"Some felt they had the support of the MCP and their managers to take courses and training as needed. Some felt the option to do so was limited by whether you were a "favorite" of the manager"

10. Rewards and Recognition

"There is no organization-wide rewards and recognition system in place"

11. Feeling Valued and Respected

"The overall feeling amongst most staff is that they do not feel valued and respected for the work they do"

12. Stress and Morale

"The majority of employees indicated they are experiencing significantly high levels of stress in this workplace. Longer term employees stated "morale is lower than they can remember".

Previous management and HR interviewed have chosen to leave, primarily because of the environment, indicating "they have never seen anything like it" in their years in the workplace".

"They say "people used to be so proud to work here", and "this should be the best place to work".

"Despite this core strength, engagement and initiative is dwindling. Many are losing hope; simply "waiting for the next election", where some believe a new administration will be appointed and thus translate into a more positive workplace environment".

13. Leadership

"For almost every interviewee, leadership issues were at the center of their concerns".

14. History of the CNP

"Many interviewed, did, however, speak to the "revolving door" of senior management in the MCP, particularly in recent years".

15. Disciplinary Management of Inappropriate Behaviors and Harassment

"The broad perception held by the majority is that discipline is not handled in a fair and consistent manner. There is a belief that some employees have been "persecuted" or "targeted" simply because they did not always agree with management. This belief was asserted by both unionized employees and previous management interviewed".

"There is also the perception that significant breaches of confidentiality, and allegations of harassment, have attracted no through investigation, disciplinary measures of appropriate action of any kind".

"Another stream of commentary suggests that some unionized employees have behaved disrespectfully towards members of the current management team, refused to comply with certain directives, or failed to cooperate with other employees because of residual hard feelings (changes in the fire department for example)".

"In sum, the approach to misconduct and allegations of harassment appears to be inconsistent, often avoidant, and not always even handed".

16. Team Building/Social Activities

"People will no longer attend social gatherings and activities together because they are too divided"

"Prior to this administrative period, interviewees said social events were fun and well attended".

17. Roles and Responsibilities/Workload

"Many feel as though vacant positions need to get filled in a more timely fashion, as their workloads are impacted in the intervening period. Many also spoke to a lack of mentoring or transitioning when moving into a new role. Succession planning also seems to be absent. There was not seen to be a clear and consistent process for job postings".

18. Safety

"There are also concerns about the safety of crumbling infrastructure for the community, and the inabiliy to get a direct answer on how to proceed when it appears to be a safety risk".

19. Fire Department

"The emotional fallout of the changes in the volunteer based fire department is widespread, impacting both the community and the MCP".

20. Compensation and Benefits

"No issues of significance were raised here"

21. Organizational Structure

"No issues of significance were raised here".


This report was carried out by "Diverse Solutions" a consulting company out of Calgary, I am led to believe that the municipality and CUPE split the cost on this (around $10,000 each). The report indicates that there was 60 interviews conducted including past, present, management and union employees. For anybody that attended the Municipal Inspection presentation or the ratepayers meeting last week the public was informed that this was a second version of the report. My goodness if the first was worse than this then we really are in trouble.
In the last three years there have been how many policies, procedures and bylaws put in place to manage our community while at the same time the municipalities own back yard is in a mess.