Ward 2 Art Stirling

Chatham-Kent must move forward by addressing its deep challenges head on and by taking advantage of its many opportunities and huge potential. We can’t afford more stagnation and indecision while neighbouring municipalities continue to grow.

We must focus and energize our local leadership on your needs, and those of the entire community.

I will work toward fixing key infrastructure; reduce debt and stabilize taxes; support existing businesses; refocus attraction efforts on Ontario and nearby US states; improve relationships with senior levels of government; fight for a respectful, inclusive and diverse community; address issues facing our youth; and demand enhanced transparency and accountability.

I will be a strong and dedicated voice for the residents of South Kent and Chatham-Kent.

1. Do you support increasing funding for infrastructure given the fact several culverts and bridges – including the Third Street Bridge – have had emergency issues and closures recently?

YES

We remain under-funded to meet our infrastructure renewal/replacement needs. While we can take advantage of any federal or provincial grants that may appear, we should reallocate resources available to ensure our lifecycle budgets are as fully funded as possible. We also need to establish better policies and procedures to make sure projects underway are completed on time. Delays in one project can start a domino effect on subsequent planned projects.

2. Would you support a tax freeze or rollback if it meant reduced staff and/or services?

NO

I have yet to meet a resident of Chatham-Kent prepared to see their municipal services cut and, contrary to what some people believe, I do not think we are over-staffed. The vast majority of our employees are attached to delivering specific services, many mandated by the province or must meet provincial standards. Our budget increases over the past ten years have barely kept pace with inflation. Councillors must balance many factors while setting taxes, including consumer price index, construction price index, fuel costs, provincial transfer fluctuations, unpredictable snow removal costs, infrastructure requirements, cost of labour (especially those covered by collective bargaining agreements), and changing labour law requirements such as pay equity.

3. Would you support shifting some services to the private sector if those services could be done more efficiently that way?

YES

While Budget Chair during 2010 to 2014, I introduced a ‘service sustainability review’ process where each department would periodically review the services they provide to ensure they remain needed and relevant, and are delivered in the most cost-effective and efficient manner possible. We currently have chosen to outsource some services such as EMS, garbage collection, animal control, etc., and I would be prepared to consider others where it makes economic sense.

4. Do you believe we need a municipal ombudsman or ethics commissioner?

YES

Of course so. It is the role of the municipal councillor to not only represent their constituents but to serve them and help solve problems. The best councillors never lose sight of this. That being said, issues may arise where there is no easy answer or quick fix and constituents may feel their voice is not being heard by Council or staff, or they are caught in a municipal maze of bureaucracy. In those situations, and I want to believe they are rare, having an independently appointed ombudsmen to provide oversight, investigate, report and assist in resolving disputes or clarifying laws or policies would be a valuable tool for the public.

5. Do you support investigating a reduction in the number of council members?

YES

Historically I would have said ‘no’ because I know our more rural wards are geographically large and many residents of those wards already feel under-represented or that their councillor is not as accessible as they’d like. My thinking on this question is evolving and recent events have pushed me further in thought. Chatham-Kent was a forced amalgamation or ‘shotgun marriage’ that upset everyone. In part it occurred due to a lack of leadership by local elected officials at that time. Should the new PC government’s actions in the City of Toronto prove successful, the government may be emboldened to look elsewhere. I would rather be proactive than reactive and believe local municipal leadership not make the same mistake twice. We should have a homegrown strategy and plan that continues to meet the needs of our municipality.

6. Should the municipality try to land an Ontario Cannabis Store as soon as possible?

YES

Regardless of whether or not you believe controlled distribution will reduce the illegal underground market, without licensed stores situated locally, it certainly won’t. We don’t need to give our local residents another reason to leave town to shop, and the vast majority of recreational marijuana users likely won’t. It is my understanding the OSC model is dead, except for online sales, and if so, we need responsible sales outlets, at least one in Chatham, but likely others situated around the municipality.

7. Should council be more proactive in terms of working with landowners with contaminated wells?

YES

This should be the #1 priority of the next term of Council. I believe the municipality, in partnership with the developer and the province, has a moral obligation to assist impacted property owners in a fair and reasonable manner that does not put undue financial burden upon them.

8. Some critics say the municipal building department is an impediment to development in C-K. Do you agree?

NO

Most rules such as bylaws, building codes, zoning requirements etc. exist for a reason. Some are municipal in origin, some are provincial. Our building department staff often find themselves in the unenviable position of being the ‘messenger’ and we know what happens to messengers. They deliver bad news that people don’t want to hear if it impacts their development or construction plans. On rare occasion a development proposal is simply not actionable or legal, but most of the time, modest changes can bring them into compliance. It is the role of the municipal councillor to serve as an advocate and facilitator between the investor and administrative staff should obstacles arise.

9. Do you believe Chatham needs a new twin-pad arena?

YES

I support the development and construction of a new twin-pad arena in Chatham that would replace Erickson and Memorial arenas, but no others. It must be a partnership involving both senior levels of government, the municipality, local industry and the general public. Size, location and other specifications will need to be determined. At this time, I don’t support the suggestion of a broader ‘sports complex’. Many of the amenities and facilities suggested for inclusion are available elsewhere in the community.

10. Should the municipality cut back on its expenditures for overseas economic development efforts?

YES

We need to focus on and invest in ensuring an optimum environment for existing businesses to remain and succeed. They are the largest source of new employment creation. Our overseas foreign direct investment efforts should end and those resources reallocated to business attraction efforts in Ontario and neighbouring American states. These are more realistic targets. Additional resources should be deployed to assist youth entrepreneurs.

11. Should municipal councillors ever be forced to go the Freedom of Information route when seeking municipal information?

NO

Never. Councillors are legally bound by their commitment to confidentiality of legislatively defined closed session material.

12. Should members of the public have more access to municipal information without having to resort to an FOI?

YES

Within reason. We have abusers to the FOI system that place a time burden on staff and a financial burden on all taxpayers. To reduce this, what the municipality really needs is a better website with more interactivity and a user-friendly interface that allows constituents to readily search databases of all publically available information. Even finding basic reports to council can sometimes be onerous and historical information is either missing or hopelessly buried. Maximizing transparency is key to maintaining trust in our municipal institutions.