October 2017
POLITICIANS &
SOCIAL MEDIA
Citizen Relationship
Learning & Growth
Balanced Scorecard Internal Process
Financial
Stay on the right
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Inside the October 2017 issue of
E B I R BSC
Access great feature articles like these, plus our must-read regular columns each month!
CONTENTS
volume 127, number 10
POLITICIANS & SOCIAL MEDIA
ENGAGEMENT ACCOUNTABILITY & TRANSPARENCY
LEARNING
THROUGH ADVERSITY
IMPROVING YOUR
PERFORMANCE STRATEGY FOR
HIRING
NOW
OCTOBER 2017
MUNICIPAL WORLD – CANADA’S MUNICIPAL MAGAZINE
CIVIC
SU
VALUE OF
BELONGING 19
5 9 11 15 17
LICENSED
CHILD CARE 21
CRIME
PREVENTION PROGRESSIVE
25
EDUCATION
27
AI + CH + HR = BC
29
THE REGULARS COMING EVENTS
7, 12, 14, 39
CONNECTING THE DOTS EDITOR’S CORNER
35
2
ENVIRONMENTAL ZONE GOVERNANCE ZONE
37
MANAGEMENT ZONE
33
31
CHOOSE TO MAKE YOUR COMMUNITY
STRONGER In 2016, a city bus caught fire and was rendered a total loss. Thankfully everyone involved in the incident was safe. The claim report was filed by our client on July 13th. On July 19th, the municipality received a cheque for full replacement cost.
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Insuring the Public Interest Since 1927 Frank Cowan Company is a trademark of Princeton Holdings Limited, used under license.
MWDigest is a monthly digital publication, highlighting and supplementing content available to Municipal World magazine subscribers. For information on advertising and POLITICIANS submitting content& for this publication, please contact SOCIAL Anthony Gibbons at 1-888-368-6125 ext. 206. MEDIA
INSIDE THIS ISSUE POLITICIANS & SOCIAL MEDIA
OCTOBER 2017
Editor’s Corner
Social media has gone from a trend to an essential and popular way for people to communicate, but managing it incorrectly can be the cause of Citizen serious damage to your reputation. Explore the importance of local Relationship government policy and training regarding social media, and some best practices to create positive dialogue with citizens. Learning & Growth
Balanced Financial Scorecard Accountability & Transparency
Legislation often tries to promote accountability and transparency at all orders of government. See how the Town of Whitby has reinvented their Internal Process policies and procedures related to section 270 of the Municipal Act, 2001, and take notes for your own municipality.
Online Exclusive! Editor’s Flashback This online-only feature column highlights select articles from past issues of Municipal World’s monthly print magazine. In this issue, we share “Better Drives Change ... Doesn’t It?” – by Peter de Jager, from the October 2012 issue.
Coming Events
Susan M. Gardner Life in a fishbowl. Living under a microscope every day. The glare of the spotlight on you at all times. That’s how I’ve heard more than one municipal colleague describe life inside city hall. For staff and administration, particularly at times when the public’s passion for a given community issue may be running high, the spotlight can feel uncomfortably hot – perhaps even unbearable. Transparency and accountability remain fundamental to ensuring the
integrity of local government (which is arguably the most transparent and accountable order of government in Canada). However, for those entrusted with the task of delivering public services and making policy, this responsibility can sometimes feel like a heavy weight to be borne. For elected officials, especially, the spotlight of public scrutiny can shine particularly bright. And, it’s no longer simply conduct at a council meeting or statements made at a public appearance, in a media interview, or off the cuff at the local coffee shop or pub that are dissected under the public’s watchful eye. No, today’s elected official (and the mayor most particularly) must live under a spotlight that extends across a growing network online. It’s a world where every move may be recorded, scrutinized, and criticized. It’s a world where the temptations are great and the opportunities many: to speak your mind; to inadvertently “let slip” what’s hap-
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pening in negotiations for that vacant piece of city property; to let the community in on what’s being discussed at all those in camera meetings related to the town’s recent personnel problem; to finally put that community “activist” in his place; to reveal a little more about your personal life than you’ll later wish you had. Unfortunately, all of those scenarios and more can – and have – happened. Social media can, of course, be a powerful tool for communication and engagement. However, as Leigh Carter points out in her article in this issue (opposite), there are pitfalls to be avoided. Truly, the pitfalls are there for all of us; but, for those in the fishbowl, the consequences can be significant – not only at a personal, but also a community level. Adopting best practices for using social media is an important way to protect your good personal and professional repution (both online and off).
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October 2017
MWDIGEST
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GETTING
CITIES RIGHT
by GORD HUME
“The importance of cities has never been more apparent; the problems confronting cities never more serious; and the opportunities for urban success never more possible.”
NEW BOOK
Politicians & Social Media
A marriage made in heaven or … In today’s communications world, social media is an integral tool for anyone who wants to reach a broad audience with their message. Social media platforms allow for two-way dialogue, the opportunity to clear up misconceptions, and a chance to answer questions and have productive conversations. With the benefits, though, also come risks – including the ability to get drawn into heated discussions, to spread and/or respond to “fake news,” and to troll and be trolled. Politicians from all orders of government are now using social media platforms in their election campaigns. And, after they’re in office, they use them to disseminate information and engage with their constituents. Many elected officials use social media effectively and credibly, and some do not. So, how can politicians avoid the pitfalls while tapping into the opportunity that social media provides? This article will look at best practices for use of social media by elected officials, and will also explore some practical examples of local government officials who use social media regularly, and who understand the importance of doing it right.
a communications tool used by one of the most powerful elected officials in the world. Then-candidate Donald Trump often bypassed the traditional conveyers of messages (regular media, debates, etc.) and spoke directly to his audience with his – sometimes shockingly – unfiltered messages. There is much debate over whether that use is a good one, but Donald Trump is by no means the first elected official to see the value of social media to get immediate messages to a very broad audience. There are strong examples here in Canada, as well. Calgary Mayor Naheed Nenshi was an avid early adopter of social media as he campaigned successfully in the 2010 civic election. He borrowed from the social media playbook of then-U.S. President Barack Obama, using Facebook and Twitter to create online conversations with constituents. He posed questions and responded directly to people who connected with him. The positive reaction Mayor Nenshi received for his use of social media during and after his campaign illustrates the readiness constituents have for that form of communication.
Getting Social: HighProfile Politicians Show Reach of Social Media
Officially Unofficial: Separating Policy from Personal
The most recent U.S. presidential election has put Twitter firmly on the map as
Municipal governments have known for some time that social media offers useful ways to update residents and businesses
by Leigh Carter on projects and services. And, if it’s a good thing for local governments to use, how could it possibly be a bad thing for local government politicians? For one thing, the local government is an entity and therefore mostly communicates about things at an operational, project, or program level. Even in states of emergency, the local government’s social media conversations are not usually of a personal nature. However, in the case of the local government elected official, he or she is a person, and is therefore subject to personal attacks and being trolled on social media. There is also the risk of being drawn into personal debates in which the individual may not always shine their best light. For example, a politician may tweet about a policy idea or local government plan, sincerely looking for feedback. The upside of social media is that feedback can be immediate, insightful, and genuine. The
LEIGH CARTER is Senior Communications Advisor at ZINC Strategies <www.zincstrategies.com>, a Comox Valley-based communications firm that specializes in helping local governments and engineering firms guide public communications during major projects in western Canada. With 30+ years’ experience, she recently retired from the position of General Manager, Corporate Communications for the Comox Valley Regional District.
October 2017
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risk is that it also allows for an aggressive, fast-paced discourse, in which respondents (still cloaked with some of the distance/ anonymity factor) can create unnecessary “noise” to divert from the real issue, eat up time and resources, or attack on a personal level. A politician can easily get pulled into a discussion way off-topic, which doesn’t provide anyone with useful information, or worse, get drawn into a snipe-fest with one or more of those responding. Paul Ives, mayor of the Town of Comox on Vancouver Island, has been a pro-
lific and sustained user of social media in both his personal and political life. “What I like most about social media is the direct way to communicate with the public and to receive input and feedback on town issues. It’s not without risks, but well worth the effort in public engagement,” says Mayor Ives. He shares and re-tweets the “official” posts on the town’s Facebook and Twitter pages, and he also posts his own thoughts on his personal and mayor’s pages. He acknowledges that it’s not always easy to
separate his personal posts from his mayoral posts, but senses that those engaged appreciate it for the most part. “Being genuine is the most important rule of social media – and don’t post after 9 p.m.!” advises the mayor. Victoria Mayor Lisa Helps is also very active on social media platforms. She uses social media to get the word out about events and activities, and to amplify some of the good work being done by organizations and community members. She has definite parameters around how she uses it, though. “I very rarely post anything personal. I also avoid all forms of criticism of other levels of government or attacks on anyone. I approach my Facebook page with generosity of spirit even when – and especially when – people post angry and attacking things on it. I want the page to be a place where people feel free to post and to not be attacked by others,” says Mayor Helps. And, she has a clear message for any politician engaging in this two-way method of communication: “Using social media as an elected official is not for the faint of heart!”
Getting It Right: Tips for Getting Political Online Overall, seeing politicians engage directly is a good thing – after all, their decisions are the ones being implemented and their commitments to constituents are the ones being watched. Local government organizations have realized for some time now that there is a right and a wrong way to be part of online conversations. Likewise, politicians using social media need to practise the right ways to be part of the solution through meaningful engagement one-on-one, or one-on-many, rather than being part of the problem. Like most things, there are best practices for using social media. Local government administrations might look for ways to work with their elected councils or boards on some of these. Consider the bigger picture – A danger for a politician being just a little “too real” on social media is that every quip or derisive comment can present a negative image – one that stays there, even if the post is deleted. Politicians don’t want to be deceptive or fake in their social media posts, but they do need to be careful 8
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October 2017
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in how they present themselves online. Before each post, consider the perception possible beyond that single conversation. Could it be considered as an “aside” comment on a current policy issue? Will it harm working relationships with staff or other elected representatives? Set organizational standards – Local governments have internal procedures and policies around social media to mitigate potential problems with inconsistent information delivery, misinformation, and inappropriate handling of public feedback. Those goals are just as important for the elected officials. Local governments have their elected officials sign oaths of office, codes of conduct, and so on. Should those same elected officials also commit to using social media in a certain way while they’re in office? A 2015 corporate policy from the City of Waterloo contains this guidance: “In all forms of social media usage, employees and elected officials should assume the same representative standards as in other public meetings
and consultations. Even if not identified with an explicit city affiliation, employees and elected officials implicitly represent the corporation and will be held to the same expectations.” Some local governments are including social media references in their codes of conduct for elected officials. Sharing those policies with each other through conferences and forums would help draw consistent “lines of engagement” for all. Train, practise, and keep learning – Municipal governments often undertake media training for their elected officials. That training should absolutely include social media training, too. It will help politicians who are still neophytes in the digital world by making it less scary and showing its benefits, and it should also help those who believe they are social media savvy by clearly covering the pitfalls of “doing it wrong.”
Making the Trip Comfortable With 19.9 million Canadians on some form of social media as of 2016,
using it to get news and to find information about issues, people, projects, and plans, local government politicians do need to be in that realm, too. It’s now quite expected that those running for office will have an online presence of some kind. And, once elected, it’s even more important for politicians to maintain that dialogue. Local governments can expect that at least a portion – and a growing portion all the time – of their elected leaders will have a website, or a presence on Facebook, Twitter, YouTube, LinkedIn, or Instagram – or maybe all of them! Working with the politicians to make that presence the best it can be is of benefit to everyone. The day is long past when anyone thinks that social media is a “passing fad” in terms of communication. Like all communication forms, social media will alter and evolve; but, the ability to have dialogue with people we don’t know, and to comment on positions and plans as they develop, is catnip to millions of people. And, it’s here to stay. MW
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MWDIGEST
October 2017
by Chris Bantock
ACCOUNTABILITY &
TRANSPARENCY
A framework for actions and decision making in local government
The evolution of accountability and transparency legislation has been significant over the past decade when it comes to municipal responsibilities and requirements. In Ontario, while section 270 of the Municipal Act, 2001 (the Act) requires municipalities adopt an accountability and transparency policy, it does not detail the extent to which they must be ac-
The Town of Whitby’s polices may be accessed through the Document Centre at <www.whitby.ca/ civicweb>.
countable and transparent in their actions. In this respect, and most notably within the past two years, the Town of Whitby has progressed to exceed the existing legislative standards when it comes to implementing an accountability and transparency framework. At the beginning of the 2014-2018 term, the newly-elected council passed a number of “council goals” to be achieved during their four-year term. Specifically acknowledging and promoting the importance of accountability and transpar-
ency, council adopted Goal #1: “To build a strong, respectful council team with a positive, shared vision, and four-year action plan; to ensure all municipal affairs are conducted with professionalism and integrity; and to enhance the transparency and accessibility of town hall, and support effective public consultation and engagement.” CHRIS BANTOCK, MPA is a graduate of the Local Government Program at Western University and is currently serving as the Legislative Coordinator for the Town of Whitby. Chris can be contacted by email at <cjbantock@gmail.com>.
October 2017
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The Framework Since the beginning of 2016, Whitby has undertaken and completed the following policies and initiatives. Accountability and transparency policy – The town’s initial policy, as required by section 270 of the Act, originally served as more of a list of other policies and practices adopted by the town and seen as contributing to the enhancement of accountability and transparency. Through a recent update, the town was able to review the policy and adopt a framework approach through the establishment of guiding principles and four core concepts including: conduct and behaviour, independent oversight, financial matters, and council and standing committee meetings. Public code of conduct policy – The purpose of this policy is to outline the expected behaviour and conduct of members of the public to ensure an inclusive and open environment for all visitors and participants when accessing town facilities, properties, and programs. By adopting such a policy, this not only creates a safe work area for employees, but also a welcoming environment for the public. Public notice policy – This is a required policy under section 270 of the Act and serves to enhance transparency and openness by detailing the circumstances in which the town shall provide notice, in addition to how and when the notice is to be provided. While this policy is legislatively required, the town has gone beyond the standard and has further adopted an interested party lists procedure under the public notice policy. This procedure was introduced following the implementation of electronic sign-in stations in the council chambers; it outlines the process through which interested third parties are tracked and notified. Council expense policy – This policy serves to identify and provide clarity regarding expenses that member of council may incur through their expense budgets and enhances accountability and transparency through the openness of their annual funding allotments. Appointment of a municipal ombudsman – Council has appointed a municipal ombudsman, with duties as set out in section 223.13 of the Act. This 12
MWDIGEST
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was done through a joint appointment with the Region of Durham. The town’s public complaint policy and ombudsman terms of reference further detail the responsibilities of the ombudsman. Public complaints policy – This policy was adopted in conjunction with the appointment of the municipal ombudsman as a means of establishing a consistent and uniform process for responding to complaints received from members of the public, determining what kind of complaints are subject to the policy, and requiring that such complaints be reviewed by the relevant department head prior to the complainant having access to the services of the municipal ombudsman. Closed meeting policy – This policy provides guidance to council with respect to requirements for entering into and actions during a closed meeting. Revisions have been made to clarify how the policy relates to certain boards and committees. Appointment of an integrity commissioner – While it was not yet a require-
ment of Ontario municipalities, council appointed an integrity commissioner for the town. Similar to the appointment of the municipal ombudsman, the services of the integrity commissioner were contracted through a joint appointment with the Region of Durham to fulfill the duties as set out by section 223.3 of the Act. Council code of conduct and boards and advisory code of conduct – Originally approved in 2016, these two by-laws were revised at the beginning of 2017 in conjunction with the appointment of the integrity commissioner. These codes of conduct set out the standards and ethical behaviour that is expected from members of council and boards and committee members, and will be referred to by the integrity commissioner when investigating any complaints. Employee code of conduct – Revising an outdated version, the town adopted this policy to more accurately define appropriate conduct and behaviour applicable to all town employees and to reflect the newly-adopted council code of
conduct. While modeled after the council code of conduct, the policy was modified to account for the differences between elected officials and those who serve the town as employees. In taking a unique approach, the policy also dictates that any complaints or investigations regarding the CAO be handled by the town’s integrity commissioner, who would then report directly to council with an outcome on the matter. Livestreaming of council and standing committee meetings – Authorized initially as a one-year pilot project, council recently approved permanent streaming services to ensure further accessibility and engagement from residents in the local government process. In addition to the streaming of live meetings, the town will also be investigating closed captioning services, with the archiving of council and standing committee meetings and a slide presentation integration system to allow viewers to see presentations that are being displayed on the projector screens in council chambers.
GEORGE CUFF Life’s lessons
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October 2017
While some municipalities may have implemented more than others with respect to accountability and transparency, it is essential to always be looking for areas to improve. optional and would become a requirement. zz The adoption of a policy with respect Overall, it is important to keep in to the relationship between members mind that the municipal landscape of council and staff of the municipalis constantly changing. While some ity would be added to the list of polimunicipalities may have implemented cies currently required under section more than others with respect to ac270 of the Municipal Act, 2001. countability and transparency, it is eszz The Municipal Conflict of Interest Act sential to always be looking for areas to would be amended to require memimprove. With Bill 68, Modernizing Onbers of council to file written statetarioâ&#x20AC;&#x2122;s Municipal Legislation Act, 2017, ments with the clerk after a disclosure having received Royal Assent on May of interest and that these written 30, 2017, the following items have yet statements are made publicly availto be proclaimed or are not yet in force. able through a registry. Under these provisions: zz An amendment to section 239 of zz The appointment of an integrity comthe Municipal Act, 2001 would add missioner and the implementation of four new discretionary open meetcodes of conduct would no longer be ing exceptions.
Staying Current with Legislation
Working Together Just as it is important to share the experiences and practices of one municipality, being able to promote and maintain the sharing of information with the public is a significant factor in establishing a strong and democratic local government. The most important step to becoming more accountable and transparent is to ensure that everything is rooted within a solidified policy framework. Once established, the development of practices, policies, and procedures should flow through this framework to ensure openness of information, transparent decision making, and accountable decision makers. MW
Program topics include:
October 2017
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by Peter de Jager
est g i D sive lu Exc ture Fea
BETTER Drives CHANGE … Doesn’t It?
Every new road, upgraded computer application, cancelled project, corporate reorganization, downsizing, or relocation (to mention only a handful of endeavors) have something significant in common. They are all attempts to improve something, to make something – a product, a service, or a process – better. This might seem like an extremely mundane observation; of course a change is supposed to better something. Why do it otherwise?
The observation that “Better Drives Change” (BDC) becomes even more obvious when we factor in our personal experiences. When we embrace change, we do so because we see the benefits; and, when we resist a change, it’s because we don’t see sufficient benefit to compensate us for the inevitable effort it takes to learn how to do something new. So, we’re forced into the conclusion that BDC is almost a basic Law of Change.
There’s one small problem with this notion, though. It doesn’t seem to hold true. While it is true that all change is an attempt to make things better, it’s
PETER DE JAGER never knows for certain what he’s trying to solve – that’s what focuses his attention on what he attempts to do. You can contact him at <pdejager@technobility. com> and view some of his presentations at <Vimeo.com/technobility>.
This article was originally published in the June 2015 issue of Municipal World. October 2017
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The British Admiralty did not mandate the use of lemons on naval ships until 1795 – almost 200 years later. Better, even incredibly Better, is not sufficient to drive change. also true that many change initiatives fail … some in spectacular, epic, and costly flame outs. If BDC is true, then why doesn’t the organization embrace our latest attempt to make things better? This isn’t a new question; we’ve asked it numerous times in the past. In the 1903 book, The Laws of Imitation, Gabriel Tarde articulated it brilliantly: “We need to determine why, if 100 innovations are conceived simultaneously, ten will spread while ninety will be forgotten.” An answer to that question, even a weak answer, has the potential of reducing a 90 percent failure rate of change initiatives to something more acceptable, and certainly more profitable. The notion that BDC is a true observation is difficult to erase from our thinking. Many moons ago (1983), I was tasked with introducing the IBM PC into an organization. I was incredibly naïve (my excuse is I was young – I’m older now). I believed that this would be an incredibly easy task. How could someone not want a PC on their desk? It was the latest technology. We would provide all the training. It would
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increase their skills. It would at least double their productivity. It would make their job easier. It would make them more valuable on the job market. The benefits were endless. It was inarguably BETTER! What was their problem? As I said above, I was naïve – painfully so. I encountered resistance to the notion of using a PC at every turn. It made no sense. “Better” did not seem to drive change to a significant degree. The fact is, there’s lots of evidence that “Better” isn’t the primary driver for change. If it was true, then how do we explain the following? Scurvy is a terrible condition. It’s the consequence of a lack of Vitamin C (a nutrient not “discovered” until 1932), and we need this vitamin to produce collagen – which is basically the glue that keeps our cells together. Without it, we literally start falling apart. Our ligaments loosen, we develop suppurating wounds, our gums recede from our teeth, which then fall out and litter the decks of sailing ships around the world. Estimated deaths due to scurvy, according to available records, were astounding; in excess of two million sailors died because of a lack of available Vita-
min C. On a long sea voyage, it was not unreasonable to expect 50 percent of the sailors to succumb to scurvy. It was a serious problem. In 1601, Captain James Lancaster conducted a simple experiment. Three ships set out on a voyage. On one ship, the sailors were given a daily dose of lemon juice; on the other ships, no lemon juice. The result? On the lemon juice ship, no one suffered from scurvy; on the other ships, a 50 percent death rate. Conclusion? Lemons prevent scurvy. With respect to scurvy … lemons are much BETTER! Lemons save countless lives. The British Admiralty did not mandate the use of lemons on naval ships until 1795 – almost 200 years later. Better, even incredibly Better, is not sufficient to drive change. Are our projects “better” than lemons? If not – why do we expect others to embrace them? Over the last three decades, I’ve had the opportunity to ask a single question of about 1,000 audiences. “Thinking back to your last major change, what was the primary reason it failed or succeeded?”
This advice is perfectly aligned with the notion that “Better Drives Change,” since it’s obvious that we must at least attempt to communicate why we think it’s “better.” The answers to that question suggest an answer to Tarde’s question. In order of increasing frequency, here are the top three responses formatted as “Successful/Failure.” Good Planning/Poor Planning – This makes sense, and offers no surprises. If we’re attempting to build a new hospital, change a process, or even learn a new language – then it makes sense to approach the change with some sort of plan. Randomly attempting to move forward is doomed to failure. Good Communication/Poor Communication – Once again, this is not very surprising. Ask anyone what we can do to increase the likelihood of succeeding with a change initiative and the response is, “Communicate! Communicate! Communicate!” This advice is perfectly aligned with the
notion that “Better Drives Change,” since it’s obvious that we must at least attempt to communicate why we think it’s “better.” The language used in the above responses is consistently “good X” versus “bad X” – indicating a consensus of thought. Planning and communication are important concepts, and good or bad change hinge on these activities. But, the most frequent response to the question posed, is slightly different; the language used isn’t a “good” versus “bad” phrasing. It’s more personal … Involvement/Top-down Dictated – There is consistent, strong, emphatic consensus that we are far more likely to embrace a change when we’re involved in creating it. On the flip side is an equally strong agreement that
we reject change that is forced upon us. This is perhaps the answer to Tarde’s question and to the conundrum surrounding “Better Drives Change.” Not only must a change be for the better, but we must be involved in creating that change – it can’t be forced upon us, regardless of how good it is. Consider the child who decides on their own (100 percent involvement in the change decision-making process) they wish to ride a bike versus the one who has no interest (zero percent involvement). In the case of the former, we can’t stop them from learning to ride, not even broken bones will hold them back. In the case of the latter, nothing – no amount of force, or cajoling – will succeed in getting them to wheeeee on wheels down the street. MW
RETHINKING PUBLIC PARTICIPATION The idea of participating in government, and using technology to help individuals do so, has become a legitimate political reality, especially with younger and tech-savvy citizens. There is a robust and growing civic-hacking movement around the world that channels the creativity and problem-solving skills of civic-minded citizens into addressing the challenges of modern governments.
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Citizens are ready to help share the workload, says Aitken. “Local government will need to be open to, prepare for, and not be overly cautious of the opportunities that will present themselves. Governments that understand the importance of participation, and that protect the rights of their citizens to do so, can capitalize on these opportunities.”
A
In this thoughtful examination of our democratic roots, the evolving expectations of our government, and the context of today’s technologically-rich environment, author Rick Aitken debunks the idea that everyone hates government, pointing to an abundance of evidence demonstrating that, when given a way to interact directly with government, citizens will take the opportunity to do so again and again, with the only reward being contribution.
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If local governments can see past the risk and the unknown, and are able to look into the future with clear eyes, they just might be able to see that this is a moment of great potential for their communities.
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November 1-2 – Saskatchewan Water and Wastewater Association Tradeshow Saskatoon, SK. https://swwa.ca/conference/ November 5-8 – National Water and Wastewater Conference St. John’s NL. https:// www.nwwc2017.ca/ November 6-7 – Canadian Council for Public-Private Partnerships Annual Conference Toronto ON. http://www.p3-2017.ca/Home November 6-8 – Canadian Public Procurement Council Forum Ottawa ON. http:// www.cppc-ccmp.ca/ November 10 – Local Government Alumni Conference London ON. http://www.westernconnect.ca/site/ Calendar?id=134009&view=Detail November 14-17– Alberta Association of Municipal Districts and Counties Convention Edmonton AB. www.aamdc.com
November 21-24 – Fresh Outlook Foundation Building Sustainable Communities Kelowna BC. https://freshoutlookfoundation.org November 22 – Power of Conversation Public Training: Getting to What Matters Most Oakville ON. https://www.juiceinc.com/ events/show/public-training-the-power-of-conversation-getting-to-what-matters-most-nov November 22-24 – Municipal Engineers Association Fall Workshop Brampton ON. http://www.municipalengineers.on.ca November 22-24 – Alberta Urban Municipalities Association Convention and Tradeshow Calgary AB. https://auma.ca/events November 23 – Employee Engagement Training: Beyond Engagement Oakville ON. https://www.juiceinc.com/events/ show/public-training-beyond-engagementnov-23-2017
Keynotes – inspiring, informative & humorous Regional Cooperation & Collaboration Initiatives Governance and Leadership Education & Training Community Assessment – finding hidden strengths
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November 24 – Ontario West Municipal Conference London ON. http://www.amo.on.ca/ Events/17OWMC November 27-29 – Association of Manitoba Municipalities Annual Convention Brandon MB. http://www.amm.mb.ca/events/ category/annual-convention/ December 5-6 – Lean Process Improvement for the Public Sector Toronto ON. https:// www.canadianinstitute.com/lean-process-improvement-public-sector-2/pricing/
2018 January 21-23 – Rural Ontario Municipal Association Conference Toronto ON. http:// roma.on.ca/Events/2018ROMAConference.aspx February 4-7 – SUMA Convention, Regina SK. https://suma.org/conventions/page/futureconvention
Public Sector Performance Measurement Successful Strategies and Tools
Charles Bens gives specific guidelines on how to use performance measures, as well as guidelines for managing projects successfully. The book also includes information and resource documents for selecting the best politicians – by measuring their performance.
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