May we help you

It should be easier. Most folks have little reason to deal with local government in their daily lives—except of course to pay taxes. We may grumble about snow clearing, sidewalk conditions or garbage pick up schedules. We may even pick up the phone and unload our grievances upon our local councillor. But that is usually about as far as it goes. Rarely do we go behind the curtain to see how local decisions are made. Like sausage making—it is not an experience for the faint of heart.

Occasionally, however, residents become ensnared in the machinery of local government— either by their own accord or by circumstances thrust upon them. For most it is a confusing madhouse of conflicted, illogical and sometimes treacherous paths and misdirection.

Like turning down the wrong street in Detroit, folks who manage to escape unharmed and with their possessions intact typically breathe a sigh of relief and vow never to make that mistake again.

Vic and Rosemary Smith are still trying to piece together what happened with their plans to modify and renovate the rear part of their building, the Allison Block, on Main Street in Picton. (See story page 3) Their story features the competing goals of the community’s desire to preserve its built heritage, particularly on Main Street, and the owners’ desire to make the building work for their needs and provide a return on investment. It is a complicated issue with important and profound implications. Yet it is precisely because it is important that the rest of us must insist the processes, procedures and decision-making around such applications improve.

Far too frequently council, its surrogates on advisory committees, and staff act as though they are television judges dispensing justice and wisdom upon the great unwashed. Sitting in the gallery one can see some on council become more engaged when they get to choose sides in a narrow dispute and argue one more time over ancient grievances.

This isn’t their job. Or, at least, it shouldn’t be. Council is overseeing a multi-million dollar organization that affects the lives of thousands of people every day. It is wildly inappropriate for it to continue to indulge in adjudicating personal matters. While it does this it neglects its real job in defining and revising policies and ensuring implementation and accountability. It is on policy that council’s efforts to protect and preserve heritage ought to be applied.

But some on council are bored by these tasks—preferring to roll up their sleeves and spend their time peering over the shoulders of management—second guessing and questioning each decision.

Meanwhile an area that has, at times, been grossly overlooked at Shire Hall is customer service. Folks like the Smiths need to find a welcoming face when they encounter our muncipal bureaucracy. People who choose to invest in this community deserve to be treated with honesty, respect and integrity.

That doesn’t mean that our public officials capitulate on the values that make this community what it is. It does mean that they must do a better job of spelling these out—working with folks to understand their goals and strive for common ground.

Instead they are treated as intruders, as threats. It is an attitude that reveals a deep well of insecurity that doesn’t belong in a professional organization. Worse, it makes the job of preserving and protecting the values we cherish much harder.

As Ernie Margetson observes, the Smiths’ experience only makes designating the next property as a heritage resource much more difficult. Investors and owners will look at the experience of the Smiths and vow they will never allow their property to become the plaything of council and its unsupervised surrogates. They will not expose their investment or livelihood to the whims of a process that appears arbitrary and unpredictable.

The Smiths have emerged from the process bewildered and embittered. They are merely the latest in a long line of folks who have wandered into Shire Hall only to be rudely cast back out onto the street— poorer than when they went in.

Merlin Dewing, the County’s new manager, is moving to improve many aspects of local government. He is encouraged to take a long hard look at customer service and the experience folks have when they deal with the County. This means ongoing training and support—for council, staff and advisory committee members.

Instead of erecting hurdles and obstacles, Shire Hall needs to ask folks who come to its door: how can we assist you in navigating the processes and policies we have in place to protect what is important about our community? Instead of needlessly getting in the way, we should be asking: how can we help?

rick@wellingtontimes.ca