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By Larry Di Ianni (anonymous) | Posted December 17, 2007 at 21:21:04
Ryan, just some thoughts on convincing folks to 'aim higher' and linking it to LRT.
It has to start with leadership. Someone or hopefully a group of people with a vision and the determination to drive it. I actually applauded Council for taking up the visioning challenge. They have stopped short however. The proof of the pudding is in the specific plans to achieve the vision and the budget allocated to it as well. There is an old saying which asks, "Don't tell me what you believe in, show me your budget and I'll tell you what you believe in."
So, the formulation of these goals is something to keep our eyes on.
The Mayor is very important in this task and can acutally set the agenda for Council and the city by using the position as a 'bully pulpit' sometimes and to effect decisions at other times.
History, such as it is will speak to my record and this isn't about explaining/apologizing or boasting. But I had a clear mandate when I won the position and tabled 10 goals to achieve the mandate. I didn't table them until I spoke with Council and senior staff, however. Council modified some and Sr. staff bought into the goals. So, when it came time for support at Council end and at staff end, I knew I had support as long as I didn't stray from what we had worked out. If we needed to stray, we did so collectively. I know this is contrary to the hard-pushing stereotype that was written about.
Now, I also admit that I didn't have consensus or unanimity on all the goals..and the supporters sometimes changed, but I was after majority not unanimity; although unanimity would have been nice, it just didn't seem possible. That is part of the record, for better or worse.
My point is that vision is important; and someone to drive that vision is crucial.
So, let's take the example of LRT. It wasn't on either Fred's or my platform, although I toyed with it; it just hadn't received enough context for me to include it and I wanted to be believed. But let's take that as an example. First, there has to be community buy in. That should start with (and I hate to say this) a study, professionally done. Staff should be encouraged and empowered to accept the LRT vision. The study should cover all the basics: concept, cost, partnerships, benefits, challenges, phasing.
The community should be brought in by highlighting the study and its positive results. Advocates such as yourselves at RTH should come on board at various stages (early, mid, late), the business community; BIA's, HCCI, Civic Coalition...anyone with a voice in Hamilton should be invited to participate and champion. The Media should receive information via the traditional routes: Editorial board, press release, articles, etc. etc.
Council should adopt some of the concepts and timelines and cost allocations for the study as well.
I would almost suggest a Community Liason LRT Committee similar to the Waste Master Plan Group. This group succeeded through lots of work and advocacy to have Council commit over $100M to the Waste Plan, without any objections. Theirs was a smart, incremental approach, however.
Just a caution: don't put people on this group who advocate to stop funding roads. This will never happen. My point is that you have to drive your vision, but one has to also recognize that other things will need to get done. It will, however, be a question of priorities and this exercise is about establishing an exciting priority.
Anyway, I go on. Just some thoughts for now. Reactions?
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