Editor's Note: We asked Midland council members for their take on the first two years of their mandate as well as how they see the future unfolding. A few didn't respond, but we're delighted to offer you some insight from those who did. Today, we hear from Midland Mayor Stewart Strathearn.
Question 1. What are you most proud of, personally as a councillor, that you/council have been able to accomplish in the first half of your mandate?
Endorsing a planned vision for the reinvention of Town Hall, and the recruitment of senior leadership to engage staff in determining how to best implement the reinvention in an efficient and effective way. That started with creating a workplace where our staff enjoy coming to work knowing that their efforts are appreciated. We are striving to improve effectiveness and efficiency through training, systems and tools they need to best serve the public.
This is best seen in the adaptations made to continue to provide not only essential services but all services for our residents during the Pandemic. Midland was one of only 2 municipalities, from Sudbury to Toronto, to issue marriage licenses. We continued planning approvals and reviews, building department reviews and where practical inspections, renovating the NSSRC bringing it back to like new. All the unseen and unsung effort by Town staff.
That is the tip of the iceberg. Financial system review and overhaul, creating effective span of control, succession planning, leadership training, customer service improvements, etc. Stay tuned.
Question 2. What is your biggest disappointment as it relates to a council decision/direction or issue?
The pace we are able to implement Community Safety measures is disappointing. We are continuing to support measures such as the CMART project where a clinician rides with a police constable. This effectively diverts persons from the criminal justice stream to the health stream where significantly different outcomes are to be found. Increased emphasis on interdicting drug peddlers. Encouraging police and residents to share video surveillance capability to solve crimes and encouraging design of your environment for crime prevention are a few of the ongoing efforts.
Unfortunately, the pandemic has slowed, but not stopped these efforts. Cooperation between Midland, Penetanguishene, Tay, Tiny, and the OPP through the leadership of the County will result in a Community Wellbeing and Safety plan to focus on prevention and intervention solutions to help people avoid encounters with the criminal system.
The focus will be on housing solutions, prevention substance misuse and education. As the pandemic subsides, the pace will pick up.
Question 3. Nobody saw the pandemic coming. Specifically, as a councillor, what is the biggest challenge the pandemic has created and how have you tried to tackle that challenge?
The biggest challenge was continuing to provide services to the public while maintaining staff health and safety amidst an ever-changing landscape of rules and regulations, and without declaring an emergency which effectively would sideline Council in decision making. Council supported the recommendations and efforts of the Community Control Group comprised of those persons tasked with managing the Town in an emergency.
At the same time, ensuring public awareness of the constantly changing advisories as we learned more and more about the virus. Exchanging information with other levels of Government and, for example, the Economic Development Corporation of North Simcoe working with community-based organisations, like the Chamber of Commerce, the Business Improvement Association helped businesses navigate the myriad of questions and secure financial supports.
The result was continuity of services and a low rate of infection in Town. We even managed to complete the Big Dig on time and on budget.
Question 4. What is your vision for the area known as Midland Bay Landing (i.e. a full park, half a park and the balance development, mostly
development)?
My vision for Midland Bay Landing is to see the site developed in accordance with the Master Plan that resulted from a huge public engagement process. A multi-use site with commercial, institutional and residential elements situated within a significant public realm that features parkettes, event spaces, public square, and most particularly, direct, public access to the entire 3,700 feet of shoreline via a 100-foot wide promenade. The plan complements the Harbour and the Downtown both functionally and visually and provides significant employment opportunities on site and within the Downtown. The assessment growth will provide an annuity to the Town to pursue development of new amenities throughout Midland and maintenance of those amenities that exist today. The site can and should be the anchor for activities throughout the Harbour area and Midland Bay generally.
Question 5. Are you doing enough as a council to be transparent, to encourage public input and to listen? How so? How could that be improved during the second half of your mandate?
I would say yes although suggestions are always welcome. Council and staff work hard to ensure that the public is informed and to encourage public input. Council approved a multifaceted community engagement plan. EngagingMidland.ca highlights activities within Town Hall and the broader community and provides an opportunity to directly engage with the subject matter experts working on or leading the projects. The Engaging Midland broadcast on Rogers features Councillors and other community leaders engaged in discussion and answering questions from the public about topics of interest. Online questionnaires and request for public participation inputs abound. Increased social media presence is yet another engagement effort.
Public engagement or information sessions are held whenever a significant change is contemplated. Yet, as the old saying goes, you can lead a horse to water, but you can’t make it drink. Inevitably we hear from the same persons who take the time to participate and, we appreciate their input. Still, we would like to hear from as broad a cross section of the public as possible.
In the end, we can create and promote the vehicle for participation and then it’s up to you, the public. Perhaps a ‘speaker’s corner’ where you have the opportunity to speak at Council meetings. Suggestions welcome. We also need to improve on telling people all the great things that happen at Town Hall.
Question 6. What is the biggest challenge council faces in the second half of its mandate (ie. Staff retirements, promised tax freeze, capacity) and what are your top priorities?
The biggest challenge for Council will be achieving growth while maintaining Midland’s identity, charm, and character that so many cherish and, that continues to attract people in growing numbers. Growth means increasing pressure for services of increasing complexity and number.
How to do this in an efficient and effective manner where people feel they are getting value for their tax dollar? The answer to that really is found in the answer to question one. Good leadership, solid vision and an organization that takes pride in and excels at what it does. We are getting there on all fronts. That is my top priority. Getting that right will lead to improved housing, community well being and safety, and perhaps most important of all, the opportunity for our kids to live and work here if they choose.
Question 7: Lastly, do you intend to seek re election? Why or why not?
That is a question for another day. I will continue to focus on the issues for which I was recently elected and give thought to the next election when it is closer to the time.
