C5

HERB DUNCAN
The silent majority

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Last year in December I wrote a column called Visions of Sugar Plums Danced in My Head. The column describes in a dream some of the things that I would like to see happen in Saint John. Everyone knows wonderful things can happen in dreams because they are not subjected to, destroyed or limited by city and council predispositions to maintain status quo, egos, lack of courage and limited imaginations. For those folks that are interested, you can find the article on the front page of the Trinity Royal website www.trinityroyal.com.

This year's Christmas wish list contains several of the "gifts" that materialized in my dream, so Santa, here is my neatly folded list and carefully placed in the chimney cleanout behind the old wood stove. (The oldtimers in Saint John will know what I am talking about.)

Common council adopt GAAP (Generally Accepted Accounting Principles), making it possible to measure, compare and track with reasonable accuracy all elements - revenue, assets, capital expenditures, etc. - for all departments. It is a move designed to shift from budget-driven operations to cost-effective operations. Some departments should be privatized and/or outsourced. Demand operational audits and employee performance benchmarking for all city departments.

These are common-sense practices that should have been addressed decades ago.

Margaret Totten, drop the pending lawsuit for employment discrimination against the city. Your husband is the city manager, and given his position, it is difficult for most people to seriously entertain the basis for a suit.

Municipal operations commissioner Paul Groody, rework the numbers for Saint John's landfill waste reduction targets. If Charlottetown's mandatory waste management program can achieve a 65 per cent landfill waste reduction over five years, we can certainly reach those targets. Regarding your recent response to Coun. Gary Sullivan's question with respect to employee performance standards and benchmarking for municipal operations - "We are working on it but we are not there yet-" my question is: "How many years have you been in charge municipal operations and shouldn't that have been an important part of your responsibilities upon assuming that position?"

Newly appointed Police Chief Bill Reid, times are tough and they are going to get tougher.

Request that plans to build a $20-million-plus police headquarters be put on hold. Invest less money with an opportunity for a greater return, listen and respond to what people asked for at every town hall meeting: "We need more police presence in our communities." There are enough studies and data to fill a library to support that investments made in recreational facilities and "connecting with the people" will bring about a marked reduction in youth vandalism and crime, as well as add to the quality of life for the community at large. Buildings are not a solution.

City manager Terry Totten and councilors, get out of City Hall and meet the people in an effort to know and understand your city.

Knock on doors and talk to people. Visit Romeo House and other food banks, the Cherry Brook Zoo, the Boys and Girl Club, the Teen Resource Centre and volunteer organizations. Explore and adopt best practices used by other cities, such as Charlottetown, Halifax and Portland, Maine, in revitalizing their cities. Or "¦ get out of town.

Pension board plaintiffs, drop the ridiculous defamation lawsuit against former councillor John Ferguson. It has no merit.

Common council, if left unattended the current pension plan situation and its continued drain on tax dollars will make it increasingly more and more difficult for Saint John to meet the public's needs for municipal services.

Demand a full and open public inquiry into the structure and operation of the pension plan.

Here is a big one on my list: Fire Chief Rob Simons, there is no provincial requirement to deploy fire, police and ambulance services for 911 calls. The decision to do so lies in the hands of the municipality.

Many other communities some time ago determined the practice was impractical, not the best use of valuable resources, as well as consuming too much of limited tax dollars.

Our 2006 annual per capita fire protection costs were $240 compared with the New Brunswick average of $132. Find ways to reduce the budget so that more tax dollars can be directed to preventing fires by replacing firetraps with safe affordable housing. Saint John has a disproportionate number of older buildings, with many buildings being little more than fire traps, putting at risk the lives of many of Saint John's less fortunate. The anticipated millions of dollars saved in years to come could be channeled into an aggressive housing renewal program. The city could selectively acquire substandard buildings and houses throughout the city. The acquired buildings would be demolished and replaced with subsidized and low-income housing. Take the ounce of prevention instead of the pound of cure approach.

My last year's Christmas dream listed changes that I believed would represent important steps in building a healthier Saint John. Saint John's collective dream list can become a reality only if we have enough people of vision, passion and courage and who refuse to let the dreams die.

My Christmas wish for you is that Santa brings or renews those gifts of vision, passion and courage.

Merry Christmas.

Herb Duncan is a Saint John businessman who has followed city issues for more than three decades. He can be reached by e-mail at duncan.herb@telegraphjournal.com. His column appears on Wednesday and Saturday.