Bob said he was here to share a little of the Good, Bad and Ugly.

 

The Good is his wife of 38 years' Cindy or as he referred to her as Cinderella. He clarified during questions that this was the princes Cinderella. She is his backbone.

 

The Bad are twin sons, now 26 years' old. They are a handful.

 

The Ugly is Bob's golf game. He loves it but it is not pretty to the extent that clubs can end up in two or three pieces.

 

Bob grew up in Morrisburgh Ontario and left home for school in 1978. He attended Carleton for Commerce, but didn't stop there, he went to Waterloo and many other places over the years in his quest for life long learning (legal, taxation +++).

 

He is active in sports and had his first knee surgery at age 13 and has had a total of 5 before he stopped playing hockey. He loves to hunt and fish to relieve stress. 

 

Bob's theme this morning is 'The Path Forward', keys to Effective Government

 

1. Understanding different roles of people - from council to staff to the public and rate payers. All to work as a team to make Brighton a better place.

2. Managing Expectations - at home this can be more difficult as partner may dictate expectations.

At work a little more flexibility, need to ask ratepayers their expectations. Brighton has a strategic plan. This plan, the goals and objectives have to be clearly communicated to both the public and staff. He plans to report quarterly the progress as staff has to be accountable. He will also report annually.

3. Team Expectations - All have to understand their role, be accountable and write it down. Tasks will be documented with department heads for them to sign off so everyone has clear expectations. He is looking for a work ethic of customer service  and pride in community and where you work. Having a good positive corporate image. The Town will succeed or fail as a team. As a municipality there are legislative mandates that change and effort is required to stay on top of it. There are corporate risks and liability. Staff need to understand and be provided the tools, training and budgets to do their job and be held accountable.

4. Partnerships - Bob is looking for partnerships, with business, service clubs, other municipalities, the County. We are a small community, we need to work together with others, The work required at the sewage plant needs funds to accomplish and the Municipality will be looking for funding partners.

5. Budgeting - Bob is going to move the annual budget process to the fall for the upcoming year. Setting a budget in April, a quarter into the year is not satisfactory. He also is looking to establish 5 year and 10 year capital plans / goals. The Asset Management Plan has to be updated regularly.

6. Service Delivery Review - Bob is undertaking a review of organization and services. He has been here 100 days, and plans to bring to council in late summer a report on the gaps, needs of the community. He recognizes that an aging work force will need replacement and many disciplines are short supply, so succession planning is needed. Operational efficiencies will be looked at. Provincial funds are in place to assist with this process. New technologies may be able to help fill some gaps and create efficiencies. Corporate tools will be evaluated, brought up to date including the Official Plan. Brown fields will be looked at to work to find solutions and a path forward. Economic development strategy is in budget but needs plan. The replacement of key infrastructure such as the sewage plant, arena, curling club all have to be factored into long range planning.

Labour market and staffing - need to be fairly compensated for fair days work.

Bob wants to work on corporate image, for people and staff to be proud of Brighton.

 

Bob recognizes that there will be bumps and humps in the path forward, but he is committed to moving forward and making Brighton a better place to live and work.

 

R Murray thanked Bob for his vision and sharing with us.