In profile: Nelson Municipal Election 2022 — Glenn Sutherland
By Timothy Schafer Local Journalism Initiative Reporter
This is the ninth of a series of inside looks at the candidates for city council — both councillor and mayor — prior to the general municipal election on Oct. 15.
Biography: a closer view
I have the ICD.D designation (Rotman School of Business, Institute of Corporate Governance) plus an extensive background in board governance.
ICD.D — Granted by the Institute of Corporate Directors after completing the ICD-Rotman Directors Education Program and an examination process conducted by seasoned directors. The ICD.D designation represents a lifelong commitment to excellence in the boardroom, a desire to stay current, and to be a more effective director.
Other accomplishments include:
• Sutherland & Associates Financial Services (Nelson BC, over 25 years);
• President, Nelson and District Chamber of Commerce;
• Appointed by the Province of BC — “Community Observer” role when Willowhaven Residential Care Home at six mile was relocated/awarded to Mountain Lakes Seniors Community;
• Member of a local committee that facilitated a successful referendum for the construction/renovation of the Nelson District Community Complex (NDCC), plus the relocation of City Hall and Touchstones Museum. The referendum in question passed in 2003;
• Interior Health Authority board of directors, (nine years) www.interiorhealth.ca;
• HEABC, Health Employers Association of BC, (vice chair, director six years) www.heabc.bc.ca;
• Healthcare Benefit Trust, (trustee, six years)
• BCAA, (director 12 years) www.bcaa.com;
• National board chair, CAA (Canadian Automobile Association, director 10 years); and
• Xperigo (Club Auto) national board chair, (director six years) www.xperigo.com.
The following are a series of questions posed to all candidates:
• With the cost of doing business increasing for everyone, including the City of Nelson, how does the city keep budgets in municipal departments from rising annually by the rate of inflation, or is the situation inevitable?
It is important to keep the City of Nelson financially and procedurally efficient, the city must operate prudently, however, it must also meet the needs and demands of a progressive community.
City departments go through workforce and budget planning each year, these sessions analyze the areas of focus, forecast and address workforce supply and demand, and ultimately provide recommendations on strategic objectives. This planning encompasses both union and management objectives and the planned objectives are advanced for final approval.
The city is also addressing efficiencies through projects like digital transformation, making it easier to do business with the city (moving departments to a digital platforms will also reduce the carbon footprint).
There are opportunities for the city to become more efficient and address how taxpayer dollars are directed within the overall budget. City council is responsible for taxpayer dollars and the outcomes produced.
• Compared to its sister cities of Trail and Castlegar, Nelson has double or triple the workforce of those municipalities. Part of the reason for that expanded workforce is that Nelson has its own police force, utility company and public library, to name a few. Should there be a move to change the way those services are delivered, or do we need to support them with more resources?
The current model has served the Nelson community well for many years; I do not see any evidence that overwhelmingly suggests a new model should be urgently reviewed or considered.
The planning models for each department must fit within the city’s overall financial budget, and meet strategic objectives. That process will identify opportunities and produce beneficial outcomes.
• The Nelson Airport occupies a significant piece of real estate in the city. How should the airport be viewed and should it, or shouldn’t it, be kept?
The airport should be retained, there is land to the south of the airport that can be developed.
• Climate change is affecting every area of society and how we conduct business, as well as making us aware of how we consume resources. How can the city do its part to reverse its effect, and move the city further (and faster) down the road it is already on to becoming carbon neutral?
The Nelson Next Climate Plan is the foundational document for the city.
The City of Nelson should ensure the evidence-based, community-first action plan is effectively managed throughout the organization.
With proper metrics over time, better decision making and outcomes will emerge.
• Every community and province has been hard hit by the economic restrictions enforced during the COVID-19 pandemic. What (further) city-led initiatives can be reasonably undertaken to stimulate the local economy?
We have a resilient business community in Nelson, we must understand and consider all pressures on businesses and look for solutions, such as:
Shop Local — support your local businesses.
From the Nelson and District Chamber of Commerce:
In a nation-wide survey up to and including July, only 32 per cent of businesses say they are in good shape, while 20 per cent say they are in bad shape.
Full-time hiring plans continue to narrow, with 20 per cent of firms looking to hire over the next three months and 17 per cent looking to lay off staff.
The major limitation on business growth is by far labour shortages (52 per cent for shortages of skilled workers and 39 per cent for semi- or unskilled workers). Fuel and energy costs have maintained their spot as the top cost constraint currently affecting the majority of small firms (76 per cent).
These indicators should serve as a serious warning to governments that businesses are struggling, they should be factoring this into their economic and policy decisions in the months ahead, as businesses can’t handle any more pressure.
The impact of new taxation, or programs that put the onus on business to find money to pay those programs, is a real challenge.
