YMCA Contract Sportsplex Pool

I am, and always have been, a strong supporter of the YMCA expansion pland in downtown Brandon. It is a great project and it will benefit the community as a whole for generations.

I was disturbed, however, when the decision to close the Sportsplex was made at the last moment and with little debate, and then appended to the MOU contract between the City and the YMCA. Important policy deicisons MUST be made in a transparent fashion and not sprung on the city and City Council at 10:30pm on a Monday night with no notice. It is this kind of secretive ad hoc decision making which weakens a city, regardless of the issue.

If elected Mayor, I will continue to support the YMCA's plan to expand their facility and will continue the cities committment to fund it.

I also remain committed to keeping the Sportsplex open.

If elected Mayor, I will start an open process of discussion between the parties involved. Both of these facilities are needed to fulfill the City's obligation to provide recreation facilities to our citizens, especially youth and seniors.

Brandon is poised to undergo another round of population growth and now is exactly the wrong time to stifle that growth by closing recreational facilities.

I am confident that a compromise can be worked out by negotiation which will satisfy the needs and desires of both groups, and do so inside a budget that we can all afford.

It is always best in my opinion, to be honest with people and to deal with issues like this in a forthright and open manner, and it is my intention to do so.

I remain committed to the YMCA facility and the Sportsplex Pool. At the end of the day, I think everyone will be happy with the solution that can be achieved when all parties are at the table.

Prosperity Agenda- A Responsive Framework

An Economic Development Strategy for Brandon (released to media October 7th, 2010)

The City is responsible for creating an environment that allows the private sector to thrive and expand.

In the last few years, Brandon has experienced a remarkable period of population and job growth. It has led to a booming rel estate market and an expansion in the service sector. This growth has come about primarily because of Maple Leaf and our new immigrant families, and the relocation of 2PPCLI to Shilo.

Brandon is coming to the end of that growth spurt. If we are to keep expanding our tax base and the associated enhancements to City services and quality of life and place, we are going to need to develop a new economic strategy for Brandon.

Every restaurant, entertainment enterprise, print shop, construction firm, legal and accounting practice, all our collective prosperity, depends upon new money and business being brought into the city. The rest is just redistribution.

This economic strategy is based on three complimentary ideas:

1. Building a Smart City (released October 5th)
2. Creating a Responsive Framework (released October 7th)
3. Identifying and expanding competitive economic clusters (released October 8th)

Objective #1: Establish the Mayor's Economic Advisory Council

The City of Brandon cannot create economic prosperity alone. The community needs entrepreneurial leaders who are able to make positive change. The City will create an environment that promotes and supports community-based leadership, where citizens, entrepreneurs and employees alike, can take ownership over economic opportunities.

Objective #2: Develop a comprehensive economic strategy- BLUEPRINT BRANDON

Brandon should have a comprehensive and aggressive economic development plan with identifiable goals and action plans. Blueprint Brandon would provide a clear direction for economic prosperity.

Objective #3: Analysis

Competitive Analysis- An examination of the Brandon and Westman regions strengths and challenges to establish its competitive position. This analysis will utilize quantitative and qualitative date, including stakeholder input through interviews, focus groups, and an on-line survey.

Economic Cluster Analysis- Will assess the unique attributes of the workforce and the region, and the business sector composition. The report will provide quantitative and qualitative research that confirms existing targets and identifies potential opportunities. The region's existing target business sectors will be assessed based on national economic trends, existing regional assets, and an understanding of key competitive advantages such as workforce skill levels, geography, and infrastructure.

Objective #4: Encourage an Entrepreneurial Environment

A significant percentage of economic development arises from those ventures already located within the community. This Economic Strategy recognizes the importance of providing support to those already conducting business in the City so they can maintain their current level of business, prosper financially and successfully expand their business or develop new opportunities regionally, nationally, and globally. It is critical to gather and maintain accurate knowledge of the business community.

Last year, Brandon ranked in the top third of the Canadian Federation of Independent Business' Entrepreneurship Index. Our score was driven by our perspective and attitude, but we fell down considerably on actual performance. Therefore, we need to create an environment that entrepreneurism actually flourishes, rather than just thinking it does. And keep track of the numbers/ benchmarks to confirm that progress is being made.

There are two related tasks involved in creating entrepreneurial cities. First, cities must attract smart, entrepreneurial people. (see the post on One Smart city- Prosperity Agenda 1/3). Secondly, cities must possess an infrastructure that supports creative, risk-taking behaviour. the two tasks feed into each other. Smart, entrepreneurial people will be attracted to good entrepreneurial infrastructure. If those entrepreneurial people come to an area, they will help to build the legal, social, and physical infrastructure they need to succeed.

Ultimately, embracing pro-entrepreneurship policies requires a different mindset for the City. The goal should not be to attract a few big employers. Instead, the goal should be to attract a large number of smart people and then to get out of their way. Unplanned creativity and innovation will be the most potent drives of success. City Hall needs to put its faith in the ability of smart people to build their own economic futures, rather than in the seemingly safer, but ultimately less robust, strategy of attracting mature industries.

Objective #5: Build a new framework

• Achieve a renewed spirit of collaboration and cooperation between the public and private sectors.
• Establish a formal forum and process for dialogue between public and private sector leadership.
• Enable clients to apply for, review, and receive permits online to the highest degree possible.
• Leverage technology to enable city inspectors to send reports wirelessly from the field.
• Engage in annual reviews of departmental permitting processes.

Prosperity Agenda Part 1/3

(released at Brandon University on October 5th)

An Economic Development Strategy for Brandon

In the last few years, Brandon has experienced a remarkable period of population and job growth. It has led to a booming real estate market and an expansion in the service sector. This growth has come about primarily because of Maple Leaf and our new immigrant families, and the relocation of 2PPCLI to Shilo.

Brandon is coming to the end of that growth spurt. If we are to keep expanding our tax base and the associated enhancements to City services and quality of place and quality of life, we are going to need to develop a new economic strategy for Brandon.

This economic development strategy is based on three complementary ideas in economic development, each with its own separate release date.

1. Building a Smart City (October 5th)
2. Creating a responsive framework (October 7th)
3. Identifying and expanding competitive economic clusters (October 8th)

No doubt you've heard people refer to the New Economy, but what does that mean? Simply put- we are moving towards a knowledge-based economy (brain over brawn, better over cheap) where the keys to jobs and a higher standard of living are innovative ideas and technology. Good jobs have become technologically complex and are demanding sophisticated work skills. Jobs based on simple, low level work skills are diminishing.

Brandon cannot build a prosperous economy on low skill-low wage jobs.

Brandon is well positioned to thrive in the New Economy. We have the College and University graduating a thousand students a year, well equipped to build a future for themselves. We must tap into that potential to build a future city that offers a great quality of both place and life. We just need to figure out what to do with these incredible assets, and have a City leadership that understands that, in fact, these are assets.

What does all this talk of New Economies and Creativity have to do with the 2010 civic election in Brandon? Its about a stance, a way of thinking. The mayor is the City's civic leader. Does this person embrace change? Look for opportunities? Have a curious mind? Encourage innovation vs the way we've always done it? Because these are the characteristics that will drive a successful economy or business in the 21st century, and they are also the characteristics that will drive a successful city.

In Brandon's future, intellectual capital is a commodity and innovation is the driving force behind economic recovery and future success.

I believe that because of the new technologies and the acceleration of change, knowledge and creativity will be the centre of success in the new economy. Concentrations of skilled people, rather than raw materials, are the engines of growth.

Brandon is well positioned to maximize opportunities in the New Economy because of our university, the community college, the research station, the RHA among other assets. Access to well-educated pools of creative people (entrepreneurs, innovators, researchers, artisans, designers) is what counts.

Human capital, centres of innovation, research institutions are key assets in Brandon's future. Fostering the connections between them and the business community is critical, and the Mayor can play a lead role putting the right people around the table.

The city is one player in a complex economy. Its role in economic development is to find ways of supporting, attracting, and mobilizing the investment required to deliver increased employment, income, and assessment.

What Can Brandon Do?

Brandon needs to think about quality not quantity in terms of economic development. Just because the economic recession, globalization, new technological advances have changed the rules, doesn't mean that Brandon can't learn the rules and win the game.\

The City must act as a catalyst for other organizations, firms, and stakeholders to play their role in building an economy for the future. The economic development function of City Hall must focus on:

• developing, attracting, and retaining talent
• fostering innovation and entrepreneurship
• fostering connections that link people with ideas to talent, capital, and markets
• supporting new economic clusters, such as knowledge creation, life sciences, culinary tourism.

The City needs to champion transformative capital projects such as Brandon University's Wellness Centre, and ACC's expansion to the North Hill. These are building projects that transform who we are and how we think of ourselves as a city.

The needs to include quality of life and quality of place as assets in economic development. Our cities must be livable to attract the creative and skilled people that fuel the economy of Brandon's future. Studies show that quality of life and place are more important to attracting technology firms for example, than traditional factors such as land costs and taxes. Cultural life, diversity, environmental quality, and digital infrastructure are the magnets for economic growth in Brandon. We are a lovely, safe, clean, beautiful city.

And do those qualities have value? Imagine a commuter stuck in rush hour traffic in Toronto. Maybe it takes them an extra hour to get home that if they were doing that job in Brandon. An extra 50 minutes in each direction, 250 work days a year, 40 work years equals 1 million minutes wasted in a car. What would a person do with an extra million minutes? That can be the difference between living to work and working to live. Imagine giving back 16,667 hours to yourself, your family, your community by making a decision to live in a community life Brandon vs Toronto. And imagine the costs to operative the cars for those million minutes, and the impact on greenhouse gases. Brandon is well positioned to capitalize on our size.

• Cities are the key to economic growth- the Federal government and the Province aren't going to care as much as we do about Brandon thriving in the new economy. We have to take ownership of this ourselves.
• There is a new knowledge-based economy. We are training (and exporting) graduates for the new world where brain vs brawn is king.
• Building community capacity will be critical for success; in our people, in our infrastructure, in our competitiveness. We have all the raw ingredients; we just need to be "smarter" in how we deploy them.
• Strategic planning and allocating resources will be key in how we move forward as a city. How will we use capital assets like the Convergys Building? How will we use technology assets like the MRnet (broadband fibre optic cable that surrounds Brandon and increases our connectivity to the Internet)? How will we use the graduates from our educational institutions?
• How will we nurture local competitiveness? Winnipeg used to be the primary threat to Brandon's growth, but other communities in rural Manitoba are now stepping up to the plate and fixing Brandon a run for its money. Russell, Neepawa, and Portage are expanding the toolbox for economic growth; Morden Winkler Steinbach will soon have larger populations than Brandon. Brandon has been resting on its laurels and now our rural neighbours are seizing the advantage.

A Housing Strategy for Brandon

(from a media conference on the grounds of Fleming School October 4th, 2010)

"That all residents of Brandon will be able to live in safe, appropriate housing that is affordable for their income level."

The City is a facilitator, not a builder or a landlord, of affordable housing (CHMC defines affordable as: The cost of adequate shelter should not exceed 30% of household income. Housing which costs less than this is considered affordable.)

As a facilitator, the City's role includes:

• Setting policy- clear consistently applied policies express the City's commitment to affordable/ attainable housing.
• Establishing regulations- effective use of regulatory authority creates housing choice for residents in the form of attainable home ownership, co-op housing, and rental housing.
• Using resources- strategic use of City resources can leverage an increased supply of affordable/ attainable housing. This includes the gathering of information that impacts housing issues.
• Entering into partnerships- collaboration with the business and non-profit communities and provincial agencies will lead to creative solutions to existing and emerging housing issues.
• Advocating- a commitment to ongoing leadership on housing. Championing and lobbying for community initiatives with other levels of government.
• Promoting quality design and innovation- focus on sustainable, energy-conserving, and attractive design and development of new and conventional housing that will reduce maintenance costs, and increase neighbourhood acceptability.

Why Brandon needs a Housing Strategy:

• Demand for housing (affordable residential, social, and rental in particular) has been exploding.
• Long and growing waiting lists for seniors housing, social housing, and housing modified for person with disabilities.
• Student and student family housing shortages affect BU and ACC- we are losing students when they can't find a place to live.
• Students competing with low income individuals for limited supply of affordable rental units.
• Many seniors on fixed incomes are in need of affordable housing.
• Strong relationship exists between availability of an adequate supply of affordable housing and improved health and economic status.
• Co-operative housing is the best long term solution for many people.

What Can Brandon Do?

• Serviced Land Supply. Maintain a planned supply of serviceable land for residential development of various types and densities.
• City Land. Use of the the City's land holdings to help meet affordable and special housing needs.
• Zoning, Subdivision, and Building Regulations. Minimize regulatory barriers for residential developers.
• Advocacy and Involvement. Advocate about Brandon's housing issues and needs.
• Information and Outreach. Increase public awareness of housing needs, issues, and opportunities for actions.
• Need to build financial and consumer literacy. This would be led by housing partners.
• Measuring Accomplishments. Analyse measures associated with achieving goals; spot emerging trends and monitor issues to help inform City policy and decision-making.
• Policy and Implementation. Keep housing affordability on the City's agenda through continued implementation of the Housing Strategy.
• Market Rental Housing Stock. Encourage the development industry to add more rental housing and landlords to upgrade existing rental housing.
• Establish an Affordable Housing Property Reserve Fund and direct revenues from municipal land sales for 5 years, commencing in November 2010 to the Affordable Housing Property Reserve Fund.

Investigate the use of various financial strategies for funding affordable housing, including:

• Land banking as a potential strategy for addressing the limited supply of land for affordable housing development. Land banking involves the acquisition of land by a municipality prior to expanding urbanization; this land could potentially then be used for affordable housing at a later date.
• Inclusionary zoning would require developers to include a given share of new construction to be affordable by people with low to moderate incomes.
• Promote the usefulness of community land trust for affordable housing developments and explore avenues through with the City, in collaboration with community partners, can establish CLTs which are locally-based private non-profit organizations created to acquire and hold land for the specific purpose of making it available for affordable housing.
• Working in partnership with community groups such as NRC, explore the feasibility of establishing Individual Development Accounts (IDA) and a complementary home ownership program to provide a structured way for low income households to save for a down payment towards the purchase of a home.
• Waiving development charges under certain conditions, selling or leasing surplus city lands for nominal amounts, start-up grants, low interest loans and revolving funds.
• Seek provincial approval to create new classes for property tax purposes that reduces annual property taxes on such types of affordable housing as rental apartments.
• Advocate for more cooperative housing.

But first we need leadership to say that housing is a priority for Brandon. And then we need the plan....

Key Goals of the Brandon Housing Strategy: To put forth a set of recommended actions and strategies that are aimed at meeting the identified needs of residents, that maximize resources and create effective partnerships, and which are consistent with current local objectives and policies.

• Provide an analysis of the housing needs facing residents of Brandon.
• Collaborate with senior government, our municipal neighbours, the region, the housing industry, and community stakeholders in the interests of housing affordability.
• To facilitate partnerships within the community.
• Preserve and increase Brandon's stock of safe, affordable, appropriate housing.
• Decrease the number of Brandon residents in housing need.
• Establish an environment that allows the private market to build affordable.
• Ensure and enforce safety standards in the city's stock of market and nonmarket rental housing.
• Support appropriate infill and intensification.
• Investigate the opportunities of using 25 foot lots.
• Continue to facilitate the legalization and implementation of "granny" suites.
• Limit the loss of existing affordable rental housing, in particular the condo-ization of rental properties.
• Examine financial tools and incentives
• Review, plan, and monitor achievements regularly.
• Work with BU and ACC to help resolve student housing shortages.

A Vital Downtown for Brandon

(from an announcement at the Brandon School of Dance on Friday, October 1st)

Great cities have great downtowns! A great downtown draws people in, it inspires, energizes, and tells the story of the people who inhabit it.

Why is downtown revitalization needed in Brandon? Research shows that a healthy, vibrant downtown boosts the economic health and quality of life of the whole community. It creates jobs, incubates small businesses, reduces sprawl, protects property values, and increases the communities options for goods and services. A healthy downtown is a symbol of community pride and history.

Brandon needs to let go of its memories of a 1950s era downtown that was the region's central shopping area. It's a natural part of the renewal cycle for a downtown to take on a new identity, to reinvent itself every few decades, transforming how people see it and use it. What we need to focus on now, is what do we want this unique physical area to be in order to meet Brandon's and Westman's current and evolving needs?

The key feature in successful downtown redevelopments has been patience. A relentless effort, a well-designed strategy, and energy from many directions are also integral to the revitalization that will make downtown Brandon distinct and thriving.

Goal 1: Carving out a distinct economic role
Downtown should be a centre of arts, culture, creativity, innovation, and knowledge and serve as an incubator for artists and entrepreneurs.
Other communities have found success in developing their downtowns into vibrant centres of arts and entertainment. Fargo has rebuilt its downtown with a focus on restaurants and entertainment. Other cities, using culture as a catalyst for their downtown renewal see public art installations, live performances, film theatre, dining, and the development of creative events as critical to adding vibrancy.

Brandon has a good start on creating a critical mass of entertainment and leisure opportunities in our downtown. We also have a summer special events to to bring folks downtown, and the Manitoba Institute of Culinary Arts could be a competitive advantage in a food-focused plan. along Princess Avenue, there is the YMCA, Princess Park with Oliver's Bistro BBQ, and the new Kristopher Campbell Memorial Skateboard Plaza. A bit further along and Clancey's offers a unique restaurant-pub experience. Along Rosser, we have more pubs, bars, and great restaurants. Sandwiched between the Brandon School of Dance and Steppin' Time Dance Studio is the former Strand Theatre with its potential as a performance venue. Bookstores, the public library, independent art galleries as well as the Art Gallery of SouthWestern Manitoba are part of the cultural foundation of Brandon. This culture-entertainment cluster is established, we just need to build on it and ensure that it thrives and grows.

Goal 2: Encourage more people to live and work downtown.
A complete, livable community, downtown should be a neighbourhood where people live, meet, stroll, shop, congregate, learn, and play.
To make downtown Brandon an attractive, safe, interesting place to live and work, we must respect and celebrate downtown Brandon's unique built heritage. Residential opportunities must be diverse and include housing at affordable as well as market rates. The city needs to be an active partner, promoting the quality of life of downtown living, as well as looking for opportunities to assist residents.

Goal 3: Develop a macro-economic strategy for downtown Brandon that supports existing business and attracts new development.

• Linkages with government agencies such as NRC and Renaissance Brandon. Each sector and partner has a role to play and each must understand the strengths and limitations of the other in order to forge an effective partnership.
• Design that enhances the historic architecture- capitalizing on its best assets and pedestrian friendly streetscapes is just part of the story. An inviting atmosphere created through attractive window displays or artists studios in the windows of empty buildings, parking areas, building improvements, street furniture, signs, sidewalks, streetlights and landscaping convey a positive visual message about the downtown and what it has to offer.
• Promotions and marketing sell a positive image of downtown Brandon and encourages consumers and investors to live, work, shop, play, and invest in downtown Brandon.
• Economic restructuring and diversification strengthen Brandon's existing economic assets while expanding our base. Brandon needs to put more effort into Renaissance Brandon and Economic Development Brandon to help sharpen the competitiveness of existing business owners and recruit compatible new businesses and new economic uses to build a downtown that responds to Brandon's current needs. Part of that effort could be converting unused or underused commercial space into economically productive properties which would also help boost the profitability of downtown. the city may have to use both sticks and carrots to ensure that property owners are part of the process.
• Safety- "eyes on the street" has been the most effective way of reducing crime and making the streets feel safer. That means more people downtown. While we wait for that critical mass of population density, Brandon City Police could be more visible, increasing their foot patrols, with emphasis in gathering areas such as Princess Park and the front of the Brandon Inn.

Downtown Brandon needs to be re-visioned as a magnet for visitors. Redevelopment projects must be capable of regenerating their economic base. To be sustainable, downtown Brandon must be equipped to seize new, economic opportunities.

And finally, development must reflect downtown's unique characteristics, which means establishing a new system for planning approvals, re-evaluating property tax principles, and zoning.

• the zoning, tax, and regulatory frameworks need to be reviewed to insure that they help and not hinder downtown development. Zoning codes initially written reflect the new suburban ideal of the automobile and wide, open spaces. They don't work well with a downtown's density. Front, read, and sideyard setbacks, parking restrictions, and other suburban zoning codes fail to take into consideration attached, multi storied buildings with no setbacks. The need to seek special permits and variances and other municipal approvals add to the cost and complexity of development and may discourage potential developers. The requirement for parking is also a deterrent and is creating a sea of asphalt and interrupting the walk-ability of our streets.

the objective is to determine a mix of different attractions that ring a mix of people downtown at different times of day, on different days. If Moose Jaw, Regina, Fargo had the same starting point as Brandon in terms of challenges and opportunities, why have they been successful with their revitalization efforts, and Brandon continues to languish?

First we need leadership and vision to say that downtown is a priority for Brandon. And then we need the plan.....

Building a Two-Way Street

(from a media release event at Komfort Kitchen Sept 24th, 2010)

ACCOUNTABILITY:

The people have the right to know, and City Hall has a duty to inform.

"As Mayor, I will not shy away from public questioning. I promise that
I will open City Hall and the Office of Mayor up to scrutiny by the people of
Brandon. by holding regular public meetings such as Town Halls, people in
Brandon will have the opportunity to come and directly quiz me and senior
decision makers on the topical issues for the City, such as the economy,
policing, housing, recreation, and the environment."

"I believe in dialogue, NOT monologue."

Planned, on-going communication would keep Brandon residents informed, engaged, and in sync with City planning and priorities. Brandon's City Hall needs a broad communication strategy so that it meets the community's needs, as well as meeting City Hall's needs. The strategy should incorporate face-to-face, formal, casual, verbal, written, and online methods.



Town Halls

Many Counsellors have Ward Meetings on a regular basis, however the Mayor needs to create a similar opportunity for all the City. Following a State of the City format with a Question Period from the audience, regular Town Halls would encourage residents in Brandon and the decision makers at City Hall to have open lines of communication. This kind of face-to-face communication can help rebuild trust in City government.

"Town Hall meetings give the audience an opportunity to express their
opinions. There are ways for people to get information FROM the Mayor, but Town
Halls provide a way for people to get information TO the Mayor. Two-way
communication is critical to reduce confusion and misunderstanding, and give the
Mayor the opportunity to hear directly from the people."

Public Consultation (issue specific)

The benefits of public consultation include:

• Being responsive to the community's right to know and to be involved, and the duty of City Hall to inform.
• Recognizing the value of the opinions and expertise offered by members of the public allows City Council to tap into the widest source of information possible, improving the quality of the decisions reached.
• Alerts Council to any concerns and issues not picked up through existing research or policy development.
• Ensuring information and knowledge is shared with and/ or received from the public.
• Providing opportunities to build consensus around issues or changes.

Fireside Chats prior to Council meetings (broadcast on Access 12 WCGtv)

During a short broadcast prior to WCGtv's broadcast of City Council meetings, a pre-recorded "Fireside Chat" would give the Mayor the opportunity to talk about specific initiatives at City Hall, celebrate achievements and awards in the community, or provide information on ongoing City initiatives.

Coffee with the Mayor

This is a great opportunity for people in Brandon to discuss specific issues with the Mayor in a casual, informal setting. It is also an excellent opportunity for the Mayor to gather candid feedback about how things are going in our City, what programs, services, and facilities people are enjoying and which could use improvement, and what they'd like to see in the future. There would be no agenda or topic of the day other than to meet Brandon residents and hear what's on their mind.

Blog

For those who prefer online, written communication, blogs are an effective tool for sharing information and opinions. It could also contain references and links to other online information. It would be moderated and hosted on the City website.

Facebook (FB)

city Hall is already dipping its toe into social networking, and these initiatives should be expanded. Facebook is a forum to connect with people both inside and outside the City. FB is also a way to keep in touch with people who have moved away from the city or connect with people moving into the city. On other city's FB sites, Quality of Life issues are the most prevalent posts-status updates.

Open Government for City Hall!

(media release Sept. 21, 2010)

Transparency means that something can be seen through. when we talk about transparency at city Hall, we mean that residents in Brandon must be able to "see through" its workings, to know exactly what goes on when public officials transact public business.

Like goo business decisions, good policy decisions are data driven. The public needs to be confident that their tax dollars are being spent effectively. Without that confidence, there is no trust.

Residents are shareholders in the City. As such, they are entitled to regular performance reports. Reporting needs to be public and accessible, based on a framework of agreed upon goals and measures. There are three types of reporting that lay a foundation of trust between residents and the people elected to represent them.

Published benchmarks- updated on a regular basis (quarterly, annually)
Citizens in Brandon need a series of quantitative benchmarks that can track economic development and community well being. The insights garnered from the data would help policy makers, the business community, practitioners, researchers, and external users such as business location recruiters and government funders build a stronger foundation for the future.

Data could be gathered, analyzed, and disseminated on (ideally) a quarterly, or annual basis. It would be comparable year over year. As community identified priorities change, benchmarks would be adjusted to show progress against those priorities. Benchmarks address tow critical questions:

Do we have efficient and effective services?
Internal: Internal performance measure enable City Hall to continually monitor and improve on service delivery to Brandonites, and most importantly, explain exactly how your tax dollars are working for you. Some examples of tangible services that could be benchmarked include:

• Adequacy of roads- percentage of paved kilometers where the condition is rated as good to very good.
• Wastewater main backups- number of wastewater main backups per 100 kilometers of wastewater mains in a year.
• Green space- hectares of open city-owned green space per 1,000 persons.
• Participant hours for recreation programs- total participant hours for recreation programs per 1,000 persons.
• Building permits issued
• Taxable assessment per capita

How are we growing and are we more prosperous?

External: based on survey or census data

• Tracking shifts in population: numbers and demographics
• Average household income
• Home ownership levels\
• Employment rates
• Immigration
• Job creation
• Small business start-ups

Why does Brandon need to incorporate benchmarks in its public reporting?

Benchmarks would allow the City to:

• Assess the areas where Brandon is strong and doing well.
• Identify areas where there may be opportunities to improve services that could result in cost savings or service improvements.
• Integrate benchmarking into strategies for continuous improvement of operations.
• Provide a foundation for more detailed analysis of selected services.

Report Card- annually, available online and distributed to all households

The Brandon Report Card would be a one-pager and a way to share important information regarding the delivery of municipal services and to evaluate the efficiency and effectiveness of those services. These measures focus primarily on service quality, benefits to citizens, and the impacts on the quality of life in Brandon. They would be based on broad themes and be the roll-up of individual benchmarks. Themes could be Quality of Life, Prosperity, Leadership, Community Engagement, Safety.

Annual Report- available online and upon request

Residents are shareholders in the City, and should have access to an Annual Report on performance and annual reporting on the progress of the Strategic Plan. the plan would unite the focus of Council and the community. It would provide clarity about Brandon's future, and would outline the concrete actions that we would take to get us there. It's a blueprint for success, serving as Brandon's roadmap- in good times and bad. It would align day-to-day work at city Hall with the priorities of the City. It enables Brandon to be transparent about the vision for the future and how we would get there.

The Annual Report would not be just a review of the past years accomplishments, but also forward looking toward the upcoming year's priorities and goals. The Report could include reporting on:

• Prudent management of the city's finances
• Innovative use of information technology
• Accessible customer service
• Proactive communications with Brandon residents
• Safety and security practices within the City