Council training a sound investment
Niagara Region cannot afford another political term like the previous one in which the credibility of council was diminished and little was achieved.
At this pivotal time in Niagara’s history, local and regional councils should take courage from examples of progress demonstrated when there have been constructive intentions, collaboration, effective communications, and commitment to Niagara’s health and prosperity.
They include: the reimagination of several municipal downtowns; smart planning, design and building of a few residential areas that offer affordability, walkability, environmental sustainability, and healthy lifestyles; social and cultural improvements; and some evidence of community consultation (note the example set by Lincoln). Further progress depends on the will of the new crop of political leaders to support and connect the 12 municipalities. Niagara’s enormous potential may be most facilitated through the civil exchange of ideas and plans for promoting transit and transportation throughout the region.
The rapid population growth of the Greater Golden Horseshoe has influenced Ontario’s economic development and spilled over into Niagara. Sectors that complement Niagara’s rich natural resources and privileged location, such as agriculture, plant research, and food and wine production have prospered. Looking ahead, cannabis production shows potential. Some say Niagara may also be positioned to lead further cross-border initiatives, invest in wellness and senior living and care enterprises, and increasingly develop, manage and research agricultural and environmentally-sound technologies.
The latest municipal election has renewed hope that local and regional councils will recover from past missteps and distractions. We citizens would be gullible, however, to just cling to hope after what we have witnessed over the past few years. A comprehensive training program for new and returning regional councillors as well as local councillors, with a focus on competent governance in all member municipalities would be a solid investment for the Niagara Region at this time. Today’s challenges are complex and the Region is unlikely to prosper when inexperienced leaders dabble in visioning and planning for the future. Councillors need ongoing guidance and training for the responsible decisions they encouraged to make, the civil conduct they are expected to demonstrate and the enlightened 21st century leadership roles they are tasked to perform. Carol Dale Shipley Grimsby