Dauphin Herald
Sustainability is a key factor in decision making
With polling day just two weeks away, mayoralty candidates take a look at sustainability.
We asked the question, “Over the last number of years the City has undertaken development with eye towards environmental sustainability. Is this a focus you would like to see continue and what initiatives have you included in your platform to proceed down that path?”
Here are their responses.
Kerri Riehl
The current options and opportunities are limitless when it comes to environmental sustainability. We are fortunate to live in a time where sustainable development and environmental stewardship are being fostered by every level of government. Elaborate plans, and research is not required.
Endless grants and funding opportunities are laid out for us. We need to capitalize on these opportunities. There are many grants and incentives available through Efficiency Manitoba, (provincial), the Green Municipal Fund under the Federation of Canadian Municipalities (federal), the federal government and Manitoba Hydro.
The key is changing mindsets and getting “buy in” from the community including council. To me, public engagement means sharing a vision, sharing what the city of Dauphin is currently doing and engaging knowledge. Communication, and sharing of information is key. We have incredibly knowledgeable people in our community on numerous subjects, but we must be willing to invite them to participate.
I am fortunate to have the ear of a power engineer, a niece who is an environmental engineer currently working for the City of Regina, and her husband who is a petroleum engineer working for the Province of Saskatchewan. They are incredible information resources. Visionaries, with endless possibilities who just recently revamped my compositing system.
Competency in the role and job is key. The city draft plan states that in March of 2020 they finalized a community and energy emissions plan. Plans are a great starting point and a snapshot of existing infrastructure, but they require competent action with measurable goals and sufficient competent resources for implementation.
While working for two international diamond mines, technology from Israel, South Africa and Australia was incredible. Virtual meetings were held daily.
In 2018 when I was elected to council, paper agendas were still being utilized and there was no IT position. I suggested an online upload version of agendas. In 2020 Justin Tokarchuk was hired as Information and Communications Technology manager. With his knowledge and competency, he has made incredible strides in bringing the City of Dauphin into the technology era within two years.
The visions are there. They need to be accessed, actioned, and completed. FCM Green Municipal Fund currently has an energy grant for transitioning ice rinks and swimming pools to net zero. Our systems currently are at end of life and require replacing. We could significantly lower our operating costs. The federal government has a $27 billion grant available for electric vehicle transit buses until 2025. We could have a transit bus at no cost. Biomass energy opportunities in this area are available for our agricultural partners. Not only would it be environmentally sustainable, but it would also provide incredible economic development opportunities.
I currently have an off-grid property utilizing biomass heating, solar, compositing, and has net zero impact. At home, food security is key for me growing my own vegetables, microgreens, composting, and I am now experimenting with hydroponic vegetable growth throughout the winter months. I am committed to environmental sustainability.
Stewardship is a key role of council. Council is “responsible for the supervision and care of the municipality’s resources. This means making sure that infrastructure, money, and staff are used properly and effectively. This also means planning strategically for the challenges and opportunities of the future. Only council as a whole can make decisions for the municipality.”
People must understand that the mayor has no additional perceived authority or power over any other member of council. The mayor has one vote. Every council member has one vote. Everyone is to have an equal voice. There are to be no meetings held outside the council chambers excluding other members. There is to be public debate. It is not what “I” can achieve, it’s what we can achieve together through research, knowledge, discussion, and the willingness for progressive change. Seeking individual solutions is not effective. You won’t hear me say “I will,” “I can”, or “as mayor I will,” because it’s not one individual who makes the difference, it’s the entire council.
The possibilities for environmental sustainability are endless and very exciting. We simply need to make it a priority.
David Bosiak
I would like to broaden the definition of sustainability in my response to include more than the environment – and start by saying yes. The City of Dauphin must forge ahead and embrace all forms of sustainability, as it is a key component to building a safe, healthy community.
I wrote a book in 2014 titled If You Don’t Look After Your Body, Where are You Going to Live that focussed on caring for yourself so you would be better able to care for others. In a broader context, we must do the same with our community, we must care for it so it remains a healthy and vibrant place for ourselves and our children and grandchildren.
The Federation of Canadian Municipalities recently produced a report that outlines the role of municipalities in building a greener economy. The report states, “Green economy initiatives can improve a community’s quality of life, foster economic development and drive competitiveness, while creating jobs and enhancing the skills of the local workforce. . . Making municipal operations more energy efficient can produce substantial cost savings, freeing resources for other municipal objectives.”
Former Mayor Eric Irwin strongly believed in sustainability and was instrumental in establishing a pilot project in Dauphin that created a Community Energy Advocate position, the first of its kind in Manitoba. Mayor Al Dowhan also supported the program, and many innovative environmental initiatives occurred under the direction of Steve Sobering, our Community Energy Advocate.
You might recall the various LED lighting projects in Dauphin that brightened our streets, most commercial and all municipal buildings - including the CUP, solar panels at the City shop and #1 Lift Station, our active transportation plan, lagoon upgrades, a recycling and diversion centre at the waste management site, green bins . . . these are all helping us be more sustainable. But we must continue to innovate, to do more.
Selkirk recently hired an Energy Advocate and now leads Manitoba in sustainable energy initiatives. Their city has received considerable funding from the provincial and federal governments because of their actions related to environmental sustainability.
If elected I would immediately urge council to re-establish an energy advocate position, fund it appropriately and initiate innovative projects sitting on the shelves at City Hall and in the minds of our citizens.
That will lead to cost savings and a more sustainable future for all of us.
If elected I will also advocate for a greenhouse gas emission monitoring program that will help us become more efficient in our energy use and help us plan for the future. I will investigate the options of replacing our diesel garbage truck with an electric model, that will reduce both emissions and operating costs, and do the same for the pick-up trucks used by the public works and recreation departments.
However, sustainability is more than environmental. The availability of recreational and cultural facilities is paramount to community sustainability, and if elected I will ensure adequate funding is provided to Dauphin Recreation Services, the Dauphin Public Library, the Watson Arts Centre, Northgate Trail System and museums in our community. I will encourage council to continue its support of the Maamawi Park development at the former DMCC grounds and ensure Vermillion Park and its trails and pathways are always accessible and available for citizens.
I will encourage council to support health and education services and programs offered through the Dauphin Friendship Centre, Parkland Crossing, Regional Connections, Neighbourhood Renewal Corporation and other not-for-profit agencies. These partners are doing tremendous work in helping make Dauphin a great place to live, work and play.
The purposes of a municipality are to foster economic, social and environmental well-being and Dauphin can continue to do that by embracing and encouraging partnerships and productive supportive relationships.
I have a track record of working with others and getting people to get along. Working together to enhance our community sustainability will be a top priority at City Hall if I’m elected on Oct. 26. Forward. Together.
Check the Dauphin Herald's Election Section this week for more on the upcoming Municipal Election ---> VIEW HERE!
Dauphin Herald's 2022 Municipal Election Section
Mayoralty candidates focus their attention on crime
This week’s question for Dauphin mayoralty candidates focuses on crime which has emerged as a leading issue in the campaign.
We asked, “Crime has emerged as a major issue in the upcoming municipal election. Considering the municipal government has no power to legislate criminal laws, has no influence over the courts and no real control over RCMP operations, what role do you see for the City in the fight against crime?”
Here are their answers:
David Bosiak
We all follow the news. We read the paper, listen to the radio. Every incident of violence or property loss gives us pause.
What kind of community do we live in? What kind of community do we want to be? Crime isn’t just about policing and security investments. It’s a multi-faceted problem that requires efforts from a large number of people and organizations. This includes:
• The RCMP – The local RCMP is unable to keep the full budgeted complement due to high vacancy rates and low recruitment in the force nationally. As Mayor, I would meet with the local staff sergeant to discuss staffing levels and scheduling and explore how they can best meet our needs within their reduced complement. I will advocate to D Division and to the federal government, if necessary, to ensure staffing shortages are addressed.
• The Association of Manitoba Municipalities – As mayor, I would engage with other communities that are facing similar increases in crime to ensure a collective campaign to senior levels of government to address the unmet policing needs of rural communities.
• Social service organizations – Criminal activity is often a result of poverty, drug addiction, mental health issues and inadequate social support networks including lack of appropriate or any housing. Dauphin is fortunate to have several agencies dedicated to addressing these needs. As mayor, I would ensure the City took a more active role in leading discussions between these groups, primarily by helping them identify service overlaps and gaps and, when necessary, providing additional funding and other supports to ensure services are fully available and being efficiently delivered. The City must do more than participate in discussions with these groups – it must lead.
• Other communities – Dauphin is not unique in struggling with issues of crime, poverty and homelessness. We must look elsewhere for best practices and consider whether other programs might benefit us. As mayor, I would investigate whether a Saskatchewan Community Service Officer (CSO) program – where CSOs handle less serious matters, leaving the RCMP free to focus on serious crime – would benefit us here.
• Collective action – Reducing crime is a collective activity that should involve everyone. As mayor I would facilitate this collective action by supporting the newly-formed Citizens on Patrol program and working to implement a Neighbourhood Watch program. I would reach out to the Bear Clan and explore the possibility of partnership with them, as well.
• Individual Action – As mayor I would follow the lead of other Manitoba communities which send out daily email and telephone notices reminding citizens to “lock things up” before heading off to bed. I would encourage council to promote neighbourhood and block party events which would allow neighbours an opportunity to get to know each other and lead to a greater sense of personal and neighbourhood security.
• Investment in infrastructure – As mayor I would encourage the City to actively facilitate the development of affordable housing projects in Dauphin and would continue support to existing projects at Parkland Crossing, The Dauphin Friendship Centre and Under One Roof.
There are many opportunities that are within the power of city council and each and every citizen to contribute to making Dauphin a healthy, functioning community that do not require criminal law legislation or police officers or judges. The criminal law is only part of the solution - the rest is up to us. Living in a community means dealing with some level of crime. We can focus on crime and crisis solely or we can put effort into building a community that is healthy and functional for all. We should be moving forward finding solutions, not stoking fears. Vote for me on Oct. 26 and I will make sure the City is doing everything within its power to move toward a brighter future for everyone.
Kerri Riehl
The city is the key player in the fight against crime within Dauphin. City council decides on the number of police officers for the area.
According to the city of Dauphin website we currently have one staff sergeant, three corporals and 18 constables. The area covers 8,000 square kilometres, and borders RMNP, Dauphin Lake to the East, Duck Mountain Provincial Park to the NW and all the towns within that area.
In 2019 council decided to pay for an additional RCMP member to work with four other members in the region as a member of the Crime Reduction Enforcement Support Team who focus on intelligence-based investigations such as drugs and property crime. $3.2 million is spent on protective services. Council’s number one responsibility to the citizens of Dauphin is financial accountability and therefore it is essential this money is utilized properly.
Council has a Protective Services Committee who meets quarterly with the RCMP. They work with them to determine policing priorities. As the deputy mayor I participated in an audit with the RCMP to evaluate the services they supplied to our community.
In 2019 I attended the AGM for the Canadian Municipal Network on Crime Prevention. Afterward, I asked the city to become a member of the organization which we did. They provide national practices, mentorship and support from community safety specialists and peer practitioners, as well as monthly workshops and training.
Membership benefits give us access to a large network of professionals, programs, prevention initiatives, community safety plans, resources, and the tools to tackle the issues of crime within our own community.
Our issues are the same issues other communities are facing across Canada, we are not unique to the challenges of today. The positive side of this, is that the solutions are also readily available to us from across Canada, we do not need to “reinvent the wheel.”
In 2019 I put forth an initiative to establish a community wellness advisory committee. This committee was recently established in 2022 and Dauphin received $1.2 million in funding from the provincial government to assist with the implementation of this safety plan over two years. This is a critical component. This group will be tasked with the compilation of data and the development of a safety plan which will then enable council to apply for funding and advocate to other levels of government. This funding can create crime prevention and harm reduction initiatives. Such initiatives could include a sobering center, a restorative justice center, community safety officers, etc.
The citizens on patrol group met on Sept. 22 There was a guest speaker in attendance. Richard Ives from the Dauphin Co-op is spearheading this initiative. He advises that he has 12 volunteers for the program so far.
I love Dauphin. We live in a wonderful community, and I am grateful to be home. I also see concerns that need to be addressed, ignoring, or denying them won’t make them disappear.
There is a lot of passion and willingness within our community to address crime and the risk factors associated with it such as addiction, mental health, poverty, and homelessness. I am a realist. I accept a situation as it is and deal with it accordingly by tackling the issues head on. Difficult conversations are required, and action plans are necessary to address the issues. With 35 years of experience in the police and security industry I have the vision for a safer Dauphin.
City council, your elected officials are the key component to addressing crime in Dauphin and it is possible.
Your vote matters.
Dauphin mayoralty candidates discuss leadership
Dauphin mayoralty candidates continue their campaigning this week with their thoughts on the concept of leadership and their specific qualities which will enable them to effictively lead Dauphin city council for the next four years.
The following are responses to the question, “The effectiveness of any policy developing body - elected, appointed or volunteer - can eventually be traced back to manner in which it is steered by leadership.
What is your vision of being a leader and if elected as mayor of the City of Dauphin what style will you employ to ensure citizens get the most from their local government over the next four years?”
Kerri Riehl
Councils’ role is to be the decision-making authority. They steer the ship. City administration is responsible for implementing the decisions made by council. In other words, they row the boat. Elected officials are to serve you, the people who have chosen Dauphin as their home. The goal is to achieve office creating an environment which improves the lives of people in our community. People before politics. My vision and goals of leadership.
Residents want to be seen, heard, and feel that they are a valued member of the Dauphin community. I believe when the communities’ voice is ignored, our opportunities as a community are diminished.
I joined council in 2018 after I asked for a meeting to address my concerns about the rising crime within the community. The existing council did not respond for six months. Council asked me to attend a meeting only after I held two public town meetings which I organized myself.
Once elected, each councillor was to submit goals for the four years. I attended a meeting where my defined goals were discussed. That was my introduction to being a councillor in Dauphin in 2018. I left the meeting feeling defeated. I was not privy to the goals of other councillors. At the following council meeting I received the list of “our” goals for the next four years.
I went on a quest identifying councillors’ role and responsibilities. My intention was to understand the process thoroughly. I am now competent in the process.
Change takes courage, the courage to break away from the old ways of doing things that are not achieving the needed results. We require leaders who are respectful even when the status quo is challenged. This can be achieved by speaking about the issues and not about personalities. This is the foundation of politics as I believe it.
My vision of being a leader is “creating an environment where all people feel valued and heard as contributing members of our community.”
My leadership style can be described by one of my staff. I share it with her permission as follows:
“I just wanted to say thank you for everything you have done for me since we met in September. You gave me a chance. You helped me fill out forms and always check to make sure I am ok. You have no idea how much I appreciate it. The way you treat your employees with respect and caring nature makes this job so much more stress free and makes me love it here. I never had a boss give me a birthday present before. For everything you have done, I’ll be forever grateful and in debt. You will always have me perform at my best any time you need me. You’re an amazing individual, an amazing employer and I hope to be half of the person you are one day. I hope you feel just as appreciated as you make me and others feel. You deserve it. Thank you. You have my full support as you walk your journey of life. I am only a call away. You would make a great Mayor.”
There are 17 candidates running to fill sixcouncillor positions. I have spent three years on council, including one term as deputy-mayor. The mayor must understand the process to be effective.
Our current mayor speaking as deputy-mayor during his media interview on Oct. 4, 2021, stated “the first year was a throw away because you have to absorb so much information. I feel like I was useless for that first year because I had to learn so much.”
Our previous mayors had experience as councillors prior to fulfilling the role as mayor.
Leaders steer decision makers, it is essential they understand how the process works. Councillors must have the knowledge and experience to understand when they are being steered in the wrong direction. Knowledge comes from experience working within the process, and I have both.
I relocated 11 times in the RCMP yet chose to make Dauphin the place I call home.
I have three promises.
1. The governing process will be followed with integrity and transparency.
2. I will see you, hear you, and treat every individual respectfully.
3. I will never forget that I serve and work for you.
David Bosiak
A leader’s greatest responsibility is to the people around them.
People are complex and managing relationships is a key attribute of effective leaders. Sometimes this requires them to be a peacemaker, sometimes a morale booster, sometimes a champion.
I strongly believe the true test of a leader is how they treat the complex and varied people around them. Are they getting the best out of these people? Are they creating and maintaining positive relationships between all the members of their team, especially during challenging times?
My leadership style has been forged over a professional and volunteer career spanning more than 40 years. I’ve worked with dozens of organizations and communities, big and small, and been involved with several provincial and national organizations.
These experiences range from multi-year, multi-million dollar projects to small, struggling not-for-profit organizations. In many of these situations I gained group trust to hold leadership positions. Each of these situations taught me something. Being willing to listen, to engage in meaningful dialogue, to disagree without becoming confrontational, to strive to achieve consensus and to keep going when things get tough are all traits of effective leadership.
An experience comes to mind that highlights my leadership capabilities. It was the early 1990s. I had just been hired as the new general manager of the Dauphin Joint Recreation Commission, and was representing the DJRC at a provincial meeting of the Manitoba Parks and Recreation Association (MPRA).
At the meeting, MPRA was informed that the City of Winnipeg had changed their department structure. No longer were city recreation staff able to participate on the board of MPRA, which quickly led to its demise. In one fell swoop Manitoba became the only province in Canada that did not have a provincial recreation organization. As a result, Manitoba lost its seat around the Canadian Parks and Recreation Association (CPRA) national table.
Being concerned about the plight of recreation in Manitoba, I quickly engaged with a group of recreation contacts. We agreed that something had to be done. We reached out to our networks, advocated for support, and after a short time of energetic planning, formed a new provincial recreation organization - Recreation Connections MB. I soon became the organization’s president, and helped lead Manitoba back to becoming an active and participating member of the CPRA.
My own leadership style evolved over time through this experience and others like it. I have developed and continue to base my style of leadership on a few key values that I believe embody effective leadership.
If elected mayor I commit to bring these values to city hall:
• Empathy – Leaders must care for and respect others and their opinions as much as they care about their own. I cannot recall an effective leader who did not rely on the efforts of others to achieve success. Leaders rarely succeed alone.
• Passion – Leaders must believe fully in their mission and pursue it with vigor. They must be able to bring people along and share their passion. True leaders don’t impose their opinion - they light a path that others want to walk down.
• Integrity – Leaders should be aware of what the rules are and set an expectation that they be followed. This creates a secure and transparent environment where the team has confidence in procedures. Leaders should never expect others to do what they themselves would not and should create an environment of trust, where people feel free to share opinions and ideas openly and without fear.\
Effective leaders think and talk about solutions, not problems. They surround themselves with smart people and aren’t afraid of them or their opinions. They create an environment where great ideas turn into reality. Leaders don’t complain – they get the job done.
Elect me on Oct. 26, and this is the kind of leadership you can expect.
Dauphin Mayoralty candidates offer positions on small business
This week’s focus on the race for the City of Dauphin mayor’s chair looks at supports for small business.
The question for candidates David Bosiak and Kerri Riehl was:
Small business is one of the pillars of the community and locally, many small businesses are struggling to rebuild from the devastating effects of the pandemic. What role do you see for the City in facilitating that recovery and do you have any specific programming in mind that would you like to see implemented?
David Bosiak
The global pandemic stopped ordinary life in its tracks. We were all there. From family gatherings for weddings and funerals to rites of passage for our young people the usual just didn’t happen. Local businesses were dealt a devastating blow. Things are improving but to start anything from a dead stop takes energy, time and money. Small businesses particularly are dealing with inter-related challenges – from the pandemic, staff shortages, rising input costs, supply chain issues and inflation. As a small business owner of 30 years in Dauphin I have been concerned by the issues facing current businesses. Who will weather this storm? Who won’t? What role can the City play in their recovery?
Firstly, the City should not make life more difficult. The City supports small business (defined by Industry Canada as a firm that has fewer than 100 employees) by making Dauphin an attractive and affordable place to operate. Although the City does not partner directly with businesses, they create the climate where businesses thrive or struggle so should assume responsibility for keeping them in Dauphin. As Mayor I would work with Council to:
• Freeze municipal taxes during recovery period;
• Lower existing service fees and charges to small businesses;
• Not impose new business taxes; and
• Propose an interest free property tax deferral program to assist businesses during pandemic recovery
There is a growing issue with lack of available workers in our region. In order for businesses to have access to the right people at the right time, skill building has to be occurring constantly. Do we need plumbers, electricians, nurses’ aides, practical nurses and child care workers? Those people can be trained right here. Keeping that capacity in place is one plank of recovery. Institutions such as Assiniboine Community College, Dauphin Friendship Centre and Regional Connections (the immigrant support service) have a wealth of courses and support to help people get job-ready. As Mayor I would work closely with these organizations and advocate to them and their various funders for the continuation of education options, settlement services, English-as-a-Second Language classes and literacy classes to provide job seekers the tools to join the labour force and support local business.
There are also structural changes that can be made to support bold and innovative ideas. Dauphin implemented a new accommodation tax this year. I would work with Council and propose the proceeds of this tax be earmarked for economic development initiatives for local businesses. The newly unveiled Dauphin Tourism branding “Adventure From Here On Out” positions Dauphin nicely to attract major events. Such opportunities attract people who spend money at local businesses. I would propose a new “Dauphin Adventure Fund” that would allow local organizations to apply for assistance and seed money to attract more major events to our city. The economic spin-off impact of major events is real, and many Dauphin businesses would benefit from more visitors traveling here to see all we have to offer. I would recommend the current Economic Development Committee expand their work to ensure there is community input into the use of accommodation tax revenues.
There are even smaller businesses that have a few employees or are run by entrepreneurs out of their basements, garages and workshops. These micro-businesses are adding more and more to Dauphin’s economy. I would ensure the City worked in partnership with local organizations the Hub and Community Futures so that entrepreneurs can access loans, training opportunities and assistance with business planning and related needs. I will propose ongoing financial support for the Hub to City Council and be a strong advocate for its approval.
Behind the scenes there are interactions with the City that are not always visible to the general public. Administration must continue to ask themselves - are we making it easy to be in business here or are we making it hard? I would ensure the Economic Development Office continues to work with businesses to smooth out the permitting and development plan process, and to work with new developers to find cost efficiencies and create incentives to stimulate commercial, light industrial and residential housing developments.
Dauphin is a great little City. I know from personal experience it is also a great place to operate a business. Elect me Mayor on October 26th and we will keep moving forward.
Kerri Riehl
Experience is knowledge. I experienced the covid era as the sole owner of a small local business in our community, Riehl Security Solutions. Business owners endured alongside many other professions and people. We certainly were not in a covid pause, we all were in survival mode pivoting and scrambling daily.
As we emerge from the covid 19 crisis, other challenges continue to deeply affect Dauphin’s small businesses including struggles to return to normal revenues, the weight of the covid-related debt businesses were forced to take on to pivot and survive, rising costs on virtually every business expense and a gripping shortage of labor.
Along with the devastation to our local small businesses, our community members are also dealing with a great deal of trauma, loss, high cost of living, and food security. Strong leadership is vital to our community’s recovery.
What role do I see the city in facilitating with regards to recovery?
Principled leadership. For example, several people advised while their businesses were shut down for many months, they never had any contact with our leaders or economic development. However, they received a ticket for a snow-covered sidewalk and suggested a phone call would have been preferred under the circumstances.
As a business owner myself, I have experienced the same lack of regard. My only contact has been letters seeking donation to the city’s Christmas hamper or welcoming programming within the last seven years.
Personally, I served on council for three years. I resigned as my 84-year-old mother was diagnosed and quickly at end of life in B.C. requiring immediate terminal care. City staff are provided with time off and the option to care for their dying parents while small business owners are not. They cannot simply “close shop” and expect to reopen in the future. Councillor Eilers was the only individual who reached out to me upon my resignation and upon the passing of my mother. There was no press release thanking me for my contribution or notifying the citizens of Dauphin of my resignation. As a result, I’ve continued to endure bullying and have had to spend numerous hours dissipating the ripe Dauphin “rumour mill” while it could have been prevented by city administration.
It matters how leaders treat their citizens. Respective investors and existing businesses should be equally welcomed at city hall. Establishing standardized policies to ensure impartiality must be available. Systemic discrimination creates dysfunction. Every citizen must be treated with respect despite differences of opinion, religion, ethnicity, views, socioeconomic status, or associations. That is the role of municipal governance without exception and is law under discrimination legislation.
What programming would I like to see implemented?
Hire a project manager to source different funding grants at all levels of government and manage projects to completion while collaborating with all stakeholders.
Offer flexible business tax payment timelines and business fees without penalties for those businesses greatly impacted by covid. Businesses don’t want a handout; they want a hand up at this difficult time.
City undertake an advertising campaign spotlighting small business in conjunction with the chamber of commerce, economic development, The HUB, Community Futures Parkland, Regional Connections, educational institutions, and other key community partners.
Continue the Parkland committee of reeves and mayors seeking opportunities for economic regional growth in areas such as tourism.
Local election picture is coming into focus
With the registration period now closed the Oct. 26 municipal and school board election is coming into focus.
And when it comes to the City of Dauphin council race that means a crowded ballot.
Last week, prior to the end of the nomination period, 16 candidates had registered their intention to seek a council seat, senior election official Kirk Dawson said, adding candidates still have a limited amount of time to drop out of the race.
Currently the six council seats are being contested by Jason Alf, Randy Daley, Steve Sobering, Sharon Riehl, Carter Taylor-Luke, Ted Rea, Michael Winter, Joseph Houston, Kathy Bellemare, Rodney Juba, Patti Eilers, Devin Shtykalo, Christian Laughland, Bev Sarkonak, Ken Tarrant and Tamara Michelle.
The mayor’s race will officially feature two candidates in David Bosiak and Kerri Riehl,
Over in the Rural Municipality of Dauphin the reeve’s chair is being sought by two candidates in Ernie Sirski and Tom Gibbs.
RM voters will have some choices to make when it comes to filling the council table with Todd Boguski, David Johnson, John Bremner, Ken Shewchuk, Midge Sametz, Ken Plustwa, Ron Ryz, Jarri Thompson and Wilf Katchurowski all seeking a seat.
In terms of the race for school board trustees, only one candidate had returned their nomination papers as of last week, Floyd Martens in Ward 1 Roblin.
Mayoralty candidates offer positions on small business
This week’s focus on the race for the City of Dauphin mayor’s chair looks at supports for small business.
The question for candidates David Bosiak and Kerri Riehl was:
Small business is one of the pillars of the community and locally, many small businesses are struggling to rebuild from the devastating effects of the pandemic. What role do you see for the City in facilitating that recovery and do you have any specific programming in mind that would you like to see implemented?
David Bosiak
The global pandemic stopped ordinary life in its tracks. We were all there. From family gatherings for weddings and funerals to rites of passage for our young people the usual just didn’t happen. Local businesses were dealt a devastating blow. Things are improving but to start anything from a dead stop takes energy, time and money. Small businesses particularly are dealing with inter-related challenges – from the pandemic, staff shortages, rising input costs, supply chain issues and inflation. As a small business owner of 30 years in Dauphin I have been concerned by the issues facing current businesses. Who will weather this storm? Who won’t? What role can the City play in their recovery?
Firstly, the City should not make life more difficult. The City supports small business (defined by Industry Canada as a firm that has fewer than 100 employees) by making Dauphin an attractive and affordable place to operate. Although the City does not partner directly with businesses, they create the climate where businesses thrive or struggle so should assume responsibility for keeping them in Dauphin. As Mayor I would work with Council to:
• Freeze municipal taxes during recovery period;
• Lower existing service fees and charges to small businesses;
• Not impose new business taxes; and
• Propose an interest free property tax deferral program to assist businesses during pandemic recovery
There is a growing issue with lack of available workers in our region. In order for businesses to have access to the right people at the right time, skill building has to be occurring constantly. Do we need plumbers, electricians, nurses’ aides, practical nurses and child care workers? Those people can be trained right here. Keeping that capacity in place is one plank of recovery. Institutions such as Assiniboine Community College, Dauphin Friendship Centre and Regional Connections (the immigrant support service) have a wealth of courses and support to help people get job-ready. As Mayor I would work closely with these organizations and advocate to them and their various funders for the continuation of education options, settlement services, English-as-a-Second Language classes and literacy classes to provide job seekers the tools to join the labour force and support local business.
There are also structural changes that can be made to support bold and innovative ideas. Dauphin implemented a new accommodation tax this year. I would work with Council and propose the proceeds of this tax be earmarked for economic development initiatives for local businesses. The newly unveiled Dauphin Tourism branding “Adventure From Here On Out” positions Dauphin nicely to attract major events. Such opportunities attract people who spend money at local businesses. I would propose a new “Dauphin Adventure Fund” that would allow local organizations to apply for assistance and seed money to attract more major events to our city. The economic spin-off impact of major events is real, and many Dauphin businesses would benefit from more visitors traveling here to see all we have to offer. I would recommend the current Economic Development Committee expand their work to ensure there is community input into the use of accommodation tax revenues.
There are even smaller businesses that have a few employees or are run by entrepreneurs out of their basements, garages and workshops. These micro-businesses are adding more and more to Dauphin’s economy. I would ensure the City worked in partnership with local organizations the Hub and Community Futures so that entrepreneurs can access loans, training opportunities and assistance with business planning and related needs. I will propose ongoing financial support for the Hub to City Council and be a strong advocate for its approval.
Behind the scenes there are interactions with the City that are not always visible to the general public. Administration must continue to ask themselves - are we making it easy to be in business here or are we making it hard? I would ensure the Economic Development Office continues to work with businesses to smooth out the permitting and development plan process, and to work with new developers to find cost efficiencies and create incentives to stimulate commercial, light industrial and residential housing developments.
Dauphin is a great little City. I know from personal experience it is also a great place to operate a business. Elect me Mayor on October 26th and we will keep moving forward.
Kerri Riehl
Experience is knowledge. I experienced the covid era as the sole owner of a small local business in our community, Riehl Security Solutions. Business owners endured alongside many other professions and people. We certainly were not in a covid pause, we all were in survival mode pivoting and scrambling daily.
As we emerge from the covid 19 crisis, other challenges continue to deeply affect Dauphin’s small businesses including struggles to return to normal revenues, the weight of the covid-related debt businesses were forced to take on to pivot and survive, rising costs on virtually every business expense and a gripping shortage of labor.
Along with the devastation to our local small businesses, our community members are also dealing with a great deal of trauma, loss, high cost of living, and food security. Strong leadership is vital to our community’s recovery.
What role do I see the city in facilitating with regards to recovery?
Principled leadership. For example, several people advised while their businesses were shut down for many months, they never had any contact with our leaders or economic development. However, they received a ticket for a snow-covered sidewalk and suggested a phone call would have been preferred under the circumstances.
As a business owner myself, I have experienced the same lack of regard. My only contact has been letters seeking donation to the city’s Christmas hamper or welcoming programming within the last seven years.
Personally, I served on council for three years. I resigned as my 84-year-old mother was diagnosed and quickly at end of life in B.C. requiring immediate terminal care. City staff are provided with time off and the option to care for their dying parents while small business owners are not. They cannot simply “close shop” and expect to reopen in the future. Councillor Eilers was the only individual who reached out to me upon my resignation and upon the passing of my mother. There was no press release thanking me for my contribution or notifying the citizens of Dauphin of my resignation. As a result, I’ve continued to endure bullying and have had to spend numerous hours dissipating the ripe Dauphin “rumour mill” while it could have been prevented by city administration.
It matters how leaders treat their citizens. Respective investors and existing businesses should be equally welcomed at city hall. Establishing standardized policies to ensure impartiality must be available. Systemic discrimination creates dysfunction. Every citizen must be treated with respect despite differences of opinion, religion, ethnicity, views, socioeconomic status, or associations. That is the role of municipal governance without exception and is law under discrimination legislation.
What programming would I like to see implemented?
Hire a project manager to source different funding grants at all levels of government and manage projects to completion while collaborating with all stakeholders.
Offer flexible business tax payment timelines and business fees without penalties for those businesses greatly impacted by covid. Businesses don’t want a handout; they want a hand up at this difficult time.
City undertake an advertising campaign spotlighting small business in conjunction with the chamber of commerce, economic development, The HUB, Community Futures Parkland, Regional Connections, educational institutions, and other key community partners.
Continue the Parkland committee of reeves and mayors seeking opportunities for economic regional growth in areas such as tourism.
Greenhouse growing
Overcoming a delayed start to the project, construction of the Vermillion Growers greenhouse north of Dauphin is now progressing at breakneck speed.
The 10-acre greenhouse is just phase one of what is expected to eventually be a 30-acre development and should be operational sometime this winter.
Get more in this week's Dauphin Herald Total Market Coverage!
Mayoralty candidates focus thoughts on relationship building
This week’s “ask the mayor” segment focusses on the need for positive relationships outside of the municipal.
The question for candidates Kerri Riehl and David Bosiak specifically asked, “Considering no municipality can operate successfully as an island, what weight do you give to relationships with neighboring municipalities and the two senior levels of government?
Further, how would you nurture and evolve those relationships?”
Here are their answers.
Kerri Riehl
It is critical for the City of Dauphin to build and sustain strong relationships with other municipalities, as well as the other two levels of government. These connections are the lifeblood of our community.
How would I nurture and evolve these relationships?
I own and operate an Incorporated business, Riehl Security Solutions. For the last seven years as an entrepreneur and sole owner of my company, I’ve examined revenue streams and expenses. I survived and pivoted during the covid era. I have a business mindset which requires analyses of markets and marketing, customers, finance, operations communication, information technology and business policies and strategies. The City of Dauphin is an incorporated business also bound by these same principles. The city financial audited revenue and expenses for the 2021 tax year:
Revenue
• Property taxes - $6,077,954
• Grants in lieu of taxation - $382,396
• User fees - $1,497,417
• Grants, Province of Manitoba - $2,098,450
Grants, Other - $849, 693
• Permits, licences and fees - $217,513
• Investment income - $67,830
• Other revenue - $421,130
• Water and sewer - $5,134,494.
• Total revenue - $16,746,877
Expenses
• General government services - $1,390,017
• Pretective services - $3,285,973
• Transportation services - $2,933,571
• Environmental health services - $977,681
• Public health and welfare services - $108,900
• Regional planning and development - $221,685
• Resource conservation and industrial development - $540,199
• Recreation and cultural services - $3,373,080
• Water and sewer services - $3,089,970
• Total expenses - $15,921,076
• Annual surplus - $825,801
In my opinion, we greatly need to increase revenue without relying solely on the taxpayer to “foot the bill” and bear the burden of increased taxation. Recent funding announcements:
• $9.1 million from the Provincial and Federal government for Dauphin’s lagoon expansion. We waited 10 years for this funding.
• $13 million to reconstruct Provincial Trunk Highway 5A.
• V15 million courthouse renovation.
The cities revenue was $16,746,877.00. Without funding from other levels of government the above infrastructure developments would not be possible. Therefore, it is imperative to work with these levels of government. The political system is designed for municipalities to capitalize on these opportunities.
The City of Dauphin is part of the Federation of Canadian Municipalities. This organization represents 2,000 municipalities and 90 per cent of the population. FCM’s annual conference and tradeshow provide council the opportunity to attend and learn best practices. It also provides council the opportunity to bring back ideas to our community. For example, I spoke with a Mayor from Nova Scotia whose city hired a grant writer to access and obtain funds from all levels of government. They received many grants increasing their revenue drastically for their community. I brought this idea back from FCM to our municipality.
The City of Dauphin is also a part of the Association of Manitoba Municipalities. The AMM is comprised of 137 municipalities across Manitoba. They hold two conferences and tradeshows a year. They have an executive board which I, as deputy-mayor, ran for vice -president. Unfortunately, I was not successful at the time. Dauphin has not had representation on this board in its 124 years of municipal governance. I will try again as the mayor of Dauphin.
I believe Dauphin needs to greatly improve its relationship with other municipalities. This is one of the key reasons we have not been successful at growing our economy. The provincial government’s regional and economic profile for this area clearly indicates agriculture, health care and education opportunities are vital to our economic growth.
I believe opportunities come from within our region as a collective force who then leverage provincial and federal funding. We have all the data, studies, plans, information at our fingertips. We need an action plan and not another document to sit idle on the shelf.
I have demonstrated over the last five years that I am action in motion. I started and developed a successful business. I work with municipalities and various levels of government daily. I teach for the province of Manitoba and been in 30 different communities reaching over 300 students. I am a private investigator and hold a Manitoba security guard license. I am a member of the Dauphin Parkland Chamber of Commerce, as well as the Canadian Federation of Independent Business.
I am going to continue to do what I’ve done since returning home in 2015. Be active, energetic, involved, engaged, attend meetings, be prepared, and be a voice for all citizens in our community. Our city is not an island. We are part of the broader development area called the Parkland region.
David Bosiak
When I started thinking about this topic the question “where are you from” kept running through my mind.
Whenever I’m away from home I speak of the benefits of life in Dauphin and those benefits extend beyond the city limits.
The Rural Municipality of Dauphin and its people and amenities are knitted into the fabric of this community and we in theirs. Our families are their families, our kids play on teams together, we are co-workers, we go to the same schools and churches. When good things happen in the RM the City benefits, and vice versa.
A positive relationship with the Rural Municipality of Dauphin is key to our collective success. If elected mayor I will maintain this important bond by increasing the number of joint City/RM council meetings and continue the beneficial relationship that has been created by the City/RM liaison committee meetings that include the mayor and reeve, RM CAO and City manager. Neither council should ever be surprised by a project or issue in each other’s jurisdiction.
Municipalities and governments are systems - systems I am familiar with. My previous work experiences took me throughout the province to most municipalities and many First Nations. I worked with mayors and reeves, chiefs, councillors, CAOs and city managers. I’ve seen relationships that work and those that didn’t. Things that don’t work? Bullying. Being a know-it-all. I guard against those instincts.
I remember the advice of a friend early in my career. While attending a national conference he said “attend as many sessions as you can, but make sure you put great effort into networking. Get to know people who know things you don’t. The connections you make will help you in the future.” I took that advice and applied it in literally everything I have done since. The advice to be curious about other perspectives and humble enough to admit there will always be things you don’t know was sound and continues to benefit me as a leader.
I am more interested in moving forward than being the person who comes up with the best idea first and consider myself an optimist and a bridge-builder.
I have never asked anyone to do anything I wasn’t prepared to do myself. I truly believe that anything is possible when people work together and relationships have to be respected for that to happen. A culture of relationship development and retention is the most important indicator in an organization that things will get done. I would set this expectation on council by never leaving a table of discussion if I didn’t get my way.
Relationships with other levels of government are also key to our success. My years of experience dealing with ministers, deputy-ministers, assistant deputy-ministers and program directors in a variety of departments and portfolios was an education in government relations.
I would continue these conversations for the benefit of the citizens of Dauphin, and would ensure that council is never blindsided by a decision like the closure of the jail again. I will further ensure that council members and city staff also develop working relationships with appropriate government representatives.
The work of building relationships with other governments is evolving in Dauphin. First Nation and Metis government organizations are making significant infrastructure and other investments in our community. These investments are key to our continued growth and prosperity.
Be it with the RM, our neighbouring municipalities or other levels of government, I will make sure we are ready and able to work together and that we are never an island unto ourselves.
Dauphin mayoralty candidates share their thoughts
Editor’s note: In an effort to help city of Dauphin voters make an informed decision when choosing a new mayor this fall, the Herald provide an opportunity for candidates David Bosiak and Kerri Riehl to share their platforms, priorities and plans in their own words through a series of questions and answers.
The first question, answered here this week was “What do you see as the biggest issue facing Dauphin and how would you like to see it addressed?”
David Bosiak
On the campaign trail I’ve asked voters the same question posed to me by the Dauphin Herald: “What is the biggest issue facing our community?” The responses I received were varied to say the least. When I thought about each and every (different) response, I realized there was a critical theme relating to each one.
All issues presented to me could be addressed by following through on a well-developed plan. The City does not currently have a fully complete strategic plan. A completed plan will allow us to tackle problems and issues transparently, proactively and move us forward together.
As you can imagine, I received a multitude of responses. There were common themes, like community safety and crime, the lack of affordable housing and the condition of Main Street (and other streets and back lanes for that matter). I was also told the biggest issue was a lack of big box retailers, a lack of development in our industrial park, and a lack of new housing sub-divisions. I also heard about our incomplete trail and bike path system, the wavering strength of our relationship with other levels of government and the lingering impacts related to the closing of the jail.
The lack of incentives and barriers to industrial and business development were common among those looking to develop property in our community. I was told more than once that Dauphin needed good paying jobs that would attract and keep young people here.
What I found was that it was hard to pinpoint the one “biggest” issue facing Dauphin. What I did conclude was that the biggest issue wasn’t a singular issue at all – but a lack of a collective vision for our future.
What this means to me is this, our community needs a clear and concise plan that identifies, quantifies and prioritizes all the “biggest” issues presented to me by the public. Our last Council developed a strategic plan in 2021. That plan identified five major goals, with the third being public engagement and awareness. However, the planning process used by the City did not actually engage the community to include their input, or provide them with any awareness of their activity, thus it is incomplete.
If elected Mayor the first step I will take is to bring Council, staff and the public together to revise and complete our strategic plan. This will be achieved by holding a community consultation meeting where Council hears and engages the public. As a new Council, prioritizing community initiatives should be our primary focus.
The current plan outlines the City’s vision, mission and mandate but it does not include specifics on how any of the objectives would be achieved. Newly elected Council members will hold their own beliefs of what should happen in the next four years, but I believe it is equally important that public input be included to validate future actions we take together as a community.
We need a completed strategic plan that clearly outlines what we want as a community and how we are going to achieve it. Elect me on Oct. 26th and I’ll make sure it happens.
Kerri Riehl
The biggest issue facing Dauphin is the lack of efficient and principled municipal governance.
The City of Dauphin is an incorporated business. Municipalities are bound by laws and legislation. Under the Manitoba Municipal Act, councils are democratically accountable to the citizens they serve despite any differences of opinions, beliefs, or their socioeconomic status. All citizens are equal stakeholders in our community.
A role of council is to listen and engage with the public while considering the best interests of the entire community. Nepotism has no place on councils.
All councillors must have the opportunity to have an equal voice, and only all of council can make decisions for the municipality.
Council is the decisionmaker of policy while administration implements the policies decided upon by council. In other words, “council steers the boat and administration rows.”
Realistically, this is a system closest to the people where citizens can have the greatest impact. I believe the system and the Act to be efficient and effective. My experience, however, having served on Dauphin city council, was not as described above.
There is a historical stagnant culture of saying “this is the way things are and the way it’s always been done.” I believe this is often a justification for doing little or nothing. Those councillors who do not engage have abandoned their responsibility to advance real change. In 1986 when I went to the U of M to study Criminology, Dauphin’s population was 8,875. In 2016 the population was 8,457. In 2021 our population was 8,368. The data is quite clear. The status quo has not worked.
How would I address this?
My council experience, my term as deputy-mayor, and filling in for the mayor during his absence has given me the experience and understanding necessary to lead our city.
I have studied to become proficient in the Manitoba Municipal Act and will promote accountability, transparency, and guarantee efficient and principled politics.
I will set regular office hours at city hall ensuring accessibility to the public. Quarterly town hall meetings will be held. The citizens of Dauphin will have many opportunities to become involved in the decision making process.
Council will receive orientation training. Ongoing training opportunities will be provided to ensure competency. My expectations are that all of council will have an equal voice without exception.
Advocacy to gain funding at the provincial and federal levels will be sought at every opportunity.
My goal is to achieve effective services, financial stewardship, and use of resources.
I have a long-term vision for our community and am committed to seeing that vision become a reality as mayor of Dauphin.
I believe good governance increases Dauphin’s chances of “effectively meeting the needs of its people thereby creating conditions where all citizens can lead meaningful, prosperous and happy lives.”