By Michael Warren

Every candidate in this election should be asked this question:

"How will you help stop the debilitating cycle of higher taxes and fees, followed by cuts in service, followed by higher taxes and fees?"

Last week I outlined prime areas for driving the city's expenses down. Controlling costs is important. But the long-term solution lies in growing the assessment base upon which the city raises most of its tax revenues.

The current assessment base is only growing at about one per cent a year. But the city's net expenses are increasing at five per cent. This means annual residential taxes of over three per cent, and higher user fees, followed by cuts in service.

The last four years has seen encouraging developments including the recreation centre, the new medical building and the Heritage Grove shopping centre. It's also seen the start of the secondary waste water treatment plant and revitalizing downtown condominiums. But we've also lost manufacturing and other assessment during the same period.

Job one for the next council is to adopt an aggressive four year growth plan. It should include:

1. Clear, measurable assessment growth targets. One half of one percent increase every year, for four years, would double the current one per cent growth rate. That would significantly increase revenues and minimize tax and user fee increases.

2. A growth plan that's the centerpiece of the city's strategic planning process. Growing this city at a greater pace will not be easy. It will only happen if every facet of the city's services and development activities reflects this goal.

3. The mayor playing the role of chief growth officer and chairing a revamped economic development committee: one that includes senior representatives from all the city's major economic drivers.

4. The city manager making assessment growth part of every department's role and rewarding senior staff accordingly. Regular growth reports to council and an annual council meeting devoted entirely to measuring progress against target is central to success.

5. A council that's truly development-friendly. This means listening to existing and potential developers to better understand what they need to prompt more investment in the city.

6. A streamlined development approval process. This requires an early outside review - with input from the planning civision - of the myriad of planning and building approval hurdles facing builders. It should include those imposed by Grey Country and the Grey Sauble Conservation Authority. City hall rapid response teams are most effective when the approvals facing those who want to build in this city have been responsibly minimized - at the outset.

7. Overcoming the endless bickering between the Chamber of Commerce and the City. The Chamber likes to run member surveys asking how badly the city is performing. The city gets defensive about their economic progress. And, this destructive cycle goes on and on. The dissension is played out in the media and online. It makes people and businesses wonder if Owen Sound is the place they want to live and do business.

The next Mayor and the elected head of the Chamber have to lay out a new collaborative direction. Then instruct city staff and the Chamber leadership to make it happen.

8. An expanded and more professional economic development program. The city currently invests less than two per cent of its operating budget in economic development and tourism – and expects great results. This department's performance is critical to realizing any growth plan.

9. A plan to develop the harbour. Despite efforts by the city and MP Larry Miller, the harbour is silting in rapidly. Its future as a major economic driver is murky. The city should bring together all the parties that have a stake in the harbour's future and build a consensus on how to move forward.

The economic potential of a mixed-use harbour needs to be properly assessed. What are the growth opportunities? More great lake freighters being repaired over the winter? More grain and aggregate cargo movement? Condo development? More recreational boat facilities?

The city, the county and other stakeholders need to fund a comprehensive business analysis of the growth potential of a mixed use harbour. Talk is not enough.

10. A regional economic marketing program. Businesses often care more about market size and labour availability than about municipal boundaries. The city, along with Grey and Bruce counties, should jointly market our 158,000 regional population, lower cost base and skilled workforce to the outside world.

It's being done jointly and successfully with tourism promotion. Time to broaden the message.

11. A local broadband strategy. During one of the greatest economic transformations in history, much of this city is being left out. To prosper, businesses of every size must compete in a digital world where ultra-fast, broadband networks are the norm.

Where you want to live and do business means having the basic tools that allow local wealth creation. Affordable broadband is one of those tools.

The city is currently relying on the Western Ontario Warden's Caucus (WOWC) to implement an unlikely $233-million regional network involving more than 300 municipalities. The city shouldn't put all its eggs in this basket. It needs to develop its own broadband backup strategy.

There is no single way to grow assessment. No silver bullet. There are more ways to drive growth than those on this list. What's important is that council debate and adopt a comprehensive growth plan with measureable goals - ones they are committed to achieving.

Ask council candidates what they will do to stop the higher taxes-lower service-higher taxes cycle.

R. Michael Warren is a former corporate director, Owen Sound Economic Development Committee chair, Ontario deputy minister, TTC chief general manager and Canada Post CEO. r.michael.warren@gmail.com