Henry's Blog

There are lots of ways to waste time during an election campaign, but none so effective as parody Twitter accounts that spread lies about the person whom that account is supposed to represent, criticize, or parody.

I don’t for a minute believe my opponent for the mayor’s chair in Abbotsford, or any of his trusted supporters or advisors (paid or volunteer), knows or has anything to do with the anonymous accounts that are supposed to parody me. He and his crew are too busy for that.

But, certainly, there is someone who finds it necessary to spend his or her time telling lies and twisting truths.

Don’t get me wrong, I don’t care if I am criticized. Or if a little fun is poked at me. What I do care about is lies. And that these lies affect other members of council, city staff, my family, and the people of Abbotsford, not just me.

And I care that these parody accounts are wasting my time—time I could be using to do something far more productive.

Why are they wasting my time? Because I have to stop and read what they’ve written. I wouldn’t be responsible if I didn’t. After reading them, I choose to not respond to the content of these accounts’ tweets because typically they aren’t much more than a nuisance from a source that isn’t courageous enough to use his or her real picture or name; however, I will be going through the tweets a little more carefully this week because some of the statements are just plain lies—the sort that can’t be mistaken for pokes, jokes, or misunderstandings. And that’s not right.

There are three things out there I’d like to clarify with my comments right now:  

1. I will not be eliminating Sunday shopping. And I won’t be advocating to eliminate it. Why would I when so many of our small, medium, and large businesses count on it for revenue and so many of our citizens count on those businesses for employment? Simply doesn’t make sense.  
2. None of the companies I have ever owned has filed for or declared bankruptcy. Approximately one year after my brothers and I sold Pacific Northern Rail Contractors Corp. (PNR) to RailWorks Corporation (a U.S. company), RailWorks filed for Chapter 11 bankruptcy protection in the U.S. RailWorks had been buying one company per month for 27 straight months before filing for bankruptcy protection. During the ordeal, PNR remained a very profitable company and was not dragged into the U.S. bankruptcy; in fact, PNR continued to grow and prosper during the two years (roughly) the U.S. parent company was in bankruptcy. My two brothers and I, who each had a 45-month employment contract from the date of sale, lived through the U.S. bankruptcy but were not affected by it in Canada. The U.S. parent came out of bankruptcy while we were still there and today PNR (the company we sold), employs roughly 700 people in Canada, compared to 350 when we sold.  
3. Yes, I am Christian. I have been for many years and plan to remain so. Does that pose a problem?

If you ever have a question about something you’ve read about me, my record, or my business experience, or if you need greater clarity on any of the points I’ve made in this blog post, please write to me directly or or give me a call. I’ll be happy to answer your questions—most likely in more than 140 characters.

Staff salaries and benefits make-up approximately 50 – 52 per cent of the City of Abbotsford’s operating budget. The terms and conditions of these salaries and benefits are clearly articulated in collective agreements and employment contracts. 

You want to know how 50% of your tax dollars are spent

But employment contracts and collective agreements are not secret and the public should have ready access to them so they can understand how their tax dollars are spent.

When this information is not readily available, trust in government is jeopardized because it can be construed that politicians do not want to be accountable for their decisions.

At present, this information is not accessible on the City of Abbotsford’s website. As your mayor, I will work with council to ensure that all employee collective and contractual agreements are easy to access on the City’s website.

Want to know more? Please write to me with your questions.

Staff within an organization such as government may feel intimidated by people who hold positions of power—real or perceived—and this means that reporting on an offence perpetrated by someone in a higher or more influential position, in particular, can lead to fear that some form of retribution will be taken against the person reporting the offence.

Fear of retribution can keep an employee from speaking out against wrong doing

An employee requires assurance that he or she will not be discharged, demoted, suspended, threatened, harassed or be discriminated against in any way because of any lawful act this employee undertakes while providing information to superiors (or other appropriate disciplinary or government agencies) regarding conduct the employee reasonably believes violates the code of conduct or any applicable laws, rules and regulations, or in assisting in an investigation of these types of violations.

In 2005, the Supreme Court of Canada endorsed the critical importance of laws protecting employees making good-faith disclosures of wrongdoing by their employers. Although the facts of the case were about an employee’s disclosure of wrongdoing by her private sector employer, the Court’s comments about the purpose of “whistleblower” legislation apply to public sector employees—City of Abbotsford employees—as well.

Whistleblower legislation helps thwart abuse by employers

Whistleblower laws create an exception to the usual duty of loyalty owed by employees to their employer. When applied in government, of course, the purpose is to avoid the waste of public funds or other abuse of state-conferred privileges or authority. The underlying idea is to recruit employees to assist the government in the suppression of unlawful conduct. This is done by providing employees with a measure of immunity against employer retaliation.

As your mayor, I will work with city council to design and implement a whistleblower policy designed to protect the informant from any form of retribution.

If you have any questions, please feel free to contact me directly.

In addition to the balanced scorecard, taxpayers will benefit from a common understanding of the economic and social health of this community.

The stock market, for example, is comprised of many stocks with varying degrees of importance. Therefore stock exchanges developed an index that summarizes whether their market is improving or declining.

In sports, teams keep many statistics that monitor aspects of performance both individually and collectively. The bottom line, however, is based on the win-lose column compared with competitors.

Performance is monitored in finance, sports, and business. Why not government?

In business, there is a discernible bottom line on the balance sheet. Profit (loss) is the critical index used to determine organizational health.

Governments frequently fail to operate within their budgets and lack a summary of whether their leadership is effective. The public has conflicting evidence regarding whether their tax dollars are used effectively and efficiently.

Placating special interests increases costs, taxes

The public sector is frequently criticized for yielding to special interest groups over the needs of the greater public, without regard to implications. Inevitably, placating special interests increases the cost of government and taxes paid by citizens.

A recent report (Fraser Institute) finds taxes on Canadians have grown more rapidly than any other single item of expenditure for the average family. In 2013, that added up to 41.8% of income, compared to 33.5% in 1961. Since 1961, the average family’s tax bill rose by 1,832%, dwarfing increases in the costs of housing, clothing, and food.

Deficits are deferred taxes

Many governments resort to deficits to finance their expenditures. The total tax bill of the average family would be even higher if, instead of financing its expenditures with deficits, all Canadian governments had simply increased tax rates to balance their budgets. Deficits should therefore be considered as deferred taxation.

In politics, politicians, media and the public may choose “pet” performance measures to illustrate their point regarding how government is performing. Without a consistent interpretation of performance, governments are readily susceptible to partisan politics.

Community consensus on priorities means more teamwork, less political maneuvering

The public is then confronted with various interpretations that lead to confusion and petty politics. Governments then react to the issue of the day, which some people endeavor to portray as a crisis, by responding in a knee-jerk reaction.

Inevitably, hasty reactions result in money being thrown at issues to “make the problem go away.”

Countering these tendencies requires a community’s consensus on priorities. When a consensus is achieved, politicians can devote less time on being political and more time on teamwork.

As your mayor, I will work with Council to expand the work of the advisory committee assigned to construct the balanced scorecard to include a process for gaining community consensus on a quality of life index that all citizens of Abbotsford can use to measure government performance. 

As always, if you have any questions, please feel free to contact me directly.

October 7, 2014

FOR IMMEDIATE RELEASE

Two Former Mayors See Eye-to-Eye in Nominating Henry Braun

(ABBOTSFORD, B.C.) – At 9:15 a.m. on Oct. 6, Henry Braun filed his nomination papers at Abbotsford City Hall under the witness of City Clerk, Bill Flitton. Two Abbotsford icons and former area mayors, George Ferguson and Dave Kandal, signed his nomination papers, giving Braun the nod to run for mayor.

In 1995, the two former mayors, Ferguson and Kandal, were involved in the successful amalgamation of the District of Abbotsford and the Distract of Matsqui to form the City of Abbotsford. With their legacy ingrained in the history of Abbotsford’s growth in agriculture, business, education, and athletics, both see eye-to-eye in nominating Henry Braun for mayor.

“George and I share many of the same values: open and transparent government and fiscal accountability,” Henry Braun stated, when asked about his endorsements. “George is someone who believes we are servants of the people, not masters of the people—a view I also hold.”

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Everyone who runs for a seat as mayor or city councillor on Nov. 15 in Abbotsford (and elsewhere in BC) is required to disclose his or her list of donations within 90 days after the election.

That’s the law.

However, I believe you have the right to be informed before you go to the polls.

Here is how I’ll help: One week before the election, I will publicly disclose all the donations—dollars and donors—I have received to that date.

Want more information? Read this story in the Abbotsford News or contact me directly.

FOR IMMEDIATE RELEASE

Abbotsford, BC – Abbotsford’s Voice for Mayor, the campaign for Henry Braun, will see its official office opening on Oct 4. Visit the office on the corner of South Fraser Way and W Bourquin Crescent from 10 AM to 4 PM for an opportunity to meet Henry and bring your voice to the table.

Refreshments provided will include coffee, tea, cookies, and doughnuts. While the event will be an casual drop-in forum with no set speaking time, the public is encouraged to bring any questions they have for Henry and his campaign for mayor.

Today, the city of Abbotsford faces many challenges including homelessness, property tax levels, and escalating commercial vacancies. As a longtime Abbotsford resident, Henry Braun is running for mayor to ensure Abbotsford continues to thrive for future generations.

Make Abbotsford an even better place to live and work — play a part by visiting the office of Abbotsford’s Voice for Mayor. For more information about his campaign visit henrybraun.ca or phone 778-880-1144.

Abbotsford’s Voice for Mayor is located at 32995 South Fraser Way and is the electoral campaign of Henry Braun, a city councillor and former CEO of Canada’s largest privately held transit construction company. He’s served as a board member for several municipal and provincial organizations. In 2008, he received the Order of Abbotsford for his tireless dedication to making Abbotsford a better place to live. Henry Braun is committed to forward thinking, fiscal responsibility, government transparency and accountability, and community safety.

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Developing a balanced scorecard is a key business strategy for monitoring organizational health and performance.

Outcomes related to performance are what really matter

Many governments throughout North America and Europe now utilize this approach as an attempt to change the traditional focus on inputs (spending) to what really matters—the outcomes related to performance.

Essentially, this approach identifies key indicators, with measures of performance for desired outcomes. The key is to ensure that balance in measures is achieved by considering all aspects of government. Therefore finance measures, which are always included, are supported by measures related to physical safety, public transit, parks and recreation, health, roads, etc.

Abbotsford’s strategic planning process is relatively weak in its measurement of performance, which is indicative of its low priority to account for the quality of its services to the public.

How do we demonstrate that transparency is related to accountability?

In contrast, identifying performance measures for all aspects of government services demonstrates that accountability is a high priority. Publishing these results routinely—and in a concise format such as a scorecard—demonstrates that transparency is related to accountability.

Frequently organizations rely on their staff to identify perspectives and present proposals in strategic planning, as well as the measures of performance. The staff’s built-in biases, developed from working within the organization, can often lead to in-the-box thinking.

Public participation helps ensure out-of-the-box perspectives are included

Inviting the public to participate in the planning process alongside city staff and elected officials will help ensure that out-of-the box perspectives are included. Therefore the advisory committee, which includes staff representatives, should be dominated by community representatives outside of government. City Council is the final arbiter of their proposal.

Transparency leads to accountability, which in turn leads to public trust

This effort at increasing accountability and transparency also increases public trust and confidence. The balanced scorecard approach also ensures that Council has a balanced focus for providing taxpayers with effective and efficient government.

As mayor, I will work with council to develop an advisory committee of citizens who, in consultation with staff, will refine Abbotsford’s strategic plan so that outcomes are developed for a balanced scorecard.

Date: Tuesday, September 30, 2014

Time: 7:00 – 9:00 PM

Place: Pinnacle Ballroom, Ramada Plaza & Conference Centre

You are invited to meet and have a conversation with me, your candidate for mayor in Abbotsford, from 7:00 until 9:00 p.m. at the Abbotsford Ramada Plaza. Light refreshments will be served.

Please feel free to invite any of your friends interested in the future of Abbotsford.

It has been a pleasure to serve you as city councillor, and I am looking forward to continuing that service as your mayor.

Many governments are operating beyond their resources and some, such as Detroit and Montreal, are now experiencing the calamitous situation that occurs when debt is too great.

Government is obliged to set an example.

Government has a moral obligation to operate within its financial resources and set an example of fiscal prudence for its citizens. Borrowing from the financial health of its children, as is now occurring, is an immoral act.

The average taxpayer is feeling tapped-out.

In addition to government debt, Canadian citizens are accumulating personal debt. Nationally, according to BMO (national debt report), average household debt rose from $72,045 last year to $76,140 in 2014, and increasing this debt-load will impact negatively on government’s capacity to raise taxes for paying down government debt. The average taxpayer is feeling “tapped-out.”

As of December 31, 2013, Abbotsford’s debt is $102,900,000 ($78,349,000 in long term debt plus $24,561,000 from internal borrowing for development cost charges, more commonly referred to as DCC projects). Almost $71,000,000 is designated for long-term repayment similar to home owner mortgages where advanced payments incur penalties.

The remaining $33,000,000 debt contributes to the $4,260,000 paid in interest during 2013, and can be reduced according to our own repayment schedule.

Fiscal prudence reduces the potential for financial turmoil.

Periodic market corrections occur when inflation is rampant and when interest rates rise dramatically as they did in the early 1980’s when we experienced 22% rates. Fiscal prudence reduces the potential for financial turmoil when such inevitable market-place corrections occur.

Abbotsford must ensure that its finances are in a healthy position by:

• Keeping expenditures within budget.
• Reducing its debt annually so that it is debt-free.
• Incorporating a schedule for debt repayment into the annual operating budget.

Here is what I think we should do.

As mayor, I will propose to Council that:

• Abbotsford city government accelerates its debt elimination, and that Council formally declare its repayment schedule with specific targets identified.
• Incremental debt reductions for each budget are incorporated into the annual budget.
• Transparency is increased by reporting annually in the media to Abbotsfordians on our progress toward achieving this specific financial goal.