jeffrey coffman

Survey

Recreation / Leisure centres?

Recreation and leisure centres are gaining popularity in communities across the province and country. Collicutt Centre (Red Deer), Millennium Place (Sherwood Park) and Medicine Hat’s Family Leisure Centre are excellent examples of functional, well-designed facilities. City Council ought to determine if such a facility is preferred in Lethbridge and, if so, begin budgeting and planning for such a centre. Design priorities ought to include energy efficiency and / or energy self-sufficiency, as well as a projected life of at least 30 years. Furthermore, to prevent increasing operational costs, the City ought to incorporate Kelowna’s strategy, whereby the community owns the leisure centre but the YMCA (or a similar organization) operates the facility. www.jeffcoffman.ca/issues_lethbridgeaccountability check for issue updates

Skateboard parks?

After reviewing the material provided by the Lethbridge Skateboard Association (LSA), and looking at skate parks in other communities, it's obvious Lethbridge needs a better park in a better place. I believe a skateboard park fits my long-term view of our city: a city that supports physically active citizens; a city that has diverse activities for all ages, and; a City Council that considers needs from all voices in our community. As a member of City Council, I would urge other alderman to support the skate park and to provide matching dollars with community contributions, from the Capital Improvement Plan. See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Dog Parks / off leash areas?

Please www.jeffcoffman.ca/issues_lethbridgeaccountability check for issue updates on my website.

Environmental initiatives?

My responses to the Greensence survey (which include environmental support and initiatives) are posted at www.jeffcoffman.ca/greensence. See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Recycling services?

Council ought to direct our Waste and Recycling Services to investigate the cost and potential for curbside recycling service for city residents and businesses. Not all citizens utilize the current system of recycling (self-delivery to dedicated stations) for reasons ranging from limited mobility to the effort and organization needed to sort recyclables. If we want to minimize both the environmental impact and the demand on our landfill, then the City must create an easier process for the collection of recyclable products. Curbside pick up of recyclables is a simple and effective method of streaming certain products away from our landfill and reducing the amount of waste that we generate. If curbside pick-up interests you, join the Lethbridge Needs Curbside Recycling group on Facebook (http://www.facebook.com/group.php?gid=123599624339099). See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Performing arts building?

I support arts, culture and the preservation of our historical record. The mark of an advanced society is not limited to the free expression of ideas, thoughts and beliefs manifested in some form of sensory performance. Advanced societies also embrace and celebrate artistic, cultural and historical presentations within the society.
The current public sentiment in Lethbridge is that the “arts community” has received preferential treatment and funding from Council, over the past three years. However, if we consider funding for arts facilities in Lethbridge over the past decades, the recent attention and financial support has been predominantly a situation of \"catch up\" in regards to arts-based facility funding. The City is quickly outgrowing its current inventory of arts-based facilities. If elected to City Council, I would continue to support art, culture and historical pursuits, doing so in balance with other social, safety and recreational needs.

If we consider how much funding has been dedicated to arts facilities in Lethbridge, over the past several decades, then we would recognize that recent financial support for arts-based facilities has been a situation of "catch up" in facility capital costs. The problem is that we have either outgrown our current inventory of arts facilities (such as the 500 seat Yates Centre, built in 1966 when the city’s population was 37,000) or these facilities are far too costly to maintain, given their age, design and structure (such as the Bowman Arts Centre, built in 1912). If elected to Council, I would continue to support art, culture and historical preservation. However, given our fiscal realities, I would support such initiatives only in balance with other social, safety and recreational needs and based upon broad community investment and support. See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Arts centre (former IGA)?

Please www.jeffcoffman.ca/issues_lethbridgeaccountability check for issue updates on my website.

Art acquisition program?

Please www.jeffcoffman.ca/issues_lethbridgeaccountability check for issue updates on my website.

A Third Bridge

A decade of encouraging Westside residential growth (emphasizing single family dwellings and accommodating commuter traffic) and Southside commercial expansion (creating ‘power centres’ in the central core and the Fairmont area) has virtually ensured that a third river crossing is now necessary. Given that costs for a bridge are only going to rise, we need to begin preparing for this expenditure. (check for issue updates)

Access to and use of transit?

I believe that transit is a valuable and necessary service, but that it is grossly underutilized in Lethbridge. However, transit use and transit service are intertwined issues. For levels of service to improve, we need to create the environment (social and financial) that encourages - even rewards - transit use. Increasing the number of users reduces the number of vehicles on the road, which is better for the environment (fewer emissions), reduces accidents (in turn reducing insurance and healthcare costs) and extends the life of our roadway infrastructure. Furthermore, increasing ridership decreases tax support for the service, making it more financially self-sustaining, and it opens the potential for local investment and entrepreneurship. Some of these benefits could be achieved by creating more routes, providing 10-15 minute service on main routes, or having true “express” routes between high-user areas. See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

City contracts being awarded to Alderman?

Sections 169 through 173 of the Alberta Municipal Government Act address pecuniary interests of councilors. Provincial legislation on this matter is extraordinarily clear – and punitive – regarding financial dealings between a member of council, their immediate family and the municipal corporation. Every councilor should know this section by heart.
Additionally, the City of Lethbridge has an established policy and protocol for public tendering. To the best of my knowledge, this policy is not currently problematic. However, if a citizen is aware of any abuse or violation of this policy, especially as it affects any member of council or administration, they ought to report it to the www.municipalaffairs.alberta.ca/am_the_minister.cfm Minister of Municipal Affairs.

Term limits for council members?

See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Downtown parking?

If our goal is to manage downtown parking demand without building more parking, then the City and the Downtown Business Revitalization Zone (BRZ) need to work together to create strategies for addressing current and future parking demand. However, any solution requires understanding our current parking inventory (on and off-street), occupancy rates and turnover rates. I am not aware that a parking audit of this nature exists, so this ought to be a first step in understanding the problem. City Council and the BRZ must also identify their respective roles in regards to parking management, and the BRZ must determine how it wishes to deal with its members (downtown employers, employees) and their parking requirements. An effective parking strategy can minimize problems and improve turnover, which helps revitalize downtown businesses and commerce.

Social housing?

See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Utility service charges?

If elected to Council, one of my priorities would be to request a complete review of both revenue and expenditure streams stemming from the “fees” in our utility bills. If the City’s intent is to generate revenues through utility fees (not related to consumption), then City Council ought to publicly identify this philosophy. To improve citizen awareness and open the dialogue around utility bills, City Council needs to publicly discuss, debate and justify utility bill fees.

ABCP (Asset Backed Commercial Paper)?

See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Revitalization of downtown?

To encourage downtown revitalization, Council must continue to support the Main Street Program, which encourages the preservation and re-development of historical buildings in the downtown core. Council must also continue to support and advance the initiatives proposed in the “Heart of the City” document, as well as examine creative strategies (such as a tax abatement program) that will encourage the creation of more dwelling spaces in the downtown core. Council must also continue to support the efforts and work of the Downtown Business Revitalization Zone (BRZ). See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Infrastructure - roads and pathways?

Infrastructure demands for roadway maintenance and upgrades are constant. In fact, these demands will only increase our operating costs as we continue to encourage and develop subdivisions, which are further from our work, recreation and commercial services. Frankly stated, if we want to reduce infrastructure costs and extend the life of our roadways, then we need to use our automobiles less and depend more on transit and alternative methods of transportation. Given that Section 6.4.2 of the Municipal Development Plan prioritizes pedestrian and cycle traffic above the automobile, Council ought to develop and implement a strategy that will create the support infrastructure necessary to encourage alternative transportation, such as transit, bicycles, walking, skateboarding, et cetera. See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Bicycle lanes/pathways?

Like most cyclists in Lethbridge, I ride my bike on roads, sidewalks, side streets and alleys as various routes and traffic conditions require different cycling responses. Lethbridge needs a series of designated, cycle-friendly routes that are interconnected and easy to navigate, to ensure safe and efficient movement of cross-town cycle traffic. Designated and well-designed bike routes would minimize bike – automobile interactions, which reduces risk and increases safety. Less risk, greater safety and efficient travel would encourage more people to cycle, building a healthier, greener community. As indicated in Section 6.4.2 of the Municipal Development Plan, the City must consider pedestrian and cycle traffic as priorities in an integrated transportation network. Designating cycle-friendly routes could begin immediately (in consultation with users and stakeholders) with minimal expenditures dedicated to signage and road lines. www.jeffcoffman.ca/issues_lethbridgeaccountability check for issue updates)

Business licenses?

The City has not updated the Home Occupation section (6.08) of the business license by-law since 1987 (although the fee schedule was updated in 2009). Obviously, both technology and the way we structure “work” have changed much over the past 23 years. The time has come to consider reviewing this section to address the new and emerging structures of home-based businesses. As a member of council, I would be willing to initiate (and even chair) a review of Home Occupation licensing. A committee of citizens - from the business community (both home-based and store front), the Chamber of Commerce, community associations, “experts” in work organization, by-law staff, et cetera – could review the by-law and examine other municipal jurisdictions. Undoubtedly, the Committee\'s work - taken to council for approval - ought to help the City move forward in addressing 21st Century work / technology structures. (www.jeffcoffman.ca/issues_lethbridgeaccountability check for issue updates

MRSR (Municipal Revenue Stabilization Reserve)?

See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

CIP (Capital Improvement Plan)?

See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Snow removal?

There is a cost associated with snow removal and budgets will fluctuate anytime we attempt to predict future costs based on past conditions. This issue is really about the level of snow removal service we can realistically expect for the dollars committed to the process (and waiting for a Chinook is not an effective or efficient snow removal policy!). Main thoroughfares, secondary roads and bus routes must be cleared in a timely and efficient manner to support movement, mobility and commerce. Pedestrian and vehicle safety ought to be primary concerns and crews must respond accordingly. See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Westside service development?

The role of Council is to create a local environment that permits trade and commerce to take root and grow. Although zoning affords some control over where a business locates itself, ultimately businesses establish themselves ‘where the customers are.’ City planning has emphasized single-family subdivision development and supported automobile dependency, which has encouraged businesses to locate in “power centres” (such as Downtown, Fairmont, Uplands, et cetera) since that’s where customers shop. If Council supported developing integrated neighbourhoods (such as higher density residential mixed with commercial space) or created neighbourhoods that emphasized pedestrian or cycle mobility, more businesses would locate themselves in Westside neighbourhods, especially smaller or independently owned retailers or service providers. Council needs to rethink how we live, work and shop and apply these new directions to development plans, especially on the Westside of the city. See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

How property taxes are assessed?

In 1995, the Province of Alberta legislated that all Alberta municipalities would value real property through a www.jeffcoffman.ca/glossary Market Value Assessment process. Market Value Assessment is considered the most fair and transparent form of property tax collection. Given that this form of assessment is provincially legislated, the City of Lethbridge cannot change “how property taxes are assessed.”

Senior property tax relief?

If elected to Council, I would work to implement a Property Tax Deferral Program for qualifying seniors that would allow them to remain in their home longer. For more information, please see www.jeffcoffman.ca/property-tax-seniors Seniors Property Tax Deferral Program or www.jeffcoffman.ca/leadership Leadership and Assessing Needs on my website.

Atrium Building

See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue

Property taxes levels?

While there is a direct relationship between taxes paid and services received, property tax revenues should support primary and essential services provided to citizens. Only after reviewing and analyzing the current tax – service relationship can we determine if the level of taxation is appropriate for service delivery. One possible way of mitigating tax increases would be to reduce or completely freeze the new, tax-supported initiatives of Council until previous initiatives have been reviewed and measured for their effectiveness and success. See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Homelessness?

Given that housing is becoming a municipal responsibility (thanks to provincial downloading), I believe we need to continue providing support to homeless citizens. However, services for the “hard to house” have grown and some involved agencies have overlapping services while others have moved away from their core strengths. As such, I would encourage Council to support a community inventory of agencies and services that provide housing needs, to identify both our core strengths and gaps in service delivery. Through the Social Housing in Action (SHIA) committee and network, the City could help coordinate a structured approach to serving these citizens, creating measurable outcomes in the process. I would also encourage Council to support developers who create affordable housing through programs such as Montreal’s “Grow Home” initiative. See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Ward system for electing Alderman?

I believe we need to begin having the discussion about a ward system for Lethbridge. As such, investigating a ward system remains a pillar of my campaign as the size and organization of our city is fast approaching the benefits of true "local" representation. Even this by-election would have only impacted one ward, saving the City, candidates and taxpayers the expense of two city-wide elections in 90 days. For further information on this issue, please see “A Ward System for Lethbridge” (www.jeffcoffman.ca/ward_system) or “The representative ‘side’ of a ward system” (www.jeffcoffman.ca/wards). See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Communication between citizens and council?

Communication between citizens and Council must be a two-way street. One method of improving communication would be to web-cast Council meetings (currently being investigated). This would ensure citizens have the ability to watch their local government “in action” and ensure that information is transmitted to citiznes in a timely manner. The City should also improve electronic access to files and documents.
Citizens also have an obligation in communication. Citizens must remain engaged with members of Council and follow local issues, and not just during elections. It is our democratic responsibility to stay informed, critically assess information and participate when we can by offering our help or our talents to the process. A city that works together in its governance will be a city that communicates well. See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Relationship between council and administration?

There is a large imbalance in our governance structure, given that we have a full-time, professional bureaucracy and a part-time, amateur elected body. This imbalance gives administration the advantages of time, agenda setting and access to information. As such, councilors who do not understand the issues or who do not dedicate themselves to the work will make decisions based on the thoughts, the will and the input of others. I believe that this relational imbalance exists, so I am committed to fulfilling my duties as a member of Council on a fulltime basis. Furthermore, I believe that some operational complacency is also present, so I am committed to ensuring that the City Manager maintains an organization that respects process and acts in a responsible and professional manner. See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Where does the City of Lethbridge needs to focus its resources the most, and where is should reduce its resource commitment.

Where the City “needs” to focus its resources and where it “may have to spend” its resources could be two separate things, over the next term. Provincial legislation regarding electricity metering and data storage may put a substantial financial burden on taxpayers and the City Corporation as a whole. Council needs to remain abreast of this situation and be prepared to react prudently. As such, Council ought to remained focus on the core businesses of the Corporation, such as protective services, maintaining infrastructure and utilities, and providing support for essential services relating to short-term housing, emergency need and community health and safety.
As mentioned above, the City could reduce its resource commitment by reducing or freezing any new tax-supported initiatives of Council, until previous initiatives have been reviewed and measured for their effectiveness and success. See www.jeffcoffman.ca/issues_lethbridgeaccountability for updates on this issue.

Personal Details

Name

Coffman Jeffrey

Email

jeff.coffman@lethbridge.ca

Website

http://www.jeffcoffman.ca

Twitter

http://twitter.com/jeffreycoffman

Facebook Details

http://www.facebook.com/group.php?gid=139321686077907

Telephone number

403-315-9092

History

Member for

1 year 19 weeks