On my trips back and forth from Canada to Arizona (and back) one thing has become very apparent to me in my travels.
Service in Canada is far worse than it is in the United States.
Now I know everybody hates generalities BUT I could go on for a very long time about the poor service we are 'used to' in Canada.
A few examples.
Ace Hardware is a small chain in the United States. They've resisted the urge to become one of those 'mega' size stores that often can bridge two time zones in one building. If you need help there a friendly human being will guide you directly to the proper aisle and then stand with you to make sure you buy the exact item - which in a store like that can be difficult with the various sizes. In Canada you're lucky to get someone who will say "Aisle one hundred and seven."
Last week I was looking for a simple $9.00 'timer' that I wanted to bring back here to Edmonon with me. Actually I needed three - and they only had two.
The place was being renovated so the gent apologized that it might be difficult to find the part quickly so let me take your cell number and I'll order one for you and you can pick it up later. Later ended up being half an hour. Instead of sending me to another store another ACE member 'drove it over' to the store I was shopping in.
Contrast that with my visit to ROGERS Wireless Store today where I wanted to buy the new Blackberry Torch. It officially doesn't arrive here til Friday (except they couldn't even confirm that even after stating to them that it is all over their advertising on television) - so I asked if I could pay for it now so that I could pick it up on Friday. Nope.
Then I asked if I could leave a DEPOSIT and pick it up on Friday. Nope.
Then I asked if they could let me know IF and WHEN the Torch came in on Friday. Nope.
I was handed a card and asked to call THEM sometime on Friday. Nope.
Now this, depending on the package you buy, could be as little as a $200.00 purchase or as high as (guessing)$600.
Plus the major bucks I have to spend to have a package that works in both Canada and the United States. (My average bill is $225.00 a month) - and this should qualify as a 'major' purchase - right?
Well I took the card and drove about two blocks away where, in about 30 seconds, BEST BUY took my deposit and guaranteed me a Friday pickup of my new BB Torch. (Being an early adapter has its inherent problems eh?)
If you Google "worst companies in Canada" - guess who shows up in the top 3? Our Canadian Cell providers.
Roll this out to restaurants, car dealerships, etc. and you'll see what I mean.
I cracked a windshield on the BMW Z4 on the way down last time and when I called to make an appointment they asked me "what time do you want US to come by?" That's right - two guys were over to my garage within the hour to install it at the condo. Anybody do that here?
The Cheesecake Factory down there is a gem - with deserts as big as Rexall Stadium. At a dinner one time the waitress came over and thanked us for the business and gave all FIVE of us a gift certificate to visit again, which actually matched the full value of what we spent.
Now you can bash the Yew Ess of Eh all you want - and I'm again being general in my comments - but time after time when people come to visit they have the exact same observation.
So ROGERS - thanks again for reaffirming my belief in how well you treat your most loyal customers. I get a big laugh out of the "call one of our live agents" commercials on television right now. I would - but I just don't have the time to sit and wait an hour and a half listening to a piano solo while 'on hold' ....
Tuesday, September 21, 2010
Sunday, September 5, 2010
The Name Game
I was watching tennis this morning and thinking it's a good thing some of these players didn't play a 'team' game because their names are so long they'd go from elbow to elbow on their jerseys and the play by play guys would have a fit pronouncing them.
Then I got to thinking about how important your last name is.
On my last visit to see Mom in Toronto I asked her to sit down and tell me about her extended family. Her Mom. Her Father. Grandfather. Grandmother. Etc. Mom is over 80 years old so I was expecting a foggy memory but it was amazing how quickly and clearly she went back to her childhood and gave me some great insight into how she (I) got to our lives here in Canada.
My Dad died too young for me to be wise enough to ask that same question so I don't have that opportunity to search the other side of the clan.
Luckily he must have had some interest in it too because there was a Genealogy folder in his house when he passed away and it chronicled the "Forbes" legacy going back hundreds of years to Scotland. It's how I know the family credo "Grace Me Guide" and for my former interest in a certain local libation.
A scan through the 'tree' is a fascinating adventure and you can easily dream up some entertaining fantasy from hundreds of years ago that your family members were probably involved in.
I get two questions, mostly about my name.
1) Are you related to the Forbes Magazine family (answer: I wish) and
2) Are you related to Mugsy Forbes (no: but he gets the same one about me)
I'm happy to say the Forbes name carries a quality perception due to what my family has accomplished in our chosen industry.
My late father left us in 1981 and his legacy with CHED and Santa's Anonymous is being recognized in the building of the Jerry Forbes Centre for Community Spirit. (www.jerryforbescentre.ca) As I'm sure you can imagine his image in the business carried brothers Gord and Gerry to an expected height.
The two biggest compliments I ever received were:
1) "The name is as close to royalty in Canadian radio as possible.
2) "The name is synonymous with success."
Thank you gentlemen.
The unfortunate part for the Forbes clan now is that I have two daughters who, when they marry, will most likely drop the Forbes name. Brother Gerry has been banned from having children (I Jest) and that's a good thing. Brother Gord also has a daughter and thankfully a son (Joel) who carries the name. We indeed will put great pressure upon him to have 12 children - all boys - (I don't mean it in a sexist way) so that they can carry the Forbes torch into the next century and so that his children can sit down one day and wonder why a European tennis player would use a hyphenated name that had a letter count well into the 20 digit area and also so that his kids can share a little historical pride in his heritage too.
Your name has 'great' importance and the more you know about it the more it rewards you.
I'm damn proud of the Forbes name and hope you are of yours too.
Ask your Mom and Dad the same question - Grampa and Granny if you can too - and I'm sure their faces will well up with pride when they unfold your interesting path from the past.
Then I got to thinking about how important your last name is.
On my last visit to see Mom in Toronto I asked her to sit down and tell me about her extended family. Her Mom. Her Father. Grandfather. Grandmother. Etc. Mom is over 80 years old so I was expecting a foggy memory but it was amazing how quickly and clearly she went back to her childhood and gave me some great insight into how she (I) got to our lives here in Canada.
My Dad died too young for me to be wise enough to ask that same question so I don't have that opportunity to search the other side of the clan.
Luckily he must have had some interest in it too because there was a Genealogy folder in his house when he passed away and it chronicled the "Forbes" legacy going back hundreds of years to Scotland. It's how I know the family credo "Grace Me Guide" and for my former interest in a certain local libation.
A scan through the 'tree' is a fascinating adventure and you can easily dream up some entertaining fantasy from hundreds of years ago that your family members were probably involved in.
I get two questions, mostly about my name.
1) Are you related to the Forbes Magazine family (answer: I wish) and
2) Are you related to Mugsy Forbes (no: but he gets the same one about me)
I'm happy to say the Forbes name carries a quality perception due to what my family has accomplished in our chosen industry.
My late father left us in 1981 and his legacy with CHED and Santa's Anonymous is being recognized in the building of the Jerry Forbes Centre for Community Spirit. (www.jerryforbescentre.ca) As I'm sure you can imagine his image in the business carried brothers Gord and Gerry to an expected height.
The two biggest compliments I ever received were:
1) "The name is as close to royalty in Canadian radio as possible.
2) "The name is synonymous with success."
Thank you gentlemen.
The unfortunate part for the Forbes clan now is that I have two daughters who, when they marry, will most likely drop the Forbes name. Brother Gerry has been banned from having children (I Jest) and that's a good thing. Brother Gord also has a daughter and thankfully a son (Joel) who carries the name. We indeed will put great pressure upon him to have 12 children - all boys - (I don't mean it in a sexist way) so that they can carry the Forbes torch into the next century and so that his children can sit down one day and wonder why a European tennis player would use a hyphenated name that had a letter count well into the 20 digit area and also so that his kids can share a little historical pride in his heritage too.
Your name has 'great' importance and the more you know about it the more it rewards you.
I'm damn proud of the Forbes name and hope you are of yours too.
Ask your Mom and Dad the same question - Grampa and Granny if you can too - and I'm sure their faces will well up with pride when they unfold your interesting path from the past.
Wednesday, August 4, 2010
Leadership
I've spent the last week or so talking about 'leadership' after throwing out the challenge to Edmonton's youth in my Edmonton Sun article a few weeks back. It's been an interesting project and I'm working on something tentatively called "Bridging the Gap" that should be ready in the upcoming weeks. Til then, this Business Week article is of great interest and timely in my discussions with the upcoming leaders of our city.
Put Leadership Training on the Front Burner
The recession prompted corporations to cut leadership programs, and the deficiency will show up—in their bottom lines
When organizations worldwide took belt-tightening measures after the recession officially began in December 2007, training in general was on the chopping block—and along with it went leadership training. In a 2008 study conducted by learning service firm Expertus, 48 percent of the 84 corporate and government training professionals surveyed reported they were slashing their 2009 training budgets. That was up from 41 percent the previous year.
As the recession progressed, organizations continued cutting these programs. A 2009 article in The National Law Journal noted: "Leadership consultants said that firms are reducing leadership training, scaling back earlier training commitments."
Now that the economy is showing signs of strength, it's time to bring back leadership training.
KEEPING WEEDS IN CHECK
A protracted lack of training is much like a neglected garden; ultimately, weeds stifle and choke organizational growth. Over the past three years, job insecurity and economic uncertainty have dampened morale. Add to that the lack of leadership training and cohesive guidance from top management, and you have a double drain on productivity.
During lean times, managers have been in crisis mode, not taking the time to motivate or follow the corporate vision, but rather maintaining the status quo instead. People skills have fallen to last place on the priority list, and the company vision broadcast in 2006 is stated nowhere but on some dusty rolled-up poster.
Now imagine how a new leadership training program, even a modest one, can provide much-needed manicuring to the untended garden. Your chief executive—the landscape architect—should initiate the effort via a vision of growth and innovation and ultimately, greater profits.
WHEN RESULTS CAN BE IMMEDIATE
Organizations may have cut funds for training, but they may not be able to afford putting it off forever. Perhaps the myth still exists that leadership training is a costly, time-consuming measure with only long-term gain—when in fact, relatively low-cost measures can reap immediate results.
For example, you could give a one-day workshop on strategic growth initiatives, motivating staff through enhanced communications or improving skills for virtual-team leadership. Sure, this will mean time spent planning the workshop and perhaps money invested in hiring an outside facilitator, but it could contribute to the bottom line in hours. A motivated salesperson, invigorated by a sales manager's genuine public praise one morning, can easily precipitate a sales spike that afternoon.
Other good subject matter for leadership training sessions includes: implementing career pathing for employees; setting objectives and expectations and monitoring them among staff; delegating tasks to others; team building and creating a sense of community; mentoring and helping teams maximize their potential; and establishing alignment with business and personal goals.
These days, businesses have a segment of employees inspired to work only because they want to keep their jobs. But as employment improves, survival won't be enough to compel them to leap out of bed in the morning.
A KEY TO INVIGORATING EMPLOYEES
Leaders must know how to motivate their teams to work for mutual success and the larger success of the company. Even with the economy still faltering, more progressive companies are considering restarting leadership training. They recognize it as a wise investment in creating an invigorated workforce.
Researchers from Harvard and McGill universities carried out a six-year global study of companies that sought improved working conditions at all levels of their business and managed to be profitable at the same time. The researchers found that these companies—ranging in size from small outfits of 27 employees to Fortune 50 corporations of 126,000—knew how to support leadership at every level and how to listen to employees,
One company, Costco, found that developing the skills and talent of its employees helped recruitment and improved the long-term quality of management.
Managers must include interpersonal intelligence in their leadership tool kit. They must demonstrate that they are trustworthy and transparent. In numerous studies conducted by our own firm, the "trust gap" between the boss and employee is clearly evident. But the trust gap can be reset.
You can initiate the charge for leadership training in your company. Components of such a program may include the following:
• Connecting with staff. Managers need good communication and emotional-intelligence skills—sensitivity to people's feelings and the ability to work through those feelings. Whereas many managers will do anything to avoid conflict, emotionally intelligent ones thrive on confronting situations and resolving them.
• Making managers better coaches and mentors. Leaders should be trained by senior management and HR on how to guide employees in their career development. Managers should carefully review policy manuals and uphold expected "good character" standards and serve as role models for other employees. That also means being open to suggestions and genuinely appreciating diverse opinions.
• Listening and giving feedback. When designing a training program, solicit managerial input as much as possible. Ask frontline employees for their insights on what kind of corporate learning would make the company more competitive, for example. Customer-facing employees possess a treasure trove of data that is rarely mined sufficiently. If a client expresses interest in a modification to a product or service—but your representative feels like a cog in a wheel who is too junior to act on such "high level" input—it can mean lost revenue opportunities. In one study our firm commissioned, 93 percent of employees said that job satisfaction improves when managers are receptive to new ideas and approaches.
• Having a clear vision. Make sure leaders understand the corporate vision and can enlighten employees about it. If the company wants to focus on its hometown roots instead of its global capabilities, for example, leadership training should outline that plan. If the company's mission is stated clearly and often, it will help guide employees in their thinking and create a sense of purpose.
• Understanding how parts make up the whole. Leaders need to learn how to communicate the company's big ideas and objectives to workers and to commend individuals for their contributions toward goals. For example, a manager might say, "Your data mining project is really helping to increase sales, because we can now target users with advertising better than ever before." By keeping employees in the loop, leaders constantly uplift and engage staff.
Companies that weed out bad practices and nourish new leaders will see renewed growth, yielding a flourishing landscape of profits.
Put Leadership Training on the Front Burner
The recession prompted corporations to cut leadership programs, and the deficiency will show up—in their bottom lines
When organizations worldwide took belt-tightening measures after the recession officially began in December 2007, training in general was on the chopping block—and along with it went leadership training. In a 2008 study conducted by learning service firm Expertus, 48 percent of the 84 corporate and government training professionals surveyed reported they were slashing their 2009 training budgets. That was up from 41 percent the previous year.
As the recession progressed, organizations continued cutting these programs. A 2009 article in The National Law Journal noted: "Leadership consultants said that firms are reducing leadership training, scaling back earlier training commitments."
Now that the economy is showing signs of strength, it's time to bring back leadership training.
KEEPING WEEDS IN CHECK
A protracted lack of training is much like a neglected garden; ultimately, weeds stifle and choke organizational growth. Over the past three years, job insecurity and economic uncertainty have dampened morale. Add to that the lack of leadership training and cohesive guidance from top management, and you have a double drain on productivity.
During lean times, managers have been in crisis mode, not taking the time to motivate or follow the corporate vision, but rather maintaining the status quo instead. People skills have fallen to last place on the priority list, and the company vision broadcast in 2006 is stated nowhere but on some dusty rolled-up poster.
Now imagine how a new leadership training program, even a modest one, can provide much-needed manicuring to the untended garden. Your chief executive—the landscape architect—should initiate the effort via a vision of growth and innovation and ultimately, greater profits.
WHEN RESULTS CAN BE IMMEDIATE
Organizations may have cut funds for training, but they may not be able to afford putting it off forever. Perhaps the myth still exists that leadership training is a costly, time-consuming measure with only long-term gain—when in fact, relatively low-cost measures can reap immediate results.
For example, you could give a one-day workshop on strategic growth initiatives, motivating staff through enhanced communications or improving skills for virtual-team leadership. Sure, this will mean time spent planning the workshop and perhaps money invested in hiring an outside facilitator, but it could contribute to the bottom line in hours. A motivated salesperson, invigorated by a sales manager's genuine public praise one morning, can easily precipitate a sales spike that afternoon.
Other good subject matter for leadership training sessions includes: implementing career pathing for employees; setting objectives and expectations and monitoring them among staff; delegating tasks to others; team building and creating a sense of community; mentoring and helping teams maximize their potential; and establishing alignment with business and personal goals.
These days, businesses have a segment of employees inspired to work only because they want to keep their jobs. But as employment improves, survival won't be enough to compel them to leap out of bed in the morning.
A KEY TO INVIGORATING EMPLOYEES
Leaders must know how to motivate their teams to work for mutual success and the larger success of the company. Even with the economy still faltering, more progressive companies are considering restarting leadership training. They recognize it as a wise investment in creating an invigorated workforce.
Researchers from Harvard and McGill universities carried out a six-year global study of companies that sought improved working conditions at all levels of their business and managed to be profitable at the same time. The researchers found that these companies—ranging in size from small outfits of 27 employees to Fortune 50 corporations of 126,000—knew how to support leadership at every level and how to listen to employees,
One company, Costco, found that developing the skills and talent of its employees helped recruitment and improved the long-term quality of management.
Managers must include interpersonal intelligence in their leadership tool kit. They must demonstrate that they are trustworthy and transparent. In numerous studies conducted by our own firm, the "trust gap" between the boss and employee is clearly evident. But the trust gap can be reset.
You can initiate the charge for leadership training in your company. Components of such a program may include the following:
• Connecting with staff. Managers need good communication and emotional-intelligence skills—sensitivity to people's feelings and the ability to work through those feelings. Whereas many managers will do anything to avoid conflict, emotionally intelligent ones thrive on confronting situations and resolving them.
• Making managers better coaches and mentors. Leaders should be trained by senior management and HR on how to guide employees in their career development. Managers should carefully review policy manuals and uphold expected "good character" standards and serve as role models for other employees. That also means being open to suggestions and genuinely appreciating diverse opinions.
• Listening and giving feedback. When designing a training program, solicit managerial input as much as possible. Ask frontline employees for their insights on what kind of corporate learning would make the company more competitive, for example. Customer-facing employees possess a treasure trove of data that is rarely mined sufficiently. If a client expresses interest in a modification to a product or service—but your representative feels like a cog in a wheel who is too junior to act on such "high level" input—it can mean lost revenue opportunities. In one study our firm commissioned, 93 percent of employees said that job satisfaction improves when managers are receptive to new ideas and approaches.
• Having a clear vision. Make sure leaders understand the corporate vision and can enlighten employees about it. If the company wants to focus on its hometown roots instead of its global capabilities, for example, leadership training should outline that plan. If the company's mission is stated clearly and often, it will help guide employees in their thinking and create a sense of purpose.
• Understanding how parts make up the whole. Leaders need to learn how to communicate the company's big ideas and objectives to workers and to commend individuals for their contributions toward goals. For example, a manager might say, "Your data mining project is really helping to increase sales, because we can now target users with advertising better than ever before." By keeping employees in the loop, leaders constantly uplift and engage staff.
Companies that weed out bad practices and nourish new leaders will see renewed growth, yielding a flourishing landscape of profits.
Thursday, June 10, 2010
Bak too Skool
One of my late Father's best sayings was "I got old too soon and smart too late." Today I can relate. I attended a special lunch put on by the Edmonton Public School Board Foundation in the Sir John A McDonald School downtown.
Unlike most media events at places like the Westin we had home made sandwiches - and they even baked me a cake as extra bribery. PS: It was great!
This is a 100 year old school that, after renovations a few years ago, looks brand spanking new - and carries the ambience that only a school that old can carry.
I was a guest of the amazing Sandra Woitis - one of those women that can only operate on two speeds. Full. And Off.
She is a charmer; smart as a whip; and probably 'thee' most motivated woman on the face of the earth - because she works in an atmosphere of almost insurmountable challenge - yet you'll never see or feel any frustration about it.
She simply works harder - and smarter.
The EPSB Foundation operates to help raise funds to do 'special' work within the school system that is either partially funded or NOT funded at all through normal channels.
Today we saw the results of their Early Intervention program.
To over simplify - research has proven that most of the cognitive growth in children happens in years 3 to 6 - or the 'pre school' era. During this time it is extremely important to get them off to a fighting start in both 'life' and 'education.'
Now this is a special school - because it's in a very poor part of town - and is virtually the United Nations of education. Children from all over the world were in the classes we toured through and 'many' of them relatively recent arrivals from another country.
I'm sure you can see the challenge. They hardly even know 'English' and here they are starting their education cycle in a land where they are very unfamiliar with the surroundings.
Many of these kids have rough home environments or no home environment at all so it's important to fill them with optimism and opportunity.
The Assistant Principal is a Paul Bunyan kind of guy - tall and imposing - and certainly garners the respect of the children instantly. Of note in wandering around the school I was knocked out about how clean and well organized it was - certainly not the same vision we see in 'bad movies' from around the world.
Sandra's purpose today in inviting many of us was simply to 'open our eyes.' Often we live in a bubble and don't realize how some of these kids live.
In my years in the United Way it was clear to me that a 'healthy' community starts when kids are educated and 'happy.' When they see hope they are motivated to continue to learn. When they don't - well we've seen the results.
Drugs - robbery - drop outs - no jobs - jail - it's an endless cycle.
After lunch we went on a tour of the school and I was thrilled to walk into the Music Room and see the kids on musical instruments that we paid for a few years back with The Bear's Children's Fund. It's this type of funding that doesn't come through the 'normal' channels and these kids simply wouldn't have this opportunity (most can't afford private lessons) - so they can now follow their musical goals within the school system.
So my job is to 'spread the word' and 'write a cheque.' I'm going to do both.
Paula Simmons from the Edmonton Journal was there and has written columns about the EPSB Foundation in the past and I believe is highly supportive of the program so I'm sure we'll be reading more in the newspaper too.
But to my friends, and associates, please take the time to ask me about the program and if you can help out "great."
I can safely say the highly motivated teachers and good people like Sandra would highly appreciate it - and I know that the money donated would go to a very good cause.
Good kids who need a break!
Unlike most media events at places like the Westin we had home made sandwiches - and they even baked me a cake as extra bribery. PS: It was great!
This is a 100 year old school that, after renovations a few years ago, looks brand spanking new - and carries the ambience that only a school that old can carry.
I was a guest of the amazing Sandra Woitis - one of those women that can only operate on two speeds. Full. And Off.
She is a charmer; smart as a whip; and probably 'thee' most motivated woman on the face of the earth - because she works in an atmosphere of almost insurmountable challenge - yet you'll never see or feel any frustration about it.
She simply works harder - and smarter.
The EPSB Foundation operates to help raise funds to do 'special' work within the school system that is either partially funded or NOT funded at all through normal channels.
Today we saw the results of their Early Intervention program.
To over simplify - research has proven that most of the cognitive growth in children happens in years 3 to 6 - or the 'pre school' era. During this time it is extremely important to get them off to a fighting start in both 'life' and 'education.'
Now this is a special school - because it's in a very poor part of town - and is virtually the United Nations of education. Children from all over the world were in the classes we toured through and 'many' of them relatively recent arrivals from another country.
I'm sure you can see the challenge. They hardly even know 'English' and here they are starting their education cycle in a land where they are very unfamiliar with the surroundings.
Many of these kids have rough home environments or no home environment at all so it's important to fill them with optimism and opportunity.
The Assistant Principal is a Paul Bunyan kind of guy - tall and imposing - and certainly garners the respect of the children instantly. Of note in wandering around the school I was knocked out about how clean and well organized it was - certainly not the same vision we see in 'bad movies' from around the world.
Sandra's purpose today in inviting many of us was simply to 'open our eyes.' Often we live in a bubble and don't realize how some of these kids live.
In my years in the United Way it was clear to me that a 'healthy' community starts when kids are educated and 'happy.' When they see hope they are motivated to continue to learn. When they don't - well we've seen the results.
Drugs - robbery - drop outs - no jobs - jail - it's an endless cycle.
After lunch we went on a tour of the school and I was thrilled to walk into the Music Room and see the kids on musical instruments that we paid for a few years back with The Bear's Children's Fund. It's this type of funding that doesn't come through the 'normal' channels and these kids simply wouldn't have this opportunity (most can't afford private lessons) - so they can now follow their musical goals within the school system.
So my job is to 'spread the word' and 'write a cheque.' I'm going to do both.
Paula Simmons from the Edmonton Journal was there and has written columns about the EPSB Foundation in the past and I believe is highly supportive of the program so I'm sure we'll be reading more in the newspaper too.
But to my friends, and associates, please take the time to ask me about the program and if you can help out "great."
I can safely say the highly motivated teachers and good people like Sandra would highly appreciate it - and I know that the money donated would go to a very good cause.
Good kids who need a break!
Tuesday, May 25, 2010
Edmontonians
OK. It’s time for me to weigh in on the Edmonton "entertainment complex" issue.
To be clear I'm on the very positive side of the "I really want one of these" debate, but not at ‘any cost’ and certainly not under the ‘cloudy skies’ of transparency that I see right now.
Like most others in our city I’m a tad confused on the Katz Group approach, so far, to building this great new complex.
So let's review. We want to develop an area that includes: great shopping, several top notch retail outlets, hotel(s), movie theaters, restaurants and bars, and it has to have lots of parking spots and all be centered around a hockey rink!
Correct?
Bingo.
What’s the concern? We already have one. It's called West Edmonton Mall.
Ok they'd have to charge for parking at WEM and add a few seats to the arena to make it work, (I jest!) and they’d have to hope that people forget that the Mall ‘is’ the reason our downtown core got decimated a generation ago.
But seriously, with no disrespect to the great job that Jim Taylor and the Downtown Business Association has done over the past several years, there is no doubt that the downtown needs to be further revitalized and an ‘on going plan of improvement’ be unveiled for the ‘former’ City of Champions but I’m terribly concerned about the way this whole thing has been brought forward to the citizens of our city to date.
First off, the timing is horrible.
We have an election coming this fall and our Mayor (and several Councilors ), have to protect the non sporting fans interests (rightfully so) and they probably don't want to wear the referee's uniform on the Arena issue by making it the main point of interest in a city that is going through massive growing pains and has several other ‘must need’ concerns to deal with BEFORE we build this new edifice.
But the biggest baffling point to me is at the man who's vision we are asking to embrace has not been seen anywhere in public except on You Tube.
To this point only Katz Group or Edmonton Oiler officials have presented drawings and concepts publicly to date.
Other than the “zoning” meeting the ‘big players’ (Katz/City of Edmonton/Northlands) have not been in the same room at the same time getting the concerns of each in a face to face progressive discussion.
Now rich people are a different sort from you and I but one thing I know is at they got rich off the money from the same people who are the ones who are asking the relevant questions - that being - who is going to pay for this – and what’s the benefit in my back yard?
Next I think the people of this city need a few more major corporate names to publicly state that they have indeed bought in.
Names like Westin, Mariott, Best Buy, Sears, Canadian tire, etc – or better stated… “the companies that will be making considerable profits off of people in that area who are attending the games supporting businesses in this new complex.
Next, I think the people of Edmonton would like to see a little more respect displayed for Northlands, who seemingly are being left out of the cold at this moment.
Northlands economic impact on our city has been huge and has operated very successfully for a very long time in the ‘entertainment’ field in Edmonton.
They have the expertise – the contacts – and the ‘depth’ to handle that portion of the needs while the hockey team focuses on “getting out of the bottom of the league” during this same three year time frame to build the arena complex.
This should be a ‘partnership’ not a ‘competition’ between buildings.
On another point, Edmonton Oilers President Patrick LaForge had promised me an explanation on the Oiler Community Foundation story about the exceedingly high ‘expense rate’ that they operate their foundation under – in order to help build “City High” downtown. Unfortunately deadlines didn’t align and I didn’t receive the document.
I know their intention is good; and the project very worthwhile, but running a highly expensive lottery up against the United Way; Caritas Foundation and the Royal Alexander Hospital Foundation simply doesn’t make sense. Time to rethink that and focus on what you do best while the fundraisers focus on what they do best.
Finally this is no time for smoke and mirrors.
I like what I saw at the Art Gallery demo day and I'm pleased at the hiring of highly respected media guy Steve Hogle, as that signifies ‘new blood’ in the organization, but please Mr. Katz – “get off the Internet and get your 'brass' in front of the media and the people of Edmonton” so that we can get tons big questions answered by the guy who ultimately has the final say.
Book Rexall Place. Put the media in the front few rows; then fill the rest of the seats with concerned citizens. Open the mic up – and answer the tough questions – all of them – and get us ‘all’ on side of the proposal.
Bring Kevin Lowe too – he’s the biggest link from the very successful past to the ‘who knows’ what future of this hockey team.
Put ALL the positives on the table.
It’s time!
Or I simply think you’ll be risking a plebiscite and from past history that probably won’t play well in to your favour.
Edmonton needs to know….Who pays for what? Who benefits from this? When will the Northlands scenario be announced? When will we win the Stanley Cup? Are we going to pay controversial “Seat Ownership” fees?
Edmonton is long known as a city that doesn’t think big (sorry guys – had to say it) – and this is a very very BIG deal with ‘great’ benefits for Edmonton.
Not being totally visible and transparent is not the way to go… being a little “Trump-ish” wouldn’t hurt a bit at this time.
To be clear I'm on the very positive side of the "I really want one of these" debate, but not at ‘any cost’ and certainly not under the ‘cloudy skies’ of transparency that I see right now.
Like most others in our city I’m a tad confused on the Katz Group approach, so far, to building this great new complex.
So let's review. We want to develop an area that includes: great shopping, several top notch retail outlets, hotel(s), movie theaters, restaurants and bars, and it has to have lots of parking spots and all be centered around a hockey rink!
Correct?
Bingo.
What’s the concern? We already have one. It's called West Edmonton Mall.
Ok they'd have to charge for parking at WEM and add a few seats to the arena to make it work, (I jest!) and they’d have to hope that people forget that the Mall ‘is’ the reason our downtown core got decimated a generation ago.
But seriously, with no disrespect to the great job that Jim Taylor and the Downtown Business Association has done over the past several years, there is no doubt that the downtown needs to be further revitalized and an ‘on going plan of improvement’ be unveiled for the ‘former’ City of Champions but I’m terribly concerned about the way this whole thing has been brought forward to the citizens of our city to date.
First off, the timing is horrible.
We have an election coming this fall and our Mayor (and several Councilors ), have to protect the non sporting fans interests (rightfully so) and they probably don't want to wear the referee's uniform on the Arena issue by making it the main point of interest in a city that is going through massive growing pains and has several other ‘must need’ concerns to deal with BEFORE we build this new edifice.
But the biggest baffling point to me is at the man who's vision we are asking to embrace has not been seen anywhere in public except on You Tube.
To this point only Katz Group or Edmonton Oiler officials have presented drawings and concepts publicly to date.
Other than the “zoning” meeting the ‘big players’ (Katz/City of Edmonton/Northlands) have not been in the same room at the same time getting the concerns of each in a face to face progressive discussion.
Now rich people are a different sort from you and I but one thing I know is at they got rich off the money from the same people who are the ones who are asking the relevant questions - that being - who is going to pay for this – and what’s the benefit in my back yard?
Next I think the people of this city need a few more major corporate names to publicly state that they have indeed bought in.
Names like Westin, Mariott, Best Buy, Sears, Canadian tire, etc – or better stated… “the companies that will be making considerable profits off of people in that area who are attending the games supporting businesses in this new complex.
Next, I think the people of Edmonton would like to see a little more respect displayed for Northlands, who seemingly are being left out of the cold at this moment.
Northlands economic impact on our city has been huge and has operated very successfully for a very long time in the ‘entertainment’ field in Edmonton.
They have the expertise – the contacts – and the ‘depth’ to handle that portion of the needs while the hockey team focuses on “getting out of the bottom of the league” during this same three year time frame to build the arena complex.
This should be a ‘partnership’ not a ‘competition’ between buildings.
On another point, Edmonton Oilers President Patrick LaForge had promised me an explanation on the Oiler Community Foundation story about the exceedingly high ‘expense rate’ that they operate their foundation under – in order to help build “City High” downtown. Unfortunately deadlines didn’t align and I didn’t receive the document.
I know their intention is good; and the project very worthwhile, but running a highly expensive lottery up against the United Way; Caritas Foundation and the Royal Alexander Hospital Foundation simply doesn’t make sense. Time to rethink that and focus on what you do best while the fundraisers focus on what they do best.
Finally this is no time for smoke and mirrors.
I like what I saw at the Art Gallery demo day and I'm pleased at the hiring of highly respected media guy Steve Hogle, as that signifies ‘new blood’ in the organization, but please Mr. Katz – “get off the Internet and get your 'brass' in front of the media and the people of Edmonton” so that we can get tons big questions answered by the guy who ultimately has the final say.
Book Rexall Place. Put the media in the front few rows; then fill the rest of the seats with concerned citizens. Open the mic up – and answer the tough questions – all of them – and get us ‘all’ on side of the proposal.
Bring Kevin Lowe too – he’s the biggest link from the very successful past to the ‘who knows’ what future of this hockey team.
Put ALL the positives on the table.
It’s time!
Or I simply think you’ll be risking a plebiscite and from past history that probably won’t play well in to your favour.
Edmonton needs to know….Who pays for what? Who benefits from this? When will the Northlands scenario be announced? When will we win the Stanley Cup? Are we going to pay controversial “Seat Ownership” fees?
Edmonton is long known as a city that doesn’t think big (sorry guys – had to say it) – and this is a very very BIG deal with ‘great’ benefits for Edmonton.
Not being totally visible and transparent is not the way to go… being a little “Trump-ish” wouldn’t hurt a bit at this time.
Subscribe to:
Posts (Atom)