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Extraordinary measures required

After attending the budget meeting on March 12th, I think Paul Mathews is right — city hall does not get it! In the worst economic downturn in our lifetime staff are recommending a tax increase of over 20 per cent over the next three years.

After attending the budget meeting on March 12th, I think Paul Mathews is right — city hall does not get it!

In the worst economic downturn in our lifetime staff are recommending a tax increase of over 20 per cent over the next three years. They do this based upon the recommendations of a blue ribbon committee that did not even have local business representatives on it. The understanding of reality is reminiscent of Marie Antoinette’s “let them eat cake”!

I heard staff defend the staffing levels and their salaries, which when combined with their benefits that are in the teens can only be called exorbitant for a municipality of this size.

I did hear and appreciated two new councillors say unequivocally “we hear you,” but I heard a mayor that simply said we expected you to be mad, but this is reality. There is certainly a reality to be dealt with but not by over-taxing a community that is already suffering.

I ran a $40 million public corporation with over $100 million in capital assets for numerous years, eight of which we were required to reduce the budget. We had no ability to further tax the public to make up the shortfall, but we came up with creative approaches that increased efficiency, improved results and maintained morale. I expect no less of our municipality and to that end have the following questions:

1) Every public and private corporation I know of is reducing staff levels in these difficult times. Staffing is the largest percentage of the budget and has to be undertaken. The reductions should always start at the senior management level but we likely require across the board reductions. The mayor says, “we have services that must be maintained.” I had the same, but we could always find some reductions in every department. Why is this approach not being taken?

2) There appeared to be a lack of open minds to looking at every area in the budget. In the meeting the sustainability centre was raised, only to be defended by staff. Why is the municipality competing with our own local businesses and why is this centre a sacred cow?

The municipal contribution to Tourism Whistler of $650,000 was raised. Do they need this amount when the Olympics will bring exceptional free publicity next year?

The $500,000 contribution to capital was defended, and I agree the municipality needs to bring this fund back up, but why not by $300,000 each year?

3) It was indicated that there would be an increase in staff over the next year to deal with the Olympics. It is my understanding that VANOC is running the Olympics and that municipal staff are responsible for running the municipality. Have we confused the roles and have we forgotten that the municipality is responsible first to the taxpayer for the efficient and effective operation of the municipality?

4) Diversification was raised. As the individual who has been trying to bring an international learning centre, including a university, to this community for two and one half years only to run into a stone wall in the mayor’s office I, too, am frustrated with the lack of foresight. Why does city hall insist on Whistler being a one horse economy?

To conclude, I do not doubt the sincerity of the staff; I simply question their approach and vision. These are extraordinary times and call for extraordinary measures. Past practices and even best practices are no longer what are needed. New practices are!

I heard the taxpayers at the meeting, including myself, saying “go back to the drawing board and bring forth new proposals that do not require such a ridiculous tax burden.” Become creative, diversify (we are ready) and reduce the workforce. In short “Get real!”

Doug Player

Whistler

 

Comparing West Van taxes

I am writing to clarify some of the details in Paul Mathews’s letter to the editor published March 12.

In his letter, Mr. Mathews states his (Whistler property) taxes are 50 per cent higher than a West Vancouver home of equal value.

The municipal tax rate (the rate the municipality sets) for 2008 for West Vancouver is 2.0399; Whistler’s municipal tax rate for 2008 is 2.0142.  Assuming the term “equal value” means equal in assessed value, the difference between these two municipal tax rates on $1 million of assessed value is $25.

Each municipal council sets approximately half of the property tax bill for its community. The other half is set by the province and other authorities, for which the municipality collects and remits taxes on their behalf, with rates set by the authorities. Including the taxes set by other authorities, the total combined tax rate for 2008 for West Vancouver is 3.7636, and Whistler 3.9076.

The difference between these two tax rates on $1 million of assessed value is $144. That is, interpreting the term “equal value” to mean equal in assessed value.

If “equal value” refers to a similar house, then we may compare the average of all houses in each municipality. The average West Vancouver single family home has an assessed value of $1,558,123 in 2008. The municipal portion of taxes on that property amounts to $3,178. The average Whistler single family home is $1,244,199, and the municipal taxes are $2,506, 20 per cent lower.

In his letter, Mr. Mathews also states that the top 47 RMOW employees averaged $111,701. This figure is inconsistent with our information and, further, the average is probably not as good a measure as median. The median salary of the top 47 (15 per cent) employees was $88,346 in 2007.

Lisa Landry

General Manager, Economic Viability

Resort Municipality of Whistler

 

Other choices are out there

Thank you, Max, for voicing what I felt during and after taking the phone survey. How frustrating to have such coerced choices.

If I do not want to lose Meadow Park amenities or winter road maintenance then the only choices left were items like the library hours or art programs, which I believe are beneficial to our town.

What about the nearly half million in taxes we have given to the not for profit 2020 Sustainability crew? Nothing I have read so far warrants this organization receiving anywhere near that kind of tax money. When we are facing such tax hikes do we really need this organization? This muni staff already does the long range planning.

What about the landscaping department? As another reader indicated, putting that out to bid would cut the extraordinary amount of tax dollars spent on year round staff and summer staff with all the attached benefits.

I don't want to say much about the daycares, but remember the Muni bailed out one daycare to the tune of $78,000 tax dollars two years ago when the feds cut direct funding and instead allowed the parents to claim a tax credit directly. By the way, doesn't this mean that those parents double dipped that year?

Lastly, I was appalled watching on cable TV Councillor Forsyth flouncing out of chamber during the daycare debate. We elect officials to be able to plan our future and there are going to be many times when their patience and negotiating skills will be put to the test. Mr. Forsyth’s actions indicate he is perhaps not up to many challenges facing our town.

K. Smith

Whistler

 

Don’t tempt me

I would like to applaud Ralph Forsyth for his outburst and abrupt leaving of the council meeting that was reported in this week's Pique .

The hundreds of parents affected by the daycare closures are managers, doctors, lawyers, teachers, business owners, supervisors, employees and service providers that help run this town. And our work skills aren't Whistler-exclusive; it was a choice to live here, we can choose to leave too.

My husband and I have talked about leaving if: a) our WHA property taxes go too high, b) child care and other social infrastructure doesn't improve (you have no chance of swim lessons for your kids unless you're online at midnight the day of registration) or, c) there just isn't any work... we'd be outta here.

There are other great towns outside the Whistler Bubble. None will compare, obviously, but family comes first. What would Whistler do if all the families with working parents left? Can a town survive without the ones trying to put down roots?

And what is the RMOW going to do about it?

Alex Wilde

Whistler

 

Teddy Bear tantrums

Although I imagine there was a considerable amount of snorting and huffing, the report made no mention of any foot-stamping or door-slamming, which would support behaviour that also includes laptop-slamming, chord-ripping and out-storming. Luckily, council had a ball other than the one Mr. Forsyth took home. Lack of daycare is a pressing concern weighing on the emotions of many families in town. The trick for politicians is to replace emotion with logic and reason. God help us if they don't.

It seems incredible to me that an elected representative would choose to stop representing just when the representing gets good. If municipal spending is putting an undue burden on local taxpayers, perhaps cuts can be made with those who don't finish their shift. I know that if I stormed out of work because I didn't like a democratic decision my co-workers made, I'd be pavement-pounding.

Alex Nikolic

Whistler

 

WB has never sat back

Re: “That’s the ticket” Letter to the editor, March 19, 2009

This season has indeed seen its share of challenges, primarily affected by the global economic downturn and lower than average snowfall. Whistler as a community has done a great job in coming together to offer inspiring deals to entice guests; and Whistler Blackcomb is no exception.

Focusing on driving visitors to the resort, Whistler Blackcomb has, and continues to have, very aggressive and heavily discounted offers in various markets including the Lower Mainland, Washington State, Ontario and key international markets such as the UK and Australia. These include lift and lodging packages such as: buy seven days, get 10; fourth day free; and a variety of other shorter stay offers. Plus, our Edge Card allows you to ski for as little as $59 per day.

In addition to value packaging and pricing, Whistler Blackcomb spends millions of marketing and sales dollars driving guests to Whistler. Marketing dollars promoting deals, snow conditions and brand awareness are spent within the markets we’re targeting. Those who don’t live in those markets would not be fully aware of the huge marketing efforts that we put forth to drive visitors to Whistler.

The “window price” for lift tickets in Whistler does not drive incremental people to the resort; they’re already here. The focus instead turns to providing the best possible experience for guests while they are in Whistler to ensure they receive great value and want to return. This season’s guest survey results for on-mountain service have been overwhelmingly positive, which we believe will translate into repeat visitors and is a huge win for the entire resort.

Whistler Blackcomb has never sat back “hoping” everything will turn out OK. With the addition of the Peak 2 Peak Gondola this winter, Whistler as a community has something new to be very proud of. Among guests surveyed it was found that 15 per cent indicated that the Peak 2 Peak Gondola was a factor in their decision to visit Whistler this year. Building on this momentum next year, as the eyes of the world are upon us for 2010, the Peak 2 Peak Gondola and the incredible on-mountain experience at Whistler Blackcomb will continue to catch people’s attention and drive them to visit Whistler.

Though Whistler as a resort community is challenged right now, the efforts of everyone to continue to provide great value and an incredible guest experience will help us get through these challenges and position us well as we move forward.

Stuart Rempel

Senior Vice President, Marketing and Sales

Whistler Blackcomb

 

Practising financial sustainability

We greatly appreciate the wide community interest and support of the Whistler Centre for Sustainability (WCS), but wish to clarify some misstatements made in last week’s coverage.

The Whistler Centre, created out of a vision from community members and Whistler 2020 task forces, has received start-up funding from the Resort Municipality of Whistler in the amount of $185,000 (2009) and will receive $120,000 for each of 2010 and 2011. This means the RMOW is supporting the WCS with $425,000 over three years, not the previously reported $450,000 in 2009.

The total operating budget of the WCS is $650,000 (2009). This means approximately 28 per cent of the total operating budget this year is provided by the RMOW, with the remainder coming from revenues generated through grants and fee-for-service contracts. The RMOW pays for the costs of implementing the annual Whistler 2020 community sustainability planning program, including monitoring and reporting, facilitation of task forces, assisting with partner action implementation, and general ongoing communications and education within the community. These costs amount to under $200,000 per year and were previously in the RMOW budget but have been transferred to the Centre to bring Whistler 2020 more effectively into the community. To date, in 2009, the WCS has confirmed nearly $300,000 in outside revenue, including $100,000 of which is targeted for Whistler-specific work.

Together with the RMOW, our talented board of directors and Whistler partners, we are confident our business development and financial sustainability objectives can be met.

Cheeying Ho

Executive Director, Whistler Centre for Sustainability

 

The facts on Fitz

I would like to correct the misinformation that appeared in the March 12 paper about the Fitzsimmons IPP. In the article you write: "...the project isn't slated for a fish-bearing stream..." Although it is true that the IPP is being built upstream of any known fish distribution, the lower reaches of Fitzsimmons Creek are part of Whistler's major bull trout spawning route.

Bull trout are a blue-listed species and our only truly, wholly native fish.

The creek is also home to rainbow trout, and tailed frogs have been found in the lower reaches.

It saddens me that all of the efforts of the Whistler Fisheries Stewardship Group and the RMOW Fish and Wildlife Technicians to educate people about our local streams has obviously not reached as many as it should.

I am happy to see many people questioning the need for IPPs in the Sea to Sky and evaluating them against the environmental impacts they may cause. My only question is, why do Whistler residents question all of these projects except the one being built closest to home?

I encourage people to learn more about their local streams and continue to get the facts about all projects slated for these precious watersheds.

Betty Rebellato

Whistler

 

Northern connection needed

Thanks for letting the "locals" gain some insight on what traffic adjustments just might be expected for 2010. I am greatly relieved that car access will be restricted. That said, I have not seen the issue of local workers getting into and out of the village addressed. Lots has been said about Squamish to Whistler; not the other way of Pemberton to Whistler. We all know that there are hundreds of workers living in Pemberton — working shifts, coming and going at all hours. Currently the transportation heading north is dismal at best.

I'd like to see this very important issue addressed well in advance. If not, many businesses in the village will be SOL.

Cynthia Hood

Pemberton