It was around the beginning of time when I first heard that the 1907 Kincardine Post Office, until now called by the no-name, Annex, needed its roof repaired. There have been several ice ages, euphemistically known as councils’ terms of office, since and the 1907 Post Office still needs its roof repaired. When I ask for suggestions as to how we might revive the 1907 Post Office, I receive none. Surely our creative juices are greater than those of a half-wit pet rock. We cannot build a consensus when there is no wide-ranging discussion.

Here are some ideas: any ground in front of the building will hold a sunburst of flowers bringing a feel-good aura to our spirits as we enter the front door. Inside we will find the municipality’s Tourist Information Centre; Stratford’s, with its thousands of visitors, is not large and still includes well-kept washrooms.

Also on the first floor will be the post office complete in period-style circa 1907 selling regular and philatelic stamps, and whatever else is appropriate such as post cards and memorabilia.

People having mobility limitations will use the properly graded, railed and covered ramp on the south side. The elevator will also be available for those who require it.

There is a goal cell now which should be staffed with a mustached, helmeted constable. Litterers on the beach, parks, and streets will be subject to citizen’s arrest, taken to the cell, fined a toonie and sentenced to two hours in the cell. They may purchase, for another toonie, their mug shot taken as they stand behind the bars.

The Chamber of Commerce will have its offices on the third floor, accessible by elevator as well as stairs. The renovation of other office space will depend on the planned use of the space. Adult learning and upgrading could be well-served on the second floor. The basement now is a waste of space but intelligently renovated could be put to good use. Improper storage by the lazy or by those without initiative will not be tolerated.

I welcome thoughtful comments. All ideas can be improved upon; I offer a start. I see a wonderful star of Queen Street, busy, useful, and entertaining – a place for all of us – a heritage for future generations.

April 11, 2007

Volunteers are the backbone of our municipality. List the activities we enjoy, note the volunteers that serve on municipal committees, observe the folks who keep the ditches of our highways and the B Line clear of trash and you will begin to understand what I mean. Look closer and see the volunteers running sports: soccer, baseball, hockey, etc., giving freely of their time year after year. Think of the air cadets, scouts, and guides that contribute so much toward the building of our youth’s character and realize these organizations exist because of dedicated volunteers. The Bluewater Summer Theatre, the Theatre Guild, the Victoria Park Gallery, the Pipe Bands and the Scottish Festival all are the result of talented and selfless volunteers. Our trail system contributing to the interest and health of our community was built and is maintained by volunteers. The various suppers put on at the Ward Three Community Centre and at churches throughout the municipality are thanks to dozens of volunteers raising money for worthy causes and presenting an inexpensive evening out for all of us.

There is the Yacht Club – volunteers all - serving local boaters and attracting others to the beautiful shores of Kincardine. And when citizens complain about money the municipality loans to the Paddy Walker House they should take a moment to think of the countless hours and skills freely contributed to the project over the years. When completed it will be a bright star in Kincardine’s constellation. Another star will be the Pavilion, saved from destruction by passionate, hard-working volunteers. When we dance in the summer moonlight and enjoy the wedding celebrations through the years, we will have those volunteers to thank.

And, of course, there is Communities in Bloom annually filling our community with enchanting colour and enticing fragrance.

If I have missed anyone, please count yourself among those above who give the municipality games, beauty, and entertainment. I applaud all of you who donate your time, skills, and often money to give Kincardine its wonderful quality of life.

I would be amiss in my recognition if I did not mention a related matter that irritates like a sliver under my finger nail. When members of council sit on committees alongside of volunteers freely giving of their time, why do the members of Council collect fees and possibly mileage for their attendance? To my knowledge, Gordon Campbell is the lone exception among those engaging in this practice. In the spirit of volunteerism, Council should take a hard look at their policy.

April 18, 2007

Though some community-owned airports make a profit, it is generally accepted that these airports will lose money. They stay open for a variety of reasons. But, under no circumstances, should an airport operate with an unnecessary deficit.

I understand the Kincardine Municipal Airport lost $72,000 in 2006 and, in fact, has lost money year after year until a deficit has become accepted. I have a modest proposal for council’s consideration.

First we must acknowledge that the problem with the airport is the structural organization. To correct this, we need to start with the staff position; the position should be become part-time.

In view of the annual deficit, the days of operation, the potential for automation, and the actual aviation activity, we should first look at cutting labour costs. At a salary of approximately $57,000 and a heavily subsidized residence for the manager (figures from Council’s proposed contact) making the position part-time would make an immediate dent in that deficit.

Is it feasible? Many small planes are in storage for the winter reducing the number of active planes in this area. Consider also the number of days in winter when flying is not possible and of other days when only an occasional commercial plane would be flying. Add to this the non-flying days due to inclement weather throughout the other three seasons and then ask yourself if the required duties need a full-time staff.

The fuel system would go to a card-lock (credit card) operation eliminating the need for a staff person to be available. The billings and credit payments would go directly to the appropriate office in Municipal Administration, along with any other billings such as insurance and rentals, thus removing this function from the airport office. There is already a telephone in the entrance to the terminal building from the tarmac, accessible even when the building is locked. Dedicated posted numbers would direct the user to the appropriate staff at the Municipal Offices or wherever needed.

A more economical use of the runway lights, automated or manual, could reduce the cost. What is the need for them to be on during the day?

The Municipality, not the manager, already does the snowplowing/blowing which leaves only maintenance of the grass, now done by the manager. Parks could handle that chore.

That will only start the restructuring. The key will be to get the right part-time employee to carry the plans forward. I would be looking for a person who wants a challenge, not a job. Marketing skills and creative thinking are imperative.

Once familiar with the routine chores, the first task would be to establish a “Friends of the Airport” forming a team, as Wiarton and Goderich has done, of volunteers to assist and advise. The flying club might be reincarnated from this group but certainly “Friends” would form a citizen base better to move along development plans.

And please do not form another committee to discuss the above; we need a cabinetmaker not another committee. Next week the second step.

April 25, 2007

Again I write about the Kincardine Municipal Airport with further recommendations for improving the facility.

Currently there are two privately-owned hangars at the Airport. The cost of hangars for recreational aircraft can vary widely. When I last enquired about more hangars I was informed that their design would have to follow that of those now built. That is a poorly thought-out policy. The choice of design was based on the builders’ personal preference and on the amount of money they were willing to spend. Their decision should not govern the design and cost of future hangars. Maintaining the same colour scheme should be sufficient.

Through discussion with recreational plane owners Council needs to consider a range of designs and their costs and settle on a suitable one, not necessarily the cheapest. I suspect most pilot/owners simply want to have their plane sheltered from the weather and reasonably secure. In the Commercial/General Aviation Development report of November 2005 it was assumed the individual owner/pilot would pay for the building of the hangar and lease the land from the municipality. In my opinion, the municipality should build the hangars, as needed, and rent or sell them thus giving a choice to the plane owner. This is an investment; not only are the costs recoverable but the program will create more activity at the airport.

The municipality should bring in an Aircraft Maintenance Engineer or, better still, a Maintenance Organization which includes the engineer but has other advantages such as parts supplier on site. This will take drive and calls for that marketing skilled manager I spoke of last week.

There is a thriving flight training school on site, Evans Aviation. The company makes use of the classroom and small kitchen and washroom attached to the large, municipally-owned hangar. The graduates could comprise the core of the Friends of the Airport group. The area could use some spit and polish making it more attractive to trainees and visitors, but then I am just reflecting my own standards not those of the Municipality.

The synergy of hangars, supply/maintenance service, and a vibrant flying school will make the airport a successful facility. Next week: the cosmetics of success.