Election 2020: District 5

District 5 encompasses a big chunk of the former city of Sydney, including Boulderwood, the Shipyard, the Downtown and the North End. It also includes Membertou First Nation and part of Mira Road.

It is shaped like an ankle boot or a duck’s head, depending, I guess, on what floats your boat more — fashion or wildlife.

In 2016, Eldon MacDonald won a second term as District 5 councilor against four opponents, two of whom — Nigel Kearns and Shawn Lesnick — are running against him again this fall. MacDonald took 1,498 of the 3,368 votes cast in the district, which counts 7,376 registered electors.

 

Christina Joe

Why do you want to be a CBRM councilor?

For a number of years, I have been involved in a number of community events. I have had a YouTube channel since 2013, it’s purpose is to bring community events to people who face barriers that would prevent them from attending such events. So I understand first hand that not everybody in the community is able to access events. So over the years, I’ve become more involved and this is just me further expanding the role I would like to play in our community.

What is one issue of concern to you and how do you plan to address it?

We need to start producing resources such as food on our island, as well as container gardening and producing jobs and strengthening our economy.

Although it is now 25 years old, the CBRM doesn’t necessarily function as a single entity. Do you have any ideas for bringing our “community of communities” closer together?

Twenty-five years of being united and I cannot get a bus to various communities such as Membertou or Eskasoni and a few others. In order to unite the communities or bring them together we need a better way to travel within our community. District 5 has a lot of great services, but we are doing a disservice to the rest of the island if they can’t access those services because of a lack of transportation.

Where is one place in your district you always bring visitors?

Membertou. As someone who lives in Membertou, I see first hand the growth and development.

What is one question you wish I’d asked you? 

During campaigning what are some things you learned about your district?

Loaves and fishes has been in operation for 38 years.  Pre-pandemic, they were serving 200 meals a day. During it, [people] were not allowed to eat IN, so the service had to change to a take out. 60% of the people utilizing the service are international students who can’t afford to eat because of the high price of renting a home.

The Ally Centre gave away almost half a million needles as part of their safe needle exchange program.

 

Nigel Kearns

Why do you want to be a CBRM councilor?

I started community work at 11 when I acquired a neighbor’s property and put on a McDonalds fundraising carnival for Muscular Dystrophy. Later in life, after my five-year service with the Canadian Navy, I started putting on 12-hour rock shows for charity organizations, it was those activities that thrust me into the entertainment business, in which, well after 30 years, I am still involved.

I have always been involved in community activities in one way or another. I would rather give any form of support freely if it helps a project get off the ground. I have worked in many sectors and with many people. The vast experiences and knowledge that I acquired throughout my life have become a resource for many, either by advice, recommendations, or hands-on support. I am always willing to help people and organizations with whatever they need. I enjoy bringing people together to achieve common goals. There is so much work that needs to be done. We have the knowhow, the people, and the resources right here at home, and we need to collaborate, create partnerships, and solidify the solutions and opportunities to get the required work done. And it is with that in mind, if I want my accumulated experiences, skills and talents to become increasingly effective, I need to be at the council table to continue this trend, so WE, together, can become more effective for our community and ourselves.

What is one issue of concern to you and what is your plan to address it?

Sadly, there are many and to identify one is difficult. I will, however, choose Advocacy, “Advocacy to Action.” [emphasis the candidate’s] Yes, this is beyond the daily and specific roles of municipal leadership, and what advocacy pertains to is all the concerns and shortcomings that our communities and people endure. Those being Equalization, Taxes, Poverty, Housing (shortage and rental rates), basic quality of life (jobs, wages, food security, etc.) mental & physical health, addictions and the basic rights of all peoples. Yes, these significant issues fall under the jurisdiction of the federal and provincial governments, however that is absolutely NO reason to not act. We must advocate for our community at every opportunity and insist on strong collaboration, partnerships and cooperation be conducted to achieve real and authentic solutions.

Although it is now 25 years old, the CBRM doesn’t necessarily function as a single entity. Do you have any ideas for bringing our “community of communities” closer together?

Authentic, two-way communication is the first step to do so. We must all be engaged and informed, involved in the decision and planning process that affects our communities and lives. We, the citizens, are the shareholders, and our municipal leadership (Mayor & Council) is the board who serves and delivers the wishes of those shareholders, or at least, that is how it should be considered. This is essential in identifying every community’s needs and development.

We need to increase collaboration with our brothers and sisters of our Mi’kmaq [emphasis the candidate’s] communities. They are our communities, as we are theirs. We must also educate all on the treaties and provide a full understanding of the past, present and future. This also includes reconciliation, something that has not truly been yet achieved.

We must get our Charter started, and more importantly, completed. We must have autonomy and the means to work effectively on our own with the ability to make real changes within the system. To make our Charter mean something and become truly effective, a full and detailed strategic plan for the direction of the CBRM is a must. How can we measure our progress, assess the decisions we need to make without knowing the direction we are going? Additionally, a full audit is required, to allow us to fully understand our costs, liabilities and most importantly, our expenses. Moving forward with a clear understanding of our financial situation is key to development and a successful execution of all we must achieve.

As a councilor of a specific district, one is obviously elected to represent those community members, organizations and businesses. But a district seat is only a segment of a greater table, a greater representation of all our community of communities, and as such, we must focus on all our needs. Needs change, from neighborhood to community, to district, and we must all work together to improve the quality of life of all within and develop responsibly with our citizens in mind.

To go one step further, we need to also look beyond the CBRM, we need to collaborate effectively with all our island’s communities and leadership. We are one island and we must work as such. Each with its unique cultures, needs and resources we can all work to make our island the island everyone wants it to be.

What is one place in your district you always bring visitors?

I cannot identify just one. I often engage with visitors within District 5. Being very active in the Northend/Downtown area, I have met numerous visitors. It does not take a great deal of time through conversation to understand their likes and interests, which helps me recommend what I feel fits their interests. I have recommended pretty much everything one can do in the area. The cruise boat visitors are the most satisfying, they look lost, I ask if I can help, and in minutes they are now worried if they have enough time to take it all in.

What is one question you wish I’d asked you? 

Thank you for adding this one. The “one issue” question above was limiting. The question is…

“Do you feel that there are effective and authentic communications between the CBRM leadership and the citizens?”

No, I do not. Communication is a key component in leadership. We generally hear significant decisions via the media when it is far too late to inform or seek input from the public. We have had far too many controversial issues happen which have caused outrage and distrust, the Highland Arts Theatre and the Fire Station as a recent example, and we know there are more. Recognizing the process would be extra work, but would it not be valuable? In both knowing what the citizens feel/want/need on an issue or agenda item? Granted, there are notices in newspapers, and public meetings, etc. The notices are small and overlooked, the public meeting is attended mainly by people with a specific agenda or stake in the topic. This is not very engaging. Of course, it is helpful that we have council and special meetings livestreamed and uploaded for later viewing and reference, but they are long winded and honestly, not very engaging. Having a system in place to inform and receive feedback well before the item is on the agenda would be an effective tool to work directly with our citizens. Would this be hard work? Yes, it would. Would it bridge and strengthen the partnership between citizens and their elected officials? Yes, it would. Let us do the work then, shall we?

 

Shawn Lesnick

Why do you want to be a CBRM councilor?

I have been a leader all my life and with the direction I see the world going, I am quite concerned about the future for the young children of today. We need new leaders who are truly in it for all the right reasons and not as an income. We also have an aging population and owe it to our seniors to make life as easy and enjoyable as possible for them. I have seen poor representation for far too long and know, given the chance, the residents of District 5 will have no regrets.

What is one issue of concern to you and what is your plan to address it?

I have many concerns but if picking one concern, I would have to say equalization. It is the main problem which hampers the CBRM from the financial means to work with pretty much everything, including our horrendous road conditions, ridiculous taxes, shortfall snow removal budget, lack of recreation entities for families to enjoy and much much more.

Although equalization won’t happen overnight, council has to unanimously put it at the forefront of priorities going forward. Having said this, we in council will have to work with the budget at hand until such time comes when we will get our fair share. We need to think outside the box when it comes to both budgeting and investing into infrastructure. There are many ways to obtain financial means from, of course, lobbying for funding from both provincial and federal government; local investments from our business sectors; raising funds for projects such as the buy-a-brick that we used to help build our Regional Hospital many years ago. There are many ways to raise money to sponsor projects.

Although it is now 25 years old, the CBRM doesn’t necessarily function as a single entity. Do you have any ideas for bringing our “community of communities” closer together? 

There are many ways to bring all of our communities (different districts and towns such as North Sydney, Sydney Mines, Glace Bay, etc.) together. We share sporting events, such as hockey and baseball; District 5 hosts waterfront concerts and lots of other family gathering events downtown, at the Wentworth Park, the Trade and Convention Centre in Membertou, Ribfest at the Open Hearth, etc. Other districts also host a variety of events as well. I think we need to grow our Action Week like it was back in the ’70s with the soap box derby, the mini Olympics, concerts every night of Action Week and, of course, our Action Week parade. Each community/district should put together a committee to work together with ideas to promote events in their areas. Council should also work with these committees.

What is one place in your district you always bring visitors?

If I was to pick one place in District 5 that i would bring my visitors, that would have to be down to the Big Fiddle, it has become a landmark in the district due to #1 its size and of course the fact that Cape Breton is known all over the world for its famous fiddle players.

What is one question you wish I’d asked you?

The question I would have liked you to ask me is; What would winning this election mean to you?

I am so glad you asked, since putting my name forward in 2016, I  literally outworked pretty much anyone who is in this race both in 2016 and again this year. I am not a person to reach out for help, therefore do most (not all, but certainly most) of the work, including putting up my signs, writing my brochure, answering my media requests and, of course, have done most of my investing myself. I am constantly working, thinking and doing videos on things in the district that need addressing. I am not getting any younger and one thing I always said is that before I am gone from this beautiful world, I want to be remembered as a guy who influenced change for the good and not for himself. I have always put people before me in life and enjoy nothing more than being behind a bench, coaching kids who are not my own, I might add. This feeling can be compared to holding my daughters at birth. I want to bring this drive and determination to make our CBRM the best it ever was.

 

Eldon MacDonald

What do you see as your greatest accomplishment as a councilor?

As the councilor for District 5, the immediate focus and collaboration I led the first month after being elected in 2012 on changing the perception of downtown Sydney and making it a vibrant place where people wanted to gather. This started with reaching out to Michelle Wilson, at that time volunteer president and now executive director of the Sydney Downtown Development Association (SDDA) and Paul Carrigan to work on a plan for downtown. From there, we formed the Downtown Sydney Working Group (DSWG) which executed the Downtown Blossoming Program which eventually went CBRM-wide, as well as other initiatives.

I further engaged the DSWG with a Skype meeting with Heritage Canada the National Trust and executed a plan to establish a three-year pilot project which ended this past March. I also led the process of speaking with Michelle after first being elected in 2012 about SDDA needing to hire staff to really move the downtown forward, this led to Michelle being hired part-time, to full-time, to now SDDA having two full-time staff and up to five or six staff during the summer months. The collective teamwork of the various groups and committees that evolved during this process has led to the current changes we see in downtown, from new businesses, painted murals, creative lighting projects, outdoor patios, etc. Although it takes time to make major steps, we will see the greatest part of our working efforts executed this coming Spring (pending the outcome of the COVID-19 second wave) with a major revitalization plan that will see Charlotte St. completely transformed into a more vibrant, pedestrian friendly atmosphere where people will want to hang out and socialize, which all began immediately after getting elected in 2012.

What do you hope to accomplish in another term?

This will be my third term, and I hope to accomplish an atmosphere to build District 5 for success, creating growth and confidence that will encourage future mixed-use development, further private sector projects and investment in our city. Projects such as the completion of the above-mentioned Charlotte St. project, as well as setting my focus on securing the necessary funding for CBRM to build our much need new library, which will provide a space our community can thrive in, provide the same educational opportunities that progressive successful cities have for their families, and be proud of what we can offer to our local residents and visitors. This same project will also involve the building of a commercial and residential tower creating more people living and working in downtown. I believe these projects as well as other various projects currently underway is the start of what I hope will be a brighter future of “Building District 5 for Success” for all residents and future generations of CBRM.

Do you think large, “silver-bullet” projects like the container terminal are the answer for local economic development, or are there other approaches?

I have never believed there is one “silver bullet” project, nor do I believe this has been the approach CBRM has taken to economic development. The success of our city is to envision the big picture, the picture is made up of puzzle pieces both large and small, we need to pursue the prosperity of both large and small projects that will help create a city that will provide new opportunities and a brighter future that encourages various levels of growth on the path to sustainability.

Small, individual projects such as the CBRM Blossoming, the addition of SDDA Adirondack chairs, followed by game tables with these chairs the next year, the addition of fun way-finding signage, creative lighting effects on buildings, the addition of patios, these are all small individual puzzle pieces that, once connected together, start to build the frame of the overall picture that something is changing in downtown Sydney, proving that the bigger picture is evolving piece by piece. These small pieces coupled with the addition of larger puzzle pieces such as Liberty Pier, Charlotte St redevelopment, mixed-use development projects, investments in The Miner Museum, Atlantic Memorial Park and other such tourism project will build the puzzle to become more clear on what the big picture looks like across the CBRM. Larger projects, such as NSCC, Harbour Royal Development waterfront visioning projects, Nova Porte,  Nova Zone and others that will follow over time are all worthy of support providing the opportunity for both private sector and public investment in pursuing the pieces of the puzzle that will lead us on the path of sustainability and complete the puzzle revealing the big picture, and allowing for the next portrait to be created.

Where is one place in your district you always bring visitors?

I believe the various culinary experiences across the CBRM are worthy of exploiting to those who visit our city followed by a walk along our beautiful waterfront boardwalk.

What is one question you wish I’d asked you?

What is the current status of the Old Train Station?

The Old Train Station has remained in the current state for two reasons from my perspective as councilor for District 5. Number One, there is a pending sale of the property that will see this site sold to a large developer that envisions a project that will completely transform this site into something that we can all be proud of, and excited about. Creating opportunities that will move our community forward in “Building District 5 for Success.” Upon being successfully re-elected on October 17th I will be looking for an immediate update on the most recent information on the status of the pending sale, if it has not been completed before the October 17th elections.

Number Two, once receiving this update, I will discuss with staff the plans going forward with or without a completed sale. Although I have full confidence this sale will proceed, I will discuss alternatives in case the sale does not proceed. I want assurances from staff that this disgraceful eyesore will be dealt with one way or the other, once and for all, in the best interest of the taxpayers’ money and the residents and commercial property owners who should not be subjected to having to look at this dilapidated eyesore remaining in their neighborhood after watching it deteriorate for the past 20 plus years.

The challenge of having this building removed is far more difficult than one thinks, when the estimated cost of removal could be double the allotted budget for the entire CBRM being used on one building in one district. That would equate to one torn-down building over a two-year period with the current budget. Therefore, the current state should remain until either the sale is completed, or the condition becomes so dangerous to the public that emergency funding will be sought to have it demolished, or I will seek court action to have it demolished. Taxpayers have spent enough money over the years on this property and this needs to stop. The residents and businesses deserve to have their neighborhood returned back to a space they can be proud of not embarrassed of.

 

Scott MacQuarrie

Why do you want to be a CBRM councilor?

I believe the next number of years are going to be challenging and we will need strong leadership. Working the past 40 years with the public has given me the skills and experience needed to be successful. I believe listening is more valuable than talking. Communication is key, and I always make it a point to get back to people even if it’s not the answer they are looking for. I want to be part of the next phase of CBRM growth. With the elimination of my position at Cape Breton Post, I have more time to commit to the issues in our area. While at the Post, I worked with many business leaders, not-for-profit organizations and volunteers, and I believe these people are the future of the CBRM.

What is one issue of concern to you and what is your plan to address it?

Like most of the others have said, there are many.

The economy is one. for sure. We need to create decent jobs and make it easier for people to do business in our community. I am hearing there is so much red tape to get a business open it turns people away. If this is true, it needs to change. We need to let entrepreneurs know we want them here. We need to grow and without new business and youth that feel they can stay, we will die a slow death.

The answer to this lies in our people. We need to find better ways of working together to bring new business growth and increase our population. We need more reasons for people to come and stay and not leave. Over the past 23 years, working at the Cape Breton Post, I have seen a big change in leadership in our business community. There are so many brilliant young women involved in leadership rolls and a general movement to younger business leaders. We need to take advantage of their energy and forward thinking. We need to make sure these individuals are able to not just stay here because they love it, but thrive here, bring new people and keep our graduating students here.

Although it is now 25 years old, the CBRM doesn’t necessarily function as a single entity. Do you have any ideas for bringing our “community of communities” closer together? 

I have often wondered if a 12-member council at large would work any better. Eliminate the districts and all councilors would work for the betterment of the CBRM as a whole. As long as you have districts, the assumed job of the councilor is to work to improve his or her district for things like road work or recreation facilities, even if it would make more sense in another area. As you said, it’s been 25 years and we are still not a CBRM, we are Cape Breton Regional Municipalities and that also needs to change.

Where is one place in your district you always bring visitors?

I would have to say the downtown core. The Fiddle, the great restaurants, churches, museums, Ghost Walks, local shops and the boardwalk. The vast majority of our visitors go through there at some point whether off a cruise ship or from one of the hotels. That five- or six-block area should be a showcase for the CBRM.

What is one question you wished I had asked you? 

I wish you had asked, “What sets you apart from the other candidates?”

In October of 1980, I started working part time, while I was in school, at Naturalizer Shoes in the Mayflower Mall. I have worked every day since then with the public — 17 years in retail management and the past 23 years at the Cape Breton Post in sales and marketing, until recently when my position as director of sales and marketing was eliminated. The skills and experience I have gained during this time are exactly what is needed to be a successful councilor. The ability to really listen is underestimated. Getting back to people when they reach out for information seems like such a simple task but it’s surprising how often that doesn’t happen. I have been in leadership roles most of my career and I have always had to set goals and targets and work hard to achieve them. I have been responsible for budgets into the millions of dollars and accountable to reach those numbers. I have worked on various committees such as property, finance, health and safety and new product development. I have served for over 30 years on parish council and many of those years as church warden. There is no substitute for experience.

 

A note on this feature:

I decided to send candidates questions by email because, while speaking to each in person would be preferable, I knew I wouldn’t have time to conduct (and transcribe) 55 phone interviews.

 

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