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     May  2016        


Released on May 10, 2016 at 10:00 EDT
Tag # 687

Exposed: Fowke's conspiracy against Bigger administration

Fowke should be thrown in jail for wilful blindness and wasting millions of tax dollars

Fowke: Incompetent and Negligence

Fowke must be held accountable for the contract negotiations and the labour relations mess in the fire services division, which cost taxpayers over $ 800,000.

The city's embattled, incompetent Human Resources Director - Kevin Fowke, has failed in his back door attempt to conquer the CAO office. Soon after former CAO Doug Nadorozny was fired and escorted out from the City hall, Fowke was appointed interim CAO. Controversially, Bob Johnston, from the Sudbury Airport Authority, was then selected as a preferred candidate for the job.

Behind the scenes, while Johnston tried to settle in at the City hall, Fowke led corrupt bureaucrats in attempts to regain their authority. Fowke utilized his old tactics and underhand connections with other bureaucrats to discredit Johnston. During the P6M project process, Bob Johnston was misguided by Fowke and was provided information concerning labour relations issues such as excessive overtime and absenteeism in the fire services division. Fowke forced Johnston to address these issues parallel to the P6M project. Addressing the labour relations issues with P6M defeated the purpose of the project. This controversial action triggered a very unsettling situation with the Bigger administration. Johnston failed to follow instructions from the Mayor and council by directly addressing these issues before the council meeting.

Fowke colluded with Johnston against the Bigger administration. According to a leaked e-mail from City Hall, Johnston wrote to Fowke, "your efforts there wasn't enough political will to be assertive with the union. This may be the case, but I believe I will be able to take a new approach when presenting this data so that the magnitude of the problem resonates with them." This provides clear evidence that Johnston’s actions are political.

It is also clear that Fowke motivated Johnston to bring this matter to the council. Fowke's sole intention was to create a path for Johnston through which he would leave the office and thus free the CAO position for his taking. His motive was successful and Johnston wrote back to Fowke: "If council rejects my strategy I will stand down and never discuss this matter again. Quite frankly, I have no interest in continuing to work for a corporation...".

Johnston further wrote that "it is important that a communication strategy be established to inform the public of the disparities and inequities in the system." These leaked e-mails are also evidence that Fowke colluded with Johnston against the Bigger administration to go public and attempted to discredit the council and mayor.  

Mayor Bigger condemned the interim CAO’s (Johnston's) political approach for choosing to discuss fire services at the Sept. 22, 2015, council meeting. Ironically, Johnston’s supposed “political approach” was merely orchestrated by Fowke's conspiracy. According to an uncovered e-mail from Bigger's office, he stated: "I specifically told you not to antagonize the firefighters union with your personal comments on P6M. You chose to disregard my direction. Your role is to follow the direction of mayor and council. I am not impressed."  Bigger copied this e-mail to fellow City councillors.

Fowke has nothing to do with politics at City Hall but to follow the instructions of the Mayor and council. Fowke, however, painted a different picture with the public and the Mayor. Fowke said in June 2015 that " increases in overtime were not directly related to the schedule in the Fire Services division." Furthermore, he stated that "they are related to increased training commitments to volunteers and because of using trainers on evenings and weekends."

According to the leaked e-mail, Fowke also admitted to the increase in sick leave and absenteeism and suggested that negotiations on this matter could be resolved during the next contract. However, this would not even be a problem in the first place if Fowke were able to forecast that consequences would arise from a 24-hour shift schedule.

Fowke's incompetence and conspiracy led to all these issues. The City's fire chief, Trevor Bain, even wrote to Johnston that he does not want to get in "war of words" with Fowke. Fowke did not discuss the matter directly with the fire chief, but instead, utilized a political approach - Johnston as an instrument to develop a toxic relationship with Bigger. Finally, Johnston was removed from the CAO position and Fowke was able to snatch the interim CAO position in City hall.

Fowke later addressed the media and stated that "the City was planning to hire a private recruitment company to search for the new CAO." Bigger surprised Fowke however, when he announced that the council had already selected the CAO.  Ed Archer, interim CAO from Regina will resume his job as permanent CAO with the City of Greater Sudbury.

In addition to all of this, it should be noted that Fowke is also facing allegations over wasting millions of tax dollars on legal fees to cover his incompetence and for scamming thousands of tax dollars in referral fees from law firms.

The Bigger administration must take stern action against Fowke and he must be removed from City Hall in order to protect taxpayers. This will also prevent future conspiracies from his behalf against the Bigger administration and taxpayers.

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An outrageous spending practice found for Labour and Employment matters  
City’s labour and employment legal expenses on the rise  
City Spent $ 86,142.00 tax dollars to defend the misconduct of bureaucrats’ in Human Rights legal proceedings from 2009 to 2012

Released on May 26, 2016 @ 21:00 EDT

This research findings initially published on Public Administration and Development, (35), 113–127, (2015). Brief overview and excerpts from the article follows.

High flying managers have been inclined to look elsewhere for their route to the top

This article discusses contributions of human resources management (HRM) to strengthening state institutions in organisational settings. It also identifies leading practices and frontiers in HRM practice and research. “Technical” HRM expertise in development exists in matching organizational performance with staffing, advancing decentralization, international project management, and training, and research also shows extensive concerns with patronage and anti-corruption. Frontiers are discussed in connection with strategic HRM, notably improved leadership development/talent management, workforce engagement in developing settings, re-thinking/professionalization of appointee–executive relations, comprehensive HRM strategies, and increased leadership for HRM itself. 

Human resources management (HRM) is critical to strengthening state institutions and performance by attracting and retaining well-qualified and talented people to work on key issues and ensuring that leaders’ efforts contribute to organizational and worker. Our society face many, oft-discussed challenges of poverty, environmental degradation, security, regulation, corruption, and racial and ethnic integration, and all of these require civil servants and leaders who are capable and well motivated to make progress. They also require effective, ‘rightsized’ organizations that use appropriate technology and work processes. Examples of HRM supporting progress towards development goals include selecting capable public leaders, linking managerial performance to results, strengthening anti-corruption regimes, increasing employee engagement.   

The economic perspective focuses on supportive and stabilizing roles of the state sector, de-emphasizing HRM as a strategic force and involving reform and state retrenchment through new public management (NPM). By the late 1980s, HRM was largely confined to routine decisions and playing restricted, bureaucratic, and reactive roles, including support for NPM implementation. As researchers state, “high flying managers have been inclined to look elsewhere for their route to the top…it is rarely the case that a chief executive officer will have ‘cut his teeth’ in the personnel department.” The “economic” era of the 1980s, associated with organizational restructuring and retrenchment, is now seen as “a lost decade”, and greater attention is needed to ensure a merit-based bureaucracy that leads to meeting goals. A managerial perspective is once again needed, and “there is solid evidence that HRM is not simply connected with organizational performance but actually determines it." In short, all managers are now expected to be proficient in HRM technical tasks (e.g., hiring and appraisal), occasionally supported by human resources (HR) specialists who provide guidance and support. Moreover, human capital development, retention, leadership, and workplace culture have become strategic issues for organizations and senior managers. The connection between performance, people, and strategy has been made. 

Human resources management concerns organizational practices and knowledge that address the relationship between the individual and the organization with an eye to optimizing effectiveness from the view of both the organization and individual. HRM can be further defined as including the following: (i) technical functions for the day-to-day operations of managing people in organizations (i.e., staffing, position management, pay systems, benefits management, training, appraisal, and discipline); (ii) policies and strategies that further the development, performance, and well-being of employees; and (iii) a strategic perspective and focus on meeting/shaping future organizational needs. Of course, all practice and policy are context dependent, which, in development setting, often causes a focus or need for HRM to build up capacity under very challenging and resource-poor conditions.

Studies show distinctive “technical” HRM expertise for development dealing with decentralization, matching of performance objectives with staffing, integration of ethnic groups, and training. It also shows critical roles in corruption control but notes unanswered questions around HRM leadership, including commitment to ensuring the integrity of HRM processes themselves. Frontier opportunities are identified in SHRM areas of leadership development and selection, talent management, workface engagement, and ensuring leadership arrangements at the top of agencies. In line agencies as well as at the center, HRM has leadership roles to play in ensuring progress towards development objectives. An important question concerns the capacity and appropriateness for adapting these approaches. Concerns are voiced about donors pushing upon countries best practices that do not fit the context. By and large, the HRM strategies discussed here require administrative leadership that takes excellence seriously, over convenience and precedent, say. These strategies are surely not expensive in terms of resourcing, nor do they impose unfit processes, but increased attention to integrity over “common practice” is surely not always convenient, nor is promotion based on demonstrated performance over seniority. Leaders need to recognize the short-term and long-term benefits of these measures, including HRM officials ensuring the integrity of HRM processes and connecting HRM to state capacity and performance. Successful strategies are found in many jurisdictions, large and small, and better understanding is needed about the conditions that allow for such reform.  

Berman, M, E. (2015). HRM In Development: Lessons And Frontiers. Public Administration and. Development. 35, 113–127.

WikiLeaks Sudbury
May 2016

Related document

HRM in Development: Lessons and Frontiers


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