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     December  2015        

Sudbury power broker 
Gerry Lougheed Jr.

Lougheed Jr. will be acquitted election bribery scandal

Sudbury power broker Gerry Lougheed Jr. will be acquitted election bribery scandal. All the negotiations are underway . Lougheed Jr.  plead not guilty to one count of unlawfully influencing or negotiating appointments and another of counselling an offence not committed.  


Released on December 10, 2015 (posted on January 15, 2016)

Fowke: administration disaster

City progress hindered by incompetent interim CAO Fowke
Bigger failed to honour mandate given by taxpayers  

Fowke: Incompetent and negligent        Bigger: Administration falling apart?

City is heading for another admiration disaster under the direct watch of interim CAO Fowke

Fowke also serves as Director of Human Resources and Organizational Development. According to the leaked court documents from the Human Resources division , he admitted his failure in managing the human resources issues in the City. In order to be excused from the justice system, he said that "The Respondents concede that there are significant workplace issues in W/WW (water and wastewater) involving the Applicant and which required resolution" Additionally,  he requested for another mechanism to address the issues. However, it can be noted that, Fowke was not able to address any issues in the City. Rather, he hired a lawyers from a Toronto-based legal firm to defend the bureaucrats from their wrong doings. 

Fowke paid an undisclosed amount of tax dollars to settle a sexual harassment case against him (Citation 2014 HRTO 107, Court File #: 2012-11792-I ). Fowke took every effort to dismiss the application and large amount of tax dollars were wasted as legal fees.  Additionally, significant number of human rights complaints were filed during his term as the Director of Human Resources show case his incompetence.  It was reported that over $100,000.00 legal fees  were spent to hide his incompetence. Rather than finding real solutions at the workplace, Fowke continually hired Toronto-based lawyers from one single legal firm. This legal firm pocketed in over one million tax dollars. We will not disclose any identifiable information about the legal form, in order to  protect the economic interest of the firm.

At the recent Human Rights hearing, Ontario Human Rights Tribunal slammed Fowke, and highlighted that "Nick Benkovich's (Director, Water and Wastewater) managerial  practices are controversial (Citation: 2014 HRTO 703)."  However Fowke was not able to provide any solution to the issue. Benkovich's controversial work order is still forcibly enforced at the workplace.

Many managers took advantage of incompetent Fowke's generosity, and ultimately, a huge legal cost passed on to the taxpayers. Fowke's incompetence highlighted every corner of the City's administration.  Fowke spent over $400,000 tax dollars every year for external lawyers for labour and employment matters. However, the  City budgeted annual costs only $151,000.00. Labour and employment budget exceed over 200% during his term.

Fowke's incompetence cost taxpayers millions of dollars. He failed to respect collective bargaining rights of the employees. Under the direct watch as a Human Resources Director Fowke, his kangaroo court, violation of the collective bargaining rights, cost the tax payers another $300,000.

Incompetent Fowke's P6M project idea had also back fired. Fowke had attempted to save tax dollars from attrition, which went too far. City's Engineering Service Director Kevin Shaw was terminated claiming poor job performance. However, Shaw was praised for his work. Kevin Shaw, 63, was fired on July 16, after working for more than 23 years as a municipal employee. He is seeking $500,000 for age discrimination, contrary to the Human Rights Code, as well as $589,257 for wrongful termination.

Fowke immediately hired a Toronto based lawyer from the same legal firm, to cover up their actions. He has no any respect for tax dollars and ready to spend another millions of tax dollars for legal fees. 

Under his direct watch, Fowkes’ abuse of his power against employees was continuing. Labour and employment legal fees are on the rise. Additionally, the number of law suits against the City is continually rising. The final bill will be passed on to the taxpayers. 

However, the Bigger administration turned a blind eye to all issues and appointed  Fowke as the interim CAO.

There should be no tolerance of the incompetence of the City Hall. Incompetent Fowke must be immediately removed from the City Hall to protect taxpayers and re-establish the reputation of the City.  

Related documents

Leaked court documents from Human Resources Division
Benkovich's controversial work order

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Transit Ticket Scandal: Nadorozny’s Sorry Saga -CAO Nadorozny, City Solicitor Canapini and Director Human Resources, Fowke should step down    
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Released on December 10, 2015 (posted on January 15, 2016)

This article originally published on Harvard Business Review, 76 (1) 124 -134 (1998). Brief overview and excerpts of the articles as follows.

Human Resources configuration ineffective, incompetent, and costly

Should we do away with HR? In recent years, a number of people who study and write about business-along with many who run businesses-have been debating that question. The debate arises out of serious and widespread doubts about HR's contribution to organizational performance. 

Researchers acknowledge  that HR, as it is configured today in many institutions, is indeed ineffective, incompetent, and costly. But he contends that it has never been more necessary. The solution, he believes, is to create an entirely new role for the field that focuses it not on traditional HR activities, such as staffing and compensation, but on business results that enrich the company's value to all stakeholders, and employees. 

Researchers elaborates on four broad tasks for HR that would allow it to help deliver organizational excellence. First, HR should become a partner in strategy execution. Second, it should become an expert in the way work is organized and executed. Third, it should become a champion for employees. And fourth, it should become an agent of continual change. Fulfilling this agenda would mean that every one of HR's activities would in some concrete way help a company better serve its customers or otherwise increase shareholder value. 

Can HR transform itself on its own? Certainly not-in fact, the primary responsibility for transforming the role of HR, Researcher says, belongs to the CEO and to every line manager who works with the HR staff. Competitive success is a function of organizational excellence, and senior managers must hold HR accountable for delivering it.

Make no mistake: this new agenda for HR is a radical departure from the status quo. In most companies

today, HR is sanctioned mainly to play policy police and regulatory watchdog. It handles the paperwork involved in hiring and firing, manages the bureaucratic aspects of benefits, and administers compensation decisions made by others. When it is more empowered by senior management, it might oversee recruiting, manage training and development programs, or design initiatives to increase workplace diversity. But the fact remains: the activities of HR appear to be-and often are disconnected from the real work of the organization.

The new agenda, however, would mean that every one of HR's activities would in some concrete way help the company better serve its customers or otherwise increase stakeholder value. Can HR transform itself alone? Absolutely not. In fact, the primary responsibility for transforming the role of HR belongs to the CEO and to every line manager who must achieve business goals. The reason? Divisional  managers have ultimate responsibility for both the processes and the outcomes of the company.

They are answerable to shareholders for creating economic value, to customers for creating product or service value, and to employees for creating workplace value. It follows that they should lead the way in fully integrating HR into the company's real work. Indeed, to do so, they must become HR champions themselves. They must acknowledge that competitive success is a function of organizational excellence. More important, they must hold HR accountable for delivering it.

Of course, the line should not impose the new agenda on the HR staff. Rather, operating managers and HR managers must form a partnership to quickly and completely reconceive and reconfigure the function - to overhaul it from one devoted to activities to one committed to outcomes. The process will be different in every organization, but the result will be the same: a business era in which the question should we do away with HR? will be considered utterly ridiculous?

Perhaps the greatest competitive challenge companies face is adjusting to-indeed, embracing nonstop change. They must be able to learn rapidly and continuously, innovate ceaselessly, and take on new strategic imperatives faster and more comfortably. Constant change means organizations must create a healthy discomfort with the status quo, an ability to detect emerging trends quicker than the competition, an ability to make rapid decisions, and the agility to seek new ways of doing business. To thrive, in other words, companies will need to be in a never ending state of transformation, perpetually creating fundamental, enduring change.

Ulrich, D. (1998). A new mandate for human resources, Harvard Business Review, 76 (1) 124 -134

Related document
Should we do away with HR?



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