Karmageddon 01.17.26

Karmageddon 01.17.26 By Mr. ‘X’ ~ John Mutton CENTRAL EXCLUSIVE There are moments in politics when you can simply feel that change is coming—and that change needs to come. In many cases, it is healthy for the electorate when mayors or senior politicians serve a couple of terms and then move on, whether to the private sector or to other pursuits. Renewal matters. No position better illustrates public fatigue with elected office than that of mayor. We will never see the likes of Hazel McCallion again—someone who was not only embraced by the electorate but who also never needed “strong mayor” powers. She was a strong leader, plain and simple, and she governed with the clear will of council behind her. Mayors have a best-before date. Councillors don’t. With the incredible powers now granted to strong mayors, it is more important than ever that we see new leadership and new ideas after eight years. I firmly believe term limits—similar to those in the United States—should be implemented in Canadian municipalities. Looking across Durham Region, we can see examples of what to do—and what not to do. Ajax Mayor Shaun Collier will not be seeking re-election after two terms. His time in office was marked by real accomplishments in the Town of Ajax and by consistent leadership, often with strong majority support from council. Oshawa Mayor Dan Carter is also retiring after two terms, having governed one of the most challenging municipalities in the region. Oshawa carries a heavy social-services burden while also serving as Durham’s industrial hub—no easy task for any mayor. Elsewhere in Durham, with the exception of Clarington, municipalities have relatively new mayors and are moving forward with fresh agendas and updated strategic plans. That brings us to the curious case of Clarington. Adrian Foster is now seeking a fifth term, making him the longest-serving mayor in Clarington’s history. He announced his intention to run again months ago—during a televised council meeting, no less—which struck many as odd and inappropriate. It is hard to ignore the areas where Clarington has taken a sharp and troubling turn: extreme taxation, questionable service expansions, and priorities that no longer reflect what residents actually want—particularly around recreation and the continued failure to build arenas. Recent reporting by the new online publication Clarington Current has highlighted serious breakdowns in communication between the municipality and other levels of government, including unprofessional and disrespectful treatment of the local Member of Parliament’s office. We have also learned of Clarington staff being reprimanded by judicial bodies for punitive and hostile behaviour toward constituents. That is not an isolated issue—it is a collapse of leadership. When staff culture deteriorates this badly, responsibility rests at the top. This is what happens when people remain in power too long—egos grow unchecked, accountability disappears, and a circle of enablers emerges. We see it in certain staff behaviours and in municipally funded external bodies, including the Clarington Board of Trade, where legitimate concerns are not addressed professionally but instead met with personal attacks or legal threats. I can feel change coming. And when it comes, it will not stop at the mayor’s office. It will ripple through the entire organization and through the satellite bodies funded by taxpayers. This upcoming election—the first under the strong-mayor system—will expose opportunists at a whole new level. Watch closely as loyalties shift, backs are scratched, and distance is quietly created from the current administration. Frankly, I can’t wait.