Biography - Jim Hutton

Twenty years ago I spent a great deal of time researching the complexities of the 14 municipal governments in the Greater Victoria area in British Columbia. This work was part of my studies at Royal Roads University that led to a Master 's Degree in Business Administration. (MBA). This research opened my eyes to how some municipal governments could be so grossly inefficient right next door to municipalities that were providing similar services at a fraction of the cost. During my research I observed an inverse correlation between the financial health of a municipality and the degree of influence that the senior administrator exercised over Council 's decisions. Municipal councils showing strong, collaborative leadership tended to be more successful than others, particularly in the area of economic development. Those that were more passive and regularly deferred to their senior administrator were almost always identified as being bureaucratic and inefficient.

I grew up in Owen Sound, on the East Hill and attended St Mary's School and OSCVI. In 1968 left Owen Sound to join the navy where I trained as an electronics technician. I served on a number of ships on the East Coast for several years - crossing both the equator and the arctic circle. In 1975 I was selected for a commissioning program and sent to study engineering at Royal Military College. In 1979 I graduated at the top of his class and as a result was selected for the navy 's prestigious Post Graduate on Scholarship program. I then attended the University of Victoria where I pursued graduate studies in applied physics. My research project was sponsored by Defence Research Pacific and involved tracking submarines underneath the ice in the Canadian Arctic.

Following graduation in 1981 I attended the Technical University of Nova Scotia and Fleet School Halifax for naval systems training. Following these studies I was appointed as the Combat Systems Engineer for HMCS Ottawa. Following this appointment I served in a number of units both at sea and in National Defence Headquarters where I became intimately familiar with tendency for some public administrators to form informal command structures that were often at odds with the formal leadership. My service also included deployment to the Persian Gulf during the Gulf War as the Senior Engineer of a Squadron of ships My final assignment in uniform was as the Commanding Officer of a ship building project detachment on the west coast where I was responsible for the completion and operational trials of five newly constructed warships.

Upon retirement in 1998, I studied business administration at Royal Roads University where I earned a Master 's Degree in Business (MBA). My graduate studies included a research project focused on reducing the cost of municipal services in the Greater Victoria Area. My graduate thesis demonstrated the tremendous cost savings available to government through the amalgamation of small municipalities.

Following graduation I entered the world of post-secondary administration where he gained a reputation for bringing a business focus and sound fiscal management to public institutions. As Royal Roads University 's Director of Facilities in Victoria, I was responsible for the development and maintenance of the university 's facilities, environmental stewardship of the university 's 640 acre campus, security and risk management. Later I was appointed the Director of College Services and Ancillary Business at Seneca College in Toronto. Here I introduced a number of efficiency and cost savings initiatives that enhanced service delivery while reducing costs. My success as an innovative financial manager and business developer was rewarded when I was selected to be the Vice President, Finance and Administration at Cambrian College. While in this position I was responsible for an $85 million budget and had six service delivery departments in my portfolio. When I arrived, the college was literally on the financial rocks due largely to severe cut backs in government grants and inefficient service delivery models. I introduced a number of initiatives aimed at improving the college 's financial health. These included streamlining service delivery models, closing redundant and inefficient departments and outsourcing non-core activities.

After a 15 year career in post-secondary administration I retired for the second time and chose to return to Owen Sound. I was somewhat surprised when I returned after nearly 50 years. Owen Sound was no longer the thriving municipality he remembered. My first impression was that my home town was struggling. A once bustling main street was quiet and populated with several empty store fronts. Most of the industries and major employers he remembered were gone. The city appeared to be stagnating. During my absence Owen Sound had grown by only a few thousand residents which represented an annual growth rate of less than 0.2%. This renewed my interest, in municipal financial management and in part resulted in my frequent analysis of Owen Sound fiscal management over the past five years.