So I had a chance to observe City Council this morning, consumed as it was by the Uber/taxi debate and the attendant seas of yellow and blue T-shirts.
Let’s get this out of the way first: I’m not taking sides on this. I haven’t followed it closely enough to craft an informed opinion, and I’m not particularly invested in either side, except to the extent that I want whatever emerges from the process to advance the public good. (For a particularly trenchant viewpoint, however, I’d recommend following Karen Geier on the Tweeter.)
That the Uber/taxi debate is controversial and complex isn’t news. It’s not going to be resolved here, or elsewhere on this site, or over the course of this council meeting. No, what I took away from this morning’s deliberations was more general: the importance of acknowledging and engaging with complexity.
Easier said than done, of course. The council chamber was filled to capacity (particularly notable were the yellow-shirted taxi partisans), and there was a sizeable overflow crowd in the city hall foyer. Every few minutes, a remark from the council floor would trigger a roar audible from downstairs. In a situation like that, it’s easy to just play to the galleries.
I don’t like clichés, but calling it a charged atmosphere seems fair. (As long as we’re talking about clichés, though, I’m told some smartypants suggested that we take a drink every time someone said “level playing field.” I thought I also heard someone say “skin in the game.”) It was particularly hard not to sympathize with Municipal Licensing/Standards Executive Director Tracey Cook, whose report on the city’s taxi industry formed part of the background for the deliberations. At one point, she responded to Frank DiGiorgio with a wry suggestion that if she’d had the crystal ball he was apparently demanding that she consult, she might have thought twice about taking the job. It wasn’t the only eyeroll-prompting question she had to field.
Indeed, one has to respect the demands public servants are required to meet. They have to balance impartiality with their professional obligation to deliver the best possible advice in helping their political masters make good decisions. When that has to take place in an atmosphere of hyper-partisanship and demagoguery … well, remember Gary Webster?
The complexities of the Uber/taxi debate need more room than I’ve got here, but among the factors councillors need to consider are:
- insurance coverage
- training (at one point, someone compared the 17-day training regime for taxis with Uber’s supposed requirement that prospective drivers watch a video)
- distribution of income within the industry
- ridership numbers
- public safety
- amounts of money involved
- identification of stakeholders: drivers, operators, owners, brokers, passengers, other users of the roads and transit system
- how best to enforce regulations
- how to foster a workable business model in an industry badly in need of updating
And I’m not pretending for one second that this is a comprehensive list. The task for city council, with the assistance of Ms. Cook and her staff, is to find a balance among these competing interests, and craft a revised regulatory structure that achieves the greatest good for the greatest number.
As an aside, it’s worth noting that while sound decisions should be based on the best possible information, that’s a particular challenge in this case. How much can we rely on data collection, and who collects the data? I drove a taxi in Toronto a couple of centuries ago, and while I’m sure technology has evolved, it’s hard to imagine how drivers are supposed to record, categorize and analyze data on top of everything else they’re doing.
Now contrast the insistence on hard data with more reliance on anecdotal, non-quantifiable, lived experience. It’s no less important, but it raises its own set of questions around whose experience gets taken into account and how much weight it’s given.
Again: I’m not taking sides on the Uber/taxi debate. But pretending they’re exactly the same thing, as was evident in one exchange between the current Chief Magistrate and his predecessor, displays a rather limited grasp of the complications inherent in making policy – and of one’s own responsibilities as an elected official.
Ultimately, things turn on your approach to governance. You can’t reduce things to wishful thinking, unsupported assumptions, or misleading comparisons, and you can’t just repeat slogans. Maybe it’s trite to repeat this, but: Public Policy Is Not Simple. Pretending otherwise does no one any favours.