Photo: Tex Enemark
Wine drinkers in British
Columbia owe a great deal to Tex Enemark, the energetic civil service and public
policy advocate who died March 12 at the age of 78.
He was a Renaissance man
who packed many careers in one remarkable and eventful life, ranging from
politics, public service to presidency of the Mining Association of British
Columbia and – he was an avid diver – to founding the Artificial Reef Society.
I once worked in the same
office when he was, briefly, selling advertisements for a publishing firm. He
was one of the most engaging conversationalists I ever knew.
He once shared a terrific
anecdote from his time in Ottawa. In 1967 the federal government was on the verge
of signing an agreement with France that Canadian wineries would stop calling
sparkling wine Champagne. The French had been litigating with the wineries for
at least a decade to secure protection for the most prestigious name in French
wine.
Then President Charles de
Gaulle visited and enraged Ottawa with his famous “Vivre Le Québec Libre” comment
during a speech in Montreal. An invitation that De Gaulle also visit Ottawa was
withdrawn.
Ottawa also looked at
other ways to underline its displeasure. At the suggestion of a cabinet
minister from the Niagara Peninsula, Ottawa reneged on shutting down “Canadian
Champagne”. It was many decades later that Ottawa finally agreed that Canadian
wineries would no longer use Champagne or any other European appellation terms
on the labels.
In appreciation of Tex,
here is the essay I wrote on him in my 1996 book, British Columbia Wine Companion.
Enemark,
Tex C. (1940-2019):
Appointed deputy minister of Corporate
and Consumer Affairs on January 1, 1977, Enemark was the gunslinger for Rafe Mair, his minister, in accelerating
the overhaul of liquor regulation in British Columbia that had begun three
years earlier under the previous administration. A native of Prince
George and a law school graduate, Enemark's enthusiasm for Liberal
politics took him to Ottawa as an executive assistant
to Ron Basford, then the senior British
Columbia cabinet minister there. Enemark subsequently
had become a partner in a government relations firm in Ottawa when Mair lured him back to the west
coast in November 1976. The ministry, created by the previous New Democratic
government, had been enlarged to
include, among other duties, responsibility for the retailing and regulation of
beverage alcohol which previously (and subsequently) resided with the Attorney-General.
Putting liquor under Consumer Affairs heralded a more open and commercial attitude for what was a highly
controlled product.
An activist who seldom runs out of
ideas, Enemark once sent 2,500 "Smile" buttons to the general manager
of the Liquor Distribution Branch, asking: "Will you please see to it that
employees in the LDB who are in contact with the public are supplied with a
button?" Most of his initiatives had more substance. Immediately after
becoming deputy minister, he proposed a $2 million "major program to try to change drinking habits." The
other senior bureaucrats showed little enthusiasm. In a series of angry memos to them in March 1978, Enemark
groused bitterly that "the inter-departmental campaign on liquor
moderation appears to be now definitely down the drain." The Liquor
Moderation Campaign, as it was called, finally began in late 1978, with an
initial $1 million budget derived from a five-cent-a-bottle surcharge on LDB
sales. The program lasted only five months, lapsing after Mair and Enemark
moved to other assignments in government. The surcharge, however, lasted for
several years before it was killed. Other Enemark ideas fared better. The LDB's antiquated
administration was updated by the installation of $2 million worth of computer
equipment -- although it took Enemark a year to sell this idea through the
bureaucracy.
One contentious Enemark initiative
was his proposal that the private sector, not the LDB, provide the major
warehousing in Vancouver
for imported wines and spirits. Because the LDB had so increased its product
offerings, it urgently needed a new warehouse. "We are ... in this
situation," Enemark wrote to Mair in March 1978, "because of many
years of neglect." Consultants Urwick Currie had told the government that
the LDB warehouse was inadequate to accommodate inventories then averaging
275,000 cases a month. In the succeeding four years the LDB inventories had
doubled. The alternative to leasing or building new space was to have wine and
spirit companies find their own warehousing for any additional products they
intended to stock. Some of the agents for imported products complained until
Enemark told them that agents not participating in what was called the agent
stocking program would receive no new listings from the LDB. Although Enemark was transferred to become
deputy minister of deregulation, the Agent Stocking Program was implemented by
the end of 1979.
It was also in Enemark's time in
the ministry that the government finally countered the succession of brewery
strikes that had occurred in the 1970s. When another one was called in the
summer of 1978, the LDB branch invited American brewers to ship beer to British Columbia . In
June and July that year the LDB received almost two million cases of American
beer or ten times what it had imported the year before. This summer enabled the
American brewers to gain a foothold in British Columbia . That
strike also increased wine consumption sharply and Calona Wines -- which
already was coping with the runaway success of Schloss Laderheim --
sought permission to import 25,000 gallons of
wine in bulk, rather than grapes or concentrates, from the United States .
Enemark not only agreed, he extended the privilege to the other commercial
wineries, provided that the imported wine comprised twenty per cent of volume
of wine made from British Columbia grapes, the formula already in place for
grape imports. As it happened, Calona imported 118,022 gallons of wine from
California in the twelve months to
September 1978.
No comments:
Post a Comment