The Governance Zone
Council Communication: Our Strength or Our Downfall
It does seem ironic that organizations whose members come to the table because of
their superior skills in connecting with the public are often poor communicators.
Whatever abilities they had during the campaign for office seems to dissipate the
moment they are elected and only re-emerge 3-4 years later in something called an
election. It is even more ironic when the principal message they heard during the
campaign for office was the need for enhanced communication and yet that appears
to be forgotten as the term of office wears on.
Why the Problem?
There are in my opinion a number of points of genesis to this issue. In the first
instance, the hectic race for elected office is quickly over and replaced by an endless
round of meetings and briefings on what it means to be an elected official. The voices
of the electorate are soon misplaced by the need to become familiar with the
expectations of elected office. Orientations are held; swearing in ceremony follows;
rules of procedure are identified; staff members are introduced; a community tour
might be arranged; the first meeting is held; and appointments are made to a
seemingly endless stream of agencies, boards and commissions. Being face to face
with actual members of the public is replaced with the trappings of officialdom.
Secondly, the focus of those elected seems very quickly to be placed on the newly
acquired internal world of city hall rather than on the real audience, that is, the
public. Council members are asked to attend meetings of Council, of committees of
Council, of external agencies and with members of the Government (regional,
Provincial, Federal). The annual municipal conference is on the agenda followed by
other similar events which place the emphasis on “how we do business as a
municipality” as opposed to “how we intersect with members of the public”.
Thirdly, and perhaps most importantly, the group most concerned with what the
public thinks (i.e. the Council) is seemingly held captive by the group they supervise
(the administration). That is, none of the foregoing activities are premised by “how
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many members of the public will I get to meet today?” In actual fact, the opposite
mindset seems to prevail. While I am not ascribing ulterior motives to your
administration (most of whom have never thought of this perception), the focus of the
Council shifts very quickly from “whom do we serve” to how do we get the “business”
of Council done in an expeditious manner. As a result, rules are created for
delegations wishing to appear before Council; public showing up at a Council meeting
are viewed with suspicion; meetings off-site between Councillors and groups in the
community are frowned upon; and meetings are judged in terms of their efficiency as
opposed to their effectiveness. The former related to timing; the latter to being
connected.
Finally, and perhaps the hardest obstacle to address, trying to connect to a cross-
section of the community looks like hard work. How does one reach out to a broad
cross-section without upsetting others? Can this be done via newsletters and open
houses or should one rely on the municipal website or press releases? Does Council
endorse the blogging efforts of its members or is there real concern over what
comments are being posted and the picture being painted. How does a Council assure
itself that it is reaching the full community or should that be left to the media who
seem to be doing a pretty fair job of featuring Council’s decisions on the front page?
If Council attends the Chamber meeting en masse should it be similarly represented at
the next meeting of the service clubs or sports/recreation community?
Where are They?
The number of people actually attending Council and committee meetings is abysmal.
If anyone actually discovered what a big impact they could have on the municipal
“agenda” simply by attending a few meetings they would be astounded. By asking
questions and making suggestions their voices are heard, not so much because of the
sheer brilliance of what is being said but generally by the lack of any competing
voices.
So why are not more people present at Council meetings? Largely, I would suggest for
two principal reasons: they are intimidated by the thought of being in such a meeting
wherein they might be asked for an opinion; or because they elected you and thought
that is where you ought to be. When people vote and/or when an election result is
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declared, the public moves on to other agendas of their own because they have
assigned the public one to you. It might surprise a Council to know that the public
actually thought that the election counted and that those in office are there to serve
our greater good. They do not see the need to be there to see the decisions being
made because they feel that their choices will do their best to reflect the public will.
If, on the other hand, Council does or proposes to do something really “dumb”, the
public will find a way to express their views, often without much regard for any rules
of procedure.
Does that mean that a Council does not need to try to keep up a dialogue with
citizens? Certainly not. It simply means that the ways a Council connects need to be
ones which actually intersect with the streams of communication favoured by those
viewed as the intended audience. At a seminar I spoke at recently, I asked for
examples of how the communities in the room communicated with their public. One
Mayor said that the most successful mechanism they found was being in attendance at
the local soccer tournament. I had not heard that “solution” previously so I asked
“why there?” The response was “that is where the largest group of our citizens were!”
The municipality bought the hamburgers and anyone accepting one was asked to
quickly respond to a few questions being asked by their Council. While one could
question the breadth of interests in the audience or the demographic make-up, it is
hard to question a mechanism that worked better than any other tried to date.
So What?
You are elected as communicators. It would be sad to think that those skills are
deemed redundant once the votes are counted.
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Governance Zone: Such a Time as This
I am just finishing another round of orientation seminars as we conclude another year
and with a pause in the busyness of it all, I reflect. What have I accomplished on a
personal level? What residual value did I leave others? Do I still “have it?” and if so, for
how long? Will I still be interested in conducting major studies or delivering quality
seminars four years from now or will the spark have left both me and my audiences? In
effect, do I add value?
That is to me a very important question and one which I do not consider lightly. Our
lives are both precious and brief. None of us can take health or longevity for granted. I
have both long term friends as well as remembrances of those who left me behind and
departed heavenward this past year and many years ago. Their absence causes me to
reflect on “adding value” as do the calls I receive on a fairly frequent basis from those
who have left municipal service and who are now asking “what else can I do? I am too
young to be fully retired. Could not someone see some advantage in my experience and
energy?”
These questions are best and only answered by each one of us. There is no advantage
in simply “carrying on” if either the necessity or drive have since left the building.
Making adjustments is part and parcel of our lives and we ought to be in the decision-
making role insofar as we are permitted choices and endowed with reasonable health.
Making Choices
We also have choices to make as members of Council. We campaign on our individual
desire and capacity to lead and then, once we have convinced the population in
sufficient numbers to vote us into office, we presume that whatever impact we might
make will occur naturally and with little personal effort. And so, Councillors attend
meetings…and more meetings…and seldom ask “why?”
Quite simply, one must assume that those with leadership skills were left behind at the
starting gate whereas followers were elected. Those who might have made a real
difference through questioning why a Council does as it does are missing at the table
and replaced by those who presume that everything decided by their predecessors was
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appropriate and applicable to good governance. Followers are comfortable holding the
tail of the horse ahead; leaders actually prefer a better and more changing view.
Leaders ask:
• What is the basis as to why we meet bi-weekly (or in a few cases, weekly)? Is it
because we need to or because our procedural bylaw says we must? If the latter,
whose procedural bylaw is it?
• Who (or what) determines how our meetings are structured? Does it make sense
to put all of the useless issues at the front end when we may have energy and,
if recorded, more viewers?
• Why place any delegations together at the beginning of an agenda and not
interspersed throughout? Why are we so anxious to be rid of any public in the
gallery when it was the public who elected us?
• Why do we pour over an operational budget and pass silly motions changing a
.7fte to a .5fte when what they do is of concern largely to the CAO and
department head and certainly of limited understanding to me as a Councillor?
If we are so focused on detail, what “big picture” issues do you think we might
have missed?
• Why do we rush through agenda issues which seem to have some consequence
with the same attention we shower on approving minutes of the Rec Board? Could
it be that getting home in two hours was more important than adding value
through good questions and thoughtful decision-making?
• Why do we elect those with a commitment to the community and then bestow
on them the same expectations as we would a member of senior staff? We either
do not appreciate the training and skill set of a department head or we believe
that an election was a divine act enabling the recipient to be the one person
overseer to a multi-faceted department?
Leaders are all about adding real value. They want to know whether or not the proposed
action or decision is in line with community aspirations or needs or simply an
administrative response to a non-issue. They appreciate the words “scarce resources”
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and thus they want to know that what is being asked of this Council can be justified on
the basis of “making a difference” in the lives of its residents.
Seeing Beyond
Effective members of Council see and think broadly; wannabe Councillors repeat the
past or current policy as though it had hallowed status. Effective members focus on the
road which lies ahead; status quo people see only down or backward. They miss
opportunities for improvement by being focused on the safe pathway that is tried and
true.
It is a simple truism: Councils make policy decisions; managers advise on the choices
(or options) and implement the Council decisions. The one body sees the water and a
small speck on the horizon indicating a distant shore; the other believes in the vision
of the former and starts rowing. The principal task of the one is to look down the road
and see a better or improved future; that of the other is to see the challenges of today
and to take those steps which enable the road to the future to be one with fewer
potholes. The typical municipal road crew is a prime example: the crew is focused on
road grading and paving and machinery operation. The fellow with the white hat is
miles ahead focused on what changes in design are needed to achieve the goal of
reaching the destination safely, expeditiously and on budget. Expecting all to shovel
the hot mix and keep the trucks filled is counter-productive. Someone is paid to see
ahead. That describes in many ways what a Council needs as its focus.
Asking Useful and Timely Questions
I was intent on speaking into the question of “what governance model makes the most
sense?” What I have done, instead, is describe why role clarity is fundamental to the
success of a Council.
We either pay too little or expect the same; or too much and expect the same. What
we ought to do is link the compensation of a Council to their creation of new ideas. We
do not need re-hashed administrative reports nor do we require Council members who
think their role is to debate with their managers. We desperately need leaders: those
who see beyond; question the status quo; seek largescale improvements; and who are
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prepared to stick their necks out based on a desire to see real change. In short, we
ought to be asking “where have all our leaders gone?’ reminiscent of the mournful,
wistful classic by Peter, Paul and Mary “Where have all the flowers gone?”
Leaders are not status quo people: they yearn for something better and believe that
like Esther of Biblical fame, they were elected for “just a time as this”.
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Governance Zone: Starting Well: A Concluding Thought or Two!
I began this mini-series by identifying what I see as some of the more common
“landmines” facing any new term of office; I then described what I see as the key
starting steps towards success. These included:
a) Is there clarity and cohesion about the path forward?
b) Are there sufficient resources to accomplish our objectives?
c) Will we have the support of our administration in moving the yardsticks on the
key objectives?
d) Does the public support what we are doing?
e) Willingness to work collegially: the key plank
In the concluding two months of this past year (2018), I conducted twenty orientation
seminars in communities ranging from West St. Paul, Manitoba and its neighbours north
of Winnipeg; to fifteen locations (and a multitude of municipalities and regional
districts) throughout British Columbia including a number adjacent to the Washington
border on the south to the beautiful District of Stewart adjacent to Alaska in the north-
west; to several communities including Yellowknife in the Northwest Territories. In
each instance, I share my background of learning and experience and, as I finish the
year I recognize and appreciate that in each I have learned through observing and
hearing what the elected officials and administrations in these disparate communities
experience.
• Keys to Success
It seems to me that there are four keys to success in each term: first, an appreciation
of the very distinct roles of Council and its administration (which for many is not at all
clear); second, the understanding that one does not have to think the same as one’s
colleagues in order to enjoy a healthy “team” atmosphere; third, the absolute
centrality of trust (including respect and confidence) in any relationship with
management; and finally, fourth, the necessity of a Council to lead. While I have
written about these individually let me try to place them together in the context which
I believe they deserve.
Council members, including the Mayor, represent citizens; in fact all of them whether
or not they voted for this or that candidate or not, all citizens are deemed to be
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represented by this Council on all matters within the mandate of a Council. This is not
the role of or expectation of management. As important as the CAO and his/her
management team is, they do not represent citizens; they do represent their staff. In
no circumstance should a Council believe that representing their administration takes
precedence over representing what they believe to be the will of the citizens (as a
whole). This does not suggest that Council abandons its administration in the face of
any public criticism. In fact the opposite is true. Council is expected to support the
actions taken by staff which adhere to Council’s policies. The point, however, is that
Council is the voice of the community as a whole and this takes priority over any other
obligation. Council both represents and reflects this voice in its decisions.
Secondly, Council determines its goals, priorities and policies for its term of office. It
ought to receive the advice of its management in this regard but the decision as to what
project or issue takes priority is that of the elected Council. Such decisions which lead
to the formation of the budget are very significant and ought not to be simply a baptism
of a glossy report compiled by a sophisticated administration and its advisors. The latter
undermines the role of a Council and gives evidence of one which is being led around
by its administration. Providing administrative advice on the priority of current and
future projects or the necessity of new policies should be offered in support of the
leadership of Council (not in spite of or instead of).
Thirdly, Council approves bylaws, policies and resolutions; the administration does not.
On the other hand, the latter advises on all bylaws, policies and resolutions based on
its expertise and experience. (I have yet to see one moved or approved by the CAO or
management). Administration can advise on what changes could be made; what is legal
and what is not; what might work better (i.e. option a or option b).
To ensure clarity and balance, the CAO is responsible for hiring, firing, assessing and
compensating the administration within the bounds of Council-approved policies, plans
and a Council-approved budget. Councils which try to get their hands into the former
(i.e. hiring, firing, assessing and compensating) obviously have misunderstood their real
roles in setting the right policies and approving the appropriate budget. Do not do both;
it undermines the rights of a CAO and his/her management team and it leaves Council
wide open to charges of favouritism, bias, manipulation, etc.
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The second criteria for success in any term is the understanding that these folks who
have the privilege of sitting next to me at Council meetings are not my clones.
Regardless of whether they are a member of the same political party or civic party or
are elected independently, the people at the Council table were raised in different
homes; likely educated in various schools; potentially understood a different set of
compelling values; recognized a behavioural plum line which differed if but by degree
from their colleagues; and gather in a different circle of friends. The one to the left
sees all issues through the lens of “how will this impact those in the lower half of the
socio-economic scale?” The one to the right wonders how this budget is going to be
received by small business owners who thought that last year’s 3% tax increase was too
much. That lady at the far end of the table does not much care about those factors
believing that the administration will have figured that out. She wants to know if
everyone who has an opinion has been fully heard and thanked.
Sounds simple, right? If so, why do I receive so many e-mails annually from educated
and well-meaning folks who cannot understand why their colleagues refuse to get on
the right page (i.e. theirs). It seems to me that the challenge of being on a Council is
that of accepting differences. Fortunately, most of those elected recognize the truth
of the foregoing and realize that gaining support for an issue/recommendation is a one-
time event and may not be repeated on the very next issue. A walk through a library or
an art gallery would readily assure anyone that as with an appreciation for art or
literature, the number of selections/choices are a reflection of the tastes of their
audiences. Similarly, a Council may come to the table with as many differing views as
members. This is its beauty and its cause for its “Babel”-like sounds.
Next Month: A Final Chapter on Starting Well: Trust and Leadership
©GEORGE B CUFF, FCMC 3
Governance Zone: What Should a Councillor Know? (Part Two)
I began this article last month and focused on the need to ensure that the issues being
debated by Council are within the purview of local governments. While the mandate of
councils and regional boards/districts are not the same across Canada they are quite
alike in their focus on the purposes as cited now in some of the legislation.
Virtually every member of a Council who I have had the pleasure to meet is astounded
by the wide range of issues on their bi-weekly or monthly meeting agenda (some even
meet weekly which speaks to a point I make later in this article). Few find the array
confusing or boring: most are stimulated and even thrilled that they get to weigh in on
some very interesting questions or issues which impact a fairly good slice of the
community.
From a management viewpoint, the question I regularly hear is: what needs to go to
Council for their approval? The related question is: what should I forward to Council
“for information”. “If I do, will they realize I am not looking for direction; I already
have permission to proceed. It is in an approved policy, budgeted item, official plan,
etc.”
Some of this is dictated by a strange and artificial measure of what constitutes a
worthwhile meeting. That is, should every agenda consist of twenty or more items and
occupy about two hundred or more pages? If there are only four items on the agenda
should the meeting be cancelled? The logical answer is: what issues go beyond current
policy or are not in the approved budget? Or, and this response needs to be carefully
weighed, which issues are already approved by this or the former Council but may be
sufficiently controversial that this Council might want to have a second look?
Policy or Administration?
What should a Councillor know? Every Councillor needs to be made aware of what their
responsibilities are according to legislation; what authority they have to pass
resolutions which can be made to carry weight; what current and future plans will drive
the growth and development of the community; what the current status is relative to
the infrastructure and what new construction will be needed to support any further
growth; what the appetite is for further development of parks, play spaces, recreation
complexes; what degree of participation will be offered by a neighbouring municipality
and what agreements to this end are in place (or need to be negotiated); what provision
is made for people with disabilities or aging in terms of accessing public buildings or
negotiating over curbsides: what utility rates can be impacted by Council and what
difference that will make to tax rates; what success can be had by better
marketing/promotion of our community and what should be our target audiences; and
so on. (The foregoing are “off the cuff” and thus do not reflect a composite list of
everything that a Council should have on its agenda).
Councillors also need to know what:
• Does the Procedure Bylaw say
• Are the key provisions of the Municipal Act on Council powers
• The bylaw says regarding the powers of our CAO
GOVERNANCE ZONE
What Should a Councillor Know?
There is an increasing tendency for members of Council to mix their naturally inquisitive
nature with their newfound powers as a member of Council and begin to exercise this
clout to impact municipal operations. Some actions begot by this mixture of mind and
power are innocent and readily redirected whereas others are insidious and designed
to wreak havoc in a governance system. The intent of the initiator is generally the
deciding factor.
New Councillors, despite my advice to the contrary, are often afraid to speak out on
issues because they fear that their ignorance on the topic will look remarkable
compared to other experienced members who simply nod wisely and vote quickly. What
the new Councillor cannot be expected to know is that the latter member of Council
may be nodding due more to age than wisdom and voting quickly due to the late hour
rather than decisiveness! (One should never mistake a motion or voting for
understanding). No, my advice to any member of Council regardless of age, beauty,
experience or not is to ask a question which is pertinent to clarity on the issue.
The Power of Position
I am reminded of the story/joke of the young fellow working in the local grocery store
when a lady stops by the fresh vegetables area and asks for half a head of lettuce.
Taken aback because he had never heard of a such a request, the young man asks the
customer to wait a moment and heads back into the warehouse area where he says to
another young colleague “There’s some dingbat out here who wants half a head of
lettuce. Have you ever heard of such a request?” Then realizing to his horror that the
woman has followed him into the back of the store and is listening to him, he adds “And
here’s this nice lady who would like the other half!”
Questions which we might voice over the breakfast table to our beloved about this or
that situation might never be uttered in public. First, the questions fit more into the
“rhetorical comment” category and are not serious fact-finding questions and secondly,
the wise significant other can separate steam from legitimate inquiry. Such questions,
however, voiced in a public meeting can and often will result in a staff member
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diligently searching for an answer. The first time a new Councillor sees this quick and
serious response she/he might be inclined to think “wow; someone thinks my off the
wall question was worthy of research”. This admiration quickly morphs into the next
series of questions which might not be related to anything on the municipal agenda (as
defined by the Municipal Act) but which staff do not have the heart to advise and
constrain the Councillor who is at the center of such inquiries.
Councillors need to act with considerable restraint. Any such questions which generate
a response cost money: they take staff time and that expends resources on something
which may be of little interest to the majority of Council. “Councillor Inquiries” where
they do occur should be approved by a majority of Council and where there is a question
of mandate, the CAO should be asked to respond, preferably at the next meeting (which
CAO wants to say no to the Councillor who will shortly be doing their performance
assessment?).
What is Legitimate Inquiry?
I recall early on in my now much-faded career as an elected official (during the Cold
War days) of a letter (they preceded e-mails) from a fellow Mayor who asked our Council
to designate Spruce Grove as a “nuclear-free zone”. I wrote back and asked for the
name of a similar community in Russia which could be expected to do the same so we
could set up a twin relationship! The correspondence on that topic ceased. Now, could
I have taken that to Council for a full discussion; off to management for a fulsome
report; followed by much handwringing and eloquence on the dangers of a nuclear fall-
out hitting us but not the neighbouring community which refused to follow our “lead”;
and so on? It would have been such riveting theatre and considerable acclaim of course
would have followed. Our illustrious Council would have stood out as reporters from
the Globe and Mail and CBC stood breathlessly awaiting the outcome of our vote: would
we or would we not allow nuclear weapons to arrive overhead?
Doing nothing was a good choice. Instead, we debated how best to encourage the
Province to fund 90% of the cost of a major waterline circling the whole capital region
(they did) thereby ensuring that our city had a viable future and a guaranteed water
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supply (provided by our generous neighbour to the east, Edmonton). Were all such
debates so momentous? No. Did we tackle some that were questionable as to their
falling within our ambit of authority? Likely; but deliberately? No, I think not.
I encourage every Councillor to take issues to their colleagues (and thus to the
administration) which they feel are legitimate areas of inquiry and within their
understanding of what constitutes a legitimate municipal issue. Where there is debate
as to whose mandate the issue falls within, the Mayor and CAO could be tasked with
asking sufficient questions of legal counsel or the Provincial advisors before presenting
the matter to Council. (Will that cost money? Certainly. Virtually every public policy
question does).
Policy or Administration?
I began this article planning to write about the distinction between a legitimate policy
inquiry and a matter which has already been delegated to the CAO and management.
What should a Council member know? I will take up this distinction in the next article
as my stories appear to have consumed my attention and thus this edition.
©GEORGE B CUFF, FCMC 3
Governance Zone: It’s a New World (or is It?)(Part Two)
I begin this segment by listing what my past 40 years of consulting tell me about
what I call “the landmines of a Council”. These may never show up in your term
of office but they might. As someone much wiser once said “being forewarned is
being forearmed”.
The Landmines
1. I was elected, therefore I know
Becoming an elected official is akin to finishing page one of a very long book.
While the process might have been challenging and exhilarating, it was but step
one. The world of an elected official is a very different and difficult one. It is
not an outgrowth of being the president of minor hockey or the chair of the local
Chamber of Commerce. It is not governed the same as the Rotary Club or any
other club nor does it follow all the same rules as that which members of the
Institute of Corporate Directors must know. It does not lend itself to simple or
quick decisions even when a majority of Council members think the same.
In every Province there is a wide range of Provincial law and municipal bylaws
which apply to how local business is to be conducted. These are neither learned
nor understood in one orientation session. Planning law is particularly
problematic. The municipal Plan, area structure plan, zoning bylaw,
development agreement, utilities agreements might all apply to a very small
development. Each can be relatively challenging to understand or to apply. The
budget process is at best convoluted and can be time evaporating. Understanding
how taxes are calculated and applied to a variety of different properties is not
simple but it will be on the front page. Social media has made everyone closer
to the scene of a Council and an expert in most matters. Lacking understanding
and expressing an opinion have seldom been viewed as best separated by time.
There is no question that many elected officials are quite knowledgeable and
experienced in their own business/professional worlds. Each arrives in Chambers
with a skill set which may or may not bear any resemblance to the task they have
now assumed. Understanding the truth of that statement defines both clarity of
roles and maturity. Being prepared to be humble and to learn a new set of skills
are attributes of a soon to be effective Council member.
2. I was elected because I am an experienced manager
Similar but separate from my first point is the belief by some that whatever
he/she did in their work life somehow translated into electoral victory. The
public more so than some candidates understands that they are not electing
contractors, electricians, farmers, store owners, shoe salesmen, business
managers, teachers, optometrists, etc. The average voter could not tell you what
their Premier or Mayor or Councillor did for work before attaining political office.
While it may have filled a blank on the candidate’s profile and while it certainly
looks better than stating that one has been unemployed for a the past year, it is
not what gets candidates elected. That decision is made based on one’s profile
in the community; the comments of those who know the candidate; the effort in
the campaign; but most of all, their desire to seek the best for the community.
What gets you to the dance and what will keep you in it is the candidate’s ability
to speak to the well-being of the community, its challenges and to its promising
future. Your work position, important as it is to you, is of far less significance to
the public. Your heart? Now that is another matter!
3. I was elected to help those reporting to us manage
One would think that the message to elected officials that their role is distinctly
different than that of management would by now, resonate sufficiently to ensure
clarity of roles. Seminars have been convened; conference speakers have
pontificated; consultants have advised; and authors have written. There has
been no lack of information and opinion on this topic. There is no doubt,
however, that some have yet to figure out that management does not want or
need your help regardless of how highly you may value it.
In many ways, even the most altruistic offer of help voiced by a Councillor to the
CAO or department head sends the wrong message: a) I could do your job without
your training; and b) you are not up to the task. While this may not be the intent,
it is often the result. Yes, encourage; and offer any sources of related
information or consulting expertise; no, do not step beyond your role as an
elected official.
4. Those who were elected with me should think the same as I do
It is interesting to note the surprized look on the face of a newly-elected official
who speaks eloquently in favour of what would appear to be an absolutely
straight-forward motion only to find that others do not agree and vote against
such logic. For some, this happens mercifully in the opening meeting whereas
others might be deluded a while longer. Unless you are elected as a result of
some formal or informal agreement to run under a banner or party agreement,
elections in municipalities across Canada are largely non-partisan and very
independent.
Freshly-elected folks arrive at the table with their own sense of what is
important and not; what is right or wrong; what is a priority or a nuisance. Your
task is to speak convincingly on a particular priority of your own and try to nudge
others to vote the same. Their support should never be taken for granted. Their
date of election may be the only thing they have in common with you.
5. I’m the Mayor so listen up
We have witnessed (in my opinion) a growing cult of “strong man Mayors” for the
past decade. While there were those over the years who fit this category (and
ladies as well as men), we have seen the evolution of mayoralty power far beyond
what the legislation permits or describes. A number of Mayors do not see
themselves as the principal leader amongst a group of other (and almost equal)
elected leaders. Rather, they perceive that only their voice counts with the rest
of Council expected to follow the direction set by the Mayor. The fact that this
is not how the western world understands democracy is of little consequence.
Most such Mayors speak louder than they did prior to being elected and with a
note of finality in their voice. If no one on Council speaks up, the Mayor’s word
prevails. While I would never encourage a Council to spitefully “gang up” on the
Mayor and defeat motions supported by the Mayor, I would encourage a Council
to orchestrate an in camera session with just members of Council with one item
on the agenda: “role clarity”.
6. What conflict; everyone knows the business I am in and the land I own
People who are quite bright otherwise can be capable of very poor judgment on
matters pertaining to their own economy. They can be articulate and persuasive
and frequently on the “winning” side on many debates and yet fail to exercise
reasonable restraint in matters pertinent to their own affairs. “Who shouldn’t I
vote on that issue? Everyone knows I own land next door but my vote will be
guided by what is in the best interests of all of us”. Really? While my friends and
colleagues in the legal profession earn a fair bit of money advising municipalities
and individual members of Council on what constitutes conflict of interest, a
very simple litmus test is based on a relatively innocuous question “does any
matter listed on the agenda impact you more than others in your community?”
If the question causes a check in your spirit, see it as divine intervention which
is about to save your political neck. If you want to “tough it out” and rely on
everyone’s good natured inclinations to overlook the obvious, be my guest. I will
find it interesting reading when I next research such matters across the country
looking for examples of those who thought they knew better. One headline story,
with your name in it, will undo all other goodwill efforts you have ever
contributed to your community. Seek advice!
7. We would all get along if the others would just listen
One of the more landmines is mistaking listening for agreeing. One can do one
without the logical follow-up of the other. As a new Councillor you ought to be
certain that everyone has heard your suggestion on the agenda item or your
history with this or that issue or your irrefutable logic in the face of a tough local
decision. You can also presume that there are other factors at work which will
undermine your logic and cause some if not a majority to vote against a very
rational motion. In most circumstances, mature people will be able to accept
that outcome and move on to the next issue or to the motion to adjourn and
head home. Again, it has been my observation that most Councillors who vote in
opposition believe that they have heard the relevant points of view and the facts
of the matter and that their vote reflects their best judgment.
Some cannot abide dissent. They may or may not be listening but at the end of
the day, they are adamantly opposed and now offended that your vote was so
wrongly placed.
“Getting along” is nice but can be over-rated. If the intent is to play nice the
outcome may be a friendly Council which accomplishes nothing and which never
speaks candidly on the issues. Being respectful should be the goal even when the
issue is divisive. A democracy is not built on “playing nice”. It is reliant, however,
on respect for the views of others.
8. We must be dysfunctional; we argue a lot and vote differently
I was once called to deliver a seminar on “good governance” to a Council and
senior management who were known to frequently have split votes. They were
not consistently split nor were they spiteful; but they often did not agree with
each other and thus the resulting divided vote. They advised me that they were
described in the media as “dysfunctional”. I advised that I would that there were
more of them. Being divided on a vote is healthy and generally reflects the
community. It too would, having heard all the evidence that the Council did,
vote in different “camps”. What is divisive is if those camps begin to emerge as
rigid blocs with thereafter consistent votes within their bloc. I would quite
candidly be shocked to sit at a table of six others; have someone articulate a
position on a current matter of interest; and have everyone else at the table
shouting “hallelujah”.
A Council should quite closely reflect the community it serves. The community
seldom agrees about anything. Why should you be expected to not reflect them?
My best wishes to you and your new Council.
GOVERNANCE ZONE (AUGUST 2018)
Governance Zone: It’s a New World (or is It?)(Starting Well)
I began this mini-series by identifying what I see as some of the more common
“landmines” facing any new term of office. That may be a curious way to begin
but it reflects my view that the earlier these are identified and hopefully out to
rest, the sooner a new Council can get on with its real business. What follows is
a condensed list of the key steps which I think are essential if a new Council (or
any Council) is to be successful during its term of office. These are as follows:
1. Comprehensive, Governance-Focused Orientation
A Council may survive its term without a thorough, comprehensive and
governance focused orientation but it will not do so readily or easily. Stepping
into the life of an elected official is never easy or without major pitfalls. The
intelligent approach for any administration regardless of whether or not any
turnover on Council is expected, is to prepare for a comprehensive process of
orienting their Council on their roles. Administrators should never assume that
they have figured out who will become the next Mayor and Council. There are a
number of former Administrators in the municipal version of “boot hill” as a
result.
This process needs to be well-planned; it needs to occur within a maximum of
two weeks of election date (earlier if possible); and it has to be focused on good
governance and not on “how we administer the municipality”. The latter is useful
if new staff are being hired; it will only serve to tantalize those elected officials
with the prospect of “managing” the corporation.
Councillors are at best novices when it comes to governance simply based on a
lack of similar experience in other walks of life. That is not a put down as many
have a wide array of impressive backgrounds and some may have experience in
governing other types of organizations. Most will have little understanding of
how that is done and virtually no knowledge of what the legislation expects a
Council to do. Believing otherwise is foolhardy in the extreme and will result in
a Council getting underway not only on the wrong foot but in the wrong place.
Do not exchange enthusiasm for understanding: most will have the former; few
will have the latter.
©GEORGE B CUFF, FCMC 1
GOVERNANCE ZONE (AUGUST 2018)
Council members are elected to govern. How that should be done needs to be
covered in any orientation. A comprehensive process would need to include:
• what are the key roles and expectations
• legislated duties/obligations
• meeting procedures; how to make motions
• committee structure; types of committees; role of external agencies,
board, committees
• roles of the CAO and senior management; proper protocols regarding
contacting them for information
• relationship to the public; current mechanisms for public engagement
• relationships to neighbouring municipalities and other agencies
• advocacy to the Government
• external advisors (legal, audit, etc)
• media relations
These are simply a few of the topics under review at an orientation seminar.
Some of that (i.e. roles/responsibilities) should be handled by an external body
given the difficulties anticipated by a CAO trying to tell their “boss” their roles.
2. Review of Community Input
The process of an election enables anyone campaigning for office to hear from
residents about what they see as the important issues. Longer conversations at
the door or via social media also tell a tale regarding what concerns residents
have about the strengths/weaknesses of the community and any pet peeves. Any
and all of these discussions help to inform candidates so that they have a grasp
of what seems to be important (and not) long before they get to their first
Council meeting.
If the foregoing is true, it is largely a complete waste of time. Council members
get elected; are sworn in to office; and promptly set aside what they had
garnered during the campaign only to begin with what appears to be a blank
slate. That strikes me as remarkable given that a few weeks earlier they had
their eyes and ears filled with stories from real residents who were happy to
©GEORGE B CUFF, FCMC 2
GOVERNANCE ZONE (AUGUST 2018)
unload on unsuspecting candidates. So where did those messages go? While one
could argue that candidates at least arrive on the scene with some understanding
of local concerns, these are seldom shared and as a result lay in repose rather
than generating useful discussions.
What should happen? Any Mayor who is actually concerned about tackling the key
issues should try to learn from the rest of Council just what they heard during
the campaign. One of the very first meetings should be given over to such a
discussion with everyone being expected to contribute what they heard. While
there may be little commonality to what was said (I suspect there will be) at
least some of the ideas and beefs will help to inform future discussions and
perhaps impact the Council’s upcoming strategic planning retreat.
3. Identification of Strategic Priorities
Which leads me to the next priority…each Council should expect to engage in a
thorough discussion about what Council sees as the key priorities facing the
community. This step is essential if this Council is going to have any impact
whatsoever on the budget for the year which is to immediately follow. There are
too many games played otherwise where the brand new Council is advised that,
yes they should impact the strategic priorities, but not so fast; any plans to do
so will have to await next year as the horses for this year’s budget have already
left the gate. While that may be generally true for the operating budget, the
capital budget is where the real impact lays and it can be influenced by this new
Council.
Council’s role is really “strategic thinking” wherein it is asked to reflect on what
the community is saying and how that translates into major projects or planning
strategies. This will of course require a combined effort by both Council and
senior management but it should be embarked upon almost immediately after
the election and it should result in an impact on the following year’s budget
(Council’s biggest policy document of the year).
Next Month: What Other Priorities Face Every Council?
©GEORGE B CUFF, FCMC 3
GOVERNANCE ZONE (AUGUST 2018)
Governance Zone: Starting Well: Part Two
I began this mini-series by identifying what I see as some of the more common
“landmines” facing any new term of office; I then described what I see as the
key starting steps towards success. This article builds on both of its predecessors.
Where Lies Success?
Every Council quickly understands that its success will depend on a number of
inter-related factors:
a) Is there clarity and cohesion about the path forward?
If one assumes that the early part of the term has been handled appropriately
by both Council and its administration, then there ought to be some assurance
that this Council will be able to get on with the task of addressing what it wants
to achieve which will be of some significance. Such an assumption will only be
true if the path chosen has been marked out clearly and if the majority on
Council are prepared to support the course chosen in spite of any voices in
opposition. These two elements are critical: a clear path and support for it.
Without each element there is a great likelihood that considerable effort will be
needlessly expended and/or the ultimate destination will become fuzzy.
b) Are there sufficient resources to accomplish our objectives?
A second key factor in any Council priority will be the availability of sufficient
resources to get the task started. This is why I do not support any administration
advising its Council that it can only affect the budget a year down the road; that
the upcoming year’s budget is already cemented in place and that there is no
opportunity to change it. This is all nonsense of course but has been propagated
for years by experienced administrators who like free rein for at least the first
year of any new Council’s term. Their argument will be that the prior Council
set the course; that it had to be a multi-year budget cycle; and that the train
has left the station. That sounds pretty good and you may buy into it.
The time to earmark resources for a change in direction is now; that is, between
October and year’s end note the changes that will need to be made, particularly
with respect to the capital budget.
©GEORGE B CUFF, FCMC 1
GOVERNANCE ZONE (AUGUST 2018)
c) Will we have the support of our administration in moving the yardsticks
on the key objectives?
This Council will have support in terms of its key objectives if the administration
is familiar with the concept of Council authority to set priorities and if it does
not get caught up in the silly games alluded to earlier. The previous month’s
article spoke to the need for each Council to receive a thorough orientation on
roles, responsibilities, division of powers, relationship to the CAO and
administration, public engagement, etc. If a proper base has been established,
then any Council should be able to depend on its administration to be partners
in accomplishing the “agenda” of the new Council. This relationship to staff is
essential if projects are to be clearly described and accurately resourced.
d) Does the public support what we are doing?
The great advantage that any new Council has in its initial year (at least) is that
there should be some clarity in terms of what the public wanted. The finest
example of public participation that any Council will ever see is called an
election. The public gets to hear various campaign ideas and to weigh what
makes sense and what might be best to leave in abeyance. This is why every
Council ought to spend one of its initial meetings describing to each other what
was heard on the campaign trail. Setting that aside and jumping into an agenda
put together by the administration paints a pretty clear picture for the public as
to how much they will be heard during this new term.
Argue the priorities; state them clearly; hear dissenting views; and then get on
with making a decision. The public will be in support as long as these priorities
are consistent with what was communicated during the election and consistent
with the nature of this community.
The Key Plank in a Successfully Built Foundation
The one aspect which will ensure success or result in failure is a Council’s
willingness and ability to work collegially. If much of the Council’s energies are
focused on how best to undermine each other or how to destroy the Mayor’s
efforts in leading the Council, then the result will be a fractious Council with a
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GOVERNANCE ZONE (AUGUST 2018)
wide array of headlines and virtually no tangible results which profit the
community. Ego satisfaction replaces community improvements.
A Council can take steps to ensure that this is not the result but it needs to do
so with its eyes wide open. Teamwork is needed if common goals are to be
identified and addressed. Such teamwork does not negate the need for openness
and for dissent. It does speak, however, to the expectation that views will be
expressed and considered and a vote will be taken. Decisions will be made and
they will be respected. A mature Council with a membership which puts
community service ahead of personal agendas can achieve great things.
©GEORGE B CUFF, FCMC 3