Some advice for Peterborough’s new city councillors: Part 1
Three weeks ago, three new councillors were elected to Peterborough city council. Kim Zippel topped the polls in the south end's Otonabee Ward, increasing by 964 votes her third-place showing in 2014. Kemi Akapo, in a first-time run in the downtown Town Ward, earned more votes than both Town Ward councillors in 2014. Stephen Wright had the most successful second-time run of any candidate, more than doubling his vote count from his 2014 fourth-place showing in the north-end Northcrest Ward. All three have clearly earned a mandate from their electorate.
It is worth noting that competitive candidacies had an impact on the votes earned by two experienced incumbent councillors. Monaghan ward councillor Henry Clarke lost his 2014 first place showing and his vote count decreased by 1,889. Otonabee councillor Lesley Parnell also lost her 2014 first place showing; her vote count decreased by 649 votes.
As the three new councillors take up their duties, I offer three pieces of advice that are intended to ease their introduction to the workings of political life.
First, because there are two councillors elected in each ward, it is important to develop a good working relationship with your ward mate, even if he or she is of a different political stripe. The risk is that there will be overlap in constituency work and the two of you will sometimes compete for carriage of files that can translate into publicity and votes. One of you may develop better relations with city staff or the mayor which can mean more access to inside information. On the other hand, the reward is that your alliance can be a powerful force in convincing your fellow councillors of your shared opinion.
There have been a few recent examples of ward councillors who did not get along or rarely spoke to each other; their time at City Hall and their service to constituents suffered. Do your best to cultivate a positive working relationship with your ward mate.
Second, be aware that city staff run the place. They are full-time and you are parttime. They are highly paid and you are not. They have large budgets, large staff complements and appointed offices and you have none.
They decide the matters that are to be presented to you for your approval. Their recommendations are grounded in values that are cloaked in professionalism, but they are values nonetheless.
While good relations with city staff are essential, remember that you represent the values of everyday people. Councillors who are fed information by city staff – sometimes in private – will say that their decisions are frequently based on the fact that they know more than the public. They do, and it’s easy to get caught up in the egoism of the entitled. However, that approach is an inside game that minimizes the values of the people who elected you and whose voices deserve to be heard, on their own or through you, in every decision in which you are involved.
Third, don’t hesitate to initiate things at city council meetings that matter to you or your constituents. A culture of acquiescence to city staff has taken hold at city hall, which effectively cedes to them the territory of initiative and innovation. Councillors in other communities routinely propose their own ideas that come from their read of public opinion and they work with staff to bring them to life. There are tools available to you for this purpose and their use in strengthening the role of city council would be most welcome.
I will continue with this topic next week.
‘Second, be aware that city staff run the place. They are full-time and you are part-time.’