Before becoming mayor, I did a couple terms as a councillor. When I first ran, I really had no idea what I was getting into. I had no idea about how many meetings I would attend, my actual responsibilities and I had no idea you got paid! There was a bit more reading than I expected, and I definitely overestimated the speed things happen, and even what things you could change.
People who run on one issue rarely last; council is a long and winding road, not a quick path to change. Many people also run to change things that are not in the wheelhouse of a council to change.
I’ve always seen being a councillor as doing just what the name implies: Giving council. Simply put, your role is to offer your good judgment to the issues put before you. But it’s more than that. You need to do so in a way that goes beyond your personal beliefs and interests, to make decisions for the betterment of everyone.
You don’t have to be an “ideas person” or to understand everything to be a good councillor. In reality, 95 per cent of the things you talk about will be brought to you because it’s the business that needs to get done. Ninety-five per cent of what you deal with will be an obvious choice once it is explained to you.
Some stuff is very simple, some is technical, but in all cases you can rely on staff and experts to help you understand the “thick stuff.” The other 5 per cent? That’s the fun stuff.
Another thing I learned early on is that you represent everyone, not just those that voted for you, not just your friends and those who share your beliefs. You will meet people that have serious issues, that may really dislike you, but, if their cause is a valid one, it will be your job to represent them fairly.
That said, not all causes are in your town’s best interest. You will have to use your judgment and say no to some people, even if they are passionate in their beliefs. I had a saying when I used to DJ, “Take all requests, but only play the songs that make sense.” You need to listen to everything, but to only move forward with the things that make sense for your community as a whole.
As a mayor you are technically “the leader,” but far more often your role at the table is that of a referee and traffic cop — you keep things civil and moving. You have an influence in what comes to council (staff actually bring the lion’s share to the table) but you are often the last person to speak on an issue. You are often the tie breaker.
Being a mayor or councillor is not always easy, but it is rewarding. The ability to advocate for change, to make things better for your citizens, this is the good stuff about being on council.
On Oct. 15, you will elect a new District of Clearwater council. I encourage you to consider running. We need good, honest, fair minds to step up for the next term.
newsroom@clearwatertimes.com
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