Qualities Of A Prospective Councillor

If we were to identify the qualities that mark effective elected officials, I would choose the following broad categories: character, competence, temperament, and service. 

Character

When we begin to consider whom to support or vote for, the first question that usually comes to mind is, “Who is this person?” Apart from identifying where someone comes from or exploring their background, we want to know whether this person is trustworthy. Are they honest and transparent in their relationships with others? Can we expect them to take responsibility, even when they have failed in some manner? Do they respect others, regardless of personal differences?

Character also requires courage and independence of judgement. An elected official must be willing to make difficult and sometimes unpopular decisions when the evidence and the long-term interests of the community point in that direction. Public opinion matters, but responsible representation requires more than simply determining which position is most popular. The question I learned to ask myself was: What is in the best interest of the community as a whole?

Newly elected officials will obviously be inexperienced and will make mistakes. Competence can compensate for inexperience, but it cannot compensate for deficiencies in character.

Competence

What, then, are the basic competencies we should look for? Does this individual have strong thinking skills? Can we expect them to exercise common sense and sound judgment? Given the nature of the position and the consequences of the decisions involved, we should expect intelligent people who not only can learn, but want to learn. After all, the initial learning curve is significant.

We also need individuals who can think strategically and systemically. A competent elected official must be able to see how today’s decisions contribute to the city’s long-term direction. Transportation, parks, utilities, housing, and other municipal responsibilities are interconnected rather than isolated issues. Is this candidate a big-picture thinker, capable of balancing individual projects and immediate concerns against a broader vision? The question that should always remain at the forefront is: What is best for the city as a whole, rather than simply for one neighbourhood or interest group?

An effective elected official must also understand that major infrastructure and community development unfold over decades, not election cycles. Just as importantly, they must understand where the city is headed and recognize that a sequence of decisions is required to get there. No major decision exists entirely in isolation.

We should also expect the people we elect to understand the principles of good governance. Without that understanding, the result can be a dysfunctional Council, impaired in its ability to respond to unexpected challenges or alter course when circumstances require it. And there is one further competency that should concern every taxpayer: Will this candidate exercise fiscal responsibility in the interests of all residents and future generations, rather than responding primarily to the immediate demands of a vocal minority? The financial consequences of Council decisions can extend far beyond a single term of office.

Temperament

The third category—temperament—may be underestimated or overlooked. Municipal government is almost entirely a collaborative enterprise. One of its unique strengths is the presence of nine independent voices and opinions around the Council table, working together to govern the city. A Councillor who possesses excellent ideas but cannot work constructively with colleagues will usually accomplish less than someone with perhaps fewer ideas but stronger interpersonal skills.

Is this candidate a collaborator—someone who has not only the ability but also the willingness to work as part of a team? Are they open-minded enough to seriously consider points of view that may be unfamiliar, contrary to their own, or even unorthodox? Can they disagree without becoming disagreeable? Can they accept that, on occasion, the majority will reach a conclusion different from their own and then continue working constructively with their colleagues?

If I have learned one thing from my 21 years on Council, it is that patience truly is a virtue. It is a virtue I have struggled with at times. I have learned, however, that in the context of my role as a Councillor, patience has generally resulted in better decisions. Rushed decisions, particularly when dealing with complex issues, can produce consequences that are difficult to undo.

Service

A fourth quality is a genuine commitment to public service. Why is this person seeking office? And whom do they believe they are there to serve? This category speaks to motivation and purpose. An individual may pass the first three tests but fail to appreciate that elected office is not about status or influence, nor simply about advancing a particular cause. Does the individual demonstrate a genuine desire to serve the community as a whole?

Public office is a position of trust. Those elected are given authority to make decisions affecting people they may never meet, with consequences that may extend well beyond their own term of office. Effective elected officials understand that the position is not about themselves. They are temporary stewards of a community entrusted to their care.

Of the four qualities, character comes first. Knowledge can be acquired. Experience comes with time. Skills can be developed. But integrity, humility, and courage provide the foundation. Service gives those qualities their purpose—a genuine commitment to place the interests of the community ahead of personal ambition, recognition, or gain.