When Process Breaks Down, Trust Follows

At yesterday’s Council meeting, something happened that deserves a broader conversation with the community—not about personalities, but about process, accountability, and respect for the role we all serve.

As members of Council, we each have a responsibility to come to the table informed, prepared, and acting in the best interest of the entire community. That includes how we handle information—especially information that arrives at the last minute.

Yesterday, an email was sent to some members of Council at approximately 2:00 PM, just hours before the meeting. Let’s assume for a moment that the contents of that email had merit. The question then becomes: why wasn’t it shared with staff or the CAO for verification? Why wasn’t it circulated to all members of Council to ensure everyone had the same information heading into the meeting?

Instead, the information was held and introduced during the meeting itself.

The result?

Confusion among councillors who had not seen the email.

Staff being blindsided, with no opportunity to verify or respond.

And a decision-making environment that shifted from informed discussion to reaction.

That is not how good governance works.

Council chambers are not a stage for “gotcha” moments. They are where we are expected to lead with professionalism, transparency, and integrity. When unverified information is introduced in real time—particularly information that may influence bylaws, motions, or public perception—we risk making decisions that are not grounded in fact.

More importantly, we risk eroding public trust.

This is not about one issue or one meeting. It is about setting a standard.

We are entrusted with decisions that impact taxpayers, residents, and business owners. Their livelihoods, their investments, and their confidence in local government depend on us getting this right. That means working collaboratively with staff, respecting the process, and ensuring that all members of Council have equal access to information.

If new information comes forward hours before a meeting, the responsible approach is simple:

• Share it with staff for review.

• Circulate it to all members of Council.

• If necessary, defer the item to allow for proper due diligence.

Anything less puts the corporation—and the community—at risk.

We can disagree on policy. We can debate ideas. That is healthy and necessary. But we must do so within a framework that is fair, transparent, and grounded in facts.

Because at the end of the day, this isn’t about politics.

It’s about trust