If We Make Councillors Take Training, NOBODY Will Run for Council… and Other BS

By Lorri Matthewson

“Being on council is tough enough — nobody will agree to take training on top of it.”

That is not true. I call BS.

No responsible person would assume they know how to govern a municipality without training on legislation, governance, regulations, or their roles and responsibilities. We provide training regularly to councils that are serious about development and sustainability. Most tell us it helps them a great deal. Only the ones threatened by knowing the rules resist them. The job is simply too big for anyone to “wing it.” The cost is too great.

“I’ve been doing this for 20 years; I don’t need nobody telling ME how to do my job!!”

If you are meddling in HR, following staff around, or deciding which specific employee gets a raise at the council table, you absolutely do need someone to tell you how to do your job — before you get sued and cost the community a butt‑load of money. Councillors wandering into operations pose the biggest threat to their community. We get calls every week from administrators on the verge of quitting because councillors threaten their jobs, evaluate them based on personal operational preferences, and otherwise refuse to stay in their lane.

If you are making decisions in private chat groups, if you don’t have any policies (or don’t follow the ones you have), or you allow your CAO to work without a contract or job description, you do need to learn about your roles and responsibilities.

If you allow people in your community to abuse your administrator, and you fail to make any decisions that matter while you micromanage operations, you do need training. You do.

If you know the rules and refuse to follow them, you are not a municipal leader. You might have great and wonderful skills, but without the rules, you are not governing. You are pushing your own agenda — and only in hindsight will we know whether it did the community any good.

If you are sitting around the table not knowing what to do when you’re not dabbling in operations, you do need training and support.

Training is fundamentally about protecting the municipality from avoidable harm. Training is not for “problem” councils. Training is for councils that care about their communities and want to do the best possible job. Training is for leaders who care more about the long-term sustainability of their communities than they do about a small group of people who would lovingly bankrupt a municipality to get the building or program they think is most important, in the complete absence of actual numbers on which to base a decision.

Our small‑population municipalities are required to operate with conflict‑of‑interest rules, meeting procedures, financial controls, procurement, records management, and the duty to act as a government. None of this is intuitive, and the rules are not guidelines.

Without training:

· Councils drift into personality-based decision-making, where whoever speaks loudest sets direction.

· Administrators are forced into the role of correcting misunderstandings and putting out fires caused by councillors operating outside their lanes.

· Administrators are pushed into overreach when a council struggles to decide.

· Councils chase issues reactively; priorities shift meeting to meeting, and nothing gets done. Long-term planning collapses.

· Councils wander into areas where they have no expertise and make decisions that land them in court. 

· Councillors make decisions that benefit only their own divisions or personal agendas.

· Municipalities miss important opportunities because they fail to act “at the speed of business.”

Training is not for problem councils; it is the opposite. Training is for responsible municipalities that understand that governance is more important than their operational preferences. Making council training part of the job — the same way it is for administrators, teachers, nurses, and every other public-facing role — protects your community’s ability to survive in the long term. Training ensures that every councillor, new or experienced, has the tools to make decisions confidently, legally, and consistently.

And it is an important job, especially now.

Our small‑population communities are essential to our provincial economies. We provide the services that keep the province functioning. We maintain the roads, water systems, waste management, recreation facilities, and housing that support agriculture, resource extraction, tourism, and manufacturing. These sectors rely on local infrastructure to move goods, attract workers, and keep operations stable.

This isn’t a little job. Strong governance is how we protect the economic value small populations generate. Our sustainability depends on the quality of our governance. Real leaders put the work ahead of their opinions, embrace training, and follow the process. Anyone unwilling to do that isn’t protecting the community — they’re putting it at risk.

I said what I said.

Matthewson & Co. offers flexible, high‑impact council training delivered both in person and online, giving your team practical tools and confidence to lead effectively. Visit Our Services | Matthewson & Co. for more information.

Our next Council Training webinar will take place on Wednesday April 8th. To register visit Council Basics for New, Returning and Future Councillors (2 Part Series) Tickets, Wednesday, Apr 8 from 11 am to 4:30 pm CDT | Eventbrite

Why Small Town Living Might Be the Best Investment

By Lorri Matthewson

There is a moment that happens—usually somewhere between being stuck behind traffic during a 40-minute commute, and a line up for parking, when people start to wonder if life is supposed to feel like this, or if there could be a calmer, more authentic way to live. At least, that is what I am told. I wouldn’t know. I have never lived in the city where I had to commute to work without a bus.

 I love to visit the city, love a concert, or a show, and the great food, but after a few days I want to be back at my desk, in my office, in my house, with my big snorty dog, our ancient cat, and my mister.

In my giant 125-year-old house, where I still work 12 hour days, intersected with breaks for cooking, cleaning and making art, life is peaceful. My life is only possible because I live in an evolving community, a little town in southwest Manitoba. Let me explain.

I did try city living early on, attracted by all the things there was to do, only to find I didn’t have the time or money, or head space to “do” much of any of them. My world was getting up, getting ready, going to work, coming home, making  food, cleaning up…(sometimes) going to bed. Weekends, or days off were catching up because during the workday, I couldn’t get the errands done, because I was either at work, on my way to work, or on my way home. Once my first daughter was born, time got even tighter.   

And for a long time, despite the evidence around me, I believed that living in a small town meant I wasn’t doing it right. I used to believe that moving to the city was an evolutionary step, a rite of passage. Even when I moved back, due to a divorce, and a deep need for family and friend support, it was supposed to be temporary—a year, or two at most.

But, living in a small town as an adult is a lot different than living in a small town as an 18-year-old, particularly an 18-year-old like me, born with gypsy feet. Here is what I learned when I moved back…

1. You get your time back—and your life back with it.

As a single mom, I found moving back to a little town brought with it a comfort and support that made it possible for me to work and support my wee family. The days were very full, and impossible without the support of family and friends. I had to commute to the next town for work, but the parking was free, and the childcare was cheap. It wasn’t perfect, but it was possible. I got a big old house, and a big old yard. And peace. I got peace. Had I stayed in the city, my daughter would have been raised by strangers, my ability to earn insufficient to support anything but the most basic lifestyle, and my world shrunk to subsistence living, with reliance on foodbanks, and subsidized apartments. I didn’t want to do that. So, I moved back to a little town.

Life went on, and now I find myself in a different big old house in a different province, in a different town! Same comfort though!

Today most days, my commute is down the stairs from the bedroom to the kitchen to start the coffee, tend to the pets, and write in my journal, and then walk 20 feet to my office. Even if I go to my office downtown, (Jenn and Anna run the offices) it is a 10-minute walk, or a 3-minute drive. And that schedule leaves an extra hour and a half every day.

2. You can find housing that doesn’t break you.  

Small towns offer space. Space to breathe, space to grow, space to live. Just this week, I found 3 liveable, fixer uppers with big space yards in small towns near us, that start at $65,000.00. No kidding.

No way we could afford a house and yard the size of what we enjoy in our small town for what we paid.  We could perhaps afford a condo with half the square footage. Being able to wear my housecoat out on the veranda in the morning and listening to the birds 6 months out of the year, brings about that peaceful easy feeling the Eagles used to sing about. You can have a yard, a garden, a workshop, or in our case, a 2200 square foot home with more outside living space than in. It’s not about cheaper; it is about the possible amenities you can add to your day-to-day living.

3. Community is a way of life.

And before you come at me with all the negatives, here is a tip…if you don’t put your private life out on the socials, engage in drama, and are generally a decent human, most people are decent back, no matter the size of the town. People do notice when you show up, and they notice when you don’t. You are not anonymous; you are part of something.  There are neighbors who help without being asked. Local businesses learn about you, there are events to attend, if not in ‘your’ town, in one over, there is as much to do as you want to do. Over time there is a sense of belonging. I know that isn’t the case for some and I know this kind of close isn’t for everyone. But we find we can be alone as much as we like, or social as much as we like. Community is just built into the rhythm of the place.

4. Opportunity is everywhere—if you want it.

Small towns are full of gaps waiting to be filled. There are opportunities to:

• Start a business

• Volunteer

• Solve a problem

If you want to make a difference you can step in and see the impact of your work almost immediately.

5. A slower pace is possible, but it can also be as busy as you want it to be

This is where people really get it wrong. Living deliberately means you can fill your days as full as you like. We have the frantic people here too, who hit the ground running and tip over at midnight to start again at 4:30 am. But if you choose to, you can see, as I did when I moved back to small towns, that I was able to gain things back into my life that are important to me. Things like quiet mornings, stars I can see, and a sense of calm are possible, because out here, I can hear myself think.

Matthewson & Co. is working in all three prairie provinces now, I’m starting a bricks and mortar business with my former staff turned business partner, Anna, that will open soon. I am taking and training webinars, and work as hard as anyone I know, but living in a small town allows the mind space I need to keep all the balls in the air. A slower pace is not less. It just allows space for more of what matters.

Small town living isn’t for everyone, but it could be exactly right for you, if you are craving more time, more space, more connection, and more balance, the right town could be the perfect choice.

True, all small towns are not all created equal. Some do fit the stereotype. Some are dying, and nothing we can do will save them. Some wear their toxic traits on social media pages full of entitlement and uglies aimed at anything they are personally offended by, but those are not the majority. There are many populations that would welcome you with open arms.

Small towns aren’t relics of the past; they are the next chapter for those who want a full, grounded and connected life. Small towns offer all of this—not as a not to nostalgia, but as a modern, intentional choice. People are increasingly drawn to places where they can build a life that feels whole. They want to know their neighbors, contribute to something meaningful, and live in a way that aligns with their personal worldview. That life is still possible, I, and others like me live it every day.

These communities are full of opportunity, set for new businesses, offer a chance to lead, and provide room for innovation. Small town living isn’t a step back. For some of us, living in a small town is a step toward a fuller, richer way of life.   

When Councillors Go Rogue: The Quiet Crisis Undermining Local Government

Every municipality has “that Councillor.” And if you haven’t yet, there is always the next election! You know which one I mean. They are the ones who cannot resist micromanaging staff. They are the ones who treat the CAO like their personal assistant. They are the ones who promise the residents something they cannot deliver, then stir up drama on the socials, or freelance their own agenda as if they were a one-person show. They boss the public works staff around, follow the grader operator around, demand private information, and only want to provide services to their own division. They yell, they get involved in the daily operations, and on it goes.

This isn’t just a colourful personality.

This is a governance failure.

When Councils refuse—or are too afraid—to rein in one of their own, the damage spreads fast: staff morale collapses, operations grind to a halt, and the public loses trust in the entire institution.

This is rogue governance, and it’s one of the most detrimental things to a community’s ability to sustain itself.

A Councillor “goes rogue” when they act in a way that does not support collective decision making and start acting like a lone operator. Councillors acting outside their authority:

1.        Direct staff or demand preferential treatment for their friends or their division.

2.        Ask for, or demand, confidential information.

3.        Undermine council decisions after the vote.

4.        Make public statements as if they speak for the council.

5.        Promise residents outcomes that do not exist.

6.        Meddle in HR, procurement or operations.

7.        Use their position to intimidate staff or sway processes.

Doing these things breaches their role, their authority, and often the legislation.

This is dangerous, and here are the reasons why.

1.        Rogue Councillors put staff in an impossible position.

Staff cannot legally take direction from individual councillors. Rogue councillors pressure them anyway, sometimes subtly, sometimes aggressively. This creates fear, confusion and a toxic workplace.

2.      It undermines the CAO.

A rogue Councillor chips away at the CAO’s authority, often intentionally, because the CAO gets the blame when the Councillor does not get his or her way. I see it happen when Councillors behave terribly towards the CAO in public, creating a situation where the community doesn’t trust them. Once that happens, it threatens the administrative structure.

3.        It Misleads the Public

Residents assume Councillors speak with authority. When a rogue Councillor spreads misinformation or makes promises, the public blames the staff when those promises are not kept.

4.             It Wrecks the Council

Council only has authority when it acts as a whole council. This is not a guideline; there are no exceptions within the legislation. When a councillor goes rogue, in other words, refuses to stay in their legislated lane, they create a liability for their community due to privacy breaches, HR complaints, procurement interference, and wrongful dismissal lawsuits. This kind of behavior is not harmless.

Yet when it happens, particularly in a small population, many Councils do not address the issue. They don’t want conflict, and they, for the most part, hope the behavior will settle down.

The smaller the population, the harder it is to enforce the rules. The Council is made up of people who all know each other. Some of them are related. And social media, once it gets out to the public, is relentless. But a council that won’t enforce its own rules is a council that becomes functionally useless.

When a Councillor goes rogue, the rest of the Council has to know that the  behaviour does not improve if the Council does not act. It is important to:

1.        Re-establish the rules—formally and publicly. Council must reaffirm:

·            The CAO’s authority

·            The boundary between governance and authority

·            The requirement to act as a collective body

·            The code of conduct.

2.      Document Every Incident:

Documentation protects:

·            The staff

·            The CAO

·            The Municipality

·            The integrity of any future investigation.

Keeping it quiet protects the rogue at the municipality's expense.

3.      Use the code of conduct as it is intended—a disciplinary tool. Council is expected to function as an ethical body, and the code of conduct is where you start. Council must:

·            File a formal complaint.

·            Conduct an investigation

·            Apply consequences

Consequences may include:

·            Removal from committees

·            Loss of travel or training privileges

·            Public censure

·            Mandatory training

If the Council refuses to use its own tools, it supports the rogue behavior.

4.      Back the CAO—Publicly and Consistently

Council should not expect a CAO to enforce boundaries alone. Council must:

·            Support the CAO’s authority.

·            Reject attempts to bypass the process.

·            Shut down operational interference immediately.

Being quiet as a Councillor while you let another Councillor abuse staff, the CAO, and otherwise act outside their role is seen as permission.

5.        Bring in External Help If You Need It

If the Council cannot manage this on its own, it should seek help. Sometimes, though, despite the training and being told, some Councillors take on the notion that they don’t need permission and don't have to follow the rules. And it is true; the systems we have in place make it very difficult to unseat someone who has been duly elected. There are good reasons for that—once the population elects you in, you shouldn’t be able to be dumped off the Council without it being difficult. But as a Council, when you refuse to address behaviors that you know are wrong, you force your municipality to pay a very steep price. Staff resign. CAOs leave. Your community doesn’t trust you. Decision-making becomes chaotic. Important things get dumped to the back of the list while all the resources go to the most recent drama. Communities deserve better than to be held hostage by one person’s ego or agenda.

The bottom line is rogue Councillors don’t destroy communities, but Councils that refuse to act do. Councils must understand their duty is to the community, not the comfort of a colleague who flat-out refuses to follow the rules.