Council's Top Challenges Identified by the Municipal Advisor

• Resistance to Accept Responsibility or Feedback

  In my opinion, the Mayor has shown inflexibility in acknowledging his part in the existing dysfunction within city hall. I have observed the Mayor exhibiting a dismissive and condescending attitude towards constructive criticism or the suggestion of apologies, which exacerbates the strained staff relations. The information I have indicates that the Mayor has dismissed suggestions or opinions that do not align with his views.

  Although the Mayor reached out to me (Municipal Advisor) for advice and guidance, I detected a resistance to accepting any feedback provided in response. This has been an ongoing concern for me throughout the process.

• Poor Communication and Distrust

  In my view, the Mayor has not communicated effectively with staff, and his evident distrust of the Kamloops’ administrative team hampers constructive dialogue and teamwork.

• Disregard for Administrative Relationships

  The Mayor has exhibited contempt for authority structures, including senior staff like the CAO and Deputy CAO. This undermines the professional respect and collaboration necessary for effective city governance.

• Significant Staff Turnover and Stress

  The Mayor’s confrontational style and public disparagement of city staff have led to a workplace environment where legislative services staff have resigned or taken stress leave.

• Lack of Awareness of Potential Consequences

  The Mayor’s actions and statements suggest a significant underestimation of the implications of his behaviour, including potential legal and reputational damage to the council and the city.

• Resistance to Resolution and Openness

  The Mayor appears to prefer fighting disagreements without an openness to resolving issues amicably. This suggests a preference for a combative stance over constructive dialogue.

• Inconsistent Statements on Receipt of Important Documents

  By acknowledging receipt of an essential report to the media after denying knowledge of it in official discussions, the Mayor demonstrated a concerning discrepancy between his private admissions and public statements.

• Understanding of Written Correspondence

  The Mayor should be seeking the advice of staff and ask questions if he doesn’t understand the content of emails and written communications. It does not appear that the Mayor looks to staff or Council for advice or guidance.

• Communication Difficulties

  A Mayor should be seeking to clarify with staff if there are issues or he is confused about operational issues. In my observation, the Mayor has not demonstrated those behaviours.

• Ignoring Confidentiality Protocols

  The Mayor has admitted to sharing privileged information outside of Closed meetings, disregarding the confidentiality protocols and risking legal repercussions.

• Misinterpretation of Roles

  The Mayor has not exhibited a clear understanding of his role and its limitation – as evidenced by interactions with Council, staff and the community.

• Conflicts of Interest

  I have observed that the Mayor does not understand policies and legislation regarding declaration of conflicts.

• Statements to the Public

  The Mayor has made a number of public statements and allegations, particularly in media interviews, that could be harmful and potentially legally damaging to the City.

• Awareness Regarding Official Report and Complaints

  Mayors should operate with transparency and openness so that Council and staff know where they stand. While in possession of the “privileged and confidential investigation report”, the Mayor denied knowledge of the contents and the complaints against him.

• Failure to Engage with the Investigative Process

  The Mayor has apparently failed or refused to participate in the investigation of complaints against him, which suggests a disinterest or avoidance of accountability mechanisms.

• Unwillingness to Act Upon Guidance

  The Mayor reached out multiple times to the Ministerial Advisor for advice and guidance. Unfortunately, I did not observe that the Mayor acted on that advice even once. I have observed the Mayor avoiding responsibility for his actions or inactions.

Recommendations for Mayor Hamer-Jackson

• Openness to Constructive Criticism

  Actively seek and respond positively to constructive criticism from council members, staff and the community. 

• Admit Mistakes and Misunderstandings

  Acknowledging past errors and misunderstandings would demonstrate humility and a willingness to learn and grow from these experiences.

• Enhanced Communications

  Improve the quality and frequency of communication with council members, staff and the public.

• Seek Feedback and Constructive Criticism

  • Regularly requesting and valuing feedback from colleagues, staff and constituents could lead to significant personal and professional development. 
  • Periodically assess personal leadership style and its impacts, and be open to making necessary adjustments.
• Let Go of Perceived Slights

  • Continuing to hold on to (and raise) perceived slights months and years later hampers the city moving forward and is unproductive. 
  • Engage earnestly in conflict resolution and mediation efforts to address and rectify underlying tensions. 

• Improve Understanding of Official Documents

  Dedicate sufficient time to comprehend written communications, reports and official documents, which will allow well-informed decisions.

• Respect Confidentiality and Protocols

  Adhering strictly to confidentiality agreements and council protocols would prevent potential legal issues and protect the integrity of council proceedings. 

• Engage in Conflict Resolution Training

  Participating in conflict resolution or communication skills training could enhance the mayor’s ability to navigate disagreements constructively.

• Continue to Focus on Shared Strategic Direction

  Collaboratively set and work towards shared objectives in the unanimously adopted 2023–2026 Strategic Plan that benefit the community. 

• Proactive Leadership

  Show a willingness to address issues before they escalate and demonstrate a commitment to solving problems collaboratively. 

General Recommendations for Council

• Documentation Management

  Have staff assess Closed & Special Council document management and report findings to Council for potential adjustments. It is my understanding that the city has already undertaken a process to assess the causes and prevention of documentation confidentiality breaches.

• Oath of Office Reminder

  Encourage Mayor and Council members to periodically review their oath of office as a commitment reminder.

• Code of Conduct Amendments

  With legal input, amend the Code of Conduct to include sanctions for repeated offences, with a structured remuneration penalty. For example: first infraction, 10% reduction in salary, second infraction 25%, third infraction 50%, fourth infraction, 75% reduction.

• Council Dynamics Session

  Propose a day-long, off-site activity for Mayor and Council, annually or biannually, where participants with differing perspectives are encouraged to engage creatively. High functioning councils choose to behave as a team, despite having divergent views.

• Review Council Remuneration Bylaw

  Examine the Remuneration Bylaw for adjustments due to increased workload for Councillors and the Deputy Mayor, payable retroactively from the workload’s starting point.

• Leadership and Communications Training

  Enroll in workshops or seminars focused on enhancing leadership, conflict resolutions, and communication skills.

• Mentoring

  Seek out a consultant experienced in municipal governance or leadership who can provide guidance, and mentoring advice and constructive feedback. Provide basic education and coaching for the mayor on their roles and responsibilities.

• Regular Governance Check-ins

  Hire a consultant on retainer for ad hoc governance coaching and assistance. Participate in governance sessions/retreats with council members and staff to enhance trust, mutual respect, and collaboration.

• Educational Courses

  Take courses in municipal governance, ethics, and public administration to deepen understanding of the responsibilities and challenges in public office.

• Feedback Mechanisms

  Implement regular, anonymous feedback mechanisms to gauge satisfaction and areas for improvement continuously.

• Legislation

  Discuss the potential need for changes to provincial legislation to assist municipal councils experiencing extreme dysfunction, which may include a legislative process for removing a member of the council.

• Employee Protection

  Although the restrictions on the Mayor’s dealing with individual employees is unusual and have created a cumbersome environment, my view is that they are appropriate given some of the Mayor’s conduct and I recommend that they be maintained for the time being.

• WorkSafe BC Investigations

  Continue work with WorkSafe BC Investigations to use their office and powers to the fullest extent possible to deal with workplace health and safety issues.