OPINION: Time to do better for our communities

This is not something that I would typically post about publicly, but it needs to be talked about. This is simply my opinion from being involved in the municipal world as both a member of council and now as a CAO. Take it as you wish.

Across many communities, there’s growing concern about the shortage of Chief Administrative Officers (CAOs). People are asking why – and the answer is uncomfortable, but important.

Many good, experienced CAOs are leaving the profession. Not because they don’t care, but because the job has become increasingly difficult to sustain. Ongoing negativity, public hostility, name-calling, and personal attacks – often played out loudly on social media – take a real toll.

In just the past few weeks alone I have personally experienced all of this. Everything from being called Coco Puff on a Facebook forum to someone commenting on my for sale post on my personal business page “That’s called karma… lmaooooo” to constant public criticism for past employees actions and decisions that we as current staff and council are only trying to fix. When professionals are routinely questioned, blamed or attacked personally for complex decisions made within legislation, council direction and limited resources, burnout follows.

We operate in high-pressure environments, balancing governance, legislation, budgets, staff management and community expectations.

Yes, we should be held accountable, but we are also human. Constant criticism without respect or understanding makes it harder to recruit new leaders – and harder to keep the good ones we already have.

Yes, as CAOs we learn to have a thick skin, to let things roll off our backs, but when it’s day after day of constant negativity, or the public thinking they know every policy, procedure, bylaw and governing act better than anyone else, it’s draining.

We have all seen in many areas across the province what happens when municipalities are forced to hire someone simply because “they were the best candidate” with absolutely zero or very limited municipal experience. If we want strong, capable leadership in our municipalities, we need to change the conversation. Constructive dialogue, respect and understanding aren’t just “nice to have” – they are essential to attracting and retaining the professionals our communities depend on.

It’s time to do better. Good leadership doesn’t disappear on its own. Sometimes it’s pushed out, not by councils, but by the very people they are trying to help. So here’s some advice for those that care about the success of your community:

1. Criticize ideas – not people

Disagreeing with decisions is fair. Name-calling, personal attacks or questioning someone’s integrity is not. Focus on the issue, not the individual and learn to respect decisions you may not agree with.

2. Understand roles and limits

CAOs and municipal staff implement council decisions and follow legislation. Not every outcome is within their control.

3. Pause before posting

Social media amplifies frustration. Taking a moment before posting – especially when emotions are high – can prevent harmful, permanent damage to real people and reputations.

4. Ask questions before assuming intent

Many municipal decisions are complex and constrained by budgets, bylaws or provincial legislation. Asking “Can you explain why?” goes much further than “This is incompetence.”

5. Use proper channels

Concerns raised through official processes (emails, delegations to council, public meetings) are more likely to be heard and addressed than public shaming online.

6. Respect that public servants are human

Municipal leaders live in the same communities, shop at the same stores and raise families locally. Words carry weight long after a meeting or comment thread ends.

7. Recognize positive work

Silence often follows good decisions, while criticism is loud. A simple thank you, positive comment or acknowledgement goes a long way toward morale and retention.

8. Model the behavior you expect

Civility is contagious. When residents engage respectfully, it sets the tone for others – for future leaders considering whether this work is worth it and for those considering moving to the community.

Healthy communities aren’t built by tearing people down. They’re built through respect, accountability and constructive engagement – even when opinions differ.”

Courtney Kostesky is the CAO for the RM of Gilbert Plains.