ICLEI: Municipal Governance and the Undermining of Democracy
Recommendation for Municipalities Participating in the ICLEI and FCM PCP Program
ICLEI: Municipal Governance and the Undermining of Democracy
Introduction
Municipal governance in Canada appears to be shifting in a direction that fundamentally undermines the basics of democracy. Over the past 30 years, this trend has become more pronounced, as municipal councils increasingly defer to staff recommendations rather than making decisions independently. This shift is largely attributed to the influence of international organizations like ICLEI (International Council for Local Environmental Initiatives), which have been promoting United Nations Sustainable Development Goals (SDGs) and climate change initiatives at the local level.
The Role of ICLEI and Its Partners
ICLEI and its partners, such as the Federation of Canadian Municipalities (FCM), have been producing guides and programs to assist municipal staff in implementing UN goals. Notable programs include the Partners for Climate Protection (PCP) and Building Adaptive and Resilient Communities (BARC). These programs, while voluntary, often impose substantial fees and require membership, creating an exclusive and financially burdensome environment for municipalities.
The Misalignment with Democratic Principles
One of the key issues is the guidance provided by ICLEI and its affiliates, which often undermines the authority of elected officials. For instance, the "Guide for Municipal Climate Change Staff" instructs municipal staff to take a proactive role in developing policies, bylaws, and proposals—roles traditionally reserved for elected council members. This inversion of roles is not only a misinterpretation of the Ontario Municipal Act but also a direct contradiction to democratic principles where elected officials are meant to represent the public's interests.
Excerpts from the Guide for Municipal Climate Change Staff
The guide instructs staff to take a proactive approach in forming networks and building influence:
“TIP: Start early to build your network and contact lists, especially if your team doesn’t have the specialized knowledge you need for certain projects. Internally, get to know the champions in your municipal government, maybe a facilities manager or a wastewater treatment supervisor. And consider looking for a mentor who might be interested in guiding you along the way. Externally, identify groups or community leaders with whom you could partner with on mutually beneficial goals.”
It also incorrectly outlines the policy-making process, giving undue authority to staff:
“While the specifics vary, here is a general overview of the municipal policy-making process.
Municipal staff develop and review proposals, bylaws, policies, and plans and proposals, including budgets.
Municipal staff, sometimes with other experts, discuss the issue at a standing committee. Depending on the topic, a public consultation may be held.
Municipal staff prepare a report, with recommendations, for council or other senior leaders. Public consultation may also occur at this stage.
A detailed and costed proposal is put before council for discussion and often a vote. Council may send the proposal back for revision, in which case staff negotiate the final details.
The project, bylaw or policy is implemented.”
Excerpts from the Ontario Municipal Act
The Ontario Municipal Act clearly defines the roles and responsibilities of municipal councils and staff. Section 224 outlines the role of council:
“It is the role of council,
(a) to represent the public and to consider the well-being and interests of the municipality;
(b) to develop and evaluate the policies and programs of the municipality;
(c) to determine which services the municipality provides;
(d) to ensure that administrative policies, practices and procedures and controllership policies, practices and procedures are in place to implement the decisions of council;
(e) to ensure the accountability and transparency of the operations of the municipality, including the activities of the senior management of the municipality;
(f) to maintain the financial integrity of the municipality; and
(g) to carry out the duties of council under this or any other Act.”
In contrast, Section 227 outlines the role of municipal staff:
“It is the role of the officers and employees of the municipality,
(a) to implement council’s decisions and establish administrative practices and procedures to carry out council’s decisions;
(b) to undertake research and provide advice to council on the policies and programs of the municipality; and
(c) to carry out other duties required under this or any Act and other duties assigned by the municipality.”
Collingwood Inquiry Report Highlights: The Ethical Concerns and Judicial Findings
The Collingwood Judicial Inquiry, led by Associate Chief Justice Frank N. Marrocco, highlighted significant ethical concerns regarding municipal staff conduct. The inquiry emphasized that staff must not conceal or manipulate information, misrepresent facts, or use their positions for personal gain. These findings underscore the problematic nature of guides like those produced by ICLEI, which advocate for a more dominant role for staff, potentially leading to conflicts of interest and undermining the integrity of municipal governance.
In his report, “Transparency and the Public Trust Report of the Collingwood Judicial Inquiry,” Associate Chief Justice Frank N. Marrocco, Commissioner stated:
“97 Staff must not conceal or manipulate information. Staff must never intentionally misrepresent facts or information.”
“101 Staff should be prohibited from participating ‘in the analysis of information’ or making any ‘decisions on an issue or matter in which’ staff have ‘a real or apparent conflict of interest.’”
“102 The Code of Conduct should prohibit staff from using their positions at the Town… ‘to further their private interests.’”
“104 Staff ‘shall not use information for personal or private gain’ or the gain of family, relatives, or friends.”
“109 The Code of Conduct should state that staff reports must be objective and identify a full range of options for Council to consider. The risks associated with options must be clearly and fully presented. At no time should the fiscal impacts of any option be minimized by staff.”
“112 The Code of Conduct should state that staff should not summarize or explain the findings of a consultant’s report. A consultant should be available to speak to Council and respond to questions and issues that arise from the consultant’s report.”
“124 Any staff ‘found to have violated the Code of Conduct may be subject to disciplinary action,’ ‘including discharge from employment.’ A clear message must be sent that ethical misconduct by staff is serious misconduct and the penalties should reflect this principle.”
The Influence of Foreign Entities
The influence of foreign entities, particularly from China, has been noted as a significant factor in this shift. Since 2007, Under Secretary-Generals advising the UN Secretary-General on development issues have predominantly been from China. This has raised concerns about the impartiality of the UN's actions and their alignment with Western democratic values.
A notable reference to this foreign influence was made by Richard Faden, former director of the Canadian Security Intelligence Service (CSIS), in a 2010 CBC interview. Faden expressed concerns about politicians and public servants being influenced by foreign governments, particularly China, which funds university clubs and organizes demonstrations to sway Canadian policies in its favor. In that interview, Mr. Faden brought forward:
Richard Faden Interview Excerpt
“We're in fact a bit worried in a couple of provinces that we have an indication that there's some political figures who have developed quite an attachment to foreign countries,” Fadden said.
“The individual becomes in a position to make decisions that affect the country or the province or a municipality. All of a sudden, decisions aren't taken on the basis of the public good but on the basis of another country's preoccupations.”
He said the politicians and public servants see it as a long-standing relationship and have no idea they are being used.
“There are several municipal politicians in British Columbia and in at least two provinces there are ministers of the Crown who we think are under at least the general influence of a foreign government.”
Fadden said the agency is in the process of discussing with the Privy Council Office the best way to inform those provinces there may be a problem.
“We'll do the same with the public servants. I'm making this comment because I think it's a real danger that people be totally oblivious to this kind of issue.”
Fadden warned that foreign regimes — through universities and social clubs — will develop a relationship with people who have a connection to the homeland…
But China is the most aggressive, funding university clubs that are managed by people operating out of the embassy or consulates, Fadden said in a recent speech to Canadian police chiefs and security experts in Toronto.
Chinese authorities also organize demonstrations against the Canadian government in respect to some of Canada's policies concerning China, Fadden said.
It would seem China’s influence is spreading and is instructing, through the various guides created by ICLEI and FCM, discrimination, misinformation, divisiveness, political upheaval, and financial harm throughout Canada.
The Broader Implications
The overarching concern is that ICLEI and its partners are driving a global agenda that may not align with the best interests of local communities. Their approach often relies on emotional and local issues to motivate change, rather than factual and technological solutions. This strategy, while effective in building support, can lead to misinformation, divisiveness, and the erosion of public trust in democratic institutions.
Conclusion
The increasing influence of ICLEI and its affiliates on municipal governance in Canada raises significant questions about the future of democracy at the local level. As municipalities continue to adopt UN-driven initiatives, it is crucial for citizens and elected officials to critically assess the implications of these programs and ensure that democratic principles are upheld. The need for transparent, accountable, and representative governance has never been more critical as communities navigate the complexities of climate change and sustainable development policy.
Recommendation for Municipalities Participating in the ICLEI and FCM PCP Program
Given the concerns outlined in this article, it is strongly recommended that the 520 municipalities currently participating in the voluntary FCM-ICLEI Partners for Climate Protection (PCP) program take immediate steps to withdraw from this initiative. While the program is presented under the guise of promoting climate action plans, there is substantial evidence suggesting that it also functions as a massive data collection operation, driven by profit-oriented motives.
ICLEI is funded by major corporate entities such as Google, BlackRock, and Vanguard, which raises significant questions about the true objectives of the program. These corporations have vested interests in data collection and management, which could potentially lead to the exploitation of municipal data for private gain, rather than serving the public good. The influence of these entities on local governance through ICLEI’s programs poses a serious risk to the autonomy and privacy of municipalities.
Withdrawing from the PCP program would allow municipalities to reassess their climate action strategies and consider alternative approaches that prioritize local control, transparency, and the safeguarding of democratic principles. Municipalities should focus on developing climate initiatives that are community-driven, ensuring that data collected is used solely for the benefit of the public and in alignment with the community’s values and needs.
By taking this step, municipalities can protect their governance from external influences, ensure that their climate actions are genuinely in the public interest, and uphold the integrity of their democratic institutions.
References
BARC Program | ICLEI Canada
Guide for Municipal Climate Change Staff, p. 5.
Guide for Municipal Climate Change Staff, p. 6.
Transparency and the Public Trust Report of the Collingwood Judicial Inquiry Vol. IV, Associate Chief Justice Frank N. Marrocco, Commissioner
Mr. Michael R. Bloomberg, United Nations Special Envoy on Climate Ambition and Solutions
Peirce, C.S. (1878), "How to Make Our Ideas Clear", Popular Science Monthly, v. 12, 286–302
3rd BARC IMPACT REPORT – “Our Vision of the Future” p. 11
PM defends quitting UN desert convention, says it's too bureaucratic
Guide for Municipal Climate Change Staff
Leadership & Legacy, Handbook for Local Elected Officials on Climate Change
AGENTS OF CHANGE REFLECTIONS: Lessons learned by participating communities
Municipal Climate Volunteer Training and Skills Development Guide, Agents of Change
Introducing Indicators: A First Look At Using Indicators to Measure and Adapt Process, Advancing Adaptation, An Initiative of the Advancing Adaptation Project, ICLEI
Engaging Meaningfully: Leveraging Community Engagement to Advance Implementation, An Initiative of the Advancing Adaptation Project, ICLEI
Right on Maggie ! I just wrote something of similar nature!
People are starting to feel the vibes of unjust actions and the narratives that are not provable!
https://cheriseagirl.substack.com/publish/post/142327038?r=1b895l&utm_campaign=post&utm_medium=web