EXCHANGE is a quarterly magazine published by the Local Government Management Association (LGMA) of British Columbia. It’s about sharing information, exchanging ideas on best practices, enhancing professional development and building networks. Reach us at www.lgma.ca. SUMMER/FALL 2020 Coming Back Stronger: Opportunities and Challenges in a Post-pandemic World P6 NO MORE ‘BUSINESS AS USUAL’ P14 LEVERAGING BIG DATA P17 LGMA VIRTUAL AGM P19
Transcript
EXCHANGE is a quarterly magazine published by the Local Government Management Association (LGMA)
of British Columbia. It’s about sharing information, exchanging ideas on best practices,
enhancing professional development and building networks. Reach us at www.lgma.ca.
EXCHANGE is a quarterly magazine published by the Local Government Management Association (LGMA)
of British Columbia. It’s about sharing information, exchanging ideas on best practices,
enhancing professional development and building networks. Reach us at www.lgma.ca. SUMMER/FALL 2020
Coming Back Stronger:Opportunities and Challenges in a Post-pandemic WorldP6
NO MORE ‘BUSINESS AS USUAL’ P14
LEVERAGING BIG DATA P17
LGMA VIRTUAL AGM P19
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Promoting Professional Management &
Leadership Excellence in Local Government1
Update
In this Issue 2
President’s Report 3
Executive Director’s Report 4
Members Page 20
Professional Development
Tips & Tactics: Resources 13
for Harnessing Post-pandemicOpportunities
Programs & Events 20
18Big Data: Finding Solutions Among the Facts and FiguresLearn how data science could
14No More “Business as Usual”Leading B.C. business expert
Jock Finlayson shares his
predictions about the province’s
post-pandemic economy and
how local governments can
adapt.
6Coming Back Stronger: Opportunities and Challenges in a Post-pandemic WorldHear from several B.C. local
governments about what they
expect from the new reality going
forward – including changes they
have made that will improve how
they serve their communities.
5Case of Interest: Post-COVID: Regulating a Kinder, Safer B.C. Th is edition of Case of Interest
explores how local governments
could move towards smarter
regulatory enforcement by
leveraging expanded bylaw
enforcement powers.
A Quarterly Publication of the LGMA
Exchange – Summer/Fall 2020 2
IN THIS ISSUE
The global COVID-19 pandemic has certainly forced us out
of our comfort zone. In some situations, we just need to step
up and do things diff erently. We need to fi gure out what’s most
important, where to focus our energy and resources, and what to
just let go.
With COVID-19, there are justifi able concerns about health and safety
risks that have changed the way we live our lives. Th at’s just the way it
is. But I found that it was oft en too easy to get distracted by things that
were inconvenient and to completely miss the good things around us.
Our family experienced its own list of “inconveniences” like cancelling
our vacation plans, being stuck at home, having to send just one person
to run errands, seeing some shortages in food items – and let’s not even
talk about the whole toilet paper fi asco. Every new inconvenience could
cause frustration if we let it.
Working on this edition of Exchange has been a great opportunity to
revisit what happened and look at the positive outcomes – the changes
that occurred as a result of COVID-19 that actually made life better.
Th e lockdown on business travel has meant that my husband has been
home for the longest stretch in more than 20 years, and my son (a
university student) was suddenly spending all his time with us instead
of work, school and his friends. We spent way more time together as
a family than we have in years and have some great new memories.
Being cut off from people meant that we learned how to use Zoom,
including creative solutions like playing Yahtzee with friends, and now
I’m modifying my media training and other courses to provide virtual
training via Zoom instead – not something I would have done
pre-pandemic. So there were challenges, but they resulted in some
positive outcomes.
Likewise, local governments across B.C. have been hit with multiple
challenges under extremely trying circumstances, and they have risen
to the challenge with innovative solutions and quick action. When an
Emergency Operations Centre is activated, assessing needs and creating
viable solutions becomes a streamlined process, where decisions and
actions can move forward within days, if not hours – compared to
regular operating procedures that could involve weeks or months for
the same outcome. It’s been great to see the responsible and responsive
actions by local governments across the province as they took steps to
keep their communities safe. Now they are looking ahead to see how to
recover and support their communities as we deal with the new reality as
COVID-19 continues to aff ect our communities.
In Coming Back Stronger: Opportunities and Challenges in a
Post-pandemic World, several local governments share examples of
how they implemented changes and new initiatives as part of their
COVID-19 response that they can now maintain to benefi t their
organization and their community. We also learn more about what the
new reality will look like in our communities, both from an economic
standpoint in No More “Business As Usual” and how data can be used
to help plan for future needs in Big Data: Finding Solutions Among the
Facts and Figures.
Just as we can look back and see the positive outcomes from a
challenging situation, it’s clear that we can also look forward and focus
on the opportunities ahead. We are in for more interesting days, and I
am optimistic about our ability to adapt and create new ways to build a
strong community and support each other.
Th erese Mickelson, ABC
Editor
It is often too easy to get distracted by things that are
inconvenient and to completely miss the good things
around us.
Promoting Professional Management &
Leadership Excellence in Local Government3
The last few months have changed much for local government,
and now more than ever we must plan for what the future
has in store for us. My fi nal act as President of the Local
Government Management Association will be to impart a few
predictions for the future of local government.
Th ere is nothing like a modern-day pandemic to remind us of the
famous phrase, “Failing to plan is planning to fail.” We will be
recovering from COVID-19 in the fast-paced, social media era that
demands hyper-transparency, lightning-fast communication and zero
mistakes.
Local governments in British Columbia are not immune to what all
community leaders are facing. With our bank accounts dry and our
citizenry fi nancially and emotionally tapped, we must not falter in our
eff orts to align municipal services with present-day demands. 2020 is
a year of the extraordinary and a great launching pad for change.
Here are my predictions for what may lie ahead:
1. Online community engagement will replace town halls. Traced
back to the colonial era, traditional town hall meetings are still
commonplace. Despite waning eff ectiveness, we continue to host
public engagement events expecting the representative population to
arrive – but they do not, nor will they likely ever again. It is time to go
online where our citizens are increasingly engaged.
2. Technology and automation will continue to increase the effi ciency
of services. Although this will erode traditional jobs, our fellowship
should not fret as the door will open to new service-based tasks.
3. Social media marketing will be embraced as the business sector has
done. Facebook, Instagram, LinkedIn, Twitter and whatever other
platform the future provides will be the new way to talk with our
customers. Citizens will expect us to reach them via apps, not through
traditional media and communication tactics.
4. Performance transparency outreach will be done using real-time
customer engagement. Again, local governments will learn from
businesses who have fi gured out how to survey their customers as they
engage with them, not wait every three years.
5. Data-driven decisions will be the order of the day as communities
will do a better job at collecting meaningful data and using analytics to
improve decision-making.
6. Regional service collaboration will improve value for taxes.
Communities are long overdue for more regional collaboration, but to
do this, elected offi cials must ignore a historical culture of standing on
one’s own.
7. Risk assessment and mitigation planning will result in more weight
being placed on long-term impacts. Whether it be climate change,
environmental protection, living wage, employment equity, health
or safety, local governments must pay more credence to a long-run
planning horizon.
8. Local government services will remain mostly the same, but we will
see transformation in some areas such as social services and climate
change.
Only time will tell whether my predictions come true. What
COVID-19 has reminded us is to plan for what-if scenarios and
expect something diff erent. All we really know about the future is
tomorrow will be diff erent than today. Local governments must adapt
and change with the times. Good luck!
Ron Bowles
President
There is nothing like a modern-day pandemic to
remind us of the famous phrase, “Failing to plan is
planning to fail.”
PRESIDENT’S REPORT
A Quarterly Publication of the LGMA
Exchange – Summer/Fall 2020 4
EXECUTIVE DIRECTOR’S REPORT
I hope we can see more transformative change in local
government across the province, as innovative ideas and
solutions created in a crisis form new, better ways of
doing things in the long term.
This edition of Exchange is a bit late – and we apologize for that!
We wanted to focus on how local governments are taking the
challenges of the COVID-19 pandemic and implementing
positive changes that are resulting in long-term benefi ts for their
organization and community. It took a while to get some community
stories together as everyone was naturally focused on critical response
activities – including our own team. We, like most of you I suspect, have
been experiencing long days and unexpected pressures, and are working
fl at out and then some – so this is a summer/fall edition.
COVID-19 has aff ected all of our organizations in similar but not
uniform ways. It has impacted not just the health of our citizens but our
collective sense of security and our economic and fi nancial well-being.
It has hit some of our communities and our members harder than others,
but no one is untouched. Th at said, we are so lucky here in B.C. to have
had sound public health and political leadership, to see our communities
pulling together to support one another, and to observe the outstanding
eff orts of our workers, from essential and front-line workers to local
government professionals.
Th ere is no doubt we will get through these challenging times! And
that includes the LGMA. We have made multiple adjustments to our
programming to stay relevant and supportive to local government
professionals, whether you are our paid members or not. I hope
you have found the constant updates on COVID-19 resources and
supports tailored to local governments helpful. A huge shout-out goes
to CivicInfo BC for the superb work in collecting those resources and
keeping everything up-to-date.
I also want to acknowledge the great work by the LGMA team, who
have diligently created innovative, online learning opportunities that
off er the same level of quality as our in-person training. We look forward
to returning to in-person training when it is safe to do so, but I am very
proud of the team for their ability to revamp our planned curriculum
on short notice and off er as much of it virtually as possible. We are
also continuing to off er our members a range of supports and services,
including bursary opportunities to off set training costs, thanks to our
amazing sponsors.
Adversity tends to bring out the best in people, and the LGMA and
its members are no exception. In conversations with more than 60
members in the past two months, it is clear that those who are coping
well have found ways to stay focused on the positives. Th ey are helping
those in need while remaining laser-focused on the long view. Th ey are
transparent in their communication with elected offi cials, staff and the
public about what might be coming – and what might still be needed as
we adapt and adjust to the unknowns. And it is most heartening to see
talented leaders helping their teams avoid getting stuck in the quagmire
of uncertainty. Even when there is great uncertainty, hope provides
room to act, sometimes in new and unexpected ways.
We have all been very resourceful and resilient, and we are now looking
at what comes next. We are all talking about this “new normal” and
our hopes to “return to business as usual.” But I hope we can be better
than usual. I hope for continued compassion towards one another and
among our citizens, and increased collaboration among elected offi cials
and between elected and administrative levels. I hope we can see more
transformative change in local government across the province, as
innovative ideas and solutions created in a crisis form new, better ways
of doing things in the long term. What possibilities exist to undertake
bold policy changes and reforms in our communities? What will help
us build on the resiliency of our citizens while we innovate and renew
our local economies? Most of all, how can we ensure inclusiveness and
avoid confl ict when there are many in our communities who are not as
resilient?
For our part, we know it’s going to take a while to emerge from the
shadow that COVID-19 has cast over the LGMA, and we can’t yet
clearly see all the implications for our future. But we are readying
ourselves to do our part to build for the future, and we are working
collaboratively within the local government system to support our local
government leaders. Stay well and let’s keep standing strong together!
Nancy Taylor
Executive Director
Promoting Professional Management &
Leadership Excellence in Local Government5
By Troy J. DeSouza
Govlaw, LLP
Post-COVID: Regulating a Kinder, Safer B.C.
Be kind, be calm, be safe” has become a well-known mantra in
B.C. during the COVID-19 pandemic. It reflects Dr. Bonnie
Henry’s approach to obtain public buy-in for voluntary
compliance with provincial health orders. Bylaw Enforcement
Officers (BEOs) also use voluntary compliance to keep the public
safe by enforcing numerous, complex and diverse laws. The provincial
government has recognized the value of BEOs by expanding their
authority during COVID-19 through temporary Ministerial Orders
related to health and consumer protection. While this expanded
authority for BEOs is related to the provincial COVID-19 response,
it opens the door to consider expanded use of BEOs in other crime
reduction and prevention areas.
Regulatory LawLaw enforcement covers a wide range of offences. Minor regulatory
offences, like parking tickets or at-large dogs, can be addressed with BEOs.
Criminal offences, like violent crimes, need to be enforced by the police/
RCMP. In the middle are regulatory offences that harm communities but
do not require the use of force for compliance. This includes regulatory
offences in the form of enactments, orders, bylaws, and resolutions from
local governments, public authorities and government ministries. BEOs
focused on this kind of regulatory clean-up would help reduce crime and
allow the police to focus on serious criminal offences.
At the outset of the pandemic, the provincial government recognized
the need to quickly mobilize cost-effective “regulatory” boots on the
ground. Simply put, the provincial government and health authorities
are not sufficiently staffed with officers to enforce their laws. Nor for
that matter, are the local police and RCMP detachments.
Regulatory enforcement by BEOs would reduce the strain on already-
stressed police departments and assist other public authorities. The
annual cost of a BEO is typically half the cost of a fully-trained police
officer ($80,000 versus $160,000). Cost-effective regulatory enforcement
would also allow local governments greater control and impact on their
own community standards and crime reduction strategies.
Broken Windows and Crime“Broken Windows” theory postulates that visible signs of
neighbourhood disorder result in perceptions of weak or minimal
law enforcement. This means that unsightly premises can encourage
criminal activity. By contrast, enforcing community standards, such as
well-maintained properties, through consistent regulatory enforcement
can reduce or prevent crime in the community.
Two local governments in B.C. have successfully applied this type
of “Broken Windows” enforcement. The City of Prince George used
regulatory enforcement to suspend the business licences of multiple
motels, inns and rooming houses where poor management resulted
in rampant crime both on their premises and in the surrounding
neighbourhood. Following their licence suspensions, the businesses
improved their property standards, were sold or closed.
The City of Langford designated their BEOs as Community
Safety Officers (CSOs) to underscore the importance of regulatory
enforcement in crime reduction. Langford CSOs worked with the
RCMP and municipal prosecutors towards precedent-setting graffiti
reductions using civil action when the criminal process and Crown
Counsel proved ineffective. Their approach involved compliance
through education, a visible presence in the community and the
application of de-escalation techniques when dealing with the public.
Provincial ActionTo maximize their effectiveness, BEOs require clearer regulatory
authority and expanded jurisdiction. For instance, the Provincial Court
found that BEOs were “peace officers” in decisions like Turkko and
Woodward over 20 years ago. However, legislators have not yet codified
this with amended legislation. This leads to difficulty in compliance
when BEOs are not taken seriously.
To increase local law enforcement options, elected officials should:
1. Advocate for amendments to:b. include bylaw offi cers as peace offi cers in the Police Act;c. expand BEO authority to other legislation, including the Safe
Streets Act and the Offence Act, to issue Provincial violation tickets; and
d. create a robust Community Safety Offi cer statute to align B.C. with other provinces that provide a regulatory middle ground in law enforcement.
2. Allocate targeted funding to bylaw departments to work with police on regulatory prosecutions and crime-reduction strategies.
The Next StepBEOs provide kinder, gentler but effective law enforcement that
can assist the police and other agencies in a range of jurisdictions.
Regulatory enforcement helps police and encourages cooperation in
reducing crime. Local government leaders should recognize the post-
pandemic crisis for what it is: a watershed opportunity towards smarter
regulatory enforcement. This will empower communities to be kinder,
calmer and safer.
CASE ofINTEREST
Th e views expressed in this article are those of the author and do not represent the views of the LGMA or its members.
A Quarterly Publication of the LGMA
Exchange – Summer/Fall 2020 6
By Karin Mark
A Quarterly Publication of the LGMA
Exchange – Summer/Fall 2020 6
COMING BACK STRONGERChallenges and Opportunities
in a Post-pandemic World
Promoting Professional Management &
Leadership Excellence in Local Government7
Continued on page 8
It’s a question many British Columbia local governments have been
asking themselves this year as they have gradually adjusted to the
pandemic era.
COVID-19 has revealed both vulnerabilities and opportunities
to do things diff erently or better. A number of B.C. local government
professionals and elected offi cials shared their perspectives on the legacies
of the pandemic and what they expect from the new reality going
forward – including some changes that will improve the way they serve
their communities.
TURNING CHALLENGES INTO OPPORTUNITIES
While local governments tend to be the most fl exible level of
government, they found themselves navigating an unprecedented level
of day-to-day uncertainty when the full impact of the pandemic hit
B.C. in March. Th ere was no rulebook; emergency plans provided
some guidance but generally fell short when it came to addressing the
community and organizational impacts caused by a sustained period of
unpredictability.
Th e experience provided some valuable lessons about the need to be
fl exible and responsive to accommodate unknowns. Local governments
found themselves quickly adjusting budgets and coming up with new
ways to work and deliver services – at times
discovering benefi ts in the forced changes.
For the City of Nelson, the pandemic resulted
in an opportunity to strengthen the recovery
component of the emergency management
overhaul it began two years ago.
Len MacCharles, Fire Chief and Director
of Emergency Management for the City of
Nelson, has extensive emergency management
experience that included the Calgary fl oods in
2005 and 2013 and the wildfi res at Slave Lake in 2011.
“Despite all of that experience, it’s always been diffi cult to write a really
strong recovery plan in advance of a disaster,” MacCharles says.
“But when we got into the pandemic, it really drove it home that it’s
almost impossible to write a recovery plan without knowing the specifi c
impacts of the emergency,”
Given the uncertainty around the pandemic response and far-reaching
impacts in the community, the City saw an opportunity to take a
more comprehensive approach to its recovery planning. Using the
Emergency Management BC materials as a guideline, MacCharles
worked with a variety of stakeholders to improve Nelson’s plan, creating
a fl exible Community Recovery Framework for COVID-19 that can
be customized to the specifi cs of any future
emergency.
“Th e goal was to bring together those who
were impacted, subject matter experts,
nonprofi ts, local governments, businesses
and others to the table to talk about what our
actions should be,” MacCharles explains. “You
build and own the plan together. You can’t be
all things to all people, but you can be a lot of
things to a lot of people.”
Nelson City Manager Kevin Cormack notes that although pandemics
were formerly included in the town’s emergency plan, they weren’t high
on the list.
“We now have that awareness that we need to take it seriously and have
the proper plan and people in place,” Cormack says. “But we can also
go forward knowing that you can put capable people into an unfamiliar
situation, and they can adapt and do well. In terms of bringing an
awareness of our capabilities, this event was good for us.”
IMPROVING EFFICIENCY AND OUTREACH
When the pandemic hit, local governments across the province began
expanding their use of technology to work and provide services
diff erently.
Many likely didn’t expect how much some of those short-term
workarounds would improve service-delivery and effi ciency.
What does the future look like for local governments in 2021 and beyond?
From our offices in Kamloops and Vancouver, we act for local governments throughout BC, and pride ourselves on the accessibility, practicality and value of our legal services.
fultonco.comKAMLOOPS | 300 - 350 Lansdowne St | 250.372.5542VANCOUVER | 960 - 1055 W. Georgia St | 604.900.3104
Coming Back Stronger: Challenges and Opportunities in a Post-pandemic World
Continued from page 7
Gibsons on the Sunshine Coast is one example
of a community that invested in technology
during the pandemic and can now more easily
deliver services, meet and work remotely.
“We’re working diff erently. We’re working
more from home due to physical distancing
requirements; we have the tech support to
make sure we can continue to do our jobs,
irrespective of where we are. A lot of that
change is here to stay,” says Emanuel Machado,
Gibsons Chief Administrative Offi cer and Chief Resiliency Offi cer.
“We’re less hung up on if you’re going to be in the offi ce, as long as work
is completed on time. We have fl exibility and support from Council to
work where and when it makes sense.”
For Gibsons Mayor Bill Beamish, the pandemic highlighted the resilience
of staff and has provided a common challenge that has encouraged
greater teamwork across the organization.
It’s something he anticipates will remain a legacy – along with more
communication through video conferencing.
“With the ease with which we use Zoom now,
we’re saving the time we would normally be
traveling to a meeting and in a ferry lineup,”
Beamish says. “I think we’re all to going to be
looking at that more in the future.”
For remote local governments like Gibsons, or
those that involve multiple communities like
the Comox Valley Regional District (CVRD)
on Vancouver Island, the pandemic revealed
the benefi ts of using video conferencing
technology to communicate over large distances and even to do technical
work remotely. Building inspectors now can review completed work
without having the enter the building, for example.
“We’ve conducted some open houses through Zoom, which means
people who are elsewhere still have the opportunity to participate
and this increased participation,” notes Russell Dyson, CVRD Chief
Administrative Offi cer.
Continued on page 9
Emanuel Machado Bill Beamish
Promoting Professional Management &
Leadership Excellence in Local Government9
“We also met more regularly with the Board,
especially important for one Director who
had not come off his Gulf Island in a number
of months.”
Going forward, Dyson says, “We’re looking at
how we can marry the old way of conducting
meetings with this new virtual way, for an
even better product.”
ENHANCING EMPLOYEE WELLNESS
AND SAFETY
Providing a clean and hygienic work environment for staff has never
been more important than during the pandemic. Just as awareness of the
importance of thorough and regular handwashing has become a new
standard for everyone, enhanced cleaning and safety measures are now
becoming a new operational standard. Th e long-term benefi t is healthier
employees today and in the future.
Sick leave dropped substantially among City of Nelson staff during
the pandemic, and Cormack believes it may be due to better hygiene
practices.
“It’s one of those reality checks,” says Cormack. “Why wouldn’t we
continue to protect our staff aft er the pandemic? We should continue
to have hand sanitizer for all facilities and encourage staff and visitors to
practice good hand hygiene.”
Th e City of Vernon has experienced a similar phenomenon. From the
beginning, the City kept all buildings open unless mandated to close
them, while implementing increased hygiene and cleaning protocols, a
strong directive to stay home when unwell, and ongoing staff education.
“To some degree, I see the increased emphasis on cleanliness and hygiene
sticking around,” says Dr. Raeleen Manjak, Vernon Human Resources
Director. “As people are more hygienic, we may see a reduction of the
typical seasonal illnesses, such as the fl u. We have been tracking all of our
leave since the beginning of the pandemic, and we currently have the least
amount of sick time taken in the spring than we’ve previously seen – and
all in the middle of a pandemic.”
Th e pandemic also prompted Vernon to develop a video series entitled
Ten (10) Hours of Giving, which focuses on wellness for staff and will
become part of the City’s human resources toolkit going forward.
Vernon had started on a new THRIVE initiative (Th e Holistic
Resilience Initiative for Vernon Employees) prior to the pandemic,
but when COVID-19 hit, the City accelerated the initiative to
support employees’ mental health through the video series. Working
in partnership with leading human resources consulting fi rm Mercer,
THRIVE is a focused and customized employee-development program
addressing 10 dimensions of wellness – psychological/emotional,
occupational, social, spiritual, physical, fi nancial, intellectual and
behavioural, creative, environmental and medical/dental.
With local government employees under
stress to continue to provide essential services
during the pandemic, Manjak felt the need
to do something more to support them and
their families. She leveraged relationships with
subject matter experts to pull together a suite
of videos on topics such as wellness, yoga,
Pilates, fi nancial literacy, sleep and fatigue,
mindfulness, confl ict resolution, enhancing self
(consciousness), and nutrition.
“We’ve put a lot of things in place externally for our citizens. We did all
the things we needed to do to make our citizens safe and for them to feel
healthy and cared for,” Manjak says. “I wanted to turn that inside in our
organization and say to our employees, ‘We couldn’t do this without you.’”
Th e result is an online library of 10-plus hours of video content – an
ongoing self-care and wellness resource for employees. Th e series has been
well-received, with some viewers going back to their favourites again and
again.
Having completed the fi rst set of videos, Vernon can now build on the
library and has gained valuable experience to support its continuing work
on THRIVE. “It will become a permanent resource available for our
employees,” Manjak says.
Continued on page 10
MAJOR SHIFTSIN MUNICIPAL GOVERNMENT& THE IMPACT ON COMMUNITY ENGAGEMENT
Watch Video - Download White Paper at TheWGroup.ca/Shifts
Free COVID-19 Safety for Municipal Staff E-Learning Course
TheWGroup.ca/COVID-19
Russell Dyson
Dr. Raeleen Manjak
A Quarterly Publication of the LGMA
Exchange – Summer/Fall 2020 10
Continued on page 11
EXPANDING PARTNERSHIPS AND COLLABORATION
Th e pandemic spurred an unprecedented amount of collaboration and
information-sharing between local governments and other government
agencies.
In Gibsons, the openness and regular communication that have taken
place with provincial and regional counterparts is something the Council
and staff will push to continue. “It’s never existed at this level before, and
we have greatly appreciated it,” Beamish says. “We’re looking forward to
continuing that communication.”
Another partnership likely to remain beyond the pandemic is the water
and wastewater mutual aid agreement reached in April between a
number of Vancouver Island local governments, including the Comox
Valley Regional District, Cowichan Valley Regional District, Alberni-
Clayoquot Regional District, City of Nanaimo, District of Lantzville,
City of Parksville and Town of Qualicum Beach.
Th e partners provide support to each other to ensure wastewater and
drinking water services are maintained throughout the area, and all of the
partners benefi t from sharing limited resources and expertise.
Some local governments have also experienced greater collaboration
between community stakeholders that will lead to positive long-term
relationships.
Beamish points to Gibsons’ new community leadership forum that
kicked off in June as a benefi cial legacy of the pandemic. Th e forum will
be a place for local non-profi ts to come together once a year to discuss
plans, fundraising and possible collaboration. “Th e relationships and the
goodwill that has been built will continue.”
In Nelson, the long-time economic development partnership between the
City, electoral areas, Chamber of Commerce and a non-profi t economic
development organization has been augmented with other interests and
ideas as the community worked together to respond to needs and plan for
recovery.
It’s been a lesson in the value of bringing the right people to the table, says
Cormack, who watched the newcomers sharing information and quickly
resolving issues.
“It’s been really heartening and insightful,”
Cormack says. “No matter how hard you try to
connect all these dots, until you get the right
people in the same room, they just don’t seem
to connect as well.”
Ucluelet on Vancouver Island has seen stronger
bonds built with neighbouring Indigenous
communities as the region came together to
deal with the initial impacts of the pandemic.
“Essentially we developed a stronger dialogue
out of survival,” Mark Boysen, Ucluelet Chief Administrative Offi cer
relates. “We now look forward to fi nding ways to make that more of a
structured relationship going forward and to bring Indigenous voices to
our decisions in a more formal way.”
IMPROVING RESILIENCY
In some cases, the pandemic has led local governments into new territory
they may previously have considered beyond their purview.
Th e CVRD, for example, reached out to non-profi t groups to off er the
use of its closed facilities and ended up hosting a produce sorting and
delivery hub.
“Building and strengthening those partnerships is something that will
continue in the future,” CVRD Chair Jesse Ketler says. “We may not be
able to off er our facilities, but the concept of off ering our resources to
address a community need will continue.”
Th e issue of food security was also brought to the forefront during the
pandemic – particularly in island and remote
communities with transportation challenges.
Th e CVRD’s new Food Policy Council,
which had started pre-pandemic but had not
yet met, now has some real-life experience to
draw on for future work.
“Th e pandemic brought to the surface the
importance of local food and farmers,” Ketler
notes. “It also showed us what we could do
together.”
But like all local governments, expectations will need to be balanced with
the need to be fi scally responsible at a time when many are struggling.
“Our current Board is quite idealistic,” Ketler says. “We want to do
all these great things and extend beyond our purview, but we’ll be
constrained by the fi nancial reality.”
For Gibsons, the pandemic underscored the interconnectedness of the
various facets of the community.
“Th e biggest lesson right away is the realization that everything is
integrated – our health to the economy to food to the environment,”
Machado notes.
Coming Back Stronger: Challenges and Opportunities in a Post-pandemic World
Continued from page 9
Jesse Ketler
Mark Boysen
Promoting Professional Management &
Leadership Excellence in Local Government11
“Intuitively we know that, but the pandemic made us realize how
interconnected it is.”
Th at notion extends to climate change planning as well. With an eye to
future resiliency, Gibsons has continued to build on its climate change
work and protection of natural assets.
“Th is has just accelerated and brought to the surface our new reality,”
Machado says. “Our focus is on risk management with climate change
and emergency planning intertwined. It’s been an opportunity to
restructure our staff to operate in teams in a way that’s both pandemic
resilient but also makes us nimble to deal with the climate emergency.”
Th e pandemic also underscored the importance of the community’s
natural assets, including parks, trails and other green spaces where
community members can safely go outside for fresh air and physically-
distant social contact with other people.
“It renewed our commitment to maintaining these areas,” Machado says.
“A lot of these areas provide multiple benefi ts – for example, a lot of the
same parks we’re maintaining for stormwater management are the places
where people gather.” He adds: “We’re investing in the right things to be
more resilient.”
Th e CVRD has also adopted a forward-looking approach to its
fi nances, initiating a line-by-line core services review as part of a fi ve-year
COVID-19 Renewal Framework. Like other local governments across
the province, the pandemic has illustrated the need to become more
fi nancially resilient when typical revenue sources such as property taxes
and development are threatened.
“We need to fl atten our economic curve over the long-term,” Dyson
explains. “As a result of COVID, we may have a bit of a surplus. It would
be easy to pound that into a tax reduction next year, but the long-term
view needs to be taken. So we are really pushing each and every manager
to look for long-term ways we can be leaner and more effi cient but not
gut our services.”
Ketler notes that the core services review has clarifi ed the region’s current
state as the Board considers the impact of service-level changes in the
years ahead. And when looking to the future, she adds, the CVRD must
refl ect the economic reality of what will be happening in the community.
“Local governments need to show the community that we can do
without, just like the rest of the community.”
FACILITATING GROWTH AND ECONOMIC RECOVERY
Economic recovery, both short-term and long-term, has been a priority
for all local governments as businesses across the province continue to
struggle.
Promising new initiatives include the Comox Valley Economic Recovery
Task Force (ERTF), which has been tasked with helping the region’s
business community recover and adapt during and aft er the pandemic.
Th e collaboration includes representatives from the CVRD, City of
Courtenay, Town of Comox, Village of Cumberland, K’ómoks First
Nation and Canadian Forces Base Comox. Th e ERTF is connecting with
more than 40 industry leaders, business operators and sector association
members to create short- and long-term recovery strategies.
Ketler notes the potential for new economic development opportunities
with the K’ómoks First Nation, which is nearing the end of its treaty
process and whose Chief is co-chairing the task force. “It’s very exciting
and hopeful.”
In Nelson, the pandemic helped identify the need for marketing support
for businesses, particularly those shift ing to takeout and deliveries.
Continued on page 12
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“We are really pushing each and every manager
to look for long-term ways we can be leaner
and more effi cient but not gut our services.”
A Quarterly Publication of the LGMA
Exchange – Summer/Fall 2020 12
Continued on page 13
Many didn’t have an online presence and some didn’t even have a
readily-accessible phone number. With the support of Columbia
Basin Business Advisers (BBA) and federal funding, a partnership was
established with Selkirk College that utilized interns to help businesses
develop their online and public presence.
“Th at’s a legacy,” Cormack says. “College students can go into that
program and the BBA will continue to support businesses in the area.
Local businesses will be stronger going forward.”
Anticipating there will be some loss of business from the pandemic,
Nelson will also continue building its technology and engineering sectors
to draw more investment to the area.
“We were already seeing people wanting to come here for the lifestyle, and
COVID-19 hasn’t slowed it down,” Cormack notes. “We’re promoting
ourselves as a place where lifestyle meets opportunity. Going forward, it
will support us as we lose some businesses and others reposition.”
Th e reduced COVID-19 transmission risk outdoors, combined with
provincial changes for more fl exible liquor licensing, has prompted many
communities to allow businesses more use of public spaces for expanded
patios and even sales.
Tourism-dependent Ucluelet on Vancouver
Island sees ongoing opportunities to build
on the benefi ts of expanded outdoor
improvements in its public gathering spaces.
Mayor Mayco Noel, a lifelong resident of the
area, says the increased street life has brought a
more welcome and festive atmosphere that he
hopes will continue as a new, positive feature in
the community.
“Th ere’s defi nitely a diff erent feel when you
walk through town,” Noel observes. “Th ere’s a buzz in the air with more
people sitting and eating and drinking outside.”
Boysen notes that both businesses and the community have embraced the
new measures, which is especially important as tourism was slower than
usual during the shutdown.
“We hope this is a change that sticks. It’s the kind of thing we want to see,
to continue that fl exibility,” Boysen says.
Mayco Noel
Coming Back Stronger: Challenges and Opportunities in a Post-pandemic World
Continued from page 11
Promoting Professional Management & Leadership Excellence in Local Government13
While reduced visitors to Ucluelet was a challenge for everyone, it provided the community with an opportunity to appreciate the potential for a new path as both a sustainable tourism destination and a thriving community of families, young people and seniors drawn by the natural surroundings.
Noel notes the peace and quiet that prevailed during the initial COVID-19 shutdown. “New residents got a taste of what the town could look like – and people kind of liked it. It really emphasized the fact that the work we’re doing is making community-minded choices for residents.”
Boysen agrees. “The pandemic is magnifying certain things, like the need for economic diversity and sustainable tourism. Visitors at all costs is not the approach we are hearing from residents and businesses to take,” he notes. “The pandemic has given us a lot to think about as we discuss how we can come back stronger and set ourselves up for the future.”
It’s a discussion many local governments are having – particularly small or remote towns like Ucluelet, Nelson and Gibsons. The pandemic has caused people to re-examine how they live and where they live. Suddenly, small communities are starting to look more attractive to city-dwelling families, retirees and those who can telecommute to their jobs.
“I believe there’s an increasing interest in smaller towns,” Boysen says. “With people working from home, a large portion of the population realized they could work remotely. That is making places like Ucluelet very appealing because you could come out here to find that work-life balance.”
As local governments across the province look to the future, it’s evident there are numerous opportunities to build on what was learned in very difficult circumstances and to leverage those solutions to improve efficiency, enhance service and create more resilient communities.
For more information about initiatives referenced in this article, see Tips & Tactics below.
v
tips & tactics Resources for Harnessing Post-pandemic Opportunities
Building Resilience • Comox Valley Regional District’s COVID-19 Renewal
Framework: www.comoxvalleyrd.ca/renewal• Gibsons’ work on natural asset management and related
resources: www.gibsons.ca/sustainability/natural-assets• Nelson’s Economic Stimulus & Financial Stability 25 Point
Action Plan: www.nelson.ca/covid19• District of Ucluelet COVID-19 Community Recovery Plan:
www.ucluelet.ca/community/covid-19-update• Nelson Community Recovery Framework (COVID-19)
• Water and wastewater mutual aid agreement between Comox Valley and other Vancouver Island local governments, or the Comox Valley Mayors & Chairs Economic Recovery Task Force: contact Comox Valley Regional District Deputy Chief Administrative Officer James Warren at [email protected]
Employee Wellness
• Guarding Minds at Work, a resource for psychological health and safety in the workplace: www.guardingmindsatwork.ca
• Vernon’s employee wellness video series: contact Human Resources Director Raeleen Manjak at [email protected]
Many thanks to Comox Valley Regional District, Gibsons, Nelson, Ucluelet and Vernon for these resources.
Additional Resources
• CivicInfo BC database of COVID-19 resources: www.civicinfo.bc.ca/document-search/covid19
• Province of B.C. COVID-19 information for local governments: www2.gov.bc.ca/gov/content/governments/ local-governments/governance-powers/covid-19
• Province of B.C. virtual mental health supports: www2.gov.bc.ca/gov/content/health/managing-your-health/mental-health-substance-use/virtual-supports-covid-19
• BounceBack, a free skill-building program for managing mental health issues: www.bouncebackbc.ca
“The pandemic is magnifying certain things, like the need for economic diversity and sustainable tourism.”
Local governments should start preparing for the fact that “business as
usual” will be a thing of the past.
A leading B.C. business and economy expert is foreseeing major changes
ahead to the tax base, land use, employment, business models and other
factors that aff ect local governments.
“Th e global nature of the pandemic has triggered an extraordinary and
unprecedented lockdown of economic activity,” notes Jock Finlayson,
Executive Vice President & Chief Policy Advisor of the Business
Council of British Columbia, which represents 220 large and mid-size
B.C. companies and affi liated industry associations.
“Th is is by far the deepest recession we’ve experienced in my working
life,” says the writer, researcher and commentator on business, economic
and public policy issues, who started his career in 1986. “Th e extent of
the damage being done to the economy, job market and business sector
requires us to look at this using a diff erent lens.”
Finlayson outlined some of the challenges and potential solutions for
local governments.
FEWER BUSINESSES AND LOCAL JOBS
Some 350,000 jobs were lost across the province in the fi rst three
months of the pandemic alone – more than B.C. suff ered in the past four
recessions combined – and only about half of those jobs were recouped
by the end of July. With many businesses being forced to close or
downsize, some jobs won’t come back until aft er the pandemic ends and
some will never return.
“Th ere’s going to be a very high business
mortality rate,” Finlayson says. “We estimate
10 per cent of businesses in B.C. that were
around at the end of last year won’t be around
by the end of 2021.”
Th is translates into empty storefronts and
commercial spaces, fewer local jobs and less
opportunity for residents to live and work
in the same community. It’s something local
governments need to prepare for now, he
recommends.
“If a homeowner goes insolvent, there isn’t a hit to a local government’s
revenue,” Finlayson says. “When a business closes, there is a potential
longer-lasting hole in the revenue base.”
TRAVEL AND HOSPITALITY INDUSTRIES WILL
CONTINUE TO SUFFER
Retail, personal services, tourism/hospitality and non-essential health
care have taken the biggest hits during the pandemic. Th is is atypical
of recessions, which more commonly aff ect manufacturing and
construction, he notes.
Some businesses will return, but Finlayson predicts less long-term
demand for services catering to business travel and tourism – hotel
rooms, conference space, high-end retail, restaurants and the like – as
margins shrink, travel costs rise and more people experience the benefi ts
of video conferencing. “Why would I fl y to Calgary and stay overnight at
a cost of thousands of dollars and time, when you can meet with clients
electronically?” poses Finlayson.
Th e upshot is that B.C. communities that rely heavily on tourism and
business travel would be wise to look for other revenue sources to fi ll
the gap. “I’m very certain that the travel/tourism side of economy won’t
come back to what it was,” he says.
MORE TELECOMMUTING FOR SCHOOL AND WORK
While the numbers aren’t yet clear, Finlayson predicts the shift toward
remote working and learning – at least for part of the time – is here
to stay. For local governments, that means lower demand for offi ce,
commercial and institutional space, leading to potential reductions in
property value and the tax base. It also translates into less demand on
roads and transit along with fewer customers for coff eeshops, restaurants
and other brick-and-mortar businesses that rely on students and workers.
No More ‘‘Business as Usual”
Jock Finlayson
LOCAL GOVERNMENTS WILL NEED TO ADAPT TO A NEW ECONOMY
Promoting Professional Management &
Leadership Excellence in Local Government15
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Continued on page 16
“I think this pandemic has shown many business managers and owners
that you can actually run your business without having your employees
on site. Th e implications of that are signifi cant,” Finlayson says. “I’m
positive there’s going to be a shrinkage in the physical footprint of a lot of
white collar companies. Over time that will have a downstream eff ect.”
More people online will also increase the demand on
telecommunications infrastructure, he adds. “Local governments can
advocate for increased broadband. It’s a public good to ensure complete
connectivity of households and businesses across the province.”
THE CHALLENGE FOR PLANNING
When it comes to land-use and community planning for the
post-pandemic world, yesterday’s norms and expectations will likely no
longer apply, Finlayson says. “Th e assumption has been that we build it
and the businesses will come, but I’m not sure that will be the case in the
future.”
Local governments can begin now to seek a deeper understanding of the
nature of their business community – what’s at risk and how to identify
opportunities for growth.
“If I was the director of planning for a local government, I’d be looking
closely at the inventory of businesses – how much retail and offi ce
space exists, how much is occupied, which businesses are surviving or
shrinking, what new businesses are starting,” Finlayson notes.
“Local governments have to pay more attention to the microeconomics
of their business environment to try to understand it more deeply. Th at
lens will be essential to getting the right policies and programs in place.”
“The assumption has been that we build it
and the businesses will come, but I’m not
sure that will be the case in the future.”
A Quarterly Publication of the LGMA
Exchange – Summer/Fall 2020 16
SUPPORTING THE SURVIVORS
Finlayson gives kudos to governments at all levels that cut red tape to
support businesses during the pandemic, such as fl exible liquor licensing
and greatly reduced turnaround times for regulatory approvals. “We’ve
seen how quickly they can do things if they need to.”
Businesses that survive the pandemic will need that fl exible approach to
continue to endure the challenges to come, he says.
“Local government best practices around regulatory decision-making
are to make it simpler – and most importantly, make it quicker. Th at’s
the key,” he says. “Greater clarity on what’s required is also needed, as
opposed to endless negotiations. Th ere should be clear expectations and
if you meet those, you should proceed.”
Local governments should also make more use of digital tools and
platforms, he notes, but ultimately, “nothing would be more helpful than
less red tape and faster answers. It will in fact be a cost-saving.”
To help re-energize the economy, Finlayson recommends that local
governments accelerate as many construction projects as possible over
the next 12 to 18 months, whether residential or commercial. “Th ere are
all kinds of downstream impacts from these projects.”
He also suggests a thicker skin when it comes to NIMBY (not in
my backyard) opposition to new projects and development. “Local
governments are sensitive to NIMBY, but arguably, naysayers now have
disproportionate infl uence. Th ere’s a desire to make things perfect and to
please everyone. We won’t be able to aff ord that.”
PROMOTING AGRICULTURE
Th e spotlight on global supply chains along with the challenges in
obtaining food, health and other supplies have reinvigorated the
conversation about shopping local and producing local.
“We’ve got the Agricultural Land Reserve in B.C. and a vibrant
agri-food economy, and the prospects for it are bright,” Finlayson notes.
Local governments have a role to play. “Th e ALR should be restricted to
prime farmland, and anybody who’s on that land should be required to
be involved in food production in a signifi cant way. Local governments
should also be much more aggressive and provide stringent enforcement
to make sure people are, at the very least, not taking advantage of
preferential taxation of agricultural land.”
WORKING LEANER
With the massive economic impact of the pandemic, Finlayson
anticipates local governments will fi nd their tax base under pressure
along with greater public expectations that they contain costs.
He suggests they look for effi ciencies and new, leaner ways of providing
service – such as pooling services or purchasing with other communities.
“Without getting into the full amalgamation discussion, there may be
some areas where services could be shared across local governments, such
as fi re departments and parks and recreation as well as procurement.”
TIME TO GET HUNGRY
B.C. has generally been complacent in its approach to the economy, but
that needs to change, he says.
“Coming out of this, we need to be more hungry for economic
development,” Finlayson says. “It’s important that we have the right
hosting conditions for new business. I hope coming out of a terrible
recession like this, there will be diff erent thinking.”
Local governments can help by being more welcoming and responsive,
he says. “You need an environment where new companies will form in
your community, because others will be dying off and we’re going to
need those new entrepreneurs and businesses.”
❖
No More “Business as Usual”
Continued from page 15
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Promoting Professional Management &
Leadership Excellence in Local Government17
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By Karin Mark
As local governments deal with the almost-daily challenges and
uncertainty created by the pandemic, there is one thing they can
continue to trust: the data.
Many local governments are already adept at using data to guide
decision-making. Survey results, program registrants, demographics,
webpage views, social media followers, crime statistics, emergency
response times, business licence holders, service requests, building
permits issued and multitudes of other types of data are collected and
analyzed for future action.
Delving into the world of big data – a fi eld of science that extracts
knowledge and insights from large collections of data using artifi cial
intelligence and other means – could be the next step for local
governments seeking to solve both entrenched problems and pressing
new ones.
Th e pandemic is already placing extraordinary pressure on local
governments to maintain high levels of service amid reductions in
typical revenue streams such as development and taxes. Going forward,
they’ll be forced to work and deliver services more strategically and
effi ciently, while also having to rewrite policies, practices and procedures
that are based on a world that no longer exists.
Th at’s where big data can help – or more importantly, the data science
that helps make sense of it, notes Dr. Fred Popowich, Scientifi c Director
for Simon Fraser University’s Big Data Initiative (BDI). BDI provides
tools, training and expertise to unlock the potential of big data.
While big data is typically defi ned by the fi ve Vs (see box above),
Popowich points out that – as with most things in life – quality is
ultimately more important than quantity.
“Oft en people think the volume of data is most important. For many
organizations, it’s more about the variety of data that is available when
pulling it together from diff erent sources to make your decisions,”
Popowich explains. “Of course veracity is also important – how clean or
good is your data.”
Data science can help local governments extract meaning from the large
swaths of data they collect but may not have the capacity to analyze.
For example, machines can mine hours of traffi c footage for insights
that result in safer roads or intersections. Layering crime statistics
with location, time, demographic and other data can help make better
community safety investments.
Last fall, BDI launched its Data for Good initiative, which applies BDI’s
data science capabilities to society’s real-world problems.
Big Data: FINDING SOLUTIONS AMONG THE FACTS AND FIGURES
WHAT IS BIG DATA?
Big data is about analyzing and gaining insights from large
datasets. It comes down to the fi ve Vs:
• Volume – the large quantities of data being generated • Velocity – the speed at which the data can be generated,
collected and analyzed • Variety – the different types of data being collected – for
example, structured (such as a yes/no answer on a survey) or unstructured (such as a free-form answer on a survey)
• Veracity – the accuracy and trustworthiness of the collected data
• Value – the information and insights to be gained through data analysis
Continued on page 18
A Quarterly Publication of the LGMA
Exchange – Summer/Fall 2020 18
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to partner with BDI’s big data experts to tackle urgent and far-reaching
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Some of the initial challenges being tackled by Data for Good are
certainly confounding – the opioid crisis is one; social justice for
disadvantaged populations another.
Th ese are not easy problems, but Popowich notes that there’s never been
an easier time to collect, share, assess and benefi t from data. “Th ings can
happen at rates we’ve never seen before. Th e capability is there to use
data to respond to crises, and not just a pandemic,” he said.
Popowich has some advice for local governments when it comes to
mobilizing data. Consider how to leverage existing data-generating
sources. Learn from other communities and work with them on
common problems. Blend data that is publicly available or collected by
government agencies (such as Statistics Canada) with your own for more
powerful insights. Protect the integrity of your data – don’t fall into the
trap of biased or “policy-informed data.”
And if you don’t have in-house data-analysis expertise, acquire it
elsewhere – such as through Data for Good, which investigates problems
with broad societal impact and may address them through a short,
intense “hackathon,” an in-depth research project with funding and
partnerships, or something in between. Open source soft ware can also be
useful for gleaning more value from data.
Above all, Popowich notes, “the limiting point is not the tools. Th e
resources you need are intelligent and talented people.”
For information about Data for Good and SFU’s Big Data Initiative,
visit www.sfu.ca/big-data. Local governments interested in bringing a
Big Data: Finding Solutions Among the Facts and Figures
Continued from page 17
Dr. Fred Popowich
“Things can happen at rates we’ve never seen before. The capability is there
to use data to respond to crises, and not just a pandemic.”
Promoting Professional Management &
Leadership Excellence in Local Government19
SPECIAL RECOGNITION
LGMA UPDATES
2020 LGMA ANNUAL GENERAL MEETING:
Join us online on Oct. 16With the continued ban on large gatherings, the Local Government
Management Association’s 2020 Annual General Meeting will be held
online only on Oct. 16 at 10 a.m.
All LGMA members across the province have been notifi ed of the
changes for this year.
Th is year’s agenda includes:
• Introduction to the new 2020/21 Board;• Presentation and adoption of the 2019 Annual Report;• Reports by the Board of Examiners and Chapter Directors; • Voting on a special resolution to amend the Constitution and
Bylaws per the new Code of Ethics that took effect in January 2020; and
• A report on the fi nancial impact of COVID-19 on the LGMA’s 2020/21 activities.
Th e AGM will be held via Zoom Webinar soft ware to allow for a live
webcast and electronic voting. Th e online format will give all members
a chance to participate regardless of their location.
Th e meeting will also be recorded and available to all members aft er
Oct. 16.
Th ose who plan to attend are encouraged to register by Oct. 14 to
receive logistical information to prepare for the meeting.
Links for further details and to register for the AGM are included in
the email notice or can be found on the LGMA website at
www.lgma.ca/annual-general-meetings.
Board of Examiners
Five local government employees have been recognized for their
education and work experience while working in the local government
fi eld in B.C., and are being awarded a Certifi cate by the Board of
Examiners.
Certifi cate in Local Government Service Delivery
• Grant Loyer, previously the Interim Corporate Offi cer, District of Fort St. James
• Dyrarene Pridham, Senior Executive Assistant, City of Prince George
• Curtis Slingerland, Director of Corporate Administration, City of Revelstoke
• Caitlin Weston, Assistant Manager of Bylaw Enforcement, City of Chilliwack
Certifi cate in Local Government Administration
• Grant Loyer, previously the Interim Corporate Offi cer, District of Fort St. James
Certifi cate in Local Statutory Administration
• Erin Jackson, Director of Corporate Services, City of Salmon Arm
• Grant Loyer, previously the Interim Corporate Offi cer, District of Fort St. James
A Quarterly Publication of the LGMA
Exchange – Summer/Fall 2020 20
MEMBERS PAGE
MEMBER MOVEMENTKeri-Ann Austin, Deputy Corporate Offi cer, City of Vernon (formerly Director of Corporate Administration, District of Coldstream)
Robert Bartlett, Chief Administrative Offi cer, District of West Vancouver (formerly Chief Risk Offi cer & Director of Enterprise Risk Management, Business Continuity & Compliance, City of Vancouver)
Anne Berry, Director of Planning and Development, City of Pitt Meadows (formerly Director of Planning and Community Services, District of North Saanich)
Jennifer Bruns, Corporate Offi cer, District of Sicamous (formerly Director of Corporate Services, District of Houston)
Virginia Cullen, Chief Administrative Offi cer, Resort Municipality of Whistler (formerly Chief Operating Offi cer, BGC Engineering Inc.)
Murray Daly, Chief Administrative Offi cer, Village of Clinton (formerly Solid Waste Services Coordinator, Regional District of Kitimat-Stikine)
Daniela Dyck, Chief Administrative Offi cer, Village of Ashcroft (formerly Deputy Corporate Offi cer, Village of Ashcroft)
Liam Edwards, Chief Administrative Offi cer, Bowen Island (formerly Executive Director Infrastructure and Finance, Ministry of Municipal Affairs)
Guillermo Ferrero, Chief Administrative Offi cer, City of White Rock (formerly Chief Administrative Offi cer, Town of Ladysmith)
Schaun Goodeve, Director of Planning and Development, District of Sparwood (formerly the Manager of Economic Development, City of Kimberley)
Jennifer Graham, Director of Corporate Administration, District of Coldstream (formerly Corporate Offi cer, City of Armstrong)
Brian Green, Director of Planning and Community Services, District of North Saanich (formerly Manager of Terminal Development, BC Ferries)
Scott Hildebrand, Chief Administrative Offi cer, Thompson Nicola Regional District (formerly Chief Administrative Offi cer, City of Merritt)
David Kim, Chief Administrative Offi cer, Town of Slave Lake, AB (formerly Chief Administrative Offi cer, City of Cranbrook)
Kate O’Connell, Director of Legislative and Corporate Services, City of Courtenay (formerly City Clerk, City of Burnaby)
Chris Ovens, Director of Operations, City of Vernon (formerly, Manager of Roads, Drainage and the Airport, City of Vernon)
Bob Payette, Chief Administrative Offi ce, District of Barriere (formerly Chief Administrative Offi cer, Town of Irricana, AB)
Colleen Ponzini, Director of Financial Services, City of White Rock (formerly Manager of Finance, City of New Westminster)
Diane Smith, Chief Administrative Offi cer, District of Mackenzie (formerly Director of Corporate Services, District of Mackenzie)
Donna Smith, Manager of Corporate Services, Town of Ladysmith (formerly Executive Liaison, Town of Ladysmith)
Lyle Smith, Director of Finance, District of Peachland (formerly Chief Financial Offi cer, Peace River Regional District)
Sean Smith, Chief Administrative Offi cer, City of Merritt (formerly Director of Corporate Services, City of Merritt)
Lisa Teggarty, Director of Finance, Town of Smithers (formerly Deputy Treasurer, Regional District of Kitimat-Stikine)
Sarah VanderPloeg, Corporate Offi cer, Village of Fruitvale (formerly Corporate Policy Analyst, Central 1 Credit Union)
Jordan Wall, Chief Administrative Offi cer, Town of Comox (formerly Chief Administrative Offi cer, District of Tumbler Ridge)
RETIREMENTSDan Bottrill, Chief Administrative Offi cer, City of White Rock
Sue Blakely, Deputy Corporate Offi cer, City of Vernon
Colleen Hannigan, Chief Administrative Offi cer, District of Barriere
Shirley Koenig, Director of Operations, City of Vernon
Nina Leemhuis, Chief Administrative Offi cer, District of West Vancouver
Dave Morris, General Manager, Assets and Operations, City of Campbell River
Tina Neurauter, Corporate Offi cer, District of Highlands
Doug Pryde, Director of Finance, District of Peachland
Joanne Rees, Planner, Village of Cumberland
John Ward, Director of Legislative and Corporate Services, City of Courtenay
Joanna Winter, Manager of Legislative Services and Corporate Offi cer, Town of Ladysmith
