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Anmore’s new Chief Administrative Officer Juli Kolby!  

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Part Two:

AAN: What would you like the residents, Council and

Village staff to say about your vision, leadership and

accomplishments in five years time?

JK: That the Village has successfully met its Corporate

Strategic Objectives. That the Village continues to work towards financial sustainability and has strong asset management plans to address the future needs of the Village. That staff feel proud to work in the Village and that their contributions are recognized.

AAN: What do you see as the three top priorities for the

Village at the moment?

JK: From my perspective, the top three priorities are the

Village Hall, updates to key bylaws (including the Zoning Bylaw), ensuring that growth is manageable by the Village and is in keeping with the Corporate Strategic Plan, Official Community Plan and all other policy related documents endorsed by Council.

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AAN: How will you ensure that there is a careful

balance between the Metro Vancouver Regional Growth

Strategy 'rural' designation for Anmore and the

development pressures that the Village is

experiencing?

JK: As indicated, growth is expected as part of the

Metro Vancouver Regional Growth Strategy. The Village must ensure that the growth is in keeping with the semi-rural character of existing neighbourhoods, as per the Official Community Plan. To do this, I must work closely with staff (including consultants) to ensure that growth is not getting ahead of what is manageable by the Village, that I regularly check in with Council and that public input is a continued key part of any development project.

AAN: How do you see your work in Port Moody as good

preparation for the top staff position in Anmore?

JK: My work in Port Moody has been good preparation

by exposing me to many different aspects of providing services through local government. It has given me a strong understanding of municipal finances and the challenges that local governments face. This coupled with my ongoing education in public administration, has provided me with a solid foundation and a great network of local government colleagues.

AAN: What one attribute would you be best known for

in your experiences to date?

JK: A positive attitude.

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AAN: How do you view the role of CAO compared to

that of council?

JK: There is a clearly defined difference between

Council and the CAO. The CAO's role is to ensure the operational delivery of the services legislated by the Community Charter and directed by Council. Council sets the level of service provided, as well as provides policy and strategic objectives, the CAO is responsible for implementing those policies and carrying out those objectives

AAN: How would you describe your management style?

JK: I have a democratic leadership style, for the most

part. However, I understand it up to me to make the final, sometimes difficult, calls. I believe that a good leader surrounds themselves with the right experts to be able to do the job and that different styles are required for different situations and people.

AAN: How would you describe your strengths (and

weaknesses)?

JK: I am committed, I am able to multi-task

effectively and shift priorities quickly (strengths). I sometimes over analyze situations and decisions to be made (weakness).

AAN: What administrative tools or processes or management techniques do you feel are most critical to your success? Please describe.

JK: One of the best tools I have access to, is my

network of local government colleagues.