tom Macdonald: from good to great p6

Transcription

EXCHANGE
EXCHANGE is
is aa quarterly
quarterly magazine
magazine published
published by
by the
the Local
Local Government
Government Management
Management Association
Association (LGMA)
(LGMA)
of
of British
British Columbia.
Columbia. It’s
It’s about
about sharing
sharing information,
information, exchanging
exchanging ideas
ideas on
on best
best practices,
practices,
enhancing
enhancing professional
professional development
development and
and building
building networks.
networks. Reach
Reach us
us at
at www.lgma.ca.
www.lgma.ca.
DECEMBER 2012
case of interest p5
disaster planning p16
Member news P19
Tom MacDonald:
From Good to Great
P6
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YoungAnderson-LGMA_print-ad_2012.06.27.indd 1
www.younganderson.ca
7/6/12 10:01:34 AM
Update
In this Issue
President’s Report Executive Director’s Report
Members Page Where Are They Now?
Our Town
Professional Development
2
3
4
19
19
21
Walk a Mile in My Shoes:
18
Knowledge Sharing Between Local
Governments and First Nations
Programs & Events
19
LGMA Scholarship Winners
20
5
Time Speeds Up
This installment of Case of
Interest discusses how B.C.’s
new Limitation Act may affect
local government interests.
6
Exchange is the magazine for members
of the Local Government Management
Association of British Columbia.
Exchange is distributed quarterly to over
900 members of the LGMA, as well as
Mayors and Regional District Chairs.
Tom MacDonald: From
Good to Great
Exchange is printed on Sappi Flo,
an FSC® Certified 10% post-consumer
recycled paper at Island Business
Print Group.
LGMA Office:
7th Floor
620 View Street
Victoria, BC V8W 1J6
Telephone: 250.383.7032
Fax: 250.383.4879
Email: [email protected]
Web: www.lgma.ca
Contact the Editor:
Email: [email protected]
Cover Illustration:
Jordan Adams/Getty Images
Promoting Professional Management &
Leadership Excellence in Local Government
Colleagues and friends of
retiring LGMA Executive
Director Tom MacDonald
reflect on his vision, his
leadership, his friendship and
his legacy.
16
Will You Be Prepared If
Disaster Strikes?
Village of Queen Charlotte
Chief Administrative Officer
Peter Weeber shares lessons
learned following the Oct. 27
earthquake in Haida Gwaii.
1
20
2012 Scholarship
Winners Announced
Congratulations to the
recipients of the 2012
educational scholarships
from LGMA.
in this Issue
W
e had this great idea when were planning the editorial
calendar for 2012. We created a “reminiscing” theme for
December to provide members with a platform to share
their experiences from the past year. Unfortunately, it
turns out that most of the intriguing stories cannot be shared in
print, or at least, not if people want to keep their jobs.
While our “reminiscing” stories failed to come together, there was
a line-up of people who wanted to talk about Tom MacDonald,
the LGMA’s much-loved Executive Director, who announced his
retirement this fall. We also knew that Tom would prefer to stay
completely off the radar and move quietly out of his office and
into retirement. So we went ahead with the article, but we didn’t
tell him about it until it was done. Sorry Tom.
Capturing all the anecdotes and insights about Tom would take a
book, which means the greatest challenge was selecting the nuggets
that would best tell his story. What emerged for me was a picture
of a humble, visionary leader who understands and values people,
and has the ability to blend ingenuity with practical applications to
move himself and everyone around him from good to great. When
his staff suggested this for the title of his story, it was a perfect
fit. The other underlying theme to every interview was friendship.
Everyone he meets becomes a friend, and every friend treasures
this connection.
I’ve had the pleasure of working with Tom on Exchange for the
past few years, and I too enjoy the benefits of his thoughtful and
insightful advice, his leadership approach that allows me to take the
lead in my areas of expertise, and his friendship. Interacting with
Tom has afforded me the opportunity to learn from an amazing
leader. He motivates people and creates an environment where
everyone maximizes their individual skills as well as their cohesive
capabilities as a team. He is open to new ideas, and frankly
encourages us to push boundaries and take a few risks. He sets
clear goals, but provides flexibility in how they may be achieved.
Tom knows how to have fun and laugh at life’s ironies, but he
also makes it okay to seethe with righteous anger and frustration
when we witness injustice. He is a champion for local government
employees, and an advocate for continuous improvement in the
profession.
Tom is everything we talk about when describing exceptional
leaders, and he will be missed around the office as he steps out
into new adventures in his retirement. At the same time, because
he’s a great leader, he has established an amazing team and the
foundations for success that will provide for a smooth transition
and future achievements with the incoming Executive Director.
Best wishes Tom. Thanks for everything.
Therese Mickelson, ABC
Editor
2
president’s report
In my humble opinion, much of LGMA’s success
and spotlight are the fruit of Tom’s visionary
thinking and untiring hard work.
A
s I am preparing to write for this issue of Exchange, I cannot
help but be a bit sad at the fact that Tom MacDonald,
our Executive Director for the last 10 years, is leaving the
organization to take a well deserved retirement and move
on with his life. Honestly, I was hoping to spend my entire term
as President with him. Instead, I will be the one who will have to
work through a transition that is critical and yet a bit intimidating.
Do not get me wrong: Tom has made a decision and I respect it
very much. He has given his utmost to the organization and its
members in terms of time and personal sacrifice, and I believe
that although work is important and is part of our life, I also
believe that personal and family priorities should overwrite our
professional commitments because our health and time spent with
those we love should be paramount in our lives.
However, he will be missed. In a section dedicated to him in this
issue of our magazine, a number of members, including myself,
have provided some thoughts about the inspiration that Tom has
been for them and for many in our profession. I sure hope that
one day, upon my retirement, I am able to look back and feel that I
have done as well as he has.
It is a matter of legacy, and certainly Tom has left a huge one with
all of us and for all of us. In the past 10 years, the LGMA has
become one of the most dynamic and exemplary professional
organizations not only in Canada, but also internationally. Many
partnerships were built and bonds created with other associations
and institutions. I am thinking of the Association of Local
Authorities of Tanzania, for instance, but also our counterpart in
New Zealand, our own UBCM and others that, in fact, are trying
to emulate our model, which was built upon the vision that Tom
has personally contributed to.
Just a few weeks ago, Tom was invited to be the keynote speaker
at the Local Government Administrators of the Northwest
Territories Annual Conference. He was asked to talk about what
we do and how we do it and to explain what has made us so
successful. Well, in my humble opinion, much of LGMA’s success
and spotlight are the fruit of Tom’s visionary thinking and untiring
hard work. He has built a wonderful team at the LGMA office,
and we hope that we will be able to find a new Executive Director
who can continue to build on this success. It will not be easy, but
we will also need all the support from the entire membership. We
are proud to be members of LGMA, and in my dealings with
various members and chapters, I know that the support will come
thoroughly and fully. I thank you in advance for that.
Finally, the search for a new Executive Director has begun and
by the time you receive a copy of this issue, we may have a new
one. We have received many applications, which shows how much
interest there is in the position. We are in the process of selecting
a number of candidates who will move to the next step. Interviews
were held in early December and we hope to have someone in
place by the time Tom leaves at the end of January.
We live in exciting times. They are not easy times but very
exciting. It is in times of difficulty and change that we show the
best of ourselves. I am sure that local government professionals
in British Columbia will step up to the plate and continue
building communities in this province, notwithstanding the
continuous challenges with the economy, false perceptions, and
misunderstanding that have always accompanied our daily work.
You are the leaders of this change and I take comfort in the fact
that I am confident that you will not give up, no matter what, and
you will succeed!
Alberto De Feo
President
3
executive director’s report
It is virtually impossible for me to say
thank you to everyone I should, as I have
received so much help and assistance
from so many people.
O
ne day back in 2003 while I was still working at the District
of Oak Bay, I received a telephone call from David Morris
who was conducting the search for a “Joint Executive
Director” on behalf of the Local Government Management
Association (LGMA) and the Government Finance Officers
Association (GFOABC). I had met David in 1991 when I was a
co-op student working at the Ministry of Municipal Affairs when
I was completing my Masters degree and he was the Executive
Director of one of the Ministry departments. Dave had since retired
and had started his own consulting business. “What would you think
about leaving Oak Bay to become the Joint Executive Director of
LGMA and GFOA?” asked Dave.
Up until that point it had never crossed my mind to leave Oak Bay,
as I had been working there since the late 1970s (with a few breaks
for school and other pursuits) and was still enjoying myself a great
deal. And as far as the LGMA was concerned, although I was a
member, I was not exactly the most engaged member other than
attending the annual conference. However, I had been given the
opportunity to attend the inaugural session of MATI Advanced
Communications on Bowen Island the year before (2002) and had
been incredibly impressed with the program as well as with the other
participants. My initial reaction to Dave was that I was flattered that
he would have thought of me but that I was unlikely to pursue this
opportunity; however, if he wanted to send me the information
package, I would take a look at it. And so I did. And I was intrigued
with what I read and decided to throw my name in the hat.
Here we are almost 9½ years later and I will be heading off
in January for retirement. To say that the experience has been
stimulating, interesting and incredibly fun would not even come
close to describing how much I have enjoyed myself during my
tenure with LGMA (the joint Executive Director arrangement with
GFOA was ended in 2006). I have come to know hundreds and
hundreds of great people, and have had the opportunity to travel to
every corner of this province and quite a few destinations outside
of B.C. as well.
I have had the privilege of working with an amazing Board of
Directors (all of them for all of the years). Whether it was with
the creation of completely new programs or tweaking an existing
offering, I was given complete latitude to act as I saw fit with
the support from the Board being unwavering. What a fantastic
opportunity and a great environment in which to work!
As I take my leave from LGMA, it is virtually impossible for me
to say thank you to everyone I should as I have received so much
help and assistance from so many people. So I won’t even try, and
hope that each and every one of you will understand and accept my
heartfelt gratitude in this somewhat impersonal way.
I must, however, single out my wonderful colleagues Ana, Dawn,
Elizabeth, Randee and Renee for special thanks and recognition for
all they have done for the association and me personally. They are
the dream team of dream teams and have been largely responsible
for the success of this organization while I got to go out and be the
spokesperson for the group. No one should be under any illusion as
to who got everything done and who does all the work behind the
scenes – it was 99 per cent them! What is so amazing about these
wonderful ladies is their ability to perform at such a high level and
with so much dedication while at the same time being the most
incredibly wonderful people with whom to work. I feel so very lucky
for having had them as colleagues and as friends.
I wish my successor the very best of luck and success for the years
ahead.
It’s been a wonderful time. Thanks to you all.
Tom MacDonald
Executive Director
4
By James Yardley
Murdy & McAllister
Barristers & Solicitors
CASE of
INTEREST
R
Time Speeds Up: Changes to B.C.’s Limitation Act
ather than discussing a case, this edition will discuss
upcoming changes to British Columbia’s Limitation Act.
The Limitation Act sets deadlines by which many legal
proceedings have to be commenced. Those deadlines,
known as limitation periods, presently vary with the type of claim
being advanced.
The current Limitation Act is scheduled to be replaced by Bill 34,
also named the Limitation Act, on June 1, 2013. Local governments
should start considering the extent to which the new Limitation
Act may affect their interests. Due to the shortening in the new act
of the limitation period for certain types of claims, such as those
often associated with allegations of negligent building inspection
or plan review, the number of claims facing local governments may
be reduced.
However, local governments may also face similar adverse
effects under the new act. For example, the time in which local
governments will have to commence claims, such as for breach
of contract, or against contractors or design professionals for
negligence in the design or construction of public works, may be
shorter under the new act than is the case at present. In practice,
this may result in parties becoming more prone to “shooting first
and asking questions later” in order to preserve their rights.
In broad terms, the current act does the following:
• creates deadlines of two, six or 10 years for starting certain types
of claims enumerated in the act, with time beginning to run after
the date “on which the right to do so arose” (identifying when that
occurred has been the source of much litigation);
• provides a catch-all six-year limitation period for claims not
otherwise identified in the act;
• permits the postponement of limitation periods in certain
circumstances;
• puts a 30-year “ultimate limitation” for commencing most claims;
and
• specifies certain types of claims that are not subject to any deadline.
The main substantive changes being introduced by Bill 34 are:
• creating a two-year basic limitation period for most civil claims;
• changing the ultimate limitation period from 30 years to 15 years;
and
5
Local governments should start considering
the extent to which the new Limitation Act
may affect their interests.
• providing that time begins to “run” for a limitation period when a
person discovers or ought to have discovered the act of omission
that forms the basis for the claim.
As with the current act, the new act will not apply to certain types
of proceedings, such as prosecutions, appeals, and petitions. Both
the existing and the new acts contain specific provisions for dealing
with special circumstances, such as claims brought by those under
a disability, such as infants, and claims involving fraud. Likewise,
the new act does not apply where it conflicts with another statute,
such as the six-month limitation period in section 285 of the Local
Government Act for the commencement of certain claims against
local governments.
Limitation periods generally seek to strike a balance between giving
a party enough time to assemble evidence and decide whether to
commence a claim, with giving finality and certainty of affairs to
those who may be subject to a claim. In that regard, the new act
has been criticized for setting too short a deadline for starting
certain types of claims, such as those involving construction
defects, where all the facts showing the basis for a claim may not
become apparent for some time.
However, the current act has also been criticized over its
cumbersome and sometimes confusing provisions, and has
spawned much litigation by litigants either seeking to apply it,
or saying why it doesn’t apply. One example of this is seen in
determining whether defective construction is “damage” to a
building (and subject to a six-year limitation period), or “injury” to
the building (and subject to a two-year limitation).
While there is no guarantee that the new act will produce less
litigation in the future, it seems to have greater clarity and less
complexity than the current act.
By Therese Mickelson, ABC
Tom MacDonald:
From Good to Great
6
Whether it’s a personal mantra or words come
to life through actions, Tom MacDonald,
Executive Director for the LGMA, exemplifies
the words “from good to great.”
T
om inspires continuous improvement through ideas and
actions, and by motivating people and organizations. And
though he would likely deny it, those who know him best agree
that his vision and leadership have propelled the LGMA and
its members from good to great. A few of his friends and colleagues
shared some of their memories as a tribute and a thank you to Tom
– even knowing he will shake his head as he reads this feature. Tom
would say he has just done his job like anyone else would and that he
was thankful for the opportunity to work with so many wonderful
people throughout his career.
“Knowing Tom, he will be greatly embarrassed about the amount of
ink taken up by this article, and I know he will want me to remind him
of this fact at every opportunity,” says Tim Wood, past-president of
LGMA and Tom’s friend. “But this is a story worth telling. His story is
one of integrity, dedication, compassion, humility, generosity, altruism
and a good bottle of single malt.”
Tom as a leader
The presidents who have worked with Tom over the past nine years
have marked his progress as he took the LGMA from good to great –
a professional organization now recognized as the best in the country.
From the time of his job interview to the announcement of his
retirement, Tom remained focused on members and has pursued the
LGMA’s vision with enthusiasm, dedication and a knack for getting
things done. Mark Brown, past-president of the LGMA, recalls the
first interview with Tom and the easy decision to hire him as the new
Executive Director for both the LGMA and the Government Finance
Officers Association of British Columbia (GFOABC).h
Editor’s Note:
When Tom MacDonald, Executive Director for the LGMA,
announced his retirement this fall, LGMA members who have worked
with him for years wanted to share their stories about the past 10 years.
This article emerged as a result, much to Tom’s chagrin. Those who
know him are aware that Tom loves to shine the spotlight on others
to express his thanks and appreciation for their work, but he prefers
to stay behind the scenes himself. We went ahead and wrote this story
anyway (without him knowing), and we are now asking him to indulge
us as we pay him this tribute.
“I think when Tom was hired, the organization was struggling with
a vision for the future,” says Alberto De Feo, President of LGMA.
“Board members only meet four times a year, and we needed someone
to drive the process. Tom helped us create a vision and worked with
the Board to ensure that the vision would be achieved.”
“I believe the LGMA has embraced Tom’s ideas because he knows
what he’s doing and has transmitted his passion to all of us,” adds
De Feo. “That’s the best attribute you can ask for in a leader. It made
me want to be a part of the LGMA and to volunteer so I could share
Tom’s enthusiasm with the rest of my peers.”
“I think he is more of a visionary than he gives himself credit for,”
adds Brown. “He’s modest because he will say the ideas came from
the Board, but the truth is most of the ideas first came from Tom and
then the Board made the decision to approve.”
“Tom was very genuine, had lots of energy, and he could marry
both disciplines of coming up with ideas and then resourcing them,”
says Brown. “He was clearly the number one choice, and we know
today that we’re very fortunate that he came to us. We’d never be the
organization we are today without him.”
Tom’s enthusiasm is reflected by all members of the LGMA team,
and together they have expanded the LGMA’s programs, created new
services and built new relationships between members and other
organizations. He sees the potential in the organization and in people,
and has the energy and dedication to make change happen.
When Tom stepped into the role, he brought a vision and strategy
for success that continues to this day. He recognized that the strength
of the LGMA is in its people, and that building relationships and
motivating people to be actively engaged in their professional
organizations were two key elements to achieving goals and
supporting members.
“Tom has recruited a wonderful team, and together they collaborate
with the membership to develop a realistic vision, and they execute
the plan with the precision of a navy seal,” says Wood. “Today, the
conferences are energizing, the professional programs are first rate and
the LGMA brand is widely recognized and respected.”
Continued on page 8
7
From Good to Great
Continued from page 7
“More importantly,” he adds, “the membership now feels connected
with the profession because Tom gave his time freely to help individual
members facing job pressures. He genuinely engaged members to
discover their needs and designed innovative programs to accelerate
their professional development.”
And while the Association was moving from good to great, Wood
notes that “Tom's Scottish sense of the value of a dollar” placed
the LGMA on a solid financial footing, including over half a million
dollars in legacy funds invested for annual scholarships.
Tom with the LGMA team on Eggnog Day in 2011.
“Tom has done so much to advance the local government profession
that his peers have deservedly awarded him with both the Lieutenant
Governor's Silver Medal for Excellence in Public Administration and a
Local Government Management Association Life Membership,” he adds.
“I strongly believe that leadership does not come with a title. Leadership
stems from who you are,” says De Feo. “Tom doesn’t burden you with
his big title, he’s just one of us. He’s got the passion and the love, and he’s
really all about teamwork. I hope he knows that he’s bringing tremendous
value, even though he doesn’t like us to talk about it.”
Tom as a mentor
Tom encourages others to go from good to great and offers his time
to help others achieve personal and professional goals. Karla Graham,
City Clerk with the City of Chilliwack, is one of many LGMA
members who has benefited from Tom’s advice, encouragement and
guidance. After she met him at a MATI program, Tom soon became
both a professional and personal mentor and close friend.
“It’s a comfort to know I can phone him at any time to ask his opinion
on an issue I may be struggling with or just to be pointed in the right
direction,” says Graham. “He always sends me down the right path
equipped to handle whatever may lie ahead.”
Graham notes that Tom encouraged her to share her expertise and
build her skills by participating on the Elections Committee. He
encouraged her to “just come out and attend the first meeting and
we’ll go from there,” but seemed to know that one meeting would be
enough to hook her into the program.
“Tom would tell me to ‘go out there and talk about what you already
know, just be yourself and you’ll be fine’ and you know, I was!” adds
Graham. “Working with the Elections Committee ended up being
one of the most rewarding experiences in my career and it allowed
me to meet many amazing people – I am very thankful to Tom for his
encouragement.”
When Tom is a mentor, he encourages managers in local government
to step out of their comfort zone and embrace new challenges. But
he also supports them when facing the challenges inherent to local
government.
“Tom always tells me to never compromise myself and to always stick
to my principles and morals, reminding me that doing so will get me
through and keep me strong, and he’s right again,” says Graham.
8
“I will miss seeing Tom at the helm of the LGMA, but know that the
friendship we have developed over the years will continue well past his
retirement.”
Tom takes a moment out of
his busy schedule to visit
with Santa at the Municipal
Finance Authority.
Tom as an educator
Tom’s commitment to education is evident in the first class
professional development programs he has helped to develop and
expand through the LGMA. He’s a steadfast supporter of the MATI
format of training and has established a unique partnership with
Capilano University on a number of MATI programs that seamlessly
marry the practical with the academic. He has also worked closely with
Ron Poole and others to bring the first Public Administration program
to northern B.C.
“Tom recognized the challenges of providing quality educational
opportunities in the north,” says Poole. “When we were ready to
go, I phoned Tom and told him we needed representation from the
LGMA at the first course. He came up and presented the first session,
showing the face of the LGMA, and that did a tremendous amount to
build relationships with the LGMA and establish the program.”
Continued on page 10
Then Lieutenant Governor Stephen Pointe presents Tom
with the Lieutenant Government Silver Medal Award for Excellence in Public Administration
in 2011. The award was sponsored by the Institute of Public Administration Canada (IPAC)
Victoria Chapter, and Tom is joined by Ken Armour, President, IPAC Victoria Chapter.
BC Assessment continues to be an integral component of the
property tax business cycle that provides over $6 billion annually
to support B.C.’s communities.
We’re looking toward a future where taxing authorities:
• Receive assessment information early to eliminate surprises
and enable proactive budget planning
• Exchange information electronically with us in a seamless,
integrated manner
• Collaborate with us to cost-share on mutually beneficial data
• Access live data on Assessment LinkBC
To find out more phone: 1 800 668 0086
email: [email protected]
web: www.bcassessment.ca
FOLLOW US ON
9
From Good to Great
Tom also recognized the importance of encouraging students to
pursue careers in local government as part of long-term succession
planning.
Tom receives the LGMA’s
Life Membership Award at the
2012 Conference from 2011
President Kathleen Day as a special
recognition for his contributions to
the organization.
“I think the pilot LGMA Internship Program, which Tom initiated,
was a really good example of how Tom is not just interested in the
people who are already working in government and supporting
their training, but he also supports and encourages young people in
school and motivates them to consider local government as a career
choice,” says Heather Kirkham, Program Manager, Undergraduate
and Diploma Programs at the University of Victoria. “He comes to
meet with students to promote the local government sector, and the
internship program was designed to encourage young people to try
out local government for a year.”
Tom also has expanded the LGMA scholarship program, including
the creation of the Distinguished Members Legacy Fund, which
provides financial support to students who have an interest in local
government management to pursue post-secondary opportunities.
Tom as a matchmaker
Tom at Community Celebration 2012, pictured with
(left to right) Gary Paget, Brian Walisser and Evert Lindquist.
When it comes to building relationships, Tom is a master. He
understands the value of creating networks and working together
towards shared goals.
10
Tom has contributed to building the LGMA into an organization
that is a model, not just for other organizations but around the world.
The work with Tanzania and New Zealand has emerged because of
the way Tom looks for opportunities to build relationships and share
knowledge.
“Tom is the kind of person who recognizes when he has something
to offer that can benefit others, and that we have a duty to share with
others, and learn from them as well,” says De Feo.
In addition to his work to connect with organizations internationally,
Tom has focused on forging closer ties with provincial and national
organizations including the Union of British Columbia Municipalities
(UBCM), CivicInfo BC, the Federation of Canadian Municipalities
(FCM) and the Canadian Association of Municipal Administrators
(CAMA). Tom, along with his counterpart at the Association of
Municipal Managers, Clerks and Treasurers of Ontario, worked
together to establish stronger relationships between all provincial
associations and they now meet annually to share ideas and provide
support to each other. Tom is always the first to share any training
materials and programs with others, as he lives his belief that
collaboration and partnerships will achieve great things. As well,
he has established relationships built on respect and trust with
other governments, including provincial ministries involved in local
government and First Nations.
“When I first started engaging with Nisga’a elected officials and staff
in the Nass, Tom was there to help,” says Poole. “A positive working
relationship with the local First Nations was imperative to both of
our governments’ success and my ‘sell’ to the Village Administrators
was the benefits they could derive from joining the LGMA. Tom
was quick to respond and insisted on buying lunch and coming up to
Terrace to meet personally with the Nisga’a Administrators.”
“His commitment was there from the onset, and they could see how
passionate he was about them being members. That’s what hooked
them,” says Poole. “Tom’s commitment towards inclusiveness of
First Nations has matured our membership and the LGMA as an
organization.”
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Leadership Excellence in Local
MichaelShoop-ad-Nov2011-1.02.indd
1 Government
11
11 11 22 09:54
From Good to Great
Tom connects
with members
and partners at a
LGMA Conference
tradeshow.
Tom spearheaded an LGMA staff mission to Tanzania in November 2011 to support local
government skills training (top photo). The LGMA then hosted a contingent from the
Association of Local Authorities of Tanzania in January 2012.
Tom as an advocate for local government
Tom is an advocate for the local government sector overall, and for
the people in local government. People respect him and it stems from
his respect for them individually, and their role in good governance at
a local level.
Experienced, Insightful and Practical Advice
for BC Local Governments
Kirkham notes that Tom’s passion for local government extends to
sharing his experiences and providing insight into the many ways
professionals can support the sector.
Lorena P.D. Staples Law Corporation
“I have a student who lived elsewhere in Canada and wasn’t working
in local government at the time, but she was interested in working for
an association that is similar to the LGMA,” says Kirkham. “She had
applied for the position of Executive Director and asked me if I knew
anyone who could provide her with advice on what the job would
entail. I put her in touch with Tom. He briefed her on the role, and she
later went on to nail her interview and get the job.”
185 – 911 Yates Street, #607
Victoria, BC V8V 4Y9
250.882.2080
[email protected]
The Supervisors Safety Certificate
Program will recognize those who have
invested time and energy into learning
the key elements of occupational
health and safety from a supervisor’s
perspective. The Supervisors Safety
Certificate will be provided to students
who complete all the courses listed
below, and an additional 8 hours of training from any other
courses offered by the BCMSA. Participants in the program
must complete all courses within a three year period. BCMSA
courses completed before May 1, 2012 will qualify for credit in the
Program. Those who have already taken similar courses must pass
the BCMSA exam for each course to receive equivalency.
√
√
√
√
√
Due Diligence for Supervisors (4 hours)
Hazard Identification and Risk Assessments (4 hours)
Incident/Accident Investigations (4 hours)
Presentation Skills, Communication & Crew Talks (8 hours)
Worksite Safety Inspections (4 hours)
Contact: Cathy Cook, Executive Director
P: 778-278-3486 F: 778-278-0029 E: [email protected]
Knowledge
“I know it wasn’t just what Tom said,” adds Kirkham. “But the
guidance and assurance he gave her, including all the good things he’s
enjoyed in the job, definitely made a difference.”
His support for local government managers is demonstrated in both
his vision and his actions as the Executive Director. He is always
looking for ways to promote the sector, but his passion for local
government is also reflected in his effort to support individuals as
they deal with the challenges of local government. He introduced the
career transition counselling program for LGMA members who have
lost their jobs, and is known for taking personal calls from members to
listen and provide advice or assistance whenever needed.
Tom believes in supporting managers throughout their entire career.
In addition to the initiatives and support provided to young people
and mid-career local government staff, he created the personal pension
consulting service to help guide members contemplating retirement.
Tom recognizes the value of the LGMA to those beyond its
traditional members, and has worked to make the organization more
inclusive by providing programs to not just clerks and treasurers, but
also planners and other local government professionals.
sharing the
www.bcmsa.ca
12
“We have some amazing programs through LGMA and our partners,”
says Brown. “By working with the education groups, the private
sector and others, Tom has helped to deliver programs that have
improved the quality of the profession of local government across the
province.”
Tom as a boss
When asked about Tom as a boss, the LGMA team was quick to
highlight his management style as “get ’er done” and his pleasure
in the accomplishments of others. He seeks opinions and gives his
team members the independence to manage their work, while being
supportive at all times.
“Tom is so humble and never accepts praise, always deferring it back
to us, his staff,” says Renee Johansson.
Tom also makes it fun to come to work, and is endlessly generous.
He quite regularly pops out of his office just before noon to inquire
“soup anyone?” and the gang heads over to Pagliacci’s for soup and
bread. Tom, of course, never lets anyone pay.
Staff have lots of memories on the food front. Tom brings in
popsicles on hot summer days, Purdy’s chocolates are mysteriously
dropped off on their desks, and he always takes staff for coffee at
Murchies.
Anyone who has attended a MATI program will recall that Tom sets
out a rule that cell phones be turned off during sessions and “warns”
people that if their telephone goes off during a session, they will be
asked to stand up and sing. Dawn Boyle remembers a couple of years
ago when she participated in the MATI Foundations program. On
the last day, Tom secretly arranged with one of the participants to
leave his phone on and he would call during the session. When the
phone went off, Tom insisted that the person stand up and sing, and
unbeknownst to Dawn, the person and everyone else stood up and
sang happy birthday to her. While she was somewhat embarrassed,
Dawn recalls how the sentiment made her feel very special.
Tom also takes care of his team and pays attention to details, like
their various food allergies and their workplace environment. As
an example, the office gets very hot in the summer so Tom lugged
this very heavy, R2D2-looking thing up to the seventh floor (he
just “happened have it in his basement”) to cool them off. Tom
also bought a thermometer, installed it in the office and when the
temperature rose beyond 30 degrees, he told the staff it was time to
stop work for the day.
As an example of Tom’s generosity on the personal front, Ana Fuller
recalls when her family was heading to Disneyland a number of years
ago and on her last day in the office, there were two US $20 bills
on her desk. She asked Tom about it, and he said they were for her
children and the condition was that she could not dictate what they
spent their money on. Tom very much enjoys indulging others!
13
Tom’s colleagues and
friends organized
a surprise 50th
birthday celebration
for him in April 2007,
in conjunction with
LGMA’s open house
for its new office.
From Good to Great
Tom also supports his team professionally in every way and
encourages them to take on projects and tasks that stimulate and tap
into their skill sets.
A humourous moment
at the 2010 LGMA Conference.
“Any idea we come up with is always greeted with ‘great idea, make
it happen,’” says Elizabeth Brennan. “We sometimes joke that we are
a bit nervous about suggesting an idea because we know Tom will
immediately suggest we make it happen!”
Tom brushes up on his
putting on the LGMA rooftop.
Drop in the Bucket
Like most civil servants, Tom has actively
served the community in both his private and
professional life. For many years, he coached
long distance runners in the Capital Region. In
2010, he decided the Lochside and Galloping
Goose Regional Trails needed water fountains
for the runners, walkers, cyclists and dog
lovers. Single-handedly, Tom designed the ‘Drop
in the Bucket’ project, tapped social media and
the running community, and raised $54,000 in
private and corporate donations. The Regional
District will now install nine water stations
along the Goose and Lochside trails because
Tom always keeps a promise.
Valkyrie.lgma.nov.2012.3.3.final.pdf 1 20/11/2012 5:07:35 PM
One consistent theme everyone agrees on is that they are lucky to
work in a place where the team works together towards a shared
vision. In their words, it’s a joy to go to work. They all know they are
very fortunate and that Tom has been instrumental in creating this
positive environment.
Randee Platz’s favourite “Tom-ism” is when he walks into her office
at 4:25 p.m. and says, “take the rest of the day off, Platz, you’ve
earned it.”
Tom has told staff he is preparing what he calls a ‘cookbook’ of
responsibilities, activities, etc. for the incoming Executive Director.
Staff have teased him about how they are going to prepare the
‘unofficial cookbook,’ which will be twice as thick, about how things
are really done at the office, including many of the indulgences like
soup and chocolate.
C
M
Y
CM
MY
CY
CMY
K
14
When summing up their thoughts on Tom as their boss, the team said:
“Tom always makes us feel special and cared for as his work family.
Likewise, we know how special Tom is. When Tom was advised he
won the Lieutenant Governor’s Silver Medal and had an opportunity
to read our nomination letter, he asked us all to gather because he
wanted to tell us he was truly touched to read about how we felt about
him. It was no big deal to us to write these things about Tom because
we really see ourselves as a family. Tom has created a culture of
kindness, support, encouragement and teamwork, and his legacy will
continue on in this office, beyond his retirement.”
Tom as a friend
Perhaps Tom’s greatest accomplishment in his role has been the
friendships he has made across the province. Virtually everyone who
meets Tom soon considers him a friend.
As Kirkham puts it, “I’m a cynic, but I can’t say a bad thing about
him.”
Others have said that they felt like a lifelong friend after a brief
conversation, and that, while they will miss Tom in terms of his daily
work activities, they have no doubt they will continue to stay in touch
with him as he enjoys retirement.
“Tom is quite simply the most selfless, considerate and generous
person I have ever met,” says Wood. “He is the first one to ask how
you are doing even though he may not be feeling well himself. His
dinner table always has an extra place set for unexpected guests and
he’s quick off the mark to help someone out. I have learned to choose
my words carefully around Tom lest he handle all my chores, chauffeur
me to medical appointments, or give me the keys to his scotch
collection.”
Tom MacDonald and his inspired and extraordinarily capable team
have given the British Columbia local government profession the gift
of excellence in education and training, and we sincerely thank them
from the bottom of our hearts.
v
15
Will you be ready
WHEN DISASTER STRIKES?
By Peter Weeber
When I assumed the role of Chief Administrative Officer (CAO) for
the Village of Queen Charlotte in June 2012, I understood from the
former administrator that the region is a hotspot for earthquake activity
due to a major fault line located just off the coast of the islands that
make up Haida Gwaii. With a background in emergency management,
I have had a number disaster experiences, most notably the 2007 flood
in Terrace and the 2011 flooding in Stewart. Ironically all of the events
were described as the “the largest in history.” I was already starting to
feel like a natural disaster magnet, so moving to a major earthquake and
tsunami hazard zone seemed like a natural choice.
When the shaking started at just after 8 p.m. on Oct. 27, the
residents of Queen Charlotte were getting ready for the Annual Fire
Department Halloween Dance and fundraiser. I was visiting my
family in Terrace on my way to a LGMA event. The earthquake lasted
for about 40 seconds, with enough intensity to shake everyone in
the Terrace neighbourhood out of their homes and into their front
yards. The residents of Queen Charlotte described how they heard an
incredible roar as their homes shook violently and that they could see
the walls and floors moving.
We had a plan and we were trained, but we still
found ways we could improve our response.
Seismologist Dr. John Cassidy described the 7.7 earthquake as “really
huge.” I think the residents of Haida Gwaii would agree with the good
doctor’s assessment.
Once I settled the family back into the house, my first call was to our
Fire Chief and Emergency Program Coordinator to get an update
on the situation in Queen Charlotte. The Fire Chief advised that the
power was out, and that he was concerned that there could be injuries
and damage based on the severity of the quake. Added to this concern
was a tsunami alert stemming from the earthquake.
Over the next three hours we activated the emergency operations
centre, assembled the emergency management team, evacuated
the residents in the tsunami hazard zone, opened a reception
centre, coordinated information with stakeholders and Emergency
Management BC, made contact with the provincial media, and
cancelled the Halloween Dance.
It was a busy night, and with the power and internet services down in
Queen Charlotte I spent the evening on the phone with the Fire Chief
coordinating resources, relaying information and setting up media
interviews for the Mayor from Terrace.
“After the retrofit,
we had a significant
reduction in energy use
and received a $48,000
rebate from FortisBC.”
Joe Tank,
Manager of Operations,
School District No. 5
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fortisbc.com/energysolutions.
FortisBC uses the FortisBC Energy name and logo under license from Fortis Inc. (12-317 11/2012)
At 11:17 p.m., the tsunami warning was downgraded to an advisory
by the U.S. National Weather Service’s Tsunami Warning Center.
As things returned back to normal, the Fire Chief and I reflected
on the events over the last few hours and started to make a list of
all the things we wanted to change to be better prepared for the
next emergency. An incredible amount of work had been done by
an amazing team in response to what turned out to be the largest
earthquake in Canada in over 60 years. There were no physical injuries
from the quake – the only confirmed casualty was the Halloween
Dance. We had a plan and we were trained, but we still found ways we
could improve our response in future.
I encourage you as local government leaders to take a moment and
think about the most likely emergencies that could impact your
community. Try to anticipate what your staff, community, stakeholders
and media would do in the first hours of an emergency. Ask yourself
a few simple questions: Do we understand the risks? Do we have an
effective plan? Is our plan based on the BC Emergency Response
Management System (BCERMS)? Are our people trained? Do our
people understand their role during an emergency? Do we have
alternates for key positions?
16
Do we have enough people to manage an emergency that lasts for
more than 24 hours? Have we tested our plans? Do our residents
know what to do during an emergency? What are the consequences if
we fail? Who will be held accountable?
The single most important action during an emergency is effective
communication. The success of your response entirely depends on
how well you communicate internally with your team and externally
with your community, stakeholders and the media. If you think this
can be done effectively without a well-tested plan, you are really
mistaken. You need a clear crisis communication plan to support your
emergency response, and trained staff in place to help disseminate
information and monitor traditional and social media.
Practical advice, creative options
and value for local government
Planning, Development & Environmental Law
Carvello
Law
Corporation
Lui Carvello, MCIP
Lawyer & Planner
203-1005 Broad Street
Victoria, BC V8W 2A1
250-686-9918
[email protected]
www.carvellolaw.ca
Emergency planning is complex, and I
recommend that you hire a professional
to work with your management team
to identify the risks, create a plan based
on your capacity, train your staff and
test your plan annually. CAOs will
often hand off emergency planning
responsibilities to the Fire Chief. This
makes sense in theory, but the Fire Chief
can only do one job at a time, so there
is a good chance the Fire Chief will be
managing fire department operations
Peter Weeber
during a crisis. If you choose to assign
the Emergency Program Coordinator role to the Fire Chief, it is your
responsibility to find a qualified alternate for the operational position
or ideally be the alternate.
In the BCERMS structure, it’s important to have a trained manager
with authority for decision making in the role of the Emergency
Operations Centre (EOC) Director. The EOC Director, in most cases
the CAO, approves every major decision made by the emergency
management team. The objective of the emergency management team
is to minimize the impact of an emergency by supporting operations
and facilitating communications. Success will be measured in lives
saved, fewer injuries, reduced damages, decreased service disruptions
and a shorter recovery time. Your team’s success will depend on your
ability to function effectively within the BCERMS system.
When we look at the cost and the time needed to prepare an
emergency plan, it is tempting to think “it can’t happen to me” or
“if it happens to me, we can handle it.” If you put more effort into
planning your vacation than you do into emergency planning, I would
suggest you take some time and reflect on the consequences of not
having an effective plan in place. I know from experience that local
governments that have gone through a major emergency would all
agree that a well thought out and fully tested emergency plan is critical.
There are resources available through Emergency Management BC
(EMBC) that can help you prepare and train for a disaster. I encourage
you to check them out and apply them in your community so we can
all respond effectively and recover quickly when disaster strikes.
for
Local Government
PH: 250.380.7744
FX: 250.380.3008
www.sms.bc.ca
2nd Floor, 837 Burdett Av.
Victoria, British Columbia
Canada V8W 1B3
v
Advice and
Advocacy
17
LGMA UPDATES
Walk a Mile in My Shoes
Information and Knowledge Sharing Between Local Governments and First Nations in B.C.
British Columbia’s physical landscape encompasses 944,700
square kilometres and contains 190 local governments and many
First Nations, Bands and Tribal Councils. While in many parts of
the province the relationships between First Nations and local
governments are excellent and productive, there are other situations
where the relationships between these communities have been more
in the nature of either distant, negative, or even non-existent.
One of the reasons for weak relationships between local
governments and First Nations may be related to the lack of
understanding that the staff of these organization have for their
respective counterparts and the challenges that face them.
Perhaps if there was a greater understanding of the roles,
responsibilities, and constraints, and a better sharing of knowledge
and experiences between local government and First Nations
administrators, these relationships could be improved.
The First Nations Public Service Secretariat (FNPSS) and the
Local Government Management Association of British Columbia
(LGMA) are pleased to co-sponsor an initiative called Walk a Mile
in My Shoes.
Through this initiative, administrators from local governments and
First Nations who so request would be paired for a one-day job
shadow of each other’s respective organization, where they can
observe and get a real feel for how their counterpart’s organization
functions.
How it Works
A local government manager or First Nations Administrator
seeking to arrange a job shadow with a counterpart in another
community will make this request either to the LGMA or FNPSS,
and they will act together as facilitators and will make joint efforts
to arrange for the job shadows to occur. Although desirable, it is
not essential that a job shadow occur between a local government
and First Nation whose borders are immediately adjacent. LGMA
and FNPSS will make every effort to arrange whatever pairing is
desired by the party making the request.
Further Information
First Nations Public Service Secretariat:
Christa Williams, 604-926-9903 or [email protected]
Local Government Management Association:
Tom MacDonald, 250-383-7032 or [email protected]
(After Jan. 25, contact 250-383-7032 or [email protected] to the attention of
the Executive Director.)
18
members page
MEMBER MOVEMENT
Cecile Arnott, Chief Administrative
Officer, City of Rossland (Formerly
Chief Financial Officer, City of Grand
Forks)
Heather Avison, Chief
Administrative Officer, City of Terrace
(Formerly Director of Corporate
Services, City of Terrace)
Brian Carruthers, Chief
Administrative Officer, Regional
District of Central Kootenay
(Formerly Chief Administrative
Officer, City of Williams Lake)
Tom Day, Chief Administrative
Officer, District of Summerland
(Formerly BC Transit, Township of
Esquimalt)
Robin Dalziel, Chief Administrative
Officer, City of Greenwood
David Duckworth, Director of
Corporate Services and Community
Safety, City of Kamloops (Formerly
Director of Public Works and
Sustainability, City of Kamloops)
Joan Harrison, Director of Corporate
Services, Regional District of
Nanaimo (Formerly Manager of
Legislative Services, City of Nanaimo)
Mike Reiley, Director of Development
Services, District of Coldstream
Stan Westby, City Manager, City of
Whitehorse
RETIREMENTS
May 12-17
MATI Managing People in Local
Government Organizations
Bowen Island
October TBA
Administrative Professionals
Conference
Location TBA
Nancy Avery, General Finance &
Information, Regional District of
Nanaimo
June 11
Approving Officers Workshop
Delta Grand Okanagan, Kelowna
Related
organizations –
ProGrams & Events
Marg Coulson, City Clerk, City of
Vancouver
Gregory Dobrowolski, Deputy
Chief Administrative Officer, City of
Dawson Creek
Len Hrycan, Director of Community
and Corporate Affairs, City of
Kamloops
Victor Kumar, Chief Administrative
Officer, City of Rossland
June 11-13
LGMA Annual Conference & Tradeshow
June 16-21
MATI Leadership
Bowen Island
Walter McLellan, Municipal Clerk,
City of Kitimat
August 13-16
MATI Foundations
Michael Phelan, Manager of Finance, University of Victoria
Fraser Valley Regional District
October 6-11
Jerry Spence, Deputy Chief
MATI Community Planning for Administrative Officer, City of
Non-Planners
Chilliwack
Lake Okanagan Resort, Kelowna
LgmA 2013
ProGrams & Events
February 13-15
CAO Forum
Hotel Grand Pacific, Victoria
April 21-26
MATI Advanced Communications
Bowen Island
Where is Margaret Warwick now?
When we caught up with Margaret Warwick, she was preparing for a trip
to Edmonton, where she would be attending a baby shower in anticipation
of her first great-grandchild. After a long and satisfying local government
career, Margaret is embracing the good life of retirement.
Margaret began her local government career as an on-call stenographer
in the Engineering Department at the City of Port Coquitlam. The year was
1972 and she had been called in to cover staff who would be away over the
Christmas holiday period. She continued on an on-call basis until fall 1973,
when she was offered a full-time position with the City. Before too long,
she had progressed through the organization, including a move to the
Administration Department, where she became acting Deputy Clerk.
June 11
Women in Local Government
Leadership
19
October 16-18
Clerks & Corporate Officers Forum
Spirit Ridge Vineyard Resort & Spa,
Osoyoos
October 20-25
MATI School For Statutory Approving
Officers
South Thompson Inn, Kamloops
May 29-31
Government Finance Officers
Association of BC Annual
Conference
Whistler, BC
May 31-June 3
Federation of Canadian
Municipalities Annual Conference
Vancouver, BC
June 2-5
Government Finance Officers
Association Annual Conference
San Francisco, CA
August 18-21
Institute of Public Administration of
Canada Annual Conference
Montreal, QC
September 16-20
Union of BC Municipalities Annual
Convention
Vancouver Convention Centre
September 22-25
International City/County Management
Association Annual Conference
Boston/Massachusetts, New England
In 1979, the newly incorporated Village of Belcarra recruited Margaret to
become its first-ever Chief Administrative Officer/Clerk/Treasurer (and
dogcatcher and everything else, she says!). For Margaret it was a most
interesting time as the Council of the day felt that not all municipal
procedural rules should apply to them, and that they would like to do
things the way they wanted. However, she persevered and helped the
fledging municipality get itself up and running.
In 1981, Margaret moved to the District of North Vancouver to assume the
position of Deputy Municipal Clerk. Three years later she became Municipal
Clerk, a position she held until 1991, when she moved to the District of
West Vancouver to become Municipal Clerk, where she stayed until her
retirement from active local government service in 2001.
members page
special recognition
Retirement
Don Sutherland has retired after 35 years with
the Ministry of Community, Sport and Cultural
Development. Since joining the then Ministry
of Municipal Affairs in 1977, Don worked in
the finance, local government structure and
administration areas, finishing as the Director of
Advisory Services.
He made major contributions to implementing
changes to the architecture of local governments
in B.C. For example, he took on a leading role in
Don Sutherland
implementing the reform of local government
legislation from 1996 to 2003, culminating in 2004 with the Community
Charter coming into force. At the same time, Don has assisted a wide range
of communities and regions with advice and problem-solving. This includes
the incorporation of Sooke, creation of the Capital Region Water Commission
and dissolution of many improvement districts.
2012 Scholarship Winners Announced
LGMA is pleased to announce that the following individuals have been
selected as the 2012 educational scholarship recipients for the Grant
Anderson Commemorative Scholarship, the LGMA Distinguished Members
Legacy Fund Scholarship, and the Ken Dobell Public Service Education
Fund Scholarship. Scholarship criteria details are posted at www.lgma.ca.
Grant Anderson Commemorative Scholarship ($1,000 each)
Sean Terrillon
University of
Victoria
Mark Koch
University of
Alaska
LGMA Distinguished Members Legacy Fund Scholarship ($900 each)
A strong supporter of local government administrators, he worked closely
with the LGMA over the years, including serving on the elections and
legislation committees and on the Board of CivicInfo BC. Don has a passion
for local government elections and is proud of his work with chief elections
officers across the province over many general local government elections,
by-elections and referenda.
Don will be greatly missed by his colleagues in the Ministry and the local
government world. He is extremely knowledgeable and helpful, and can
answer even the most arcane question regarding legislation.
Raeleen Manjak
University of
Phoenix
Don and his partner Gretha plan to stay in the Capital Region and be close to
their sons and grandchild.
Photo unavailable: Melany de Weerdt, University of Victoria
Dawn Portman
University of
Victoria
Gaby Yeung
University of
Victoria
Ken Dobell Public Service Education Fund Scholarship ($1,900 each)
Photos unavailable:
Certified Municipal Clerk (CMC) Designation
Lesley Scowcroft
University of
Victoria
The following individuals have earned the prestigious Certified Municipal
Clerk (CMC) designation from the International Institute of Municipal Clerks:
• Frances Long, CMC, City of Nelson
• Keri-Ann Austin, CMC, District of Coldstream
• Linda Kelly, CMC, City of Pitt Meadows
• Michelle Martineau, CMC, District of Tofino
Marija Soklic
University of
Northern British
Columbia
Judith Zwickel
University of
Victoria
Lindsay
Bisschop
University of
Victoria
Denise Porter
University of
Victoria
Leila WilloughbyOakes
University of
Victoria
Board of Examiners
Three local government employees from communities across B.C., recognized
for their education and work experience in the local government field, are
being awarded the following certificate by the Board of Examiners.
Certificate in Local Government Service Delivery:
• Robert Grodecki, Corporate Administrator, City of Prince Rupert
• Christine Havelka, City Council/Committee of the Whole Secretary, City
of Victoria
• Janet Hawkins, Council Secretary, City of Victoria
Tax deductible donations to all scholarship funds are welcomed.
The funds are administered on behalf of the LGMA by the Vancouver
Foundation (www.vancouverfoundation.ca) and have been established
by the LGMA to provide ongoing support for professional development by
our members.
20
members page
OUR TOWN:
District of Kent
The District of Kent is a friendly, agricultural community known for its healthy
country lifestyle and endless outdoor activities. With the success of the Circle
Farm cycling tours, fishing on the mighty Fraser River, paragliding off Mount
Cheam as well as being neighbours with the resort community of Harrison
Hot Springs, we are no longer the Fraser Valley’s best kept secret!
As a multiple provincial “5 Bloom” recipient, visitors to our community will
instantly feel our country pride as they enter our town. Green spaces are
expansive, including in the downtown area, which boasts Pioneer Park. This
three-acre park, located directly across the street from merchants, is home
to the Agassiz Harrison Museum, Visitor Information Centre and our local
newspaper. You can check out our extensive network of trails and pathways,
including the new six-kilometre Mountain View extension.
After all that “fresh” air, you will want to check out the original Circle Farm
Tour. From certified organic hazelnuts, roasted coffee in a 1919 Flame Roaster,
artisan cheeses, and organic-fed chickens, we dare you not to try a sample or
two. Slow Food Vancouver has hosted an annual cycle tour in Agassiz for six
years with over 800 registered participants. For seasonal market items, come
and visit us downtown in Pioneer Park where the Agassiz Farm Fresh Market is
open every Thursday, 3 to 6 p.m. from June to September.
If so desired, our year-round outdoor playground allows you to ski and golf on
the same day with just 25 kilometres separating Hemlock Valley Resort from
the world-class Sandpiper Golf course, one of five golf courses in the area.
We are renowned as the Corn Capital of B.C. and our annual Agassiz Fall
Fair and Corn Festival has been selected over six times as Fair of the Year
in its size category by the BC Fairs Association. Our own Councillor Holger
Schwichtenberg was named this year’s Corn King. Judging is based on field
cleanliness, corn uniformity, maturity and efficient nitrogen use.
An interesting corn fact – did you know that up to 75 per cent of all grocery
items contain corn in some processed form? Products that contain corn
include: ketchup, soft drinks, ink, latex paint, spark plugs, tire, wallpaper,
varnish, dog food, ice cream, chewing gum, margarine, mayonnaise and
yogurt. Other corny facts: an ear of corn averages 80 kernels, corn is grown in
every continent except Antarctica, and finally, corn is a person’s best friend.
It’s the best listener (has a good ear) and never talks back.
So whether you want to relax at the beach at Harrison Lake or try paragliding
off Mount Cheam, the District of Kent is ideally situated within 127 kilometres
of Vancouver and 32 kilometres of Hope. Being off the beaten track of the
Trans Canada Highway has allowed our community to continue to maintain its
rural and friendly atmosphere and insulates us from the “Big Smoke” so we
keep our country culture. Yippee Kayah – y’all come back, ya hear!
– Wallace Mah, Chief Administrative Officer, District of Kent
Where is Margaret Warwick Now?
acknowledged the great support she received both as a regular member of
the association and as a member of the executive.
Until approximately two years ago, Margaret
kept her hand in the business by performing
contract work for a variety of local governments
including Pitt Meadows, Abbotsford, New
Westminster and Metro Vancouver and even
returned to Belcarra to provide coverage while
the CAO was away on medical leave. As well,
she was retained by the provincial government
to conduct the incorporation vote for Union Bay.
Looking back on her career, Margaret reminisced fondly on the satisfaction
of the jobs she held and in particular, accepting the District of North
Vancouver’s new Coat of Arms from the Lieutenant Governor at a special
ceremony. She acknowledges the great changes that have occurred in local
government, but suggests that the key characteristic of a good municipal
clerk continues to be being able to help members of Council and the public
work through the often-complicated processes of local government in a way
that they understand.
Throughout her career, Margaret pursued continuous learning, including
taking local government studies at BCIT and the University of Victoria and
attaining her Senior Certificate from the Board of Examiners.
Margaret was also very actively involved in the affairs of the Municipal
Officers Association (now the LGMA), beginning as a Lower Mainland
Chapter representative and then moving through the ranks to become
its president in 1995. As she reflected on this experience, Margaret
21
Now in a very active retirement, Margaret is president of the strata
corporation where she lives and is a volunteer board member of the
Anglican Diocese, of which she is a member. She continues to bowl and
recently has taken up art lessons, when she is not otherwise occupied with
her three daughters and four grandchildren. And as noted above, she is very
much looking forward to the arrival of her first great-grandchild!
Margaret would welcome hearing from her former colleagues and can be
reached by email at [email protected]
Leaders in Local
Government Law
LIDSTONE & COMPANY
Local Government Lawyers
Lidstone & Company: part of your team, your creative solution, your security and your
effectiveness in every area of local government law. Contact us at [email protected]
1300 Sun Tower - 128 W Pender Vancouver BC V6B 1R8
Ph 604.899.2269 Fax 604.899.2281 Toll Free 1.877.339.2199
101947 LGMA Newsletter Ad.indd 1
01/08/12 12:32 PM

tom Macdonald: from good to great p6

Transcription

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