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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. WINTER 2019
Communication:Inside and Out P8
P6 CELEBRATING A CENTURY
P14 LESSONS LEARNED: CASE STUDIES
P21 COMMUNICATION TIPS
VANCOUVER OFFICE
1616–808 Nelson Street Box 12147 – Nelson Square Vancouver, BC V6Z 2H2 T: 604.689.7400 F: 604.689.3444Toll Free: 1.800.665.3540
KELOWNA OFFICE
201–1456 St. Paul StreetKelowna, BC V1Y 2E6T: 250.712.1130F: 250.712.1180
www.younganderson.ca
Sharing information and expertise helps build strong, sustainable communities. Young Anderson is proud to support professional development opportunities for municipalities and regional districts.
Promoting Professional Management & Leadership Excellence in Local Government1
UpdateIn this Issue 2President’s Report 3Executive Director’s Report 4Case of Interest 5 Members Page 23Our Town 24
Professional DevelopmentTips & Tactics: Communications 21and Engagement
Programs & Events 23
24Our Town: Village of AnmoreWhere is Anmore, you ask?
Find out more about this
hidden gem in Metro Vancouver
– the home of popular
recreation destination Buntzen
Lake, community festivals and
semi-rural living.
6Help Celebrate a Century in 2019How will you help celebrate
the LGMA’s 100th anniversary
in 2019? Find out about our
volunteer challenge, interview
series, tree-planting program
and more.
8Communication: Inside and OutHear from two communication
and engagement professionals
who help local governments
carry out transparent and
responsive communication –
both within their organization
and with the community.
14Lessons Learned: Three Communications Case StudiesGet new perspectives on
engagement from the
Township of Equimalt and
Langley City, and learn about
Ontario’s requirement for local
government codes of conduct.
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.
Exchange is printed on Sappi Flo, an FSC® Certifi ed 10% recycled fi bre paper at Island Business Print Group.
LGMA Offi ce:Suite 710A 880 Douglas StreetVictoria, BC V8W 2B7Telephone: 250.383.7032Email: offi ce@lgma.caWeb: www.lgma.ca
Contact the Editor:Email: editor@lgma.ca
Cover Illustration: akindo/Getty Images
A Quarterly Publication of the LGMA Exchange – Winter 2019 2
IN THIS ISSUE
H aving worked as a communications professional for close to 30 years, and with a focus on local government for 18 years, it probably comes as no surprise that I thoroughly enjoyed working on this edition of Exchange.
Communicators have long lobbied for increased transparency, more proactive communication and improved responsiveness to citizens and the media. But with the impacts of social media and the emergence of increased expectations for engagement, it feels like everyone else is joining our team.
Over the past few years, I’ve found that there is a signifi cant increase in demand for media and social media training. The Information Offi cer course I teach for the Justice Institute of BC is regularly sold out, with people waiting for the next session to take the training on how to communicate more effectively in a crisis. I’ve also noted that there are more and more communication professionals being hired to lead the communications and engagement for local government. When I fi rst started with the City of Coquitlam back in 2001, there were very few local governments in the Lower Mainland that had a designated communication position – I was one of three or four in total. It is quite frankly a relief to see the recognition that communication and engagement benefi t tremendously from having a communications professional in a dedicated position to help guide these processes.
As Coquitlam’s communication manager, I had the amazing opportunity to create the communication program from the ground up, including developing policies and procedures and creating a logo and brand guidelines for the organization. Today, local governments are faced with the same requirement to develop and implement new policies that address social media opportunities and pitfalls, as well as updating codes of conduct to support respectful behaviour and communication on social media platforms, in the community and in the workplace.
In Communication: Inside and Out, we hear from two communication and engagement professionals who are providing advice and assistance to support transparent and responsive standards in their organizations.
This includes how local government managers support and advise their elected offi cials, as well as how to be more effective when communicating with and engaging the community. They also highlight policies, procedures and best practices that are emerging to support changes in technology and meet community expectations.
In the case studies, the Township of Esquimalt and Langley City provide new perspectives on engagement. They show how sometimes the primary audience needs to be elected offi cials, and that sometimes having engagement to achieve meaningful outcomes requires consulting with experts. In the Ontario case study, a legal expert and integrity commissioner for local governments in the province outlines how new provincial legislation is requiring local governments to establish codes of conduct to address concerns related to egregious behaviour by elected offi cials.
As local governments transition from initial orientation for elected offi cials to ongoing operations, these stories and advice from experienced communicators help to provide perspectives about what it takes to deliver effective and successful communication and engagement in our communities. I encourage local governments to look at what others are doing, learn from their success stories and take note of the challenges and how they are addressed as part of continuous improvement.
Communication is the foundation for how we relate to each other, including working with Council, communication amongst staff and engaging with the community. In today’s world, transparency is becoming paramount and if information is not confi dential, the community expects to be informed. And if it is a decision or action that affects them, they expect to be consulted. When a local government is successful in this area, they build trust and instill confi dence – inside the organization and out in the community.
Th erese Mickelson, ABC
Editor
It is quite frankly a relief to see the recognition that communication and engagement benefi t tremendously from having a communications professional in a dedicated position to help guide these processes.
Promoting Professional Management & Leadership Excellence in Local Government3
I t’s a pleasure for me to provide you with an update on some key
activities that the LGMA has been involved in over the past
months, which we hope will support you as you begin engaging,
onboarding and preparing your elected offi cials for the next four
years of work together. By now I hope all of you have had a chance
to review the Elected Offi cials Orientation Resource Kit, which went
to CAOs and Corporate Offi cers in early August. We encourage
you to use the resources in the orientation kit, and the samples of
materials both within the kit and online at CivicInfo BC, as well as
the candidate resource materials such as videos and election support
materials provided by the Ministry of Municipal Aff airs and Housing,
UBCM and the LGMA.
With the rise of incivility in worldwide political discourse, I oft en
refl ect on the importance of our work as local government
professionals. You may know that I grew up during the apartheid era
in South Africa, seeing fi rsthand the devastating and unfair impacts
that go along with being an un-democratic society. Knowing that, I
believe that we must fi ercely protect the democratic institutions that
make our country special. I hope that even in a small way, the LGMA
can assist in encouraging good governance and respectful conduct for
communities in our province.
Over the past two years, LGMA staff have committed signifi cant time
and energy to support the Working Group on Responsible Conduct
and have welcomed the opportunity to join the Ministry and UBCM
in this collaborative eff ort to address issues related to the responsible
conduct of elected offi cials.
Just as we are expecting our elected offi cials to demonstrate ethical
behaviour and respectful conduct, it is important for us as the
administrative professionals of our organization to be and be seen
to be ethical. As a professional association, the LGMA remains
committed to promoting a culture and philosophy of ethics to
shape the values and expected behaviour of its members. Th e Board
of the LGMA has announced that it will mark the coming 100th
anniversary year with a review of the LGMA’s Code of Ethics and
complaint procedures.
We also want to reinforce the eff orts of the Working Group on
the Responsible Conduct of Elected Offi cials by mirroring their
foundational principles for responsible conduct and ensuring that
we can, with confi dence, demonstrate the highest standards and
guidelines for ethical conduct and integrity in all public, professional
and personal relationships in order that each of us merits the trust
and respect of our elected offi cials, fellow administrators, employees,
and the public.
Th e ethics review process has started under the guidance of the
LGMA Ethics Committee comprised of former Presidents Kelly
Ridley, Paul Murray and Patti Bridal. Th e Ethics Committee has also
retained the expertise of Tim McGee, the recently retired CEO of
the BC Law Society. Th ey are reviewing leading practices of codes
of ethics, complaint procedures and remedies from associations
both national and international to assist with answering a range
of questions critical to how the Ethics Committee approaches any
changes. Th ese include questions around compliance, regulatory
approaches, public interest complaints and how standards of
behaviour can be measured.
Early in 2019, they will be surveying local government professionals
about specifi c proposed changes to the Code of Ethics. We expect to
have draft recommendations from the Ethics Committee by March
2019 for local government professionals to review and comment on.
Changes to the Code of Ethics and complaint procedures will be
presented to the membership at the Annual General Meeting on
June 12, 2019 for a vote.
I also hope you all know that next year is our 100th anniversary and
that you’re following our Facebook page. Please send us any materials
from your local government – we love the photos and the memories
being shared! We also encourage you to plant a tree to celebrate the
work of local governments in our communities. An information kit
has been sent to your local government with details on this project.
It is a great honour to lead the LGMA during my term as President,
and my hope is that you fi nd the examples and resources highlighted
in this edition of Exchange inspiring, so that we may encourage good
governance and celebrate the impressive work going on in our industry.
Mark Koch
President
We must fi ercely protect the democratic institutions that make our country special. I hope that even in a small way, the LGMA can assist in encouraging good governance and respectful conduct for communities in our province.
PRESIDENT’S REPORT
A Quarterly Publication of the LGMA Exchange – Winter 2019 4
EXECUTIVE DIRECTOR’S REPORT
Thank you for continuing to provide your evaluations and feedback on our programs – it’s what helps us improve and prioritize new program offerings.
This time of the year is always uplift ing for the LGMA team as we
fi nish off our training programs, prepare our workplan for the
coming year and refl ect on all that we’ve contributed to serving
our members and local government professionals over the past
year. In both thinking about 2018 and gearing up for 2019, it gives us
a sense of accomplishment as well as energy and excitement as we get
ready for a new year of programs and training opportunities, especially
this year given all our planned centennial celebrations!
Aside from our signature training like the CAO Forum, Corporate
Offi cers Forum, Administrative Professionals and Annual Conferences,
thinking about what programs to develop is invigorating, particularly
when you, the members we serve, have told us what you need
and expect from us. So thank you for continuing to provide your
evaluations and feedback on our programs – it’s what helps us improve
and prioritize new program off erings.
As we prepared for 2019, we used the recent 2018 CAO Survey report
from across Canada by StrategyCorp Inc. as an important touchstone
for the trends we’ve been tracking here in British Columbia. Of note,
our team has had a number of discussions with program advisory
committees, faculty and presenters, as well as with local government
thought leaders on several of the critical areas highlighted in the
CAO survey. Topics included the growing fi scal crunch, the race for
talent, the pressures of disruption and populism in local government
engagement with communities, and the eff orts towards reconciliation
with Indigenous peoples.
As we honour the work of the thousands of volunteers over the
past 100 years who have built, delivered, and rebuilt our training
and professional development programs and have defi ned the
professionalism of the vocation of local government public service,
we are also refl ecting on the future challenges for the profession. In
particular, we’ve noted the human resource pressures many local
government managers are facing. Th e human resource trends
highlighted by Morneau Shepell, one of Canada’s leading employee
benefi ts companies for 2019, are telling: employee turnover due
to retirements and retrenchments are predicted to be on the rise;
supporting the mental health of employees is a top fi ve priority for
many employers; and improving employee engagement is the number
one focus for a majority of employers to better recruit, retain and
motivate their workforce.
Th ese are areas that we have also been focused on as we have refi ned our
training goals and redeveloped the content for many of our programs
over the past couple of years, and we are committed to continuing
to do so. We are off ering more targeted opportunities for a variety
of local government leaders for training in human resource topics
like employee engagement through CAO and Corporate Offi cer
Forum and Annual Conference sessions, assisting organizations with
understanding and developing strategies to address mental health risk
among employees through a training partnership with the Canadian
Mental Health Association, and improving opportunities to ensure our
local government leaders have the skills to encourage and demonstrate
respectful communication.
As the year winds down, thank you to each and every one of you for
the great work you are doing in your communities. We look forward
to celebrating 100 years of growing the local government profession
with you in 2019, including our commemorative projects like planting
a tree in honour of the local government profession in every local
community across B.C., celebrating your volunteer contributions to
your communities through our 100,000 Hours campaign, and raising
$100,000 to support a new First Nations Public Service scholarship in
partnership with the First Nations Public Service Secretariat. You can
learn more about all these commemorative campaigns in this edition of
the Exchange or on our website.
Wishing all of you a wonderful holiday season and a happy, prosperous
and peaceful 2019. I look forward to celebrating a century of our work
together next year!
Nancy Taylor
Executive Director
Promoting Professional Management & Leadership Excellence in Local Government5
By Ryan BortolinStewart, McDannold Stuart Barristers & Solicitors
Councillors Behaving Badly
Addressing disrespectful and unlawful conduct by locally elected
officials is not a new topic. However, in the age of social
media, it is a larger topic than ever before due to the enhanced
scrutiny that both local governments and elected officials
face. For some types of misconduct, the consequences are clear. For
example, there is a potential for disqualification under the Community
Charter for an elected official who participates in a matter in which
they have a conflict of interest. But what about behaviour that while
still unacceptable, does not reach the level of potential disqualification?
UBCM has identified this an issue, and its Working Group on
Responsible Conduct has developed a model code of conduct for
Boards and Councils to adopt. However, the Working Group has not
recommended a form of sanction for a breach of a code.
This leaves Councils and Boards with only one option when
considering how to address misconduct that does not go to the level
of disqualification – a motion of censure. A motion of censure is a
motion passed by a Council or Board expressing disapproval with the
behaviour of one of its members. The parameters of what sanctions can
be imposed through a motion of censure are not clear because the ability
to pass these motions is not expressly created by a statute and judicial
consideration of these motions is sparse.
There are two reported cases involving motions of censure in British
Columbia. The first was Barnett v. Cariboo (Regional District), a
challenge of a resolution restricting a director from having any contact
with staff except through written correspondence due to complaints
regarding his interactions with staff. The court found that the Board
had the authority to pass the resolution because the powers conferred
on the Board under the Local Government Act have to be interpreted to
permit the Board to exercise power that is necessarily or fairly implied
by statute, including its authority to control its own processes.
The other case is Skakun v. Prince George (City), 2011 BCSC 1796.
The Councillor in this case disclosed a confidential report on workplace
harassment to the media without authorization. As a result, he was
convicted under the Freedom of Information and Protection of Privacy
Act for disclosing personal information contrary to that act. Council
wanted to take an additional step of censuring his conduct. A court
application was made to determine whether Council had the authority
to do so. The court determined that Council had the authority but
warned that Council must be cautious when passing a motion of
censure, due to its potential to be used as a political tool. The court also
discussed whether Council can impose additional sanctions. It expressed
doubt as to whether Council has this authority and advised Council to
exercise extreme caution when considering whether to do so.
These cases both make it clear that even when a failure to comply with a
legal obligation or to behave in a respectful manner does not reach the
level of disqualification, there are repercussions that can follow.
CASE ofINTEREST
The UBCM’s Working Group on Responsible Conduct has developed a model code of conduct for Boards and Councils to address unacceptable behaviour.
The Potential Consequences of Unlawful and Disrespectful Behaviour
A Quarterly Publication of the LGMA Exchange – Winter 2019 6
Continued on page 7
LOOKING BACKAnnual Conference delegates exploring the emerging world of personal computing at the 1991 LGMA Annual Conference Showcase in Whistler. This same year, the World Wide Web was turned on for the first time in Switzerland.
LGMA UPDATES
Supporting Local Government Professionals for 100 YearsTo celebrate its 50th conference in 1989, the LGMA, then called the
Municipal Offi cers’ Association of BC, published a history of the
Association and stressed that its success is a refl ection of the strength of
its members. In 2019 as the LGMA celebrates 100 years of supporting
local government professionals, we want to celebrate the impact that our
members make in communities across the province. Th roughout the
year we have a number of LGMA100 projects designed to celebrate our
members, and we need your help to make 2019 an unforgettable year for
the Association.
Join the LGMA in the 100,000 Hours Volunteer ChallengeLaunched in November 2018, the 100,000 Hours Volunteer campaign has
already seen dozens of local government professionals share hundreds of
hours of volunteer impact.
Even when away from the offi ce, local government professionals spend their
free time volunteering to support community causes. We want to highlight
the impact local government professionals make in their communities. Visit
our website (www.lgma.ca/100000hours) and log your volunteer hours
today. Together we will reach our 100,000 goal before the end of 2019!
Help Celebrate a Century in 2019“The strength, effectiveness and growth of the [LGMA] is measured in direct relationship to that of its members.”
Promoting Professional Management & Leadership Excellence in Local Government7
100 Years of Local Government – Growing a ProfessionWhether helping communities through the Great Depression, earning
special commendations for wartime rationing eff orts, or helping
build a system that supports learning, leadership and growth, LGMA
members have made an incredible impact in our province. Check
out our video series “100 Years of Local Government: Growing a
Profession,” on our Facebook page (www.facebook.com/LGMABC)
and explore the decade-by-decade evolution of the local government
profession over the past 100 years.
We are looking for members to interview for this series. If you have
a story from your career in local government to share from the
1980s, 1990s, or 2000s, please contact rhunt@lgma.ca.
Plant a Tree to Celebrate the Work of Local Government ProfessionalsDuring Local Government Awareness Week 2019 (May 26-31) the
LGMA is working with local governments across B.C. to plant a tree
in recognition of a century of hard work, dedication, and innovation
by local government professionals. If you attend a tree planting
ceremony in your community, take a picture and share it with us on
Twitter (@LGMABC) using the hashtag #LGMA100.
Get Updates and Get Involved To receive the latest LGMA100 announcements, follow our
LGMA100 Facebook page (www.facebook.com/LGMABC) or
subscribe to our weekly newsletter. If you have a memory, photo,
or story you’d like to share, please contact Ryan Hunt, LGMA
Communications & Membership Engagement Coordinator
(rhunt@lgma.ca).
We hope to celebrate the LGMA’s Centennial with you at our 2019 Annual Conference in Vancouver June 11-13!
years of Service to Local GovernmentCelebrating
A Quarterly Publication of the LGMA Exchange – Winter 2019 8
By Therese Mickelson, ABC
A Quarterly Publication of the LGMA Exchange – Winter 2019 8
Inside Out&COMMUNICATION:
Promoting Professional Management & Leadership Excellence in Local Government9
Continued on page 10
Eff ective engagement demonstrates responsiveness and
transparency and shows how the local government is a cohesive
unit working to support the community. Th is involves engaging
Council, staff and the community by keeping them informed,
inviting input or feedback on local projects, plans and new initiatives,
and creating an environment that encourages respectful interactions.
Th e foundation for successful communication and engagement in
local government stems from adhering to open government principles,
and creating policies and procedures to guide actions that refl ect those
values. It is also essential to understand the changes in communication
and the corresponding increase in demand for engagement and
immediate response to concerns and inquiries.
While the expectations for meaningful communication and engagement
continue to impact local governments, it’s important to remember that
the responsibility for these tasks doesn’t sit solely on the shoulders of the
corporate communications staff .
“Th e reality is that every time we speak to someone, whether it’s a
colleague, elected offi cial, member of the public or media, and regardless
of whether it’s a casual, friendly conversation or part of a public
presentation, we’re all communicating,” says Ted Townsend, Director,
Corporate Communications and Marketing, City Richmond. “We just
have to recognize that we need to give some thought and structure to
how we communicate so that we can be eff ective and successful.”
Like many aspects of good governance, communication and engagement
benefi ts from clearly defi ned principles and the application of consistent
policies and protocols.
“First and foremost, the principles that should guide communication are
accountability, openness and the importance of keeping the community
informed about the actions and decisions taken by the City, and
specifi cally by Council,” says Townsend. “It’s also important to keep
the community informed about the role they can play in terms of the
decision-making process.”
Townsend also points out the lessons learned as the demand for
engagement grows in local government.
“We need to be forthright about what is up for discussion, whether
they have the opportunity to infl uence the decision, and what’s not up
for discussion,” says Townsend. “Too oft en, local governments go out
under the guise of consultation, but really they are just telling the public
what they are going to do. Don’t call it consultation when it’s really just
information-sharing.”
When it comes to engagement, there is a recognized spectrum that starts
with informing audiences, moves to consultation and involvement,
and progresses to collaboration and empowerment to make decisions.
Th is spectrum was established through the International Association
for Public Participation (IAP2), and most governments are primarily
applying the inform, consult and involve aspects of the spectrum. Very
few actions, such as elections and referendum, count as empowerment.
As an international leader in public participation, IAP2 has also
developed the “IAP2 Core Values for Public Participation” that establish
best practices for the development and implementation of public
participation processes. (For core values see Tips and Tactics, page 21.)
Local governments like the Municipality of North Cowichan are
integrating these values into the way they implement engagement
initiatives in their community.
When done well, communication helps build trust, instill confi dence and foster positive relationships internally and with the community.
“Too often, local governments go out under the guise of consultation, but really they are just telling the public what they are going to do. Don’t call it consultation when it’s really just information sharing.”
A Quarterly Publication of the LGMA Exchange – Winter 2019 10
“Th e IAP2 values are about fairness and access, and they are based on
the fundamental belief that if you’re impacted by a decision, you have
the right to know and the right to have a voice,” says Natasha Horsman,
Manager of Communications and Strategic Initiatives, Municipality of
North Cowichan. “You may not have direct control over the outcome,
but you can still be informed and involved. It’s about accountability and
it applies across government.”
Once an organization has defi ned and incorporated principles and
values to guide its communication and engagement, the next step is to
establish policies and procedures for key areas such as media relations,
social media and community engagement.
Media relations policies and procedures ideally provide some parameters
related to approved spokespeople, how subject matter experts at a staff
level can support media response, and the approval process for proactive
media, such as issuing news releases.
Media policies should also include a disclaimer related to crisis situations
involving the activation of an Emergency Operations Centre (EOC),
noting that EOC protocols supersede the standard policy during these
activations.
Most oft en, the primary spokesperson
for the local government is the Mayor or
Board Chair. Designated staff such as the
Chief Administrative Offi cer, corporate
communications and engagement manager
if available, and Incident Commanders at
emergency response sites are also usually
approved spokespeople. Th e protocols for
who will respond to each media inquiry are
oft en a judgement call based on the specifi c
news story.
“Th e reason for wanting to have Council take the lead on certain issues
is that it comes down to accountability and openness,” says Townsend.
“Th e public expects to hear from Council in terms of decisions being
made.”
In other situations, Townsend notes that staff may take the lead, such as
when providing specifi c expertise in certain subjects or when staff can
provide an objective perspective that is outside of political debate. Th e
key is to recognize that media are an opportunity to get messages out to
the community.
Communication: Inside and OutContinued from page 9
Continued on page 11
Natasha Horsman
Promoting Professional Management & Leadership Excellence in Local Government11
“Too many local governments perceive media as ‘the enemy of the
people’ as Donald Trump would put it, or at best an annoyance,”
says Townsend. “Certainly we need to be cognizant of the risks
and challenges posed by the media, but we also need to see it as an
opportunity that we build into our project communications, particularly
if we’re doing engagement.”
Social media impacts have prompted the development of additional
policies that relate specifi cally to how the organization will use social
media, expectations of Council and staff and statements about
respectful use of these tools. Most local governments now host their
own social media channels, primarily on platforms such as Twitter,
Facebook, Instagram and YouTube. Th ese new communication tools
provide multiple opportunities to reach audiences in new ways and
encourage two-way communication. At the same time, there are
instances where negative behaviours such as bullying or attacks on
decisions are undermining the authority and credibility of the Council
or Board. Just as bullying and abuse is not permitted in the work place,
it should not be permitted on social media. For these reasons, it is
useful to cover professional, respectful use of social media during initial
orientation for elected offi cials, and reinforce these principles with a
clearly defi ned policy and related procedures in place.
While policies are ideally high level without getting too mired in details
about various scenarios, key components should include guidelines for
supporting open, transparent government and responsible use.
“I think you need to have very sound social media policy and procedures
for elected offi cials and staff ,” says Townsend. “But I like to reference
back to Microsoft ’s social policy which is two words: be smart.”
Some policies or procedures highlight that while individual elected
offi cials may express their opinions about current items being debated
by the Council or Board, once a decision is made the debate should
end with it. Th ere’s also a fi ne line between criticizing a decision and
attacking a decision in a way that undermines the authority of the
Council or Board. Th e policy and protocols for social media should also
refl ect how the organization balances its social media platforms with the
fact that many elected offi cials will have their own.
“We don’t comment or share information from Councillors’ personal
accounts, but we encourage them to post and share the corporate posts
from our platforms,” says Townsend. “When using social media, it’s
important to go into it with your eyes wide open because any comment
you make in any domain, whether individually on personal sites or as
part of an online conversation or to the media, can be seen around the
world. More than ever before, this is a world where there’s certainly a lot
of need to think before you speak.”
Local governments also need to address what is acceptable in terms of
posts on their hosted platforms, and how they will manage the demand
for timely responses.
Most organizations do not have capacity for 24/7 monitoring of
their social media, so the challenge is how to manage the demand for
immediacy.
As well, transparency on these open forums is expected, but it needs to
be balanced with respectful communication.
“You need to determine in advance how you will deal with behaviours
that are criminal, libelous or even just mean-spirited personal attacks,”
says Townsend. “Within our policies we try to be as open as possible
but if someone is posting personal attacks like these, we remove them.
It’s always a challenge to fi nd the balance, and we oft en have discussions
about what to do about comments, asking ourselves is it fair, is it
reasonable, should we leave it up or remove it.”
To help support Council, the City of Richmond now off ers training for
elected offi cials to provide guidance on respectful use of social media,
what pitfalls to watch for, and expectations for them as representatives
of the organization.
“It’s a continually evolving fi eld, and we felt it was important to provide
Council with some tips – especially given the climate where in some
places it has gotten quite nasty in the social media world and has
then crossed over to impacting the actions of Council as a body,” says
Townsend.
Continued on page 12
A Quarterly Publication of the LGMA Exchange – Winter 2019 12
Communication: Inside and OutContinued from page 11
Community engagement is another area where there is increasing
demand and a corresponding need for clear policies and procedures. Th is
helps clarify when a local government will engage with the community,
what type of engagement will take place and how input from the
community will be used to support decision-making.
“Our Council wants to build relationships and engage the community,
but we need to do it from the right place by having good conversations
and gaining an understanding of everyone’s diff erent views,” says
Horsman. “If we’re just doing it to tick a box on a project list and not in a
meaningful way, we’re doing more harm than good.”
To help support eff ective and meaningful engagement, Horsman
is working on a Council engagement policy that will provide an
overarching statement about the importance of communicating
with and hearing from citizens for projects with high impacts on the
community. Th e policy will also speak to embedding respectful dialogue,
transparency and a commitment to hearing from diverse audiences
as well as other IAP2 core values. In practical terms, the policy will
highlight the need to budget for engagement on large scale projects.
With the Council policy in place, the next steps are to defi ne more
specifi c guidelines for staff and provide training to increase the capacity
and understanding of community engagement fundamentals within the
organization.
“Th e guidelines need to equip staff to carry out Council’s policy, and
that includes planning early and establishing procurement requirements
both for what engagement is required, and the standards the contractor
must meet, such as use of the IAP2 framework,” says Horsman.
Th e guidelines will also defi ne expectations around the tools used to
consult with the community. As an example, the standard in place is
that any information and opportunities for input being shared with the
community in person must also be posted using the organization’s online
tool, PlaceSpeak.com, which hosts servers in Canada and has extensive
measures to protect confi dentiality as part of meeting privacy legislation
requirements.
Th e guidelines are also designed to provide staff with a framework to
assess what needs to be done to prepare for and implement community
engagement. It includes determining whether the engagement is
primarily to inform audiences or if there is a consultation aspect and
if so, what areas can the community infl uence and in what way. Th e
guidelines also need to include a checklist of tasks that need to be
completed, including assessing budget and capacity requirements and
providing early notifi cation to communications about the project. It’s
also important to consider what will be done aft er the consultation
process, including how the input will be used and what will be done to
report back to the community on what was heard or received.
“We need to take the time and eff ort to plan and do it right,” says
Horsman. “You have to double the amount of planning work compared
to the delivery. Right now the culture is that communication comes last,
so if we want to be eff ective, we have to shift that culture to build it into
projects from the beginning.”
Training will be an essential part of integrating new standards for
engagement into the organization. North Cowichan staff will be
receiving training from an IAP2 certifi ed trainer in the spring.
“Th is training will help them think through what they need to consider
for engagement and what questions they need to ask themselves during
project planning; whereas right now, that lens doesn’t exist,” adds
Horsman.
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Promoting Professional Management & Leadership Excellence in Local Government13
Horsman notes that it is also important to provide guidance to Council
about their role and what to watch out for.
As an example, Council is encouraged to appear at public meetings, but
is there strictly to listen, not debate. If they make it clear they are leaning
towards a certain decision, it undermines the consultation process.
It’s also important not to get defensive, which applies to both elected
offi cials and staff .
For the community, the challenge is sometimes managing the
expectations of residents in terms of what level of involvement they
have and to emphasize that they are being consulted, but they are not
empowered to make decisions.
“Many local governments have a very vocal group of residents with an
expectation of shared decision-making, and at some point, it may be
appropriate to be straightforward with them and say that Council is the
decision-maker and if they want that level of responsibility, they need to
run for Council,” says Horsman.
Ultimately, meaningful engagement founded in solid policy and best
practices will help to build relationships and instill both mutual trust
and confi dence between the local government and its community.
Because communication and engagement are fundamental to building
relationships, it’s extremely important that they are carried out in a
way that is respectful. Whether communicating with the community,
in discussions with elected offi cials, or in conversations between staff ,
there is no room for rudeness, disrespectful comments or bullying,
abusive behaviour. Unfortunately, there is a growing trend towards these
unacceptable behaviours within local government.
To address this issue, LGMA staff have committed signifi cant time
and energy over the last two years to support the Working Group
on Responsible Conduct. Th is includes joining with the Ministry of
Municipal Aff airs and Housing and UBCM in a collaborative eff ort
to address issues related to the responsible conduct of elected offi cials.
Much of the work has focused on building the foundation for codes of
conduct. Th is included articulating four key foundational principles of
responsible conduct – integrity, respect, accountability and leadership –
which have been built into election education materials provided by the
Ministry and LGMA and can be used to assist Councils and Boards to
establish a shared understanding of core expectations for conduct.
Th rough consultation, a model code of conduct and companion guide
have been developed that can be used by Councils and Boards to help
get started building – or refreshing – their own codes of conduct. It
was designed so that it can be customized to fi t the unique experiences
and shared values of diff erent Councils and Boards. Th e accompanying
companion guide provides discussion questions, things to keep in mind,
and other helpful tips and resources to facilitate the conversations that
are important in building a code of conduct.
Both of these documents are available on the LGMA website (See Tips
& Tactics, page 21).
Together, these policies, procedures and best practices help to create
an environment where input is valued, conversations are informative
and respectful, and engagement is meaningful. Together, these eff orts
support an open, responsive and accountable government that has
gained the trust and confi dence of its citizens, which all support
improved governance.
❖
Ultimately, meaningful engagement founded in solid policy and best practices will help to build relationships and instill both mutual trust and confi dence between the local government and its community.
A Quarterly Publication of the LGMA Exchange – Winter 2019 14
Sometimes, informing and engaging elected offi cials needs to be the
priority. Th is is especially true in Esquimalt when preparing the budget
each year.
Budget approval is one of a Council or Board’s core responsibilities,
yet gaining a thorough understanding of how it works and being fully
conversant on all aspects of the budget is a challenge. In Esquimalt, their
communication and engagement on the budget is focused on Council
and involves a series of educational sessions that start with explaining
budgeting and fi nancial processes and implications, not numbers. By the
time the numbers are presented to Councillors, they are familiar with the
extent of core services, previous commitments that are underway and the
impacts of increasing or decreasing taxes to accommodate new spending.
“Our process builds trust and respect because we create a relationship
with Council by having them gain a thorough understanding of the
budget,” says Laurie Hurst, Chief Administrative Offi cer, Township
of Esquimalt. “Our Councillors are not in the dark about any aspect
of our fi nancial situation because of our communication. Th ey get all
these calls when taxes come out, and every one of them is comfortable
talking about how the tax decisions came about.”
Th e Township’s fi rst step is an annual strategic planning process to
clearly defi ne Council’s priorities. From there, staff deliver a phased-
in educational program that begins with what they call Municipal
Finance 101 to take Council through fi nancial management processes
as well as how the budget is developed.
Th is includes how fund accounting
works, where revenues come from, what
expenditures are and other aspects of
fi nances.
Th ey highlight budget challenges, including
items that are not discretionary and need to
be factored in when considering tax increases,
and how the mill rate is developed in the
context of revenue increases.
“Everyone talks about tax increases – what
many see as the mill rate – but we explain to our Council how it’s really
the revenue increase that results in the mill rate change,” says Ian Irvine,
Director of Financial Services, Township of Esquimalt. “When it came
to last year’s tax rate, we saw a huge increase in assessment values, so we
had a 2.5 per cent revenue increase needed but ended up with a 14 per
cent mill rate reduction. Council understood why it worked that way
due to the level of education we had provided to them.”
Th e next step is to cover core services. Department managers outline
their area’s responsibilities, challenges, objectives and achievements
and how these relate to costs. Th ese department presentations are
determined and approved by senior management as a team to ensure
they refl ect shared management decisions.
“It’s important that Councillors understand the services we’re
providing, and the level that is provided to the community, before we
get into the numbers,” says Hurst. “We start the budgeting process in
early fall, but Council doesn’t see numbers until March.”
Staff also provide a briefi ng on the policies and objectives that have
been approved by Council, and the related commitments coming
forward in the budget that relate to those areas. When Council has all
of the background information, they see the numbers for a variety of
tax increase scenarios and make a decision on the budget.
Th e approval of the budget in May is a milestone each year, but it’s not
the end of the discussion. Instead, the Township continues engaging
Council on the budget and fi nancial management of the organization
through quarterly reports. Th e fi rst is held at the end of June, and then
every three months aft er that. Like the budget development process,
these reports are about more than numbers.
Continued on page 15
THREE COMMUNICATIONS CASE STUDIES
Laurie Hurst
Lessons LearnedBy Therese Mickelson, ABC
ESQUIMALT: INSTILLING BUDGET FUNDAMENTALS
Promoting Professional Management & Leadership Excellence in Local Government15
Continued on page 16
“Ian summarizes and translates the numbers for Council to highlight
any areas with larger discrepancies,” says Hurst. “So it’s about
communicating – not presenting – the report to them by explaining
the numbers in language they will understand better.”
“It’s important not to get into the weeds,” says Irvine. “Th ey can see
the snapshot, but they don’t really understand what the analysis means,
so we help with that by explaining variances, why they exist and what
we’re doing about it.”
For staff , the budget process has become a routine that involves a
shared commitment to balance needs and collaborate to put together
budget options for Council to review. Th e senior management team
considers Council’s strategic priorities and recommends diff erent
scenarios based on Council’s desired range of tax revenue increases.
“Th e senior team dukes it out to decide as a group what we’ll ask
Council to fund at each level of increase. We respect each other, but we
call each other out on things too, like if someone asks for too much for
capital projects when they don’t have the staff to handle it,” says Hurst.
“Aft er all our deliberations, we leave the room in full agreement so
there’s lots of collaboration and give and take that goes on behind the
scenes. When we go to Council, everyone
on senior management is in agreement with
what we put forward.”
When Council reviews the proposed
options at each tax level, they are briefed on
what staff recommend be kept in or out to
meet each revenue level.
“Council can either agree with our
recommendations or choose something
else, but they know what their staff – paid
professionals – would recommend to get the tax increase that is
comfortable for them,” says Irvine.
“I can probably list on one hand the number of times Council has
added something to the list that we didn’t include, and usually
something like road maintenance or a sidewalk.”
Aft er the budget is approved, there is still another step in
communication and engagement – this time focused on the
community.
Ian Irvine
KAMLOOPS OFFICE VANCOUVER OFFICE
A Quarterly Publication of the LGMA Exchange – Winter 2019 16
While they have found that residents are not interested in getting
involved in the budget process, they do want to have a say in how
projects are implemented. In response, the Township doesn’t move
forward with signifi cant budget items until a more robust community
engagement process is completed.
“We have the money, but before Council will spend it, we ask the
community how the money should be spent,” says Hurst. “As an
example, we have $17 million in amenity funds for hosting a regional
waste water treatment plant, and we are doing an 18-month public
engagement process. We fi nd engaging residents on specifi c projects
that matter to them works best.”
Irvine notes that this year the community will also be invited to attend
information sessions that will cover the basics about fi nances.
Again, these sessions are less about the numbers and more about how
budgets and fi nances are managed, including assessments, taxation and
all the factors that aff ect budgeting.
Together, the work to engage Council as a fi rst priority, with staff
collaboration and targeted engagement on projects aff ecting the
community, have become a formula for success in Esquimalt.
“I’ve been told that our Councillors really appreciate the amount of
knowledge they gain, and they hear from their colleagues that they get
a more robust understanding of the budget than others,” says Hurst.
“Before this process was in place, we’d hear some criticism that we
over-complicated things. Now, I’ve only ever heard positive feedback.”
Lessons Learned: Three Communications Case StudiesContinued from page 15
Continued on page 17
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LANGLEY CITY: VISION AND STRATEGY
“Before this process was in place, we’d hear some criticism that we over-complicated things. Now I’ve only ever heard positive feedback.”
Sometimes success stems from more than just communicating and
engaging people, it’s about who you invite to join the conversation.
For Langley City, inviting the right mix of experts, thought leaders
and people with local knowledge formed the foundation of a
working group to create an aspirational vision and strategy for the
community as it prepares for the arrival of rapid transit within the
next decade. Th e result is a bold new vision and strategy, Langley City:
Nexus of Community, and a corresponding recommendations and
implementation plan to guide growth and development over the next
25-plus years.
Th e project was initiated by Francis Cheung, the City’s Chief
Administrative Offi cer, who wanted to ensure that Langley City had
its own plan for the residential growth and economic opportunities
stemming from rapid transit.
“It dawned on me that we have to be ready
for when rapid transit comes,” says Cheung.
“We don’t want the train to dictate how we
transform over the next 30 or 40 years. We
want to lead the process and to think bigger
because we have this one chance to become
something we hadn’t even dreamed about.”
To achieve this vision, the City contracted
Lucent Quay Consulting Inc. who
developed an approach that started with
a review of existing community surveys and discussions with the
development industry. Th is led to a better understanding of the
needs, priorities, and gaps to be addressed. Th e next step is what
diff erentiated Langley’s approach from what is done traditionally in
local government. Instead of only engaging residents who have limited
understanding of municipal operations and sustainable planning,
they brought thought leaders and experts who represented all the
areas necessary for a holistic, sustainable community. Th ey used these
creative, forward-thinking ideas to help craft a vision and strategy for
the City.
“We wanted the plan to address every facet of our City – wellness,
lifestyle, recreation, housing, transportation and more – because that’s
what creates a community,” says Cheung.
Francis Cheung
Promoting Professional Management & Leadership Excellence in Local Government17
Continued on page 18
“We involved a mix of people who are experts to give us advice from a
vast array of diff erent viewpoints to move the community forward.”
Participants came with a breadth of experience and represented a
balance in gender, age, ethnicity, lifestyle and geographic base (local,
national and international). Experience ranged from community
development and sustainable city planning to business and cultural
development, to lifestyle and recreation. Care was taken to include
representatives who could share insights on community safety, social
issues, indigenization and working with youth.
“Participants received a ‘foreword’ document to help them prepare for
the session. Our approach was ‘here’s where we are at’ and then let’s
talk about where we could be,” says Pam Ryan, President, Lucent Quay.
“Th is format works because it combines what an organization already
knows about itself with the creativity and collective brilliance of lateral
thinkers who push the envelope and the status quo.”
One of the experts involved in the process was Mike Harcourt, former
Premier of British Columbia and Mayor of Vancouver who now
provides advice as a consultant in the area of building sustainable
cities.
“I thought it was a good process and the mix of people was impressive,”
says Harcourt. “A lot of really great ideas came out of the discussion,
including ideas for re-doing the downtown and linking complete
community ideas in, such as people living close to where they shop,
pedestrian friendly streets, and integrating the transportation
extension to rapid transit.”
Harcourt also emphasized the importance of having a plan to guide
decisions.
“Cities are all about choices, and you have to make the right choices
or you can have long-term negative consequences,” says Harcourt. “I
think it’s good that Langley has the foresight and vision to look out
to a long-term strategy, with a vision based on sustainable principles
rather than the disastrous sprawl with dead downtowns that we see in
places like Detroit.”
Th e next step involved engaging Council members in the process by
fi rst briefi ng them on what had been shared by the experts and then
replicating the exercises with Council.
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A Quarterly Publication of the LGMA Exchange – Winter 2019 18
Lessons Learned: Three Communications Case StudiesContinued from page 17
“We were able to learn where Council was aligned with thought
leaders, and where they diverged a bit,” says Ryan. “It reinforced for
Council that they were on track, and also confi rmed the benefi t of
moving into new directions. From both of these events, Lucent Quay
penned the fi nal vision and strategy, which Council unanimously
endorsed.”
With Council endorsement, the City has begun the next phase of
engagement: sharing the vision with the community, informing and
training staff on how to embed the vision and strategy into plans and
operations, and creating processes to ensure that the vision and strategy
stay front and centre with Council, staff and the community.
“I didn’t want this to be on the shelf collecting dust, so I made it
clear that we need to be action focused,” says Cheung. “We’re going
to be implementing recommendations from the vision document
and holding ourselves accountable with a yearly report card for the
community, and we’re already well on our way to do that.”
Th e communication roll-out initially focuses on sharing the vision of
Langley as a nexus – a community connecting the Fraser Valley, Metro
Vancouver and the surrounding communities.
Th e information materials outline how the
vision is an instrument of change to shape
the community based on four cornerstones:
community, connection, integration and
experiences.
Th e City is using a wide variety of tactics
that started with a news release, followed
by an online video and a presentation deck
when meeting with local organizations and
neighbourhood groups.
Pop-up banners for use at events and at City Hall highlight the four
cornerstones, and the City’s website will feature regular updates.
With the vision as a foundation for discussion, the City will be
consulting with the community on a number of major planning
initiatives in 2019, including updates to the Offi cial Community
Plan and zoning bylaw, development of a Nicomekl River District
Neighbourhood Plan, a Transit Hub Design and a feasibility study for
a potential performing arts centre.
It has also been important to bring staff on board to help them
understand the vision and how it relates to their work. Th is includes
both how to integrate the vision with their planning and services,
as well as how it will be reported back to Council. Staff engagement
started with the early foreword document and continued throughout
the development of the vision, including a training session as part of
staff launch.
“I let them know that what they may hear about the vision may
challenge them and our policies, but we need to think outside the
box,” says Cheung. “I asked staff to fi rst listen, recognizing that they
may not all embrace the vision at this point. Th e reality is that we still
need to build business cases and policy changes for individual projects
as part of the implementation plan. Consultation for these will help
confi rm whether the community supports all of the ideas. We want to
be aspirational but we also may need to step back sometimes. Th e key
now is let’s not constrain ourselves at this point.”
As part of continuing to roll out the vision and keep it top of mind
for Council, staff and the community, Cheung is instituting a number
of regular processes that will include periodic briefi ngs to Council
at open meetings and an annual report to the community on the
implementation status. Staff will be part of semi-annual presentations
on the roll-out, and he will include updates in the Friday brief that is
sent to Council and staff each week.
Continued on page 19
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Promoting Professional Management & Leadership Excellence in Local Government19
“I think if people can see how the capital decisions, re-zonings and
other projects that show where their tax dollars are going beyond basic
services fi t together, they feel more positive about the future prospects
of the community,” says Harcourt.
“I also think it’s one of the major duties and responsibilities of local
government managers and staff to become knowledgeable about how
to create a community you can be proud of, and it should be one of
the fi rst tasks for a new Council to look out 30 years and see how to
become a sustainable community.”
“It’s one of the major duties and responsibilities of City managers and staff to become knowledgeable about how to create a community you can become proud of, and it should be one of the fi rst tasks for a new Council to look out 30 years and see how to become a sustainable community.”
ONTARIO: SUPPORTING AN ETHICAL, RESPECTFUL WORKPLACE
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C O N S U L T I N G • T R A I N I N G
Ontario is setting a new standard for ethical, respectful conduct in
local governments through amendments to the Municipal Act, 2001,
City of Toronto Act, 2006 and Municipal Confl ict of Interest Act. Th e
new changes result in mandatory codes of conduct for all members of
municipal council and certain local boards to guide ethical behaviour
along with the required appointment of an integrity commissioner
and a wider range of penalties for contraventions of the Municipal
Confl ict of Interest Act. Th e amendments are designed to address
growing concerns and were passed through Bill 68, which received
Royal Assent on May 30, 2017. While some changes are already in
force, several of the updates that directly aff ect conduct by elected
offi cials will become eff ective on March 1, 2019.
“Th ere were a number of egregiously bad behaviours by council
members across the province,” says John Mascarin, a lawyer with
Aird & Berlis LLP in Toronto, Ontario and certifi ed specialist in
municipal law, as well as an integrity commissioner for multiple local
governments in Ontario. “Th e provincial government wanted to hold
local representatives more accountable, but the challenge of having
oversight at a provincial level would be rolling back the clock on
municipal independence, which had long been fought for.”
To help maintain this municipal independence, the provincial
government put the onus on municipalities by making it mandatory
for them to develop and police their own codes of conduct. Th is
includes requirements related to ethical and respectful behaviour,
and they must appoint their own integrity commissioners to handle
reports of misconduct and make recommendations as to sanctions.
“We have 444 municipalities in Ontario and a lot didn’t have a code of
conduct or if they did, it was pretty rudimentary,” says Mascarin. “Th e
province didn’t trust municipalities to cover off everything, so the new
legislation mandates four subject matters that must be included, which
I think is an eff ort to provide for credible codes of conduct instead of
codes that don’t say very much.”
Th e four areas a code of conduct must address relate to gift s, benefi ts
and hospitality; respectful conduct, including conduct toward offi cers
and employees of the municipality or the local board; confi dential
information; and the use of property of the municipality or local
board. Other than these subjects, the local municipality can tailor its
code of conduct to suit its circumstances.
Continued on page 20
A Quarterly Publication of the LGMA Exchange – Winter 2019 20
Mascarin notes that while this new
requirement for a more defi ned code of
conduct is a good step, enforcement may
be a challenge.
“Th e problem with the Ontario model
is that it doesn’t really have any teeth in
terms of enforcement,” says Mascarin. “If a
member contravenes the code of conduct,
there are only two penalties that can be
imposed. One is a reprimand, without a lot
of clarity on what that involves, and the other is a suspension of pay for
up to 90 days, but given that some members are paid on a per meeting
basis, that’s not much impact.”
Another key change is that municipalities must appoint an integrity
commissioner to enforce the code of conduct. Th is is a mandatory
position, and the role includes investigations into complaints related
to the code of conduct, as well as a new responsibility to review
complaints or concerns related to a member’s compliance with
the Municipal Confl ict of Interest Act. In the past, the only way to
enforce an alleged contravention was for an elector to bring a court
application. Now, someone can simply ask the integrity commissioner
to look into the situation and if there appears to be some veracity
to the complaint, the integrity commissioner can bring forward
the application to the court. On the other hand, the integrity
commissioner can also provide individual advice to an elected offi cial
on a confl ict of interest matter.
Mascarin notes that this is a signifi cant change for a few reasons. One
is that in the past, very few municipalities would pay for councillors
to get legal advice related to confl ict of interest, which meant that
the members would either get bad advice or no advice at all. While it
will now be easier to bring a code of conduct complaint forward, the
members can also get advice upfront before they act. Th is is important
because one of the penalties for contravening the Municipal Confl ict of
Interest Act is removal from offi ce.
“What’s key is that they are putting the integrity commissioner in
charge for the fi rst time, and I think we’re going to see a lot more
complaints in this area when it comes into place in March,” says
Mascarin. “Staff or community members may not bother with a code
of conduct complaint if they think it will only result in a slap on the
wrist, but if they can get the integrity commissioner to investigate a
confl ict of interest situation, it could involve court time and potential
removal of the member from council.”
Th ere is a corresponding risk to this new structure as at this time,
integrity commissioners do not need to be lawyers. Th is means they are
essentially providing legal advice without the education or expertise, so
may not be qualifi ed to provide advice on whether a council member
has breached the Municipal Confl ict of Interest Act.
“Th e question is going to come out sooner or later about whether an
integrity commissioner needs to be a licensed lawyer to give that kind
of advice,” says Mascarin.
As well, if there is only one integrity commissioner appointed (which
is the standard model), that person may be providing advice and then
also investigating a complaint against the same member. Mascarin
has heard that some municipalities believe they will need to have
two integrity commissioners – one to give advice and one to handle
complaints.
As the new legislation comes into force in March, it will be interesting
to see whether there is an improvement in conduct by elected offi cials.
For local governments in B.C., Mascarin has advice for organizations
who are considering a code of conduct to address ethical behaviour in
the workplace. Th e code of conduct should provide general principles
and prohibited actions, as well as be specifi c enough to provide clear
terms for addressing standards of behaviour to make it easier to
enforce, but it’s not a detailed list of every possible infraction.
“Hire someone who knows how these types of codes of conduct
operate and what’s viable in terms of enforcement, and work with
staff who can inform the person about some of the problems or issues
experienced in the past,” says Mascarin. “Th en engage with the public
and council. Th e public process doesn’t need to be protracted but it
should refl ect the level of interest of the citizens in that community.
When the council knows that a code of conduct wasn’t just dreamed
up, and it was in fact draft ed with help from an expert and then
endorsed by the community, there will be a better buy-in from
council.”
Th e other key step is to apply training and education to ensure council
is aware of what the code of conduct includes and how it applies to
them. Together, it is hoped that these measures will help to guide
improved behaviour and communication within the workplace and
community.
❖
Lessons Learned: Three Communications Case StudiesContinued from page 19
“The code of conduct should provide general principles and prohibited actions, as well as be specifi c enough to provide clear terms for addressing standards of behaviour.”
John Mascarin
Promoting Professional Management & Leadership Excellence in Local Government21
Are you taking advantage of everything your LGMA membership has to offer? Learn more: www.lgma.ca or 250-383-7032
tips & tactics Communications and Engagement
IAP2 Core Values
Core values noted on the IAP2 website:• Public participation is based on the belief that those who
are affected by a decision have a right to be involved in the decision-making process.
• Public participation includes the promise that the public’s contribution will infl uence the decision.
• Public participation promotes sustainable decisions by recognizing and communicating the needs and interests of all participants, including decision makers.
• Public participation seeks out and facilitates the involvement of those potentially affected by or interested in a decision.
• Public participation seeks input from participants in designing how they participate.
• Public participation provides participants with the information they need to participate in a meaningful way.
• Public participation communicates to participants how their input affected the decision.
Resources to Support Communication and Engagement
• PlaceSpeak.com: Online community consultation tool with servers hosted in Canada and the capacity to target specifi c neighbourhoods.
• IAP2 BC Chapter (www.iap2bc.ca): Provides training, events and resources to support and improve the practice of public participation
• Citizen Budget Online Simulator (www.citizenbudget.com): Citizen Budget is an interactive platform that shows the fi nancial impacts of participants’ choices in real time, educating them about the trade-offs and constraints faced by their municipality.
• MATI Advanced Communication Skills for Local Government Professional: Provided by Capilano University and the LGMA, participants work in small groups side-by-side with senior local government leaders, to learn the skills necessary to resolving unique communication challenges as well as sharing strategies for improved communications skills.
• Local Government Leadership Academy (www.lgla.ca): Supports and promotes education and training for local government and First Nations elected offi cials and senior administrators throughout the Province of British Columbia.
Resources to Support a Respectful Workplace
• Model Code of Conduct and Companion Guide: www.ubcm.ca/EN/main/resolutions/policy-areas/governance/working-group-on-responsible-conduct.html
• LGMA Working Group on Responsible Conduct: www.lgma.ca/EN/main/resources/responsible-conduct-of-local-government-elected-offi cials.html
• Municipal Ethics Regimes, book by Gregory Levine: www.municipalworld.com/product/municipal-ethics-regimes-2nd-edition/
• Ontario Government Guide to Public Service Ethics and Conduct: www.parks.on.ca/default/assets/File/Guide%20to%20Public%20Service%20Ethics%20and%20Conduct.pdf
• City of Toronto Offi ce of the Integrity Commissioner and Code of Conduct: www.toronto.ca/city-government/accountability-operations-customer-service/accountability-offi cers/integrity-commissioner/codes-of-conduct-and-resources/
A Quarterly Publication of the LGMA Exchange – Winter 2019 22
IN MEMORIAM
In Memory of Sandra Carter A great supporter and sponsor of the Local Government Management Association has passed away. Many members will remember Sandra Carter’s creative, entertaining and informative presentations at LGMA conferences. And who can forget the Valkyrie Law Martini Receptions? Sandra was a frequent speaker at many local government-focused seminars and conferences, including the LGMA, UBCM, chapter conferences, Canadian Legal Education and Pacifi c Business & Law Institute conferences.
Since her call to the Bar in 1994, Sandra developed over 24 years of municipal law experience, advising on many new local government initiatives. She articled with Bull Housser & Tupper from 1994 to 1995 and was hired back into that local government practice where she soon became a partner. Sandra stayed at BHT until 2009 when she left to form her own boutique local government practice under the banner of Valkyrie Law. An innovative thinker, her fi rm adopted the approach of being entirely virtual – in her words: “Versatile and mobile, the knowledge-based business of law needs no bricks and mortar!” The unique fi rm model is advantageous to clients in the ability to minimize the transfer of overhead costs to clients. That’s value.
Anyone who knew Sandra appreciated her adventurous spirit. She learned to fl y a plane, ride a motorcycle and she loved to take her car out on the speedway. She travelled extensively around the world. She loved a good debate and was profoundly devoted to her clients. She leaves a big gap in the local government community.
LGMA UPDATES
In Memory of Rae Sawyer Long-time LGMA member and active Chapter supporter Rae Sawyer passed away comfortably in Kaslo on November 2, 2018. The retired CAO for the Village of Kaslo, Rae was hired as Secretary for the Village in May 1975 and became the Village Clerk/Tax Collector and Treasurer in May 1986.
Rae earned her degree from University of Victoria in Public Sector Management in 1987. In 2012 she was recognized by the LGMA with a Long Time Service Award, celebrating her contributions to local government.
Rae was involved with Emergency Management and held several certifi cates through the Justice Institute of BC. After her retirement from Kaslo in 2014, she carried on with Emergency Social Services as a volunteer.
Rae was one of the most dedicated public servants, serving Kaslo for over 40 years. She was a professional and class act – she stayed calm through every situation.
The Village of Kaslo will be installing a memorial bench in Legacy Park beside the historical City Hall to honour her dedication and service to the community.
Promoting Professional Management & Leadership Excellence in Local Government23
MEMBERS PAGE
MEMBER MOVEMENTRussell Brewer, Chief Administrative Offi cer, City of Powell River (Formerly City Councillor, City of Powell River)
Kristen Danczak, Communications Coordinator, Peace River Regional District (Formerly Program and Events Coordinator, District of Taylor)
Dave Douglas, Director of Finance, Town of Gibsons (Formerly Manager of Finance, District of Ucluelet)
Myriah Foort, Chief Financial Offi cer, Strathcona Regional District (Formerly Financial Manager, City of Campbell River)
Donna, Forseille, Corporate Offi cer, District of Wells, (Formerly Deputy Clerk, District of Wells)
Lina Gasser, Corporate Offi cer, District of Fort St. James (Formerly Deputy Corporate Offi cer, District of Fort St. James)
Hirod Gill, Manager of Engineering Services, City of Langley (Formerly Manager of Engineering Planning & Design, District of Mission)
Connie Larson, Deputy Chief Administrative Offi cer, Village of Alert Bay (Formerly Administrative Coordinator / Shipping Assistant, Millar Western Forest Products, Alberta)
Leanne McCarthy, Chief Administrative Offi cer, City of North Vancouver (Formerly Deputy City Manager, Urban Form and Corporate Strategic Development, City of Edmonton)
Lyle McNish, Chief Administrative Offi cer, Village of Alert Bay (Formerly Controller, City West Cable & Telephone Co. Ltd. owned by City of Prince Rupert)
Zabrina Pendon, Director of Operations, City of Fernie (Formerly Manager, East Kootenay ISL Engineering and Land Services)
Dana Schmidt, Deputy City Clerk, City of Delta (Formerly Corporate Offi cer, City of Penticton)
Meredith Starkey, Chief Administrative Offi cer, Village of Zeballos (Formerly Administrative Assistant, Village of Zeballos)
Tim Tanton, Chief Administrative Offi cer, District of North Saanich (Formerly Director of Development Services, Engineering, Parks and Public Works, Town of Sidney)
Kelley Williams, Chief Administrative Offi cer, District of Fort St. James (Formerly Economic Development Offi cer, District of Fort St. James)
Selina Williams, Director of Corporate Services, City of Colwood (Formerly Corporate Offi cer, Town of Gibsons)
Andrew Young, Administrator, District of Taylor (Formerly Chief Administrative Offi cer, District of Wells)
RETIREMENTSRob Buchan, Chief Administrative Offi cer, District of North Saanich
Malcolm “Mac” Fraser, Chief Administrative Offi cer, City of Powell River
Eileen Lovestrom, Chief Administrative Offi cer, Village of Zeballos
Sandra MacFarlane, Deputy Municipal Clerk, City of Delta
Terry Melcer, Chief Administrative Offi cer, District of Sparwood
Mark Ruttan, Director of Corporate Services & Deputy Chief Administrative Offi cer, District of North Cowichan
Ken Tollstram, Chief Administrative Offi cer, City of North Vancouver
Bruce Woodbury, Chief Administrative Offi cer, Village of New Denver
2019 LGMA PROGRAMS & EVENTSFebruary 5-7 CAO Forum Coast Capri Hotel, Kelowna
March 8-10 Effective Fire Service Administration Program Heritage Inn Hotel and Conference Centre, Cranbrook
April 10-12 Administrative Professionals Conference Vancouver Island Conference Centre, Nanaimo
April 10-12 Rocky Mountain and West Kootenay Boundary Joint Spring Chapter Meeting Rossland
April 17 Lower Mainland Chapter Meeting New Westminster
April 28-May 3 MATI Advanced Communication Skills (CAPU/LGMA) Bowen Island
May 26-31 MATI Managing People in Local Government Organizations Bowen Island
June 11-13 LGMA 100th Anniversary, Annual Conference and Showcase Westin Bayshore, Vancouver
June 16-21 MATI Leadership in Local Government Organizations Bowen Island
July 28-31 Corporate Offi cers Bootcamp University of Victoria, Victoria
August 11-16 MATI Foundations UBC-Okanagan, Kelowna
October 2-4 Corporate Offi cers Forum Prince George
October 20-25 MATI Statutory School for Approving Offi cers South Thompson Inn, Kamloops
November 3-5 MATI Successful CAO The Cove Lakeside Resort, West Kelowna
2019 RELATED PARTNER PROGRAMS & EVENTSApril 3-5 Local Government Administration Association Annual Conference & Tradeshow (Alberta) Red Deer, AB
May 19-22 Government Finance Offi cers Association Annual Conference Los Angeles, California
May 19-22 International Institute of Municipal Clerks Annual Conference Birmingham, Alabama
May 27-29 Canadian Association of Municipal Administrators Annual Conference & Tradeshow Quebec City, QC
May 29-31 Government Finance Offi cers Association of BC Annual Conference Victoria, BC
May 30-June 2 Federation of Canadian Municipalities Annual Conference Quebec City, QC
June 9-12 Association of Municipal Managers, Clerks and Treasurers of Ontario Annual Conference Huntsville, ON
A Quarterly Publication of the LGMA Exchange – Winter 2019 24
MEMBERS PAGE
When I tell people that I work for the Village of Anmore, many respond with a quizzical look and the question “Where is Anmore?” So, for those of you with the same quizzical look on your faces right now, the Village of Anmore is located in the Metro Vancouver Regional District, north of the City of Port Moody. We are bordered by Port Moody, the City of Coquitlam, Indian Arm Marine Provincial Park and the Village of Belcarra. Given our relatively small size in a large metropolitan area, it is a surprise to some that we are our own local government. Incorporated in 1987 and the third smallest community in Metro Vancouver (behind Belcarra and the Village of Lion’s Bay), the Village of Anmore boasts the ability for our 2,200 residents to live at home in nature while being only steps away from the modern conveniences our neighbouring big cities can offer.
The Village has an abundance of natural forests, trails and a true gem for recreation seekers throughout the Lower Mainland – Buntzen Lake. Buntzen Lake is a reservoir that provided the fi rst hydroelectric power to Vancouver in 1904. Today, Anmore works closely with BC Hydro, which is responsible for the day-to-day operations of the wildly popular day-use beach, hiking trails and non-motorized watersports lake.
Our “semi-rural” community is formed mostly by large lots that are at least an acre in size, plus many that are larger, and we offer only one commercial operation – our quaint corner store. With our current (and temporary) Village Hall having restricted capacity for large gatherings and a lack of commercial stores, annual events have become a focus for the Village in order to ensure we continue to build and maintain our sense of community here. Four events are held each year in our biggest amenity – Spirit Park. Located in the centre of Anmore and at the same site as our Village Hall, Spirit Park has been expanded in recent years to allow for the larger community gatherings we’ve experienced.
Our four major events feature an Easter Egg Hunt, setting off the biggest and best fi reworks display on Halloween, kicking off the holiday season in December with Light Up Spirit Park (with the help of Santa) and celebrating our heritage on Ma Murray Day each year.
Ma Murray Day is our largest community event, occurring on the second Sunday in September. As the event has grown over the years, we’ve added to our local marketplace, car show, talent competition and children’s activities. We now invite food trucks, conduct a lawn mower race and hold a cake eating contest for the young (and young at heart). We work in partnership with our Sasamat Volunteer Fire Department, which generously donates time to serve smokies and hot corn on the cob. Our events have evolved over the years to be bigger and more important to our residents – new and established alike.
Come visit us in Anmore! All are welcome at our community events and no matter what type of outdoor recreation you take part in, there’s something here for you. And best of all, you’ll be able to tell people with confi dence exactly where Anmore is when they ask.
– Juli Halliwell, Chief Administrative Offi cer
OUR TOWN: VILLAGE OF ANMORE
Wintertime view of Buntzen Lake, a popular recreation destination in Anmore.
Juli Halliwell
The lawn mower race is one of the highlights of Ma Murray Day, Anmore’s
largest community event.
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