Tom Macdonald: from good to great p6
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EXCHANGE
EXCHANGE is is aa quarterly
quarterly magazine
magazine published
published by the Local
by the 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 7/6/12 10:01:34 AM
Update Professional Development
In this Issue 2 Walk a Mile in My Shoes: 18
President’s Report 3 Knowledge Sharing Between Local
Governments and First Nations
Executive Director’s Report 4
Programs & Events 19
Members Page 19
Where Are They Now? 19 LGMA Scholarship Winners 20
Our Town 21
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
Exchange is printed on Sappi Flo,
Good to Great
an FSC® Certified 10% post-consumer Colleagues and friends of
recycled paper at Island Business retiring LGMA Executive
Print Group. Director Tom MacDonald
reflect on his vision, his
leadership, his friendship and
his legacy.
LGMA Office:
16
20
7th Floor
620 View Street
Victoria, BC V8W 1J6
Telephone: 250.383.7032
Fax: 250.383.4879
Will You Be Prepared If
Email: office@lgma.ca Disaster Strikes?
Web: www.lgma.ca Village of Queen Charlotte 2012 Scholarship
Contact the Editor: Chief Administrative Officer Winners Announced
Email: editor@lgma.ca Peter Weeber shares lessons Congratulations to the
learned following the Oct. 27 recipients of the 2012
earthquake in Haida Gwaii. educational scholarships
Cover Illustration:
from LGMA.
Jordan Adams/Getty Images
Promoting Professional Management &
Leadership Excellence in Local Government 1
in this Issue
W
e had this great idea when were planning the editorial I’ve had the pleasure of working with Tom on Exchange for the
calendar for 2012. We created a “reminiscing” theme for past few years, and I too enjoy the benefits of his thoughtful and
December to provide members with a platform to share insightful advice, his leadership approach that allows me to take the
their experiences from the past year. Unfortunately, it lead in my areas of expertise, and his friendship. Interacting with
turns out that most of the intriguing stories cannot be shared in Tom has afforded me the opportunity to learn from an amazing
print, or at least, not if people want to keep their jobs. leader. He motivates people and creates an environment where
everyone maximizes their individual skills as well as their cohesive
While our “reminiscing” stories failed to come together, there was
capabilities as a team. He is open to new ideas, and frankly
a line-up of people who wanted to talk about Tom MacDonald,
encourages us to push boundaries and take a few risks. He sets
the LGMA’s much-loved Executive Director, who announced his
clear goals, but provides flexibility in how they may be achieved.
retirement this fall. We also knew that Tom would prefer to stay
Tom knows how to have fun and laugh at life’s ironies, but he
completely off the radar and move quietly out of his office and
also makes it okay to seethe with righteous anger and frustration
into retirement. So we went ahead with the article, but we didn’t
when we witness injustice. He is a champion for local government
tell him about it until it was done. Sorry Tom.
employees, and an advocate for continuous improvement in the
Capturing all the anecdotes and insights about Tom would take a profession.
book, which means the greatest challenge was selecting the nuggets
Tom is everything we talk about when describing exceptional
that would best tell his story. What emerged for me was a picture
leaders, and he will be missed around the office as he steps out
of a humble, visionary leader who understands and values people,
into new adventures in his retirement. At the same time, because
and has the ability to blend ingenuity with practical applications to
he’s a great leader, he has established an amazing team and the
move himself and everyone around him from good to great. When
foundations for success that will provide for a smooth transition
his staff suggested this for the title of his story, it was a perfect
and future achievements with the incoming Executive Director.
fit. The other underlying theme to every interview was friendship.
Everyone he meets becomes a friend, and every friend treasures Best wishes Tom. Thanks for everything.
this connection.
Therese Mickelson, ABC
Editor
Promoting Professional Management &
Leadership Excellence in Local Government 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 Just a few weeks ago, Tom was invited to be the keynote speaker
help but be a bit sad at the fact that Tom MacDonald, at the Local Government Administrators of the Northwest
our Executive Director for the last 10 years, is leaving the Territories Annual Conference. He was asked to talk about what
organization to take a well deserved retirement and move we do and how we do it and to explain what has made us so
on with his life. Honestly, I was hoping to spend my entire term successful. Well, in my humble opinion, much of LGMA’s success
as President with him. Instead, I will be the one who will have to and spotlight are the fruit of Tom’s visionary thinking and untiring
work through a transition that is critical and yet a bit intimidating. 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
Do not get me wrong: Tom has made a decision and I respect it
who can continue to build on this success. It will not be easy, but
very much. He has given his utmost to the organization and its
we will also need all the support from the entire membership. We
members in terms of time and personal sacrifice, and I believe
are proud to be members of LGMA, and in my dealings with
that although work is important and is part of our life, I also
various members and chapters, I know that the support will come
believe that personal and family priorities should overwrite our
thoroughly and fully. I thank you in advance for that.
professional commitments because our health and time spent with
those we love should be paramount in our lives. 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
However, he will be missed. In a section dedicated to him in this
one. We have received many applications, which shows how much
issue of our magazine, a number of members, including myself,
interest there is in the position. We are in the process of selecting
have provided some thoughts about the inspiration that Tom has
a number of candidates who will move to the next step. Interviews
been for them and for many in our profession. I sure hope that
were held in early December and we hope to have someone in
one day, upon my retirement, I am able to look back and feel that I
place by the time Tom leaves at the end of January.
have done as well as he has.
We live in exciting times. They are not easy times but very
It is a matter of legacy, and certainly Tom has left a huge one with
exciting. It is in times of difficulty and change that we show the
all of us and for all of us. In the past 10 years, the LGMA has
best of ourselves. I am sure that local government professionals
become one of the most dynamic and exemplary professional
in British Columbia will step up to the plate and continue
organizations not only in Canada, but also internationally. Many
building communities in this province, notwithstanding the
partnerships were built and bonds created with other associations
continuous challenges with the economy, false perceptions, and
and institutions. I am thinking of the Association of Local
misunderstanding that have always accompanied our daily work.
Authorities of Tanzania, for instance, but also our counterpart in
You are the leaders of this change and I take comfort in the fact
New Zealand, our own UBCM and others that, in fact, are trying
that I am confident that you will not give up, no matter what, and
to emulate our model, which was built upon the vision that Tom
you will succeed!
has personally contributed to.
Alberto De Feo
President
Promoting Professional Management &
Leadership Excellence in Local Government 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 I have had the privilege of working with an amazing Board of
of Oak Bay, I received a telephone call from David Morris Directors (all of them for all of the years). Whether it was with
who was conducting the search for a “Joint Executive the creation of completely new programs or tweaking an existing
Director” on behalf of the Local Government Management offering, I was given complete latitude to act as I saw fit with
Association (LGMA) and the Government Finance Officers the support from the Board being unwavering. What a fantastic
Association (GFOABC). I had met David in 1991 when I was a opportunity and a great environment in which to work!
co-op student working at the Ministry of Municipal Affairs when
As I take my leave from LGMA, it is virtually impossible for me
I was completing my Masters degree and he was the Executive
to say thank you to everyone I should as I have received so much
Director of one of the Ministry departments. Dave had since retired
help and assistance from so many people. So I won’t even try, and
and had started his own consulting business. “What would you think
hope that each and every one of you will understand and accept my
about leaving Oak Bay to become the Joint Executive Director of
heartfelt gratitude in this somewhat impersonal way.
LGMA and GFOA?” asked Dave.
I must, however, single out my wonderful colleagues Ana, Dawn,
Up until that point it had never crossed my mind to leave Oak Bay,
Elizabeth, Randee and Renee for special thanks and recognition for
as I had been working there since the late 1970s (with a few breaks
all they have done for the association and me personally. They are
for school and other pursuits) and was still enjoying myself a great
the dream team of dream teams and have been largely responsible
deal. And as far as the LGMA was concerned, although I was a
for the success of this organization while I got to go out and be the
member, I was not exactly the most engaged member other than
spokesperson for the group. No one should be under any illusion as
attending the annual conference. However, I had been given the
to who got everything done and who does all the work behind the
opportunity to attend the inaugural session of MATI Advanced
scenes – it was 99 per cent them! What is so amazing about these
Communications on Bowen Island the year before (2002) and had
wonderful ladies is their ability to perform at such a high level and
been incredibly impressed with the program as well as with the other
with so much dedication while at the same time being the most
participants. My initial reaction to Dave was that I was flattered that
incredibly wonderful people with whom to work. I feel so very lucky
he would have thought of me but that I was unlikely to pursue this
for having had them as colleagues and as friends.
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 I wish my successor the very best of luck and success for the years
with what I read and decided to throw my name in the hat. ahead.
Here we are almost 9½ years later and I will be heading off It’s been a wonderful time. Thanks to you all.
in January for retirement. To say that the experience has been
Tom MacDonald
stimulating, interesting and incredibly fun would not even come
Executive Director
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.
Promoting Professional Management &
Leadership Excellence in Local Government 4By James Yardley
Murdy & McAllister
Barristers & Solicitors
CASE of
INTEREST
Time Speeds Up: Changes to B.C.’s Limitation Act
R
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 Local governments should start considering
proceedings have to be commenced. Those deadlines,
known as limitation periods, presently vary with the type of claim the extent to which the new Limitation Act
being advanced.
may affect their interests.
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 • providing that time begins to “run” for a limitation period when a
Act may affect their interests. Due to the shortening in the new act person discovers or ought to have discovered the act of omission
of the limitation period for certain types of claims, such as those that forms the basis for the claim.
often associated with allegations of negligent building inspection
or plan review, the number of claims facing local governments may As with the current act, the new act will not apply to certain types
be reduced. of proceedings, such as prosecutions, appeals, and petitions. Both
the existing and the new acts contain specific provisions for dealing
However, local governments may also face similar adverse with special circumstances, such as claims brought by those under
effects under the new act. For example, the time in which local a disability, such as infants, and claims involving fraud. Likewise,
governments will have to commence claims, such as for breach the new act does not apply where it conflicts with another statute,
of contract, or against contractors or design professionals for such as the six-month limitation period in section 285 of the Local
negligence in the design or construction of public works, may be Government Act for the commencement of certain claims against
shorter under the new act than is the case at present. In practice, local governments.
this may result in parties becoming more prone to “shooting first
and asking questions later” in order to preserve their rights. Limitation periods generally seek to strike a balance between giving
a party enough time to assemble evidence and decide whether to
In broad terms, the current act does the following: commence a claim, with giving finality and certainty of affairs to
• creates deadlines of two, six or 10 years for starting certain types those who may be subject to a claim. In that regard, the new act
of claims enumerated in the act, with time beginning to run after has been criticized for setting too short a deadline for starting
the date “on which the right to do so arose” (identifying when that certain types of claims, such as those involving construction
occurred has been the source of much litigation); defects, where all the facts showing the basis for a claim may not
• provides a catch-all six-year limitation period for claims not become apparent for some time.
otherwise identified in the act; However, the current act has also been criticized over its
• permits the postponement of limitation periods in certain cumbersome and sometimes confusing provisions, and has
circumstances; spawned much litigation by litigants either seeking to apply it,
• puts a 30-year “ultimate limitation” for commencing most claims; or saying why it doesn’t apply. One example of this is seen in
and determining whether defective construction is “damage” to a
• specifies certain types of claims that are not subject to any deadline. building (and subject to a six-year limitation period), or “injury” to
The main substantive changes being introduced by Bill 34 are: the building (and subject to a two-year limitation).
• creating a two-year basic limitation period for most civil claims; While there is no guarantee that the new act will produce less
• changing the ultimate limitation period from 30 years to 15 years; litigation in the future, it seems to have greater clarity and less
and complexity than the current act.
Promoting Professional Management &
Leadership Excellence in Local Government 5By Therese Mickelson, ABC
Tom MacDonald:
From Good to Great
Promoting Professional Management &
Leadership Excellence in Local Government 6Whether 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
Editor’s Note:
though he would likely deny it, those who know him best agree
that his vision and leadership have propelled the LGMA and When Tom MacDonald, Executive Director for the LGMA,
its members from good to great. A few of his friends and colleagues announced his retirement this fall, LGMA members who have worked
shared some of their memories as a tribute and a thank you to Tom with him for years wanted to share their stories about the past 10 years.
– even knowing he will shake his head as he reads this feature. Tom This article emerged as a result, much to Tom’s chagrin. Those who
would say he has just done his job like anyone else would and that he know him are aware that Tom loves to shine the spotlight on others
was thankful for the opportunity to work with so many wonderful to express his thanks and appreciation for their work, but he prefers
people throughout his career. 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
“Knowing Tom, he will be greatly embarrassed about the amount of
us as we pay him this tribute.
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 “I think when Tom was hired, the organization was struggling with
and a good bottle of single malt.” a vision for the future,” says Alberto De Feo, President of LGMA.
“Board members only meet four times a year, and we needed someone
Tom as a leader to drive the process. Tom helped us create a vision and worked with
The presidents who have worked with Tom over the past nine years the Board to ensure that the vision would be achieved.”
have marked his progress as he took the LGMA from good to great – “I believe the LGMA has embraced Tom’s ideas because he knows
a professional organization now recognized as the best in the country. what he’s doing and has transmitted his passion to all of us,” adds
From the time of his job interview to the announcement of his De Feo. “That’s the best attribute you can ask for in a leader. It made
retirement, Tom remained focused on members and has pursued the me want to be a part of the LGMA and to volunteer so I could share
LGMA’s vision with enthusiasm, dedication and a knack for getting Tom’s enthusiasm with the rest of my peers.”
things done. Mark Brown, past-president of the LGMA, recalls the “I think he is more of a visionary than he gives himself credit for,”
first interview with Tom and the easy decision to hire him as the new adds Brown. “He’s modest because he will say the ideas came from
Executive Director for both the LGMA and the Government Finance the Board, but the truth is most of the ideas first came from Tom and
Officers Association of British Columbia (GFOABC).h then the Board made the decision to approve.”
“Tom was very genuine, had lots of energy, and he could marry Tom’s enthusiasm is reflected by all members of the LGMA team,
both disciplines of coming up with ideas and then resourcing them,” and together they have expanded the LGMA’s programs, created new
says Brown. “He was clearly the number one choice, and we know services and built new relationships between members and other
today that we’re very fortunate that he came to us. We’d never be the organizations. He sees the potential in the organization and in people,
organization we are today without him.” and has the energy and dedication to make change happen.
When Tom stepped into the role, he brought a vision and strategy “Tom has recruited a wonderful team, and together they collaborate
for success that continues to this day. He recognized that the strength with the membership to develop a realistic vision, and they execute
of the LGMA is in its people, and that building relationships and the plan with the precision of a navy seal,” says Wood. “Today, the
motivating people to be actively engaged in their professional conferences are energizing, the professional programs are first rate and
organizations were two key elements to achieving goals and the LGMA brand is widely recognized and respected.”
supporting members.
Continued on page 8
Promoting Professional Management &
Leadership Excellence in Local Government 7From 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 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
Tom with the LGMA team on Eggnog Day in 2011.
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.
Promoting Professional Management &
Leadership Excellence in Local Government 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
Tom takes a moment out of
retirement.” his busy schedule to visit
with Santa at the Municipal
Tom as an educator Finance Authority.
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.”
Then Lieutenant Governor Stephen Pointe presents Tom
with the Lieutenant Government Silver Medal Award for Excellence in Public Administration
Continued on page 10 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: bcacustomer.services@bcassessment.ca
web: www.bcassessment.ca
FOLLOW US ON
Promoting Professional Management &
Leadership Excellence in Local Government 9From Good to Great
Continued from page 9
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 “I think the pilot LGMA Internship Program, which Tom initiated,
Life Membership Award at the was a really good example of how Tom is not just interested in the
2012 Conference from 2011
President Kathleen Day as a special
people who are already working in government and supporting
recognition for his contributions to their training, but he also supports and encourages young people in
the organization. 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
When it comes to building relationships, Tom is a master. He
Tom at Community Celebration 2012, pictured with understands the value of creating networks and working together
(left to right) Gary Paget, Brian Walisser and Evert Lindquist. towards shared goals.
Promoting Professional Management &
Leadership Excellence in Local Government 10Tom has contributed to building the LGMA into an organization
Before you dig into
that is a model, not just for other organizations but around the world.
The work with Tanzania and New Zealand has emerged because of
one big mistake
the way Tom looks for opportunities to build relationships and share
knowledge.
Call in to one little
number *6886
“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. Every time you dig in the ground, you run the
risk of loss of life or damage to property if you
“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 hit any of the many buried cables, conduits,
relationship with the local First Nations was imperative to both of gas or oil pipelines and other underground
our governments’ success and my ‘sell’ to the Village Administrators facilities that serve BC communities.
was the benefits they could derive from joining the LGMA. Tom
was quick to respond and insisted on buying lunch and coming up to With one call to BC One Call, contractors and
Terrace to meet personally with the Nisga’a Administrators.” homeowners can request the identication
of buried services on their jobsite prior to
“His commitment was there from the onset, and they could see how
excavation, digging or ground disturbance.
passionate he was about them being members. That’s what hooked
And all this at no cost to you!
them,” says Poole. “Tom’s commitment towards inclusiveness of
First Nations has matured our membership and the LGMA as an
organization.” *6886 on TELUS or
Continued on page 12 Rogers mobility with
free airtime
1 800 474 6886 toll free
or eticket at
www.bconecall.bc.ca
Call Before You Dig.
It could be a life saver.
Promoting Professional Management &
Leadership Excellence in Local
MichaelShoop-ad-Nov2011-1.02.indd 1 Government 11 11 11 22 09:54From Good to Great
Continued from page 11
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 Kirkham notes that Tom’s passion for local government extends to
for BC Local Governments 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
185 – 911 Yates Street, #607 in local government at the time, but she was interested in working for
Victoria, BC V8V 4Y9 an association that is similar to the LGMA,” says Kirkham. “She had
250.882.2080 applied for the position of Executive Director and asked me if I knew
lstaples@lorenastaples.ca
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.”
The Supervisors Safety Certificate
Program will recognize those who have “I know it wasn’t just what Tom said,” adds Kirkham. “But the
invested time and energy into learning guidance and assurance he gave her, including all the good things he’s
the key elements of occupational enjoyed in the job, definitely made a difference.”
health and safety from a supervisor’s
perspective. The Supervisors Safety His support for local government managers is demonstrated in both
Certificate will be provided to students his vision and his actions as the Executive Director. He is always
who complete all the courses listed looking for ways to promote the sector, but his passion for local
below, and an additional 8 hours of training from any other government is also reflected in his effort to support individuals as
courses offered by the BCMSA. Participants in the program they deal with the challenges of local government. He introduced the
must complete all courses within a three year period. BCMSA career transition counselling program for LGMA members who have
courses completed before May 1, 2012 will qualify for credit in the
lost their jobs, and is known for taking personal calls from members to
Program. Those who have already taken similar courses must pass
the BCMSA exam for each course to receive equivalency. listen and provide advice or assistance whenever needed.
Tom believes in supporting managers throughout their entire career.
√ Due Diligence for Supervisors (4 hours) In addition to the initiatives and support provided to young people
√ Hazard Identification and Risk Assessments (4 hours) and mid-career local government staff, he created the personal pension
√ Incident/Accident Investigations (4 hours) consulting service to help guide members contemplating retirement.
√ Presentation Skills, Communication & Crew Talks (8 hours)
√ Worksite Safety Inspections (4 hours) 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
Contact: Cathy Cook, Executive Director
also planners and other local government professionals.
P: 778-278-3486 F: 778-278-0029 E: ccook@bcmsa.ca
Knowledge sharing the
www.bcmsa.ca Promoting Professional Management &
Leadership Excellence in Local Government 12Tom’s colleagues and
friends organized
a surprise 50th
birthday celebration
“We have some amazing programs through LGMA and our partners,” for him in April 2007,
in conjunction with
says Brown. “By working with the education groups, the private
LGMA’s open house
sector and others, Tom has helped to deliver programs that have for its new office.
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!
Continued on page 14
Promoting Professional Management &
Leadership Excellence in Local Government 13From Good to Great
Continued from page 13
A humourous moment Tom also supports his team professionally in every way and
at the 2010 LGMA Conference.
encourages them to take on projects and tasks that stimulate and tap
into their skill sets.
“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 One consistent theme everyone agrees on is that they are lucky to
putting on the LGMA rooftop. 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
Drop in the Bucket
positive environment.
Like most civil servants, Tom has actively
served the community in both his private and Randee Platz’s favourite “Tom-ism” is when he walks into her office
professional life. For many years, he coached
long distance runners in the Capital Region. In
at 4:25 p.m. and says, “take the rest of the day off, Platz, you’ve
2010, he decided the Lochside and Galloping earned it.”
Goose Regional Trails needed water fountains
for the runners, walkers, cyclists and dog Tom has told staff he is preparing what he calls a ‘cookbook’ of
lovers. Single-handedly, Tom designed the ‘Drop
in the Bucket’ project, tapped social media and
responsibilities, activities, etc. for the incoming Executive Director.
the running community, and raised $54,000 in Staff have teased him about how they are going to prepare the
private and corporate donations. The Regional ‘unofficial cookbook,’ which will be twice as thick, about how things
District will now install nine water stations
along the Goose and Lochside trails because are really done at the office, including many of the indulgences like
Tom always keeps a promise.
Valkyrie.lgma.nov.2012.3.3.final.pdf 1 20/11/2012 5:07:35 PM
soup and chocolate.
C
M
Y
CM
MY
CY
CMY
K
Promoting Professional Management &
Leadership Excellence in Local Government 14When 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
Promoting Professional Management &
Leadership Excellence in Local Government 15Will you be ready
WHEN DISASTER STRIKES?
By Peter Weeber
When I assumed the role of Chief Administrative Officer (CAO) for We had a plan and we were trained, but we still
the Village of Queen Charlotte in June 2012, I understood from the
former administrator that the region is a hotspot for earthquake activity found ways we could improve our response.
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 Seismologist Dr. John Cassidy described the 7.7 earthquake as “really
were described as the “the largest in history.” I was already starting to huge.” I think the residents of Haida Gwaii would agree with the good
feel like a natural disaster magnet, so moving to a major earthquake and doctor’s assessment.
tsunami hazard zone seemed like a natural choice. Once I settled the family back into the house, my first call was to our
When the shaking started at just after 8 p.m. on Oct. 27, the Fire Chief and Emergency Program Coordinator to get an update
residents of Queen Charlotte were getting ready for the Annual Fire on the situation in Queen Charlotte. The Fire Chief advised that the
Department Halloween Dance and fundraiser. I was visiting my power was out, and that he was concerned that there could be injuries
family in Terrace on my way to a LGMA event. The earthquake lasted and damage based on the severity of the quake. Added to this concern
for about 40 seconds, with enough intensity to shake everyone in was a tsunami alert stemming from the earthquake.
the Terrace neighbourhood out of their homes and into their front Over the next three hours we activated the emergency operations
yards. The residents of Queen Charlotte described how they heard an centre, assembled the emergency management team, evacuated
incredible roar as their homes shook violently and that they could see the residents in the tsunami hazard zone, opened a reception
the walls and floors moving. 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.
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
“After the retrofit, on the events over the last few hours and started to make a list of
we had a significant all the things we wanted to change to be better prepared for the
reduction in energy use
next emergency. An incredible amount of work had been done by
and received a $48,000
rebate from FortisBC.” 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
Joe Tank, from the quake – the only confirmed casualty was the Halloween
Manager of Operations, Dance. We had a plan and we were trained, but we still found ways we
School District No. 5
could improve our response in future.
Energy solutions
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
for B.C. 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
From natural gas and electricity, to district
energy and geoexchange, we have the right people understand their role during an emergency? Do we have
energy solution for your project. Learn more at alternates for key positions?
fortisbc.com/energysolutions.
Promoting Professional Management &
FortisBC uses the FortisBC Energy name and logo under license from Fortis Inc. (12-317 11/2012) Leadership Excellence in Local Government 16Practical advice, creative options
Do we have enough people to manage an emergency that lasts for and value for local government
more than 24 hours? Have we tested our plans? Do our residents
know what to do during an emergency? What are the consequences if Planning, Development & Environmental Law
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
Carvello Lui Carvello, MCIP
Lawyer & Planner
how well you communicate internally with your team and externally
with your community, stakeholders and the media. If you think this
Law 203-1005 Broad Street
Victoria, BC V8W 2A1
can be done effectively without a well-tested plan, you are really
mistaken. You need a clear crisis communication plan to support your
Corporation 250-686-9918
lui@carvellolaw.ca
emergency response, and trained staff in place to help disseminate www.carvellolaw.ca
information and monitor traditional and social media.
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
Peter Weeber
managing fire department operations
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.
Advice and
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
Advocacy
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. for Local Government
There are resources available through Emergency Management BC
(EMBC) that can help you prepare and train for a disaster. I encourage
PH: 250.380.7744
you to check them out and apply them in your community so we can FX: 250.380.3008
all respond effectively and recover quickly when disaster strikes. www.sms.bc.ca
v 2nd Floor, 837 Burdett Av.
Victoria, British Columbia
Canada V8W 1B3
Promoting Professional Management &
Leadership Excellence in Local Government 17LGMA 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
The First Nations Public Service Secretariat (FNPSS) and the
understanding that the staff of these organization have for their
Local Government Management Association of British Columbia
respective counterparts and the challenges that face them.
(LGMA) are pleased to co-sponsor an initiative called Walk a Mile
Perhaps if there was a greater understanding of the roles, in My Shoes.
responsibilities, and constraints, and a better sharing of knowledge
Through this initiative, administrators from local governments and
and experiences between local government and First Nations
First Nations who so request would be paired for a one-day job
administrators, these relationships could be improved.
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 cwilliams@fnps.info
Local Government Management Association:
Tom MacDonald, 250-383-7032 or tmacdonald@lgma.ca
(After Jan. 25, contact 250-383-7032 or office@lgma.ca to the attention of
the Executive Director.)
Promoting Professional Management &
Leadership Excellence in Local Government 18members page
MEMBER MOVEMENT Stan Westby, City Manager, City of
Whitehorse
May 12-17
MATI Managing People in Local
October TBA
Administrative Professionals
Cecile Arnott, Chief Administrative Government Organizations Conference
Officer, City of Rossland (Formerly RETIREMENTS Bowen Island Location TBA
Chief Financial Officer, City of Grand Nancy Avery, General Finance &
Forks) Information, Regional District of
June 11 Related
Heather Avison, Chief Nanaimo
Approving Officers Workshop
Delta Grand Okanagan, Kelowna
organizations –
Administrative Officer, City of Terrace Marg Coulson, City Clerk, City of ProGrams & Events
June 11
(Formerly Director of Corporate Vancouver May 29-31
Women in Local Government
Services, City of Terrace) Government Finance Officers
Gregory Dobrowolski, Deputy Leadership
Association of BC Annual
Brian Carruthers, Chief Chief Administrative Officer, City of Delta Grand Okanagan, Kelowna
Conference
Administrative Officer, Regional Dawson Creek
June 11-13 Whistler, BC
District of Central Kootenay Len Hrycan, Director of Community LGMA Annual Conference & Tradeshow May 31-June 3
(Formerly Chief Administrative and Corporate Affairs, City of Delta Grand Okanagan, Kelowna Federation of Canadian
Officer, City of Williams Lake) Kamloops
June 16-21 Municipalities Annual Conference
Tom Day, Chief Administrative Victor Kumar, Chief Administrative Vancouver, BC
MATI Leadership
Officer, District of Summerland Officer, City of Rossland Bowen Island June 2-5
(Formerly BC Transit, Township of
Walter McLellan, Municipal Clerk, August 13-16 Government Finance Officers
Esquimalt)
City of Kitimat MATI Foundations Association Annual Conference
Robin Dalziel, Chief Administrative San Francisco, CA
Michael Phelan, Manager of Finance, University of Victoria
Officer, City of Greenwood
Fraser Valley Regional District August 18-21
October 6-11
David Duckworth, Director of Institute of Public Administration of
Jerry Spence, Deputy Chief MATI Community Planning for
Corporate Services and Community Canada Annual Conference
Administrative Officer, City of Non-Planners
Safety, City of Kamloops (Formerly Montreal, QC
Chilliwack Lake Okanagan Resort, Kelowna
Director of Public Works and September 16-20
Sustainability, City of Kamloops) LgmA 2013 October 16-18 Union of BC Municipalities Annual
Joan Harrison, Director of Corporate ProGrams & Events Clerks & Corporate Officers Forum
Spirit Ridge Vineyard Resort & Spa,
Convention
Services, Regional District of February 13-15 Vancouver Convention Centre
Osoyoos
Nanaimo (Formerly Manager of CAO Forum September 22-25
Legislative Services, City of Nanaimo) Hotel Grand Pacific, Victoria October 20-25 International City/County Management
MATI School For Statutory Approving Association Annual Conference
Mike Reiley, Director of Development April 21-26
Officers Boston/Massachusetts, New England
Services, District of Coldstream MATI Advanced Communications
South Thompson Inn, Kamloops
Bowen Island
Where is Margaret Warwick now? 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
When we caught up with Margaret Warwick, she was preparing for a trip
interesting time as the Council of the day felt that not all municipal
to Edmonton, where she would be attending a baby shower in anticipation
procedural rules should apply to them, and that they would like to do
of her first great-grandchild. After a long and satisfying local government
things the way they wanted. However, she persevered and helped the
career, Margaret is embracing the good life of retirement.
fledging municipality get itself up and running.
Margaret began her local government career as an on-call stenographer
In 1981, Margaret moved to the District of North Vancouver to assume the
in the Engineering Department at the City of Port Coquitlam. The year was
position of Deputy Municipal Clerk. Three years later she became Municipal
1972 and she had been called in to cover staff who would be away over the
Clerk, a position she held until 1991, when she moved to the District of
Christmas holiday period. She continued on an on-call basis until fall 1973,
West Vancouver to become Municipal Clerk, where she stayed until her
when she was offered a full-time position with the City. Before too long,
retirement from active local government service in 2001.
she had progressed through the organization, including a move to the
Administration Department, where she became acting Deputy Clerk. Continued on page 21
Promoting Professional Management &
Leadership Excellence in Local Government 19You can also read
