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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. JUNE 2012

Retirement Game Plan P8

casE of iNtEREst P5

coNfERENcE hiGhliGhts P6

sUccEssioN PlaNNiNG qUiz P16

UpdateIn this Issue 2President’s Report 3Executive Director’s Report 4Members Page 19Our Town 21

Professional DevelopmentLGMA 2012 Conference 6

Tips & Tactics – A Game 14 Plan for Retirees

Programs & Events 19

Promoting Professional Management &

Leadership Excellence in Local Government 1

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® Certified 10% post-consumer recycled paper at Island Business Print Group.

LGMA Office: 7th Floor 620 View Street Victoria, BC V8W 1J6 Telephone: 250.383.7032 Fax: 250.383.4879 Email: [email protected] Web: www.lgma.ca

Contact the Editor: Email: [email protected]

Cover Illustration: Paulo Buchinho/Getty Images

5case of interest In this edition, Case of Interest highlights some important distinctions in the meaning of residential property, including the kind to help avoid liability exposure.

8Retirement Game PlanWhat does it take to build a retirement game plan? We look at how two local government managers have planned their transition to retirement, both in their professional and their personal lives.

6Results through RelationshipsHighlights from the LGMA’s conference in May, including election of the new Board, the 2012 awards presentation and the signing of a Memorandum of Understanding and Collaboration with First Nation organizations.

16are You a succession-Planning Guru?Take our quiz to find out if you’re a guru or a just a little bit lost when it comes to succession planning.

guru?guru?

iN this issUE

the focus for this edition is retirement and succession planning, with the added bonus of conference highlights. The Baby Boom retirement trend is affecting organizations in differing ways, and the game plan each individual has for retirement also

varies. It quickly became apparent that the common denominator for organizations and individuals is having a plan. Know what you need and what you want to achieve, and give yourself time to work towards your goals. The stories in Retirement Game Plan are two examples of how local government managers are designing their retirement plan to suit their interests. Organizations of all sizes can benefit both from the Tips & Tactics, and the business continuity questions outlined in the Succession Planning Quiz.

I hope you enjoy the stories and take away new ideas on how to plan for your own retirement – even if it’s years away – as well as steps you can take to leave your organization in excellent shape when you retire.

Our goal with Exchange is to feature stories and tactics that support local government managers. We encourage you to share your input on story ideas. We also invite you to send a Letter to the Editor if you’d like to share feedback or react to articles we feature in Exchange. To share your input, simply send us an email at [email protected].

Therese Mickelson, ABCEditor



Letter to the Editor

Re: Bylaws: The Search for Balance, March 2012

This was a very nice article with great information from Lorne Fletcher. Another critical piece of information your readers should have is the fact that since 1973, the courts have upheld every single challenge to whether or not Bylaw Officers are considered Peace Officers in the course of their duties. In every case they have been found to be Peace Officers. The courts have even upheld their use of baton, O/C Spray and handcuffs in arrest as justifiable. So the courts in case law have recognized Bylaw Officers as “Peace Officers” – it is only legislation that is 20 years or more behind.

Here are a few cases and some legislation for you.

Courts have ruled on several occasions that the definition of Peace Officer under section 2 of the Criminal Code of Canada includes Bylaw Officers as “other person[s] employed for the preservation or maintenance of the public peace or for the service or execution of civil process.” As such, while actually engaged in the execution of their duties, Bylaw Enforcement Officers are Peace Officers, independent of whether they are sworn or unsworn constables.

This was first proven in court in 1973, when two men were charged with obstructing a Peace Officer in the Yukon Territory Magistrates Court in R. v. Jones and Hubert for their part in removing an impounded dog from an animal control van, contrary to instructions from a local municipal Animal Control Officer. This was the first “Peace Officer” test before a Canadian federal court to determine if the Criminal Code definition of Peace Officer extends to Bylaw Officers,

as “other persons employed for the preservation of peace.” The Honourable Justice O’Connor ruled the Animal Control Officer was a Peace Officer under the Criminal Code, but only while performing his duty. Furthermore, Justice O’Connor highlighted the severity and criminality of obstructing a Bylaw Officer.

Since then, several other court decisions have reaffirmed this ruling. In Moore v. R, the Manitoba County Court held that a pound keeper was a Peace Officer within the meaning of Section 2 of the Criminal Code. Most recently, in 2000, in R vs Turko, the B.C. Provincial Court ruled that Capital Regional District Bylaw Enforcement Officers were justified in arresting a person for failing to provide identification while they enforced an anti-smoking bylaw, as their refusal constituted Obstruction of a Peace Officer (contrary to sec. 129 of the Code).

In addition, sec. 555(1) of Alberta’s Municipal Government Act states: “A person who is appointed as a bylaw enforcement officer is, in the execution of enforcement duties, responsible for the preservation and maintenance of the public peace” and sec. 15(2) of Ontario’s Police Services Act R.S.O. 1990, states: “Municipal law enforcement officers are peace officers for the purpose of enforcing municipal by-laws.” Similar sections exist in most provincial police acts.

Lee ElliottBylaw Enforcement OfficerVillage of Lumby



WOW! What a fabulous year. I have completely enjoyed my year as President, and I thank you for enabling me to represent you in this position.

Some exciting progress has occurred on a number of projects this year:

• AfricaProject. LGMA staff Tom MacDonald, Ana Fuller and Elizabeth Brennan participated in a FCM-funded mission to Tanzania in November to work with staff of the Association of Local Authorities of Tanzania (ALAT) to help them develop a capacity-building model based on the LGMA model of collaborative volunteerism. This resulted in a visit by ALAT representatives to the 2012 CAO Forum and a return visit to Tanzania by Elizabeth Brennan to assist ALAT with their annual conference.

• CapacityBuildingforRuralFireDepartments.A meeting was held with the Fire Commissioner to discuss development of a capacity-building program for our community-based fire departments. Possible topics for inclusion are best practices for recruitment and retention of volunteers, liability issues, mutual aid agreements, interface forest fire agreements, inspections or no inspections, training challenges, budgets/financial administration, operational policies and relationship with the Office of the Fire Commissioner.

• NavigatingCityHallandthelocalgovernmentdevelopmentprocess. Discussions were initiated with the Urban Development Institute following evidence that there is a considerable lack of understanding both on the part of developers and local government as to the constraints that each party faces when dealing with development applications. A jointly-sponsored program is to be developed for attendance by both local government staff and developers. Timelines for this program are either fall 2012 or spring 2013.

• LegislativeBootCamp.This program was piloted at the North Central Chapter meeting this spring. This one-day workshop was designed to draw attention to the top 10 key legislative requirements that all local government managers should know. This is a perfect session to start off your Chapter meetings.

Speaking of our Chapters, I would like to encourage everyone to support your Chapter Associations. When I was on the Board of my area Chapter, many staff let me know how much the Chapter meetings meant to them. This was largely due to the small size of the meetings and the opportunity they provided to meet new people and discuss issues of common interest.

I would also like to encourage large municipalities to have representatives attend the Chapter meetings. The topics and networking opportunities may not be as necessary for you as for those in smaller communities because you can obtain those from within your own organization, but it is beneficial for others to have that contact with the CAOs or senior staff and to tap their knowledge base.

When I first started out, it was this type of contact that played a major part in my development as a local government employee. We now have so many new people entering the field of local government this seems like an important time to step up and give back.

So this is farewell, and if I may leave you with one thought: “Do one thing every day that scares you.” – Eleanor Roosevelt

Kathleen Day President

If I may leave you with one thought: “Do one thing every day that scares you.” – Eleanor Roosevelt

PREsiDENt’s REPoRt



ExEcUtivE DiREctoR’s REPoRt

“Results through Relationships” has really become the operating mantra of this organization rather than just a catchy conference theme.

i t is the week after the annual conference in Victoria and there is now some time to decompress and reflect upon how it all went. In about 10 days from now, LGMA staff will meet to discuss the post-conference evaluations received from delegates as well

as to discuss what went well from our perspective and what needs to be tweaked for next year.

One overriding thought at the top of mind today was the theme of our Conference, “Results through Relationships,” which I think has really become the operating mantra of this organization rather than just a catchy conference theme. In particular, I am referring to volunteerism and the critically important contribution that volunteer relationships have made to the success of the LGMA over the past decade.

What does volunteerism mean? If one looks at various dictionary definitions, it is really about the spirit that fosters a sense of community and gives community members a sense of meaning and contribution. If that doesn’t aptly describe the LGMA and its membership, I don’t know what does. The results we have achieved through our volunteer relationships with our members have made this Association incredibly strong in its mandate of delivering educational and professional development opportunities to the extent that we now, either directly or through our partnerships with other organizations, provide training for upwards of 1,500 local government people every year.

We often hear that the spirit of volunteerism is declining. In an article written for Statistics Canada, an author is quoted as saying “in a skeptical country, volunteers are an endangered species with the size of the population willing to volunteer dropping Canada wide by 3% a year.” A range of reasons is given including skepticism about traditional institutions, urbanization, passive individualism and annoyance with charitable requests for assistance, to mention but a few.

In the case of the LGMA, we are finding just the opposite is true. It seems every time we put out a call to our membership for volunteers for committees (MATI, Conference, special projects, Teamworks, etc.), we are inundated by people who want to volunteer and share their expertise.

In fact, I cannot remember a single time in the past nine years where we have asked someone to help us out with a program or a project and they have turned us down except for timing conflicts.

As an organization, the approach we have taken to recruit volunteers has been simple but effective. First of all, we use our extensive network to try and find the most knowledgeable person who can speak well on a given topic from within our local government family, and we ask them to share their knowledge. Secondly, when they (hopefully) do say yes, we treat them well – cover their cost of travel, meals and accommodations and look after them well while they are performing their volunteer service. Thirdly, we make sure that they know how valuable their contribution is to the learning of their colleagues. And finally, we make sure that all local government employers, including elected officials, know how important this collaborative volunteerism approach is to the success of the local government system in British Columbia.

Pretty simple, but this formula continues to work so very well for us. Part of our role as an Association is to continually foster this culture of collaborative volunteerism, which is why all LGMA staff and Board members are continually promoting this model of relationship-based success.

On a personal level, I find there is nothing more meaningful and fun than giving my time to a good cause, whether that be handing out finisher medals to runners at the marathon finish line or through my involvement in a local project to fund drinking water fountains for regional park trails. (And here’s a plug for it: www.adropinthebucket.ca!).

My point here is that the “Results Through Relationships” theme of our conference really embodies the optimism that volunteerism is alive and well within the LGMA membership and is what makes this organization so much fun to be a part of and so effective.

Best wishes for a great summer.

Tom MacDonald Executive Director



CASE ofINTEREST

Residential: are You sure it Means What You think?

By lui carvello, MCIPLawyer & PlannerCarvello Law

for our Case of Interest, we have another court decision on whether a residential single detached dwelling can be used as a vacation rental, providing self-contained, short-term accommodation for tourists for payment: Okanagan-

Similkameen (Regional District) v. Leach 2012 BCSC 63.

The decision is mostly rather unremarkable zoning bylaw interpretation, and although it provides quite a useful and succinct summary of interpretation principles (para. 50-57), its interest to this author is in once again highlighting the increasing frequency of residential – non-residential conflicts. Even if your community has no intent of making a distinction between neighbourhoods that people live in (only/primarily), from those that open their doors to the higher turnover, traffic and partying of tourists, this article highlights important distinctions in the meaning of residential, including the kind to help avoid liability exposure.

thE casEIn Leach, the court concluded that an owner’s “second home” rented to others for one-week stays was not a permitted principal use of a

“single detached dwelling” but such a use did fit within the secondary use of “private visitor accommodation.” It did not matter that the owners did not reside there full-time (a point “forcefully” asserted by the Regional District), only spending one to three months each year. The law has recognized that a person may have more than one residence, and the bylaw did not specifically require full-time occupation.

In Whistler (Resort Municipality) v. Miller, 2001 BCSC 100 affirmed by 2002 BCCA 347, the court said it was “untenable to suggest that the rental of a detached dwelling to short-term paying guests is a normal and customary residential use.” Although Leach distinguished Miller, the court did “accept, nonetheless, …the rental of a detached dwelling to short-term paying guests is not a normal and customary residential use in the sense of being the principal use for this type of property.”

KEY lEssoNs foR zoNiNG BYlaWsDefinitions and different uses are essential if a local government wants to ensure there is a “clear and explicit statement of intent” for a distinction acceptable to a court. For example, the residential definition used by Whistler was successful: “… a fixed place of living, excluding any temporary accommodation, to which a person intends to return when absent.”

However, if you want to impose a full-time residency, then Leach also highlights that you must explicitly state that. And it’s important to give attention to secondary and accessory uses, and their definitions.

aND foR soMEthiNG coMPlEtElY DiffERENt – hoMEoWNER PRotEctioN actThe above has dealt with residential in a zoning context. Lest you are convinced you know what residential means, a turn-of-the-millennium case took quite a different approach in the context of the Homeowner Protection Act R.S.B.C. 1996, c.31 (“HPA”). Recall that under section 30, local governments have the gatekeeper task of not issuing building permits for “new homes” without proper evidence. Tin Amera Resorts et al v. HMTQ, 2001 BCSC 66 concluded that “new home” includes buildings used for “residential occupancy” and that includes “transient occupancy such as a hotel and motel use”. “Residential” in the HPA context is about the structure, not the use. “I find the units are residential because they provide residential type accommodation.” Unfortunately, Tin Amera did not consider the BC Court of Appeal decision the year earlier in Kamloops v. Northland Properties, 2000 BCCA 344 (which considered the meanings of “residential” and “reside”), and given the various decisions since, it is perhaps time to revisit its conclusion, but until a court says otherwise, it remains good law and prudence dictates implementing its conclusion.

coNclUsioNIn your Zoning Bylaw, define and create distinctions amongst

“residential,” “tourist accommodation,” “vacation rental,” and other uses (principal, secondary and accessory) in a matter that suits your community. But then forget all that when it comes time to satisfying your Homeowner Protection Act obligations.

MichaelShoop-ad-Nov2011-1.02.indd 1 11 11 22 09:54



Relationships are at the foundation for success in all aspects of local government. Relationships with community members, relationships between staff and Council, relationships with colleagues and partners, and relationships between communities and their local governments. The tremendous value of these relationships, and how to build and leverage their benefits, was the central focus of the 2012 LGMA Conference: Results through Relationships. With 317 registered delegates representing approximately 125 local governments and an additional 14 partners and connected organizations, the wealth of new ideas and creative approaches to stronger relationships will support continued success of communities across the province. Delegates tapped into top-level speakers along with a Trade Show representing 40 vendors who work with local government and deliver products and services that support communities.

Held in the stunning and historic Fairmont Empress Hotel and the Victoria Conference Centre, the conference success story started with pre-conference sessions focused on the highly successful Women in Leadership Forum and the recently-revived Communication Officers’ Forum, as well as sessions to support Approving Officers and local government educators.

Delegates were inspired towards personal development and forging new partnerships, and building trust even in the midst of challenge following the dynamic and engaging keynote with John Furlong, former CEO of the Vancouver 2010 Olympics Organizing Committee. And they were engaged with renewed confidence in relationships and the power of how small groups of people can

achieve tremendous change thanks to the dry wit and stunning experiences of David Trimble, who won the Nobel Peace Prize for doing something many people thought they would never see in their lifetime: he brought peace to Northern Ireland.

The many break-out sessions throughout the conference built on the theme of generating successful results through relationships and stimulated discussion about innovative new approaches and best practices evolving in the realm of local government. Topics ranged from bargaining trends and a forecast of the economy to local government issues, emergency management and open data, but with one consistent message: working together, leveraging partnerships and creating new relationships together form a powerful formula for success.

With a theme like relationships, and a culture of sharing and mutual support inherent to local government, the conference pulsed with moments of laughter, professional integrity and a shared commitment to serve communities and create a network of supportive colleagues and valuable partnerships.

ResultsthroughRelationships

PleasewelcomethenewBoard:

President: Alberto De Feo1st Vice President: Corien Speaker2nd Vice President: Mark BrennanSecretary Treasurer: Kelly RidleyDirector at Large: Paul MurrayDirector at Large: Sonia SantarossaPast President: Kathleen Day

ChapterRepresentatives:

North Central: Sheryl WorthingThompson Okanagan: Cindy KennedyWest Kootenay Boundary: Victor KumarVancouver Island: Ken WatsonRocky Mountain: Terry MelcerLower Mainland: Lynda Floyd

iNtRoDUciNG: thE NEW lGMa BoaRD

2012 lGMa President alberto De feo

The 2012 LGMA Board of Directors was elected at the 2012 Annual General Meeting held in conjunction with the LGMA Conference in Victoria May 15-17.

2012 lGMa coNfERENcE

the 2012 lGMa conference attracted 317 delegates from about 125 local governments.at left, Minister of community, sport and cultural Development ida chong gives the lunch keynote address.

New Relationships forged in signing ceremonyLGMA conference delegates witnessed the signing of a Memorandum of Understanding and Collaboration between the First Nations Summit Society, First Nations Public Service Secretariat and the LGMA.

These organizations have historically worked independently in their respective missions to improve the capacity for their members, clients, and stakeholders. It has become evident through informal discussions over a number of years that the organizations could achieve much greater results in pursuing these missions as well as fostering improved relationships between local governments and First Nations, were they to work together collaboratively to support each other’s efforts.

This Memorandum of Understanding and Collaboration is intended to celebrate the progress already made informally while at the same time providing a statement of intent amongst the organizations that they will continue to work together in the future. It was signed by Dan Smith, member of the First Nations Summit Task Group, Christa Williams, Executive Director, First Nations Public Service Secretariat and Kathleen Day, President, LGMA.

celebrating Excellence: lGMa awards 2012Each year, LGMA members are recognized for their excellence, best practices and community leadership. LGMA is proud to recognize another group of amazing people and outstanding professionals as the 2012 award winners.

DistiNGUishED PaRtNER aWaRD HeatherKirkham, University of Victoria School of Public Administration Program Manager, received the Distinguished Partner Award, presented to someone who has been a strong supporter of the LGMA, its members, and local government in general. Heather has been the face of local government programs at UVic for as long as anyone can remember. She has guided, expanded and protected the program in ways that are often not seen by those outside

of the university community. She has persistently and diligently ensured the continuation of educational opportunities for members of the local government community across B.C., and is known for her devotion to the students in the courses she oversees. Heather is also a strong and long-time supporter of distance education at the School of Public Administration, and was a pioneer in the delivery of distance courses enabling students from across the province to benefit from university-level education opportunities.

PRofEssioNal sERvicE aWaRDRuthMalli, Chief Administrative Officer for the Town of Ladysmith, was recognized with the Professional Service Award for her outstanding achievement by local government officers, and her positive impact on local government. Her nomination was supported by numerous letters and testimonials highlighting her skill as a progressive leader, her commitment to continuous learning and her unwavering support for innovation. She is described

as having a passion for people and her efforts to make Ladysmith a highly rewarding and positive place to work. Ruth is said to be

“creative and tireless in her leadership and support for volunteer organizations that move the community forward.” Ruth is a community champion and an authentic and dedicated leader who is generous with her time and knowledge.

lifE MEMBERshiP aWaRDA life membership may be awarded by the Board of Directors to any person who, in the opinion of the Board, has made a recognized contribution to this society. With the presentation of his Certificate of Life Membership, LGMA Executive Director TomMacDonald was recognized for his exceptional service and dedication to the LGMA. He is recognized across B.C. as an innovative and visionary leader, and through his leadership, he has helped to shape the LGMA into a thriving, member-focused

organization. He has established excellent relationships with members as well as an array of professional organizations and educational institutions connected to local government. Tom has essentially

“re-invented” the LGMA, taking it from a small organization with limited resources and programs to the dynamic, exciting and valuable organization it is today. Tom lives the LGMA mission; his exemplary service through the LGMA has advanced excellence in public service through learning, networking and celebrating achievement. He is a mentor to many, a friend to everyone he meets and a consummate professional in all he does for the organization.

lGMa loNG sERvicE aWaRDsFor a complete list of the members recognized for their long service in local government, please visit www.lgma.ca.

heather Kirkham

Ruth Malli

tom McDonald receives his award from 2011 President Kathleen Day



By therese Mickelson, aBc

Retirement Game Plan



Continued on page 10

the best retirement game plans look at more than pension plans, retirement savings and determining when there’s enough set aside. For some, a successful game plan involves strategies that start decades before retirement and evolve over time. The goal

is to spend what can be 25+ years of retirement enjoying life.

Pension and retirement savings are still essential elements, and often dictate when a person will retire, but today, retirees are considering how their transition to retirement will change their lives. They plan for where they want to live, how they want to be involved in the community, and what will keep them busy when they’re not in the work force. Equally important is the recognized need for a succession plan so that they leave their organization in good shape for success.

For some, the game plan starts in the first few years of their career and drives decisions about where to work, what positions are most beneficial and whether to remain in local government to secure a reliable pension. For others, the three-year countdown is a common trigger to start thinking seriously about how retirement will be achieved. But whether an individual is prompted by a long-term strategy or a more imminent step towards retirement, the common denominator is to design a game plan tailored to what will work best for each person.

To help provide context on how game plans can differ and still be successful, two local government managers shared their perspectives on how they’ve designed a retirement game plan that works best for them and their organizations.

For Randy Diehl, who recently retired as the Chief Administrative Officer with the City of Kamloops, moving into the zone of retirement was a next step he’d been planning for since early in his career when he moved to Kamloops 23 years ago.

“Kamloops is like a village. We wanted the connectivity to our community, and we moved here even though it was tough to be gainfully employed in those early years,” says Diehl. “But we picked it because we wanted that sense of community. Now as I retire, I’ve got lots of friends and interests here so I’m not going to feel isolated. If anything, I’m going to be able to enhance those connections.”

Even with this early planning, Diehl notes that his approaching retirement still presented some challenges.

“The first thing I thought about was what it would be like to wake up in the morning and have 12 hours ahead of me that need to be filled,” says Diehl. “Another factor in a smaller community is what it will be like to go from being in local government, where you are well known and recognized because of your position, to being invisible, where nobody will really care about who you are. When you retire, you’re no longer defined by your position. And, without being egotistical, it’s a change you start to think about on a personal level.”

Diehl also considered what his retirement would mean on a professional level. He notes that in leadership positions, it’s important to look at what needs to be done to tie up loose ends, outstanding projects and other specific initiatives that you want to achieve. But it also involves stepping back to consider the condition of the organization after you leave. With the need for knowledge transfer and ensuring key positions are in place, it’s critical for retiring leaders to plan for how to transition out of an organization and ensure successful business continuity.

“Your organization should run well, even when you’re gone,” says Diehl. “I had some excellent people around me so I knew well before I left that I could leave at any time and the organization would do well.” But Diehl still points to the importance of looking ahead and developing a plan that works for the organization.

“I could have left a year ago, but I sat down with the Mayor and we discussed the timing of my retirement. With the election coming up, the Mayor said the worst thing they could do is try and replace a CAO in the midst of an election, so I stayed another year,” adds Diehl.

“I had excellent people around me, so I knew I could leave at any time and the organization would do well.”

Whether you’re early in your career or steps away from your full pension, a well-executed retirement game plan is essential.



Diehl’s game plan included notifying his senior team a year in advance as well as working with the union well ahead of his departure to provide for solid relationships after he left.

“For the managers, I told them to take the year to do what they needed to do to place themselves in the CAO chair,” says Diehl. “My hope was that the new CAO would be internal as it would build on the good things happening in our organization. New people are really good when an organization is in need of change, but not as good when you have a stable organization like we have in Kamloops. So I’m really happy to see one of our existing managers now in the position as he will maintain that organizational stability.”

Diehl notes that he also worked to sustain a similar strong foundation with the unions.

“I wanted to create a means for the good relationships we’d built between the CUPE union, Council and management to continue,” says Diehl. “In my view, our organization would not be as good as it is today without the solid relationship with have with the CUPE union, and that was a legacy I wanted to leave behind.”

Retirement Game PlanContinued from page 9

For some communities, the demographic shift and large numbers of pending retirements are threatening the stability of organizations due to knowledge loss and challenges with filling vacancies with experienced managers, but not so in Kamloops. Diehl has found they enjoy a very stable workforce and have not experienced a lot of turnover. Because Kamloops is somewhat isolated from other major centres, accepting jobs in another jurisdiction involves a major upheaval for family so employees don’t move around as much. As a result, intelligence in the organization doesn’t leak out the way it does in other communities.

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Randy Diehl recently said goodbye to his job as chief administrative officer for the city of Kamloops. he discussed his retirement in advance with the Mayor and developed an exit strategy that worked for the city.



As well, Kamloops was able to bring in younger employees in recent years, so the demographic shift is not affecting them as much as they have a core of people who are staying on in the organization.

With his organization ready for a seamless transition on his departure, Diehl is able to focus on his personal goals for retirement – the goals he started to set 23 years ago when he chose Kamloops.

“I think I’ve been pretty lucky,” says Diehl. “I don’t have any regrets and I really feel that, by the time my retirement date came, I was ready to go and the organization was ready to say goodbye. I have so many interests and hobbies, I can finally get going on them. So for me, when it comes to retirement and those new 12 hours in my day, I’m not going to blink.”

For Barry Gagnon of Enderby, B.C., the shift from his role as the Chief Administrative Officer to retirement is following a more transitional game plan that works well in his small community. To start, Gagnon notes that he’s eligible for full pension at the age of 55, but he knew he would be interested in continuing to work in some capacity after retirement. His first plan was to retire and then seek out opportunities for contracting work in other areas. But when he started to develop a game plan with Council, it soon became evident that his own organization would need some assistance with business continuity.

“I let Council know my plans for retirement well ahead of time, and as the discussions evolved, it became clear that they’d need some help beyond my retirement time for mentorship and to have the capacity to meet operational needs,” says Gagnon. “Because of my relationship with Council, I thought it was something that would work well for me personally as I can start phasing in some of my other ambitions in life, including work on other contracts, with the flexibility to do things I want to do.”

As Gagnon started the process to plan for his departure, his first priority was to identify a candidate to replace him in the organization and then develop an operational plan that would involve options to provide a smooth transition in the organization.

“I worked with our Council to develop a transition strategy and together we identified a key individual in the community who we wanted to bring in to replace me,” says Gagnon. “He was at the Chamber of Commerce and is a very highly respected young person. We felt he had the attributes to move into a CAO role, but would need time to learn the municipal business.”

Gagnon notes that the one-year lag time was important as it enabled them to start the discussion with the individual and get him on board before other organizations could lure him away. It also provided time for changes in operational management positions to bring him on early in a deputy role at no additional cost, which provided lead time for him to learn the municipal business.

Continued on page 12

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Retirement Game PlanContinued from page 11

The plan also involves engaging Gagnon on a contract basis after his retirement to assist with seamless transition of responsibilities.

“I’ve agreed to come back on a reduced basis, 75% one year, 50% the next year and then phased out after that, at which time this individual will take on the CAO role,” says Gagnon. “During that time, he’s in a deputy role that provides him with diversified responsibilities so, even though he has a steep learning curve, he will be exposed to all areas of the organization.”

The decision to bring in a new manager from the community despite his lack of municipal government experience was deliberate. Historically, smaller municipalities have been able to rely on attracting middle managers from larger municipalities, but that is happening less and less as the availability of experienced managers changes. In Enderby, Gagnon says they have been finding it harder to lure these managers out to their smaller community.

Instead, their succession planning has shifted to focussing on people with good management skills and related experience.

“We’re looking for managers with good people skills and communication skills and who are progressive in their management style – those are the attributes you want in your leadership,” says Gagnon. “They may not have municipal experience, but when they have 90% of the package, they can learn the municipal management side of things.”

Gagnon adds that these core management skills are particularly important for the CAO in small communities where many positions are generalists and you’re often closer to the community.

“A CAO needs to be able to deal effectively with people and the public, and for this reason we wanted to take a community vision involving retention of key people from within the community,” says Gagnon. “We work with other organizations to achieve broad community goals, so while the traditional way of just going out and advertising and hoping to get somebody good is still valid, we wanted to be more creative about targeting people with key skill sets and community connections that we need, and we are prepared to hire on that basis.”

Providing support and the flexibility to attract good managers, even those who are not from the municipal environment, is one approach Enderby is using to deal with succession planning. Another is providing an organizational culture that makes it easier for senior executives to talk about when they might be retiring. This provides for more time to discuss options and transitional plans.

“It’s often difficult to get any certainty or even reasonable signals from people on when they might be retiring, but if you’re prepared to be open-minded, talk to them about options and make them a part of a post-retirement transitional plan, this may provide a nice way to encourage them to talk to you sooner about their retirement plans.”

737 Fort Street Victoria BC V8W 2V1 T250 383 1181 www.mfa.bc.ca



Gagnon added: “If you can identify people you think would be great mentors, it’s an opportunity for them to consider staying on an extra year or more, perhaps at half time, to mentor someone and at the same time you get some commitments and certainties around timing that you can work into your transition plan.”

For small communities, funding is the biggest challenge around these types of mentoring opportunities and transition plans involving senior executives staying on in a contract capacity after retirement. Gagnon points out that you have to be creative in terms of how you are phasing people out and bringing new people in, including combining positions to attract a certain skill set while saving dollars. It can also be a challenge for smaller communities to develop a succession plan of this nature when there are limited growth opportunities for managers.

“If a CAO is going to be around for another 15 years, it’s hard to attract a deputy; whereas, in larger organizations there is usually more opportunity for people to advance,” adds Gagnon. “Competitive compensation levels in smaller communities can also be a challenge for attracting and retaining people from larger centres, which is another reason to look to skilled managers within your community as a whole, rather than just within municipal government.”

Gagnon adds that the emphasis on successful business continuity will likely be unique to every community, and organizations will need to be creative and flexible to meet those challenges.

“Finding skilled people in general is going to be challenging because we’re not just competing in the municipal environment, we’re going to be competing with the private sector as we all deal with retirements over the next five years,” says Gagnon.

Gagnon’s retirement game plan provides for an orderly and supportive transition within the organization, but it also suits his personal goals for retirement.

“Personally, I feel that even though I’ll be at full pension at 55, I’m not interested in fully retiring at that point, but at the same time, I want a lot of flexibility to do other things,” says Gagnon. “When you’re working on contract, you can choose who you want to work for and when, so I’m looking for that life balance while still being involved to some degree.”

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Barry Gagnon has taken a transitional approach to retiring as chief administrative officer for the city of Enderby, including helping to find his replacement.



A good game plan is developed early and involves thinking about where you want to be and what you want to be doing when you retire, and then planning for how to shape your career to achieve those goals.

for your personal plan:

• Prepare yourself mentally and consider what you’d like to do. It helps to be a busy person with interests and hobbies that you can pursue after retirement.

• Stay connected with your community.• Figure out what you want and what will work for you,

and then build it around you by making careful choices throughout your career.

• Think about how active you want to be when you reach retirement age, and what your work-life balance looks like. For some people, when you walk out the door, you want to be finished with work, but for others, you may want to stay somewhat active through contract work.

• It’s important to sit down with your family and figure out your retirement ‘bucket list’ and how you’ll achieve that work-life balance. The reality of going from being at work all the time to being at home can impact home life. But it also means you can do new things like travel or other activities.

• If you’re continuing with some contract work, the challenge is making sure you’re young enough to do the things you want, such as travel and other activities, and that you’re not over-extending yourself on the work side.

for your organization’s plan:

• Prepare your team – tell key people, such as your senior team, as early as you can, even if just a select group, and discuss best options for your transition into retirement so that the organization will continue to thrive.

• Figure out what you’re passionate about and what you want to leave behind, and then pursue that to the furthest extent you can.

• Build a team that will help to protect the successful operation of your organization after you leave.

• Identify people who may be approaching retirement who would make good mentors and be open to discussions about transition plans that may involve part-time or contract arrangements.

• Look outside of the municipal environment for people with the right skill sets when recruiting – whether in management, trades or other professional expertise.

Many thanks to Randy Diehl and Barry Gagnon for these Tips & Tactics.

tips & tactics a Game Plan for Retirees

Brian Ross, Q.C.250-851-2370

[email protected]

Dennis Hori250-851-2324

[email protected]

Rick Heney250-851-2366

[email protected]

Jeff Locke250-851-2321

[email protected]

Sam Dabner250-851-2378

[email protected]

In the course of 125 years you learn a few things about the practice of law: your clients come to you for solutions and not for more problems, listening is a necessary prerequisite to understanding and, more often than not, a large measure of common sense goes a long way towards nding a solution. From our rm’s founding in 1885 and the region’s earliest city solicitor through to our current local government law practice group, we are an experienced group of lawyers who are ready to meet the challenges, complexities and deadlines of all aspects of local government counsel and advocacy work. We have a simple philosophy: combine knowledge, practice experience and creativity with a focus on nding practical and effective solutions. We are ready to assist you.

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Pension plans are not just for older folks. They’re an incentive for recruitment, a key part of compensation, a factor in career moves and an important investment for retirement savings.

So understanding your pension plan, its advantages and the challenges in the current market, is important no matter where you are at in your career path. The Municipal Pension Plan is the largest pension plan in B.C. and it’s managed as a Joint Trusteeship with two key Plan Partners: employers and members. Employees in local government are automatically registered as members in the Plan.

The following is a summary of the key benefits to the Plan and some of the primary issues currently affecting it.

top five Benefits

1. TheMunicipalPensionPlanisguaranteed.This is often called “The Pension Promise” and it’s the surety that you will receive a pay cheque for life.

2.Theamountyoureceiveismorethantheamountyoucontribute. Unlike a Registered Retirement Savings Plan where the amount you receive is based on the amount accumulated over time, your Pension Plan is based on years of service and salary.

3. Pensioncontributionsareshared.The Pension Plan is the responsibility of both the employer and the member, which means both parties contribute to the Plan and share responsibility for increased costs.

4. Pensionbenefitsarecurrentlyinflationprotected.This means that when you retire, the amount you receive increases with inflation. This is not a guaranteed benefit, but historically, the benefit to members has increased with inflation. As an example, over a 20-year period, pension has almost doubled due to inflation, which is a tremendous benefit to retirees. Maintaining inflation protection is a priority for future management of the Plan.

5.Groupbenefitsareavailabletoretirees. When you retire from government, you have an opportunity to purchase dental and medical coverage through the Plan at significantly better rates than are paid through separate insurers.

top three issues

1. Sustainabilityof PensionPlan. Costs of the Plan continue to go up faster than the value of assets, so in the last 10 years there have been increases in contribution levels. This is due to investment returns being lower in the investment market, changes in demographics resulting in large numbers of retirees and the fact that people are living longer – so collecting more pension. It is anticipated that when the actuarial valuation of the Plan is complete in 2012, there will be an identified need for additional increases as there cannot be an unfunded liability in the Plan. As well, inflation protection is not sustainable in the long-term. Unless changes are made, Plan Partners will either need to cap this inflation benefit or increase contribution rates.

2.TheJointTrustAgreementlimitsoptionstoadjustthePlan. Currently, there are several restrictions in place that prevent the Pension Plan Board from making changes to the Plan design that would help address the need for rate increases. Option such as eliminating some of the highly-subsidized benefits could significantly improve the overall Plan and benefits as well as make it more sustainable in terms of contribution rates and remaining fully funded. Making changes to the Joint Trust Agreement requires approval by the Plan Partners – members and employers. Discussions are underway to reach consensus on changes to the Plan design to address sustainability challenges.

3.MunicipalPensionPlanunderattack.Special interest groups are campaigning against public sector pensions, defining them as “gold plated” and not representing them as part of an overall compensation model. Local governments and their organizations can counter these campaigns by noting that total compensation for their managers (salary bundled with Pension benefit) is actually on par with the private sector. As well, the Plan is extremely well structured, well-funded and well managed.

Pension Primer shared by Ken Bayne, Trustee, Municipal Pension Plan

Please visit www.pensionsbc.ca for more information on the Municipal Pension Plan.

Pension Primer (for all ages)Recent graduates: “I don’t want to work forever – a pension plan sounds like a good benefit.”

Mid-career: “I’m glad I can move around within government and keep my pension.”

Nearing retirement: “What’s my magic years-of-service number so I can retire?”

Retirees: “Whew, thank goodness for my pension!”



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C. I would forward calls to my iPhone and have Siri handle calls and requests

D. Other

2. The training they might require includes:A. How our business application software worksB. An overview of current projects and deliverablesC. My teenager assures me I don’t know anything, so no training

neededD. Other

3. If no internal staff can handle your responsibilities, what other ways could they be managed?A. Outside contractorsB. Certain items that can’t be handled can wait until I returnC. My neighbour’s six-year-old could develop an app to handle 80

per cent of my jobD. Other

ARE You A SuCCESSIoN-PLANNINg

Whether you come from a small or large organization in local government, the reality is that business continuity is at risk if you don’t have a solid succession plan in place.

How well prepared are you to fill key positions? It’s not just about the Chief Administrator Officer or leadership team – key positions requiring professional expertise and trade certification are also critical to ensuring you can continue to serve your community.

So when it comes to succession planning, are you a guru or a just a little bit lost? Take this quiz to assess your readiness!

scENaRio 1: i’ll be away for about three months.

1. If I was gone for three months, the individuals who could cover my responsibilities include:A. My colleagues in the organizationB. An external consultant

guru?guru?qUiz



4. What would be the business impact if my responsibilities were not performed?

A. Significant drop in service to the communityB. Internal staff unable to complete their projectsC. Most people would not even notice my absenceD. Other

scENaRio 2: if i left the organization permanently.

5. If I left the organization, the following individuals could be considered for my permanent replacement:A. Members of my staff/direct reportsB. Members of the community with similar trainingC. My neighbour’s six-year-old (the one who developed the app)D. Other

6. The training they require might include:A. Certification or other professional developmentB. Municipal Administrative Training Institute (MATI) C. How to keep a neutral expression at Council meetingsD. Other

7. If no one internal could handle the responsibilities, they could be managed as follows:A. Outsource through contracted companies or consultantsB. Provide coaching services or training to staff and mentor until

able to assume dutiesC. Send residents to the neighbouring community for those

servicesD. Other

8. What are the key considerations in your profession that the organization would need to consider when looking for a potential candidate for your position:A. Strong leadership and communication skillsB. Education and training that directly supports key responsibilitiesC. Patience and humilityD. Other

See Page 18 for Answer Key.

More information on business continuity planning

These questions about business continuity planning (not including the answer key!) are based on a Succession Planning Form designed by Paragon Strategic Services Ltd. to guide discussion about business continuity for local governments (particularly in small communities). For a copy of the full form, please contact Tracey Lee Lorenson at [email protected].

Note: There are some important considerations when using this discussion form, including an appropriate process for sharing ideas and managing the information collected, questions that could affect personal job security, and caution related to unionized positions. Please see the full form for a complete list of recommendations and cautionary notes.



Valkyrie.lgma.may.2012.final.pdf 1 14/05/2012 1:44:24 PM

are You a succession-Planning Guru?Continued from page 17

answer Key:

If you answered A or B for the majority of these questions: Call yourself a Guru! You are looking at viable options for business continuity that are ideally based on the need of your community.

If you answered C to the majority of these questions: You’re just a little bit lost! It appears that you need to spend more time hanging out with your neighbour’s six-year-old.

If you answered D: You’re a creative thinker! Clearly you have many ideas to be considered and this quiz provides you with an excellent opportunity to meet with your manager and/or direct reports to start the discussion about succession planning.

facing temporary Employee Gaps?

When you have an employment gap, finding someone who can hit the ground running can be critical. Your best option is to hook into the experienced local government talent pool available through the LGMA.

LGMA manages a database of experienced individuals, most often recent retirees from local government, who are interested in taking on temporary work assignments. These assignments range from a few days to several months and are generally set up to cover off those periods when a local government is temporarily short on staff.

cURRENt REsoURcE PoolThe database currently includes individuals with experience in all aspects of local government, including: senior administration, finance, planning, parks and recreation and engineering.

To tap into this experienced pool, contact the LGMA Office at 250-383-7032 or by email at [email protected].

iNtEREstED iN tEMP WoRK?The demand for temporary services has recently started to grow. If you or someone in your organization is nearing retirement and would be interested in being included in our temporary assignment database for future assignments, send a short resume and contact information to:

Tom MacDonaldExecutive Director Local Government Management Association7th Floor, 620 View StreetVictoria, B.C., V8W 1J6

[email protected]

find help fast with the lGMa’s temporary Employment Database

MEMBERs PaGE

MEMBER MovEMENtBill Brown, Director of Development Services, Township of Esquimalt (formerly Manager of Community Services, Resort Municipality of Whistler)

amanda haywood, Deputy Corporate Officer, City of Parksville (formerly Executive Assistant, City of Parksville)

Randy humble, Chief Administrative Officer, Town of Sidney (formerly Director of Development, Town of Sidney)

Darren Kiedyk, Chief Administrative Officer, Village of Sayward (formerly in the private sector)

Ron Poole, Municipal Manager, Kitimat (formerly Chief Administrative Officer, City of Terrace)

Don Ramsay, Chief Administrative Officer, City of Terrace (formerly Manager with Ministry of Transportation and Infrastructure)

Kevin Ramsay, City Manager, City of Port Moody (formerly Chief Administrative Officer, District of Squamish)

Patrick Robins, Chief Administrative Officer, District of Central Saanich (formerly Chief Administrative Officer, Town of Princeton)

REtiREMENtsPatty Derkach, Human Resource Manager, Regional District Okanagan-Similkameen

Randy Diehl, Chief Administrative Officer, City of Kamloops

lynn Kitchen, Deputy Corporate Officer, City of Parksville

lGMa 2012 PRoGRaMs & EvENts June 17-22 MATI The Leadership Experience Quest University, Squamish

June 19-20 LGMA-CAMA Webinar: Putting Your Sustainability Plan into Practice *



August 12-17 MATI Foundations University of Victoria

September 12-14 Thompson Okanagan LGMA Chapter Meeting Cove Lakeside Resort, West Kelowna

September 19-21 Vancouver Island LGMA Chapter Meeting Best Western Premier ‘Prestige Oceanfront Resort’, Sooke

September 30 - October 5 MATI Community Planning for Local Government Professionals Lake Okanagan Resort, Kelowna

October 17-19 Clerks & Corporate Officers Forum Inn at Laurel Point, Victoria

October 24-26 Administrative Professionals Conference Executive Airport Plaza Hotel & Conference Centre, Richmond

October 28-November 2 MATI School for Statutory Approving Officers South Thompson Inn, Kamloops

RElatED oRGaNizatioNs – PRoGRaMs & EvENtsAugust 19-22 Institute of Public Administration of Canada Annual Conference St. John’s NL

September 24-28 Union of BC Municipalities Annual Convention Victoria, BC

October 7-10 International City/County Management Association Annual Conference Phoenix/Maricopy County, AZ

lGMa 2013 PRoGRaMs & EvENts February 13-15, 2013 CAO Forum Hotel Grand Pacific, Victoria

June 11-13, 2013 LGMA 2013 Conference Delta Grand Okanagan Hotel, Kelowna

* Program available online: www.lgma.ca > Programs & Events > Programs > Webinars

The best thing about Capilano University’s Public Administration program and the MATI programs they run in partnership with LGMA is the valuable networking you obtain when attending one of these courses. I was very excited about attending the MATI Advanced Communications on Bowen Island this past April for just that reason. However, I was very nervous as it was my first MATI course and I knew this would entail: 1) being away from my family for a week (my children are very young); and 2) a lot of hard work, as the course was condensed, consisting of long hours and assignments to cram in. I wasn’t too sure I would be able to endure the week.

Well, I am now back from the beautiful island community of Bowen and enjoyed my time immensely! They say “people really make the course” and this particular group was no exception. Gathering from all over the province, they were friendly, open, easy-going and knowledgeable about the issues we are all facing as communities in B.C. The MATI faculty and our course mentor were also fantastic! I learned so much from the staff and students, both work-related and about myself.

The course concentrated on conflict resolution, coaching, negotiations, public consultation, media relations and more. As a bonus, most gained insight into their personal communication style with an underlying message similar to that of an old Chinese proverb: “In a world where you can be anything, the best thing you can be is yourself.”

The other valuable advice offered by many of our roundtable participants was to create a balance between work, family and extracurricular activities. Great advice, as we all know too well that life goes by too quickly. Overall, I would highly recommend this course.

To all of my class colleagues – best of luck and thanks for the great experience!

– By Patti Rear, City of Pitt Meadows

Patti Rear

Mati advanced communications skills – class of 2012



MEMBERs PaGE

What Colin discovered after only a month on the job was that the Town was functionally bankrupt – it had virtually no taxable assessment that could support the services the Town needed to provide. Being a creative person, he was to spend the next 22 years in Fort Nelson implementing a functioning service delivery model that would be based on regionalized services approved by referendum to allow those services to be provided to the broader community and nearby First Nations. Over the 22 years he was in Fort Nelson,

Colin oversaw the holding of 17 different referendums on shared services.

In 1992, Colin was recruited to become the City Manager for the City of Fort St. John, a position he held until his retirement in 2004. During that time, he and his colleagues, Harald Hansen and Moray Stewart, were instrumental in negotiating what would become known as the “Fair Share Program” that allowed municipalities in gas and oil producing regions of the province to obtain provincial grants in lieu of access to the industrial tax base in recognition of their roles as service centres for industry.

Throughout Colin’s local government career, he was active in the affairs of the LGMA (MOA) and served as the Association’s President in 1998-1999. In 1986 he was awarded the MOA “Professional Award” for exemplary service. Looking back on his career, Colin is perhaps most satisfied with his efforts in securing financial support for resource communities that provide services in areas where major industry would otherwise not be taxable.

After Colin retired in 2004, he established a consulting business that has continued to this day, primarily in the area of local government restructuring. Of particular note in this regard was Colin’s work on the establishment of the Northern Rockies Regional Municipality, which covers almost 10% of the province’s land mass. One of his primary current contracts is as the Director of Strategic Initiatives for the Northern Rockies Regional Municipality as it comes to terms with establishing a viable service centre in Fort Nelson for the massive shale gas developments that are currently underway.

Colin now lives in Grande Prairie, Alberta where he continues to be an active golfer and curler. Since retirement, he has served as President of the Alberta Curling Federation and also as the Vice Chair of the Board of Governors on the University of Northern British Columbia. As well, he has travelled extensively with Valerie, his wife of 45 years and they are both busily involved with their four children and seven grandchildren.

Anyone wishing to touch base with Colin can reach him at [email protected].

REcoGNitioN

overseas Exchange candidate chosen Mark Brown, the Chief Administrative Officer for the Town of Qualicum Beach, has been chosen as the 2012 representative of the LGMA for the British Columbia-New Zealand Overseas Exchange Program.

This program was established in 2006 as a partnership between the LGMA and its corresponding association in New Zealand, the Society of Local Government Managers (SOLGM). It provides an ideal opportunity for managers in local government to develop their own skills, competencies and knowledge so as to add value to future performance. As part of the exchange, Mark will host a manager from a New Zealand local government for two weeks in May and will travel to New Zealand to attend the SOLGM Conference in September of 2012.

Board of Examiners Four local government employees from communities across British Columbia, recognized for their education and work experience in the local government field, are being awarded the following certificates by the Board of Examiners.

Certificate in Local Government Service Delivery:• Doug carey, Lieutenant, City of Victoria Fire Department• Mirjam Glass, Engineering Technologist, District of Peachland• Polly Pereira, Deputy Director of Corporate Administrative Services,

District of Port Edward

Certificate in Local Government Administration:• Mona lisa thompson, Director of Development, City of Chilliwack

WhERE is coliN GRiffith NoW?The year was 1967. Canadians were celebrating the country’s centennial and many were making the pilgrimage to Montreal for the World’s Fair: Expo 67. Hippies were making their presence felt, two different Prime Ministers resigned that year (Diefenbaker and Pearson), and the Toronto Maple Leafs won the Stanley Cup for what may be their last time. It was also the year that Colin Griffith began his 37-year career in local government.

Raised in Alberta’s Peace Region, Colin began his municipal career in Dawson Creek, spending four years there before moving to Fort Nelson as the Town/District Administrator.

At that time, Fort Nelson had been newly incorporated as BC’s first and only “Resource Municipality” in recognition of the area’s gas and oil industry, which included the somewhat unusual twist that none of the industrial lands were included in the Town’s tax base when it was established.

colin Griffith

Given my passion for the entire South Kootenay region, it is difficult for me to write about “my town” in the sense of only where I currently reside. My town is an amalgamation of several spectacular communities where I live, work and play, and it’s a place where residents have achieved excellence. Greater Trail is known as the Home of Champions in recognition of international achievements made by those who have excelled in their chosen field; Sport, Industry or Lifestyle.

The Greater Trail area, located in South Eastern B.C. along the Canada-USA border, consists of five incorporated municipalities including the Cities of Trail and Rossland, the Villages of Fruitvale, Montrose, and Warfield and Regional District of Kootenay Boundary (RDKB) Electoral Areas A and B. The region offers an abundance of opportunity for outdoor and recreational activities such as golfing, hiking, mountain biking, road biking, skiing, snowboarding, cross-country skiing, snowshoeing, swimming, baseball, track and field, ice-skating, roller-skating, hockey, curling, bowling and soccer.

Each of one of these communities has its own unique culture, history, demographics, climate and personality. It’s a challenge to describe all the amazing assets in our Greater Trail communities, so I’ll only be able to hit the highlights and key points of interest.

The City of Trail, also known as the Silver City, is a special place with mystical neighbourhoods, tiered gardens, rock walls and the famous red-covered staircases that link some of the original neighbourhoods that were developed by the Italian immigrants. Trail has become famous for its Italian cuisine served at the well-known Colander Restaurant. Historically a mining town, Trail continues to see growth in this industry. What you may not know is that Trail is also a hotbed for technology and research and development with lots of room to grow. It’s also home to the Graffiti Grannies – two retired women who scour the City and paint over offensive graffiti. Through their everyday lives, Trail residents emanate a “can-do” attitude that further positions Trail as a place to explore and a land of opportunity.

The scenic and beautiful City of Rossland is nestled in the crater of an ancient volcano and, at an elevation of 1023 metres (3410 feet), Rossland is Canada’s Alpine City! Rossland’s colourful past was a direct reflection its roots in mining. The first Rossland Claim was the Lily May, which later became known as the LeRoi Mine, which remains open as a tourist attraction today. The Wagon Road, which was built to allow the use of horses to haul ore from Rossland to Cominco in Trail, also exists today and is operated and maintained as one of the major biking trails between Rossland and Warfield.

Rossland is also home to Canada’s father of alpine skiing Olaus Jeldness, who held Canada’s first national skiing championships on the slopes of Red Mountain, the site of Western Canada’s first chairlift.

With outdoor recreation like golf, hiking, skiing and other adventure sports, business and industry growth, and family-friendly communities, opportunities abound throughout the region. Trails connect Warfield to Rossland, as well as the Villages of Fruitvale and Montrose, and the RDKB Electoral Areas A and B. The Beaver Valley boasts spectacular natural scenery, rural living, unique shopping and friendly people. And within every community are great neighbourhoods, friendly people and amenities that add to a great quality of life.

This is my town! This is where the people work hard, volunteer and sacrifice to make things happen for our area, but where people also smile and have fun and where people help each other. This is Greater Trail or the South Kootenays. A place that has a little bit of everything for everyone; whether you are in quest of excitement, adventure, culture or history or whether you are seeking solitude, serenity and some R&R.

Come visit us sometime to experience something different. Something that will keep you coming back.

– Theresa Lenardon, Executive Assistant, Regional District of Kootenay Boundary

MEMBERs PaGE



theresa lenardon

oUR toWN: GREatER tRail: thE soUth KootENaYs

“People work hard, volunteer and sacrifice to make things happen for our area, but they also smile and have fun and help each other.”

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