EXCHANGE is a quarterly magazine published by the Local...

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bylaw tips p14

member news p18

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. march 2012

bylaws: the search for balance p8

UpdateIn this Issue 2President’s Report 3Executive Director’s Report 4Members Page 18Our Town 21

professional DevelopmentLGMA 2012 Conference 6

Tips & Tactics – Success 14 in Bylaw Enforcement

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: Jordan Adams/Getty Images

5case of interest We kick off this new regular feature with a look at how the courts in our province have dealt with non-pecuniary conflict of interest.

8bylaws: the searchfor balanceThe days of hiring a retired police officer to help out with the odd noise complaint are over. Local governments today balance the risks and rewards as bylaw programs continue to expand in scope and responsibility.

7cold weather, warm welcome The LGMA’s budding partnership with a local government association in Tanzania continues to grow, with the arrival of a delegation from the African nation in January.

15simple, timely and fair: b.c.’s bylaw Dispute adjudication systemThis successful new system for addressing bylaw enforcement disputes is helping local governments across B.C. save resources and improve service.

in this issUe

as I set up interviews for this edition of Exchange, a number of people asked “Why bylaws?” and the answer is simple: because that’s what members told us. We do a regular readership survey and LGMA members provide us with

suggestions on the topics they’d like to see covered in Exchange. We take the most popular topics and use them as a guide for the Editorial Calendar. Bylaws rose to the top, as did interest in recent court cases. In response, the first edition in 2012 focuses on bylaws, and we’ve added a new regular feature called Case of Interest with stories provided by law firms working in municipal law.

I originally thought the bylaw stories would be tough to define, but the stories almost wrote themselves as I completed each interview. Despite working in local government for many years, it was as I researched the stories that a clear theme emerged. Bylaws are integral to creating great communities where people want to live, work and play. This ubiquitous goal is written in multiple strategic plans and discussed during community planning. But I had not, previously, connected the importance of bylaws to achieving this goal. A great quote made by a former Council member was shared with me during interviews and it sums up the value of bylaws very effectively:

“… one thing you learn after a few years in local government; most of the bylaws and their enforcement are required to prevent a minority of the people ruining the lives of the majority of the people.”

The other theme that emerged during interviews is that bylaw enforcement is continuously evolving, with new, innovative tools but also new challenges. In Bylaws: The Search for Balance, it is evident that bylaw enforcement officers today face a myriad of new challenges and require skills ranging from sales and customer service to the ability to deal with extremely difficult people and situations. Their day can easily involve mediating disputes between neighbours, inspecting homes for fire safety issues related to grow ops, and chasing down stray dogs. That’s an odd mix by any estimation. It was also explained that while their roles and responsibilities have evolved, legislation, policies and training have not kept up to support them in their role.

At the same time, there have been other very promising innovations to support timely, fair and effective management of bylaw disputes. In Simple, Timely and Fair – B.C.’s Bylaw Dispute Adjudication System, readers will learn how close to 50 municipalities across the province have adopted this new system and are reaping the benefits in terms of both customer service and improved fee payments.

Together, it’s clear there are advances and challenges with bylaws that are common to most municipalities, but equally common is a commitment to applying best practices, sharing experiences and exploring options for continuous improvement.

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].

Upcoming themes for Exchange:

June 2012Succession Planning:> Boomer Retirement – Personal Stories > Succession Planning Tactics> Pension Plan Update

September 2012Open and Accessible Government:> Open Data Sharing> Social Media Case Studies

December 2012Stories from the Trenches> Short stories from members, sharing experiences and achievements, the extraordinary and the exemplary

Therese Mickelson, ABCEditor





as I sit on my balcony overlooking a beach in Akumal, Mexico, I find myself contemplating work-life balance. There are many definitions for the term, and based on any that I have read, I have failed miserably at achieving a work-

life balance.

For almost a year and a half, my husband was not working and he took care of our home life. He did the grocery shopping and had dinner ready when I arrived home from work. This time was the closest I came to feeling I had work-life balance; however, with fewer home chores, I spent more time at work and apparently this was not the reward my husband was looking for.

We are all well aware of the impact technology and the demands that increasing public expectation and involvement are causing within our organizations. In addition to these, we are now mandated with ever-increasing statutory and financial reporting requirements.

This last local government election certainly made some resounding comments on public expectation and their definition of fiscal responsibility. Now, quite a few of us are hearing the terms “core review” and “value for money.” Does this again mean doing “more with less,” and if it does, how long can we sustain this?

What is the responsibility of the employer? How can we provide an environment that will assist in achieving work-life balance? We cannot expect to work seven hours a day every day, as there are days, weeks, even months of long, hard hours. In some workplaces, the load is intense and chronic. How do we respond to these pressures without compromising the well being of employees? Can we move toward work-life flexibility if not work-life balance?

For some employers, the thought of providing flexible work schedules or allowing employees to telecommute is considered impossible due to a small staff and the requirement to maintain regular office hours. These organizations are probably in most need of allowing their staff to take the foot off the pedal and take some time off when the busy periods are over.

The provincial government has an employee benefit program that offers flexible hours, telecommuting, a compressed work week and a salary deferral program, in which one may defer a portion of their salary to finance paid leaves of absence from six to 12 months in duration. The Globe and Mail has an interesting article about the top employers in 2012 and how they assist their employees with work-life flexibility, for example an ‘unlimited policy’ that grants employees’ requests for days off as they need them, rather than according to an arbitrary vacation schedule.

Is it time to seriously re-consider what we impose on ourselves and offer some alternatives?

If these opportunities are not provided, one can always take matters into one’s own hands and take a self-declared sabbatical. Or even better, close the book on your current chapter, take some personal time and when ready, open a new chapter wherever that may locate you.

Reflections off the Caribbean Sea.

Kathleen Day President

Work-life balance: The impossible dream?

presiDent’s report



execUtive Director’s report

The local government community in B.C. is relatively small... if you have ongoing recruitment problems, you may wish to reflect on why this is happening.

i t’s a Sunday afternoon in mid-February, and I’m sitting here at my kitchen table planning for the week to come. It’s been an absolute whirlwind since early in January when a group of Local Government Leadership Academy (LGLA) speakers (including

myself) began their two-month province-wide, eight-session road trip to provide orientation sessions for all of the newly elected local government officials who took their seats following the November election. We would continue pretty well weekly until the end of February.

It’s been an interesting experience. By the time this article is published, presentations will have been made to over 600 mayors, councillors and regional district electoral area directors. My primary message has been to draw the attention of elected officials to the ways that the LGMA indirectly supports them through the training, networking and information sharing it provides to local government managers.

I have been stressing the importance of elected officials’ support for our collaborative training model and how the entire local government system in British Columbia benefits when all parties work together. Translation: it is good for everyone when managers are given support (financially and otherwise) to participate in professional development opportunities either as a learner or an instructor. For the most part, it has been my sense that this message has been well received.

Another key part of my presentation has been to stress the importance of maintaining good relationships between elected officials and staff. I say to them that the one thing that councils and boards can do to get a “bad” reputation amongst management staff around the province is to berate their managers in public meetings or through the media. No manager that I know has any problem with an elected official disagreeing with policy advice (that is their prerogative), but to be personally humiliated in public is most disheartening and is very hard on staff morale.

I have pointed out to elected officials that the local government community in British Columbia is relatively small and the jungle telegraph works very well. If their community has ongoing recruitment problems, they may wish to reflect upon why that might be happening. The reaction to this message has also been generally pretty good, although at one session, one elected official came up to me afterwards and said, “It’s just too bad that Councillor ‘X’ from our municipality didn’t hear this. He/she chose not to come to LGLA because they felt they had nothing to learn here.” And therein lies the challenge.

The other post-election reality we are seeing is that a significant number of local government senior positions are turning over throughout B.C. either as a result of retirement, transitions to another local governments or involuntary terminations. It happens after every election and is a fact of life as the reality of the relationship with the new council or board becomes evident. Add to that the swelling numbers of baby boomers who are retiring, and it makes for a great deal of movement within our professional family.

Throughout this time, LGMA stands ready to help our members in any way we can, whether that be with such things as pension advice, professional counseling or to include your name on our temporary employment database. Please do not hesitate to give us a call if we can be of any assistance.

Tom MacDonald Executive Director



CASE ofINTEREST

court Deals with conflict of interest by “association”

by barry williamsonBarrister and SolicitorYoung, Anderson

most of the conflict of interest case law in this province concerns allegations of pecuniary conflict, whether direct or indirect. The significance of the recent decision of the B.C. Supreme Court in Schlenker v. Torgrimson 2012 BCSC

41 is that it addresses the less frequently considered issue of non-pecuniary conflict of interest.

factsThe respondents Torgrimson and Ehring were the two locally elected trustee members of the Salt Spring Island Local Trust Committee. They were also actively involved in two local societies, the Water Council Society and the Climate Action Council, and they voted in favour of entering into contracts with the two groups to undertake community initiatives on climate change and water conservation.

Both trustees had applied for the incorporation of both societies and subsequently became directors. Neither disclosed their connection with the societies during the discussions and votes on awarding the contracts. In responding to the petition both trustees stated that they considered it part of their role as elected trustees to

“participate and provide leadership and support for community initiatives relating to the official community plan,” which addressed water conservation and reduction of greenhouse gas emissions.

no pecUniary conflictThe judge first had to deal with the argument that the trustees were in a pecuniary conflict by voting in favour of the contracts. The judge quickly disposed of this point, noting that there was no evidence that either of the trustees had a direct personal pecuniary interest, “whether actual or potential,” in the funds granted to either society. The evidence of both trustees was that they had never received any remuneration from either of the societies.

As to indirect pecuniary interest, the petitioners invited the court to draw an inference that the trustees had a pecuniary interest from the mere fact that they were directors and were thus “linked” to the pecuniary interests of the societies. Consistent with previous authority that there must be evidence of a pecuniary connection, the judge concluded the fact of the trustees being directors of the societies was no evidence of a personal pecuniary interest.

common law non-pecUniary conflict of interestSection 100 (2) of the Community Charter recognizes the existence of non-pecuniary as well as pecuniary conflicts. However, the Charter does not spell out what constitutes a non-pecuniary conflict and the courts are left to apply common law principles. The remedy of disqualification for breach of conflict rules, however, is a purely statutory remedy, not applicable in the case of non-pecuniary conflict. Accordingly, the court readily rejected the petitioners’ argument that the trustees could be disqualified from office in the event of finding there was a non-pecuniary conflict.

The petitioners argued that the trustees would clearly be influenced by their connection to the two societies and that any reasonable person would expect them not to participate in the decision of whether or not to fund them. The court characterized this as a claim of conflict through association, which is said to arise in a case where

“the official has associations or connections within the community such that the official’s own interest might override the public interest when making a decision.” In applying the test the court recognized that a background of community involvement is common to most local politicians:

Generally speaking, local government officials are elected because of their engagements with certain local issues and matters, engagements which frequently entail association with community groups. In local communities, their views on these issues are often widely known. It is frequently the reason they were elected to public office in the first place.

In the case of trustees Torgrimson and Ehring, the court found that their interest in water conservation and climate change was one they shared with others in the community. An affinity of interest with a community group on a particular issue would not make out a case of non-pecuniary “associational” conflict. To succeed, the court held that the petitioners had to show that there was a substantial interest peculiar to the personal interests of the trustees. In dismissing the petition, the court concluded there was insufficient evidence that the trustees votes did not serve the public interest.

The decision is under appeal and given the lack of cases dealing with the issue of non-pecuniary conflict arising from associations, it will be useful to have the appeal court’s views on the content of this form of non-pecuniary conflict of interest.



Bargaining. Leadership. Project Management. Recruitment. Social Media. Every one of these areas is based on relationships. And effective results stem from a manager’s ability to leverage those relationships to achieve objectives.

Kicking off the 2012 “Results through Relationships” conference is internationally recognized keynote speaker, John Furlong, CEO of the Vancouver 2010 Organizing Committee – an expert in leveraging the possibilities that exist when relationships are nurtured amongst people with widely varying perspectives. Furlong has been described as a visionary leader, sports hero and nation builder. He led his staff to secure a record $760 million in domestic sponsorship amidst a global economic crisis, and successfully navigated all levels of government to stay true to his desire for the Games to connect with the hearts and minds of all Canadians. John shares his unique business and sporting background, and encourages you to dream big and dig deep in order to achieve your goals.

“Results through Relationships in its essence is really what the LGMA is all about as an association,” says Kathleen Day, President, Local Government Management Association.

“The goal of the conference is to give you the opportunity to network, hone your leadership skills, and learn from the inspirational examples of prominent leaders to help you strengthen your role as you achieve results through the relationships you build in your own community.”

The 2012 LGMA Conference will take place in beautiful Victoria from May 15-17, 2012, and it features a mix of topics ranging from purchasing and bargaining to open data and the local food movement.

Conference highlights include Nobel Peace Prize Laureate David Trimble, on leading when times are tough and bringing about change when seemingly everyone is against you. His deft negotiation of the landmark Belfast Agreement brought peace to Northern Ireland – something many thought they would never see in their lifetime.

The program also includes sessions on open data, ensuring fairness in purchasing, and the state of the law with respect to public sector bargaining. Gain an understanding of the local food movement and how it might be relevant to your community; how comments made in social media can affect hiring, discipline, and privacy matters; and hear from two B.C. local government representatives who travelled to Christchurch, New Zealand to learn from the earthquake response and recovery efforts there.

Celebrate with old friends and new colleagues at the annual banquet. Enjoy a delicious dinner, then have your senses altered by the amazing hypnotic show of Robert Mesmer, followed by dancing to the Timebenders’ “Rock Down Memory Lane.”

Accommodation will be available at the Fairmont Empress Hotel, adjacent to the conference venue, with a special rate of $179 per night plus taxes (rate available until Apr. 14). To reserve a room, please call 1-800-441-1414 and identify yourself as being with the

“Local Government Management Association members’ block”.

To view the full conference program visit www.lgma.ca or register today at www.civicinfo.bc.ca/event/lgma2012.asp.

2nd Floor, 837 Burdett Av. Victoria, British Columbia Canada V8W 1B3

PH: 250.380.7744FX: 250.380.3008www.sms.bc.ca

for Local Government

Advice and

Advocacy

2012 lgma conference:

results through relationships



guests from the association of local authorities of tanzania (left to right: chairman Didas massaburi, board member noel mahyenga and senior staff member celestine Kimaroa) experienced some canadian weather as they travelled to Kelowna in January with lgma executive Director tom macDonald (far left).

The budding partnership with colleagues from Africa continued to a new phase as the LGMA hosted guests from Tanzania. Four representatives of the Association of Local Authorities of Tanzania (ALAT) came to Victoria at the end of January to witness first hand the delivery of a capacity-building program based on the LGMA model of “collaborative volunteerism.” The ALAT delegation included Didas Massaburi, ALAT Chairman, Noel Mahyenga, ALAT Board member, and senior staff Habraham Shamumoyo and Celestine Kimaroa.

“When we visited Tanzania in November, we focused on the LGMA’s role in sourcing resources and expertise for our members to help build capacity and support their success as we could see this model working well for our counterparts in the ALAT,” says Tom MacDonald, Executive Director, LGMA. “Our model is simple, but tremendously successful.”

Building on the progress made in November, the LGMA is providing ALAT with detailed examples of how the LGMA’s model supports training and capacity building for local governments. The LGMA acts as a resource for recruiting content experts who will share their knowledge with their colleagues or clients without compensation because they share our vision that this type of training is valuable for the overall local government in British Columbia. The ALAT is working to duplicate this model to provide local government skills training for both elected and appointed officials in Tanzania, and the Chief Administrative Officers’ (CAO) Forum was seen as an ideal opportunity to demonstrate this model of collaboration. The Federation of Canadian Municipalities funded a mission for the ALAT to meet with the LGMA and observe the CAO Forum, which was held in Kelowna from Feb. 1-3, 2012.

While in Victoria, the ALAT delegation also met with the Honourable Ida Chong, Minister of Community, Sport and Cultural Development, His Worship Dean Fortin, Mayor, City of Victoria, and representatives of the Union of British Columbia Municipalities (UBCM).

“Before heading to the CAO Forum, we first met with the ALAT delegation to review all of the aspects that had gone into planning the CAO Forum, including the development of the program, recruitment of speakers, the development of the budget, and the detailed logistical arrangements that are required to be made between LGMA and the Delta Grand Okanagan Hotel in Kelowna where the CAO Forum was to be held,” says MacDonald. “As we headed for Kelowna, we encountered a snowstorm while travelling over the Coquihalla Highway. That’s a pretty marked departure from the tropical weather they left behind in Tanzania – so we definitely had to stop for a photo op!”

MacDonald adds: “Our ALAT guests were warmly welcomed by the CAOs attending the forum and found the entire experience very illuminating, with many ideas emerging on how a similar approach might work in Tanzania.”

LGMA staff are currently working with ALAT to develop a work plan and budget for the upcoming year, with the objective being that ALAT will offer its first capacity-building program based on the LGMA model later this year.

cold weather, warm welcome for african guests

lgma UpDates



by therese mickelson, abc

bylaws:the search for balance



Continued on page 10

the concept underlying this goal statement is captured in strategic plans or understood as a standard operating principle for every local government. What is often not understood is that bylaws are a core part of the structure in place to achieve

this goal. Bylaws promote safety, create standards to support good neighbour interactions, and prevent behaviours that undermine the quality of life in the community, such as litter, graffiti, noise and unsightly properties.

The task of enforcing these bylaws comes with a myriad of challenges that continue to grow as bylaw enforcement officers are assigned a broader range of duties and responsibilities. Unfortunately, the approach to resolving these challenges is hampered by the fact that bylaws do not function in a world that is black and white – bylaw enforcement officers are inundated by shades of grey that must be balanced with discretion, clearly defined objectives, community needs and preferred outcomes. They face multiple scenarios every day, and need to make a judgment call on how to handle the situation.

Since bylaw enforcement supports the goal to be a great place to live, compliance is generally the best outcome. But when dealing with complaints, abusive behaviours and even violence, the element of enforcement may move more to the forefront. The search for this balance through optimum solutions that support bylaw officers and benefit the community is underway across the province.

“A lot of people don’t realize the scope of the problem solving that bylaw people do every day, and the risk management that occurs within the bylaw enforcement function,” says Lorne Fletcher, Manager, Community Safety and Municipal Enforcement for the City of Langford and Past President of the Licence Inspectors and Bylaw Officers Association (LIBOA) of British Columbia.

“Things have changed dramatically over the years with bylaw officers being required to take on more responsibilities in the area of public safety initiatives, but the training, legislation and authority to do so has not kept pace with the changes.”

The days of hiring a retired police officer to help out with the odd noise complaint or land use issue are over. In the last 15 years, bylaw enforcement in the province has expanded to include many lower priority social disorder issues, such as noise, graffiti, transients and alcohol in public places.

They are also increasingly involved in health and safety issues through programs such as public safety inspection initiatives to address marijuana grow operations (grow ops). The changes are driven by risk management concerns such as increasing policing costs, changes in law and the judicial / penal system, and emerging issues such as the escalation in fires linked to grow ops. But the pace of change has made it difficult to ensure the bylaw officers taking on these expanded responsibilities are supported through legislation, training and proper equipment.

“A lot of people don’t realize the scope of the problem solving that bylaw people do every day.”

“Our goal is to make our community a great place to live.”



“We know that the police can’t always get to social disorder complaints like drinking in parks or transients, and bylaw officers are the right fit to respond to these community concerns, but because they are not defined as a peace officer in any statutes, I see this evolving role as having an element of risk for government and these bylaw officers,” says Fletcher. “I’d like to see them officially recognized as peace officers, and I’d like to see more formal training requirements and programs in place to ensure they are prepared for dealing with conflict and potentially violent situations.”

review UnDerwayThe LIBOA is working with the Justice Institute of BC to update and promote professional education in bylaw enforcement as an important step towards standards and training. A review of bylaw enforcement across the province is underway to categorize risks, determine elements of the jobs with respect to duties, and complete an analysis of needs and make recommendations for decision makers such as chief administrative officers, mayors and councillors. The report is expected within the next few months and will provide

bylaws: the search for balanceContinued from page 9

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lorne fletcher

a good snapshot of the risks, needs, benefits and opportunities to support bylaw enforcement in B.C. communities.

The report will also help clarify the challenges by providing an inside perspective on what bylaw officers deal with daily, and the need for a balanced approach to support compliance when feasible and enforcement when necessary.

“There’s a big misconception out there in that most people picture bylaw officers dealing with the average citizen who made a mistake, but the reality is that our clientele can be not too much different than those the police deal with,” adds Fletcher. “We need to make sure we’re providing bylaw officers with the right mix of training and guidance so they understand their role, respond appropriately to protect themselves, and have the experience and discretion to make on-the-spot decisions to achieve compliance without confrontation.”



the bylaw approach to grow opsTraining and clear guidelines are particularly critical in communities that have implemented bylaw programs to address the safety risks associated with grow ops. The need for these programs became increasingly apparent as the number of grow ops escalated and the ability to deal with them in a timely manner declined due to pressures on police resources. The number of fires involving grow ops increased substantially and residents began demanding solutions.

In 2005, Surrey and Abbotsford were two of the first to adopt a bylaw approach to the problem through the creation of public safety inspection programs. Like any new project, Surrey’s Electrical and Fire Safety Initiative (EFSI) has experienced some bumps along the way, but the experience gained and the significant safety improvements achieved have secured its success in the community. For others, such as the District of Mission, the challenges have resulted in temporary setbacks to reconsider how to deliver the program effectively to balance the safety benefits against the potentially negative, and unintended impacts, on residents. Together, their experiences offer valuable insights into the best ways to implement these types of public safety inspection programs in communities.

The City of Surrey, whose program is now in its seventh year, has had the time and experience to refine its approach and create a sustainable program in the community. Their EFSI teams involve Fire Services, RCMP, Electrical Inspections and Bylaw Enforcement, and their success in eliminating grow ops in their communities is exemplary. Between 2007 and 2011, Surrey recorded an 81.6 per cent reduction in confirmed grow ops and there was a marked decrease in the number of children present in homes where there was evidence of an illegal grow op. Between 2005 and 2008 a total of 234 children were found in 121 residences where there was evidence of a grow op, in 2009 and 2010 there were no children found in such residences, and in 2011 there were seven children found in two different locations. There has also been a dramatic decrease in the instances of residential fires associated with grow ops.

“Our success with this program is positive, but our success has also caused some challenges in other communities, either through an increase in grow ops in communities that do not have this type of program, or by concerns that they will experience some of the same problems we did with implementation,” says Len Garis, Fire Chief, at the City of Surrey. “As one of the first to use this type of program, we had to learn along the way, and sometimes that meant we had to learn from our mistakes and make changes to the program.”

Garis notes that they had originally interpreted the electrical safety standards act to imply that if someone didn’t agree to an inspection request, they could disconnect the power.

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

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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.

Phone: 250-372-5542 Fax: 250-851-2300300-350 Lansdowne Street, Kamloops, BC

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Do you need safety training? We’ll facilitate all your training needs! Any course you need can be provided, wherever you are located in the province.

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bylaws: the search for balance Continued from page 11

In fact, the legislation only allows for a disconnection of power when there is a safety issue. As a result, they were challenged in court on some of their processes and made changes to address these requirements.

“Experience is a big teacher, and as much as it was difficult to go through, in retrospect, it was a good process to make sure that we were being mindful in all of our actions,” adds Garis. “We did learn a lot, and others have learned from us. And most importantly, the program has survived and is successful thanks to refined procedures and assessment criteria that we follow rigorously.”

In Mission, a similar program is temporarily on hiatus as Council reviews their program objectives, approach and structure. Their Fire Safety Inspection Program was started in 2008 with a goal to manage the safety issues around illegal grow ops and meth labs. In 2011, the program was put on hold due to public complaints about how it was being implemented.

“We had some early success with the program, but later, we saw the success ratio drop from 95 per cent to about 50 per cent because of enforcement practices. Residents started coming to Council to complain about the way they were treated,” says Paul Gipps, Deputy Chief Administrative Officer at the District of Mission. “When I arrived in 2010, we were in the midst of media storm on the program, and we recommended that the program be put on hold pending a full review of how it was being done.”

Gipps notes that what they are finding in their review is the program has had success in dealing with the safety issues related to grow ops, but the way it has been implemented has resulted in some unintended outcomes for the community. The source of these concerns is not the program intent – instead it is in the execution.

“What we’re finding in our review is that there wasn’t enough guidance given to the team in terms of how service should be delivered,” says Gipps.

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“Experience is a big teacher. As much as it was difficult to go through, it was a good process to make sure we were being mindful in all of our actions.”



He adds, “With bylaw enforcement, a courteous approach, even when there is an infraction of the bylaw, is the standard I would like to see achieved. It’s better to be less authoritative and more respectful and focused on customer service.”

The program review is also identifying opportunities to improve operations by focusing on what defines success. This again speaks to the search for balance in bylaws. It becomes a question of whether the goal is to achieve compliance and or to be self-sustaining through fines and other fees. Communities need to determine if the goal is to address safety issues or to find evidence of illegal activity. These determinations drive the program design as well as its potential success or failure in the long term.

“As we look at our program, we are considering how to achieve the safety standards needed without a huge impact beyond obtaining compliance,” says Gipps. “We’re also taking a hard look at the program to think about the unintended consequences, like hardships related to the severity of fees or the perceptions of stigma left behind when we’ve completed an inspection or issued remediation orders.”

As they complete their review, Mission staff have recommended some key changes to improve their program. They have identified the need for defined outcomes or goals for the program and training in how to implement the program with a customer service focus, as well as the importance of providing clear expectations on how service should be delivered.

“I believe there is a need for a program in Mission to control the problems associated with grow ops and meth labs in terms of illegal construction, fire and health safety concerns and the consequences of these actions in neighbourhoods,” says Gipps. “But staff is taking this step-by-step to think through how we’re going to run the program effectively to address the risks so they don’t outweigh the benefits.”

This measure of risk versus benefit applies to bylaw enforcement in general – not just for addressing grow ops – and it is one more element to factor into the search for balance in bylaw enforcement. As bylaw programs continue to expand in scope and responsibilities across the province, there will continue to be the need for discretionary decision-making, responsive customer relations and enforcement options that support achieving a safe and healthy community. It calls for discretion and judgment, with clear guidance on expectations and requirements.

Fortunately, resources and assistance are available through the work being done by the LIBOA and through the experiences and best practices shared by Surrey and Mission. v

For information on the LIBOA, Surrey EFSI program and the recommendations stemming from Mission’s review of its Public Safety Inspection Program, visit their respective website as follows:LIBOA: liboa.homestead.comSurrey: www.surrey.ca/city-services/4589.aspxMission: www.mission.ca/municipal-hall/departments/public-safety-inspection-team

paul gipps



The following tips and tactics are successful strategies to manage bylaw enforcement / licence inspection in a manner that gains public confidence, promotes compliance, successfully manages evolving priorities, supports staff and minimizes conflict and violence.

• Invest in and develop skills within officers / inspectors in various areas to enhance their skill set and provide options for resolving complaints.

• Promote customer service standards with officers, such as providing clear and accurate information, treating everyone respectfully, and being firm when needed but exercising authority with care and tact.

• Invest in mediation skills.• Invest in conflict resolution skills.• Invest in sales skills and strategies. It may seem odd to suggest

sales skills, but as front-line staff tasked with providing a service, they need to promote the product and service, sell the service and resolution, meet commitments to clients, provide high quality customer service and meet the objectives of the organization.

• Provide self-defense training. WorkSafe BC requires that employers establish work procedures training and controls where there is risk of injury. For a bylaw enforcement officer the risk is human conflict. Do not mistake self-defense with hand-to-hand combative training or restraints. Self-defense training should be tailored to teach officers how to use the minimum amount of force necessary to escape further harm from an attacker and ultimately minimize injury to their person.

• Provide stress management training. If you suspect an officer / inspector is having difficulty, encourage them to use employee family assistance programs, etc.

• Break the stereotypes. Bylaw enforcement officers / licence inspectors are a distinct profession substantially different from police officers.

• Talk about the value and importance of bylaws for the well being of the community to Council, the public, staff, friends and acquaintances.

• Provide the tools necessary for safety and accountability, such as a radio, cellular phone, City photo identification and business cards. Uniforms (if desired) create presence and establish authority.

tips & tactics for success in bylaw enforcement

• Involve staff and determine all elements of potential violence by conducting a complete WorkSafe BC Occupational Health and Safety (OHS) review and analysis (more information is available at www.worksafebc.com).

• Involve staff and design an effective Personal Protective Equipment (PPE) program (more information available at: www.ccohs.ca/oshanswers/prevention/ppe/designin.html).

• Ensure your officers understand that it is okay to walk away and return with the necessary support to effectively and safely get the job done.

• Update bylaws/policies. Review and update them with staff; develop operational procedures to set reasonable, achievable standards for how certain bylaws will be enforced; and obtain legal reviews.

• Promote public education and awareness. Develop informative and professional brochures, integrate information into social media, and budget for and engage the media in promoting desired topics to help educate intended audiences. Raise public awareness about the importance of bylaw enforcement and the value it provides to the community. An informed public is more likely to comply and challenge your staff less.

• Build community collaboration. Establish working arrangements with your local police and educate them in the benefit of using bylaws, including your authority and the role of staff. Build relationships with local service agencies as information sharing and support between agencies and interest groups can dramatically increase the success of both your and their programs.

• Communicate and demonstrate support to staff. Recognize accomplishments and meet regularly to communicate evolving priorities, political climate, resource limitations, etc., and seek feedback on policy development, safety concerns and resource needs.

• Budget for training, equipment and legal support. • Promote high standards of professionalism.• Don’t rest on your laurels… continue to review and look for

improvements.

These Tips and Tactics are provided courtesy of the Licence Inspectors and Bylaw Officers Association (LIBOA) of BC. For more information, visit their website at liboa.homestead.com.



No court time. No lawyers. And no long delays for resolving disputes. At least, not when dealing with Bylaw Notices through the Bylaw Dispute Adjudication System.

This local solution to bylaw dispute resolution creates a simple and fair mechanism to deal with disputed Bylaw Notices (tickets involving fines for bylaw infractions) under the Local Government Bylaw Notification Act. Almost 50 local governments across the province are using this bylaw notice system for minor bylaw infractions ranging from parking violations and dog licensing to minor zoning and noise bylaw infractions.

For the City of North Vancouver, one of the first municipalities to introduce the system in 2003, the convenience, time savings and responsiveness for issuing and resolving Bylaw Notices are the differentiating success factors.

“It’s a huge cost savings as it avoids unnecessary attendance at court, legal counsel fees and the time it takes to resolve disputes,” says Frank Rawlings, Supervisor, Bylaw Services with the City of North Vancouver. “It also saves time for ticketing as we don’t have to hunt people down to issue tickets. We can mail tickets or leave them on the car, and we can resolve disputes more quickly through our screening process.”


by therese mickelson, abc

Simple, Timely and FairB.C.’s Bylaw Dispute Adjudication System

the bylaw Dispute adjudication system helps save resources and improve service, says frank rawlings, the city of north vancouver’s supervisor of bylaw services.



b.c.’s bylaw Dispute adjudication system Continued from page 15

The need for a simpler enforcement mechanism became increasingly evident as the cost and delays when dealing with disputes through the courts was outpacing the value of the fines.

“The bylaw adjudication system is a good example of effectively using proportionality,” says Janet Donald, Manager Issues and Strategic Priorities with the Court Services Branch, Ministry of Justice. “If someone feels a parking ticket wasn’t fair, do we need to use the whole court system to adjudicate that dispute, or can it be dealt with locally, using a screening officer and then the adjudicator if necessary. It saves time, it saves costs and it can be more responsive to those who are disputing their ticket.”

By replacing the Provincial Court system with a local process for resolving disputes of minor infractions, there is no longer a need for courts and court registries in the administration and hearing of these disputes, which frees up court time for other matters.

the processThe general steps for Bylaw Notices issued under this process are:

1. Bylaw infraction occurs and enforcement takes place.2. Bylaw Notice is issued by using options including providing a

notice in person, by mail or by placing it on their vehicle.3. If the Bylaw Notice is disputed, citizens can meet with

a screening officer to provide evidence and explain what happened and, at the screening officer’s discretion, the Bylaw Notice may be waived or reduced, and/or a compliance agreement may be signed.

4. If the screening officer upholds the Bylaw Notice, it goes forward to the Bylaw Adjudication Process, which is led by a third-party adjudicator appointed by the Province of British Columbia. Local governments can select from a list of these appointed adjudicators for their community. At this stage, a Bylaw Notice is either confirmed or cancelled – the adjudicator has no discretion to reduce or waive the fine amount – and the penalty includes the original fine and an additional fee for the adjudication process.

5. Once the adjudicator has made a decision, it’s final. There is no appeal process.

This process can result in disputes being dealt with in a few days if resolved by the screening officer, or within three months if it goes forward to adjudication, which is significantly faster than the six months to a year it can take through the court system. The screening process can also greatly reduce the number of people who move forward to adjudication.

“In my mind, the success of the program comes down to the person who does the screening as the majority of the disputes we see go to the screening officer and stop there. So without this process, we’d have a lot more disputes going to adjudication,” says Rawlings.

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“The screening process is also less formal than court, and people have told us that it’s easier to talk about their dispute; they felt it was more personal and less intimidating.

“We can use the time during the screening process to also explain the purpose and benefits of the bylaw to them, and we find that this builds a bond based on better understanding, which leads to more compliance,” adds Rawlings.

Rawlings also notes that the system works well for multiple bylaws. The City started with parking violations during the pilot program, but it has expanded the system to manage 16 bylaws, including its business licence bylaw, noise control, dog and cat regulations, park regulations and smoking prohibitions.

“This Bylaw Notice system is designed to resolve minor bylaws infractions. It works for situations where there is a simple yes/no answer in terms of compliance, rather than complex disputes that can be open to interpretation, such as whether a dog qualifies as dangerous under a bylaw,” says Donald. “It’s not for everything, but municipalities are finding a lot of their bylaws meet this criteria, and as a result of using the system, the number of disputes has declined and fines are being paid more quickly and more often.

“One of the great strengths about this program is that each local government can determine what bylaws they want covered – it’s not one size fits all, as what might work in a large city, such as parking violations, may not even be required in smaller communities where there is free parking,” adds Donald. “As well, there are opportunities for cost savings and efficiencies when local governments work together with surrounding communities to jointly deliver the adjudication process.”

Each local government is responsible for implementing and operating the dispute adjudication system. The process begins by Council passing a motion to request the Provincial Government to add the local government to the bylaw notification enforcement regulation. This request is then sent to the Ministry of Justice, BC Provincial Government. The process to be added to the regulation takes about two to three months. During this time local governments often finalize their dispute adjudication system. v

For more information on setting up the dispute adjudication system, see the Toolkit for Bylaw Adjudication at www.civicinfo.bc.ca/Local_Content/Policies-Procedures/5336.pdf, or to learn how to be added to the regulation contact Janet Donald at [email protected].

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gord mcintosh

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where is gorDon mcintosh now?When Gordon “Gord” McIntosh left the Islands Trust in 2004 after 28 years in local government service, he certainly wasn’t retiring. In fact, life was to become very much busier!

Having started his local government career in the Recreation department in Ottawa in 1976, Gord continued his municipal service with stints in Gillam, Manitoba and Spruce Grove, Alberta, finally ending up as Executive Director (Chief Administrative Officer) of the Islands Trust in 1991.

Gord’s original career aspirations were to work his way up in local government administration with the objective of becoming the CAO of a large city such as Toronto. However, it was during his career at the Islands Trust that Gord began his forays into training and presenting on local government leadership and realized that this is what he really loved to do.

Shortly after leaving the Islands Trust, he established the Local Government Leadership Institute and has now delivered over 950 sessions on the topics of strategic facilitation, governance development and leadership. His travels have taken him throughout Canada, Sri Lanka, Palestine, the Philippines, the Caribbean and to five different African countries.

He now travels for approximately eight months per year and is nearing the “million mile club” for one of the airline’s frequent flier programs. When we caught up with Gord, it was in the hallway at the Local Government Leadership Academy’s “Newly Elected” workshop in Prince George where he was presenting. He mentioned that two weeks hence he would be off to Tanzania where he is helping the national government develop a leadership model for its public service.

Gord’s life has been just as much about learning as it has been teaching. Following the achievement of his Bachelor’s degree in Recreation, he went on to attain a Master’s degree in Administration from the University of Ottawa. In 1996, he received the Annual Professional Award from the Municipal Officers Association of BC (now LGMA) for outstanding leadership in local government, as nominated by his employer the Islands Trust and supported by peers.

members page


members page

member movementmurray clarke, moving to Ontario (formerly Chief Administrative Officer, Town of Sidney)

cathy cowan, Deputy Corporate Officer, Town of Oliver (formerly Deputy Corporate Officer, Okanagan-Similkameen Regional District

maureen fugeta, Corporate Officer, District of Summerland (formerly Deputy Corporate Officer, District of Summerland)

Joni heinrich, Chief Administrative Officer, Village of Chase (formerly Chief Administrative Officer, Village of Keremeos)

george m Murray, Chief Administrative Officer, Fraser Valley Regional District (formerly Director of Finance, FVRD)

heather nelson-smith, Chief Administrative Officer, Alert Bay (formerly Clerk/Treasurer, Port Clements)

Debra Uliana, Chief Financial officer, Village of Queen Charlotte (formerly Manager of Corporate & Financial Service, Village of Queen Charlotte)

retirementscal benson, Deputy Assessor-North Region, BC Assessment

marin Dalsin, Chief Administrative Officer, Village of Chase

geri ferguson, Chief Financial Officer, City of Enderby

gerry Kingston, Chief Administrative Officer, Fraser Valley Regional District

patricia roberts, Director of Financial Services, District of North Saanich

Judi turner, Assistant City Clerk, City of New Westminster

lgma 2012 programs & events March 27-28 LGMA-CAMA Webinar: Planning for Successful Citizen Engagement in 10 Easy Steps *

April 3-4 LGMA-CAMA Webinar: Strengthening Council Staff Relations *

April 10-11 LGMA-CAMA Webinar: Making the Most of Your Media Relations *

April 15-20 MATI Advanced Communications Skills for Local Government Professionals Bowen Island

April 17 A Primer on Local Government Legislation Workshop (in conjunction with NCLGMA Chapter meeting)Prince George Civic Centre

April 17-18 LGMA-CAMA Webinar: Coaching for Top Performance *

April 18-19 North Central LGMA Chapter Meeting Prince George Civic Centre

April 24-25 LGMA-CAMA Webinar: Social Media 101: The Basics *

April 25Lower Mainland LGMA Chapter MeetingShadbolt Centre, Burnaby

May 1-2 LGMA-CAMA Webinar: Essential Supervisory Skills: New & Experienced Supervisors *

May 3-4 Politiques sociales des médias dans le milieu de travail/Social Media Policies in the Workplace (LGMA-CAMA Webinar offered only in French) *



May 6-11 MATI Managing People in Local Government Organizations Bowen Island

May 8-9 LGMA-CAMA Webinar: Avoiding Indecent Proposals: Competitive Contracting for Local Governments *

May 15 Women in Leadership Form (LGMA Pre-Conference session) Victoria Conference Centre

May 15 Approving Officers Workshop (LGMA Pre-Conference session) Victoria Conference Centre

May 15-16 LGMA-CAMA Webinar: Issues Management: Keeping Your Keister Out of the Coals! *

May 15-17 LGMA Annual Conference & AGM Victoria Conference Centre

May 22-23 LGMA-CAMA Webinar: Customer Service in the Public Sector *

May 24-25 LGMA-CAMA Webinar: Negotiation Skills *

May 29-30 LGMA-CAMA Webinar: Communication Planning in Six Simple Steps *

June 5-6 LGMA-CAMA Webinar: Respectful Workplace: Behavioural & Generational Issues *

June 8 Building a Winning Business Case Workshop Envision Credit Union Head Office, Langley

June 17-22 MATI The Leadership Experience Quest University, Squamish

August 12-17 MATI Foundations University of Victoria

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

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 & eventsMay 20-24 International Institute of Municipal Clerks Annual Conference Portland, OR

May 28-30 Canadian Association of Municipal Administrators Annual ConferenceSaskatoon, SK

May 30-June 1 Government Finance Officers Assn. of BC Annual Conference Kelowna, BC

June 1-4 Federation of Canadian Municipalities Annual ConferenceSaskatoon, SK

June 10-13 Government Finance Officers Association Annual Conference Chicago, IL

August 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

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



members page

recognition

cmc Designation tom Kadla, cmc, village of lumby and natasha letchford, cmc, District of north vancouver are congratulated on achieving the Certified Municipal Clerk (CMC) designation from the International Institute of Municipal Clerks.

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:• meredith burmaster, Community Services Leader, Regional District of

Fraser - Fort George• Jodi maclean, Land Use Planner, Peace River Regional District• mark woods, Manager of Community Services, Regional District of

Okanagan – Similkameen

Certificate in Local Government Administration:• Darcy mooney, Deputy Manager of Environment and Engineering,

Columbia Shuswap Regional District

in memoriUm: galt wilson Q.c.

Colleagues and friends of Galt Wilson, former municipal lawyer and LGMA life member, were saddened to hear of his passing on January 31, 2012.

Galt was born March 29, 1930 in London, Ontario. It was certainly in B.C. where he left his mark on communities as a municipal lawyer. He is remembered fondly and with appreciation by those who were fortunate enough to have known and worked with him. During the course of his legal career, he worked with many mayors, aldermen, administrators, clerks, treasurers and other local government officials from the 1950s to the 1990s. Talented and redoubtable, a tireless legal advocate and a keen solicitor, Galt served as legal advisor to communities large and small throughout the province and was instrumental in the incorporation of many. Galt’s legal opinions were generally a paragon of brevity, and he was a generous teacher and mentor.

Galt Wilson made great contributions to British Columbia, and his passing is a loss to the legal and local government communities, as well as to his family. He is survived by his wife Esther, four children, a stepson, nine grandchildren, and four great grandchildren.

where is gordon mcintosh now? Continued from page 18

In 2010, Gord was awarded a doctorate in Public Administration from the University of Victoria with his doctoral dissertation “Defining Situational Leadership for the Local Government Chief Administrative Officer.” (He will speak on the political-administrative relationship at the LGMA conference in May.)

In addition to his public speaking and delivering workshops, Gord also stays connected to the world of academia as an adjunct faculty member at the University of Victoria, Cape Breton University, Dalhousie, and the University of Alberta.

Gord endeavors to stay in touch with his former colleagues and looks back fondly on his involvement with the LGMA. It was during his tenure as president (1999-2000) that the name of the association was changed from the Municipal Officers Association to the more inclusive Local Government Management Association. He notes that the decision to make that name change was not without controversy but he is happy with how the association has grown since that time. He is particularly pleased with the success of the MATI programs and of the CAO Forum, which was started while he was on the LGMA executive.

Looking ahead, Gord has no plans to slow down and is already working on a new book that will be based on a series of interviews with CAOs. The book will focus on three key CAO skills – facilitation, strategic thinking, and political moxie – and how they might best be passed along to CAOs in training. Gord is hoping this book will be published in 2014.

While not travelling, Gord enjoys cycling, swimming, and gardening and plans to climb Mt. Kilimanjaro in Tanzania in 2013.

Those wishing to contact Gord can reach him through www.lglinstitute.com or see him at the LGMA Conference in May, 2012 in Victoria.

lgma tweets!curious about member moves? follow us @lgmabc for member news and other lgma updates.

Although it’s the largest municipality on Vancouver Island and has the eighth largest populace in British Columbia, the District of Saanich remains Greater Victoria’s secret.

Meaning “elevated” in the Salish language, Saanich was originally inhabited by the straits’ Salish First Nation. It was incorporated 106 years ago to protect agricultural interests, and has become a 110,000-person suburban municipality with a well-rooted rural character. Geographically, Saanich’s 103 square kilometres include 43 kilometres of coastline, 1,700 hectares of farmland, 142 parks, four lakes, two modest mountains, and oodles of West Coast rain forest and Garry Oak meadows. Since 1970, Saanich politicians have drawn a line in the sand, with an Urban Containment Boundary confining development to 48 per cent of the municipal land base.

Between the Swartz Bay Ferry and Saanich lies North Saanich and Central Saanich, proof you can never have too many Saaniches on one peninsula. I bet you did not know that the University of Victoria is located in Saanich and Oak Bay, so why is it not called the University of Saanich and Oak Bay? Likely, the founders had misgivings about the acronym… USOB.

As well, Saanich is home to the Dominion Astrophysical Observatory where navel gazers become star gazers, and Saanich Commonwealth Place, the aquatic host of the Commonwealth Games and countless other national and international aquatic events. While walking the pool deck in goggles and flippers, chances are good you will rub elbows with an elite swimmer, diver or triathlete.

But it is the faces and not the places that define a community, and Saanich is no exception. Steve Nash, Atom Egoyan, David Foster and the two Nellys

– Furtado and McClung – have called Saanich their home along with many distinguished educators, artists, entrepreneurs and politicians. In the waters off Cadboro Bay, there even resides a Pleistocene-era visitor called Cadborosaurus. “Caddy” is the salted version of the Ogopogo.

The Saanich Municipal Hall built in 1965 is, we kid you not, from the neo brutalism form of architectural design. Readers with trust issues should Google neo brutalism. Neo brutalism celebrates concrete and is known for its heavy use of “repetition and regularity.” Critics argue its abstract nature makes the style unfriendly and uncommunicative. Was there ever a better architectural style created for a city hall?

Although the Municipal Hall design is “neo brutal,” the friendly and professional Saanich staff, all 1,600 strong, are anything but. Like our counterparts around the province, we care about our citizens and often look beyond our boundaries to help others. Saanich employees, for example, have built and annually support a child care centre in Zomba, Malawi.

So next time you make the mad dash from Swartz Bay to Victoria, remember that you are travelling through the three Saaniches: North, Central and plain old Saanich. If you have an hour or so to goof off, why not try one of the top five outdoorsy things to do in just plain old Saanich:

1. Visit Glendale Gardens… not quite Butchart, but the price is right.2. Explore the Swan Lake Nature Sanctuary and Interpretive Centre.3. Walk the 10 kilometres around Elk and Beaver Lakes and watch the

Olympic rowers.4. Picnic at Cadboro Bay Beach and look out for Caddy.5. Drive to the Mount Doug or Mount Tolmie viewpoints for a spectacular

vista of Mount Baker (Mount Rainier on a clear day), the straits and the Olympic Mountains.

– Tim Wood, Chief Administrative Officer, District of Saanich

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saanich municipal hall: its design may be ‘neo brutal,’ but its staff are anything but.

oUr town: saanich: victoria’s secret (bUt not the one yoU’re thinKing of)

basil fawlty checking out

Retiring in May, District of Saanich Chief Administrator Tim Wood’s Latin motto is “Furca Me Fecit,” translated as “Put a fork in me, I’m done.” Having spent the past 32 years as a CAO in 100 Mile House, Cranbrook, Penticton and Saanich, Tim will deeply miss unnecessarily drawn out Council meetings and protracted labour negotiations. He will miss even more the extraordinary group of colleagues and friends that practice their craft under the Local Government Management Association banner. In his words, “It has been a privilege to serve with you.”

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