The Scrivener - Fall 2023 - Volume 32 Number 2

Published 3 Times a Year by the BC Notaries Association

FALL 2023 | VOLUME 32 | NUMBER 02

LEADERSHIP CHARITABLE GIVING Sara Neely, Victoria Foundation

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Publications Mail Agreement: 40010827

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Contents Fall 2023

Published by the BC Notaries Association

LE A D E R S H I P A N D C H A R ITA B LE G I V I N G

Editor-in-Chief Val Wilson BCNA CEO Chad Rintoul Administrative Coordinator Olivia Kuyvenhoven Courier Lightspeed Courier & Logistics Production fractal design inc. (fractal.ca) email: scrivener@bcnotaryassociation.ca website: www.bcnotaryassociation.ca Send photographs to scrivener@bcnotaryassociation.ca All rights reserved. Contents may not be reprinted or reproduced without written permission from the publisher.

photo: Frances Litman | www.franceslitman.com

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Our Mandate, Moving Forward, Our Magazine Chad Rintoul

This journal is a forum for discussion, not a medium of official pronouncement. The BC Notaries Association does not, in any sense, endorse or accept responsibility for opinions expressed by contributors.

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Inclusivity Leadership Daniel Boisvert

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A Brief Evolution of Leadership Val Wilson

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Leadership and Change Hassan El Masri

10 It often Takes a Village Sara Neely CANADA POST: PUBLICATIONS MAIL AGREEMENT No. 40010827 POSTAGE PAID AT VANCOUVER, BC

16 Self-Leadership Hilary Beard

RETURN UNDELIVERABLE CANADIAN ADDRESSES TO CIRCULATION DEPT.

17 Laura’s Story: Leaving a Legacy of Hope

BC NOTARIES ASSOCIATION SUITE 201, 2453 BEACON AVENUE SIDNEY, BRITISH COLUMBIA V8L 1X7

18 A Night to Remember

Laura Edwards

Michele De Fehr

20 Lifting Others as We Climb Beverly Carter

22 Experience Welcome and Love Francisca Ololo

23 Leadership Tips for Conflict Situations Jessie Sutherland

24 Eccentric Leadership Filip de Sagher

26 Giving Back and Moving Forward Shahnaz Rahimtula

27 RI Awards 2023 Sharona Jayavant

28 Overwhelmed by Your To Do list?

Carla Rieger

29 Winning Leadership

From The Outside In Ian Callaway

30 A Journey

of Discovery Samantha Mitchell

32 Transforming Leadership Ken Keis

Î R E A D T H E S C R I V E N E R O N LI N E

https://www.bcnotaryassociation.ca/resources/scrivener Download the magazine to your device for offline reading.

It’s a W.R.A.P. FOUR IMPORTANT PERSONAL PLANNING DOCUMENTS

W ill R epresentation Agreement A dvance Health Care Directive P ower of Attorney Call your BC Notary today (604) 676-8570 www.bcnotaryassociation.ca

34 Leadership in the Classroom and

Beyond: A Professor’s Perspective Dr. Margaret Hall

37 Leading Clients and Staff Margot Rutherford

38 The Journey to Successful Leadership Rudy Nielsen

44 Leadership Opportunities at Your Doorstep

Elaine T. McCormack and Emily Sheard

48 New Developments at the Canadian Centre for Elder Law Kelly Melnyk

49 BCLI Board Updates 50 Bringing Unity® and Powerful Practice Management to BC David Nash

NOTARIES 54 The Notary Installation Ceremony, Vancouver, BC, June 15, 2023

55 BC Notaries Class of 2023 56 BC Notary Award Winners 2023 57 Chantal Despot, Winner of the

2023 Bernard W. Hoeter Award

THE MIX 61 Cold Facts about Medical Insurance when Travelling in Canada

THE SCR IVENER: W H AT ’ S I N A NA M E?

Ian Callaway

62 The Gulf Trevor Todd

65 Make-a-Will Week 66 Revocation Of Estate Grants Trevor Todd

69 Introducing the Ultimate Solutions to Your Desk-bound Discomfort!

Dr. Chris Larocque and Dr. Aleem Remtulla

70 Tax Notes re. Charitable Giving Jeremy Andersen

72 Digital Transformation’s Next

Frontier: Implications of Technology in the Real Estate Sector Jonathan Burbee

74 Mini Tech / Green and Blue Tech Akash Sablok

78 People: Honours and Events

“A professional penman, a copyist, a scribe... a Notary.” Thus the Oxford English Dictionary describes a scrivener, the craftsman charged with ensuring that the written affairs of others flow smoothly, seamlessly, and accurately. Where a scrivener must record the files accurately, it’s the Notary whose Seal is bond.

We chose The Scrivener as the name of our magazine to celebrate the Notary’s role in drafting, communicating, authenticating, and getting the facts straight. We strive to publish articles about points of law and the Notary profession for the education and enjoyment of our members, our allied professionals in business, and the public in British Columbia.

CEO, BC NOTARIES ASSOCIATION

CHAD RINTOUL

Our Mandate, Moving Forward, Our Magazine Î My appreciation to the many BC Notaries who took time out from a Saturday afternoon to attend the BCNA Annual General Meeting that took place September 23, 2023.

The mandate of the British Columbia Notaries Association is to represent the interests of Notaries Public.

It is our responsibility to Advocate, Educate, Promote, and Support Notaries throughout the province. I was pleased to report on the success of our membership renewal. y 97 per cent of practising BC Notaries in British Columbia have joined their professional association. This vote of confidence is very important as the profession moves toward a new regulatory environment for all legal professions in British Columbia.

We are expecting to see the Ministry of Attorney General move forward with new legislation in the Spring of 2024 to unify Notaries, lawyers, and paralegals under one regulator.

The BCNA looks forward to reviewing the draft legislation and providing our comments. We have been advocating to ensure that expanded scope of practice for BC Notaries is included in the legislation.

We were encouraged that the Select Committee on Finance and Government Services has recently recommended to “expand BC Notaries’ scope of practice to noncontentious areas of the law.” British Columbians have been supportive of Notaries expanding scope of practice in areas congruent with the legal services already provided

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by Notaries, including the ability to Prepare Testamentary Trusts and Life Estates, File Probate Documents, and incorporate and maintain records of BC Companies.

The composition of the new “regulatory board” will also be a critical point of interest for Notaries. As the regulatory function shifts from The Society of Notaries Public of BC to a new regulator, we must make sure that the future of legal regulation is not dominated by any one legal profession.

There will be much to be addressed as the process advances; the BCNA will be at the table to be the voice of BC Notaries as we work to ensure that British Columbians have increased access to legal services.

Finally, I hope you enjoy the themes of Leadership and Charitable Giving in this edition of the magazine that also highlights Dye & Durham’s exciting launch of Unity, as the legal practice management solution for the BC market.

My thanks to our Editor-in-Chief Val Wilson and graphic artist Paul Dwyer for their work with Holy Cow Communication Design to give The Scrivener a fresh new look as we move toward an exciting future! The Scrivener has always had broad appeal to its readers and our stakeholders in industry and government. We are excited to invest energy in renewing our unique magazine.

Respectfully, CHAD RINTOUL, Chief Executive Officer

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PRESIDENT, BC NOTARIES ASSOCIATION

Inclusivity Leadership

DA N I E L B O I S V E R T

Welcome to the Fall 2023 edition of The Scrivener. Î It is interesting to see how Leadership and Mentorship have changed over the decades. I still have notes from classes I took at college in the early 1990s. There is an abyss between what I was taught then and what I see being practised now.

Then, there was no mention of the value of cultural diversity and inclusivity in leadership training. How the times have changed.

British Columbia is a province known for its cultural diversity and inclusivity.

Although we still have lots of work to do in those areas, we are striving to be better. That said, a standout feature of British Columbia’s leadership style, in government and the private sector, is an emphasis on inclusivity.

Many leaders in British Columbia now understand the strength that inclusion and diversity bring to the table.

Our leaders recognize the importance of diverse perspectives and actively promote an inclusive environment, which in turn fosters innovation and resilience.

Inclusivity leadership champions diversity, equity, and belonging. A true inclusive leader ensures every voice is heard, irrespective of background or identity. Those leaders proactively seek diverse perspectives, recognizing the strength in differences. Inclusivity leaders empower individuals, ensuring equal opportunities and dismantling barriers. They cultivate a culture of respect, embracing varied experiences to drive innovation.

By acknowledging and valuing each team member's unique contribution, the leaders not only enrich the organization, they pave the way for a stronger society. Inclusivity leadership is not just a strategy—it's a commitment to a fair and united future.

Mentors as leaders foster growth through personalized support and wisdom. Those leaders prioritize cultivating individual strengths, sparking innovation and resilience within their team.

Many leaders in British Columbia now understand the strength that inclusion and diversity bring to the table. Our leaders recognize the importance of diverse perspectives and actively promote an inclusive environment, which in turn fosters innovation and resilience.

By sharing experiences and insights, mentors instill a culture of continuous learning, propelling both personal and professional development. Their approach is more than about achieving goals; it nurtures enduring skills and confidence. In the tapestry of leadership, mentors weave threads of inspiration, creating a dynamic and harmonious environment where each member thrives.

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In essence, they don't just lead, they inspire others to lead themselves.

I can remember an instance where a mentor taught me to lead myself. In 1994 I had just finished college and took a straight-commission sales job in the office equipment business. On a monthly basis, the pressure to close sales was quite intense and I was a rookie who had never sold a thing in his life.

Although I was initially excited when I got the position, thinking my schooling had prepared me for the real world, I quickly realized I was treading water as I learned the ropes. Fortunately, a very successful salesperson and mentor was sitting at the desk next to mine.

Over the next few months, he mentored me and gave me many tips on how to be successful—everything from how to communicate over the phone, what was important to clients, and most important, when and how to close a deal.

Then one day he imparted what I think was the most valuable lesson . . . it has always stuck with me. “Daniel,” he said, “being successful in sales, is pretty much all luck.” I was perplexed because it didn’t look like that to me.

He rolled his chair over to me, looked me straight in the eye, and said this: “And the harder you work, the luckier you will get.” I have never forgotten that lesson.

I think we all have mentors and leaders in our lives that impact the way we conduct our business and our personal lives. Be sure to recognize who your mentors and leaders are and take the time to thank them for the positive impact they have had on you.

DA N I E L B O I SV E R T, President, BC Notaries Association THE SCRIVENER | 

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KEYNOTE

A Brief Evolution of Leadership VA L W I L S O N EDITOR-IN-CHIEF Compliance Î By and large, the management style in the ‘50s looked like this—the boss made the decisions and the employees were expected to follow them. It was the business application of the popular black-and-white TV show Father Knows Best.

Participation Gradually a new notion became popular, based on the premise that if staff members had input into some of the company’s decisions, they would be more willing to comply.

That staff “buy-in” would make the people and the work environment happier, the customers/clients would be served to better advantage, and the bottom line would increase.

That was a sound idea because frontline staff have firsthand contact with the clients. Staff members experience what the customers want and need.

Culture of Respect Through varying life backgrounds and birth positions in their families of origin, individuals develop different attitudes and worldviews. Wise leaders educate themselves about the needs of their staff and what will help them flourish in their roles in the company. “The work ethic” is most often expressed by staff members who are happy and feel fulfilled in their job responsibilities.

The Essential Manual

To better manage and help protect everyone against difficult future situations, generate a Workplace Manual that clearly defines the rules and processes in the business . . . the way things are to be done. The use of a manual can avoid reprimands and/or termination and helps give staff a strong, stable basis for understanding the boundaries of their activities and behaviour at work.

Closing Notes 1. Kindness and courtesy are not signs of weakness.

2. Stiff-upper-lip-management is obsolete.

3. H igh on the list of favourable leader traits: The skill of listening 4. Do you react or respond? y A Reaction can be charged with emotion. y A Response is often more considered and tempered with patience and wisdom.

"The world is changed by your example, not your opinion."

As a leader, are you applying your automatic list of “shoulds” to staff and others or are you referencing the company’s published manual?

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~ Paulo Coelho de Souza, novelist, born August 24, 1947

LEADERSHIP

Leadership and Change

H A S SA N E L M A S R I

2. Skills: They fall into two categories . . . the “hard skills” of being an effective and efficient manager and the almostmore-important “soft skills” of guiding and motivating a diverse team toward a common goal in a productive and sustainable manner.

3. S upport: Appropriate technical, administrative, professional, and creative support must be present to foster and carry out the work needed to achieve the goals. That includes organizational structure to ensure the appropriate pathways are taken to reach the desired goals. Often one of the challenges is simply identifying that some of the conditions are not met.

Things have changed dramatically for the Notary profession in the 13 years since I became a Notary.

When asked to contribute an article for the theme of this issue, I referenced the meaning of “leadership” and reflected on what it means to me.

Some of the positions I have held require me to contribute to organizational leadership.

• Board member of The Society of Notaries Public of BC (SNPBC) • Chair of the Board of Governors of the BC Notary Foundation • For the past several years, I also served as Chair of the Board of Directors of the Peoples Law School, a nonprofit organization that creates and distributes legal information intended to help the people of BC with everyday legal needs.

When I became a Notary in 2010, I applied to serve on the Education committee for the SNPBC. Having just graduated from the first cohort of the SFU Master of

Applied Legal Studies (MA ALS) Program and the subsequent practical training, I felt I would have useful feedback to contribute as a member of that committee. In the years that followed I circulated through various committees—Public Relations, Finance, and many others.

Introduced to the work done by our excellent staff at The Society and the other members of the Board, I had the opportunity to absorb important lessons through the leadership of those in more senior positions and individuals hired to manage and steward us through the essential work of being a regulator of our profession.

My powerful takeaway from serving in positions of leadership? There are three preconditions for leadership to be successful.

1. Motivation: The leader must be intrinsically motivated to work toward the mission of the organization.

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• The geographic restriction on Notary Seals was removed just prior to my first year of practice.

• The separation of the regulatory work of the SNPBC and the advocacy work of the BC Notary Association (BCNA), along with the creation of the Insurance Captive, were dramatic and important steps for Notaries in BC for the benefit of the public we serve.

In this time of uncertainty with the coming introduction of the new single legal regulator, it is more important than ever for members of the profession to have confidence in the leadership of those we have elected in the SNPBC and the BCNA. The noncontentious legal work BC Notaries do is both valuable and vital to the communities we serve. I am confident in the leadership structure we have in place to help guide our profession into the next chapter.

H A S S A N E L MASRI practises in Vancouver.

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COVER STORY

About Sara Neely I was born and raised in Victoria. My parents met here and during 66 years of marriage were actively involved in the community, with a particular love for the performing arts. We three were always out enjoying all that Victoria had to offer.

Those days made an impression on me—the people, the places, and the peaceful nature of our neighbourhoods.

After I earned a Bachelor of Science degree from UBC, I graduated from UVic Law, following my father’s chosen career.

My early law experience included criminal prosecutions, civil litigation, and Wills and estates. Through my work as counsel for BC Children’s Hospital Foundation (and managing estate gifts), I was introduced to the role of gift planner that integrates personal, financial, and estate-planning goals with a person's goals for lifetime or testamentary charitable giving. The right plan balances what the individual wants to accomplish for themselves, their family, and their charitable interests.

With legal training, a keen interest in people and community, and a willingness to learn about the charitable sector and the laws that govern how it can be supported, I stepped in and joined the staff at BC Children’s Hospital Foundation, serving for over 14 years as the first Director of Gift & Estate Planning.

With my eventual return to Victoria, in 2008 I joined the staff of the Victoria Foundation, Canada’s second-oldest community foundation. As Director of Philanthropic Services, together with a talented, dedicated staff, I work with professional advisors and their clients, build relationships in the community, and enhance services provided to individuals, families, businesses, and charitable organizations that have established funds at the Foundation.

I have learned about issues in our community and the charitable organizations trying to address them, met remarkable people, and been privileged to experience new perspectives on the issues and solutions. In the words of the Victoria Foundation’s tagline, I connect people who care with causes that matter.

This work offers a bird’s eye view of what is happening in our community from the hundreds of grant applications from local charities we receive each year, to the varied interests that donors bring to us to explore.

It can be challenging, even disheartening, as we see more complex issues in our communities affecting vulnerable populations, and solutions difficult to reach with limited resources. At other times we hear stories of incredible resiliency and innovation that move us forward.

I hope your readers seek to learn about the incredible work of their local charities, from the viewpoint of what interests them and their families and what makes their community a meaningful place to live, work, and play.

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SA R A N E E LY

It often Takes a Village Turning ideas into plans and hope into change with rescued food to support food banks, school programs, and community centres—using the rest to make fruit leather, sauces, and soup to freeze and store for later.

• Community kitchens, cooking classes, compost and gardening education, food sources, and shopping with dignity • From rescued food to system change and community support •

Community leadership and collective action

Î Leadership has many definitions and countless examples. As with most concepts, it depends on perspective. Defined by the New Oxford Dictionary, leadership is “The action of leading a group of people or an organization.” In practice, leadership is also about taking risks and challenging the status quo.

Others have defined leadership as a “set of behaviours used to help people align their collective direction, to execute strategic plans, and continually renew an organization.” (McKinsey & Company) Whether through insight, influence, or pure grit, leadership motivates and maximizes the efforts of others to achieve a goal, something new, or something better.

In the traditional view of leadership, there is often one person seen to be “at the top” leading others below.

While aspects of that are important to keep the general plan on track, there are other ways to show leadership.

Servant leadership is a philosophy built in the belief that the most effective leaders strive to serve others, rather than accrue power or take control. Those leaders encourage a diversity of thought, create a culture of trust, have an unselfish mindset, and foster leadership in others.

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System leaders build relationships on deep listening and networks of trust and collaboration. Fostering collective leadership, they look at the larger system to build a shared understanding of a complex problem, rather than focusing on one’s own vantage point. They help foster reflection and conversation, moving away from reactive problem-solving toward co-creating the future.

You May Ask: What Does that Have to Do with Charitable Giving?

While regional in scope, the food system is held within a global community, one where the Victoria Foundation and partners chose to embrace the United Nations

Sustainable Development Goals...

Supporting your chosen charities has sometimes been a singular activity undertaken by an individual or family group. Likewise, the efforts of those delivering the programs or services within a charity have been the focus of that charity, without looking beyond the walls to ask who else is doing the same or similar work.

Over the last decade, the Victoria Foundation has seen, and been part of, leadership from local charities and community members coming together for a common cause, showing the alignment of values, needs, and opportunities. y y y y

Working with each other toward a common goal Assessing risks Meeting challenges Achieving impact

One example is in cultivating local food security. Here is the story from the perspective of some of the key characteristics of leadership.

Listen and Learn Food is essential to a person’s well-being.

And yet, in Greater Victoria in 2012 about 14 per cent of the households reported being “food insecure,” meaning they did not have consistent access to nutritious food in the past 12 months. Food insecurity has serious, lifelong consequences for individuals—particularly children, who make up almost one third of food-bank users. A lack of fresh, nutritious food has been found to lead to serious physical, emotional, and cognitive problems among children as they grow; food insecurity can have lasting health impacts now and into the future. At the same time as many go hungry in our community, edible food is thrown away every day.

The 2013 Victoria’s Vital Signs Report asked a key question, “Do you know where your next meal is coming from?”

From L: Carol Hall, Sandra Richardson, Jenna Falk, Tracy Cullen

In 2013 and 2014, the Foundation convened several conversations with dozens of community leaders. The initial conversation brought together about 20 stakeholders to identify ways to collaborate on food security. Based on pre-interviews, findings suggested there was a broad vision—started through the work of the Capital Region Food and Agriculture Initiatives Roundtable (CR-FAIR) and many other partners around what success would look like. y No need for emergency food providers, no hunger, no stigma y Vibrant local farm sector supports living wage, less reliance on imports. y Revitalized local connections of food, land, and culture y Community comes together to grow, prepare, share, and eat food. y Improved health indicators, e.g., lower obesity, higher life expectancy Those conversations led to a collective vision for a changed food system in Greater Victoria.

Look at the Big Picture Simultaneously the Victoria Foundation was approached

by Keith Jones and Bob Yates of Victoria Integral Strategy Practice, who offered to contribute on a pro-bono basis their expertise to address a “wicked problem” within our region.

In response, the Foundation initiated the creation of the Food Strategy Road Map, developed together by CR-FAIR and 43 other regional organizations, including funders. This road map identified key gaps in the regional food system, including food infrastructure as well as opportunities to align the efforts of local food-oriented nonprofits to achieve systemic regional shifts in reducing hunger and improving food security outcomes.

While regional in scope, the food system is held within a global community, one where the Victoria Foundation and partners chose to embrace the United Nations Sustainable Development Goals (SDGs) in looking at the big picture.

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COVER STORY

The SDGs were launched in 2015 after 3 years of negotiations among 193 countries and they represent the world’s collective vision for a thriving and sustainable planet.

Canada signed on to achieving those goals at home and abroad. https://sdgs.un.org/goals

From L: Linda Geggie, Good Food Network and Capital Region Food & Agriculture Initiatives Roundtable Executive Director; Tracy Cullen, Victoria Foundation’s Manager of Strategic Initiatives; Carol Hall, Victoria Foundation’s Director of Strategic Initiatives; Treska Watson, the Mustard Seed Street Church Director of Operations joining together at the Kitchen Connect funding announcement.

At the community level, the SDGs are an opportunity to focus and coordinate collective efforts to address problems beyond the community scale. Likewise, at the global scale, the SDGs will not be achieved unless local communities show leadership.

Zero Hunger is the second United Nations Sustainable Development Goal—end hunger, achieve food security and improved nutrition, and promote sustainable agriculture.

For our region—a local focus as part of a global goal.

Be Positive and Proactive and Solution-Oriented On seeing the results of the Vital Signs citizen survey, community dialogue and research, the Victoria Foundation and many others launched a strategic commitment to end food insecurity by building sustainability and resilience in our regional food system.

To support the collective work, the Foundation has increased its food-related granting, fostered long-term sector collaboration, and provided other resources to support the sector in transformative systems-change.

One of the key areas of focus—and one that presented itself from the outset as a first step—is food rescue. The underlying principle of food rescue is there is an enormous amount of high-quality produce moving through major grocery stores that is still fresh and that could be sold, but that must be disposed of because new shipments come in at regular intervals. In the past, that produce was sent to landfill sites. But when the Greater Victoria regional government

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started to impose fees for the disposal of organic food waste in the landfill, a financial incentive was created that encouraged retailers to explore other solutions.

The vision was to scale-up regional food rescue and waste-reduction programs with grocers and fundraise to support grocery store collaborations. Three existing local pilots offered models of food recovery to build on. Our Place Society, Society of Saint Vincent de Paul, and the Mustard Seed Street Church had each been undertaking separate food recovery through grocery store partnerships with Thrifty Foods, Fairway Markets, and Country Grocer respectively.

Today, through the Food Rescue Program, over 37 grocers collect produce that in the past would have gone to landfills. It is brought to a centralized Food Security Distribution Centre where it is distributed to community agencies who then redistribute to over 70,000 residents monthly. Today, individuals and families seeking emergency food can access food at their local community centre and no longer need to travel throughout the city and wait in long lines to meet their food needs.

While we have not yet achieved a food-secure region, we have increased the amount flowing into the emergency food system as well as the way individuals and families meet their food needs, increasing client dignity and centring the experience of those receiving food.

Network with Purpose and Trust Trust is the foundation of any collective action—partners engaging with each other with a shared understanding of the vision, a commitment to transparent communication, and to accountability to each other. The cumulative impact of listening, learning, networking, adapting, and building leadership in all places lays the foundation for the evolution and success of a project.

Building on the conversations and the growing trust among the various agencies involved in the food system, the Food Share Network was created in 2014. A strong example of the collective power in working together for shared goals, the Network began through the collaborative vision of 40 organizations and has grown to over 70 participating agencies.

The Network created an action plan that set the groundwork for what became the Food Rescue Program.

This Program began in 2017 in a leased 22,000 sq. ft. warehouse in Esquimalt, BC. On recognizing the potential impact of the Food Rescue Program, community members and funders wanted to help. The Rotary Clubs of Greater Victoria adopted the Program for several fundraising initiatives. Today, with the foresight and contribution of $2 million in provincial funding provided through the Victoria Foundation, and additional support from Vancity and Victoria Foundation, the Food Security Distribution Centre is owned and operated by the Mustard Seed Street Church for the benefit of the community.

The purchase of the warehouse as a community asset fueled further momentum, enabling the large-scale coordination of food rescue and food access through a centralized facility. Community organizations could now access many of their clients' food needs at one location.

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While it has not always been easy, through years of intentional work and strengthening relationships through collaboration, the programs at the warehouse continue to expand to support food access, food processing, and local farmers taking steps toward the larger vision and outcomes of a food-secure region.

The Food Rescue Program started with rescuing about 4,000 pounds of food per day. Today, between 8 and 12,000 pounds of food are rescued daily. In 2022, through many sources, the Centre received 2.572 million pounds of food and distributed it throughout the Greater Victoria area to schools, community centres, food banks, and other places where people gather. By meeting people where they are, the network of food distribution builds resiliency and opens doors to other supportive services.

Over the past decade, it has been inspiring for the Victoria Foundation to play distinct roles in Greater Victoria’s food system as collaborator, instigator, funder, champion, witness, and connector. Today, as 10 years ago, many partners are leading different parts of the food ecosystem but working in more coordinated and collaborative ways to disrupt old ways of doing things and build new resilient systems to meet the needs of food-insecure individuals and families.

Build on Strengths and Be Bold Building on the strengths of listening, proactive actions, and a network of trust, the moment came when CR-FAIR was able to make a leap and say we can connect distinct parts of the eco-system—the farmers, the restaurants, and the food insecure. That moment came with the onset of the global COVID-19 pandemic.

...the programs at the warehouse continue to expand to support food access, food processing, and local farmers taking steps toward the larger vision and outcomes of a food-secure region.

With the incredible support of the community, an emergency grant of $500,000 was made in 2020 from the Rapid Relief Fund held at the Victoria Foundation. This funding supported the launch of the South Island FarmHub. It was bold. It was also an opportunity to meet the emergency needs while furthering the outcomes identified on the original Food Strategy Road Map in an innovative way to bring the pieces together for system change.

The South Island FarmHub offered a critical response to support local farmers and food producers during the pandemic's early days. With restaurants and other key markets for local farmers suddenly closed, many local farms had crops in the ground that were rotting. One of the lead partners in food security, the Victoria Community Food Hub Society, the charitable arm of the CR-FAIR, quickly

Centre: Sandra Richardson, Victoria Foundation Chief Executive Officer, with volunteers at the Food Security Distribution Centre on a visit with the Lieutenant Governor Janet Austin and Rotary International President Jennifer Jones

and efficiently launched the Hub that set up an online marketplace for the sale and distribution of farm fresh and local produce.

Through already-established relationships, the Hub was able to purchase food in bulk and sell it online to individuals, other businesses, and community organizations. The Hub also launched the FarmBucks program, doubling the power of community organizations to purchase local food and support the emergency food system. This program at once supports livelihoods of local farm businesses and gets locally grown food to those who need it most—directly connecting the emergency food system and the local farm economy.

Building on strengths continues. The goal of the Food Security Distribution Centre is to provide additional regional infrastructure such as food processing, cold and dry storage, and social enterprise incubation, all for the local food economy. Kitchen Connect, an HAACP Certified processing facility, with the Victoria Community Food Hub Society leading the project in collaboration with the Mustard Seed Street Church, offers food processing and food skills training infrastructure at the Centre.

Sharing Power with Others Building equity in the food system is critical in Greater Victoria. The Foundation and others are working to better understand the issues, challenges, and opportunities specific to our region. "The COVID-19 pandemic has exposed the interconnected weakness of our food, social, and economic systems and offers lessons for building more just and resilient food systems,” explains Ariel Reyes Antuan, founder of Iyé Creative, a food and land collective built on the concept of mutual aid that "differs from the charitable model and is an open system where people come and experience and become agents of change."

In 2020, Iyé Creative, through the Victoria Community Food Hub Society, was awarded a grant by Victoria Foundation to examine the affordability of food and level of social equity within the Black and Africa Diaspora communities in the Capital Region. The study found, of those households surveyed, 24 per cent faced food insecurity and 44 per cent faced significant barriers to accessing fresh

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y And while significant, it was not just the Victoria Foundation, Vancity, and the provincial government that provided the funding. y It was the people who bought raffle tickets from the local Rotary Clubs or who attended their fundraising harvest lunches at the Centre. y It was the community members who supported the Victoria Foundation’s Food Security Fund and the fundholders who chose to allocate their annual grants to the Food Rescue Program. y It was anyone who had an interest in helping the community reach the community goal through funding or partnership support.

Nicole Pelletier, former Mustard Seed Street Church intern

produce. The preliminary findings show structural issues facing many equity-deserving groups.

The Foundation, working in partnership with many BIPOC (Black, Indigenous, People of Colour) communities, is actively listening to how we can continue to evolve our grantmaking as well as "supports beyond the cheque" in support of a healthy, equitable food system that is strong and resilient to meet the needs of all people living in our region.

The story of leadership did not happen in a vacuum; it was a collaboration among many . . . from the first few days through the decade . . . and it continues.

Ask yourself what things are important to you, why do they matter...

Where Do You See Yourself as You Consider Options for Your Charitable Giving?

Colleen Popyk, South Island FarmHub

The stories are many. The impact is significant. Have we solved the issue of food insecurity in our region? No. But are we closer? Yes. Along the way, another critical element was the funders who were inspired by the opportunity to engage. They played a key role in ensuring the pieces of the puzzle identified in the Food Strategy Road Map could proceed, one step at a time and in concert with the plan.

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The Food Security journey in the Greater Victoria region is one example of leadership—of people coming together with aligned values and shared learnings and strengths, to work toward a solution to a wicked problem—to create something new or something better, to create a vibrant caring community for all.

This work would not have happened without the contributions of many individuals and families. Charitable giving is one way many can contribute.

As you think about your options for giving, you will have your own interests and experiences that align with the work of charitable organizations and the people, places, and animals they serve.

Charitable giving, in particular legacy giving, aligns the value of your assets—what you have and need during your lifetime and what you will leave in your estate—with the values that are meaningful to you, supporting the causes and concerns in the community that reflect what is important to you and your family.

Ask Questions First, clarify your values​.

Ask yourself what things are important to you, why do they matter, and what is your motivation?​Look back at your experiences. Have you been touched by an organization that helped a family member or a friend?​

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Items being delivered to the Food Security Distribution Centre

Second, identify your preferences​.

Ask yourself What causes do I want to support? The environment, education, animal welfare, homelessness, the arts?​Where should the charity do its work? In my community, internationally?​ Are there collaborative initiatives underway that could have a larger long-term impact on the causes I want to support?"

Third, do your research​.

There is so much information online that it is easy to search for charities. The Canada Revenue Agency website is a good place to look at the standing of a charitable organization—you can find out how much the charity spends on doing its good work, how much it spends on its operations and staff. y Do not rely on administration costs. y Look for strong governance and transparency in recordkeeping and who is on the management staff and board. y Read their annual reports. y Ask questions about the work they are doing.​ Fourth, ask if the charity’s mission aligns with your values​.

Meet with the staff and learn about the programs and services. ​Fifth, determine your financial position and plan for giving​.

Do you have the financial resources to give now?​Is this a one-time gift or do you want to support the organization long into the future?​Is this a charity you would like to support through your estate?​ Whom to Ask y Talk with your local United Way or community foundation. y Check in with the charity and ask to meet with their development staff. y Discuss options with your family and friends. y Consult with a BC Notary, lawyer, financial planner, or accountant to ensure the timing and amount of your gift are the most tax effective for you and your family, whether now or for future planning.

Give Now There are many types of gifts depending on your assets and what works best from a financial and tax perspective.​ You can give cash, publicly listed securities, and personal property such as art. Gifts of real estate such as a personal residence or ecologically sensitive land can also be charitable gifts and may lead to enhanced tax credits.

Give for the Future When we look to the future, a gift in a Will is the most common gift. y The gift can be of a specific amount or a percentage of the residue of the estate. y Publicly listed securities can be given through a Will. y The designation of the proceeds of an RRSP or RRIF also brings tax relief on these highly taxed assets. y A gift funded through a life insurance policy can be an effective way to support the causes important to the donor.

Stepping Up In whatever way we join in or step up in our community, we can work at the local and global level. While addressing issues identified through the Sustainable Development Goals around the globe, much can be achieved here on the ground, grounded in helping our neighbours.

On our own, as part of a family or friend group, school, community association, or through a wider collaboration, each of us can contribute time, talent, or treasure to causes meaningful to us and to those that support the people, places, and animals in our community. Whatever we do, we can all help create a vibrant, caring community for all.

With gratitude, I acknowledge Sandra Richardson, CEO of the Victoria Foundation, for her leadership throughout this journey and Victoria Foundation staff Carol Hall, Tracy Cullen, and Jenna Falk for their many contributions to this important work, and to the research for this article.

S A RA N E E LY is the Director of Philanthropic Services at the Victoria Foundation.

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LEADERSHIP AND CHARITABLE GIVING

Self-Leadership Î Successful leadership of others, such as our work teams, families, and volunteer groups, is undergirded by understanding what self-leadership actually is.

The concept of self-leadership is not easy to implement in our lives without a commitment to practise the fundamentals. Self-leadership is described as our ability to lead ourselves to accomplish the goals we have determined are important to us, be they professional or personal.

The fundamentals required to successfully self-lead require introspection to understand ourselves, our motives, and our values. This practice is a continuous process as we experience situations and take on new challenges.

By examining what we do and why, we’re better equipped to work on the how.

Workplaces and families are, effectively, systems filled with people who react differently and bring unique skills and needs, as well as perspectives. A self-leader is able to bring an authentic presence to augment others’ strengths and sustain a positive contribution, simply because we humans do our best work when our values are expressed in a positive manner.

In the charitable-giving world, the ability to self-lead is essential. Interactions with diverse community members give ample opportunity to encounter individuals with the same goal to support the charity’s cause, yet communication styles and requirements are vastly different. Self-leadership principles equip fundraisers to develop resiliency and adaptability and thrive amid their fast-paced, dynamic environment.

Photo: BC Children’s Hospital Foundation

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H I L A RY B E A R D

That is certainly true for BC Notaries, where self-leadership in a more autonomous setting requires daily focus, energy, and devotion to the personal accountability that is so inspiring and refreshing to their colleagues and clients alike. Notaries are positioned to express the five vantages of power to do good—position power, personal power, task power, knowledge power, and relationship power.

Which forms of power do you exert?

Use your power to bring about good and encourage your clients to make charitable gifts in their Will that benefit their communities.

H I L A RY B E A R D self-leads daily in her role as Director of Gift & Estate Planning at BC Children’s Hospital Foundation.

CHARITABLE GIVING

L AU R A E DWA R D S

Laura’s Story: Leaving a Legacy of Hope Due to being rear-ended in a car crash in 2017, I suffered severe depression, a traumatic brain injury, and physical pain in my back and neck. My whole life came to a standstill; it's taken years of work to recover.

As with anyone who has sustained lifechanging injuries, my journey wasn't easy. Now my difficult days are fewer—I did make it through. That’s one of the big drivers for my charitable work and my support of Coast Mental Health Foundation.

I value the work supported by Coast Mental Health Foundation and know that my legacy gift will help ensure that Coast will be there for future generations. I hope you and your clients will consider leaving a gift in your Will, too.

Leaving a gift in my Will is one way I know I can make a big impact. After my car crash, I realized how quickly things can change and how important it is to make sure your final wishes are clearly outlined in a Will, no matter your age.

Choosing to leave a gift in my Will was an easy decision for me. And I learned it doesn’t have to be complicated. You don’t have to be wealthy. No matter how big or small your gift, it will make a significant difference to a charitable organization that matters to you.

Bridgid (R), a vulnerable young adult in Maple Ridge, and her Coast Outreach worker Ainsleigh who is supporting Bridgid to find housing, a counsellor, and the support she needs to thrive

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CHARITABLE GIVING

A Night to Remember:

M I C H E LE D E F E H R

Vancouver Covenant House Champion’s Edition Sleep Out Experience Î On a chilly, record-breaking wet Thursday night in February, 94 compassionate individuals with hearts of gold gathered in the alley behind Covenant House for a remarkable experience—the Vancouver Covenant House Champion's Edition Sleep Out.

Lucy Day ready for wet night ahead

Bundled-up in layers, with only a piece of cardboard and a sleeping bag, those incredible souls braved the elements to spend a night outdoors, gaining insight into the challenges faced by homeless youth and showing their support for Covenant House's mission.

Participating in the Sleep Out has proven to be a profound and eyeopening encounter for the past several years. I originally got involved with the Sleep Out when coordinating the Realtors Care Blanket Drive on the North Shore; Covenant House was one of the organizations to which we donated warm Winter clothing.

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I have also had the experience of being a mum whose daughter went through an opioid addiction, almost losing her life not once, but twice. During those 9 years, I learned a lot about drug addiction, what it does to a person, the young people who live that life, and the challenges they endure.

Youth homelessness can happen for many reasons. Many times it stems from mental illness; drug and/or alcohol addictions; physical, sexual, and/or emotional abuse; or even the lack of affordable living in BC. Covenant House strives to give youth an opportunity to get clean, fed, and clothed as well as provide emotional support and the chance to find their passion in life . . . job and housing opportunities will follow . . . all because of the caring nature of the staff at Covenant House. I am happy to say my daughter has now been clean for 9 years and is thriving with her own family and life.

Behind the building, with tarps overhead in the rainy laneway, we chatted late into the night in the bonechilling cold rain. Despite the layers of clothing, I found myself shivering throughout the night. The concrete was very hard, it made my body ache, and I couldn't get comfortable. I would move to different positions but was always uncomfortable.

I put my heavy scarf over my head, partly as a pillow and partly to cover my eyes to shut out the light. It is so hard to sleep—maybe nodding off for a few minutes at a time. As well, the sounds of the cars, the rain, and the adjacent building generators add to the difficulty.

As the night progressed, the harsh realities of homelessness became clearer than ever. The privilege of a warm bed and safe shelter was contrasted by the

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Wet laneway behind Covenant House building ready for sleepers

experience of facing such conditions daily. This single night's discomfort truly couldn't replicate the struggles of homeless individuals, but it did stir powerful emotions and reflections among the participants.

Before heading out into the night, our group had the chance to step inside the newly built Covenant House.

Greeted by warm smiles, we were led through the facility, . . . a beacon of hope for homeless youth. Bright, cheery, and inviting, the building exuded a sense of home—unlike the streets where so many young lives are tragically spent.

The night was also marked by a poignant panel discussion featuring three young people whose lives had been profoundly impacted. Their raw, emotional stories highlighted the

transformative role the organization played in their journeys, leaving an indelible mark on all of us in attendance.

As dawn broke, sleepers reconvened in the cafeteria for a moment of reflection. With tired eyes, over hot coffee, tea, and nourishing food, we shared our thoughts on the challenging night.

Gratitude was a common sentiment, coupled with an acknowledgment of the hardships endured by homeless youth every single day.

The experience wasn't just about personal growth; it was a testament to the power of community and support.

The event wouldn't have been possible without the dedication of Covenant House staff, the volunteers who organized the Sleep Out, and the generous participants who collectively surpassed the fundraising goal—reaching $243,591.87.

Lisa Platonova shows RESPECT for homeless youth.

You become part of an amazing family when joining a Sleep Out night.

In doing so I have met some amazing people, heard some amazing stories, and learned WHY they did it and WHAT it meant to them the morning after. New friends such as Lisa Platonova who joined over 40 of her RBC colleagues as a group, sleeping out to raise awareness and money said, "I imagine children running away from home and not taking anything with them" and "What a horrible experience it is to be that cold and not be prepared for the weather or conditions."

After experiencing the night in the cold and rain, Lisa says "When I see homeless youth now, I ask myself are they prepared? Do they at least have a sleeping bag and piece of cardboard to sleep on?" Having a new understanding of how homeless youth live is something we all learned as we experienced that one night outside.

...the Sleep Out experience bridged the gap between privilege and adversity, shining a light on the ongoing struggles of homeless youth and reaffirming the importance of providing a safe haven, warmth, and support to those in need.

For my friend Lucy Day, it was personal. “A short while into my first Sleep Out, I realized how little I actually knew about the breadth of services Covenant House provides and just how many youth the organization supports in our city every night. I was shocked to learn the numbers and hear the real stories of the brave and amazing youth who had dealt with unimaginable adversity and who had, against all odds, changed the trajectory of their lives. I learned, through my experience at Sleep Out, just how important a resource Covenant House is for our community.

I am inspired to continue to support the critical work they do to lift up our most vulnerable young people.”

The event's success was a testament to the tireless efforts of individuals like Kim Wing, Manager of Special Events, who worked tirelessly to make the night impactful. The Champion's Sleep Out also received a boost from the Nicola Family Foundation that matched the TABLE OF CONTENTS

Early morning reflection for Lucy and Michele after sleepless night

donations, making the impact even more substantial.

Funds raised during Sleep Out: Champion’s Edition go to support the mental health and addictions programs at CHV. Many of the youth living on the streets of Vancouver experience mental health concerns that are often left undiagnosed, including posttraumatic stress disorder (PTSD), depression, schizophrenia, bipolar disorder, and borderline personality disorder. Often the youth cope by turning to substance use.

Covenant House Vancouver offers these youth an opportunity to address counselling and psychiatric needs.

Registered Clinical Counsellors work from an attachment theory lens, which recognizes that a safe and trusting relationship is a basic biological human need, much like food, clothing, and shelter.

In a single night of discomfort, the Sleep Out experience bridged the gap between privilege and adversity, shining a light on the ongoing struggles of homeless youth and reaffirming the importance of providing a safe haven, warmth, and support to those in need.

Albert Schweitzer's words ring true.

"At times, our own light goes out and is rekindled by a spark from another person."

The Sleep Out ignited sparks of empathy, understanding, and gratitude among the participants, reminding us all of the power of compassion and the crucial work of organizations like Covenant House.

M I C H E L E D E FEHR is a Sales Representative for Sotheby’s International Realty Canada, West Vancouver, BC. mdefehr@sothebysrealty.ca THE SCRIVENER | 

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LEADERSHIP

Lifting Others as We Climb:

B E V E R LY C A R T E R

A Small Businessowner's Journey of Charity and Leadership

Î As a small businessowner and legal professional, I've always believed charity begins at home. It's a philosophy I learned from my mother and one I hold dear and incorporate into every aspect of my life.

I run a Notary Public office with a team of six incredible individuals who have become more than just employees— they are my office family.

My mother taught me the importance of putting words into action and helping those within our sphere of influence.

She believed that by extending a helping hand to those closest to us, we create a ripple effect of positive change that can spread far and wide. I've taken that belief to heart . . . in my personal life and my professional career.

In the world of business, it's easy to get caught up in the pursuit of success and forget the people who help you get there. I've been inspired by the philosophy of eWomen founder Sandra Yancey, who encourages us to "lift others as you climb."

That principle has become the cornerstone of my leadership style; I've made it my mission to empower and uplift my office family members, just as they support and contribute to the success of my Notary Public practice.

Frequently, I vocalize a straightforward message to my workplace family: "My goal is to ensure each one of you has the chance to purchase your own home." Through that declaration, I am articulating my commitment and determination to support growth and achievement.

Creating a Family Atmosphere From the moment I opened my Notary office 10 years ago, I knew I wanted to build a workplace that felt like a second home. I believe that when employees feel valued and appreciated, they are more likely to excel in their roles and contribute positively to the organization. That in turn influences their own family, friends, and the communities outside the office.

To achieve it, I foster an environment where open communication, trust, and collaboration are nurtured. My team knows their opinions and ideas are not only welcomed, they are crucial. Just as my mother taught me to help those within my sphere, I've strived to create a workplace where all team members know they are vital contributors.

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I believe that when employees feel valued and appreciated, they are more likely to excel in their roles and contribute positively to the organization.

Empowering through Education One of the ways I put the "lift others as you climb" philosophy into practice is by investing in the professional development of my team. By helping them grow in their careers, I benefit my business and empower them to reach their full potential.

With my background in teaching, it’s probably not surprising that I encourage my team members to pursue education opportunities, additional training, and certifications to enhance their skills and knowledge. Whether it's attending seminars, enrolling in courses, or seeking mentorship opportunities, I provide the support and resources they need in their roles. By doing so, I help them climb the ladder and strengthen the foundation of our office team.

Leading by Example To truly embody the principles of leading with empowerment and lifting others as you climb, I make it a point to lead by example. I don't just talk about values, I demonstrate them in my daily actions and interactions with my team.

I'm always ready to roll up my sleeves and work alongside my staff, showing them no task is beneath anyone. By doing so, I create a sense of unity and instill in them the importance of humility and teamwork.

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WELCOME TO OUR COMMUNITY !

Our office staff: Ashley (L), Tim, Edgar, and me

Recognizing and Celebrating Achievements Acknowledging the accomplishments of my team members is another essential aspect of our office culture.

Just as we celebrate milestones and achievements within our personal families, I believe it's important to recognize and appreciate the hard work and dedication of my employees.

Whether it's a simple "thank you" at the end of each day for a job well done—or some personalized form of recognition, I ensure that my team members know their efforts are valued and their contributions are critical to our collective success. The recognition boosts morale and motivates them to continue striving for excellence.

Encouraging Leadership from Within Empowerment doesn't stop at personal development and recognition; it extends to leadership opportunities, as well.

I believe leadership should not be confined to a select few but should be encouraged to blossom from within the team.

I actively mentor and groom potential leaders, providing them with the guidance and resources they need to expand into leadership roles. That benefits the individuals involved and enriches our office family with a diverse range of abilities and perspectives.

My journey as a small businessowner and legal professional has been greatly influenced by the belief that charity begins at home. I've created an office environment where empowerment, collaboration, and leadership are celebrated.

I am committed to lifting others as I climb and to fostering a workplace where everyone has the opportunity to thrive.

In doing so, I not only honour the lessons I learned from my mother, I contribute to the growth and success of my Notary Public business and the fulfillment of my team members' professional dreams.

BEVERLY C ARTER, a Victoria-based Notary Public, has recently been appointed as a Board member of the Think Local First Society in Victoria, BC. The organization's primary goal is to bolster the resilience and vitality of independent businesses within the Greater Victoria Area community. Beverly is deeply committed to fostering business excellence and promoting community leadership.

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BECOME A MEMBER TODAY AND ENJOY THESE BENEFITS: • NETWORK WITH MORTGAGE BROKERS ACROSS BRITISH COLUMBIA • PREFERRED PRICING FOR MORTGAGE INDUSTRY EDUCATION AND EVENTS • BE LISTED IN OUR PROMINENT MEMBER DIRECTORY LEARN MORE AT: www.cmbabc.ca | 604.408.9989

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LEADERSHIP AND CHARITABLE GIVING ADVERTORIAL

Experience Welcome and Love Union Gospel Mission is thrilled to share with you some truly amazing news that wouldn’t have been possible without the generosity and dedication of our big-hearted supporters. We recently received significant recognition in an inspiring feature on CBC News about our purpose-built Women & Families Centre in Vancouver’s Downtown Eastside.

The spotlight was shone on our life-changing initiatives that provide safe and nurturing housing to women and their children, ensuring mothers recovering from substance abuse can stay together with their little ones as they journey toward healing and restoration.

This extraordinary milestone speaks volumes about the impact we’re helping make in the lives of those who need it the most.

FR ANCISCA OLOLO

At UGM, we firmly believe our accomplishments are deeply rooted in the compassion and support of individuals.

Because of our donors’ caring generosity, a tangible difference is being made in the lives of countless individuals every single day.

As we move forward, we call to mind the immense potential that lies ahead. We’d like to invite you to consider leaving a lasting legacy to ensure the sustainability and growth of our restorative programs. By including Union Gospel Mission in your estate planning, you can create a profound impact that will positively affect future generations. Leaving UGM a legacy gift will enable us to continue extending the hope and healing you’re passionate about imparting.

Further, we’d be honoured to personally show you the remarkable impact of your support by inviting you for a tour of our groundbreaking facilities in Vancouver. You'll have the opportunity to witness firsthand the welcome and love that’s experienced here, and meet resilient individuals whose lives are being transformed through your kindness.

We extend our deepest gratitude to you all for standing alongside us and making a lasting impact. Together, we’re enabling stories of resilience, hope, and transformation.

Please get in touch if you have any questions.

Our Legacy Giving Officer Francisca Ololo is available by phone at 604.215.5441 x.328; email at fololo@ugm.ca. She’d be delighted to provide you with more information.

“I didn’t like myself in my addiction. I was clouded by regret and disappointment. But someone like you helped transform me. When I look in the mirror now, I love the person I see: someone who is hope-filled and offering healing to others.

What will your legacy be?”

– Ed, UGM Outreach Worker

Help our community overcome poverty, homelessness, and addiction— one life at a time

To learn more about leaving a legacy, contact Francisca Ololo: 604.215.5441 ext. 328 • fololo@ugm.ca • www.ugm.ca uniongospelmission @ugm @ugmvancouver

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LEADERSHIP

Leadership Tips for Conflict Situations Î In our most recent cohort from the “Belonging Matters Conversations (BMC) For Leaders” sessions, leaders discussed how they deal with aggressive behaviour. Here are 5 tips they came up with for how to move forward when a conflict includes feeling threatened.

1. Take a breath and find safety.

Finding a sense of safety is an important first step. Our BMC leaders suggest that you start by taking a deep breath and asking yourself, “Am I safe?”

If your immediate physical and psychological safety is at risk, you may choose to leave the situation or get help.

If your inner safety has been rattled, the leaders suggest you tend to your inner landscape. Consider how you can take care of yourself mentally (what story am I telling myself about this situation?) and physically (what can I do to tend to my body?).

Getting in touch with the values you stand for and your needs can be a powerful way to create the inner safety you need to be able to work through this problem.

2. Honour the contributions of the other person.

Listen for the unmet needs underlying aggressive behaviour. When we recognize the contributions and experiences of the other person, it builds a bridge of understanding and can diffuse the situation. In recognizing the other, we acknowledge the other person has a story, experiences, and worldviews.

This recognition also reminds us that the person with whom you are in conflict is a fellow human worthy of being listened to with respect.

3. Remember YOU create your own story.

Just as honouring the other person’s contributions helps humanize the other

person, remembering that you are also a person worthy of being heard humanizes you. You bring your own story, experiences, and worldviews to the table and also deserve to be listened to respectfully.

Remember . . . another’s story is not your story.

Not only is their aggression not yours, you don’t have to take on their emotions, projections, or experiences.

In fact, you get to create your own story in the way you respond to the situation.

4. Move forward together.

Invite the person to join you in finding a solution to the issue together.

When you both put your focus on the problem rather than each other, it is so much easier to generate solutions that work for both of you.

In that way, you can move forward in a positive way that honours and respects both of you. In essence, you are inviting the other person to identify their underlying needs and create a new story together.

5. Negotiate respectful boundaries.

Be open, but specific. If you and the other person have agreed to work together, set boundaries that will make working together safe for both of you.

For example, depending on your cultural lens, you may agree to speak calmly and respectfully toward one another. Or you might agree not to

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JESSIE SUTHERLAND

throw things, raise voices, or use disrespectful language. Only the two of you know what kinds of boundaries make it safe for you. Everyone will come up with something different.

It's important that you want to be open to the other person and be specific in boundary-setting. Being specific helps make it clear how you expect (and how they expect) to be treated while you work together to solve the issue.

Setting clear, respectful boundaries can be a powerful way to find safety and ultimately be the author of your own story and how this particular situation unfolds.

Take care of yourself.

Every leader in our program pointed to how important self-care is for navigating conflict and tricky situations that activate our core values within relationships that matter to us. Take some time for yourself and do what it takes to rest and rejuvenate.

Some top suggestions from leaders include yoga, mindful breathing, paying some bills, cleaning your home, reading a book, going for coffee with a friend, volunteering, gardening, and sleeping—the last one is the personal favourite of many leaders.

Closing Suggestion: Leaning on other leaders to help us cultivate a feeling of belonging helps establish a sense of safety to deal with the complexities of life in our everyday lives.

JESSIE SUTHERLAND is an excellent facilitator. Using her knowledge and experiences, she weaves research, personal experience, and anecdotal lessons together seamlessly. www.BelongingForLeaders.ca

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LEADERSHIP

Eccentric Leadership:

F I L I P D E SAG H E R

Fighting the Great War in Africa in Skirts

"Life is infinitely stranger than anything which the mind of man could invent." ~ Sir Arthur Conan Doyle (author of the Sherlock Holmes stories)

Î There is no shortage of leadership examples when I browse through the history books.

I recently read up on the epic voyages of exploration by the great Chinese Admiral Zheng He. In several large ships containing thousands of sailors, he “discovered the unknown world” in the early 15th century, long before Captains Columbus or Cook made their discoveries. One of his characteristics was ruthlessness, often ascribed to leaders.

Another characteristic of such personalities seems to be eccentricity. Here is one of the more bizarre stories. It is set during the Great War in Africa and at times makes me think of the movie Pirates of the Caribbean for its similar accoutrements—outlandish enemies, savage monsters, and an imperturbable hero . . . in skirts.

Our man was a product of the British Empire. Born in Tasmania, Australia, he joined the Royal Navy in 1890 and afterward settled in British Columbia. In 1902, Geoffrey Spicer-Simson married Amy from Victoria, BC, daughter of Edmund and Phoebe Baynes-Reed.

His early naval career was rather undistinguished. In fact, the Admiralty thought it safer for everyone to keep him in a desk job. The few times he was entrusted with the command of a boat, he managed to have one ship collide with another and another was torpedoed under him in broad daylight while anchored in port. Despite being so disgraced, he was quite full of himself.

Spicer-Simson had, however, acquired surveying experience in China and Africa and was fluent in French and German. Even though his superiors had their hands full with the worldwide war, those few skills brought Spencer-Simson back on their radar in April 1915.

The Second Battle of Ypres (Belgium) was underway; the Germans had initiated the first poison-gas attack of the Great War. The Canadian forces were the victims, first at Kitcheners’ Wood, and then again at St. Julien. Moreover, in the Mediterranean, the Australian and New Zealand armies were preparing for the notorious Gallipoli campaign.

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But Germany, also fighting the British Empire in East Africa, was about to launch a large vessel in Lake Tanganyika, one of the largest freshwater lakes in the world...

On a side note, these events also happened in April 1915. y The revolutionary Pancho Villa was defeated in the first of several battles in Mexico. y The Tramp by Charlie Chaplin was released in the USA, a favourite movie among the troops. y The ship The Endurance, led by the Antarctic explorer Ernest Shackleton, was getting completely enclosed by pack ice. The harrowing escape of the whole crew over open water and ice floes in sub-subzero temperatures under his indomitable leadership over many months is another amazing leadership story. y The tragic Armenian Genocide started. y An Austro-Hungarian submarine sank a French cruiser near Italy. The sub’s captain Georg von Trapp—with his seven singing children, later inspired the 1965 movie, The Sound of Music.

But Germany, also fighting the British Empire in East Africa, was about to launch a large vessel in Lake Tanganyika, one of the largest freshwater lakes in the world—to give them a superior position in that area. Although that was a sideshow compared to Europe, the Royal Navy could not let that happen unchallenged.

What did they have to lose by sending the poseur SpicerSimson to test his mettle?

They gave him 30 men and two small motorboats that he called Cat and Dog. The Admiralty rejected those names whereupon Spicer-Simson called them Mimi and Toutou, French for cat and dog. Together with equipment and supplies, the expedition set sail in June 1915 for Cape

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Town, South Africa. Submarines and sharks were lurking everywhere.

He arrived about 3 weeks later and from there the expedition travelled on by rail, river, by rail again, another river, and then through dense jungle with steam tractors and teams of oxen. They crossed inhospitable terrain for thousands of miles under extreme climatological challenges (heat, humidity) and surrounded by poisonous critters, malaria-infested waters, man-eating animals, and an uncomprehending local population.

The Lake was finally reached in October. First course of action was to awaken the local Belgian commander from his tropical slumbers (it was Belgian territory), assemble Mimi and Toutou in pouring rain—it always rained—and don a skirt. The grisly tattoos he had acquired in China showed better that way and inspired the locals with awe.

On Christmas Day 1915, his determined motorboats

While he did fulfill his orders and established control over the Lake, he will be most remembered for the feat of transporting two boats for thousands of miles through hostile jungle.

BC Notaries Speak Your Language

BC Notaries around the province offer many noncontentious legal services in an impressive variety of languages.

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captured a small German tug that he promptly renamed Fifi. Luckily, nobody fell in the water during the kerfuffle; the crocodiles would have had a feast. For his heroic act, he was promoted to Commander and he straightaway raised an Admiral’s flag outside his tent.

Two months later, Mimi, Toutou, and Fifi sank another German boat. At that point, however, Spicer-Simson seems to have lost his nerve and allowed the last remaining Germans on the Lake to escape. He took to his bed, staring at the ceiling, and his command ended, not surprisingly, on a false note. He was invalided out to England where he ended up at the same desk job he had before his expedition. The Commander spent his final years in our province.

While he did fulfill his orders and established control over the Lake, he will be most remembered for the feat of transporting two boats for thousands of miles through hostile jungle. His exploits inspired novelist C.S. Forester to write The African Queen, later turned into a movie starring Humphrey Bogart and Katharine Hepburn.

Further reading: Mimi and Toutou Go Forth—the bizarre battle for Lake Tanganyika by Giles Foden.

F I L I P D E SAGHER is a Notary Public and the Manager of Complaints at The Society of Notaries Public of British Columbia.

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www.bcnotaryassociation.ca

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SHAHNAZ R A H I MT U L A

Giving Back and Moving Forward Î Shahnaz Rahimtula was commissioned as a Notary Public for the Province of BC in 1991, leading the way in a profession with few women members when she opened her practice. Today, women outnumber men in the profession. More than 57 per cent of Notaries in British Columbia are women.

In her mission to constantly evolve and stimulate her life and enhance her chosen profession, Shahnaz chose the path of education and learning. She feels anything pursued with passion, heart, and soul is the finest way to achieve success.

At school in India, she demonstrated strong leadership capabilities, scoring the 3rd-highest marks in the entire college. She comfortably made the Dean’s List at Capilano College

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in North Vancouver in a Financial Management course with eight courses in each semester. Later, Shahnaz fulfilled her dream to be an accountant, graduating as a CGA in 1986.

As a source of inspiration, Shahnaz credits the wonderful staff of The Society of Notaries Public of BC, the PAL Line, and the supportive people she meets through her business.

She volunteered on The Society’s Audit Committee and the Information and Privacy Committee and is currently co-chair of the Fraser Valley Notary Chapter.

She has greatly contributed to her community by participating as an active member of the Surrey Board of Trade and the Board of PICS (Progressive Intercultural Community Services Society)—involved in the regional concerns of immigrants. Shahnaz was also delighted to help make a difference in the Surrey Community through fundraising for battered women, senior homes, and other causes to aid the less unfortunate. She takes great pride in being a Charter Member of the Fraserview Rotary Club of Vancouver.

Shahnaz maintains a daily regime of playing her beloved sitar.

She feels learning Indian classical music has increased her vision to explore life's experiences with grace, patience, and a meditative approach.

As she passionately strums the instrument, a quote by Robin Williams comes to mind, "You're only given one little

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Shahnaz and her sitar

spark of madness . . . you mustn't lose it."

She believes every living thing or creation in the Universe has rhythmic beauty—musical beats that exist in everything we see, feel, and hear!

Her greatest challenges are her life as a business professional, keeping up with family commitments, her music, and running a busy Notary practice.

Boundless faith in the divine; the incredible beauty of music, poetry, and art; and strong values such as compassion and integrity help her maintain a balanced life that adds sparkle to her smile and helps those around her.

Her favourite William Shakespeare quote is,“Have more than you show and speak less than you know."

S H A H N A Z R A H I M T U L A ’s Notary practice is in Surrey, BC.

LEADERSHIP

LEADERSHIP

S H A R O N A J AYAVA N T

RI Awards 2023 Î The RI Awards were held June 15, 2023, at the Paradox Hotel in Vancouver. It is a grand annual affair where members of the REIBC community come together to celebrate outstanding leadership, innovation, and ingenuity to fellow professionals, potential RI members, and industry leaders.

RI members are dedicated to upholding the highest levels of integrity in the real estate profession and strive to continuously advance the field.

Members have the unique advantage of accessing a vast network of like-minded individuals who share their passion for real estate—professionals from various sectors including BC Notaries, accountants, brokers, data scientists, appraisers, developers, and investors.

Members have the opportunity to engage in meaningful discussions, exchange ideas, and collaborate on innovative projects that push the boundaries of the real estate profession.

The network provides valuable connections and serves as a source of support for members as they navigate the ever-evolving landscape of the real estate industry, whether seeking advice, finding potential business opportunities, or staying updated on the latest trends and developments. Members rely on the network to enhance their professional growth, knowledge-sharing, success, and continuous advancement of the real estate profession.

The RI designation signifies a high level of education, experience, and expertise in the real estate field. RIs have met rigorous standards set by REIBC—a combination of qualifications and relevant work experience. RIs are respected and trusted to provide insights and guidance to their clients and colleagues.

THE HIGHLIGHT OF THE EVENING: AWARD PRESENTATIONS

Visually stunning medals of copper and cedarwood medals were created for this special occasion, hand-carved by talented Indigenous artist Roxane McCallum from Mission, BC. Cedarwood with its distinct aroma and natural beauty holds great spiritual and ceremonial significance in Indigenous cultures.

THE DIAMOND AWARD

CONGRATULATIONS TO THE 2023 RI AWARD FINALISTS

Troy Abromaitis, RI, Emerging Leader.

His dedication and hard work have been recognized as a testament to his potential for future success in his field.

Doug Gilchrist, RI, Ingenuity. His innovative thinking and creative problemsolving skills have made a significant impact.

Susan Antoniali, RI, Leadership. Her ability to inspire and guide others has been acknowledged with her exceptional leadership qualities.

William McCarthy, RI, Medal of Distinction.

His outstanding contributions and achievements set him apart in his field.

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Mr. Ian Macnaughton marked 60 years as an RI member. A founding member at 25, he attributes much of his success in the real estate industry to the support and opportunities provided by REIBC that equipped him with knowledge, skills, and networking opportunities, and proved instrumental in his professional growth. This Award highlights his dedication and commitment to the real estate industry. Ian (2nd from L) was joined on stage by Keith MacLean-Talbot (R), Cindy Nesselbeck, and Geoff Radtke, representing REIBC Presidents past, present, and future.

A special thanks to our sponsors FortisBC, Landcor Data Corporation, BC Real Estate Association, Real Estate Foundation of BC, Home Ingredients, and UBC Sauder School of Business – Real Estate Division.

SHARONA JAYAVANT is Director of Membership and Events.

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Overwhelmed by Your To Do list? Î Have you ever rushed to do something that’s supposed to be relaxing—such as a spa appointment, vacation, or a nap?

What if I just rushed faster?

The trap of rushing faster usually creates more problems. I used to think if I just worked longer hours and rushed faster, the feeling of overwhelm would eventually subside. But that never works over the long term because the rate of change is speeding up . . . and rushing faster is an impossible expectation.

There is a deeper, more powerful, and longer- lasting solution.

y Feeling overwhelmed is directly linked to digestive problems, moodiness, ADHD, and sleep problems. y Feeling overwhelmed triggers the primitive fight-or-flight brain, which can lead you to do or say things you might regret later. y Over the long term, the overwhelmed mindset has been linked to divorce, depression, suicide, cancer, dementia, and financial problems.

CARLA RIEGER

y If you see a great sunset, the brain doesn’t see it as necessary for your survival so won’t imprint it so deeply.

That is kind of a system flaw because it means you remember far more negative experiences than positive ones—giving you the overall impression that life is dangerous and unpleasant.

80% of the reason you feel overwhelmed is your mindset

Underlying beliefs that make you feel overwhelmed

I have discovered that regularly feeling overwhelmed is just a bad habit of mind and a cultural trance for which I pay a big price. I would go so far as to say it’s like a vampire that siphons my energy.

A recent poll of entrepreneurs and people in high-pressure jobs discovered that they had To Do lists to accomplish in 1 day that would realistically take an average of 2 weeks to complete. Many university research studies have proven that un-doable To Do lists make many people less productive. Why? The overwhelm causes inertia.

If you believe you can’t change the things you actually CAN change or you react against the things you actually CAN’T change—or you can’t tell the difference between the two, that is a recipe for Overwhelm.

When you’re calm and centred about your To Do list, you have better health and enhanced relationships, you feel more confident, you trust in the future more, have more vitality, think better, and make wiser decisions. There’s a big domino effect there.

What you focus on grows

Overwhelm can negatively affect many areas of life

Why people keep getting stuck on overwhelm

y Do you remember the book The Way of the Peaceful Warrior? Peaceful warriors tend to make a lot fewer mistakes than frantic ones. y People who feel overwhelmed are more likely to catch a cold. y Relationships suffer. If you dwell on how overwhelmed you feel, it can make you less fun to be with on a date. y Overwhelm actually makes you think less effectively and less creatively.

Many people are unconsciously programming themselves to feel overwhelmed. How? The human mind tends to imprint negative experiences far more often than positive ones.

Neuroscientists say that is the primitive brain response.

The primitive brain is consciously scanning for danger.

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y If you burn your hand in the fire, your brain will imprint that deeply so you won’t do it again.

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For every one thing that’s not going well, chances are 1000 things ARE going well.

And, what you focus on grows, so you might as well ruminate on 1 of the 1000 things going right and instantly have a better day!

C A R L A R I E G E R is an expert on navigating the challenges of change and change leadership. She specializes in entertaining keynote presentations at conferences and staff events.

Carla@ArtistryofzChange.com

LEADERSHIP

Winning Leadership: From The Outside In Î At its core, leadership’s raison d’être provides an inspirational vision and a direction for betterment to its constituents.

While business, cultural, educational, environmental, judicial, medical, military, political, religious, social, and sports leaders have different authorities and stakeholder accountabilities, central to each is a vision and the culture it reflects.

Traditional Leadership Structures At its core, an organization’s culture is expressed as shared attitudes, behaviours, beliefs, norms, perspectives, principles, and values.

Whether structured formally or informally, organizational integrity will have predefined linkages with its various human components.

Manifestations Organization

Values

While culture and structure are vital and critical for success, more fluid and publicly identifiable are each organization’s manifestations—dress code, logo, and symbols—the brand.

Much leadership follows an established hierarchical leveraging of variables such as experience, promotions, skills, networking, and in some cases politicking.

Regardless of the organizational type, many such leaders tend to be incarnations of their predecessors, practising a top-down leadership focusing on vision, but potentially

shielded from any number of Achilles’ Heels ranging from the more obvious to the less obvious but potentially more devastating processes that undermine its sustainability.

Two such fatal leadership flaws resulted in Ford’s Edsel car and Osborne Computer’s miscalculated next generation announcement of portable computers.

“HIDDEN” Leadership Within Organizations Those potentially influential leaders are internal individuals whose ideas, insights, perspectives, and visions strive to transform an existing model.

One immediate challenge to such budding leadership is that the higher C-suite (chief) levels are tasked with making big-picture decisions, while those at each lower level are charged with carrying out those directives.

If budding leaders subscribe to the organization’s purposes, their perspective is often constrained and challenged when trying to step out of their comfort zone or “to think outside the box.”

Subject to their position within the leadership hierarchy, their contributory scale may not extend much beyond their structural scope.

Instead of following traditional linear hierarchy, those bottom-up leaders often face undercurrents of resistance within their organizational community for any number of reasons—including a disrupted status quo, loss of control, fears of the unknown, or even jealousy.

While those individuals likely ruff led feathers while promoting various degrees of change, to be effective leaders they must understand the resistance sources and employ constructive strategies that can achieve the organization’s goals.

Outside Leaders Looking In Unlike leadership within existing organizations, a third source of leadership is embryonic outliers.

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I A N C A LL AWAY

Such leaders are often pioneers in their respective fields, although in endeavours not yet popularized—Amazon’s Bezos, Apple’s Jobs, Astronomy’s Galileo, Evolution’s Darwin, and, Physic’s Einstein. Each had a vision for a targeted outcome, yet no existing organization. Based on their respective problem-solving drives, each outsider became an innovative and practical leader. The organization had yet to be defined.

As an outsider, Virgin’s Richard Branson became a leader by setting up a company to resolve many defects in the prevailing airline industry.

Uber’s Camp and Kalanick lead a charge to correct what they saw in the pre-existing taxi service system.

Tesla cars and SpaceX illustrate Elon Musk’s innovative leadership to burst into existing organizational landscapes.

A lesser-known leader was Dr. Marius Barnard. Recovering from operating-room successes left many survivors financially devastated.

Barnard championed an insurer to cover the three common causes of premature death—cancer, heart attack, and stroke. Even though Dr. Barnard was an outsider, his innovative critical illness insurance has had widespread acceptance as its coverages evolve.

Lessons From The Outside As societies are always changing, organizations must adapt—otherwise their visions stagnate, undermining their relevance.

Whether from the C-suite, as an outsider within the organization or as a true outsider, the powerful statement “You don’t know what you don’t know” underscores the need continuously to seek out new experience and information and to challenge the status quo.

IAN C ALLAWAY, MA, MEd, RHU, BCFE, TRiP, CEA, CFI, is a Strategic Analyst. www.iancallaway.ca THE SCRIVENER | 

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SA M A N T H A MITCHELL

A Journey of Discovery Î Leadership is a journey of discovery that taps into the personal and the professional. It is an ongoing and intentional exercise in recognizing and unleashing potential and applying the collective strength of individuals and teams to the strategic goals of your organization.

Leadership skills include an elixir of critical thinking, creative problemsolving, clear communication, and intercultural sensitivity. Leadership demands adaptability, resiliency, and empathy. Though difficult to master, effective leadership can transform a good organization into a great one.

At the Land Title and Survey Authority of BC (LTSA), we recently completed our Leadership Development Program to explore what it means to be a leader and how a leadership philosophy aligns with the organization’s vision, mission, and business strategies. y The program provided a group of employees the opportunity to learn skills and apply frameworks to cultivate their leadership capabilities while developing teams and individuals to feel successful, confident, and empowered in their work. y The program exemplifies our commitment to continually invest in people and capabilities—of 4 strategic pillars that guide our organization.

The diverse group of participants were chosen from across LTSA divisions, as leadership comes in many

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Leadership does not solely come from a job title; it is found throughout an organization that places value on everyone’s contribution.

forms and is executed at many levels within an organization. Leadership does not solely come from a job title; it is found throughout an organization that places value on everyone’s contribution.

Various aspects of leadership include listening, championing, reimaging, knowing when to step in and, equally important, when to get out of the way so a team can get on with it. Though deployed in many ways, leadership is about clearly and regularly articulating organizational direction, providing clarity of purpose, and setting up helpful guardrails. Empowering staff to connect to achieving business goals is fundamental to a healthy, engaged workplace.

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y How do we collectively create a leadership philosophy aligned with LTSA’s vison, mission, and business strategies? y What is needed to embed a learning or growth mindset? y How do we strengthen crossfunctional relationships, establish shared language and frameworks, build trust and confidence, and increase appreciation for diverse approaches and perspectives?

Those and other topics were covered during a 6-month period, delivered over 4 modules, each with a fullday in-person session. In between modules, participants applied their new learnings in service to their teams and the organization.

The approach of the Leadership Development Program was designed to support managers and Directors in their leadership journey, through self-discovery to feeling equipped to lead teams and elevate their impact on the organization. The experience and feedback of the first cohort exceeded expectations. It strengthened a foundational understanding of leadership and the building blocks needed to craft a clear leadership trajectory. Additionally, the in-person sessions helped build a network of new relationships across the organization through the shared leadership experience.

.H.

Cadman, George K.C.* E.H. Cadman, K.C.*

cadman@boughtonlaw 604 647 4123 | gcadman@boughtonlaw.com .com

Investing in the

ver 40 years’ experience, With over 40 years’ experience, learning and des wise counsel to guide George provides wise counsel you to guide you development of our solution of any real estate, toward resolution of any real estate, employees helps us porate, or regulatory business, dispute. corporate, or regulatory dispute.

ng

adapt to continued a Law Corporation *Practising through a Law Corporation change, ride out market fluctuations, Uniquely West Coast™ and reinforce a growth mindset.

Boughton 1/6 2022.indd 1 11/28/22 12:13 11/28/22 PM 12:13 PM

through

One participant noted the program had given them a useful framework to navigate through difficult conversations and provide constructive feedback.

When modelled consistently, it allows them to foster a positive culture and a set of values that helps the company, as a whole, to grow and innovate.

Another participant spoke about the profound impact of supporting a growth mindset and replacing “yes but” with “yes and.” Their favourite learnings were to stay in the stretch-zone, even when uncomfortable—because that is where growth lives, and to create and foster generative conversations where teams can build on each other's ideas.

LTSA is committed to supporting a real-property market that is trusted and transparent. Equipped with a welldefined strategy and effective leadership skills, our organization is more nimble, accountable, and focused on achieving our goals.

Investing in the learning and development of our employees helps us adapt to continued change, ride out market fluctuations, and reinforce a growth mindset. New ways of working allow us to deliver the ongoing digitization of products and services as well as deepen our innovative customer-centric approach required today and into the future.

SA M A N T H A M I TC H E L L is Vice President, Human Resources, of the Land Title and Survey Authority of BC.

Trevor, Jackson and Chuck E. Todd providing excellent legal services in contested wills, trusts and estates for over 50 years. disinherited.com rttodd@disinherited.com | t. 604.264.8470

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LEADERSHIP ADVERTORIAL

KEN KEIS

Transforming Leadership Five Pillars Critical to Becoming a Transforming Leader

The first step? Become “Self-Aware” of your leadership skills levels before you set out on a training or development track.

What does that mean for you?

Î Leadership: Never has there been a greater need for it—or such a lack of it.

This article is about you, the Leader, and your skills—not the multiple theories of leadership. We’ll save that for another time.

Everyone is a leader at some level with someone.

Leadership skills are required for parenting and for being a friend and part of a couple, in your household and at work.

You also have the responsibility of leading yourself.

Leaders are not born. Leaders are developed. They hone their skills over years, not days, weeks, or months.

Most effective leaders are in their late 30s or older. Why? Experiencing, learning, developing, and maturing take time.

Any winemaker will tell you excellence can’t be rushed.

To be a successful leader, an individual must have certain foundational skills.

Research released this year identifies two main reasons why leaders fail and three skills that help them succeed.

The Top 2 Reasons/Leaders Fail 1. Lack of Interpersonal and Emotional Intelligence Skills 2. Hubris: Excessive Pride and Exaggerated SelfConfidence (Arrogance) The Top 3 Reasons/Skills Leaders Succeed 1. High Self-Awareness 2. High Emotional Mastery (Self-Management Skills) 3. Deep Understanding of Human Behaviour We identified those truths over 40 years ago in our book Transforming Leadership. Bestselling authors Kenneth Blanchard, The One Minute Manager, and Jim Kouzes, The Leadership Challenge, have endorsed CRG’s Transforming Leadership model as the next step in any leadership development track.

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BC NOTARIES ASSOCIATION | bcnotaryassociation.ca

Simply put, if you have a desire to be an effective leader in any area of your life, you must be proficient in various leadership skills. Our research identified 12 Principles and 60 specific skills in five categories (pillars) as critical to becoming a transforming leader. The skills required to be successful will vary depending on the situation and the need.

We found skills are not independent of each other; they are interdependent. They build on one another like LEGO® blocks.

The first step? Become “Self-Aware” of your leadership skills levels before you set out on a training or development track. If you have gaps or deficiencies in your skills, we encourage you to investigate further—and design a development plan. CRG will help you do that.

The 5 Categories/Pillars of Transforming Leadership 1. Transforming Leaders have first-rate Self-Management Skills. If you can’t manage yourself, how can you possibly lead others? The clearer you are about who you are, the more credibility you have as a leader. Who you are includes your values, beliefs, purpose, goals, plans, wellness, confidence level, positive mental attitude, and your willingness to be a continuous learner.

2. Transforming Leaders have excellent Interpersonal Communication Skills. The ability to talk has little to do with successful communication. An effective leader is an effective communicator. That includes understanding and being able to implement the skills of attending, observing, suspending, questioning, listening, challenging, and being assertive.

3. Transforming Leaders demonstrate Coaching, Counselling, and Problem-Management Skills.

You need to be able to lead yourself, communicate with others, coach and help others solve problems, and persuade and influence others to own their problems. Do you know how to show advanced empathy and encourage others to identify and be accountable to specific performance and

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outcomes? Can you manage confrontation and engage the skill of immediacy? Those skills are required in work situations and every day at home in your personal relationships.

4. Transforming Leaders have exceptional Team/ Consulting Skills. The dynamics of leadership involve being awake and aware. In this skill set, you address the following skills. y The current state of a team y The group’s needs, wants, problems, and fears y The readiness and willingness levels of the team and individuals y How to facilitate and overcome resistance to change y How to design and implement steps and solutions an you imagine a sports coach being successful without C those skills?

5. Transforming Leaders have outstanding Organizational Development Skills. You must be grounded about yourself; communicate effectively with others; hold individuals accountable for their actions; facilitate team needs, wants, and performance; AND understand how those actions fit into the bigger picture of the organization and the steps that need to be taken when, with whom, and how.

If you want to rise to the challenge, there are unlimited opportunities.

It is a long-term commitment with enormous rewards.

Your understanding of the five stages of organizational development and what is needed to fulfill each one is also critical.

Upon reflection, some of you may feel overwhelmed about the prospect and complexity of becoming a Transforming Leader. The fact is that most people don’t engage the process. That’s why there are so few Transforming Leaders!

If you want to rise to the challenge, there are unlimited opportunities. It is a long-term commitment with enormous rewards. Note: Abraham Lincoln was a mature person before he attained the level of leadership skill that motivated people to vote him into the Office of the President of the United States of America.

Here are some resources to support you on your Leadership Development journey.

To confirm your current Transforming Leadership skills, we suggest you consider the Leadership Skills Inventory 360° (LSI–360) assessment. In the online interface, you can request up to 10 individuals that work with you to provide feedback about you regarding the five pillars and the 60 critical leadership skills. The process is set up to serve small to very large teams. Organizations can deploy the assessment company-wide. A detailed report compares your opinion of yourself to the feedback of the others.

If you are not ready for the LSI–360 then consider the Leadership Skills Inventory–Self (LSI–S) assessment, where you rate yourself on the 60 skills and answer 12 questions about the principles of Transforming Leadership. A report creates an outline of how you are doing in each of the critical leadership skills areas. You immediately see areas where you can improve. Many coaches use this assessment to serve their clients in coaching sessions.

Soon we will release a full online course taking you step by step through Transforming Leadership content in an easy to take self-paced online learning experience.

One of the 10 truths of today’s most successful leaders is they are continuous learners. Transforming Leaders are constantly growing and learning. Join us today for your exciting journey of transformation!

KEN KEIS, Ph.D., President of CRG, is considered a global authority on personality and behavioural assessments and an expert on leadership, purpose, self-awareness, and wellness.

In 34 years, he has made over 3,000 presentations and invested 10,000+ hours in consulting and coaching. He is the author of Why Aren’t You More Like Me? Discover the Secrets to Understanding Yourself and Others, Deliberate Leadership Creating Success Through Personal Style and The Quest For Purpose A Self-Discovery Process to Find and Live lt! He has also co-created CRG’s proprietary development models and written more than 4 million words of content for 40 business training programs and over 500 articles. Ken’s expertise includes assisting individuals, families, teams, and organizations to realize their full potential and to live On Purpose! info@crgleader.com | www.crgleader.com

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LEADERSHIP

D R . M A R G A R E T H A LL

Leadership in the Classroom and Beyond: A Professor’s Perspective Î I have been involved in the delivery of postgraduate university education for a length of time that never ceases to surprise me when I look back on it—more than 2 decades.

Going into my very first lecture delivered as “Professor Hall,” I remember being greatly concerned with the issue of authority and my credibility as a leader for the first-year law students who were also taking the first steps toward their new career.

Of the academic leadership models available to me at that time, the most popular one among professors was what

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I call the “hard-taskmaster” model . . . the idea that if you perform in a way that is calculated to be slightly intimidating, students will automatically respect you as someone with high standards and great stores of knowledge.

On the other end of the scale was what I will call the “warm-and-fuzzy model,” exuding noncritical support for every thought uttered by students—and A grades all around.

As those descriptions suggest, one of the models was valued much more highly than the other. In fact, the “warm-and-fuzzy model” was widely

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derided; some grumbled that its infiltration into the academy was the result of hiring female professors.

The “hard-taskmaster” role was therefore an attractive alternative for young female professors wanting to prove themselves in an easy and immediate route to the kind of credibility essential for leadership in the classroom and eventual leadership in the academy.

Carl Jung noted that unless there is a real connection between the public face (the persona) and the private self, the persona will generally be perceived as fake—and obvious fakery does not inspire confidence in others.

The hard-taskmaster role was far from natural for me. It would have taken tremendous energy to keep on that mask and, in truth, the obvious playacting the role required seemed rather ridiculous to me. I wouldn’t have been able to bring myself to do it. But the warm-and-fuzzy model was not for me, either. Neither role was consistent with what I actually wanted to be in the classroom.

1. I wanted to deepen my own understanding of the subject matter I was teaching—to be, and (crucially) remain, expert.

2. I wanted to share that knowledge with my students in a way that enabled them to truly understand the law they were there to learn.

On one level, students could learn the law by reading the textbook; I had to bring them something more. I also knew, from my own experience, that the kind of understanding I was aiming for required student engagement with the material and also with me as a human being—and that engagement depended on student trust.

Trust has two aspects.

1. Students must trust that their questions and ideas will be heard, respected, and receive response. Respect is not the same as endorsing or agreement, rather it requires taking people seriously— taking the time to listen, to consider, and to respond. The hard-taskmaster role is not conducive to building trust.

I suspect some professors may find the role useful as a way of actively deflecting engagement, which requires more work than simply talking.

2. The second element has to do with confidence and safety, that students have a sense of safety with you as the expert, that what you are telling them is accurate, and you actively care about their understanding of the subject matter in question. That is where the warm-and-fuzzy style falls down.

By appearing to endorse everything without distinction, the expertise of the warm-and-fuzzy may be called into question as well as, paradoxically, the actual caring about whether the students understand the subject matter.

Caring about student-learning means distinguishing between right and wrong and ensuring students understand the reasons for that distinction, and respecting students enough to know they are capable of good work—which means not rewarding subpar efforts.

Like the hard-taskmaster, the warm-and-fuzzy is a bit of a cop-out.

Everyone will like you, even if they don’t respect you; as an easy-grader, you’ll get high marks on “Rate My Professor” and you avoid having angry students in your office. The hard-taskmaster hopes the intimidating vibe in itself will prevent student challenges.

The idea that trust is the essential quality of effective leadership has become more apparent to me over the years. It transcends the educational context. It also has an emotional character. The emotion the hardtaskmaster hopes to elicit is low-level fear—associating fear with authority and respect. The emotion the warmand-fuzzy hopes to elicit is liking—as another way of avoiding challenge.

I remember vividly the first time a student came to my office to hotly argue with me about a grade on one of the very first exams in law school. Looking

back, I think I dealt with the experience quite well, although I remember it was a little scary at the time; it set me on a course for dealing with similar experiences in the future.

I looked at the young person as a human being who had no doubt excelled at all of his academic tasks up to that point, was shocked that was no longer working for him, and was probably feeling panicky because he didn’t know why.

Seeking a Career as a British Columbia Notary Public?

The idea that trust is the essential quality of effective leadership has become more apparent to me over the years.

It transcends the educational context.

It also has an emotional character.

There are business opportunities for Notaries in various communities throughout British Columbia.

Some of the Requisites for Becoming a BC Notary • Undergrad degree with a CGPA not less than 3.0 • Interest in the practice of law • Strong entrepreneurial spirit • Strong communication and people skills

I openly acknowledged that with him and actively listened to his response without comforting or critique. I explained without condescension that what he was learning now was something new—not just a continuation of what he’d done before—this new way of thinking would take some time to learn and practise, my job was to help him, and his first exam was not determinative but part of this learning practice.

Then we both took the time—and did the work—to go through his answers. The student left my office with the same grade as when he entered but significantly further along his learning path, The trust established that day continued to develop throughout the term. That experience would probably TABLE OF CONTENTS

• Dedication to community and serving the public • High degree of honesty and integrity

For more information, please contact The Society of Notaries Public of BC 1-800-663-0343 or visit our website, www.snpbc.ca.

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not have happened if I was a warm-andfuzzy or a hard-taskmaster.

Over the years, I have seen student expectations and perceptions change significantly. The authority of the hardtaskmaster is dependent on students believing that attitude is the result of superior knowledge and higher-thanusual standards. That belief is no longer widespread.

Un iversit y reg u lat ions have strengthened students’ rights vis a vis their professors, including rights to appeal grades—students are no longer at the mercy of their professors to the extent they once were. The changes have shifted the power dynamics in a way that has significantly diminished the fear element in the student/professor relationship—the fear that displeasing or challenging the hard-taskmaster could have negative consequences.

The new power balance has also, for some professors, encouraged warmand-fuzzy practices to avoid appeals and student complaints.

Many in my profession have decried the changes. While change is difficult, it is also necessary for growth

and development in the practice of academic leadership. Warm-andfuzzy grade inflation is the antithesis of leadership and, in my opinion, structures are needed to counteract that temptation.

Since coming to SFU, I have had the opportunity to develop leadership skills in the University more broadly, as well as in the classroom. As Director of the MA ALS Program—the Master of Arts in Applied Legal Studies degree, part of BC Notaries’ education, I know effective leadership is also a responsibility across multiple professional relationships. The lessons I learned in the classroom about the day-to-day practice of leadership have given me a strong foundation on which to build those skills.

Relationships of trust don’t come with the job description; they must be built and earned. Certainly gender dynamics have transformed since I first stood in front of a classroom, but we can’t pretend gender-based assumptions and expectations don’t exist. They can definitely be de-stabilizing, but it’s important not to get distracted and to stay the course.

Remember the job you’re there to do. Be prepared and develop your own expertise to inspire genuine confidence in others. Laurels have expiry dates— don’t rest on them.

Remember, leadership cannot be imposed on others. It must be earned.

There’s no easy way out.

The university is not the only place where the structures of hierarchy and power have shifted. In society generally it has become easier to challenge the decisions of authority figures. Those broader social changes ask us all to engage with the question of leadership on a public level, e.g., governments and other public bodies, but also in our everyday lives.

There are opportunities to develop leadership relationships all around us and, when we do, we can make a valuable contribution to the lives of others while developing our own human capacity.

DR. MAR GARET ISABEL HALL, BA, LLB, LLM, PhD, is a Professor and BC Notaries Chair in Applied Legal Studies in the School of Criminology at Simon Fraser University in British Columbia, Canada.

The Notary Foundation of British Columbia works with interest generated

by BC Notaries’ Trust Accounts and received from our financial industry and other partners, to promote education for BC Notaries and the public, foster legal research, support law libraries, and help fund legal aid in BC. Talk to us if you’re interested in having an impact on those important facets of BC’s communities.

Funding and strategic decisions and oversight are provided by a Board of Governors made up of 8 Directors of The Society of Notaries Public, 1 appointee from the Office of the Attorney General of BC, and 2 Governors at Large appointed by the BC Government.

Applications for funding of law-related education programs, research, and projects may be made and will be considered throughout the year.

For more information, visit our website at www.notaryfoundation.ca.

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MARGOT RUTHERFORD

Leading Clients and Staff Î Comments from clients over the past 3 years have ranged from “thanks for wearing masks and keeping me safe” to “I refuse to wear a mask.” I patiently informed the latter that if I were to become ill, I would be unable to continue to provide services to my clients—unable to sign trust cheques, be present to register real estate documentation, or perform myriad other noncontentious legal tasks BC Notaries do.

Leadership is letting everyone

know we are working together for one purpose—to get the job done in an amenable way.

A happy, healthy workforce is essential for the good mental health and well-being of an office environment. Our harmonious staff consists of Abby, Cheryl, and me. What a pleasure it is to go to work. All three of us enjoy laughing—we are the best we can be!

M A R G OT R U T H E R F O R D is a longtime BC Notary in Courtenay.

From L: Abby, Margot, and Cheryl

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The Journey to Successful Leadership

R U DY N I E L S E N

Î Leadership is not something you can learn 100 per cent from a book or mentor. A lot will be learned from your own personal experiences—life lessons resulting in success or sometimes failure. Failure teaches you what NOT to do again.

A lifetime of crazy experiences has served me well in my business career since the day many, many years ago when Mom and I came to Canada after the Second World War had destroyed much of our home in Rotterdam. We arrived by boat with barely anything—I had only the jeans, shoes, and Tshirt I was wearing and a couple of extra Ts. Looking back some 70 years later, I am thankful for all I have been able to achieve.

Scrivener: What 5 words do you think of when you hear the word Leadership?

1. Determination: Even when the going gets tough, stay the course and never give up. If you fail, think of it as a temporary setback and pick yourself up and go again. Never, never give up! When the going gets tough, the tough get going! Being Second is Last!

2. Loneliness: When a major problem arises and you have a setback toward your goal—and there could be many, you have to rely on your own judgment. If you’re fortunate, you will be able to share problems with your spouse or a very close friend. In many cases, the person with whom you’re sharing your troubles is so happy to find someone with more problems than he or she has.

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3. Sacrifice: Being a leader and setting goals can be a 24/7 job—personal time with family and friends is sacrificed.

4. Influence: The actions of a leader can be beneficial or detrimental.

5. Motivation: Look motivated, act motivated, and you’ll be motivated! See the potential in people and help them achieve it. Pass your energy to them and discover what motivates them.

Scrivener: What leadership books do you recommend? y The Art of War by Sun Tzu, written in China more than 2,000 years ago and translated for modern times, teaches valuable, strategic principles for business leaders. It was touted in the movie, Wall Street. y The Articulate Executive, Learn to Look, Act, and Sound like a Leader by Granville N. Toogood: Expert tools and advice for being a more capable and successful leader.

There are many more excellent books about proven leadership methods.

Scrivener: When you think of other leaders you’ve met over your career, what qualities do you admire most?

Positive Attitude: A leader who is always positive stays on course toward the goal. Don’t have the word “can’t” in your vocabulary.

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Persistence: Stay the course toward the goal despite obstacles and failures along the way. If leaders fail, they pick themselves up and go again. Be the best in the world at whatever you choose to do and work toward achieving your goal. Aim high.

Scrivener: Who are the 3 most influential leaders in your life?

In my 60+ years in business, I have crossed paths with many important business men and women—leaders of industry, politics, the media, etc. While all are influential in their own right, those who have had the greatest impact on my leadership development are not household names.

A. My Headmaster at St. George’s School In my early years, I was quite the handful—rebellious, a troublemaker, always looking to get into trouble. I came from a sawmill/pulpmill boomtown where you had to be tough to survive.

Despite the personal attention paid me by the headmaster, I continued my troubled path that led to being kicked out of the school twice, but I always managed to talk my way back in. The third time, the outcome was much different. On my way to the bus depot in the headmaster’s car while being sent back to Prince George, I pleaded with the headmaster for one last chance. Sitting in the bus depot, I pleaded further.

Just before I was to get on the bus, he asked me how this time would be different if I were able to go back to the school.

For the first time in my life, I made a commitment I really intended to keep. I promised him I would not leave the school grounds for the entire year. When not in classes, in the evenings and weekends I would focus my energy on training for the trackmeet at the end of the year and would win every event including the main trophy, “Sportsman of the Year.”

To his credit, the headmaster took a chance on me; he didn’t have to, but he did. I wanted to show him he made the right choice to give me that last chance. I was motivated as never before in my life. A clear goal had emerged—to be the best and make the headmaster proud. I would not let him down.

Once back at school, with limited previous track-training I trained and trained and trained! For me, the only path was the one forward; I would do my best to honour my word to the headmaster. Training kept me focused on a singular goal, and more important it kept me away from the temptation of trouble. The training went on till the end of the year, with the help of the school coach who saw my determination.

I was focused. I was committed.

As I promised, at the end of year I took 9 first-place trophies and broke 3 school records and won “Sportsman of the Year.” One record had stood since 1938. That was the most important event in my life.

My most memorable sports test was the cross-country race with 60 other racers. Due to a mix-up in times, I arrived late to the starting line, well after the gun went off and the runners were out of sight. The easy decision would have been to shrug my shoulders and blame someone else for telling me the wrong start time. Instead, I made the decision to go—I had given my word to the headmaster that I would do my best to win for the school.

So with no warmup, I tore off full speed. I would not start to see any runners at the back of the pack till halfway through the 3-mile cross-country run. I passed them, then came to the middle group and passed them as well. Finally, I saw the lead group and the finish line was in focus. When I thought I could not run any faster or harder, I found a way and not only caught them, but passed the first person then hurdled myself across the finish line—breaking the ribbon and the course record. For my effort, other than the first-place prize, I wound up in hospital for a week recovering from exhaustion and my dive onto the asphalt road.

The headmaster trusted me and stood with me . . . and I kept my promise.

Always honour and stand by your commitments—no matter how tough that may seem. My real lessons came from the journey that began with the commitment to follow-through. A steady dose of perseverance and hard work brought me to achieving my goals. I have used that very important lesson throughout my business career.

B. The owner of the first real estate firm I worked for I was 23, the youngest person at the time in Prince George to have a real estate licence. I learned very early on that my age was shutting me out of opportunities for obtaining listings. How could a 23-year-old know what’s involved in selling a house and negotiating a good deal for the buyer or seller? I needed a plan. I needed to win that cross-country

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race again—the pack had already taken off and I was starting at a disadvantage.

The key is to get into the race! My plan? Vacant lots in Prince George. No one was interested in selling residential lots in 1964. At about $1,000 per lot, the real estate commission was 10 per cent and the company split was 60/40; no one was interested in a $60 cheque, even in 1964. I was determined to be the expert in that property class and to earn the trust and support of my boss.

I spent hours researching sales history, ownership, and upcoming development opportunities at city hall—going through land titles. I plotted them on a big city map using 20 coloured pencils. I wanted to be the best in the world on empty lots in Prince George.

Perseverance, commitment, and hard work began to pay off. Soon I began to be known as the “go-to guy” for any information on vacant lots in Prince George and that began to change the opinions of what a 23-year-old was capable of in the real estate profession.

Sawmills and pulpmills were being built and needed employees. Employees needed homes and residential contractors needed vacant lots. I knew more about vacant lots in Prince George than anyone in the world. After I proved myself by developing a program no one had ever thought of, or had ever seen before in the real estate business, the boss gave me some big responsibilities and I became his top salesman.

The lesson I learned was work hard, don’t be afraid to venture into different ideas, set goals, and don’t be disappointed if you don’t reach them—just bounce back and try again.

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C. My Wife Last and certainly not least is my longest and most trusted leadership guide person. We met after the big recession in ‘81 when I lost everything. I had no car and no credit cards and I had debt. I made a commitment to my creditors that I would pay them all back.

My wife believed in me, backed me with her money and her car, and most important her positive attitude and 100 per cent support. In the 39 years we’ve been together as a team, she has shown me the value of patience and attention to detail—both things I can’t do as well as she can. She is the detailed person, whereas I am the busy, multiple-ideas guy, going in a million directions. Those differences make us work.

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A strong relationship with your spouse or partner could help create the level of success you will ultimately achieve.

Leadership can often be a lonely place due to the confidentiality and sensitivity of information to which you are privy.

With my wife, we are each other’s confidant—a safe spot to discuss most ideas, opportunities, challenges, and solutions.

My leadership lessons are ongoing!

GOALSETTING I set continual goals . . . daily, weekly, monthly, and annually. A reward for accomplishing my daily goal might be lunch out for myself or with a good friend. My weekly goal reward might be a new shirt or a gadget. My annual goal might be a nice dinner or something I can use outdoors.

Some goals take longer to achieve than planned—that’s where perseverance comes in. I remember looking the former BC Assessment CEO in the eyes when I first got Landcor started in 1999 and promising him I would not give up until my company had the best AVM in Canada.

I am proud to say 23 years later with a lot of hard work and personal funding, the Landcor AVM is now recognized as the “Gold Standard”’ in the technology. (The AVM, or Automated Valuation Model, is a complex statistical algorithm that computes estimated residential valuations, based on past sales trends of similar and comparable properties.)

Be prepared for obstacles along the way to achieving your goals and don’t give up if they don’t work out. Be prepared to reset your goals.

Scrivener: What are your favourite leadership quotes?

“Lead Me, Follow Me, or Get Out of My Way.” ~ General George S. Patton

“Life’s journey is not to arrive at the gravesite in a wellpreserved body but rather to skid in sideways, totally worn out, shouting . . . holy ---- . . . what a ride!” ~ Hunter S. Thompson and Mark Frost “Innovation distinguishes between a leader and a follower.” ~ Apple Founder Steve Jobs “Everyone who's ever taken a shower has an idea. It's the person who gets out of the shower, dries off, and does something about the idea who makes a difference." ~ Nolan Bushnell Every person comes up with great ideas during the day.

Some have a few ideas, others have many. The difference is some individuals take the initiative to carry out the ideas. It takes a strong conviction and, in many cases, a good understanding partner or support team to accomplish your goal.

I went helicopter flyfishing for a few years with a very famous Hollywood producer and writer. He asked how many

ideas I come up with daily . . . I said at least 20. I asked him how many he came up with and he said 3. I might have 1 good idea and 19 bad ones, while he had only 3 ideas but all good ones.

Our conversation turned to the source of the ideas and while we came from different backgrounds, our ideas shared the same starting points—curiosity and passion. Those are very important traits for any leader. A leader is never satisfied with the status quo; a leader should always be asking if there is a better way to solve a challenge. I also believe a leader’s ideas come from the level of interest or passion around the topic, not measured in quantity but in terms of depth or quality.

The real secret is in the execution of the idea. In other words, can you turn an idea into action? It’s important to rough-out the idea once you have the initial thought. What are the pros? What are the cons?

For every key decision I make, no matter the complexity, I always frame it up in KISS—Keep It Simple Stupid! I take out a plain blank sheet of paper, draw a line down the middle, and put a “+” sign on one side and a “-“ on the other.

Then I begin to note the idea’s various considerations in the appropriate column. Once complete, I tally the positives and negatives and make my business moves.

It’s important to seek input from others, depending on the scope of the idea because often involving others will bring different perspectives into the development of an idea. For a leader, the ability to listen and consider different opinions is key. I am often asked about my ideas. When I seek input from others, I am sometimes told “it’ll never work!” It’s not an easy road when you see the opportunity and the idea so clearly and others can’t and they do their best to convince you not to chase it. A leader, at times, must be prepared to go on alone—if the belief in the opportunity is so strong.

Not following your intuition and taking the safe path may lead you to a place of regret, especially if your idea is proven successful by another.

Scrivener: What trap might new leaders fall into? What traps did you fall into and how did you get out?

My first trap was in my early 30s. I had 14 companies in Prince George . . . 5 were real estate offices. I made a lot of money and I let it go to my head. No one could tell me or advise me on anything. I thought I knew it all. Then 1981 came and interest rates went to 19 per cent plus and I was leveraged to the max. I came tumbling down. Many friends declared bankruptcy; it was a very tough time. With creditors swooping in and taking what they could, it was a very depressing time of my life.

What stands out even today is when they seized my desk that was on a payment plan—the bailiffs took it away.

I learned a very valuable lesson from that time in my life, Why did I need a $10,000 desk? In the first place, I should have invested that capital into something that made money or a good capital return. That made me humble and made me appreciate what I have and not dwell on things I don’t have. When I started to rebuild from having nothing, I swore

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OFFICEWISE

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I would never have another $10,000 desk, so for the last 42 years I have had the desk a carpenter made for me with seven 2 x 6 boards nailed together . . . for which I paid $140. It is a great reminder not to make the same mistake again.

One thing you’ll find on my desk today is my John Wayne Bowie knife. I end each day by plunging it into the middle of my desk. To me that means my work at the office is done.

When I come back the next day, I pull it out of the middle of my desk and put it into the corner . . . there’s work to do. It reminds me always to build a fort. Another very important part of my office is my fish tank that hosts several small fish and one big fish. It reminds me daily that whatever you decide Used - Grey or Beige to do, be the2,big 3,fish.

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While I have been fortunate to make a nice living, I am INCLUDES always appreciative of what I have.

That is an BOOKLET important FINISHER lesson for all to consider, not just those who aspire to be a leader. Focus on what you have, be thankful, and don’t worry about what you don’t have because you’ll never be satisfied.

Appreciation is another key leadership quality. Whether it’s personal or team accomplishments, recognizing work well done and even noting and encouragingSALE potential are PRICE important qualities for leaders. People will look to you for motivation and inspiration. As a leader, it’s your job to help guide them on that path.

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Scrivener: When you speak to young leaders in many forums, what question do they most often ask about leadership?

ADDITIONAL I

For years I have been granted the honour to speak to young businesspeople . . . folks who aspire to grow as leaders.

Regardless of where I speak, I am often met with the question of dealing with stress. There’s no escaping stress in our lives; it’s always present—what might be stressful to you may not be to others. My key to managing stress is to find a sanctuary where you can get away from distractions and

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• EPSON BRIGHTLINKPRO 1430

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I find with all my focus now centred on my immediate surroundings, I can subconsciously think of new solutions to dealing with that stressful situation. I often do my best thinking outdoors when I step away from the environment where the stress is situated and I refocus on other matters.

Don’t keep problems bottled up. Share and talk to your spouse or close friend. Don’t let a small problem become a big problem. Address it right away.

LEADERSHIP LEGACY Scrivener: What are the biggest challenges ahead for leaders in your business? y The fast pace of daily changing technology y Employees’ loyalty and their believing in you and the direction of the company Scrivener: What leadership advice do you wish someone had given you earlier in your career?

Don’t let success go to your head. Be humble, listen to people who give you advice and consider/use their knowledge and experience to guide you.

Scrivener: How do you want to be thought of as a leader?

Honest, committed, fair . . . my word is my bond.

At The Leaking Vase sculpture, Anacortes, WA, with Ben

refocus/recharge. Get rid of that stress—do whatever it takes.

Stress could kill you.

For me the sanctuary is being outdoors whether it be in my garden, extreme hiking in Northern BC, or just camping and working with nature or going for walks with my dog. If I’m really stressed out, I will walk with my dog in the park very late at night with no flashlight. I must pay very detailed attention to my memory of y where the trail is, y the sounds of my feet on the gravel pathway, and y the sound of my dog running through the bush and onto the trail.

I know if I go off the trail I could stumble over a tree or branch or even have a branch poke me in the eye. I pay attention to the sound coming from each footstep, etc. Has it changed from gravel to dirt? Where are other noises coming from? When I finally come to the street again, I feel totally unstressed because of the concentration in walking the trails in the park. That level of scrutiny forces me to focus on the here-and-now and forget about whatever it was that was creating my “business stress.”

CLOSING THOUGHTS I have been in the real estate business since 1964 and have witnessed incredible change in the profession, I have also weathered many ups and downs over that time. Despite all the change, along with ever-increasing reliance on technology, there are very important leadership qualities that will stand the test of time. I have spoken often about perseverance, hard work, commitment, and loneliness and what those words mean to me as a leader.

Perhaps the single most important qualities a leader can have—I have saved them for the end—are Integrity and Honesty. If they are not part of your leadership beliefs, then success is a very hard goal-line to cross. At the end, in your retirement, it will never be about all the money you earned or deals closed. It’s about how many true friends you have!

R U DY N I E L S E N , RI, FRI, is the Founder and President of Landcor Data Corporation, based in New Westminster.

The leader in real estate technology solutions was recently recognized for achieving ”Gold Standard” in AVM model testing, the first of its kind in Canada.

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Leadership Opportunities at Your Doorstep Î Are you looking for ways to gain leadership experience, but are not sure where to start? If you live in a strata complex, the answer may be closer than you think.

Leadership in the context of strata corporations can be formal or informal.

Examples of formal leadership experience include serving on council, working as a strata manager, or being appointed as an administrator by the Supreme Court of British Columbia (SCBC). Examples of informal leadership experience include serving on a committee or participating in countless other volunteer-based initiatives.

In this article, we provide insight into how and why some of the leadership opportunities in strata corporations arise, discuss some of the benefits of participating in a specific leadership opportunity, and consider some things to look out for when determining whether to get involved.

A. FORMAL LEADERSHIP

1. Councils Strata corporations are governed by councils that are made up of a certain number of council members.

In accordance with the Strata Property Act, each strata corporation must have a council that is comprised of at least the minimum number of council members required by the strata’s bylaws. Typically, the minimum number of council members is 3 and the maximum is 7.

Councils exercise the powers and duties of the strata corporation. A council makes decisions by majority vote of the council members at council meetings. By serving on council, you may learn concepts about organizational governance, including the following,

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Examples of informal leadership experience include serving on a committee or participating in countless other volunteer-based initiatives. y accounting; y developing and implementing a long-term financial plan; y decision-making procedures, including for council meetings and general meetings; y proposing, passing, and enforcing bylaws; y contract negotiation, particularly for services such as strata management, waste management, maintenance contracts, repairs and loans; and y creating and implementing a privacy policy.

By serving on council, you may also learn more about topical issues that face those who live in multi-unit dwellings, including the following, y short-term rentals; y human rights matters such as second-hand smoke, f looring, cannabis, and support animals; and y installing charging stations for electronic vehicles and allocation of the capital and operating costs between the owners that use the service and the strata corporation.

Something you may wish to consider when deciding whether or not to serve on council is that most council members are unpaid volunteers who graciously offer their time to govern the strata corporation. As a result, council members have various levels of knowledge about strata corporations

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and experience as a council member.

It is possible for the owners to approve remuneration for one or more council members pursuant to section 34 of the Strata Property Act. The remuneration must be approved in advance of payment by 1 of 3 methods, y as an item in the budget; y by bylaw; or y by a ¾ vote resolution that is passed at an annual or special general meeting.

Remunerating one or more council members may be appropriate when a council member is taking on a large task for a strata corporation, such as liaising with experts for a building envelope replacement.

You may also wish to read the minutes of the council meetings and general meetings. Those minutes will provide insight into the state of affairs of the strata corporation and the issues within the complex. Reviewing the minutes can help you make an informed choice as to whether you want to get involved as a council member.

There are excellent educational opportunities for council members available to the public at reasonable prices. One source of education is the Condominium Homeowners Association of BC (“CHOA”). CHOA offers education to the public and offers memberships as well.

LEADERSHIP

2. Strata Managers Many council members are applying the knowledge that they have gained in their professional life to work for the benefit of their strata communities.

Conversely, some council members gain skills and apply those skills, along with further education, and become strata managers.

Strata managers are real estate professionals who are licensed through the BC Financial Services Authority (BCFSA). BCFSA has specific licensing requirements including ensuring that each strata manager has a certain level of knowledge to enter into the profession, and that they are of good reputation, suitability, and fitness to be licensed as a strata manager. There are also continued education requirements to ensure strata managers are upgrading their knowledge and staying current with practice standards.

A strata corporation can enter into a strata management agreement with a brokerage that is authorized to provide strata management services. Typically, a complex is then assigned to one strata manager who manages the strata corporation with the help of others at the brokerage, including the managing broker and the accounting department.

Some complexes may have more than one strata manager due to their size or complexity of operations.

Having a strata manager can be very beneficial to a strata corporation. The strata manager brings their knowledge, earned through education and experience in the industry, to assist councils to govern their strata corporations. A council is permitted to delegate some of its powers to noncouncil members, including to a strata manager. Strata managers often assist with the financial component of managing a strata, such as collecting strata fees and special levies, paying bills, and generally managing the operating fund and contingency reserve fund.

There are certain powers that a council cannot delegate, for example, its powers to determine whether someone has contravened a bylaw, how much a person should be fined, and whether they should be fined at all, as well as to prohibit someone from accessing a recreational facility.

Something to consider when determining whether to become a strata manager, in addition to the licensing requirements, is the time commitment.

Strata managers are often very busy managing portfolios with multiple complexes and attending strata meetings, which may be held in the evenings.

Who Will See Your Ad in The Scrivener?

BC Notaries Lawyers Land Surveyors of BC Real Estate Professionals

The strata manager brings their knowledge, earned through education and experience in the industry, to assist councils to govern their strata corporations.

Real Estate Boards and Associations Age-Friendly Designates MLAs and MPs in BC Life Insurance Brokers and Agents Accountants Managers of Financial Institutions Investment Management Agencies Provincial and Federal Court Judges Registrars

With more and more strata complexes being constructed, more strata managers are required to service those buildings, both new and old.

There are good job prospects in the area of strata management. If you (or someone you know) are interested in a career in strata management, you can contact the Professional Association of Managing Agents (“PAMA”) for further information.

3. Administrators Council members or strata managers may also apply their gained skills and experience to become administrators.

In extreme cases, a council may become so dysfunctional it can no longer effectively govern the strata corporation. In those cases, the strata corporation, or an owner, tenant, and other classes of individuals, may apply to the SCBC for an order appointing a person called an “administrator” (section 174, Strata Property Act). The SCBC will consider whether it is in the best interests of the strata corporation to appoint an administrator.

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Mayors Government Ministries of Libraries: Public and Private, including Law Society, Legal Services, Education Facilities Chambers of Commerce BC Housing BC Assessment Ministry of Citizens’ Services: Real Property Division

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MACKENZIE FUJISAWA LLP BA R R I ST E RS & S O L I C I TO RS

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Administrators can either receive a general appointment whereby they can exercise all the powers and duties of council, or a specific appointment whereby they can exercise only certain powers and duties of council. The administrator can then make some or all decisions in lieu of council so the strata corporation can operate, but the administrator will generally be charging an hourly fee to do so.

Ultimately, the SCBC will decide y who will be appointed as an administrator; y the terms of the appointment; y the administrator’s remuneration; and y the duration of the appointment.

Unlike strata managers, there is no requirement for an administrator to be a licensed professional. When strata corporations require an administrator, however, the issues are generally complex and the SCBC generally appoints a senior strata manager or someone else with vast expertise regarding strata corporations.

Something to consider when determining whether to commit to a role as an administrator: The situation at the strata complex will be highly contested. While you may have the best of intentions and know how to move the matter forward to resolution, there is a possibility that none of the parties may be fully satisfied with your findings or solutions.

While this may be a difficult leadership role, you will be stepping up to help a strata corporation in a time when its own leadership has failed it. There are opportunities to invent and implement creative solutions and manage highconflict situations to weather the strata corporation through a storm.

B. INFORMAL LEADERSHIP

IAN M. KNAPP

1600 – 1095 West Pender Street Vancouver, BC V6E 2M6 Phone: (604) 689-3281 Fax: (604) 685-6494 www.macfuj.com

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1. Committees Strata corporations sometimes have committees. Committees can be formed for many purposes, such as to organize social events or to manage the landscaping and gardening in a complex. Committees can be a great way to build leadership skills, meet other

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residents, and volunteer one’s time for the betterment of the community. By being a committee member, you may also gain insight as to whether you want to serve as a council member.

There are opportunities to invent and implement creative solutions and manage high-conflict situations to weather the strata corporation through a storm.

If you are considering joining a committee, there are a few key differences between council members and committee members that you should understand. y First, council members may be covered by director’s and officer’s liability insurance. Since committees are not part of councils, any committee member who is not a member of council may not be protected by that insurance. y Second, something specific to social committees or other event-planning committees is if alcohol is going to be served at an event on common property, you will likely need to obtain a liquor licence. y Finally, just because a committee exists and functions in a certain manner does not mean it is in compliance with the Strata Property Act. If your strata has a “Bylaw Committee” that claims to make decisions about bylaw contraventions, that is a red flag. As discussed above, a council cannot delegate its powers to decide whether someone has contravened a bylaw or whether to fine someone and how much to fine them.

LEADERSHIP

y In addition, there are privacy issues with respect to individuals other than council members participating in bylaw enforcement processes.

The Schedule of Standard Bylaws to the Strata Property Act prevents observers from attending bylaw contravention hearings, as well as any other matters that would unreasonably interfere with someone’s privacy, in council’s sole discretion. y Some bylaw committees are created to manage bylaw amendments and updates to the strata corporation’s bylaws and/or rules. That type of bylaw committee may be in compliance with the Strata Property Act, however. It is advisable to have a lawyer with experience in the area of strata law help with drafting bylaws and rules. In addition, a council should make the decision about whether the bylaws drafted by the strata corporation should be presented to the owners for their consideration at a general meeting.

Participating as a volunteer in opportunities organized by the strata or one or more residents may be a great way to help out in your community and to make connections with your neighbours.

1. Volunteering But wait—there’s more! There may be other opportunities within your strata to get involved, such as volunteer initiatives that may be organized by the strata or by residents.

For example, the strata could organize a painting crew in the Summer to sand and repaint all the fences in the complex, rather than hiring a painter, to help save money for the strata corporation.

As another example, a resident in the complex may be in contact with an elderly neighbour who requires assistance picking up their groceries.

The resident may reach out to other residents for assistance to take turns shopping and delivering groceries to the elderly resident.

Participating as a volunteer in opportunities organized by the strata or one or more residents may be a great way to help out in your community and to make connections with your neighbours.

One thing to be mindful of with those types of opportunities is volunteers are generally not covered by WorkSafeBC. Both the strata corporation and the individuals involved should consider safety and liability before engaging in volunteer activities, particularly if they involve using a ladder or other such risky activities. Your strata corporation may wish to consult its insurer and get legal advice before asking for volunteers for certain activities.

Be on the lookout for volunteering opportunities in your strata—or better yet, create your own!

C. CONCLUSION

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NEXT ISSUE

Winter 2023 Theme:

FRAUD Watch for the Winter issue

In this article, we have discussed several leadership opportunities that are at your doorstep. Whether the role is formal or informal, there are a number of ways for you to get involved in your community and build your leadership skills. The opportunities discussed in this article are not necessarily mutually exclusive to one another. Provided there is not a conflict of interest, you may be able to lead in more ways than one!

in Early January 2024!

This article is for educational purposes only and does not constitute legal advice.

To Send Photographs to the Magazine . . .

E L A I N E M C C O R M A C K is a lawyer, mediator, and arbitrator with Wilson McCormack Law Group.

scrivener@bcnotaryassociation.ca.

Please send photos at the original

E M I LY S H E A R D is an associate lawyer with Wilson McCormack Law Group.

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LEADERSHIP

K E LLY M E LN Y K

New Developments at the Canadian Centre for Elder Law Î The Canadian Centre for Elder Law is recognizing 20 years of law reform this year. The Centre, part of the BC Law Institute, has been conducting law reform projects to improve laws related to our ageing population since 2003.

Much of this work has been conducted with the support of Notaries in BC—in our governance, in our projects, and with support from the Notary Foundation.

New Leadership at the CCEL I joined the BCLI as CCEL Director in June. I am delighted to have the opportunity to continue the important work of the CCEL. My passion for elder law is driven in part from personal experience; my grandmother was diagnosed with Alzheimer’s during my second year of law school, leading me to focus much of my education and practice on issues pertaining to capacity, guardianship, and consent.

As sessional instructor with Thompson Rivers University, Faculty of Law, I teach Wills and Estates and Elder Law with the goal of instilling passion in these areas of law in my students. Prior to joining the CCEL, I was a supervising lawyer with Thompson Rivers University's Community Legal Clinic and saw the direct benefit of supporting older adults in their legal needs, whether for advance planning or residential tenancy matters.

I look forward to using my background experience and enthusiasm in that area of law to lead future CCEL projects.

I see an endless possibility of ways to build on the strong foundations already in place, including the impact of ageing on employment, creating stronger safeguards in tenancy situations, family law impacts, and more.

As our demographics shift, the critical work of the CCEL will continue to lead that area of law with exciting and invaluable research for supporting older adults. Enriching and informing older adults through their relationship with the law is an important function of the CCEL. All of us working with older adults have an important role to play in their lives, whether assisting with advance planning, guiding a family member in their role as a substitute decision-maker, or simply

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BC NOTARIES ASSOCIATION | bcnotaryassociation.ca

As our demographics shift, the critical work of the CCEL will continue to lead that area of law with exciting and invaluable research for supporting older adults. being a confidant and friend.

I have long admired the thoughtful and innovative reports and resources published by our organization. Our recent resources include the following.

Updating our Practical Guide to Elder Abuse and Neglect Law in Canada y The CCEL updated its Practical Guide to Elder Abuse as a searchable website with modules on the law and policy in each province and territory and links to other CCEL elder abuse resources. The Guide, available in both French and English, provides an overview of elder abuse and neglect law that summarizes relevant provincial, territorial, and federal legislation, and identifies best practices in elder abuse response. You can view the Guide on the website. www.ccelderlaw.ca Publishing our Study Paper on Oversight of the Practice of Health Care Assistants in BC y The CCEL released a study paper that identifies appropriate law and policy responses to address public protection and worker vulnerability issues related to the nonregulated health care assistants providing care to older people and people with disabilities in home, community, long-term care, and acute care environments across BC.

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Updating the Undue Influence Guide y The BCLI released an update to one of its most frequently cited publications, the Recommended Practices for Wills Practitioners Relating to Potential Undue Influence: A Guide. The Guide sets out a set of recommended practices to ensure that Wills genuinely represent the independent wishes of the Will-maker and are insulated against challenges based on undue influence. The new Guide is intended to address issues related to remote signing, audiovisual technology, and increased use of videoconferencing by lawyers and BC Notaries. The Guide was created with the aid of an interdisciplinary committee that included three Notaries.

In addition to the recent publications, we wish to share two other developments. y New Video to Promote Our Undue Influence Guide We are grateful for the support of the Notary Foundation that has enabled us to develop a video that provides an overview of the updated Undue Influence Recognition and Prevention: A Guide for Legal Practitioners. It explains the many reasons why BC Notaries and solicitors will benefit from it in their practices. Notary Hilde Deprez, who served on the committee that developed the updated Guide, is featured in the video. Viewers will gain an understanding of why the Guide is an important and valuable practice resource. You can download the Guide and view this video on the BCLI website. www.bcli.org Join Us for the Canadian Elder Law Conference in Vancouver on November 9 and 10, 2023, in-person in Vancouver and online. The 2-day conference, presented by the Continuing Legal Education Society of BC (CLEBC) in collaboration with CCEL, will consider law and policy issues impacting older clients. Expect sessions on topics such as substitute decision-making, advance planning, and practical and ethical issues related to representation of clients with mental capacity issues. Attendees will hear from practice leaders across the country and connect with like-minded professionals on current issues.

We look forward to celebrating our 20-year anniversary with a reception during the conference. Our 20-year milestone highlights our dedication to promoting the rights of older adults, enhancing policy developments, and fostering a more just and informed society for older adults.

For more information on the conference and to register, please visit the CLEBC Courses website.

BCLI Board Updates We are grateful to have Filip de Sagher continue as the appointee on our Board from The Society of Notaries Public of BC. Filip has served as a Director on the Board of The Society for many years and is currently Manager of Complaints for The Society.

We are delighted to welcome Ed Wilson as the newly appointed Board Chair of the BCLI. A partner with the Vancouver law firm Lawson Lundell LLP, Ed practises in the real estate and municipal law fields. He is widely regarded as one of the leading experts on strata corporation windups. His contributions have helped shape legal practice and influenced changes to strata property law in BC. Ed’s dedication to both his field of expertise and charitable endeavours has earned him the prestigious Georges A. Goyer QC Memorial Award for Distinguished Service from the Canadian Bar Association, British Columbia Branch. The award recognizes individuals who have made exceptional contributions to the law, legal profession, or jurisprudence in British Columbia.

Ed is a leading volunteer at the Continuing Legal Education Society of BC (CLEBC) having chaired more than 10 courses and written over 30 publications on a diverse range of topics, from the Strata Property Act to Electronic Filing.

KELLY MELNYK is the CCEL Director. https://www.cle.bc.ca/aboutcourses/ TABLE OF CONTENTS

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LEADERSHIP ADVERTORIAL

DAV I D N A S H

workflows, staff availability management, legal document management, customer relationship management and accounting—in a single platform.

Why is Practice Management Important?

Bringing Unity® and Powerful Practice Management to BC Î Dye & Durham has been a proud strategic partner to the legal community in British Columbia for many years. Legal professionals on the West Coast rely on our suite of solutions, such as eConveyance, ProSuite, Brief Convey, Lender Centre, TCOL, AtSource, eStrataHub, and more.

We are committed to fostering strong relationships and delivering tailored solutions to meet the ever-evolving needs of our clients in this region.

This is why we are excited to bring Canada’s most complete and powerful practice management solution to BC. With Unity, BC Notaries and lawyers will finally be able to engrain true practice management

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into their organizations, benefitting from unmatched interoperability across business operational tools, and minimizing the need to switch between/ among multiple programs or manage multiple vendors.

Unity® Practice Management Unity is much more than just conveyancing—it is a 360⁰ platform, purpose-built to make it easier for you to manage all aspects of your job each day. It is the only practice management solution in the market that can support all aspects of a legal firm’s day-to-day workload—from client intake to case and firm management, conveyancing and common

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Practice management helps law firms improve efficiency, productivity, and profitability. More than ever, technology has become an enabler and a differentiator for legal practices. Firms are increasingly turning to software solutions to manage their practices; those that have embraced a digital-first approach are now much more efficient and productive than when they used outdated, paper-based processes.

Nevertheless, selecting the right technologies from a plethora of options and implementing them effectively can be a daunting task. One of the biggest challenges is ensuring that different technologies can work together seamlessly.

Interoperability is Invaluable in Today’s Legal Practice Interoperability refers to the compatibility of software and computer systems that allows them to communicate with each other. Law firms often use a variety of tech solutions for distinct aspects of their practice, resulting in a mix-and-match of tools.

For example, a practice accounting solution may not be suitable for trust account management. A client intake tool may be ineffective for workflows and document storage software may not allow direct uploads to case and matter management software. Additionally, it is rare for tools from different vendors to integrate seamlessly with each other, further complicating matters.

LEADERSHIP

Unity is Canada’s leading practice management solution.

At launch, it will be the most complete and comprehensive, cloud-based practice management solution available to legal professionals and practice administrators in British Columbia.

This lack of interoperability leads to finger-pointing across vendors; inefficiencies that are unsustainable for firms needing to compete and remain relevant in today’s fast-evolving legal industry.

By migrating to a complete and comprehensive practice management solution like Unity, legal professionals and firms experience the benefits of having all the tools they need in one place—and at one price.

Some of the Benefits y Cost Savings: Deploying multiple software solutions can lead to costly monthly licence fees paid to technology vendors, yet still leave significant operational gaps. It also makes it more challenging to understand the actual value and ROI of your investment in technology. By using a fully integrated practice management solution, firms can significantly cut costs and better understand their technology investment. y Time Savings: By having tools for client intake, case management, and even billing all connected, a firm can cut down significantly on time-intensive unbillable tasks—like re-entering client data into multiple different solutions—and spend more time focused on revenue-driving billable work. With a fully connected solution, appropriate client data can be set up to auto-populate from intake to matter to invoicing, removing hours of administrative work, and drastically reducing the risk of data entry errors. y Enhanced Security: Multiple account credentials and passwords across numerous solutions increase a firm’s exposure to potential security risks. Password fatigue is a real issue; from years of managing secure accounts, we know it is

becoming much more complicated for the average user to use best practices for safety. Additionally, multiple software systems result in more accounts with sensitive information to de-provision when an employee leaves the organization.

By implementing a comprehensive practice management solution, a firm can reduce security risks and handle sensitive information more efficiently. y Improved Client Relationship: A comprehensive cloud-based practice management solution gives legal professionals a 360° view of their client relationships, enabling them to onboard clients efficiently, communicate effectively, and handle matters competently and professionally.

Why Unity® is the Best Practice Management Solution for You Unity is Canada’s leading practice management solution. At launch, it will be the most complete and comprehensive, cloud-based practice management solution available to legal professionals and practice administrators in British Columbia.

y

y

y

y

y

Some Key Features of Unity y Powerful practice management and workflows: Unity provides tools to open and manage all types of matters and opportunities. Users can access standard templates or create customized matter-specific workflows, giving them complete control over the case management process. y Efficient client management: Clients are at the heart of any business. Robust CRM capabilities in Unity help users generate new opportunities, automate the onboarding process, and easily TABLE OF CONTENTS

y

manage client history and relationships. Further, businesses can utilize the user-friendly cloud-based tools integrated into the platform to conveniently interact with their clients and share documents.

Effective staff management: A clear understanding of staff capacity is crucial for any organization, especially for legal professionals who need to make commitments confidently. With Unity, managers can easily access a bird's eye view of staff obligations that helps them efficiently allocate and balance resources based on availability.

Seamless accounting and billing: A key feature of the Unity platform is robust accounting, billing, and financial reporting capability.

Users can generate standard bills and detailed reports in a fraction of the time it usually takes, allowing Notaries to bill easier and get paid faster.

Efficient document management: Unity offers a comprehensive document management system comprising cloud-based storage for easy access to files from anywhere. It also allows synchronization between a desktop and the cloud, ensuring constant access to documents, even offline.

Robust conveyancing capabilities: Rooted in more than 30 years of industry knowledge and experience, Unity includes the most comprehensive set of conveyancing workflows and documents in the industry.

Industry-leading integrations: Unity provides access to a network of industry-leading partners including title insurers, mortgage instructing providers, land title registries, real estate brokerages, and remote signing tools, among others.

Top-tier security: The protection and security of your firm’s digital assets is our top priority. Unity offers privacy controls so only authorized users have access to your confidential information. All data is encrypted in transit to and from your browser using SSL encryption.

Additionally, data is backed up and stored in secure offsite Canadian locations hosted by Amazon Web Services (AWS).

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LEADERSHIP

Unity® Global Platform Many of our customers use multiple Dye & Durham solutions each day. Set to launch in the coming months, the Unity global platform provides a onestop approach, making it easy for our customers to quickly access our solutions while improving security, privacy, and confidentiality. With a single login and password that adheres to best practices, we can significantly increase the security of every user account while making it easier to engage with our solutions.

Firms will also benefit from one-click account deprovisioning, reducing the risks associated with quickly and effectively closing accounts for departing employees.

Users of Unity Practice Management, Unity Accounting (formerly esiLaw), Lender Centre and more, will be able to gain access to every solution they need with a single login. Customers with billing responsibilities will also be able to access real-time spending updates, payment history, and pending invoices in one destination, making it easier to access, review, transact, and plan monthly.

Making Tomorrow Even Better A key element of the Dye & Durham DNA is constantly seeking to make tomorrow better than today for our customers. In keeping with this, we will continually evolve the Unity platform to bring even more value to our users in BC and around the world.

In addition to a wide range of tools within Unity to help our customers serve their clients better and more efficiently, we will also introduce tools to open up new revenue opportunities, optimize expenses, and create more time for higher-value billable work.

We are investing heavily in emerging areas like Artificial Intelligence to ensure we can continue to bring market-leading—and in many cases game-changing—advancements to the legal profession that will help firms in BC and beyond grow faster and with less effort than ever before.

Our goal is to make Unity the most valuable technology every legal professional uses—one that can support them in every aspect of their day-today operations. We are finalizing the necessary steps to bring Unity to the

…gain access to every solution they need with a single login…

British Columbia Notary community and are excited to launch in the coming months.

Readers, please visit w ww.dyedurham.ca/solution/unity to review detailed screen shots and more information.

DAVID NASH is the Chief Product Officer for Dye & Durham. Unity® will launch in British Columbia in the coming months. In tandem with Unity® availability, Dye & Durham will continue ongoing support of its current BC conveyancing platforms, including eConveyance®, ProSuite®, and Brief ConveyTM.

STEWARDS OF WEALTH EVOLUTION Our purpose is straightforward: to protect and grow client wealth as needs, goals, and circumstances evolve. dixonmitchell.com | info@dixonmitchell.com 52

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BCNA

IN THE SUPREME COURT OF BRITISH COLUMBIA BEFORE THE HONOURABLE MADAM JUSTICE MURRAY, The Notary Installation Ceremony, Vancouver, BC, June 15, 2023

PLEDGE GIVEN BY EACH NEW NOTARY IN COURT

Counsel, Quang Duong: Good morning Madam Justice. I'm appearing on behalf of this year's notarial candidates. Thank you, Madam Justice Murray, for agreeing to preside over the Installation Ceremony for this year's class.

Also attending with us today are two executives from The Society of Notaries Public of British Columbia: Executive Director Mr. John Mayr and Secretary Ms. Marny Morin. Also with us are family and friends of the candidates.

The candidates have successfully completed the 2-year Master of Arts in Applied Legal Studies Program (MA ALS) delivered by the School of Criminology at Simon Fraser University. They have passed the prescribed statutory examinations, paid the ascribed fees, and have done all that is required in their preparation to become Notaries in this province.

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I pledge myself to the advancement of the notarial profession in British Columbia by all proper means available to me. I pledge myself to seek and to maintain an equitable, honourable, and cooperative association with fellow members, other practitioners, and with all others who may become a part of my business and professional life.

I pledge myself to place honesty and integrity above all else and to pursue my practice with diligent study and dedication in order that my service to my clients shall always be maintained at the highest possible level.

I pledge myself to comply with the principles and objectives of the society as set forth in its bylaws, rules, and code of ethics and professional conduct.

OATH OF OFFICE GIVEN BY EACH NEW NOTARY I do swear that I will not make or attest an act, contract, or instrument in which I know there is violence or fraud and in all things I will act uprightly and justly in the office of a Notary Public, so help me God. Justice Murray: It is such a privilege to be here today to preside over this ceremony. To the newest Notaries, on behalf of my judicial colleagues and all of the Courts of British Columbia, congratulations on this special occasion.

You have worked very hard to get here. It is no small accomplishment. You should be very proud of yourselves. I had a chance to look through the letters of support and

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reference written about all of you and I have to say you are an impressive group. You have varied backgrounds, have come to this new profession in different, interesting ways, and you have done and continue to do very meaningful community work. You bring to your honourable Society varied life experiences and that is so important.

The oaths you took today are more than ceremonial. They must guide you throughout your career. You must strive to uphold your pledge to act with honesty, integrity, and cooperative association with other members, other practitioners, and all others who may become part of your business and professional lives. A reputation takes time to build and can be lost in a moment. The public we all serve is entitled to our best efforts and our dedication to their interests. We must never lose sight of the final duty given by the Court, the great trust members of the public place in us. It is a great responsibility and a great privilege.

You are about to embark on a challenging, rewarding career. Every day will be different.

You will meet fantastic people from all walks of life. You will be constantly challenged.

You will never stop learning, and most important you will do good work, work that matters. How fulfilling is that!

I hope each of you, as you develop in your career in this rewarding profession, will give the best of yourself. If you do, I guarantee you will be happy. So, again, congratulations.

I wish you all the best in your careers.

Thank you, Mr. Duong.

BC NOTARIES CLASS OF 2023

1 – Sharanjit Thind 2 – Setia Shika 3 – Qing Yan Li 4 – Yogiata Sharma 5 – Golda Brown 6 – Haiyan Wang 7 – Chantal Despot 8 – On Yee Anne Lai 9 – Danaya Rankin 10 – Peter Tsen 11 – Sapna Arora 12 – Fatima Aziz 13 – Parastoo Hamideh Atashnak 14 – Elaine Lam 15 – Shaghayeg Fannizadeh 16 – Alexsandra Gagne 17 – Linda Affolder

18 – Darcie Schellenberg 19 – Megan Chong 20 – Brigitte Goguen 21 – Kelsey Anglin 22 – Elizabeth Law 23 – Marny Morin

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22

7 8 1

9 2

23 24 10 11

25 26 12

14 13

3

4

27 28 15

16

29

30 17

5

31 20

18 19 6

Secretary, SNPBC

24 – Carmen Denis 25 – Hilda Calderon Perez 26 – Belinda Field 27 – Richard Gardner 28 – Ikjot Bhogal 29 – John Mayr, Exec Director, SNPBC

30 – Ethan Anderson 31 – Puneet Jain

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BCNA

Congratulations . . .

BC Notary Award Winners 2023 Chantal Despot: Winner Robert Reid Award, Highest Marks in the Property Exams, Todd McKendrick and John Mayr Presenting

Chantal Despot: Winner Bernard W. Hoeter Award, Highest Marks in Admission Exams, John Mayr and Marny Morin Presenting

Kelsey Anglin: Winner Simon Fraser University Award, Highest Marks in MA ALS Program, Dr. Margaret Hall (L) Presenting

Golda Brown: Winner Stanley J. Nicol Award, Highest Marks in Notarial Procedures, Marny Morin and John Mayr Presenting

Alexsandre Gagne: Winner Wayne Braid Award, Highest Marks in Personal Planning, Hilde Deprez and John Mayr Presenting

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BCNA

Chantal Despot Winner of the 2023 Bernard W. Hoeter Award Dr. Bernard Hoeter was Secretary of The Society of Notaries Public of British Columbia from 1969 to 1986.

Î My mother and grandmother always encouraged me to pursue the rewarding career of a BC Notary. My late grandmother Lise Wiggins was a Notary from 1990 to 2007 in Gibsons, BC. My mother Michelle Broughton followed suit and has been a Notary in Maple Ridge since 2007.

Although I appreciated their advice, I did not consider a career as a BC Notary. I continued a meandering path searching for a career in which I could be of service to others.

Father Gordon Broughton, Chantal, mother Michelle Broughton, sister Nicole Broughton, and husband Ivan Despot

In college, I was initially interested in special-needs education. I volunteered in programs for children with behavioural issues in BC and abroad in Tanzania. At Simon Fraser University, I continued taking education courses, but ultimately received a Bachelor’s degree in Psychology.

I was accepted to a month-long academic Buddhist Monastic retreat in Taiwan to further my practical study of

philosophy. For 2 years, I travelled around Southeast Asia and the South Pacific. I began my career in Human Resources (HR) in Australia and New Zealand. In 2019, I received my diploma in HR Management in Sydney and was selected as a participant in the Catalys entrepreneurship program.

Competing against creative and driven international peers was an exciting introduction to entrepreneurship.

My student visa expired March 15, 2020. I flew home intending a brief visit, then a return to Australia. The arrival of COVID-19 impacted my travel plan so I temporarily assisted in my mother’s Notary practice. She had grown a vibrant business in Maple Ridge and hired staff Notary Elizaveta Afanassieva (Liza). I was inspired seeing my mother compassionately guide clients through difficult conversations. “Notary” suddenly seemed a dynamic career for serving the public. Well, a few temporary weeks has turned into 3 years.

I applied for the MA ALS education program and was fortunate to be accepted into Cohort 14. Humbled to join a diverse group of individuals that came from a variety of careers and stages of life, I was motivated by fellow students who effortlessly juggled full-time work, children, and major life events while excelling in school. While balancing MA ALS coursework, I married Ivan and gallivanted on an epic honeymoon in Europe.

I was shocked to receive the Bernard W. Hoeter Award, especially among such a brilliant group of new Notaries.

I couldn’t have accomplished it without support from my family, friends, professors, mentors, and peers. Thank you to my study group— Kelsey Anglin, Golda Brown, Carmen Denis, and Puneet Jain, affectionately known as the Legal Eagles! My mother and grandmother offered me wisdom and objectivity—emphasizing that the Program was merely the beginning.

I was particularly inspired by my incredibly bright, compassionate, and gracious grandmother. Lise had a life of adventure, from getting her pilot’s licence at age 26 to

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BCNA

BUSINESS TO BUSINESS

Grandmother Lise Wiggins and Chantal travelling in Venice

becoming a Notary at age 50. She was devoted to her family, a consummate host, adventurous traveller, and generous community-builder. Unfortunately, a debilitating stroke in 2017 changed the course of her life. Nevertheless, she was still my biggest advocate, sharing her Notary knowledge and experience with me. Sadly, she passed away on April 19, 2022.

The future of Ridge Notaries: Chantal, Elizaveta Afanassieva, and Michelle

“Knowledgeable and Capable” 604-538-3388 CammackHepner.ca

Michelle with beloved Gustav, also known as “Director of Customer Success”

When my studies were challenging, Ivan cheered me on to continue and encouraged me to make my grandmother and family proud. It was difficult to complete the Program and attend the commissioning ceremony without my grandmother. I felt her presence in spirit.

Notaries are privy to the most exciting or difficult chapters of people’s lives. I am honoured to carry on this tradition of trust as a third-generation Notary. As of November 2023, we officially expanded and rebranded as “Ridge Notaries.”

I look forward to the future.

My roaming through various countries and career paths Alexander Ning Notary Corporation 206 - 8120 Granville led me back home to follow in the footsteps of my mother Alexander NingAvenue, Notary Corporation Richmond, BC, Canada V6Y 1P3 Alex Ning and grandmother and my experiences helped me develop the 206 - 8120 Granville Avenue, Email: alex@annc.ca Fax: 604 270-4751 Notary Public, Mediator, Richmond, BC, Canada V6Y 1P3 necessary skills to be a Notary. My mother and grandmother Alex& Refugee NingCounsel Direct: 604 270-8155 Immigration Telephone: 604 270-8384 were right all along!

Email: alex@annc.ca Fax: 604 270-4751 Notary Public, Mediator, Immigration & Refugee Counsel Direct: 604 270-8155 Telephone: 604 270-8384 Perhaps my career as a BC Notary will be the most rewarding adventure yet! #106 – 1656 Martin Drive Surrey, BC V4A 6E7

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Gordon G. Hepner MA(ALS), Notary Public gordon@CammackHepner.ca

BC NOTARIES ASSOCIATION | bcnotaryassociation.ca

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BCNA

2023 CONVEYANCING TRAINING PROGRAM

Presenter: Rimpy Sadhra & Zahra Walji When: November, 15, 16, 17, 20, 21 Time: 9 am - 5 pm (each day)

EDUCATION

Conveyancing Training Program for Notarial Support Staff

ABOUT THE CONVEYANCING FOR SUPPORT STAFF - LEVEL 1 This program will be presented virtually via Course Objectives: This intensive five full-day course introduces conveyancing to support staff to assist Notaries in sale and purchase transactions. To provide them with the knowledge, materials, and resources to conduct necessary searches, generate documents, and file with Land Registry.

Prerequisites : Minimum 2 months' software experience, using any conveyancing software.

This is a course on the conveyance process and procedures, not on software.

ProSuite and Econveyance software will be used by the instructors.

Homework: Please note, there will be daily homework and a weekend project. No exceptions will be made.

Requirements: Working technology including Adobe, printer/scanner, camera and mic, as participants do need to be visible on a screen at all times with no office distractions.

Please note regarding cancellations: As this is a small-group course, cancellations and refunds will be possible only in the event of illness.

For more information, please contact Trista Zamany, Continuing Education Manager, tzamany@bcnotaryassociation.ca

Please visit the BCNA Website to register: https://www.bcnotaryassociation.ca/ TABLE OF CONTENTS

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BCNA

Continuing Education

STRATA HOUSING Is your client really protected?

Presented by: Sylvia Hoyt - FCT

Topic: Strata Housing: Is your client really protected?

Presenter: Sylvia Hoyt When:

Time:

Wednesday, November 8

12 noon

Where:

Description: FCT will discuss common misconceptions, real-life problems, and the solutions as well as why title insurance is important in a strata transaction. In addition, we recognize that fraud in Canadian real estate is a rapidly growing problem. We will discuss our new ID verification solution that will allow legal professionals to safely and securely verify the identity of their clients anywhere, anytime, ensuring all parties are who they say they are.

Sylvia is National Vice President of Sales for Residential Solutions.

Sylvia spent the last 24 years with FCT in a sales role. Sylvia is passionate about leadership and is grateful for the opportunity to work with real estate legal professionals. She enjoys teaching lawyers, law clerks, and Notaries how they can mitigate risk, and run a more efficient practice. Sylvia is native from the East coast and still lives there. When she’s not working, she enjoys spending time with her family and showing her horses across the United States and Canada.

Topic: Dye & Durham ‒ eConveyance Advanced Fundamentals Presenter: Jennifer Whiting When:

Time:

Wednesday, November 22

12 noon

Where:

Description: eConveyance: Learn more about value integrations.

• Populating file data and Due Diligence process

• eConveyance integration with Lender Centre

• Creating Packages and Applications

• esiLaw & eConveyance integration in your file matter

• eConveyance Integration with (TCOL tax certificates online)

• How to ensure a successful and efficient file from start to close

Jennifer Whiting is a Customer Success Manager for Dye & Durham supporting ProSuite and eConveyance customers in British Columbia.

Please visit the BCNA Website to register: https://www.bcnotaryassociation.ca/ 60

BC NOTARIES ASSOCIATION | bcnotaryassociation.ca

TABLE OF CONTENTS

TRAVEL

Cold Facts about Medical Insurance when Travelling in Canada Î Canadians make an average of 21.14 million monthly trips for various purposes and durations within Canada. y The 38% of intraprovincial/territorial Canadian travellers are known as “Staycationers.” y Many take multiple shorter trips ranging from the “weekend getaway” to the “4-day weekend”— the Micro-Trippers.

Travelling Risks

I A N C A LL AWAY

Travelling Canadians in Canada

40.03% Visits:

Statistics Canada 2022 Q1 - Q4 +2023 Q1 38% Holidays:

Friends and Relatives

Leasure and Recreation

7.53% Personal: Other

5.91% Business:

5.79% Shopping:

Other

Non-Routine

where the event occurs; it is based on the home GHIP jurisdiction’s predefined “medically necessary services” and then, most often at a much-reduced level of “comprehensiveness and cost.”

Regardless of age, all travellers are vulnerable to medical events ranging from gastrointestinal problems to accidents and injuries. As cars/trucks dominate intra-Canadian trips, those transportation modes are notable travel risks, with New Brunswick, Manitoba, and BC above the national “injury rate” average.

Other than transportation-related data, there is no centralized data collection centre for out-of-province medical events. Each travel insurer has accurate claims data.

y One Ontario hospital publishes a range for Day Surgical Fees, excluding the “Hospital Visit Fee,” from an $850 low to $3,126 medium, to a $13,160 high. y A BC resident using a ground or air ambulance in BC will be billed $80

by BC’s Ambulance Service whereas in Ontario the flat fee is $240.

Universal Medical Care

Travel Insurance

Many Canadians assume the CHA’s (Canada Health Act) “comprehensive” requirement will cover their emergency medical needs when travelling throughout Canada.

Each provincial or territorial Government Health Insurance Plan (GHIP) determines its own “comprehensiveness” for “medically necessary services” and reimbursement rates for medical services.

In the event of an out-of-homeprovince/territory accident, sickness, or unexpected medical emergency, the medical reimbursement level will not be that of the host Canadian jurisdiction

According to MSP, “BC residents are strongly advised to purchase additional health insurance when travelling to other Canadian provinces/territories to cover the cost of services not included in the reciprocal agreement between the provinces/territories.” Other provinces have similar advisories.

At its core, Travel insurance is designed to fill the gap between the required emergency medical services and the reimbursement rate provided by their GHIP. Many Travel insurance plans provide additional protections ranging from returning the traveller to their

Inter-GHIP Exposures

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1.55% 1.12% Conferences: Conferences: Business

Personal

home jurisdiction or bringing a friend or relative to the traveller’s bedside and also covering that person’s hotel and meals. Some Travel insurance plans will also return vehicles and pets to the traveller’s home. The Travel insurer does the heavy lifting concerning all the paperwork.

Accessing Travel insurance can be relatively straightforward. While different Travel insurers’ rates are based on both the extent of their coverages and their claims experience, the more common rate-setting factors are age, home jurisdiction, medical profile, preexisting stability period, tobacco status, and trip duration and destinations.

5 Fundamentals y Find your good fit with a Travel insurer. y Answer all the intake questions carefully. y Understand the plan's “pre-existing conditions.” y Read the Travel insurance policy. y Do not rely on credit card or group insurance pamphlets.

Happy Trails!

IAN C ALLAWAY, MA, MEd, RHU, BCFE, TRiP, CEA, CFI, is a Strategic Analyst. www.iancallaway.ca THE SCRIVENER | 

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THE TRAVEL EXPERIENCE

The Gulf T R E VO R T O D D

Young woman in Sulaimaniya at her engagement party

Î I visited seven countries in the Gulf in March 2023—Iraq, United Arab Emirates (UAE), Oman, Saudi Arabia, Kuwait, Bahrain, Qatar, and Kuwait. It is an exciting and quickly moving new "centre" of the world, especially now that countries such as Qatar recently hosted the World Cup, and Saudi under its new ruler Prince "MBS" is increasingly more assertive on the world stage.

Iraq My visit to Iraq was limited to the Kurdish northern part of the country that has been divided into three areas, Kurdish, Sunni, and Shiite, since the central government in Baghdad was established. Of the seven countries visited, this was by far the most interesting to me for various reasons— primarily because almost 100 per cent

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of the population is Kurdish nationals; in the other six countries, especially UAE and Kuwait, up to 90 per cent of the population is comprised of imported foreign workers so that a traveller who interacts primarily with service workers does not meet the country's citizens The Kurdish region is quite safe; we landed in the capital Erbil at a "secured" airport and were then transported by bus to the actual terminal to pick up our luggage and depart. An American military base is adjacent to the airport.

We visited sites from the Saddam era such as Halabja where his forces gassed 5,000 women and children to death and injured 10,000 others; and one of Saddam's prisons. Also of interest was a visit to Lalish, the sacred place of the Yezidis people, a religious minority persecuted by ISIS not many years ago.

BC NOTARIES ASSOCIATION | bcnotaryassociation.ca

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Tea House cashier in Iraq

For anyone interested in visiting Kurdish Iraq I highly recommend iraqikurdistantours.com.

United Arab Emirates (UAE) Most people have by now seen many photos of "over the top" wealthy . . . y Dubai—1 of 3 principle states in the country; y the capital and business centre Abu Dhabi; and y the cultural and education centre Sharjah.

Dubai and its neighbouring states have done a remarkable job in the last 40 years to create a world tourist destination and major airplane hub. Of its population of 10 million, 9 million are imported foreign workers. Opulent wealth is a badge of honour here; the state is so wealthy, when two citizens marry, the government gives them a free mansion as a wedding house.

UAE is known as a "free" state meaning alcohol and the mixing of sexes is allowed; in Bahrain and the other 5 countries, both are taboo.

A tour of the University area of Sharjah displayed large modern buildings with faculties on each side of the road—one separate university for men and, across the street, one for women.

The duplication of cost is enormous but consistent with the strict norms of Islamic culture as I increasingly witnessed.

There are lots of tourist things to do in UAE; visitors should experience the Dubai Desert Sunset Safari that consists of wild desert rides in 4x4s, a falcon display, the cultural dancing scene, and a desert BBQ.

Me with falcon

Oman Officially known as the Sultanate of Oman, it is strategically located on the southeastern part of the Arabian peninsula and spans the mouth of the Persian Gulf. Historically it was a power in the region that for over 300 years was mutually involved with the British Empire.

Oman's 5.5 million people are ruled by an absolute monarchy in which all power rests in the hands of the hereditary sultan.

Qatar Our visit to tiny ultra-rich Qatar took place shortly after its triumph as the first Arab and Muslim country to host the 2022 World Cup. About 80 per cent of Qatar's 3 million population is comprised of foreign workers, which was highlighted during the World Cup. Qatar has emerged as a resource-rich globally expanding media empire with Al Jazeera leading the way. About 80 per cent of Qatar's inhabitants live in the capital Doha.

Mounted police in Qatar Boy carrying goat at Muscat goat/cattle auction

The capital Muscat is a lovely city situate on the Arabian Sea that has a feeling of being somewhat "genteel."

A highlight of Oman was the visit to Nizwa for the cattle/goat market that starts at 7 am and involved a frenzy of bidding from the assembled purchasers.

Oasis modern house in Oman desert

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Saudi Arabia The Kingdom of Saudi has been garnering a lot of world attention with the advent of its young visionary Prince Mohammed bin Salman. In the last 5 years MBS, as he is known, has liberalized many of the strict Islamic prohibitions; now women are allowed to drive and venture forth without a male relative as their chaperone.

MBS has initiated ambitious plans to decentralize the economy and wean itself off its dependency on oil income by spending 500 billion dollars or more to build 15 "out of this world" mega projects and attempt to be a world tourist destination such as Dubai has become.

In the capital Riyadh, we visited a complex display of what the mega project "The Line" will look like on its completion in 2030. Saudi is 3 years into building a futuristic linear city that is 110 miles long, 500 metres high, 200 metres wide, and expected to house 9 million people. A development called "The Makaab" is being built in the capital; it will enclose buildings 18 times the size of the Empire State in New York; "Oxagon" is a floating city in the Red Sea near the Suez Canal.

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THE TRAVEL EXPERIENCE

Saudi is hoping to host the 2030 Winter Olympics and will build mountains and a lake in the northern part of the country called "Neom."

In the 2,500-year-old picturesque city of Jeddah, the formula 5 race was to begin in a few days while thousands of pilgrims were arriving to visit Mecca, which is close by.

A highlight of the Saudi visit was being invited to a Saudi family's home for dinner. The mother Muneera Saleh is an accomplished artist, the son was educated in the United States, and the meal was superb. Muneera's email is muneerasalonazi@gmail.com.

(Iraqi Tours) On the other hand I noticed an enormous number of fast-food outlets from all over the world that are seemingly very popular. It was downright surprising to see Tim Hortons throughout Saudi.

One of the intriguing paradoxes about Islamic society in the Gulf is the number of expensive dress, undergarment, and cosmetic stores that abound—and seemingly do a good business. The women typically display their fashion wares to their family and girlfriends but certainly not in public.

Lingerie store next to Lululemon

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Bahrain The Kingdom of Bahrain is a small island country of about 80 islands; Bahrain Island, by far the largest, is connected to Saudi by a causeway. It is home to the American 5th fleet naval base. Oil-rich Bahrain replaced Beruit

Iraqi street pedlar selling tree sap as chewing gum

Fast food, mosque, and modern building in Oman

as the financial centre of the Middle East after the wars in Lebanon in the ‘70s and ‘80s. Almost everyone in our hotel and neighbourhood was originally from Kerala, India, so I am not sure if I met a citizen or not.

Overflow mosque noon prayer call in Bahrain

BC NOTARIES ASSOCIATION | bcnotaryassociation.ca

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Kuwait Most Westerners’ knowledge of Kuwait arises from the first Gulf War in 1990. Of its 5 million people, over 3 million are foreign workers from over 100 countries. Kuwait's land area makes it one of the smallest yet most wealthy countries in the world. It boasts the most valuable currency in the world—5 times the value of the Canadian dollar.

Kuwaiti women are considered the most emancipated women in the non-Israeli Middle East, at least as far as their integration into the workforce is concerned.

Conclusion I have now visited 141 countries and found the Gulf was one of the most interesting regions I have experienced.

Islam is all-pervasive in each of the countries; great change is underway in most of their societies, particularly involving women and foreign policy.

Arch-rivals Saudi and Iran made peace and exchanged diplomatic relations while we were visiting; both Saudi and UAE are making their presence more and more known on the world stage.

It may seem trivial but we saw large groups of Israeli tourist in UAE with the prospect under the Abraham Accords of more Gulf countries soon opening up to Israel.

One last thing: The entire region is intolerably hot for much of the year.

If you are planning to visit, Winter or very early Spring or late Fall are the best times to go.

TREVOR TODD restricts his practice to estate litigation. He has practised law in Vancouver for 48 years.

CHARITABLE GIVING

Services a BC Notary Can Provide A. PROPERTY MATTERS 1. Residential and Commercial Real Estate Transfers 2. Mortgage Refinancing Documentation 3. Manufactured Home Transfers 4. Easements, Covenants, and Rights of Way 5. Builder’s Liens 6. Subdivisions and Statutory Building Schemes 7. Zoning Applications

B. PERSONAL PLANNING

Make-a-Will Week October 1 to 7, 2023, was Make-a-Will Week in British Columbia. y The purpose? To encourage the public to write their Will or bring an existing Will up-to-date.

The good news is an increasing number of British Columbians are making a Will. y According to a 2020 survey for the BC Notary Association, 50% of British Columbians had a signed, legally valid, and up-to-date Will. y A little over half of British Columbian homeowners under 55 have a Will and 80% of homeowners over 55 have a Will. That’s up 6% from 2018 when only 44% of British Columbians had a Will!

While the overall increase in the number of people with a Will is great, there is still room for improvement!

Who Needs a Will? Adults of all ages! y Having a Will ensures your wishes are respected if the unexpected happens. y A Will is the best way to ensure that the people, charities, and organizations you cherish most receive the benefit of your estate. y If you die without a Will, your estate may not be distributed in the way you would have wished and the costs of administering your estate may also be higher. y Having a Will helps ensure that important questions—such as who will raise your young children if both you and your spouse die—are answered.

Contact your local BC Notary and make an appointment to draft your personalized Will today!

It’s a much easier process than you may think!

TABLE OF CONTENTS

1. Wills Preparation 2. Powers of Attorney 3. Representation Agreements 4. Advance Directives 5. Wills Notice Searches 6. Estate Planning

C. NOTARIZATION /DOCUMENTS 1. Affidavits for All Documents required at a Public Registry within BC 2. Certified True Copies of Documents 3. Execution/Authentications of International Documents 4. Notarizations/Attestations of Signatures 5. Insurance Loss Declarations 6. Personal Property Security Agreements 7. Statutory Declarations 8. Authorization of Minor-Child Travel 9. Letters of Invitation for Foreign Travel 10. Passport Application Documentation

D. BUSINESS 1. Business Purchase/Sale 2. Commercial Leases and Assignment of Leases 3. Contracts and Agreements

E. SOME BC NOTARIES PROVIDE THESE SERVICES. 1. Marine Bills of Sale and Mortgages 2. Marine Protests 3. Marriage Licences 4. Mediation 5. Real Estate Disclosure Statements

There are Notaries to serve you throughout British Columbia For the BC Notary office nearest you, please call 1-604-676-8570 or visit www.bcnotaryassociation.ca.

Note: Not all Notaries provide all services listed. Please check with your Notary before making an appointment for services.

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WILLS & ESTATES

REVOCATION OF ESTATE GRANTS

Î It is not uncommon in estate litigation to see applications brought to set aside an estate grant of letters of administration or probate.

A Court in granting probate examines the authenticity of the Will, but also its validity, in terms of formality of execution and capacity of the testator, and legal capacity of the person appointed as executor to act as such.

There are numerous grounds upon which estate grants may be revoked by Court Order.

These are the most common, 1. s ubsequent Wills have been discovered; 2. it has been found the Will is invalid; 3. i t is determined the testator is not in fact dead; 4. i t is shown the executor is under a legal disability such as mental infirmity; 5. w here probate has been obtained by fraud;

66

6. f ailure to serve a possible spouse of the deceased with notice of application for probate or administration; 7. f ailure to take adequate steps to locate beneficiaries’ addresses for the purpose of mailing the said notice of application.

It has long been held that the Courts have jurisdiction to revoke grants of probate or administration where the evidence discloses the grant should not have been initially issued. The jurisdiction of the Probate Court to revoke (also known as recall) a grant of probate or administration is quite broad, though it is to be exercised sparingly. (Hanson v. Rebagliati (1993) B.C.J. 78) One of the questions that must be considered is whether the applicant’s claim has sufficient merit to warrant revocation of the grant. (Desbiens v.

Smith BCCA 394) Procedure An application for revocation of a grant is brought by petition. IF the matter is contested then an application must be made to convert the petition to an action and the Court will examine

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T R E VO R T O D D

whether there is a triable issue in deciding that issue.

Rule 25-5(5) provides that on application, the Court may order that an estate grant be revoked.

Rule 25-14(1) provides where there has been an application for an estate grant, a person may bring an application under part 8 with respect to the matters listed. The revocation of an estate grant is listed as subparagraph (1)(c).

Cases Where Application for Revocation Was Refused 1. Re. Sung Estate 2019 BCSC 1202 A brother of the deceased applied to revoke a grant of letters of administration given to a woman who was ultimately found by the Court to be in a marriage-like relationship with the deceased, and thus the sole heir on an intestacy.

The Court dismissed the application on two grounds, y the application was brought 2 years after the day on which the claim was discovered by the applicant, and thus was statute-barred; y the Court found it was inappropriate for the applicant to have proceeded with the proceeding on the basis of ex parte (not serving the interested parties) as Rule 16-1(3) provides that a copy of the filed petition and each filed affidavit of support must be served by personal service on the persons whose interest may be affected by the order sought.

Rule 22-7(1) provides that unless the Court orders otherwise, a failure to comply with the rules must be treated as an irregularity, and in case of noncompliance, Rule 22-7(2) gives the Court the power y to set aside a proceeding, in whole or in part; y set aside an order made in the proceeding; or y make any other order it considers will further the object of the rules.

2. Re. Lee Estate (1992) B.C.J. 1883 The case had an unusual fact pattern where the executrix of the estate applied to have a grant of probate revoked and reissued in order that she herself could bring an action against the estate under the Wills Variation Act, now section 60 WESA, more than 6 months after the initial grant of probate, and thus out of time.

T he deceased m ist a ken ly bequeathed properties in his Will that he did not own as he had transferred title to them into a company owned by him and the executrix several years earlier. She did not give notice of her application for probate as she deemed herself the sole beneficiary of the estate.

The legatees named in the Will found out about her sale of the assets and applied to Court that they were the proper legatees of the estate assets.

The executrix applied to have the grant of probate revoked based on her own failure to notify the legatees of her application for probate. The Court questioned whether the facts justified such an order, as the Court felt it unlikely that the executrix went back to reclaim the assets of the estate from her own daughter, and therefore found there to be no purpose in revoking the grant of probate.

3. R e. Berkenbos Estate 2018 BCSC 1661 An application for revocation was converted from a petition into an action in a claim by a person also claiming to be a spouse of the deceased, in addition to the surviving married spouse. The deceased and her namesake spouse had an unconventional marriage that was possibly open and the said widower struggled with mental health issues

and the deceased suffered from alcohol and drug dependency. The third party claiming to be a spouse was unaware of the probate proceedings re. the deceased and bona fide triable issues existed that could not be determined on a summary application and needed a full trial to determine the matter.

Greg Litwin, Notary Public

Cases Where Revocation was Allowed 1. R e. Narsaiya Estate 2023 BCSC 1350 The deceased left two Wills, one dated July 12, 2021, and a previous Will dated January 13, 2021. The distribution under the two Wills was essentially the same. Both Wills divided the residue of the estate’s assets into six equal shares, but the July Will made the deceased’s surviving spouse the executor, while the previous Will made all the children the executors.

The children filed Notices of Dispute re. the validity of the July Will.

The Court found that whether innocently or intentionally, the materials and correspondence provided to the Registrar were misleading. In the result, the Registrar was not provided with the information necessary to enable him to appreciate that the validity of the July Will was a disputed issue and that the July Will was going to be submitted to probate.

The Court allowed revocation on the basis that the facts fit within the concept of just cause for revocation as approved by the Court of Appeal in Desbiens v. Smith BCCA 394.

2. Shaw v. Reinhart 2004 BCSC 588 The plaintiff in a Wills Variation action alleged she had been the deceased’s common law spouse at the date of death. Her action was brought some 10 months after the grant of probate to the deceased sons but they had not provided the plaintiff with notice under the Estate Administration Act, as they took the position she was not the deceased’s common law spouse.

The executor’s application to strike her claim for having been brought outside the limitation period was rejected by the Court, and instead granted the plaintiff leave to move to have the grant of probate revoked.

The Court held that where the status of a common law spouse is at issue, TABLE OF CONTENTS

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Experienced: 35+ Years A Trusted Tradition

Your Roving Notary TESTIMONIAL “All week, my clients and staff have been saying how much they enjoyed working with you. I’m not surprised but I feel so blessed that we can go away for a month and everything continues on smoothly. I know we are very fortunate.”

From Notaries Trish Fedewich and Norm Witt

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WILLS & ESTATES

Who Will See Your Ad in The Scrivener?

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Winter Advertising Space Deadline Nov 20, 2023 scrivener@bcnotaryassociation.ca www.bcnotaryassociation.ca 68

proper notice of application for probate or administration must be given, and failure to do so precludes reliance on the limitation period under the Wills Variation Act (now section 60 WESA).

3. S omodi v. Szabados 2007 BCSC 857 In a somewhat frequent fact pattern, the plaintiff was not acknowledged as the deceased’s common law spouse, and not served with application for probate by the executor. The executor contended that the relationship was simply one of landlord/tenant. The plaintiff commenced an action under the Wills Variation Act more than 2 years after the grant of probate. The Court followed the reasoning in Shaw v. Reinhart and set aside the grant of probate.

4. Desbiens v. Smith 2010 BCCA 394 This is the leading case on revocation of an estate grant in British Columbia. The deceased left a Will leaving everything to his spouse and nothing to his three children whom he abandoned during their childhood.

The executor was found to have made almost no attempt to notify the plaintiffs of the application for probate, and they did not receive actual notice.

One of the addresses she mailed the notice to was 15 years out of date and she made no efforts to use the Internet to try to locate the current addresses of the disinherited children.

The Appeal Court upheld the trial judge in deciding the executor failed to fulfill the notice requirements referred to in section 112(3) of the Estate Administration Act that requires a person seeking probate or letters of administration to certify he or she has mailed notices to various persons who might have claims under the Will, on intestacy, or under the Wills Variation Act. The Court held it must exercise restraint in revoking a grant of probate.

The failure of the executrix to comply with the notice requirement of the Estate Administration Act opened the door to an application for revocation of the grant of probate.

In considering whether revocation should be granted, the Court considered whether the plaintiff’s claim had

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The Appeal Court upheld the trial judge in deciding the executor failed to fulfill the notice requirements... sufficient merit to justify revocation of the grant, when the result treated the plaintiffs unduly favourably, would third parties be prejudiced, and would the opposing parties suffer inequitable treatment if probate was revoked.

The Appeal Court examined the facts of the case in light of each of the aforesaid criteria and held that the conditions precedent for an order revoking the grant of probate and re-issuing it to the executrix would be appropriate. The Court acknowledged that in doing so, it will allow the plaintiffs to bring their Court action more than 6 months from the earliest date that probate could have issued.

Conclusion There is no question the Court has jurisdiction and the willingness to set aside an estate grant particularly when on the basis of just cause the grant should not have been initially issued.

The most common situations for a revocation application occurs in two situations.

1. W here the executor fails to serve a party of notice with an application for a grant who could have been in a marriage-like relationship with the deceased such as in the Shaw v. Reinhart and Somodi v. Szabados decisions 2. W here the executor fails to take reasonable steps to locate the parties who could have an estate claim and mails notice of an grant application to old addresses such as occurred in the Desbiens v. Smith decision TREVOR TODD restricts his practice to estate litigation. He has practised law in Vancouver for 48 years.

WORKPLACE EXERCISES

Introducing the Ultimate Solutions to Your Deskbound Discomfort! Î Prolonged hours of sitting can lead to aches, pains, and poor posture, affecting your overall well-being.

But fear not—we've compiled a list of the top-10 stretches and exercises to help you manage discomfort and enhance your posture, right at your desk.

These simple-yet-effective movements can be seamlessly integrated into your daily routine, providing much-needed relief and revitalization. Say goodbye to the strains of a sedentary workday and hello to a more relaxed, energized, and posture-perfect you!

Let's dive into the top-10 stretches and exercises that will transform your desk experience.

1. Neck Tilt Stretch y S it up straight and slowly tilt your head to one side, bringing your ear toward your shoulder. y Hold for 15 to 30 seconds on each side.

DR CHRIS LAROCQUE

DR ALEEM R E MT U L L A

6. Seated Spinal Twist y Sit up straight and cross one leg over the other. y Gently twist your torso in the direction of the crossed leg. y Hold for 15 to 30 seconds on each side.

7. Hip Flexor Stretch y Start in a standing position; move your affected leg one pace backward. y Keeping your feet in that position, drive your hips forward and lift up your chest. y Hold for 15 to 30 seconds on each side.

8. Seated Leg Raises

y Sit or stand with your shoulders relaxed. y Gently tuck your chin in toward your neck. y Hold for a few seconds and repeat several times.

y Sit up straight with your feet flat on the floor. y Lift one leg as high as you comfortably can. y Hold for a few seconds and repeat with the other leg.

3. Shoulder Blade Squeeze

9. Glute Squeezes

y Sit or stand with your arms by your sides. y Squeeze your shoulder blades together as if you're trying to hold a pencil between them. y Hold for a few seconds and release.

y Sit on the edge of your chair with your feet flat on the floor. y Squeeze your glutes (buttocks) together and hold for a few seconds. y Release and repeat several times.

4. Chest-Opener Stretch

10. Standing Desk Stretches

y Clasp your hands behind your back and gently straighten your arms. y Lift your chest and squeeze your shoulder blades together. y Hold for 15 to 30 seconds.

y Perform standing stretches such as calf raises, leg swings, or simple forward bends to break up the sitting routine.

2. Chin Tucks

5. General Upper Back and Chest Stretch y While looking forward, place your hands behind your head. y Gently push your head backward into your hands. y Look slightly skyward and stick out your chest to deepen the stretch to your liking. y Hold for 15 to 30 seconds on each side.

Remember to incorporate the stretches and exercises into your daily work routine to manage aches and pains and improve your posture. Taking short breaks to move and stretch throughout the day is key to maintaining a healthy and comfortable seated-position posture at your desk.

D R . C H R I S LAROCQUE, BSc, DC, and DR. ALEEM REMTULLA, BSc, DC, Foundation for Integrated Health, Lonsdale Quay, North Vancouver. www.foundationforintegratedhealth.com

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TAXES

JEREMY ANDERSEN

Although some taxpayers and tax preparers may take the position that charitable donations made by a corporation are ordinary business expenses incurred to promote business operations, that aggressive position is generally challenged by CRA auditors.

What Gifts Can You Claim?

You can claim a tax credit based on the eligible amount of your gift to the following qualified Canadian donees.

1. Registered charities 2. R egistered journalism organizations (RJO) 3. R egistered Canadian amateur athletic associations 4. R egistered national arts service organizations 5. R egistered housing corporations resident in Canada set up only to provide low-cost housing for the aged

Tax Notes re.

Charitable Giving Î In keeping with our theme of Charitable Giving, in this article I discuss some of the income tax rules with respect to gifts and donations.

For simplicity purposes, my discussion focuses on the federal rules; there are, however, similar credits available at the provincial level as well.

The Basics The Income Tax Act provides for a nonrefundable tax credit for eligible donations made to certain qualified

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donees. Nonrefundable tax credits can be used to reduce taxes payable, but they cannot be used to create a refund.

Generally, you can claim part or all the eligible amount of your gifts of money or other property to a qualified donee, up to the limit of 75 per cent of your net income for the year, provided you receive an official donation receipt from the qualified donee.

The tax treatment of donations is the same whether the donation is made by an individual or a corporation.

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6. The United Nations and its agencies 7. U niversities outside Canada that are registered with the CRA—the student body of which ordinarily includes students from Canada 8. R egistered foreign charities to which the Government of Canada has made a gift 9. Gifts to government bodies 10. Gifts to the Government of Canada, a province, a territory, registered municipalities in Canada, or registered municipal or public bodies performing a function of government in Canada Donations to US-based charities can be claimed in limited circumstances

that are beyond the scope of this article.

To assist donors in determining which organizations may issue official donation receipts, CRA maintains a publicly available list of qualified donees at canada.ca/charities-giving.

Note that charitable donations do not include contributions to political parties but contributions to registered federal political parties and candidates in a federal election are eligible for a separate federal tax credit equal to some portion of the actual contribution.

Gifts of Cash y The first $200 in cash gifts generates a 15% credit. y Amounts in excess of the $200 threshold generate an additional credit that is income-dependent.

That is, to the extent you have income subject to tax in the top bracket (currently $235,675), a credit of 33% applies to donated amounts in excess of the $200 threshold, while a credit rate of 29% applies to the remainder.

which the fair market value (FMV) of the gifted property exceeds the amount of the Advantage (provided that the FMV of the Advantage does not exceed 80 per cent of the FMV of the transferred property).

The Advantage may be contingent or receivable in the future—either to you or a person or partnership not dealing at arm’s length with you. y For example, assume you donate some office equipment worth $500 to the local playhouse, a registered charity. In gratitude, the company provides you with a pair of tickets to a show valued at $200. In that scenario, you are deemed to have received an Advantage of $200, making the Eligible Amount of your donation $300 ($500 – $200).

y Let’s assume you have $250,000 taxable income and donate $25,000. y The first $200 of your donations generates a credit at 15%. The next $14,325 ($250,000 - $235,675) will be eligible for a 33% credit and the remaining $10,475 will generate a 29% credit. y The total credit available on your $25,000 donation would therefore be $7,795 ($200 x 15% + $14,325 x 33% + $10,475 x 29%).

When donating capital property, it is important to note that any capital gain you have made on the property since you acquired it may be subject to tax.

The qualified donee can issue an official donation receipt for the amount of the Advantage. The receipt should show the FMV or deemed FMV of your gift. To establish the FMV of the donated property, you may need to have the property appraised. The appraised FMV is also used in calculating any capital gain or loss you may have from donating your property.

The flexible rules for charitable donations provide for some tax-planning opportunities as between spouses, and as to the timing of claiming charitable donations.

Gifts in Kind

Donations Made by Spouses

Gifts in kind are noncash gifts of tangible property (not services). Those can be gifts for which you received no valuable consideration or those for which you received an Advantage (as long as CRA is satisfied the transfer of property was made with the intention of making a gift). Generally speaking, Advantage is the total value of any property, service, compensation, use, or any other benefit you are entitled to receive as partial consideration for, in gratitude for, or in any other way related to the gift.

The tax credit for gift-in-kind donations is computed on the Eligible Amount, measured as the amount by

Spouses who make individual charitable donations have the choice to claim their respective donations on each of their own returns or to combine them into a single claim on one spouse’s return.

Since larger donations receive more favourable treatment, it can often be advantageous for spouses to combine their donations onto a single return.

Determining which spouse should claim the total donations is a decision that requires some consideration. For instance, since the tax credit for donations is nonrefundable, if the amount of the potential credit would exceed the

That is best illustrated with an example.

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taxes payable for one spouse it would likely be more advantageous for the spouse with the higher taxes payable to make the claim.

Carrying Donations Forward Claiming charitable donations is discretionary in that they may be claimed in the year of donation or any of the 5 subsequent years. Therefore, a donation made in 2023 could be claimed in the 2023 taxation year or in any of the 2024‒2028 taxation years.

That being a discretionary claim, you can decide the year in which you want to claim your donations, depending on what is most advantageous for your particular circumstances. As amounts over $200 generate greater tax benefits, it is sometimes beneficial to accumulate donations for several years to make one larger claim. y If for example, you regularly donate $200 per year, claiming that annual donation each year will reduce your Federal taxes by $30 ($200 x 15%). y Over a 5-year period you will have donated $1,000 and received a total credit of $150. If, instead, you make no claim for 4 years and then claim all $1,000 in the fifth year, your credit will be $262—an extra $112 (75%) of Federal tax savings (assuming the enhanced 29% rate).

One caveat is you must claim tax credits for gifts you carried forward from a previous year before claiming tax credits for gifts you give in the current year. If you are claiming a carry-forward, keep a record of the portion of the eligible amount you are claiming in the current year.

The rules for charitable donations are quite f lexible, presumably to support public policy of encouraging charitable giving. Given the considerable flexibility and the potential for those amounts to be significant, CRA often request supporting documentation. Therefore, it is important to keep all your documents . . . in case the CRA asks to see them.

JEREMY ANDERSEN is a Courtenay Notary Public and CPA, CA, with 20 years’ experience working in the public sector, private industry, and public practice.

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TECHNOLOGY

Digital Transformation’s Next Frontier: Implications of Technology in the Real Estate Sector Î Technology and the Information Age have impacted nearly every aspect of modern life. Whether those impacts are beneficial or not is arguable. What is certain is the change has necessitated adaptation to how we live and work.

In the modern world, we can meet most of our personal and business needs through digital portals. It has oft been noted that the real property sector, including its legal frameworks that enable business operations, is lagging other sectors when it comes to technology. That trend is quickly changing. Technology is impacting all parts of the real estate value stream, presenting opportunities, challenges, and long-term implications.

Within property management, there are a multitude of applications for digital systems and technology, commonly known as PropTech.

While information systems have long been in use in the industry, property owners and designers have recently accelerated the exploration and implementation of a range of technology solutions that are seemingly endless in variety—occupancy sensors integrated with heating and ventilation systems, energy controls, and even windows with glazing that adjusts with solar glare and online weather forecasts. Some other PropTech applications include building automation systems, energy management and control, security and access control, and maintenance and repair management.

A key attribute of PropTech is that digital systems produce a steady stream of data that can be harvested to better manage facilities utilization, costs, and system performance. Standard in the design of digital services is building a capacity to gather and organize useful

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business data associated with the application.

The data can be used to generate insight into building performance as well as inform business decisions throughout the building lifecycle.

We can quickly appreciate the many operational benefits to property owners, occupants, and managers, but the business implications must equally be weighed

J O N AT H A N BURBEE

Given that data has a value, the question must be asked as to who can legitimately claim ownership of the data?

Is it the building owner? The provider of the equipment?

The tenant or occupant?

Five Distinct Business Implications of PropTech Data has an intrinsic value to many stakeholders and introduces questions as to how information is gathered, organized, and managed that requires careful attention. The integration of PropTech systems into corporate networks has in the past led to malevolent intrusion into sensitive files via automated building controls.

Cybersecurity is critical to the protection of the data.

Given that data has a value, the question must be asked as to who can legitimately claim ownership of the data? Is it the building owner?

The provider of the equipment? The tenant or occupant? Data sovereignty helps all participants understand their rights and privileges, not to mention potential business opportunities. For instance, if maintenance data can be shown to prove that maintenance was or was not performed that impacted an insurance claim, who is able to control the disclosure of this information? Data has value, and where there is value, ownership determination is essential.

Privacy is another key consideration that deserves additional attention. Take, for instance, the use of occupancy

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data that is generated from access control systems as well as sensors tied to lighting and ventilation controls.

While occupants may tend to accept a certain degree of privacy is surrendered by virtue of being present in property owned or managed by others, there are certainly limits to how that is employed given the ethical and legal implications.

Fortunately, British Columbia has one of the most modern pieces of legislation related to privacy and serves as a valuable resource to navigate that issue via the Freedom of Information and Privacy Protection Act. An aspect of technology that is becoming increasingly impacted by technology is in one of the most traditional aspects in the real estate industry: Contracting. The COVID-19 pandemic had a tremendously adverse impact on society, but it also accelerated the adoption of many digital practices such as digital signatures, electronic plan rooms, as well as financial transfers in an effort to minimize physical contact. One specific illustration of how innovation is being applied to improve how contractors partner with

building owners is through Job Order Contracting (JOC).

JOC is a recognized indefinite delivery, indefinite quantity construction delivery method that allows facility owners to tender once for contractors to bid on the delivery of multiple units of work. Best used for repair, maintenance, and alteration projects, Job Order Contracting often serves as one of several different procurement methods used to engage contractors.

The entire process is powered by strong digital data and software systems. Gordian, the leading provider of unrivaled insights, robust technology, and comprehensive expertise for all phases of the building lifecycle, in partnership with NIGP: The Institute for Public Procurement, conducted market research on construction project delivery method challenges and opportunities. The report indicates that construction project delivery via JOC requires fewer people and less time compared to other delivery methods.

Further, the research confirmed JOC significantly improves the relationship between project owners and contractors.

A final illustration of how technology may be impacting the real estate sector is through the use of distributed ledgers.

In overly simplified terms, distributed ledgers are a decentralized means of recording consensus asset transactions in multiple places simultaneously.

One of the best known applications of distributed ledgers is cryptocurrency.

The provincial government uses that technology to ensure digital trust in legally registered organizations in BC. In an industry that is often filled with dispute and contention as to when funds were transferred, when work was complete, when premises were occupied or vacated, distributed ledgers may serve as a means to conduct transactions with confidence and less need for the services of those involved in resolving said disputes.

In closing, the opportunity to improve outcomes for all participants in the real estate value chain, including commercial benefits, is likely to only further accelerate future innovation and adoption. This article covered some examples of how PropTech is being deployed in the built environment,

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including several specific illustrations, and without even broaching the topic of artificial intelligence, which deserves an article on its own.

Beyond the technical marvel of the services, it behooves all market participants to follow the business and legal implications of the solutions and adapt to or influence the changes.

J O N AT H A N B U R B E E , RI, is the Director of Business Development, Canada for Gordian, the industry leader in Building IntelligenceTM Solutions that help organizations successfully budget, build, and maintain capitalintensive assets.

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TECHNOLOGY

Mini Tech Fellowes AUTOMAX 100MA Auto Feed Shredder Î Shredding documents is fun. It can be quite therapeutic.

With the Fellowes compact but powerful AUTOMAX 100MA, it’s also simple, easy, and efficient.

Shredding one sheet at a time is a thing of the past. Even shredding 8 to 10 sheets at a time is so flip-phone era.

The 100MA shreds 100 sheets in 5 minutes, all by itself, automatically.

The unit will tackle whole multipage documents, even when they're still held together with staples or paperclips. Not having to remove staples can save a lot of time when shredding a large volume of paperwork. Credit cards can be inserted into the manual slot, as well.

All shredders have a run time or "duty cycle." That is how long the machine can operate continuously before switching off to cool down. This model is designed for light office-use and can run for 7 continuous minutes before it needs a 40-minute break.

In those 7 minutes, you can say your goodbyes to about 120 sheets before your shredder breaks down and cries (heated electronic tears).

Speed is important, but for a legal office, security takes the No. 1 spot for features and the AUTOMAX 100MA is up to the job—it shreds the papyrus into micro-cuts six times smaller than standard cross-cut (security Level P-4).

Try putting a page together and by the time you are done, your toddlers will have graduated from university and

A K A S H SA B L O K

your jigsaw puzzle skills will garner interest from Records, Guinness Book of.

My only gripe with the 100MA is the small basket on the 4.5-gallon unit that took in about 150 pages. The red light will come on to advise its tummy is full. I opened the unit, squeezing down the shredded paper, and it continued on. I don’t believe I have ever squeezed down my overflowing suitcase as much.

Sometimes the unit will become stuck with paper that has gone awry or is just too thick. The 100MA has a reverse button for just this situation, and all becomes well with one push of the button.

Maintenance is a breeze; simply dab some shredder oil onto a sheet or two of paper and put it into the manual feeder (do not put oiled paper into the auto-feed slot). The oil will clean and lubricate the blades, reducing heat and noise. www.fellowes.com Retail Price: $299

Green and Blue Tech Green: 2023 Kia EV6 GT Green is the colour of choice for environmentally friendly products and of well-cultivated grass, especially my favourite blend—Kentucky bluegrass.

Green means go at a traffic light.

Green is the colour of the veggies Mom made us eat.

Green is also the colour of what I like to call the “magic button” in the 2023 Kia EV6 GT EV. The vehicle

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is pure electric and uses plenty of biodegradable, recycled materials. It is designed for speed, fast looks, and grip in the corners.

There is some sacrifice in range— about 320 km on a full charge, but the high-performance variant of Kia’s breakthrough electric car is quick enough to beat a Porsche Taycan GTS off the line while leaving some cash in your pocket for a second EV6 GT in the driveway.

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Lesser models come with a higher range and slower acceleration. The regular non-GT models are quick enough though, hitting 100 km/h from

vehicle moving fast enough to kick you back in your seat. Green is good.

The manual-only adjustable seats (what, manual seats in an electric car?), are supportive enough.

Two digital screens fill up the dash y 1 right in front of the driver, and y 1 atop the centre console.

a standstill in about 5 seconds. The GT is around 3.4 seconds to the speed mark.

The Base Rear-Wheel Drive Short Range model starts at $46,9950; it’s not hard to drive that price up quick— y plus $8,000 for the longer range of the Base; y plus $10,500 for the all-wheel-drive long range; y plus a whopping $28,500 for the GT I tested.

That’s $75,495—still less than half the Porsche Taycan.

The EV6 GT has a 488 kg (1,073 lb.) 77.4 kWh lithium-ion battery sitting below where we humans sit, keeping the centre of gravity low, keeping the vehicle glued to the ground, and keeping those same humans entertained.

The base EV6 uses the 160 k-W motor in the rear. The range-topping GT moves that motor to the front and drops a 270-kW motor in the rear.

The EV6 has sporty-looking front and rear fascias, neon accents from the monoblock brake calipers, and 21” wheels wrapped in Z-rated Goodyear Eagle F1 tires. There's also a practical rear spoiler and rear diffuser that complement the existing body well.

Inside, there's neon stitching and the dash and front armrest have a modern, sporty pattern.

So there’s that green button for the GT mode. Push the button and the motors and batteries—and I am sure 10 Kia mechanics, 10 angels, and 1 strong mouse on a treadmill, all work together to get this almost 2,280 kg (5,000-lb.)

I like buttons, so thankfully Kia hasn't tried to minimize too much by shovelling functions into the touchscreen; there’s still a bank of touch-sensitive switches in the middle.

A rotary gear selector and a digital instrument display add to the contemporary design.

One panel of switches that switch between audio and hvac controls took some getting used to as I kept cranking the volume instead of heating the cabin—the same rotary knob does both, depending on which mode you are in. The menu system was not that intuitive, but I eventually got the hang of it. Apple CarPlay and Android Auto are included and work well on the 8” centre touchscreen.

EVs are quiet; those electrons like to move around all stealth-like, but I prefer the roar of a gas engine, so I had the EV6 GT in Dynamic mode for the Active Sound Design (ASD) all the time. Other options for the ASD are Stylish, Cyber, or off.

Using a Level 2 charger, connected to a 240-volt outlet (bye-bye laundry dryer), the EV6 GT can fully charge in about 9 hours—or overnight. A 350 kW hyper-fast charger takes only 18 minutes to replenish the battery from 10 to 80 per cent.

Unlike the Tesla Model 3 and that I have tested before, this vehicle was true to the mileage—10 kilometres of battery usage was 10 kilometres of driving and no phantom battery loss. The Tesla’s range depleted even standing still during rush hour. www.kia.ca MSRP Base $46,995 AWD Long Range $57,495 GT (as tested) $75,495 (less any provincial/federal grants applicable) TABLE OF CONTENTS

Blue: 2023 Ford Mustang Mach-E In my high school, our sports teams were called the Colts. Colts are young, fast, and skilled. A Mustang is a strong, naturalized horse that can roam where it wants.

Not since 1964 ½, when the first Mustang was launched, have I thought of the model to be young. They have always been fast and skilled, but now with electricity running through its veins, a whole new generation of car lovers will get to discover just how amazing that Ford product is.

In 1965 the Ford Mustang was selling so well, American pancake restaurants claimed their hotcakes were selling like Mustangs. You just can’t buy that kind of promotion.

Since 2020, when it first came to market and confused a lot of folks as the “tall” Mustang that’s more mid-size SUV (with four doors) than a sports coupe (with two doors), the Mustang Mach-E is slowly becoming the favourite of gas-to-EV converts and EV to other model EV owners alike.

Ten minutes in the vehicle and I knew why. The instrument panel is perfect. Rarely these days, with so many versions of touchscreens and menu systems that operate in them, does a car manufacturer get it right. Ford did.

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TECHNOLOGY

something that should be standard in every car, to the coolest-looking icons for preset radio stations I have ever seen.

It’s the little things in life that make us happy.

And driving the Mach-E, is quite fun, too.

The first-four model options come in all-wheel drive (AWD) or only rearwheel drive (RWD), with trim level differences. The fully loaded-pizza model is the expensive GT model with the extended range battery and power to all four wheels. The spread of power and range offerings are from 268 hp to 480 hp and 397 km to 606 km.

Pedal to the metal (recycled materials, of course) translates into the Mach E, scooting you past traffic around town and easily keeping up with the V8s and V6-Turbos on the highway—there is just that much torque available here.

The 2010 kg (4,422 lb.) Mach-E is a lightweight when compared to other electric cars of this size. That helps the range. And when the range is depleted, the car’s 99 kWh lithium-ion battery pack, which lies across the floorpan of the car, takes approximately 10 hours to charge, from zero to hero, on a home Level 2 charger (240 v). If you take your cell phone charger out of the standard 120v outlet and plug in the Mach-E, you will be fully charged in a leisurely 100 hours. Better have your smartphone charged to watch movies while you wait for your Mustang to be charged so you can drive to a movie theatre to watch another movie.

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The ride setup and suspension do their best to keep the 500 kg battery moving and balanced; there are MacPherson struts up front with multiple links at the rear. In standard cars, it's controlled by passive dampers and coil springs, although the rangetopping Ford Mustang Mach-E GT is equipped with Magneride adaptive dampers for finer control and adjustment of ride and handling.

The one and only physical control is the volume button that changes duty depending on which submenu you are in.

And now I am back to the infotainment touchscreen. It’s that good, I could write an entire column on just that one feature. A dashboard-mounted button starts the fun and the car emits a quiet but intense and throbbing musical motif that, to my untrained musical ear, sounds a lot like the soundtrack for Stranger Things.

In addition to the large centre 15.5” screen, Ford has mounted a much smaller but information-packed screen just above the steering wheel. You will notice the speed is rated as “ground speed” as a reference to what I can only imagine as an ode to the flying Mustang single-seat fighter planes of the 1940s.

The centre console displays one of the largest Apple CarPlay menus I

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have ever seen, with clear, crisp icons.

The touch is responsive; important while driving, Ford’s Sync 4 software lays out the menus and icons perfectly.

Your hand seems to fall right over the section you are looking for, whether it be climate control, audio selection, phoning, or changing a setting of the vehicle itself. Rare but appreciated are the navigation directions on the driver’s screen when using CarPlay or Android Auto.

The one and only physical control is the volume button that changes duty depending on which submenu you are in.

There is plenty of occupant space, up front and in the second row where scalloped front seatbacks help create plenty of knee room. Headroom is truly superb, too, thanks to that deceptively high roofline into which is built a panoramic roof that floods the cabin with light. Cargo space is average for this segment.

The Mustang Mach-E’s best party trick, though, is BlueCruise.

BlueCruise is Ford’s system that allows you to drive hands-free over thousands of mapped roads in Canada and the USA. Now in Version 1.2, the system utilizes cameras, sensors, and software to allow the driver to remove their hands from the wheel while the system handles physical piloting duties.

BlueCruise is an SAE Level 2 driver-assist technology, similar to the Tesla Autopilot, but with the advantage

of offering a true hands-free driving experience while in Hands-Free Mode that does not require a driver’s hands to stay in contact with the steering wheel, unless prompted by vehicle alerts.

You won’t need to keep your hands on the wheel, as you do in other systems—the instrument cluster transitions to communicate that the feature is in Hands-Free mode through text and blue lighting cues, effective even for those with colour-blindness.

The Main Key Features of BlueCruise 1.2 y Lane-change assist: The system will perform a hands-free lane change when the driver taps the turn signal and will even suggest when a lane change may be beneficial due to slow-moving traffic y Predictive speed assist: BlueCruise automatically and smoothly adjusts the speed as drivers approach a sharp curve and will help alert the driver beforehand that a speed change is about to occur y In-lane repositioning: Helps handsfree highway driving feel more natural by keeping the vehicle in its lane while subtly shifting its position away from vehicles in adjacent lanes, especially large semi trucks When you are on a mapped road, a Blue Zone as Ford calls it, a blue symbol in the centre dash appears and with the tap of a button, you are on your way to automated driving. While you do not need to keep your hands on the wheel—I always did—the system does watch your eyes and the direction of your face to ensure you are paying attention to the road. Don’t “Look away,” as Lemony Snicket advises us to do, or the system will beep and vibrate you to drive. www.ford.ca MSRP Base $56,995 Premium (as tested) $64,995 California Route 1 $79,120 GT Performance $92,745 (less any provincial/federal grants applicable) AKASH SABLOK is a BC Notary with the AJAC designation from the Automobile Journalists Association of Canada.

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TABLE OF CONTENTS Eldercare Foundation • Man with Companion Pet Scrivener: 4.9”w X 4.75” h - Full colour

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HONOURS AND EVENTS

PEOPLE

CONGRATULATIONS ON 60 YEARS

Elick and Noreen Fedewich celebrated their 60th wedding anniversary August 26, at White Rock’s Mann Park Lawn Bowling Clubhouse. Married August 24, 1963, in Calgary, the home area of their families, the couple honeymooned in Lake Louise and Jasper, Alberta.

After his career in the financial business in Greater Vancouver, El became a BC Notary in 1978, retiring in 1993 when their daughter Trish took over the business.

Standing between Trish (L) and Noreen is Megan Knight, Mayor of White Rock and a BC Notary.

FULFILLING EXPERIENCE

North Vancouver Notary, Marg Rankin

For 2 exhilarating nights in August, I sang with 200 other choral singers in the SummerChor performance of Felix Mendelssohn's Elijah Oratorio, at Andrew's-Wesley United Church on Burrard Street. Each Summer after rehearsing 8 weeks, our group performs with our wonderful conductor/ musician/violinist Alison Nixon, along with professional soloists, a pianist, and organist for a nightly audience of 500.

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Inside Back Cover

Your Trusted Partner for Title Insurance At Stewart Title, we take pride in working with Notaries.

Since our inception into the Canadian marketplace, we have partnered with Notaries to offer peace of mind to your clients and our policyholders. Our comprehensive title insurance coverage for buyers, owners and lenders is competitively priced and backed by solid underwriting expertise and claims paying ability.

We support your role in real estate transactions.

You understand the complexities of each transaction and are in the best position to advise clients and represent their interests. We understand the best ways to mitigate risk. Our team leverages a broad pool of knowledge to guide you through your transactions and keep them moving smoothly.

One of the keystones of this partnership is our local Business Development Team.

Our team is available to answer questions about our products and coverage and to provide unique solutions for your more complex transactions. They support your practice by training new staff on procedures, best practices, the ordering process or setting up and demonstrating our time-saving applications. They’ll also keep you up-to-date on new developments and provide materials to help educate your clients.

Contact a member of our Team to learn more. stewart.ca ©2023 Stewart. All rights reserved. 03/23

Stewart Title’s Business Development Team in BC

Amanda Magee Director, Business Development 604.839.4471 amanda.magee@stewart.com

Brett Horton Counsel & Director, Commercial Business Development - BC 604.349.0845 brett.horton@stewart.com

Jessica Orlowski Okanagan 250.718.7611 jorlowski@stewart.com

John Gellard Vancouver 604.376.4709 john.gellard@stewart.com

Michelle Wells Tri-Cities, Fraser Valley 604.657.6730 michelle.wells@stewart.com

Nicole McLellan Vancouver Island 250.588.8996 nicole.mclellan@stewart.com