GFOABC Dollars & Sense - December 2024 - Issue 129
Happy New Year to our membership and the Board and Staff at GFOABC!
GFOABC is so fortunate to have a membership who remains committed year in and year out, sharing experiences, successes, and big ideas for the future.
So, to those local government finance professionals who continue to dig deep to contribute in meaningful ways in your communities, all the best to you in 2025. I hope you stay invested and keep up the great work. I believe that no matter how big or how small the contributions may be, having this group at the proverbial table always leads to better outcomes.
If you are new to local government and reading some of GFOABC’s materials for the first time, I welcome you to the amazing network of likeminded professionals who (in my experience) always are willing to go the extra mile to solve problems in their community, support their local government organization to success and support other BC local governments finance staff. Enjoy the ride.
Alternatively, if you have been in local government for some time, I encourage you to reflect on the
great work you have done and stay connected, maybe getting involved in new ways if you wish. Supporting this extraordinary network is the focus of our work at GFOABC.
And, to the GFOABC Board and Staff, it is an honour to serve with all of you, thank you for your dedication and innovation. GFOABC would not be what it is without you. You make a difference everyday.
GFOABC continues to bring on trend material, leading edge PD, down to earth opportunities to collaborate and robust external stakeholder and partner relationships, while only being a small team of three. Our Board is a group of local government leaders who freely give their time to advance the organization and deliver this content.
Speaking from my own experience, I have benefited so fantastically throughout my career in local government. Having had the opportunity to contribute to the great cause of developing and supporting GFOABC while also having received direct support from so many of you. So many, I would not be able to list them all here.
As I reflect on 2024 and look forward in 2025, I am celebrating these amazing individuals. Please join me in thanking them as we work together in the year ahead. Thank you,
Rianna Lachance, GFOABC President
Nicole Gervais MFABC DIRECTOR AT LARGE
lenora Lee KPMG DIRECTOR AT LARGE
Rianna Lachance District of Oak Bay PRESIDENT
Corinne Bomben City of Prince Rupert SECRETARY TREASURER
Dave Hallinan City of Kamloops DIRECTOR AT LARGE
Jeffrey Lovell City of Port Coquitlam DIRECTOR AT LARGE
Julia Aspinall City of Vancouver VICE PRESIDENT
Nyla Attiana District of Tofino PAST PRESIDENT
Elio Iorio District of North Vancouver DIRECTOR AT LARGE
Kelly Lownsbrough Fraser Valley Regional District DIRECTOR AT LARGE
Kennedy City of Rossland DIRECTOR AT LARGE
Charlotte Osborne City of Cranbrook DIRECTOR AT LARGE
GFOABC STAFF
Kala Harris, Executive Director
Matt Holme, Manager, Member Services & Communications
Kelly Lownsbrough, Fraser Valley Regional District
Charlotte Osborne, City of Cranbrook
Mike
THIS YEAR WE MARKED THE BEGINNING OF OUR NEW STRATEGIC PLANNING ENVELOPE, WHICH WILL BUILD ON THE SIGNIFICANT OUTCOMES AND ACHIEVEMENTS OF THE PREVIOUS ENVELOPE.
The 2019-2024 Strategic Plan focused on strengthening our professional development opportunities and member services, which included creating the Leadership Competency Framework assessment tool, the Strategic Financial Leadership Program, and the transformation of the Online Forum.
The 2024-2029 Strategic Plan will focus on maintaining and strengthening our provincial partner relationships and leveraging our conference as a platform for dialogue for our members, government, and partners to help us understand and be able to communicate the needs of our members from across the province. The annual conferences will play an important role in achieving our vision by providing a central convening opportunity for members to collaborate on the issues challenging local governments and sourcing solutions together.
The 2025 Annual Conference will be held at the Sheraton Vancouver Wall Centre from May 27-29. This conference will highlight the role of local government finance professionals in examining, developing, and applying strategies to address the risks of a changing climate and the impacts on infrastructure at a community level. The conference program will include many topics about creating sustainable and resilient communities. We will engage members over the coming weeks to help build a member-driven conference program.
The board of directors and standing committee members are committed to supporting a member-driven program. As representatives of the membership, they are providing a local government lens into the conference program. Together, with staff, we are excited about leveraging a collective effort in delivering an impactful conference program.
Looking ahead to 2025, we are committed to building on this momentum. We are planning new initiatives that will provide even greater value to our members, including:
• Enhanced Educational Resources: We will be launching a series of webinars and workshops to support professional development in key areas of leadership, procurement, and budgeting.
• Government Relations Initiatives: We’re amplifying our efforts to understand the impact of policy changes on local government practices, and to increase dialogue to better understand as well as communicate the impacts of these changes.
• Member Engagement: Our focus remains on fostering a community where members can collaborate, share insights, and learn from one another. Look out for more interactive events and forums this year!
But, none of this would be possible without you, our members. Your participation and feedback have been invaluable in shaping our vision and direction. Together we will continue to achieve great things, and I’m excited to see what we can accomplish in 2025.
Thank you for your continued trust and commitment. If you ever have any questions, suggestions, or ideas, please don’t hesitate to reach out. Here’s to a successful and impactful year ahead!
Kind Regards,
Kala Harris, Executive Director
The new GFOABC Online Forum. A platform for knowledge-sharing that empowers members
MANY MEMBERS USE THE ONLINE FORUM. IF THEY ARE NOT POSTING OR COMMENTING, THEY ARE LOGGING IN FREQUENTLY TO READ ABOUT THE LATEST TRENDS IN LOCAL GOVERNMENT FINANCE.
One of the principles of our organization is to support other members, and sharing information in the Online Forum is a great way to support the membership. Do you have a question or need some help? Chances are, there is someone working in local government finance that has the answer you need. There is a spirit of cooperation, which can make local government a desirable place to work!
The Online Forum is an area for questions and answers. But under the surface, the Online Forum is an even more valuable tool for local government finance professionals in supporting each other. Here are a few examples of ways members can use the Online Forum beyond creating a topic or reply.
Discussion Catalogue. Although the Online Forum might be new to you or members of your team, it is not new to GFOABC. In fact, members have asked questions and shared information as far back as 2016. The Online Forum houses an abundance of information. It might not be necessary to ask questions and seek an answer from a local government colleague. The answer could already be in the Online Forum and found through the search function.
Benchmarking Tool. Because of the collaborative nature of the local government finance profession, members readily share their work. Does your organization
need a term of reference for its asset management? Looking to enhance regional collaboration? Members readily share documents and best practices in the Online Forum, allowing you to compare your local government’s work with that of others.
Collaboration Hub. The Online Forum enhances cooperative relationships in local government finance. In my time at GFOABC I have heard repeatedly how local governments are not in competition with each other. The nature of public sector work lends itself to support, collaboration and a spirit of information sharing that might not exist in the private sector. This collaboration creates a solid foundation for networking and increases trust amongst the membership.
It is an Onboarding Tool. Any new job can seem daunting at first. But if you are a CFO or Director of Finance, the Online Forum can be used as an onboarding tool for new staff to learn about common problems, get up to speed on the lexicon of BC local government, and network with peers across the province. It can help empower staff and give them confidence to succeed in their roles.
MATT HOLME Manager, Member Services and Communications.
BENEFITS OF MEMBERSHIP
For over 30 years, the Government Finance Officers Association of British Columbia (GFOABC) has been the professional association for local government finance officers and their teams in BC.
GFOABC provides:
• Member-discounted webinars, workshops, and annual conferences with over 100 hours of continuing professional development.
• Access to a member-only secure Online Forum, a valuable reference, communication, and collaboration tool for local government finance professionals.
Members can also earn continuing professional development by serving on a committee or on the Board of Directors, facilitating workshops, or presenting a session at the annual conference.
YOUR ORGANIZATIONAL MEMBERSHIP
(Municipalities, Regional Districts and Improvement Districts or Other Districts)
Members are financial professionals employed by municipal, regional districts, or related governments. From accounting clerks to chief financial officers, their roles include a combination of administration and financial management.
OUR FOCUS
• To provide programming that considers the full breadth of the roles and responsibilities of local government financial professionals and the diversity of experience.
• To leverage the experience and expertise of our members, government, and partners in building dialogue on local government financial matters.
• To encourage cross-partnership opportunities that leverage partner resources, training, and reputation within the association to benefit members and partners.
MEMBER TYPES
(Voting Members and Non-Voting Members)
Each organizational membership consists of voting and non-voting members.
• Voting members are entitled to vote on memberrelated issues such as the annual election for the Board of Directors, approval of financial statements, and bylaws.
• Non-voting members are entitled to all membership benefits but do not vote on member-related issues.
MEMBERSHIP RENEWAL PROCESS
Membership renewal opens December 1. Your organization’s GFOABC primary contact received an email on December 1 with instructions for membership renewal. Please contact us if you have not received your membership renewal.
THE NEW ECONOMY AND CLIMATE CHANGE:
NAVIGATING FINANCIAL IMPLICATIONS FOR LOCAL GOVERNMENTS IN BRITISH COLUMBIA
AS BRITISH COLUMBIA MOVES TOWARD A NEW ECONOMY—CHARACTERIZED BY INNOVATION, DIGITAL TRANSFORMATION, AND SUSTAINABILITY—LOCAL GOVERNMENTS FACE BOTH OPPORTUNITIES AND CHALLENGES IN ADDRESSING CLIMATE CHANGE. THE TRANSITION TO A LOW-CARBON, SUSTAINABLE ECONOMY PRESENTS A PRESSING NEED FOR CLIMATE ADAPTATION AND RESILIENCE MEASURES. HOWEVER, FOR LOCAL GOVERNMENTS, BALANCING THESE INVESTMENTS WITH BUDGET CONSTRAINTS REQUIRES STRATEGIC FINANCIAL PLANNING AND INNOVATIVE REVENUE APPROACHES.
ECONOMIC SHIFT AND FINANCIAL CHALLENGES
The new economy emphasizes intangible assets, such as intellectual property and technology, which challenge traditional revenue models heavily reliant on physical assets like commercial property. As remote work grows and digital services expand, commercial property tax revenue—a core funding source for local governments— may decline, shifting more financial pressure to residential property taxes. This change raises concerns about sustainable funding for essential services and climate initiatives.
Additionally, climate change imposes escalating costs on local governments. In BC, impacts range from increased wildfires and flooding to coastal erosion. Emergency management, infrastructure upgrades, and mitigation projects demand significant capital, often stretching budgets already affected by revenue shifts in the new economy.
FINANCIAL SOLUTIONS FOR RESILIENCE
To address these dual pressures, BC local governments should explore new revenue sources and collaborative models. For instance, a portion of BC’s carbon tax revenue could be allocated to support local climate initiatives. This reallocation would provide critical funding for resilience projects, from flood defenses to renewable energy installations, enabling local governments to mitigate climate risks while advancing economic goals.
Public-private partnerships (P3s) also offer local governments a way to share the financial burden of
climate projects. Through partnerships with external organizations, local governments can access both expertise and capital, reducing upfront costs and fostering innovation in green infrastructure.
DATA-DRIVEN BUDGETING FOR CLIMATE RESILIENCE
As BC’s municipalities and regional districts adapt to the new economy, data-driven planning becomes essential. By incorporating climate risk assessments and return on investment analyses, local governments can prioritize projects that yield the highest economic and resilience benefits. For example, Vancouver’s Climate Emergency Action Plan integrates climate modeling to guide investments, helping the city balance budget constraints with targeted, high-impact climate measures.
BC’s local governments play a pivotal role in advancing the new economy through climate-resilient strategies. By leveraging innovative revenue models, partnerships, and data-driven planning, local governments can effectively navigate the financial complexities of this economic shift, creating sustainable, adaptable communities prepared for future challenges.
To further explore these vital topics, consider attending the 2025 Annual Conference: Climate & Infrastructure - Building Resilient Communities, taking place at the Sheraton Vancouver Wall Centre from May 27-29, 2025. This event will focus on the essential role of local government finance professionals in addressing climate risks and enhancing infrastructure.
JEANNIE BRADBURNE is a Chartered Professional Accountant (CPA, CGA) with a BCom and MBA in General Business Management. She has over 20 years’ experience in the public and private sector. Jeannie has worked in a variety of roles with most recently spending 10 years as the Financial Officer for municipalities, and a regional district & regional hospital district. In addition to her work experience, Jeannie was an active board and committee member for GFOABC and has taught numerous courses on financial services in local government.
ANNUAL CONFERENCE
ANNUAL CONFERENCE AND AGM
Tuesday, May 27, 2025 – Thursday, May 29, 2025
The 2025 Annual Conference will take place at the Sheraton Vancouver Wall Centre. This conference will highlight the role of local government finance professionals in examining, developing, and applying strategies to address the risks of a changing climate and the impacts on infrastructure at a community level. The conference program will include many topics about creating sustainable and resilient communities.
PRE-CONFERENCE WORKSHOPS
Sunday, May 25, 2025 – Monday, May 26, 2025
Whether you attend the annual conference or not, the Pre-Conference Workshops offer a fantastic opportunity for further professional development. Past topics include asset management, ethics and leadership, and municipal tax sales.
SPRING PD FALL PD
PROPERTY TAX 101 WORKSHOP
Tuesday, April 8, 2025
Tuesday, April 15, 2025
Tuesday, April 22, 2025
Property tax is the single largest source of local government revenue. Learn more about property tax collection through this three-part virtual workshop!
All sessions run from 9:00 am to 11:30 am
FALL PD
Tuesday, November 18 – Wednesday, November 19, 2025
An excellent opportunity for in-depth learning and networking with local government finance peers, Fall PD covers a breadth of programming. Past sessions include property tax and rate setting, long-term financial planning, and a Regional District Day – covering topics specific to regional district members.
SHERATON VANCOUVER WALL CENTRE, 1000 BURRARD STREET, VANCOUVER, BC
BOOT CAMP
BOOT CAMP
Sunday, August 10, 2025 - Thursday, August 14, 2025
Boot Camp is a five-day, intensive program for local government finance professionals new to local government or aspiring to be statutory financial officers. Graduates leave Boot Camp with a broad and deep understanding of the local government financial system.
STRATEGIC FINANCIAL LEADERSHIP
STRATEGIC FINANCIAL LEADERSHIP
Kick-off Monday, May 25, 2025 - Tuesday, May 26, 2025
This 10-month, cohort-based program is a blend of in-person workshops, virtual meetings, one-on-one executive coaching, self-guided learning, and collaboration - helping participants develop leadership competencies, build relationships, and make a bigger impact on their organizations.
EXPRESSION OF INTEREST
VANCOUVER & VICTORIA
UNIVERSITY OF VICTORIA
WEBINAR
PROPERTY TAXATION AND ASSESSMENT MONTHLY WEBINAR
The third Wednesday of the month in 2025
This webinar is offered in a “once-a-month” format where each session deals with aspects of taxation that are topical for that month. The objective of this webinar series is to provide participants with a comprehensive overview of municipal finance issues with a focus on providing “real-life”, practical information that can immediately be applied in a municipal setting!
ANNUAL MUNICIPAL TAX SALE WORKSHOP WEBINAR
Tuesday, September 2, 2025
Tuesday, September 16, 2025 and Wednesday, October 1, 2025
Annual Municipal Tax Sale Workshop Webinar Series is an online three-part workshop offered just before and just after the annual tax sale date. Selling a person’s property at Tax Sale is a big responsibility and includes an element of risk to the municipality. This webinar series will be of interest to all finance officers who want to know the details of tax sale.
WEBINAR
PROCUREMENT TOOLKIT WORKSHOP
Wednesdays, March 5, 12, 19 and 26, 2025
This workshop will provide practical tools such as sample bylaws, policies, forms and procedures to assist local governments in their procurement practices. Participants will obtain a solid understanding of the operational practices of procurement in British Columbia, including risks, laws, policy and trade agreements, procurement procedures and models, and performance measures.
FORUM
ACCOUNTING & AUDITING FORUM
The Accounting & Auditing Forum webinar allows members to learn more about new and changing public sector accounting standards, understand their impact, and hear directly from audit firm partners and standards-setter presenters.
COLLECTORS’ FORUM
The Collectors’ Forum webinar allows municipal tax collectors from across the province to exchange information, discuss current issues, and collaborate with our local government associations and provincial ministry partners on property taxation and assessment matters..
FINANCIAL PLANNING FORUM
The Financial Planning Forum webinar series allows finance professionals from across the province to exchange information, discuss current issues, and collaborate on budgeting and financial planning matters.
INVESTING & FINANCING FORUM
Presented in partnership with the Municipal Finance Authority of BC, the Investing & Financing Forum webinar allows members to learn more about the investing and debt financing tools available to local governments.
Collectors’ Corner:
“I’LL SEE YOU IN COURT!” AGAIN.
AS A FOLLOW UP TO MY COLLECTORS’ CORNER ARTICLE “I’LL SEE YOU IN COURT!” IN THE DECEMBER 2021 GFOABC NEWSLETTER, I CAME ACROSS A COUPLE SMALL CLAIMS COURT (CIVIL RESOLUTION TRIBUNAL) CASES THAT I FOUND INTERESTING.
THE FIRST CASE IS DICKIE V. DISTRICT OF LAKE COUNTRY (2023).
The issues were whether the District negligently failed to inform the applicants of their arrears taxes and also applied an excessive penalty on the unpaid current year taxes. The Tribunal Member found that the District had properly notified the applicants and also charged the appropriate penalty per the legislation, and dismissed the applicants claim. However, the Tribunal Member also noted that the District “did not have discretion to waive the penalty amount or apply a different penalty amount even if the Dickies’ failure to pay their taxes in full was an honest mistake.”
THE SECOND CASE IS SPONG V. THE CORPORATION OF THE CITY OF DUNCAN (2023).
I found this case to be interesting because of the Tribunal Member’s comments relating to the fundamental principles of property taxation. In this case, the applicant said that his property tax increase of 32.5 percent was unreasonable. The issue in this dispute was whether the City negligently assessed his property taxes. The Tribunal Member dismissed the applicant’s claim. However, the Tribunal Member commented on several other fundamental principles of property taxation:
• With regards to addressing the applicant’s property value assessment increase, the Tribunal Member stated that only Property Assessment Review Panels or the Property Assessment Appeal Board created under the Assessment Act may do so.
• The applicant argued that the City’s mayor and council had not followed the Community Charter because they “have given the decisions over to the city clerks”. The Tribunal Member inferred that the applicant argued that City staff have set the tax rates and dismissed his argument.
• The applicant pointed to BC Assessment documents that he said says that “property taxes are set by local government authorities and are not based on property assessments.” The Tribunal Member stated that even if it was possible that BC Assessment had published a document saying that property taxes are not based on property assessments, the City is bound by the Community Charter, rather than by BC Assessment’s informational documents.
• The applicant pointed to a City information sheet, which stated “if your property increased in value by 34 percent, and City Council is proposing a 6.5 percent tax increase, the municipal portion of your property tax will only increase by 6.5 percent.” He said this supported his argument that his property tax increase of 32.5 percent was unreasonable. The Tribunal Member found this statement must be considered in the full context of the information sheet, which also stated “Properties that increase or decrease in value by more or less than the
average will experience changes in their taxes that are more or less than the average increase.”
• The applicant stated that the property tax calculation was incorrect. The Tribunal Member found the applicant’s property taxes likely increased because the percentage increase of his property value was significantly higher than the average increase of 34 percent. The Tribunal Member found the applicant had not proven that the City’s calculation of his property taxes was incorrect.
• The applicant referred to the mayor and council’s conduct by ignoring him, “shirking their responsibility” and “not demonstrating leadership.” The Tribunal Member acknowledged his frustration with the City’s communication with him, or lack thereof, but found he had not proven the City had acted negligently in addressing his concerns.
How many times have you heard any of these complaints or have dealt with any of these issues? These cases provide judicial support to the legislation and reinforces the excellent job you are already doing as municipal tax collectors. Keep up the good work!
DOUG STEIN has worked in municipal finance for over 40 years. He retired from his position as Manager of Revenue Services for the District of Saanich in 2011 and now facilitates GFOABC workshops and webinars and consults on property taxation issues. Doug is very involved with the Collectors’ Forum, is a GFOABC Life Member and a CPA, CMA..
SUPPORTING COMMUNITY GROUPS AMID TAXING TIMES
LOCAL GOVERNMENTS USE PERMISSIVE TAX EXEMPTIONS (PTES) AND GRANTS-IN-AID (GIAS) TO SUPPORT NON-PROFITS, CHARITIES, AND COMMUNITY GROUPS PROVIDING VITAL SERVICES IN RECREATION, ARTS, CULTURE, AND SOCIAL SERVICES. HOWEVER, MANAGING THESE SUPPORTS REQUIRES BALANCING FINANCIAL SUSTAINABILITY WITH COMMUNITY NEEDS. AT A RECENT ONLINE GATHERING OF LOCAL GOVERNMENT FINANCE PROFESSIONALS, MALLORY DENNISTON AND ADAM LANGENMAIER, CFOS FOR THE CITY OF POWELL RIVER AND COURTENAY, RESPECTIVELY, LED A DISCUSSION IN WHICH LOCAL GOVERNMENTS SHARED VARIOUS STRATEGIES FOR OPTIMIZING PTES AND GIAS. A FEW HIGHLIGHTS ARE CAPTURED IN THE ARTICLE THAT FOLLOWS.
TRENDS IN PERMISSIVE TAX EXEMPTIONS
Longer-Term PTE Cycles
Many municipalities are shifting towards multi-year PTE terms instead of annual reviews to reduce administrative strain. For instance, one municipality moved to a four-year cycle, lightening the administrative load on both the city and supported organizations. In another case, a city uses 10-year terms for PTEs on city-owned properties leased to non-profits while applying four-year terms for non-cityowned buildings.
Increased Accountability
As part of an emphasis on transparency, municipalities are requiring more detailed reporting from PTE recipients, ensuring their services directly align with municipal goals, such as social inclusion. Stricter eligibility criteria help municipalities verify that PTE benefits justify the associated tax costs, especially as property values—and forgone taxes—rise.
Sunsetting Exemptions
To prevent dependency and adapt to evolving community needs, some jurisdictions are implementing sunset clauses on PTEs. Think zero-based budgeting for exemptions. Requiring organizations to reapply every few years ensures that exemptions are still aligned with community priorities and allows newer groups a fair chance at support.
GRANT-IN-AID TRENDS
Focus on Equity and Inclusion
GIAs are increasingly prioritizing equity and social inclusion. Municipalities recognize that groups serving marginalized populations or addressing public health deserve targeted support. For example, many GIAs now prioritize organizations focused on youth, housing, mental health, and senior care, helping create more inclusive communities.
Outcome-Based Funding
Municipalities are adopting outcome-based funding models, where grants are awarded based on measurable results. This allows municipalities to track how wellfunded programs meet desired outcomes, such as improving public health or social cohesion, and gives organizations a clearer framework for aligning with municipal goals.
Collaborative and Streamlined Processes
Some municipalities are partnering with regional governments or other NGOs to streamline the grant process (in some instances even outsourcing the administration of the process to a local community foundation) ensuring that funds are distributed effectively while reducing administrative duplication.
This collaborative approach optimizes limited resources and maximizes the impact of GIAs.
Balancing Financial Sustainability with Community Needs
Municipalities face pressures on budgets from factors like aging infrastructure, climate adaptation, and increasing social service demands. To avoid compromising other priorities, many have capped the total value of PTEs and GIAs as a percent of taxation revenue or are integrating these supports into long-term asset management plans, ensuring they are part of a broader fiscal strategy.
The “Single Number” Approach
An emerging trend is the “single number” approach for reporting total support provided to community groups through all mechanisms, including PTEs, GIAs, and in-kind contributions. This brings transparency to the aggregate support given to these groups and strengthens their position when seeking additional funding. For instance, in Rossland, the local museum receives contributions through various channels: grant-in-aid ($57K), in-kind support ($37K), and a PTE valued at $43K.This undermines their potential by leaving $80K in measurable support unrecognized/ undisclosed on their financial statements and annual reporting! Arguably, a better overall approach would be to shift the value of the permissive tax exemption into the City’s grant in aid contribution to the museum, as it would a) provide the museum with greater certainty over funding and a larger direct contribution b) would eliminate the volatility of offering a permissive exemption for which the value is largely out of the control of the City and c) help the museum build a stronger case for leveraging additional funding.
This approach also benefits municipalities by improving transparency and allowing stakeholders to better understand the full scope of community support. While not without risks, such as focusing too narrowly on financial costs, it provides clarity and potentially boosts the impact of municipal support by enhancing the leveraging power of these organizations.
CONCLUSION: STRATEGIC INVESTMENTS FOR THRIVING COMMUNITIES
As municipalities in BC refine their PTE and GIA frameworks, it is critical to maintain a balance between fiscal responsibility and community impact. Trends like longer-term PTEs, outcome-based GIAs, and the “single number” approach reflect a move toward efficiency and transparency. Yet, decisions should always be informed by the broader goal of fostering sustainable, inclusive, and thriving communities.
PTEs and GIAs are more than budgetary considerations; they are strategic investments in community well-being. Local governments must continue to view these supports as essential to building resilient, equitable communities that enhance social, cultural, and public health outcomes.
MIKE KENNEDY , CPA, CA is the coffee-powered Chief Financial Officer of the City of Rossland, British Columbia and is honoured to serve on GFOABC’s Board of Directors.
NAVIGATING EARLY PAYOUTS
THANK YOU TO EVERYONE WHO ATTENDED THE OCTOBER INVESTMENT AND FINANCING WEBINAR. IT WAS SUCH A JAM-PACKED SESSION THAT WE RAN SHORT ON TIME, SO I THOUGHT I WOULD TAKE THIS OPPORTUNITY TO HIGHLIGHT AN IMPORTANT TOPIC THAT WAS BRIEFLY TOUCHED ON: THE EARLY PAYOUT (EPO) OF LONG-TERM LOANS.
As you may know, we have been refining our EPO policies at MFA over the last few years. Our goal is to provide flexibility without negatively impacting other borrowers, damaging our cooperative borrowing program, or being overly administratively burdensome.
MFA loans are not like traditional bank loans or mortgages. Their unique structure, which allows for lower rates through pooled debenture borrowing and the
benefit of actuarial credits, comes with added complexity to safely invest and manage the sinking funds, ensuring targets are achieved, and that they are fairly administered.
When you make a loan request with specific instructions (e.g. amount and amortization period), we use that information to decide how best to finance the overall package of loan requests. This involves selling debentures to raise funds (5, 10 or 20-year terms), setting the actuarial rates and determining how principal payments are invested to meet actuarial targets.
If an EPO is requested on a 20-year loan at the end of year 10, the underlying debt must be reduced accordingly. Sinking funds that were invested out (assuming the funds were needed to repay debt in 20 years) need to be liquidated. This introduces volatility from potential gains or losses on those investments when sold, as we typically buy and hold investments to maturity in our sinking funds.
It is important to note that we are committed to a fair and transparent process. We must individually review each request and its impacts before approving any EPO.
We consider the following factors when evaluating a request:
1. Timing – EPOs can only be processed at rate reset (refinancing dates), as we have committed to paying investors until the underlying debt matures. Debt and loans are not always perfectly aligned (we may refinance the underlying debt earlier than the posted loan refinancing date). The earlier you submit your request, the more likely it will be approved. We recommend sending in your request six months before the posted refinancing date.
2. Amount – The larger the request, the harder it is to unwind investment decisions without negatively impacting other borrowers. A large (or large relative to
the rest of the loans in the issue) EPO could seriously impair the sinking fund for the remaining loans in the package. Please note that we do not accept partial payouts; we only accept full payouts.
3. Actuarial by Term – In 2023, we began setting actuarials by term. Before 2023, we used the same actuarial rate for all loans regardless of term length. The longer the term, the longer we have to invest; therefore, the higher the actuarial credit should be. The new methodology ensures better alignment; however, if a loan is paid out early, the borrower will have received a higher credit than they should have. If this happens, we intend to impose adjustment factors at early payout to make up the difference and avoid penalizing other borrowers.
For more information on what to include in an EPO request, please visit our website: https://mfa.bc.ca/ clients/early-payout-long-term-loans.
Please let me know if you have any questions about EPOs or borrowing and loans in general. I am always available to help
LAUREN KERR
Authority as their Credit and Compliance Officer in 2017. She is responsible for short-term and equipment financing loan approvals and ensuring legislative compliance of all documents required for long-term borrowing. Before joining the MFA, Lauren worked for the Ministry of Municipal Affairs for eight years in a variety of positions, ending as a Senior Financial Officer. While at the Ministry, she worked with many local governments to find creative ways to resolve local issues. When she is not helping clients navigate the local government finance system, she is generally being bossed around by her German Shepherd Cruzr or her nephew Rider (a Frenchie).
Funding the Future of BC’s Local Governments
OUR SUSTAINING EDUCATION ALLIANCE WITH GFOABC PROVIDES FUNDING FOR:
WITH PS 3280 – ASSET RETIREMENT OBLIGATIONS (“ARO”) NOW IN EFFECT, MUNICIPALITIES ACROSS BRITISH COLUMBIA ARE RETHINKING HOW THEY ACCOUNT FOR FUTURE COSTS TIED TO RETIRING AND MANAGING PUBLIC ASSETS. WE WILL EXPLORE HOW EFFECTIVE ARO MANAGEMENT SUPPORTS MUNICIPAL OBJECTIVES AND LOOK AT PRACTICAL SCENARIOS TO ILLUSTRATE THE REAL IMPACT OF ONGOING MEASUREMENT.
WHY SUBSEQUENT MEASUREMENT MATTERS FOR ASSET MANAGEMENT
Accurate ARO assessment is foundational to proactive asset management and should be viewed as more than a compliance exercise. By embedding ARO updates into asset lifecycle planning, municipalities gain a clearer picture of their liabilities, supporting sound budgeting, risk mitigation, and long-term resilience.
Subsequent measurement allows municipalities to reassess AROs regularly to reflect changes in:
• Legislation: New environmental regulations, for example, may increase compliance costs or introduce new retirement requirements, necessitating adjustments to the ARO.
• Market Conditions and Inflation: Rising costs for labor and materials directly impact the estimated future outlays associated with asset retirement. Regularly updating cost estimates is essential to ensure accurate financial statements.
• Technological Advancements: Innovations in asset decommissioning can either raise or lower cost estimates depending on how they alter the complexity or efficiency of retirement processes.
• Discount and Inflation Rates: As these rates fluctuate, they affect the present value of AROs, particularly for long-term liabilities.
• Partial or Full Demolition of Buildings: When municipalities partially demolish or fully retire a structure, ARO estimates must be updated to reflect actual costs incurred. Accurate tracking is crucial for recognizing gains or losses if actual retirement costs differ from the estimated liability.
• Asset Conditions: Examples include updates in building condition or use (e.g., an active building transitioning to inactive) can affect the timeline and cost of asset retirement. Incorporating these changes ensures ARO estimates stay aligned with the asset’s current state and projected retirement costs.
INTEGRATING AROS INTO LONG-TERM FINANCIAL AND ASSET MANAGEMENT STRATEGIES
The PS 3280 framework encourages municipalities to incorporate ARO data into their broader asset management and financial planning efforts. Municipalities with an ARO-aware approach can better anticipate retirement costs, strategically allocate resources, and avoid budgetary surprises.
To do this effectively, municipalities should:
1. Build a Remediation Cost Database: A robust record of past remediation costs serves as a reference point for estimating future AROs, especially when dealing with complex assets. Over time, this database becomes a critical tool for refining estimates and improving auditability.
2. Engage Stakeholders: Collaboration with internal and external stakeholders—including councillors, third-party engineering companies and facilities— builds shared understanding around ARO obligations. By making ARO updates a regular part of asset management discussions, municipalities can create estimates that reflect both operational needs and public expectations.
3. Maintain
Transparent Financial Reporting:
Aligning AROs with clear reporting practices provides transparency, fostering confidence among stakeholders. Tracking adjustments to liabilities—like changes in asset status, updated cost estimates, and legislative impacts—ensures disclosures accurately capture the municipality’s financial position.
In conclusion, effective post-adoption management of PS 3280 for AROs is fundamental to a municipality’s financial health and regulatory compliance. By continually monitoring AROs and updating estimates to reflect new information, municipalities can navigate the complexities of AROs, fostering financial stability and public trust.
DANA HASSOUN is a Senior Manager at KPMG in Accounting Advisory, with over 10 years of experience. She specializes in complex accounting, particularly PS 3280 Asset Retirement Obligations, serving public sector clients. Dana’s collaborative approach and strong analytical skills ensure exceptional value and outcomes for all her engagements.
THE UBCM GROUP BENEFITS PLAN CONTINUING EDUCATION
THE UBCM GROUP BENEFITS PLAN IS PLEASED TO ANNOUNCE A SERIES OF CONTINUING EDUCATION WEBINARS THAT HAVE TAKEN PLACE IN PARTNERSHIP WITH PACIFIC BLUE CROSS.
In November, we offered two webinars, with the first being Mental Health Basics for Leaders led by Dr. Julie Clayton, registered clinical counselor, certified trauma therapist, and clinical director. This lunch and learn provided leaders with the tools they need to protect and promote mental health at work. It included tools and resources to assess when someone is developing a mental health problem or approaching a mental health crisis. Discussions taught participants how to identify where psychological hazards may be present in the workplace and how people leaders can respond to create workplace environments that foster mental and emotional wellness.
The second in our webinar series focused on disability management basics for leaders. People leaders play a major role in supporting employees to return to work after
a health issue. How a leader responds to the employee, especially when they are first informed about the health issue is an important predictor of return-to-work success and the overall duration and costs of the leave.
Looking into 2025, the first of our continuing education brings Dr. Julie back to discuss post pandemic stress. Since the COVID-19 pandemic, mental health conditions have been exacerbated, leading to increased anxiety, depression, stress, and burnout. Social isolation, economic uncertainty, environmental vulnerabilities and health fears have directly contributed to this surge. In the midst of this, substance-related challenges have intensified as many Canadians have sought to find coping solutions for heightened levels of stress. Employees report higher rates of burnout, with the shift to remote work leading to blurred boundaries between work and personal life. We invite you to join us for this one-hour webinar as we consider the fullness of this post-script narrative and its implications for mental health where you live and work. Register online today to join us on Wednesday, February 19th.
The UBCM Group Benefits Plan is always looking for input on continuing education, and what our members would like to see. We invite you to share your feedback via e-mail to groupbenefitsplan@ubcm.ca.
ABOUT THE AUTHOR: This article has been drafted on behalf of the UBCM Benefits Plan, a collective of approximately 130 municipal and affiliated groups across British Columbia. If you have any questions about the Plan, please contact the Plan’s administrator (GroupBenefitsPlan@ubcm.ca) to assist you.
GETTING A GRIP ON CANADA’S TOP CLIMATE COST :
MUNICIPAL FLOODING
Flooding is the costliest climate hazard in Canada and the Intact Centre on Climate Adaptation at the University of Waterloo is leading the way to support municipalities with the Municipal Flood Risk Check-Up. The Check-Up is designed to help Canadian municipalities assess flood hazards, level of flood preparedness, and actions to limit future flood risk.
Completion of the Check-Up is an excellent first step in the flood risk management journey, as well as providing an easy way to benchmark and monitor progress.
“When it comes to reducing flood risk, actions speak louder than words. Identifying a full range of actions as part of a municipality’s flood risk management toolbox is challenging for many communities – that is the gap the Check-Up is designed to fill.”
– Joanna Eyquem, lead author of the Check-Up and Managing Director, Climate-Resilient Infrastructure, Intact Centre on Climate Adaptation
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Driven by irreversible climate change, flood risk will continue to grow. Flooding was a large contributor to well over $7 billion in insured losses in 2024 according to the Insurance Bureau of Canada. Now is the time to implement flood hazard assessments and on-theground actions to better prepare your municipality for heavy rainfall, river and coastal flooding. Actions include upgrading critical infrastructure, avoiding development in high-risk areas, and working with natural assets, like wetlands, to soak up, slow down, and store stormwater.
“Understanding your environment and your exposure to existing or emerging flood risk factors is key to a successful climate risk management strategy. The CheckUp is an important building block and first step in this process. Partnering with the Intact Centre to develop the Check-Up is one of many ways we’re committed to helping communities become more climate resilient.” Jessica Jaremchuk, Vice President, Risk Management Services, Intact Public Entities
10 Reasons to Complete the Municipal Flood Check-Up:
1. Gain an understanding of flood exposure, even where flood mapping is not available.
2. Benchmark and document current flood preparedness by drawing on Canadian guidance and standards.
3. Document progress towards reduction of municipal flood risk over time.
4. Access a library of key resources on flood risk and preparedness, including National Standards of Canada.
5. Demonstrate municipal flood preparedness to interested parties.
6. Prioritise actions for different flood types and at different scales.
7. Inform future investment planning and funding applications.
8. Anticipate and answer questions that may be asked by municipal insurers in developing insurance policies.
9. Contribute to objectives and targets identified in Canada’s National Adaptation Strategy.
10. Support municipal staff and service delivery.
We all play a pivotal role in building more climate resilient communities and we cannot ignore the risks and impacts of extreme weather. Let’s take charge together and tackle the growing risk of flooding.
Don’t stop there, accelerate your municipality’s climate adaptation efforts through the Intact Municipal Climate Resiliency Grants – a program dedicated to helping communities address the impacts of climate change and protect people from floods and wildfires by funding projects that explore concrete solutions to make our communities, people and economy more resilient.
To start your municipality’s Municipal Climate Resiliency Grants application and learn more about the program, click here. The deadline for submissions is January 31st, 2025!
!Visit intactcentreclimateadaptation.ca to learn more and download the Municipal Flood Risk Check-Up. .
JESSICA JAREMCHUK is Intact Public Entities’ Vice President, Risk Management Services with over 10 years’ experience helping municipalities and community service organization understand their unique risk environment and developing risk management tactics. Driven by a passion for educating, Jessica shares her knowledge and expertise delivering seminars, authoring articles and providing valuable insights to a variety of panels and conferences across Canada.
JOANNA EYQUEM is an internationally recognized leader in climate adaptation and nature-based solutions, with 25 years experience in Europe, North America and Western Africa. Her work at the Intact Centre focuses on reducing flooding, erosion and heat risk, in particular working with nature and the financial sector. In addition, Joanna serves on over 30 boards and committees, including as Chair of the Board for the Natural Assets Initiative. Joanna is bilingual and typically featured in over 150 media features a year (in English and French).
It’s all in the details.
Especially when we’re talking municipal insurance –it’s what we live and breathe.
A policy is a policy, except when it’s not. We understand that your municipality requires so much more. With IPE in your corner, we can maximize risk mitigation and enhance the safety and resiliency of your community with our value added services.
Our team of experts are here to deliver a sustainable and trusted insurance program that is as unique as your municipality.
To learn more visit us at intactpublicentities.ca
FUTURE TRENDS IN MUNICIPAL FINANCE
THE LANDSCAPE OF MUNICIPAL FINANCE IS ALWAYS CHANGING. THE TRADITIONAL STABILITY OF MUNICIPAL REVENUE STREAMS IS STRUGGLING AS FACTORS LIKE GLOBALIZATION AND AUTOMATION REDEFINE HOW LOCAL GOVERNMENTS GENERATE REVENUE AND MANAGE BUDGETS. AS GLOBAL COMPETITION INTENSIFIES, MUNICIPALITIES MUST STRATEGICALLY POSITION THEMSELVES TO ATTRACT INVESTMENT, TALENT, AND FUTURE-STABLE REVENUE STREAMS.
New technologies, such as AI, have rapidly disrupted long-standing revenue bases both directly and indirectly. Industries reliant on manual labour, like manufacturing, are evolving towards service-oriented models, resulting in fewer jobs and diminished tax revenues. To navigate these challenges, municipalities need to focus on emerging civic technology trends to ensure that they remain competitive and focused on the future.
Check out our top 5 trends to watch in municipal finance.
TREND #1: NEW TECHNOLOGY
It almost goes without saying, but the role of technology is always going to be an emerging (and ever-changing) trend. It’s becoming increasingly important for municipalities to shift from outdated systems to more sophisticated, cloudbased solutions that offer better efficiency and enhanced citizen engagement.
Take, for example, the implementation of a modern, cloud-based citizen-facing portal. This type of platform can streamline services, provide real-time updates, and facilitate seamless communication between citizens and their local government.
TREND #2: EFFICIENCY THROUGH AI
With the rising costs of public services and limited resources, municipalities must find innovative ways to deliver services more efficiently. This is where technology again plays a crucial role. With the rapid launch of AI, we felt that it needed its own section.
Automating administrative tasks, leveraging data analytics for decision-making, and employing AI to manage resources are just a few ways municipalities can cut costs without compromising on service quality. Staying on top of this new technology is crucial— not just in the interest in efficiency, but in the interest of information and data security.
TREND #3: NAVIGATING ECONOMIC UNCERTAINTY
Whether it’s the impact of trade wars, fluctuations in currency values, or changes in federal funding, local governments must be prepared to adapt their budgets through the highs and lows of economic uncertainty.
To mitigate these risks, municipalities need comprehensive strategic financial planning. This could involve things like closely monitoring economic indicators, applying for federal government grants, seeking alternative funding options, or forming publicprivate partnerships (PPPs) to diversify revenue streams. By doing so, local governments can better withstand economic shocks and continue to provide essential services to their communities. PPPs and alternative funding models are becoming increasingly popular as municipalities look for ways to fund large projects without overburdening taxpayers.
TREND #4: CLIMATE CHANGE
Municipalities are at the forefront of dealing with the impacts of climate change and natural disasters. From flooding to wildfires, the financial toll on local governments can be immense.
Implementing predictive analytics and risk management tools can help prepare for and mitigate these risks. By analyzing historical data and current trends, local governments can make informed decisions that protect their communities and budgets.
TREND #5: CITIZEN ENGAGEMENT
One of the most recent trends in municipal finance is the implementation of cloud-based portals that offer citizen engagement in the form of personalized dashboards for property tax, utility billing information, community venue rental, and the like. These portals offer real-time updates to keep citizens informed about important changes and updates, facilitate seamless communication between citizens and government officials, and improve service accessibility by providing a one-stop-shop for accessing various municipal services.
The future of municipal finance is promising yet challenging. By adopting new technologies, engaging in strategic planning, and fostering PPPs, municipalities can not only overcome current challenges— but thrive in the face of future uncertainties.
ELIZABETH GILES is a seasoned writer with over 10 years’ experience in the enterprise software industry, specialising in municipal and local governments. Driven by her passion for public sector innovation, Elizabeth is dedicated to empowering municipalities to leverage technology for greater efficiency and community impact.
LEVERAGING GROUP PURCHASING FOR PUBLIC WORKS PROCUREMENT: A CASE STUDY OF THE CITY OF FORT ST. JOHN
AS LOCAL GOVERNMENTS, PUBLIC SECTOR ENTITIES, AND NOT-FOR-PROFITS STRIVE TO STRENGTHEN OPERATIONS, GROUP PURCHASING CONTINUES TO PROVIDE AN INNOVATIVE APPROACH THAT NOT ONLY ENHANCES PROCUREMENT EFFICIENCY BUT ALSO FORGES STRONGER PARTNERSHIPS AND EXTENDS STRATEGIC VALUE. THE CITY OF FORT ST. JOHN EXEMPLIFIES HOW GROUP PURCHASING CAN OPTIMIZE PUBLIC WORKS, DEMONSTRATING A COMMITMENT TO PURPOSE, INNOVATION, AND FISCAL RESPONSIBILITY. THIS ARTICLE DELVES INTO THE CITY OF FORT ST. JOHN’S SUCCESS AND ILLUSTRATES HOW LOCAL GOVERNMENTS CAN LEVERAGE GROUP PROCUREMENT TO BUILD OPERATIONAL RESILIENCE AND ENSURE LONG-TERM COMMUNITY IMPACT.
DRIVING EFFICIENCY AND STRATEGIC VALUE IN PUBLIC WORKS
Public works departments play a critical role in maintaining community infrastructure, from roadways and water systems to parks and public spaces. This mission requires swift access to quality equipment and services. Traditional procurement, often hindered by lengthy tender processes, can delay the acquisition of essential supplies, affecting response times for both daily operations and emergencies. Group purchasing offers a collaborative alternative, significantly reducing procurement timelines and improving access to trusted suppliers, which is essential for ensuring continuity of services and strategic resource management.
KEY BENEFITS OF GROUP PROCUREMENT FOR PUBLIC WORKS
For public works, group procurement enables departments to navigate operational challenges while aligning with the financial stewardship goals central to local government, including:
1. Accelerated Access to Resources: Municipalities, like the City of Fort St. John, benefit greatly from expedited access to critical equipment and supplies through group purchasing. By collaborating with a Group Procurement Organization (GPO) such as Canoe, public works departments gain equitable access to essential resources, leveling the playing field with larger municipalities in securing priority goods and services.
2. Streamlined Procurement Processes: The City of Fort St. John has leveraged group procurement to eliminate barriers typical of traditional procurement, such as limited vendor responses and prolonged tendering cycles. Canoe’s pre-vetted supplier network allows public works departments to reduce delays and focus on delivering essential services, ultimately fulfilling their commitment to community resilience.
3. Enhanced Supplier Relationships: Through Canoe, the City of Fort St. John was able to work with industryleading suppliers, enabling the city to source highquality products, ensuring they receive the same quality of products and services as larger entities. This approach empowers smaller entities to maintain standards of excellence while ensuring consistency and stability, even amidst market fluctuations.
FORT ST. JOHN’S SUCCESS: A CASE STUDY IN COLLABORATIVE INNOVATION
In 2023, the City of Fort St. John’s public works department utilized Canoe’s group procurement network to acquire essential heavy equipment, including a motor grader, excavator, and Toolcat, all within budget. The benefits extended beyond financial savings, including:
• Ease of Procurement: By using a streamlined process, the public works team could focus more on infrastructure management rather than navigating complex procurement protocols.
• Consistency and Price Stability: Group procurement enabled the City of Fort St. John to secure competitive pricing, maintaining budget stability during a period of high inflation. Canoe’s collective buying power enabled the city to procure essential equipment at costs similar to those available to much larger municipalities.
Tailored Benefits for Diverse Community Needs
The power of group procurement lies in its adaptability to the unique needs of different entities. For the City of Fort St. John, cost efficiency was paramount, while other communities may prioritize rapid access to emergency equipment or working with high-quality suppliers. Group procurement offers the flexibility to meet each
municipality’s goals, driving strategic value through partnership and collaboration.
The City of Fort St. John’s success underscores the impact of group procurement as a strategic tool that empowers municipalities to enhance their procurement practices. By embracing group purchasing through organizations like Canoe, local governments can reinforce their capacity to address both present and future community needs. Through collaboration and innovative approaches to procurement, local government are not only optimizing procurement but also contributing to the resilience and sustainability of their communities.
To learn how group procurement could benefit your public works department, visit canoeprocurement. ca or reach out to Kim Thiessen, Canoe’s regional contact for British Columbia, at 250.215.1818 or kim@civicinfo.bc.ca.
ABOUT THE AUTHOR: The Canoe Procurement Group of Canada is a Canadian group procurement organization that collaborates with municipal associations across the country, including CivicInfo BC, to support public sector and registered non-profit organizations through mutually beneficial, trade-compliant procurement contracts and relationships with suppliers. In operation since 1936, Canoe is wholly owned and operated by its membership through a not-for-profit municipal association.
FIRE SERVICES: A LOOK AT BC LOCAL GOVERNMENTS’ BUDGETS
IN SEPTEMBER, LOCAL GOVERNMENTS ACROSS BRITISH COLUMBIA WERE SURVEYED REGARDING FIRE SERVICES IN THEIR COMMUNITIES. FIFTY (50) BC MUNICIPALITIES AND REGIONAL DISTRICTS RESPONDED, PROVIDING VALUABLE INSIGHTS INTO HOW THIS ESSENTIAL SERVICE IS FUNDED. THE AVERAGE POPULATION OF RESPONDING LOCAL GOVERNMENTS WAS 20,573 WITH A MEDIAN POPULATION OF 5,150.
FIRE SERVICES BUDGETS: A KEY MUNICIPAL PRIORITY
Municipalities reported that their fire services budgets represented between 1.3 percent and 19 percent of their overall municipal budgets, with an average of 9.4 percent and a median of 9.0 percent. In comparison, regional districts, which also provide fire services for some municipalities, reported their fire services budgets accounted for 2.7 percent to 8 percent of their total budgets.
On a per capita basis, the average fire services budget was $467.80 per resident, with a median of $221.71. This per capita investment reflects the level of resources required to maintain readiness and ensure public safety.
Table 1: Average Fire Service Operating Budget by Population Size
Table 2: Median Operating Budget by Population Size
FIRE SERVICES: TRAINING BUDGETS
Local Governments reported that training accounted for an average of 5 percent of their fire services budget, with a median of 3 percent of their fire services budget.
Table 3: Average Fire Services Training Budget by Population Size
THE NEXT QUARTERLY QUESTION WILL SURVEY FINANCIAL SOFTWARE SOLUTIONS
Table 4: Median Training Budgets by Population Size
FIRE SERVICES MANAGEMENT: IN-HOUSE OR REGIONAL DISTRICT?
Ninety-one (91) percent of municipalities reported managing their fire services in-house, while 9 percent receive fire services from their regional districts. Municipalities receiving fire services from regional districts typically serve smaller populations, averaging 2,375 residents
Please use this link to be a contributor.
This short survey should take 3-5 minutes to complete.
Detailed results for this survey can be obtained by emailing surveys@ civicinfo.bc.ca
If you would like to contribute topics for upcoming questions, please contact office@gfoabc.ca or call (250) 382-6871.
CALL FOR MARCH NEWSLETTER
MEMBER ARTICLE TOPIC IDEAS
THE DOLLARS & SENSE PERSPECTIVE NEWSLETTER COVERS THE LATEST TRENDS AND TOPICS IN LOCAL GOVERNMENT FINANCE. PARTNERS, SPONSORS AND EXHIBITORS PROVIDE CONTENT OF INTEREST TO LOCAL GOVERNMENT FINANCE PROFESSIONALS, AND GFOABC COMMUNICATES ITS PROFESSIONAL DEVELOPMENT CALENDAR. BUT IT IS ALSO A GREAT VEHICLE FOR MEMBERS TO SHARE THEIR AMAZING WORK WITH A WIDE AUDIENCE!
Is there a project or experience in your community of interest to local government finance professionals? The Dollars & Sense Perspective newsletter is an opportunity for members to highlight their work! Submit an article and share the knowledge you have gained with local government colleagues.
The topics of past articles by members are varied. These include mental health, inclusiveness, public engagement and budget communications. As you know, finance professionals are responsible for more than numbers and have opportunities to effect change outside the narrow focus of accounting. So, share these stories and inspire others!
There are also opportunities to leverage article topics into our Annual Conferences, workshops, and webinar presentations – creating in-depth conversations and showcasing local government finance leaders.
To contribute an article:
• Article in word format (Approx 500 words)
• Photo or image for your article (optional)
• Author(s) Bio (50-word max), Photo, and Organization’s logo
• The article’s content should be “thought leadership” and address a challenge or opportunity related to the local government sector.
The Government Finance Officers Association of British Columbia (GFOABC) is YOUR professional Association – representing approximately 1,000 individuals at municipalities, regional districts and improvement districts across the province. This diversity creates lots of examples of problem-solving and support in large and small communities.
Call for topic ideas are due January 22, 2025. Contact us if you would like to submit a topic for consideration, or have any questions!
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