GFOABC Dollars & Sense – September 2024 - Issue 128
I am excited to be writing this message with all that is underway this fall. It is indeed a time for new partners to come together to solve common problems.
The importance of GFOABC being present for conversations was proven once again to me in my recent trip to lovely Yakima, Washington for the annual Washington Finance Officers Association conference. As a result of reciprocal agreements with other Finance Officer associations, Board executives travel to other conferences to connect, enrich and build capacity.
Local governments have a lot to share. Although there are differences in how levels of government are defined and in legislation, municipalities in Washington State, the Province of Ontario and elsewhere are dealing with the same issues. It’s in sharing our collective wisdom that we move forward.
Key takeaways from my most recent trip include how senior levels of government work together with municipal Finance Officers to educate, create common standards, approach continuous improvement and battle security and fraud risks.
I was so inspired to hear about one such example, where, because of taxpayer vote, a percentage of state
sales tax is dedicated annually to fund a Center for Government Innovation, which is designed to be on call for local governments as they navigate their own operations improvements. The Center provides on-call experts in the areas of internal controls, procurement, financial reporting, cybersecurity and more. The Center demonstrates how economies of scale can deliver much needed skill sets to local governments, which would not be possible individually.
As I look forward in my own organization to cost pressures and a well-known infrastructure funding gap, I am inspired to think what could be possible if our own sharing were to expand along these lines. I see opportunities in shared services, on-call continuous improvement expertise, job evaluation and cyber security. (Not ashamed to own that this likely spawns from my background at the Capital regional District).
You as the reader probably have your own list.
Beyond my key takeaways, this past trip also was a great success in GFOABC being invited to join the western US partnership, made up of the States of California, Oregon, Washington and Alaska. This group is joining forces to navigate our shared challenges in supporting local government responses to affordable housing, wildfires, and aging infrastructure.
As I look forward, I am excited about what is underway and my opportunity to share it with you, the membership. This is what I get to do
as a Board member! Getting to see our strategic visions of knowledge sharing enhance our profession over time is so rewarding.
So, I think it is appropriate to close this quarter’s message drawing attention to our annual Board of Director Expression of Interest, which is on page 33 of the newsletter. This process is open to all individuals working at a member local government and provides an opportunity for local government finance professionals to get involved in board and committee work in areas like member services, education and external relations.
I wish you all a smooth fall and I look forward to sharing exciting news about the upcoming conference in May 2025.
Rianna Lachance, GFOABC President
GFOABC STAFF
Kala Harris, Executive Director
Matt Holme, Manager, Member Services & Communications
Kelly Lownsbrough, Fraser Valley Regional District
Charlotte Osborne, City of Cranbrook
Rianna Lachance District of Oak Bay PRESIDENT
Julia Aspinall City of Vancouver VICE PRESIDENT
Talitha Soldera District of North Cowichan SECRETARY
Corinne Bomben City of Prince Rupert TREASURER
Nyla Attiana District of Tofino PAST PRESIDENT
Nicole
DIRECTOR
Dave Hallinan City of Kamloops DIRECTOR AT LARGE
Elio Iorio District of North Vancouver DIRECTOR AT LARGE
Mike Kennedy City of Rossland DIRECTOR AT LARGE
DIRECTOR
Jeffrey
City of Port Coquitlam DIRECTOR AT LARGE
Kelly Lownsbrough Fraser Valley Regional District DIRECTOR AT LARGE
Charlotte Osborne City of Cranbrook DIRECTOR AT LARGE
THE VIRTUOUS CIRCLE OF LEADERSHIP
A virtuous circle is a situation in which once one good thing starts happening, other good things happen, resulting in the first good thing continuing to happen.
Each August, we welcome roughly thirty-six local government finance officers and staff to the growing ranks of Boot Camp alumni. Each year, Boot Camp participants are introduced to facilitators who take time away from their busy desks and communities to support this program as those before them have done and for which they have benefited. Their return as facilitators is how they give back to a system that helped set them up for success. Boot Camp is a virtuous circle of leadership in action.
This year, we were excited to see our new Strategic Financial Leadership program manifesting in the virtuous circle. We were thrilled to have Carolyn Brown, Chief Financial Officer from the Town of Golden, join the ranks
of Boot Camp facilitator, and Justin Brogan, Financial Analyst from the City of Rossland, cook up some sweet data visualizations using PowerBi and LGDE data, and Mallory Denniston, Chief Financial Officer for the City of Powell River, participate in GFOA US & Canada’s Best Practices Forum. Strategic Financial Leadership is a virtuous circle of leadership in action.
Essentially, the association itself is a virtuous circle of leadership. It is positioned and reflects the collaborative nature of the sector and sector partners in its strategic vision and plan beyond programming. It underpins the governance structure and how the work of the standing committees is undertaken. Local government finance professionals take time to support the work of the association that supports them and their teams.
Helping to ensure that the association’s services, programs, and benefits are aligned with the needs of
the sector, their communities, and their organizations, board members share their experiences, challenges, and triumphs to help each other and the association leverage the knowledge shared to ensure that needs are being met and anticipated. This member-to-member knowledgesharing shapes the association’s culture and how the work is undertaken through the committees.
Through the executive committee’s work, members have the opportunity to explore the sector beyond their day-to-day roles and collaborate with our sector partners and other provincial and state finance officers through our association partners, such as GFOA US & Canada, the Municipal Finance Officers Association of Ontario, and the Washington (State) Finance Officers Association. The more experience the executive members share with our partners and their colleagues outside of BC, the stronger the association’s value proposition and public sector purpose becomes.
The annual conference is where it can all come together. Staff, board and committee members, and sector partners are crucial to circle logistics. To amplify the circle’s potential, we are focused hard on ensuring that the sessions represent the challenges and opportunities expressed by local governments. To do this, we are activating the board and committees in session planning, leveraging strategic support from our partners, and reaching out to the membership.
DEB HUMPHREY SCHOLARSHIP AWARD
The Deb Humphrey Scholarship award is presented at Boot Camp each year. Deb worked in the Local Government Branch of the Province for many years. Sadly, she lost her battle with cancer in 2014. She loved Boot Camp and was instrumental in establishing it.
Membership plays a vital role in amplifying the circle’s potential at the conference. For example, we were excited to receive Terry Martens’s Innovative Budgeting Techniques topic submission. As the Manager of Financial Planning and Reporting, Terry helped us develop a forum session comprised of all local government finance officers and managers, including himself. This memberto-member session was a huge success by all accounts. It helped set the stage for another budgeting forum session and provided the impetus to launch the Financial Planning Forum webinar.
The virtuous circle of leadership is vital to the association’s strategic vision of being the leading knowledge-sharing source that empowers local government financial excellence.
If you want to know more about how your association is responding to your needs or how you can help amplify the virtuous circle of leadership, consider volunteering on the board, in committees, as a program facilitator, engaging in the online forum, participating in programming, writing newsletter articles, nominating a member for an award, submitting a conference topic, etc.
Kala Harris, Executive Director
The scholarship is awarded to an individual who is engaged at Boot Camp. This year’s winner is KRISTIE MOUDAHI of the DISTRICT OF KITIMAT.
Kristie has won a complimentary registration to the 2025 Annual Conference. Congratulations Kristie!
FROM LEARNER TO LEADER:
EMBRACING THE INSTRUCTOR
ROLE AT BOOT CAMP
I SURPRISED MYSELF THIS YEAR BY SIGNING UP TO BE A FIRST-TIME INSTRUCTOR FOR BOOTCAMP 2024. TYPICALLY, I PREFER STAYING OUT OF THE SPOTLIGHT, SO THIS LEAP WAS A SIGNIFICANT STEP FOR ME. I CAN ONLY ATTRIBUTE THIS NEWFOUND CONFIDENCE TO MY RECENT COMPLETION OF GFOABC’S STRATEGIC FINANCIAL LEADERSHIP COURSE, WHICH HAS BEEN INSTRUMENTAL IN MY GROWTH BOTH PROFESSIONALLY AND PERSONALLY.
My own journey with Boot Camp began in 2015, shortly after I became the Deputy CFO for the Town of Golden. At that time, the immersive nature of Boot Camp provided me with a comprehensive introduction to municipal finance and invaluable networking opportunities. I left feeling far more prepared to face the challenges ahead.
The impact of this initial experience, coupled with my belief in the importance of continuous learning and networking, influenced my decision to return to Boot Camp as an instructor. I was eager to contribute to the supportive environment that had been so beneficial to me.
Once on board, I found the GFOABC staff to be incredibly supportive, providing a wealth of resources to help me prepare. The latest Boot Camp guidebook and previous year’s slides were essential tools that helped me feel confident and prepared. Partnering with Tania McCabe, an experienced presenter with both municipal and regional district experience, was also immensely beneficial.
Carolyn Brown, Director of Finance and CFO at the Town Golden (left), partnered with Tania McCabe, Director of Financial Services at the Central Okanagan Regional District (right) to deliver the Boot Camp Day 1 session titled, “The Role of the Finance Officer.”
Reflecting on my journey from a first-time participant to an instructor at Boot Camp 2024, I am reminded of the profound impact ongoing professional development can have on our careers. Teaching at Boot Camp has been immensely rewarding, allowing me to give back to a community that once supported me.
The preparation, interaction with fellow professionals, and the opportunity to share insights have reinforced my own learning and deepened my appreciation for the collaborative spirit driving municipal finance. This experience underscores the value of continuous learning and the importance of fostering environments where knowledge and experience are shared.
"Reflecting on my journey from a firsttime participant to an instructor at Boot Camp 2024, I am reminded of the profound impact ongoing professional development can have on our careers."
Looking ahead, I am excited to continue contributing to and learning from this dynamic field. I encourage others who have benefited from programs like Boot Camp to consider how they might also give back, whether through teaching, mentoring, or other forms of engagement. Investing in the next generation ensures that our field continues to evolve and improve, reflecting the collaborative and supportive nature of our community.
CAROLYN BROWN , CPA, CGA is the CFO at the Town of Golden. She has held this position for almost two years, having previously Golden’s Deputy CFO for almost seven years. Prior to joining the Town of Golden, Carolyn worked as an accountant in private industry.
SUMMER CAMP!
THAT IS WHAT COMING TO THE GFOABC BOOT CAMP FELT LIKE. WITH THE ANTICIPATION OF THE UNKNOWN AND THE EXCITEMENT FOR THE EXPERIENCE, I ARRIVED ON THE UVIC CAMPUS READY TO LEARN WHAT IT MEANS TO BE A FINANCIAL OFFICER IN GOVERNMENT.
Introductions to my team (Go Team Blue!!) and then to the rest of the attendees provided insight into the various structures of the financial teams and locations that make up the municipal and regional districts in BC. The 2024 cohort included individuals from all levels of experience - the newest with only a week on the job. But there were a few with 10-plus years as well. Attendees also came from different sized financial departments, from the smallest team of two to the multi-level larger teams
Each year, Boot Camp attendees are divided into six groups and compete for the Golden Boot! Points are awarded based on participation and team spirit. This year’s winner was Team Blue! Congratulations on winning the Golden Boot!
doing the same jobs in various locations for the same goals has created a sense of connection for me. I have developed a purpose and understanding of my role that I didn’t previously have. I know that the experience of Boot Camp will continue to benefit both myself and my regional district as I continue in my career.
As the week came to a close, we celebrated with a gala dinner and gathering that reminded me of the ones we had a summer camp. We bonded over the shared experiences we had enjoyed, the sheer exhaustion that we all felt from the early mornings and late nights, all partnered with the volume of information our brains had been exposed to during the sessions. As we all left to the various corners of the province, with promises to keep in touch and the sounds of rolling suitcases, I couldn’t help feel a little nostalgic. Knowing that we might not stay in touch as we hoped but that everyone is out there at the end of a line or email is a comfort that I am glad to take away with me.
of metropolitan areas. We spent the week learning the various topics that would support us back home. It quickly became apparent that this education would only be a drop in the bucket of that which we had to learn. The level of experience and knowledge that each presenter shared with our group was overwhelming but inspiring.
Prior to attending Boot Camp, all of my awareness and experience in government finance came from my own regional district. To say this week expanded my world in government finance would be an understatement. From meeting other individuals who hold the same job title and duties, to learning about different processes and software, and being able to draw on the experience of those in higher level roles, I have a greater awareness of my place in the process and the potential for growth that exists. As we shared the experience of learning through group homework and discussions, we developed into a network of people that I am sure will continue to be a resource as we return to our daily roles. Learning that we are all
CHERYL MORRISON joined the qathet Regional District in the Accountant role in January 2023. She began her accounting career as a bookkeeper in Nanaimo BC in 2006, transitioning to public practice in Edmonton AB in 2015. 2020 brought her back to the BC coast with a move to Powell River BC where she continued in public practice as a Staff Accountant. She is currently completing the requirements and studies for her CPA designation. When not working, she is enjoying the coast and all it offers both on land and by sailboat.
FIRST IMPRESSIONS FROM MFA’S CHIEF SERVICES OFFICER:
SUPPORTING LOCAL GOVERNMENTS THROUGH CHALLENGES AND OPPORTUNITIES IN THE FINANCIAL LANDSCAPE
NICOLE: BETSY, YOU JOINED MFA NEARLY 8 MONTHS AGO. WHAT WERE YOUR INITIAL IMPRESSIONS?
BETSY: Time has flown! What impressed me most was the staff; they are innovative, outside-the-box thinkers, dedicated, and intensely passionate about what they do. They’re also very approachable and service-oriented (but I’ve heard that friendliness is the West Coast style)!
MFA is lean yet strong, with a high level of efficiency and productivity. We’ve 19 employees who manage a balance sheet of over $10 billion, an annual debt issuance program of over $1 billion, and over $5 billion in pooled investment funds, as well as an elaborate list of educational and customized support services. Speaking metaphorically, MFA is like a facial serum with high concentrations of powerful ingredients that are effective at targeting a wide range of specific concerns.
NICOLE: WHAT ARE YOUR PRELIMINARY GOALS OR AREAS OF FOCUS AT MFA?
BETSY: I’ve 25 years of experience, from large financial institutions to municipal work (City of Toronto) in investments, risk management and financing. Through MFA, I want to support local governments in navigating the challenges and opportunities in the ever-evolving financial landscape. My first two strategic priorities are:
1. Listen and Build: Build relationships with leaders from our local government communities. I want them to feel comfortable speaking to us about their needs so that we can offer suitable products and services. MFA is non-profit seeking and based on the power of pooling. To make this cooperative model beneficial, we need your input, whether it’s about challenges you’re facing or you’re seeing better rates or products
elsewhere. I’ve started connecting with a few local governments, and our team will continue to reach out to our members in-person and virtually.
2. Keep Financing Costs Low: Attracting more demand for our bonds can help lower borrowing costs; examples include growing our investor base internationally and attracting ESG investors. We’ve been raising awareness that our projects have a positive social impact by mapping them to potential impact categories (e.g., enhancing essential services) and compiling case studies on major projects.
NICOLE: GIVEN YOUR EXPERTISE IN INVESTMENT AND RISK MANAGEMENT, WHAT’S ONE PIECE OF ADVICE YOU’D LIKE TO SHARE WITH LOCAL GOVERNMENT FINANCE LEADERS?
BETSY: Think of long-term sustainability/success for your investment portfolio, risk management, and investment income on a “risk-adjusted” basis.
This means aligning your investment plan to the purpose of your funds. If your funds are for long-term reserves, it is prudent not to just focus on investment-earning contributions to your short-term operating budget at the expense of long-term principal growth.
The practice of investing with a high concentration in financial institutions (especially credit unions) and/ or interest rate-sensitive instruments (e.g. bonds) is not managing financial risk prudently; unfortunately, this strategy is often perceived as being “safe.” It’s like a dormant risk bomb that can become volatile and detonate if there’s another panic-induced banking crisis, e.g. the Global Financial Crisis of 2008, the Asian Debt Crisis in 1997, the Silicon Valley Bank in 2023, etc.
Please come talk to us about strategies for diversifying your portfolio for prudent risk management and long-term success!.
NICOLE GERVAIS is the Manager, Client Services with the Municipal Finance Authority of BC (MFA) as well as a GFOABC Board Member. She is responsible for managing the Client Service functions of the MFA related to investing, borrowing, education, and overall client support services (the best part of her job).
Nicole has extensive background in the financial services industry, serving over 18 years in various roles in commercial and retail banking. She is passionate about community outreach and has been fortunate to be able to support local non-profits through volunteering, facilitating financial literacy and other community-focused programs, and securing donations and corporate sponsorships throughout her career in financial services. Prior to joining the GFOABC leadership she sat on the Board of Directors for the Victoria Cool Aid Society.
BETSY YEUNG is the new Chief Services Officer at the Municipal Finance Authority of British Columbia (MFA) in Victoria and leads all product offerings and advisory services in the areas of borrowing and investing. Prior to joining MFA, Betsy was a driving force behind the development of industry leading measures for the City of Toronto’s public debt issuance programs, investment management, and related policy development. In addition, Betsy had worked at major banks, as well as insurance and consulting companies in the areas of investment and risk management. She has also served on the Investment Committees of both the York University Pension Plan as well as the FCM Green Municipal Fund. Betsy has an Honours in Mathematics from the University of Waterloo, an MBA from McMaster University, and is both a Chartered Financial Analyst (CFA) and a Certified Financial Risk Manager (FRM).
THE COSTS BEYOND THE SERVICE:
THE IMPACT OF INSPECTION AND MAINTENANCE POLICIES
LOCAL GOVERNMENTS ARE RESPONSIBLE FOR MAINTAINING PUBLIC INFRASTRUCTURE SUCH AS ROADS, SIDEWALKS, PARKS AND FACILITIES. HOWEVER, OWNERSHIP DOES NOT AUTOMATICALLY IMPLY LIABILITY FOR ANY ISSUES THAT ARISE. FOR A LOCAL GOVERNMENT TO BE HELD LIABLE, IT MUST HAVE COMMITTED A LEGAL WRONG THROUGH EITHER AN ACTION OR OMISSION.
Common reasons for finding liability against local governments include:
1. Ignoring Known Risks: Liability can arise when a local government is aware of a problem but fails to address it. For example, if there are complaints about a clogged catch basin and no action is taken, the government may be found liable for not taking reasonable steps to fix the hazard in a timely manner.
2. Improper Documentation of Inspections: Even if inspections occur, failing to document them properly can lead to liability. If records are missing or insufficient, there is no evidence to prove that inspections followed the required intervals. While lack of documentation doesn’t automatically result in liability, it makes it challenging to defend against claims.
3. Improperly Conducted Inspections: Liability can also result from inspections that do not meet policy or industry standards. If inspections are completed but fail to comply with recognized procedures, the local government could be held liable.
INCREASED LIABILITY = INCREASED COSTS
Data shows that poor or non-existent maintenance and inspection policies often lead to costly claims. For example, if sidewalks or facilities are not maintained, resulting in injuries to the public, you may find yourself dealing with an expensive claim. Neglecting regular inspections or maintenance allows hazards to go unnoticed or known risks to remain unaddressed. Consequently, local governments may face increased costs due to time and resources spent responding to claims, expensive lawsuits or emergency repairs. While insurance can help manage some of the financial burden associated with claims, a history of claims paid out due to poor or non-existent policies can impact future premiums.
REDUCING LIABILITY AND COSTS THROUGH EFFECTIVE POLICIES
To minimize liability associated with maintenance and inspection, local governments should:
1. Develop a Written Policy: Create a policy with measurable, attainable goals and standards.
2. Follow the Policy: Ensure all employees understand the policy details and expectations. Regularly review and update the policy to reflect current operational realities.
3. Document Compliance: Thoroughly document all actions taken according to the policy. This documentation is crucial for successfully defending against claims.
RISE OF OZEMPIC IMPACTING GROUP BENEFIT PLANS
OZEMPIC, A MEDICATION USED IN THE TREATMENT OF TYPE II DIABETES, HAS RECEIVED WIDESPREAD ATTENTION IN THE NEWS AS IT HAS BEEN TOUTED AS AN EFFECTIVE DRUG IN THE TREATMENT OF WEIGHT LOSS. AS A RESULT, IT IS IMPORTANT FOR PLAN SPONSORS TO HAVE A GENERAL AWARENESS OF HOW IT IS USED, ITS COST, AND SOME BEST PRACTICES WITH RESPECT TO MANAGEMENT, TO ENSURE OPTIMAL MANAGEMENT UNDER YOUR GROUP BENEFIT PLAN.
WHAT IS OZEMPIC?
Ozempic is a form of a semaglutide that is administered through a self-injectable pen. It regulates insulin and lowers blood glucose levels by mimicking a hormone in the body.
The cost of the medication is approximately $300 per patient per month.
HOW HAS THE GROUP INSURANCE MARKET REACTED TO OZEMPIC?
Ozempic is an approved drug by Health Canada for treatment of Type II diabetes, and most group benefit plans in the market provide coverage for this drug if it is prescribed for this purpose. With few exceptions, members are required to go through a special authority process in order to receive approval to have this medication covered under their group benefit plan.
If Ozempic is prescribed for off-label use such as for weight loss, then most group benefit plans will not reimburse the cost of the claim.
WHAT DOES THE FUTURE LOOK LIKE FOR OZEMPIC?
Plan sponsors should brace themselves for a wave of Ozempic-like medications which are expected to hit the market over the next 3-5 years. The first such drug, called Wegovy, was introduced to the Canadian market in May 2024. Wegovy was created by the same manufacturers as Ozempic and has a higher dosage of Semaglutide as compared to Ozempic. The Cost of Wegovy is approximately $400 per patient per month.
Ozempic may have been the first semaglutide, but the expectation is that there will be a variety of these new medications hitting the market in the near term.
WHAT CAN PLAN SPONSORS DO TO PROTECT AGAINST HIGH COSTS?
In British Columbia, we are fortunate that BC PharmaCare assumes a portion of Ozempic’s costs and also adjudicates the special authority process members are required to undergo in order to access coverage for this medication. Plan Sponsors in BC therefore should question their insurance providers to ensure the appropriate process is in place, and that members are not reimbursed from your plan in cases where the medication is administered for offlabel use.
Over the long term, Plan Sponsors may achieve more sustainable financial results from their prescription drug plan if they adopt a managed formulary, established and managed through their insurance carrier or aligned with BC PharmaCare.
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.
OPTIMIZING GOVERNMENT FINANCES THROUGH THE POWER OF GROUP PROCUREMENT
WITH INFLATION AND SUPPLY CHAIN CHALLENGES
BECOMING A MAINSTAY OF THE GLOBAL ECONOMY, FINDING VALUE IN ANY PURCHASE, WHETHER PERSONAL OR GOVERNMENT-RELATED, IS INCREASINGLY DIFFICULT. AS A RESULT, GOVERNMENT ORGANIZATIONS, SMALL AND LARGE, LOOK FOR INNOVATIVE WAYS TO MAXIMIZE PROCUREMENT VALUE, BALANCING COMPETING DEMANDS WITH BUDGET CONSIDERATIONS WITHOUT COMPROMISING QUALITY AND SERVICE LEVELS. GROUP PROCUREMENT OR COOPERATIVE PURCHASING OFFERS A COLLABORATIVE APPROACH TO GOVERNMENT PURCHASING THAT CAN PROVIDE A COMPETITIVE EDGE, REGARDLESS OF SIZE OR BUDGET.
TRADITIONAL VS GROUP PROCUREMENT
Traditional procurement processes can be time and resource-intensive, often requiring individual tendering processes for each purchase above certain thresholds. This often limits the bargaining power and supplier access of smaller organizations, which may struggle to secure preferential terms and pricing due to limited purchasing volume. Compliance with trade agreements and internal policies further complicates the landscape, leading to delays, inefficiencies, and increased costs. Group procurement can help overcome these challenges without sacrificing compliance or fair competition.
HOW GROUP PROCUREMENT WORKS
Group procurement allows organizations with similar needs to streamline their process by pooling their buying power to access trade-compliant, ready-to-use contracts already competitively solicited on their behalf by a group procurement organization (GPO). Canoe Procurement Group of Canada, as a GPO, leverages the buying power of over 5,000 member organizations to tender competitive contracts for a wide variety of goods and services. Canoe partners with local municipal associations across Canada, including CivicInfo BC, extending the benefits of group procurement to public sector organizations nationwide.
ADVANTAGES OF GROUP PROCUREMENT
Group procurement offers a viable alternative to traditional methods, providing several key benefits:
• Efficiency and Time Savings: With contracts already tendered on members’ behalf, group procurement eliminates the need for individual tendering processes, saving considerable administrative time and effort. Organizations can save approximately 255 hours per Request for Proposal (RFP) process, which can be redirected to other initiatives and service delivery, enhancing overall efficiency.
• Cost Savings: By leveraging the collective buying power of the Canadian public sector, organizations can improve their procurement efficiency, reduce costs, and achieve best value outcomes with each purchase. Group procurement allows organizations to access preferential rates from suppliers without meeting a minimum purchase volume.
• Improved Supplier Access: Organizations can choose from an extensive pool of pre-approved suppliers
who have been awarded contracts following an open and competitive solicitation process compliant with relevant trade regulations, including the Canadian Free Trade Agreement (CFTA), New West Partnership Trade Agreement (NWPTA), and the Canada-European Union Comprehensive Economic and Trade Agreement (CETA).
• Strategic Alignment and Partnership: Group procurement integrates seamlessly with each member organization’s procurement strategy, leveraging an economy of scale for each purchase, from office supplies to heavy equipment, while maintaining alignment with organizational goals.
FINAL THOUGHTS
Group procurement is a collaborative approach that helps local governments gain procurement efficiency by leveraging the power of many. Public sector organizations across Canada already use group procurement through Canoe to gain advantages and maximize taxpayer dollars with every purchase. Membership with Canoe is available to all public sector and registered not-for-profit organizations, with no minimum purchase or spending obligation. Embracing group procurement can deliver significant value and impact, helping to build resilient and thriving communities.
For more information, or to become a Canoe member, contact 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.
Public procurement for all of Canada.
Don’t let procurement stress you out. Whether it’s furniture, supplies, software, or technology, Canoe provides you with compliant procurement solutions and competitive pricing, so you can focus on what matters most.
BUILDING RESILIENT COMMUNITIES WITH INTACT’S MUNICIPAL CLIMATE RESILIENCY GRANTS
SOCIETY IS AT A PIVOTAL TIME WITH CLIMATE CHANGE BEING THE DEFINING ISSUE OF THE CENTURY. TOGETHER WITH YOU, WE’VE BEEN ON THE FRONTLINES HELPING COMMUNITIES RECOVER FROM THE DEVASTATING AND INCREASING IMPACTS OF EXTREME WEATHER. IN 2005, WE SPONSORED THE CREATION OF THE INTACT CENTRE ON CLIMATE ADAPTATION INSIDE THE FACULTY OF THE ENVIRONMENT AT THE UNIVERSITY OF WATERLOO, TO SUPPORT SCIENCE-BASED RESEARCH AND IMPLEMENTATION OF PRACTICAL SOLUTIONS TO HELP COMMUNITIES BE MORE RESILIENT.
To accelerate the implementation of these proven solutions, in 2022 we launched the Municipal Climate Resiliency Grants program investing $1 million to fund locally driven projects. Now, we are doubling down on climate adaptation by investing $2 million over two years to support even more community-based adaptation action.
Municipalities are at the forefront of flood and wildfire risk management. The grants program prioritizes initiatives that implement proven adaptation solutions such as those identified by the Intact Centre. To be eligible, projects should target communities and residents that are most vulnerable to the impacts of climate change and have concrete indicators of success, with the potential to be scaled across other communities.
We funded 10 impactful projects across Canada in 2022, which helped to protect people from the effects of climate change. When considering your community’s needs, look to these successful projects for ideas.
To prevent future flooding, the Environmental Youth Alliance and Strathcona Community Gardens in BC launched a wetland development in Vancouver’s Downtown Eastside, engaging at-risk youth and residents. The wetland area catches and absorbs rainfall
and surface runoff, reducing flooding, and helping to manage and mitigate the impact of more frequent extreme rain events.
In Alberta, Lac La Biche, the Town of Whitecourt and the Regional Municipality of Wood Buffalo provided FireSmartTM Home Action programs, encouraging residents to invest in home upgrades recommended by FireSmart. By upgrading and replacing highly flammable materials with FireSmart approved options, homeowners reduced their risk of serious property damage.
Municipalities play a critical role in protecting communities from resulting severe weather events. A Municipal Climate Resiliency Grant can help – apply now, the portal is open until January 31, 2025. There are also free resources and tools for individuals and communities to help protect themselves from floods and wildfires at the Intact Centre.
Especially when we’re talking municipal insurance –it’s what we live and breathe, it’s even in our name.
CARLA SMITH is the Executive Vice President & Chief People, Strategy and Climate Officer of Intact Financial Corporation. As the Head of Climate, she ensures that climate change is prioritized as a lens through which Intact manages its business, and that Intact capitalizes on opportunities to help customers and society adapt. Her career with Intact has spanned more than 20 years.
GLENN MINNIS is the President and Principal Broker of Intact Public Entities (IPE) with over 20 years of experience in the insurance industry. Glenn joined IPE from its parent, Intact, and is proud to continue IPE’s 97-year history of insuring and supporting Canadian municipalities from coast to coast to coast.
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
STRENGTHENING COMMUNITY RELATIONSHIPS THROUGH TRANSPARENT FINANCIAL PRACTICES
THE DEMAND FOR FINANCIAL TRANSPARENCY IN PUBLIC INSTITUTIONS HAS INCREASED SIGNIFICANTLY WITH THE RISE OF THE INTERNET, MAKING DATA MORE ACCESSIBLE – AND EXPECTED. IN MUNICIPAL GOVERNANCE, TRANSPARENT FINANCIAL PRACTICES ARE ESSENTIAL FOR FOSTERING ACCOUNTABILITY, TRUST, AND CIVIC ENGAGEMENT. A LACK OF TRANSPARENCY CAN ERODE PUBLIC CONFIDENCE AND HEIGHTEN THE RISK OF MISMANAGEMENT AND CORRUPTION. BY ADOPTING OPEN FINANCIAL PRACTICES, MUNICIPALITIES CAN CREATE A FAIRER ENVIRONMENT WHERE CITIZENS FEEL EMPOWERED TO PARTICIPATE IN MANAGING SHARED RESOURCES.
THE
IMPORTANCE OF FINANCIAL TRANSPARENCY
Financial transparency in municipal governance refers to the openness and clarity with which financial information is shared with the public. This includes budgets, expenditures, revenues, and any other financial data that may impact the community. Here’s why it’s crucial:
1. Enhances Accountability and Trust: Easy access to financial records improves accountability by enabling the public to identify discrepancies, while also fostering trust between the government and its citizens. When people feel confident in their government’s integrity, they are more likely to engage and support civic initiatives.
2. Promotes Community Engagement: By informing citizens about the allocation of funds, municipalities encourage greater involvement in discussions and decision-making processes. This leads to projects and policies that are community-driven and yield better returns on investment.
3. Mitigates Corruption: Transparent financial records and regular audits create an environment where unethical behaviour is more difficult to conceal. This safeguards public resources and upholds the municipality’s reputation.
STRATEGIES AND TIPS TO GET STARTED
Implementing transparent financial practices may seem daunting, but with the right tools and strategies, it becomes a manageable and a highly rewarding process. Here are some actionable steps:
1. Public Engagement and Accessible Financial Reporting: Foster open dialogue with the community through regular public meetings, workshops, and the use of social media while ensuring that financial information is easily accessible. Create online public financial dashboards and publish detailed annual reports that visually represent financial data. This dual approach not only encourages citizen involvement and feedback but also helps the community understand key financial decisions.
2. Employee Training and Technology Integration: Invest in training municipal employees on best practices for financial transparency while integrating technology to effectively disseminate financial information. This enhances compliance with legal requirements and improves communication with the public.
3. Adopt A Modern Property Tax & Utility Billing Software: A modern property tax and utility billing software provides real-time data access, ensuring financial information is constantly updated for accurate sharing. With user-friendly interfaces, complex financial data becomes digestible for non-experts. Additionally, automated reporting allows for easy public access to comprehensive reports, while secure access safeguards sensitive information, maintaining the availability of public data.
If you’re looking to build a stronger, more connected municipality, make it a priority to improve your financial transparency. By implementing these strategies, you can empower your citizens with the knowledge they need to actively participate in the governance process, ensuring that public funds are managed wisely, responsibly, and with the right community input. Prioritizing this transparency will enable municipalities to build resilient, collaborative environments where accountability thrives, and community voices are heard. It’s through these efforts that we can pave the way for a more equitable future, where every resident feels valued and invested in the stewardship of his shared resources.
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.
ELIZABETH
OPERATING LEASES: A FLEXIBLE FINANCIAL SOLUTION FOR MUNICIPALITIES
IN THE DYNAMIC LANDSCAPE OF PUBLIC GOVERNANCE, MUNICIPALITIES ARE CONTINUALLY FACED WITH THE CHALLENGE OF MAINTAINING A HIGH LEVEL OF SERVICE WHILE MANAGING TIGHT BUDGETS AND RISING COSTS. IN THIS CONTEXT, THE NEED FOR FINANCIAL SOLUTIONS THAT OFFER CERTAINTY, PREDICTABILITY, AND FLEXIBILITY IS MORE IMPORTANT THAN EVER. GAINING GROUND ARE OPERATING LEASES, A STRATEGY THAT PROVIDES LOCAL GOVERNMENTS WITH A WAY TO MEET THEIR IMMEDIATE AND LONG-TERM FINANCIAL NEEDS WITHOUT OVERWHELMING THEIR BUDGETS.
Municipalities, like all levels of government, are under pressure to deliver services efficiently. As communities grow and demands for infrastructure and services increase, municipalities must find innovative ways to allocate resources. This is where operating leases comes into play as a versatile tool that allows municipalities to enhance their budgets while maintaining financial stability.
WHY OPERATING LEASES MAKES SENSE
A key benefit of leasing is its ability to manage unplanned and time-sensitive expenditures. When unexpected situations arise, such as the need for new equipment or upgrades to aging infrastructure, municipalities often face a dilemma: Should they raise taxes, delay essential services, or dip into reserves? Leasing provides a way to avoid these difficult choices. By spreading the cost of equipment over time, municipalities can keep tax rates stable while deploying capital to address urgent needs.
Additionally, leasing helps avoid the pitfalls of saving for future acquisitions. When municipalities opt to save for large capital expenses, they may face rising costs, or costly equipment repairs which can erode the purchasing power of their savings. In contrast, operating leases allow for decisive action, enabling governments to acquire the necessary equipment when needed most.
CUSTOMIZED SOLUTIONS FOR MODERN NEEDS
Every municipality has unique financial and operational needs. The flexibility of leasing means that municipalities can tailor their leasing agreements to match these specific requirements. Whether it’s leasing heavy equipment, vehicles, or IT equipment, municipalities can choose terms that fit their cash flow and budgetary constraints. This customization allows local governments to maintain service levels while managing their resources efficiently.
Moreover, operating leases minimize the life cycle cost of highly depreciating assets. Instead of investing large sums of money into equipment that quickly loses value, municipalities can lease equipment and upgrade or replace as needed ensuring usage of the most up-todate equipment without the financial burden of large up front capital expenditures.
A STRATEGIC FINANCIAL TOOL
Operating Leases are not just a short-term solution but a long-term strategy that can help municipalities manage cash flow, plan for the future, and maintain fiscal stability.
For local governments looking to improve their financial flexibility while continuing to serve their communities, leasing offers a clear path forward. It provides the certainty, predictability, and flexibility needed to navigate an increasingly complex financial landscape. By embracing operating leases as a financial tool local government finance leaders have the means to deliver strategic value and positively impact their communities.
FINANCING ALTERNATIVES
HELPING LOCAL GOVERNMENTS OPTIMIZE PURCHASING FOR OVER 30 YEARS
Minimize lifecycle costs of highly depreciating equipment.
Maintain high service levels while managing tight budgets and rising costs.
MATTHEW BRINTON. With 25 years of national account management / public finance experience, Matthew leads the municipal finance division with CPF in Western Canada. His trademarked “Sudden Service!” commitment to his clients ensure that you have an outstanding partner in your corner. He is an outdoor enthusiast enjoying hang gliding, boating, motorcycling and skiing. His passionate approach to building long term business relationships and detailed attention provides a customer first approach in everything he does.
Respond decisively to unplanned expenditures.
Deploy equipment now and avoid escalating costs.
CERTAINTY.PREDICTABILITY.FLEXIBILITY.
THE HIDDEN COSTS OF A POORLY DESIGNED CHART OF ACCOUNTS
A CHART OF ACCOUNTS (COA) SERVES AS THE FOUNDATION OF ANY MUNICIPALITY’S FINANCIAL MANAGEMENT SYSTEM, BUT IF THE DESIGN DEGRADES OR IS NO LONGER CURRENT, IT CAN QUICKLY SPIRAL, LEAVING A TRAIL OF MANUAL WORKAROUNDS AND CHALLENGES FOR FINANCE TEAMS.
These manual workarounds and challenges can present themselves in various ways: they take staff time away from critical projects, create complex manual reporting processes, increase software maintenance needs (ensuring data is up to date and accurate), and cause delays during year-end audit. Not only do these have a cost (time and money) associated with them, but they also can put a strain on staff, increasing stress and fatigue.
In this article, we want to highlight these impacts as they are often so common, they become routine. However, by examining them, finance teams can gain a clearer picture of how improvements can be made.
To begin, it’s suggested to review reporting as this is an area that can be greatly impacted by the COA. Here are a few questions to ask:
1. Which reports are manual, and which are automated?
2. Are manual validations or checks required?
3. How frequently are reports produced, and what steps are involved?
4. If reports are automated, are your account codes aligned with reporting categories?
These questions serve as a starting point to assess where time loss may be occurring and where automation can be introduced. When it comes to the ‘mechanics’ of the job, such as data collection, management, and reporting, automation can streamline processes. However, without a clean structure, many software applications are unable to perform as needed.
By establishing clear segments in your COA string, you create built-in intelligence that both you and your software can use to generate reports and provide insights. A clean structure lets you leverage the tools you’ve invested in without being limited by them. For instance, you may be able to generate variance reports by department using your software, but if you need a summary of fleet expenditures and there is no reporting option in the software, you can export your information to excel to easily filter on the account codes.
Another key consideration is data accuracy. If you’re facing reporting challenges, it’s likely you’re also dealing with coding errors. When accounts are difficult to understand, errors can easily slip into your general ledger, sometimes going unnoticed or creating a backlog of corrections that need to be addressed. The solution is either learning the intricacies of your existing COA or restructuring it to ensure the codes are intuitive and easy for staff to use.
While a COA restructure may seem daunting, there comes a point where the benefits far outweigh the costs. Starting with a COA assessment can help uncover key issues and offers a great opportunity to engage your team in identifying what improvements can be made.
!For information on Municipal 360’s Standard COA design and implementation services, please visit our website or contact us at Brittany.stark@municipal360.ca.
BRITTANY STARK , CEO of Municipal 360, has specialized in municipal chart of account (COA) design and implementations since 2014. With a technical background and through collaboration with multiple finance entities, she’s focused on leveraging a standard chart of accounts framework to enhance municipal financial management. Through this unique approach, Municipal 360 delivers cost-effective, innovative solutions, streamlining financial reporting while also unifying municipal finance practices across Canada.
WATER METERS ?
THE LATEST QUARTERLY QUESTION SOUGHT TO BETTER UNDERSTAND THE USE OF WATER METERS IN LOCAL GOVERNMENTS. THE IMPETUS FOR THIS TOPIC CAME FROM THE GFOABC ONLINE FORUM. IN MAY 2024, SEVERAL MEMBERS DISCUSSED POLICIES RELATED TO USER FEES FOR PROPERTY OWNERS REFUSING WATER METERS.
Forty (40) percent of BC local governments responded to the Quarterly Question survey on water meters. The first question asked about water meter use by property type. The use of water meters varies significantly by property type, reflecting diverse approaches to water management.
When a residential property owner declines the installation of a water meter, local governments typically implement a base annual flat fee to charge for water usage. The fees charged for residential properties where water meter installation is declined are as follows:
• Average Fee: $676.13
• Median Fee: $500.95
According to the survey, local governments typically refuse water service for commercial and industrial properties unless the user is on a water meter.
Detailed results for this survey can be obtained by emailing surveys@civicinfo.bc.ca.
Please use this link to be a contributor. This short survey should take less than 5 minutes to complete. If you would like to contribute topics for upcoming questions, please contact office@gfoabc.ca or call (250) 382-6871.
FREE-TO-MEMBERS BENEFIT
ONLINE FORUM
The online forum has long been a valuable reference, communication, and collaboration tool for BC local government finance professionals.
The new GFOABC Online Forum is up and running!
As many of you are aware, the new forum was launched in late July. The design and functionality are very similar to the previous one. This is on purpose, as the membership is very familiar with the look and feel of a platform used for many years. This means that - at least in terms of the basics – it is easy for existing users to understand how to post and comment. For new users, this is the perfect opportunity to familiarize yourself with a valuable information-sharing and networking tool.
There are several new features that enhance the user experience. These include:
1. The App: The app is easy to download and a handy tool for busy local government finance professionals who want to check out the forum in transit, between meetings or winding down at the end of the day.
2. The Search Bar: Users can now sort the results from a search. This allows the user to find what they need quickly and with ease.
3. Replying to replies: The new Online Forum allows the user to reply to replies – refining interactions in the posts and building the community through more direct conversations.
As noted, many of the same functions are the same as the previous Online Forum. The way discussions are created, text is formatted, documents and images added, and people tagged remains the same. If you have not done so already, I would encourage you to check out the new Online Forum. And not just its appearance and functionality, but the many intelligent and thoughtful discussions that continue in the community. It truly is a great resource if you require information on local government finance.
MATT HOLME Manager, Member Services and Communications.
Collector’s Corner:
TAX SALE “NOTICE” INCLUDING SUBSTITUTED SERVICE REVISITED
THE LOCAL GOVERNMENT ACT (LGA) REQUIRES THAT OWNERS MUST BE GIVEN NOTICE OF TAX SALE. LGA S657(1) STATES “NOT LATER THAN 3 MONTHS AFTER THE SALE OF PROPERTY AT AN ANNUAL TAX SALE, THE COLLECTOR MUST GIVE WRITTEN NOTICE OF THE SALE . . . , EITHER BY SERVING THE NOTICE OR BY SENDING IT BY REGISTERED MAIL, TO PERSONS REGISTERED IN THE LAND TITLE OFFICE AS (A) OWNER OF THE FEE SIMPLE OF THE PROPERTY, OR (B) OWNER OF A CHARGE ON THE PROPERTY.”
While complying with the legislation, our goal as collectors is to collect unpaid property taxes. As such, collectors have been diligent (to say the least) to contact owners prior to the tax sale by personally attending the property, searching Google, LinkedIn, etc, contacting a relative, neighbour, local Police/RCMP to name just a few examples. Does sending an owner a registered letter prior to the tax sale meet the requirement of notice per S647.1? Not necessarily. What about S657? No, because S657 applies after the tax sale. Also, notwithstanding S657(3), there have been court cases which reversed the tax sale because the court ruled that the owner did not understand the ramifications of tax sale. So, what if you can’t confirm that the owner has been given notice and understood it or is nowhere to be found? How do we give notice?
The next step is to obtain the service of a process server or skip tracer with instructions to personally contact the owner to serve the notice. The process server will provide you with an affidavit as to either having served the notice or not. With the above efforts to contact the owner documented, the last resort is to obtain substituted service. For pre-tax sale notification, start the process immediately after the current year tax notices have been sent out. If substituted service is required, contact your municipal lawyer 4-6 weeks prior to the 60-day deadline. For post-tax sale notification,
contact your municipal lawyer by early November. You will need to provide your lawyer with an affidavit of attempted service. The substituted service order will specify how to serve notice. Notwithstanding some legal opinions, substituted service is the only guarantee that the owner has been given notice and you have done everything you could to comply with the legislation.
Other circumstances in which you should seriously consider substituted service is if the owner is believed to be deceased or incarcerated, or the owner is a dissolved corporation or society. Another circumstance is if the owner is believed to lack capacity (maybe due to illness or disability). In such cases, a substituted service order that includes the Public Guardian and Trustee or the owner’s appointed committee might be required.
DOUG STEIN has worked in municipal finance for over 30 years. In 2011 he retired from his position as Manager of Revenue Services for the District of Saanich. Doug leads the Collectors’ Forum, is a GFOABC Life Member, and a CPA, CMA.
FINANCIAL INDICATORS
November 13, 2024 | 8:30am – 4:30pm
Public practice auditors are increasingly using financial indicators to report and explain financial conditions to local government counsels and boards. In this session, representatives from MFA, KPMG and local government will provide an introductory overview of financial statement ratio analysis from a variety of perspectives. REGISTER NOW
DEVELOPMENT & AMENITY COST CHARGES
November 13, 2024 | 8:30am – 4:30pm
The Province has new legislation that updates the Development Cost Charge (DCC) framework. There is also a new revenue tool called an Amenity Cost Charge. Watson and Associates will lead a session that provides an overview of “best practices” employed across Canada along with legislative and accepted approaches to these charges. REGISTER NOW
PROPERTY TAX POLICY & RATE SETTING
November 14, 2024 | 8:30am – 4:30pm
Participants will obtain an in-depth understanding of taxation policy and setting tax rates through presentations, group discussions, case studies and exercises. Attendees will be provided a framework and a toolkit for setting tax rates. The session will be facilitated by Doug Stein, CPA, CMA. REGISTER NOW
REGIONAL DISTRICT DAY
November 14, 2024 | 8:30am – 4:30pm
Regional District Day provides a platform for regional district finance professionals to come together and discuss the unique challenges and opportunities of their roles. Regional District Day takes a mini-conference approach with presentations in the morning followed by an afternoon roundtable discussion. REGISTER NOW
LEADERSHIP COMPETENCY FRAMEWORK WORKSHOP
November 14, 2024 | 8:30am – 12:00pm
Gain an understanding of the GFOABC Leadership Competency Framework and complete an assessment that will begin the enhancement of your leadership competencies. By integrating theoretical frameworks with practical, real-world challenges, this session will provide participants with actionable insights and foster peer-to-peer learning. REGISTER NOW
Last day for online registration is Monday, October 21, 2024. Contact the office if you are trying to register after this date. Reserve before October 22 to receive negotiated hotel rates. Coast Coal Harbour Hotel, 1180 W Hastings St, Vancouver, BC.
The Government Finance Officers Association of British Columbia (GFOABC), established in 1989, is a not-forprofit organization that represents local government finance professionals across BC. Our Mission is to promote excellence in local government through the support and development of our members. Our membership is comprised of over 1,000 members representing 160 Municipalities and 28 Regional Districts across the province.
THE OPPORTUNITY
We offer a wide variety of courses, webinars and workshops on topics of current interest and relevance. We also provide opportunities for our members to connect with other local finance professionals and supporting organizations through regular newsletters, events and our annual Conference and Trade Show in the spring.
GFOABC is seeking expressions of interest from our members to sit as a Director on our Board. The role of the Board is to oversee the management and affairs of GFOABC and engage at the Board level to ensure the organization achieves its mission. The Board delegates the responsibility for the day-to-day operations to the Executive Director.
The Board meets approximately 5-6 times a year with a combination of virtual and in-person meetings. GFOABC will elect Board members for a term of one year at the AGM to be held at the annual Conference in May/June 2025.
APPLICATION PROCESS
Individuals wishing to be considered by the Board as a 2025 candidate must submit an Expression of Interest. Submissions should outline the following:
• Explain why you would like to serve on the GFOABC Board
• Related experience and qualifications
• A brief biography to be shared with the Board of Directors
SUBMISSIONS WILL BE ACCEPTED UP TO DECEMBER 31, 2024!
Questions regarding this opportunity and expressions of interest must be submitted via email to: Rianna Lachance, President, rlachance@oakbay.ca.
2025 MEMBER OPPORTUNITIES
BOARD OF DIRECTORS AND COMMITTEES
Interested in shaping the strategic direction of your professional association? Become a GFOABC Director or committee member! These roles oversee governance and management of the organization. For more information.
Check out our Board of Directors Expression of Interest page HERE.
ANNUAL CONFERENCE
Our flagship event, the Annual Conference takes place in May/June each year. Attended by approximately 500 people, the Annual Conference is an opportunity for member networking, as well as in-depth learning and professional development. It is also an opportunity for members to lead a session and present in front of their peers and colleagues. Information on the Annual Conference Call for Topics can be found HERE.
BOOT CAMP
Volunteer to be a facilitator at Boot Camp! Taking place in August at UVic, Boot Camp covers a wide range of local government finance topics in an immersive, five-day professional development experience. Facilitators typically lead half or full-day sessions.
Learn more about becoming a facilitator HERE.
NEWSLETTERS
The quarterly Dollars & Sense Perspective newsletter highlights the latest trends, topics and programs in local government finance. It is a fantastic opportunity for members to showcase their work. Submitting an article for the newsletter allows members to share their expertise with a wide audience, providing guidance and advice on financial – and sometimes non-financial - topics of interest.
Newsletters are posted on the website HERE.
Whether it’s through professional development, peer-to-peer support, or giving back to the association, GFOABC offers many opportunities for member involvement. This could be as simple as answering a question in the Online Forum, to a formal role on the Board or a committee. Check out the pages below for ways you can become involved in the local government finance profession.
ONLINE FORUM
The Online Forum is the go-to resource for the latest discussions and hot topics in local government finance. Have a question? Ask your colleagues in the Online Forum. Willing to help a colleague? Questions are asked on a variety of topics, and there are probably one or two questions where you have an answer or can lend a hand!
Access the Online Forum HERE.
AWARDS
Nominate a colleague for a GFOABC award! GFOABC has five (5) Award Categories to celebrate outstanding achievements and contributions of local government finance professionals. We are looking for potential nominees in this year’s selection process. GFOABC members can nominate potential award winners until December 31, 2024.
Award information can be found HERE.
WORKSHOPS AND WEBINARS
Have an idea for a workshop or webinar? GFOABC is always looking for new professional development ideas and opportunities. Workshops and webinars are well attended by GFOABC members. If you would like to share your area of expertise with your local government colleagues, contact GFOABC staff regarding a potential workshop or webinar.
JOB POSTINGS
Want to get the word out regarding a job posting? GFOABC has a job posting page for its members. Posting a job is free of charge for members. The job postings page provides an avenue to reach local government finance professionals looking to make a change or take the next step in their careers.
The job postings page can be found HERE.
THANK YOU EXHIBITORS
THANK YOU SPONSORS
Would you like to see your logo here? Become a GFOABC sponsor today.
