THE CONFERENCE IS BEHIND US! I ALWAYS COME OUT OF IT RENEWED AND FULL OF FRESH IDEAS, NEW RELATIONSHIPS WITH THOSE I’VE JUST MET, AND FULFILLMENT FROM CATCHING UP WITH COLLEAGUES I’VE MET FROM PRIOR GFOABC EVENTS.
I’m routinely reminded of how amazing the association is, the support we show each other throughout the year, the great initiatives undertaken by fellow finance leaders, and the perseverance we all have to chart a course through consistently rough seas.
Our membership consists of a vast wealth of knowledge, experience, and geographic diversity that makes for lively conversations on the goingson back home, further signifying how managing the finances of local government are similar, yet our focuses can be so different. GFOABC truly is a centre for dialogue and the conference is a great opportunity to expand our connections and knowledge. Although we have offered a virtual space for the conference since the pandemic, there is an
intangible quality to the in-person event that can’t be replicated in the online experience. If in-person is an option in your future, do consider it.
Our conference theme of Building Resilient Communities with a focus on climate and infrastructure helped us reflect on how we can build financial strategies into the decision making process. This is necessary to continue service delivery and plan the future sustainability of our communities even with the uncertainty of climate change and growing populations. I learned that just taking steps in the right direction is still movement, even though it will always be towards a moving target. We budget with ambiguity based on assumptions - climate change is just another variable to add to the equation. Additionally, presenting ourselves
as teammates in the budget game rather than the perceived dealer may help us obtain better financial information from internal sources that will aid the infrastructure priorities in our communities.
Where I find there is a true challenge in enacting our best laid plans is in the ‘who pays’ bucket. Local governments are already challenged given our fiscal limitations for revenue generation. The political lens plays a significant role in just how well we can build climate resiliency and growth into the financial model. DCCs and ACCs can only go so far, particularly with local
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2025-2026 BOARD OF DIRECTORS
Corinne Bomben City of Prince Rupert PRESIDENT
Charlotte Osborne City of Cranbrook SECRETARY TREASURER
Teri Fong
Alberni-Clayoquot Regional District DIRECTOR AT LARGE
Carla Fox Thompson Nicola Regional District DIRECTOR AT LARGE
Kelly Lownsbrough Fraser Valley Regional District VICE PRESIDENT
Rianna Lachance Capital Regional District PAST PRESIDENT
Gervais MFABC DIRECTOR AT LARGE
GFOABC STAFF
Kala Harris, Executive Director
Matt Holme, Manager, Member Services & Communications
Elio Iorio District of North Vancouver DIRECTOR AT LARGE
Mike Kennedy City of Rossland DIRECTOR AT LARGE
lenora Lee KPMG DIRECTOR AT LARGE
Jeffrey Lovell City of Port Coquitlam DIRECTOR AT LARGE
Continued from page 3
governments feeling the pressure to provide developer friendly environments to address the housing crisis. The infrastructure upgrade needed to support development is expensive and may reprioritize and defer other critical projects essential to supporting the existing population - let alone growth. Adding climate related planning into our short and long-term financial plans is the right thing, however without a predictable source of funding, it inevitably falls to the catch all property taxpayer. Planning for crisis is not really an option, and so we remain reactionary, hoping for the best – never planning for the worst. Having additional stable funding to address both climate and infrastructure could help us have our cake and eat it too.
These issues and others are one of the reasons the Board’s External Relations committee has been working to advance relationships with the Province and UBCM as we participate in conversations to find solutions and realize the recommendations in the Ensuring Local Government Financial Resiliency document produced by UBCM. These relationships are considered an extension of the valuable knowledge transfer that our GFOABC members can lend to advance our communities and truly help move the needle towards sustainable resilient places to live, work and enjoy life. Having a seat at the table means finance professionals can be a part of the input in the work being done to address the issue of ‘who pays’ beyond just our local governments.
I’m honoured to represent such an illustrious group of finance professionals this year and work with my fellow colleagues on the Board of Directors along with our small but mighty staff to continue the association’s focus on supporting you and your finance teams. Our purpose is to empower your financial excellence as you do your part in the work that matters in your local government. We will continue to provide relevant programming content, like that offered at our latest conference, and promote finance professionals’ importance in the development of policy and legislation at the provincial level.
Here’s to investing in each other, balancing more than just budgets, and always accounting for a good time!
Thank you,
Corinne Bomben, GFOABC President
Incoming President Corinne Bomben speaks at the GFOABC Annual General Meeting in Vancouver on May 27, 2025. She is supported by Past President Rianna Lachance (right).
CALL FOR EXPRESSIONS OF INTEREST FOR BOARD OF DIRECTORS
SUBMISSIONS WILL BE ACCEPTED UP TO NOVEMBER 30, 2025
The Government Finance Officers Association of British Columbia (GFOABC), established in 1989, is a not-for-profit 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 individuals representing 160 municipalities and 28 regional districts across the province.
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.
THE OPPORTUNITY
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. Decisions regarding the Expression of Interest will be communicated by April 2026. GFOABC will elect Board members for a term of two years at the Annual General Meeting to be held at the Annual Conference each year.
APPLICATION PROCESS
Individuals wishing to be considered by the Board as candidate must submit an Expression of Interest. Submissions should outline the following:
1. Explain why you would like to serve on the Board
2. Related experience and qualifications
3. A brief biography to be shared with the Board of Directors
4. Two (2) letters of reference
Questions regarding this opportunity and expressions of interest must be submitted via email to:
Corinne Bomben, President corinne.bomben@princerupert.ca
WHAT I LOVE MOST ABOUT THE ANNUAL CONFERENCE IS THE WAY IT BRINGS MEMBERS AND PARTNERS TOGETHER — TO RECONNECT, SHARE EXPERIENCES, AND SWAP STORIES — AND THE PRIVILEGE OF WATCHING THOSE MOMENTS OF CONNECTION UNFOLD. THIS YEAR’S VENUE EVEN OFFERED A UNIQUE VIEW FROM THE ESCALATORS, WHERE YOU COULD SEE THE MOVEMENT, ENERGY, AND CONVERSATIONS FILLING THE SPACE BELOW.
MOMENTS LIKE THESE REMIND ME WHY I LOVE THIS JOB.
No matter how organized we try to be, pulling off a conference always feels a bit like planning a wedding: months of preparation, countless details, and the hope that it all comes together. But just like a wedding, the magic isn’t in the schedules or seating charts — it’s in the reunions, the shared stories, and the laughter that fill the room.
This year’s plenary keynotes and panels made that time together especially meaningful.
• Chris Turner brought a welcome dose of climate optimism, sharing striking data showing how quickly solutions are scaling: 593 gigawatts of new solar power were added globally last year — four times Canada’s annual electricity production. It took 40 years to install the first 1,000 gigawatts of solar power, but only two years for the next 1,000 — proof that the shift to clean energy is accelerating faster than many imagined.
• Chris Graham — “the most retired person in the room,” as he called himself — shared insights on building trust, reminding us it’s earned through meaningful relationships. Trust grows from two-way curiosity: asking genuine questions and sharing stories that invite others in. Storytelling, he noted, isn’t just entertainment — it’s how we help people see who we are and begin the process of connection.
I also want to extend a heartfelt acknowledgment to the remarkable individuals who brought the plenary sessions to life. These sessions form the strategic backbone of the conference program, and I’m grateful for the exceptional professionals who step forward each year to share their expertise and lend their professional capital to this Association:
• Enid Slack, Director of the Institute of Municipal Finance and Governance at the University of Toronto’s School of Cities, opened with How to Make Communities Fiscally Resilient in a Changing World before welcoming Joe Sass (City of Kelowna), Jim Bauer (City of Delta), and Nyla Attiana (District of Tofino) for a thoughtful roundtable on the state of infrastructure.
• Chris Morrill, Executive Director & CEO of GFOA (US & Canada), delivered ReThinking Budgeting — a dynamic follow on to the pre conference workshop co-led with Katie Ludwig, GFOA’s Director of Resources. This major research project underscores the critical role finance officers play in building trust.
• Tanya Garost, President of GFOA and former GFOABC President, led a candid Finance Officers’ Forum grounded in the GFOABC Leadership Competency Framework, joined by Mallory Denniston (City of Powell River), Harji Varn (Metro Vancouver), and Rianna Lachance (District of Oak Bay) for a rich dialogue on applying strategic leadership competencies in real life.
• Mario Piroddi (BDO) moderated an Economic Roundtable on tariffs featuring Brandon Bignell, Partner at BDO; Jean-François Perreault, Chief Economist at Scotiabank; and Chris Morrill (GFOA).
The panel underscored that economic uncertainty will remain a defining factor, examining how shifting trade policies and tariffs could affect local governments — and emphasizing the critical role of finance leaders in equipping elected officials with the insights needed to navigate decisions in this volatile environment.
•And, of course, who could forget the Conference Capstone? Mario Piroddi and Bailey Church (KPMG)— appearing as Deadpool and Wolverine — closed the event with humor, energy, and insight that will be long remembered.
I am deeply grateful to the GFOABC Board of Directors, who lend their expertise each year not only to our flagship event but also to the strategic goals that build on the solid foundation I’ve been privileged to witness during my tenure.
My sincere thanks to Matt Holme, Manager of Member Services, and to our partners at the Municipal Insurance Association of BC for connecting us with event planner Lisa Markus. Together, Lisa and Matt managed onsite registration and logistics with skill and calm precision.
Finally, heartfelt appreciation goes to the Sheraton Vancouver Wall Centre team for helping us navigate a last minute venue pivot; to EventMobi for crafting our conference app; and to Encore for delivering top tier audio visual services.
Kind Regards,
Kala Harris, Executive Director
GFOABC HOLDS ANNUAL CONFERENCE IN VANCOUVER
Our flagship event each year is the Annual Conference. The 2025 Annual Conference took place May 27-29, 2025, at the Sheraton Vancouver Wall Centre. The theme was “Building Resilient Communities,” with sessions on the role of local government finance professionals can play in examining, developing and applying strategies to address the risks of a changing climate and the impacts on infrastructure at a community level. We would like to thank our many sponsors and exhibitors, as well as our speakers. Session topics were diverse, ranging from disaster resilience and asset management to AI and public-private partnerships!
CONFERENCE HIGHLIGHTS
• 350+ in-person delegates
• 200+ virtual participants
• 60+ exhibitor representatives
• 30+ inspiring speakers
• 20+ generous sponsors
• 12+ engaged Board Members
• 5+ amazing volunteers
• 2 dedicated and tireless staff members
• 1 very welcomed onsite event planner
ADDITIONAL HIGHLIGHTS INCLUDED:
• The conference began with delegates from around the province attending the Welcome Reception on Monday, May 26. The Welcome Reception was sponsored by the Municipal Finance Authority of BC.
• Keynote addresses from Chris Turner, author of the Climate Optimist, and Chris Graham, Principal and Founder of TellPeople.
• The Annual General Meeting, where we welcomed the 2025/26 Board of Directors and thanked outgoing directors from 2024/25.
• Partner networking events hosted by KPMG and BDO.
• Remarks from outgoing President Rianna Lachance and incoming President Corinne Bomben.
• Held on Wednesday, May 28, the Gala Evening was attended by over 200 delegates. The Gala Evening included a cocktail reception sponsored by Lidstone and Co., as well as a gala dinner sponsored by RBC Dominion Securities. Magician Kel provided gala dinner entertainment, which was sponsored by KPMG.
• In lieu of speaker gifts, $2,500 was donated to BGC South Coast BC.
• We were thrilled to have GFOA Executive Director/ CEO Chris Morrill and GFOA Director of Resource Development Katie Ludwig present a pre-conference session on May 25. Titled “Rethinking Budgeting.”
• The Pre-Conference sessions continued May 26, and included topics such as Long-Term Financial Planning, Municipal Property Tax Sale and Treasury & Cash Management
Thank you to each and every one of you for helping make this year’s event such a success. Your contributions, energy, and leadership made all the difference!
2024/25 President Rianna Lachance (right) and Marcie Mark (left), Fundraising Systems Strategist at BCG South Coast BC, who accepted the $2,500 donation on her organization’s behalf.
Jenifer McCarthy, City of Kamloops
Geoff Kreek, District of Metchosin
EXCELLENCE IN LOCAL GOVERNMENT FINANCE AWARDS
Each year, GFOABC honours the outstanding work of our members through the Excellence in Local Government Finance Awards. There are amazing individuals, teams and projects throughout the province deserving of recognition.
At the 2025 Annual Conference in Vancouver GFOABC gave four (4) awards:
• Thompson-Nicola Regional District – GIS Data for the Next Generation 9-11 Project: Innovative Idea Award
• Farhad Hossain, CFO – Regional District of Kootenay Boundary: New Member Award
• Dawn Christenson, former Director of Finance and Technology (Retired) –Town of View Royal: Outstanding Achievement Award
• Mario Piroddi, Partner – BDO: Outstanding Contribution Award
Congratulations to the Winners!
INNOVATIVE IDEA AWARD
Thompson-Nicola Regional District (TNRD)
The TNRD initiated Geographic Information Systems (GIS) data-sharing amongst its organization and member municipalities for the Next Generation 9-1-1 (NG911) project. This is a groundbreaking effort that significantly enhances emergency response capabilities across British Columbia.
Member municipalities noted firsthand the critical role that accurate and up-to-date GIS data plays in ensuring efficient and effective emergency services. The TNRD’s partnership with specialized GIS service providers has
been instrumental in addressing several key challenges faced by smaller local governments, including cost constraints, data inconsistencies, and limited technical expertise. The financial benefits of this partnership, such as cost sharing, economies of scale, and access to advanced technology, have made it possible for smaller municipalities to participate and benefit. The TNRD’s efforts have demonstrated a sustainable and effective model for managing GIS data that can serve as an example for other regions.
NEW MEMBER AWARD
Farhad Hossain, Regional District of Kootenay Boundary
Since joining RDKB in June 2024, Farhad has taken the initiative to promote professional development opportunities for others in RDKB. He has created financial planning training materials for nonfinance managers and elected officials to further understanding, collaboration, efficiency and accuracy. Farhad has conducted several workshops on financial planning and financing strategies with RDKB managers,
OUTSTANDING ACHIEVEMENT AWARD
Dawn Christenson, Town of View Royal
As the Director of Finance and Technology in the Town of View Royal, Dawn was instrumental in transforming the Town’s information technology for both internal and external audiences. Dawn led a project that integrated Power BI and Microsoft 365. The result of this integration was an online budget variance dashboard, which can be used by the residents of View Royal. This tool increases transparency in the budget process and
the Board of Directors, and Chief Financial Officers of member municipalities. The workshops were appreciated by the participants and facilitated dialogue that proved beneficial to all involved. This approach supports both employees of RDKB, as well as regional collaboration, to build consensus on funding arrangements and taxation strategies.
builds trust between the Town and the residents of View Royal. Dawn has also utilized technology to streamline internal processes for reports and project data. Dawn is a true leader in local government finance. She took time to mentor her staff, teaching them complex concepts and contributing to their understanding. Dawn’s outstanding interpersonal skills were important as a liaison with councillors and her positive approach benefited many at the Town of View Royal.
OUTSTANDING CONTRIBUTION AWARD
Mario Piroddi, BDO
Mario has supported GFOABC and its membership for many years. This includes presenting at GFOABC’s annual Boot Camp, where he has influenced many local government finance professionals at a stage in their career where the information and practices he is sharing are both relevant and timely. Mario also volunteers his time in support of the GFOABC Annual Conference
as a collaborator, presenter, moderator and as a subject matter expert. Additionally, Mario volunteers in support of GFOABC’s strategic objectives as a member of the External Relations Committee.
GFOABC has benefited tremendously from Mario’s leadership and his consistent contributions to the field of local government finance.
EACH YEAR AT THE ANNUAL CONFERENCE, GFOABC PRESENTS ITS EXCELLENCE IN LOCAL GOVERNMENT FINANCE AWARDS. THESE AWARDS ARE AN OPPORTUNITY TO HONOUR THE WORK OF OUR MEMBERS AND PARTNERS – MANY OF WHOM HAVE BEEN INVOLVED WITH OUR ORGANIZATION FOR MANY YEARS. FOUR AWARDS WERE PRESENTED AT THE RECENT ANNUAL CONFERENCE IN VANCOUVER AND ARE FEATURED IN THIS QUARTER’S EDITION OF THE DOLLARS & SENSE PERSPECTIVES NEWSLETTER.
With the 2024/25 awards process complete, we are now initiating the process for 2025/26. To receive an Excellence in Local Government Finance Award, a nomination must be received by GFOABC. Nominations come from members and partners - just like you. The Expression of Interest for this year’s awards intake will be posted in July. If you know of an individual, team or initiative that has contributed to the local government finance profession, we encourage our members and partners to submit a nomination. The nominee can come from inside or outside your organization.
WHY SHOULD YOU SUBMIT A NOMINATION?
• Celebrate excellence – Shine a spotlight on individuals or teams whose work exemplifies innovation, leadership, and dedication in local government finance.
• Inspire others – Sharing outstanding initiatives encourages professional growth and sparks new ideas across the sector.
• Build community – Recognizing peers strengthens professional connections and fosters a culture of mutual support and respect.
• Preserve legacy – Honouring long-time contributors ensures their impact is remembered and valued by current and future members.
• Raise the profile of your organization – A nomination highlights the work being done in your community and showcases your team’s contributions to the broader profession.
• Encourages continuous improvement –Acknowledging best practices helps raise the overall standard of financial leadership in local government.
• It’s easy to do – The nomination process is straightforward, and your submission could make a lasting difference in someone’s professional journey.
Keep an eye on your inbox and other communications channels once the EOI is live and the nomination process is open. GFOABC is also here to answer any questions you have regarding the nomination process.
CONGRATULATIONS TO THIS YEAR’S AWARD WINNERS!
We look forward to honouring another cohort of Excellence in Local Government Finance Award winners at the 2026 Annual Conference in Kelowna. MATT HOLME is the Manager, Member Services and Communications at GFOABC.
EXCELLENCE IN LOCAL GOVERNMENT FINANCE AWARDS
NOMINATION PERIOD ENDS NOVEMBER 30
The Government Finance Officers Association of British Columbia (GFOABC), established in 1989, is a not-for-profit 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 individuals representing 160 municipalities and 28 regional districts across the province.
OVERVIEW
GFOABC has five (5) Award Categories to celebrate outstanding achievements and contributions of local government finance professionals. We are looking for potential nominees for this year’s selection process and what better way to find those worthy nominees among us than by asking local government finance professionals from across the province?
THE NOMINATION PROCESS
To nominate an individual, team, or initiative, a written nomination submission must be provided. The submission should outline the following:
1. Select the award category that best fits the nomination.
2. Explain why you would like to nominate the individual, team, or initiative for the award category. How has the individual, team, or initiative advanced local government finance?
Recipients will receive their award at the 2026 GFOABC Annual Conference. Submissions will be accepted up to November 30, 2025.
THE CATEGORIES
The details of each category can be found on the GFOABC website. Please take a moment to check it out and think about an individual, team, or initiative that you think could be recognized.
Additionally, two (2) letters of support should be submitted with the nomination. Decisions regarding nominations will be communicated to nominators by April 2026. There will be one award granted per category. Awards will be presented at the 2026 Annual Conference in Kelowna.
!Questions regarding this opportunity and written nomination submissions must be submitted via email to: Rianna Lachance, Past President rlachance@oakbay.ca
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 who are new to local government 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: November 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 & KELOWNA
UNIVERSITY OF VICTORIA
FALL PD
FALL PD
November 2025
An excellent opportunity for in-depth, in-person learning and networking with local government finance peers, Fall PD covers a breadth of programing. This year, the sessions will include Debt Financing, Property Tax & Rate Setting, Asset Management and Budgeting Best Practices. Don’t miss the final major GFOABC professional development program of the year.
ANNUAL TAX SALE FORUMS
ANNUAL MUNICIPAL TAX SALE
Tuesday, September 2, 2025
Tuesday, September 16, 2025
Wednesday, October 1, 2025
The Annual Municipal Tax Sale Workshop Webinar Series is an online three-part workshop offered just before and just after the annual tax sale date. This webinar has been updated to reflect recent court cases, as well as the new legislative requirements (Bill 13-2025) resulting from recommendations made by the Ombudsperson in their report ‘A Bid for Fairness’.
COLLECTORS’ FORUM
Wednesday, July 23 & Wednesday, October 22, 2025
QUARTERLY PROCUREMENT FORUM
Wednesday, September 24 & Wednesday, November 5 2025
ACCOUNTING AND AUDITING FORUM
Thursday, September 25 & Thursday, December 4, 2025
INVESTING AND FINANCING FORUM
Tuesday, October 7 2025
All forums are free for members.
Collectors’ Forum Session
THIS YEAR THE 2025 ANNUAL GFOABC CONFERENCE HELD IN VANCOUVER WAS ATTENDED BY ABOUT 40 FINANCE OFFICERS. DOUG STEIN, GFOABC FACILITATOR, AND PATRICK GRAMIAK, CHIEF FINANCIAL OFFICER, CITY OF SALMON ARM HOSTED THE SESSION. THE GUEST SPEAKERS WERE GRAHAM HELD FROM BC ASSESSMENT, MICHAEL MOLL AND AIDEN ANDREWS FROM CIVIC LEGAL LLP, AND JOSHUA CRAIG FROM THE MINISTRY OF HOUSING AND MUNICIPAL AFFAIRS. UNFORTUNATELY, TARA WIGEN, MARC CASTRO AND SAMANTHA TAYLOR FROM THE MINISTRY OF FINANCE WERE UNABLE TO ATTEND.
Graham Held, BCA presented on the topic “BC Extreme Weather Events – Property Assessment Impacts”. Graham reviewed the BC Assessment legislation relating to extreme weather events; several case studies of extreme weather events: Hagensborg Flooding (September 2010), Lytton Wildfire (June 2021) and the Atmospheric River (November 2021); and the resources available through BC Assessment to assist local governments and property owners. He pointed out that the general requirement is for BC Assessment to reflect the physical condition of a property as at October 1st of the prior year, except in the case of substantial damage or destruction of improvements in which case the date is extended to December 31st of the prior year. This provision applies to multiple properties (e.g. an extreme weather event) or also a single property (e.g. a house fire). Graham also reported on the new Roll Entries Report which is available on request from BC Assessment. This report is not available as a self-serve report. He also reported that the Risk-to-Roll Report will be available in late June/early July as a self-serve report.
Michael Moll and Aidan Andrews, Civic Legal LLC presented on the theme “When Tax Collection Goes Wrong”. Michael and Aidan spoke on the implications wherein municipalities could make mistakes in the property tax process, such as miscalculated tax notices, errant tax certificates, misapplied tax payments along with several other situations. Michael told the group that a paper on the same topic is published on the Civic Legal website. In addition, Michael told the group that a paper will be posted on the Civic Legal website regarding Municipal Tax Sale which includes the proposed tax sale amending legislation to receive Royal Assent by the time this article is published.
Joshua Craig, Ministry of Housing and Municipal Affairs provided an update regarding the proposed amended tax sale legislation (Bill 13-2025). He reviewed the new amendment changes and stated that once the amendments receive Royal Assent additional guidelines will be issued. Basically, the new legislation requires municipalities to provide written notification to property owners with delinquent property taxes at least 30 days prior to the annual tax sale date. (P.S. Bill 13-2025 received Royal Accent on May 29, 2025.)
Tara Wigen, Marc Castro and Samantha Taylor, Ministry of Finance were unable to attend the conference, but supplied a brief report for Doug Stein to read. Tara reported that it is business as usual in the Property Taxation Branch.
Thank you to GFOABC for sponsoring the Collectors’ Form session at the Conference and the quarterly Collectors’ Forum webinar. See you at the next Collectors’ Forum webinar on July 23.
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..
TRACY BOWEN
Strategic Financial Leadership
I was encouraged by a few different individuals to put my name forward and complete the expression of interest for the Strategic Financial Leadership program. And I am very glad that I did take that step forward and do it. I was nervous at first about applying for the program as this was something different to take on with newly being appointed to the Chief Financial Officer position. I have to say that I was very glad that I did take the leap forward to enter the program.
The program was set up to allow an individual to work and develop on both their outer work (a project for the Local Government we work at) and inner work (personal growth as a leader) at the same time. These two were brought together to help us develop our leadership skills. Another benefit of the program was the ability to do most of the work from the office and did not require a lot of travel during the year long program. This in no way make me disconnected from the program leaders, they were always available by email or phone whenever needed.
I was set up with a life coach, a mentor, a cohort and a triad cohort. Each of these brought benefits to my personal growth, but all in very different ways. My life coach was fantastic and whenever we met it seemed that the universe knew I needed to talk to her at that moment. She was very helpful with my personal growth and looking inward on myself. Providing me with many tools and techniques to handle different situations. My mentor was great with the daily aspects of the job and was someone to talk to about day-to-day items. She was helpful with just being someone to talk to and getting some feedback on how to handle my new position as CFO and all the changes that come along with the new role. I had the joy of working with a great cohort for the second round of the program.
Everyone seemed to click from the start, even though a few of us were very nervous about being at that first meeting and talking about ourselves (this was me). The presenters were great at talking to us through this discomfort. I really enjoyed my engagement within my triad cohort. I was paired with individuals that worked for two different municipalities, I learnt a great deal from them. The program was a very well-rounded program for me and came out the other side feeling more confident.
During my time in the program, I always kept this saying in the back of my mind, “As accountants we tend to be right up against the side of the box, but rarely out of it.” This program brought me outside a couple of times, and I feel I am better for it.
In conclusion, I would highly recommend this program to others that are ready to take that next step in developing their leadership skills. It may look like a long commitment, but it was a good one for me.
TRACY BOWEN CPA, CGA is the CFO of the Cowichan Valley Regional District. She has been with the CVRD for almost 18 years, last 2 years as the CFO. Prior to joining the CVRD, she worked at a local credit union in their accounting department.
!2023/24 STRATEGIC FINANCIAL LEADERSHIP ALUMNI
Angie Bernardin, City of Fort St. John
Heather Boxrud, District of Squamish
Justin Brogan, City of Rossland
Carolyn Brown, Town of Golden
Mallory Denniston, City of Powell River
Kevin Douville, Comox Valley Regional District
Johnny Lai, City of Vancouver
Adam Langenmeier, City of Courtenay
Sashka Macievich, Village of Burns Lake
2024/25 STRATEGIC FINANCIAL LEADERSHIP ALUMNI
Tracy Bowen, Cowichan Valley Regional District
Parissa Bhullar, City of Mission
Sambo Eom, VIHA
Kari Barber, Peace River Regional District
Layla Monk, City of Victoria
Geoffry Kreek, District of Metchosin
Kathy McLennan, City of Colwood
Emily Mitchell, District of Invermere
Noramay Isaac, District of Port Hardy
IF THERE IS SOMEONE IN YOUR ORGANIZATION THAT YOU’D LIKE TO RECOGNIZE IN THE NEXT MEMBER SPOTLIGHT, LET US KNOW. Contact office@gfoabc.ca.
Collectors’ Corner:
SPECIAL REPORT – TAX SALE AMENDMENT LEGISLATION
ON MAY 29, 2025 THE ANTICIPATED TAX SALE AMENDMENT LEGISLATION (BILL 13-2025) RECEIVED ROYAL ASSENT. THE LOCAL GOVERNMENT ACT NOW INCLUDES A NEW SECTION 647.1 WHICH REQUIRES MUNICIPALITIES TO NOTIFY PROPERTY OWNERS WITH DELINQUENT PROPERTY TAXES PRIOR TO THE ANNUAL TAX SALE DATE. WHILE COLLECTORS ALREADY ATTEMPT TO CONTACT OWNERS PRIOR TO THE TAX SALE DATE AS A BEST PRACTICE, NOW IT IS REQUIRED UNDER THE NEW LEGISLATION. THIS NEW LEGISLATION IS A DIRECT RESULT OF A RECOMMENDATION IN THE 2021 OMBUDSPERSON’S REPORT “A BID FOR FAIRNESS”. IN 2013 THE PROVINCE INTRODUCED BILL 3 AND BILL 42 WHICH HAVE BEEN REPEALED BY BILL 13-2025.
What are the new requirements? New Section 647.1 states that at least 30 days before the date of the annual tax sale, the collector must, in relation to a property subject to tax sale, give written notice to a person registered in the land title office as an owner of the fee simple of the property (Notice is not required to be given to chargeholders). The notice must include the time and place of the annual tax sale; the legal description and street address, if any, of the property subject to tax sale; and the amount of the delinquent taxes calculated in accordance with section 246 [delinquent taxes] of the Community Charter. The amount of the delinquent taxes therefore also includes the amount of interest due on delinquent taxes amount up to at least the date of the notice.
In addition, the notice must include a statement that, if the amount of delinquent taxes is not paid before the annual tax sale, the collector will offer the property for sale by public auction at the time and place stated in the notice; a statement that, if the property is sold at the annual tax sale, a right of redemption will remain in the owner, or a person registered in the land title office as an owner of a charge on the property, until the end of the redemption period; and a statement that the amount payable to redeem the property after the annual tax sale will be greater than the amount of delinquent taxes.
The notice must be given to the owner of the property at the address of the owner set out in either the most recent revised assessment roll or the records of the land title office. The notice must be given to the owner by either personal service; sending the notice by ordinary
mail, registered mail or courier; or sending the notice by another method prescribed by regulation. (Currently there are no regulations.) If the notice is given by a method other than sending by registered mail, the collector must create a record of the method by which the notice was given, the date and time the notice was given and, if applicable, the place of mailing, and an acknowledgement, if any, of receipt of the notice by the owner. The notice given, unless received earlier, is conclusively deemed to be received if given by sending the notice by ordinary or registered mail or courier, on the seventh day after it is mailed or received by the courier, as applicable. The collector must retain a copy of each notice.
In addition to the new Section 647.1, Sections 657 and 666 have also been amended accordingly.
The Province has said that additional guidelines will be issued to assist collectors apply this new legislation. Stay tuned to the GFOABC Forum and the Collectors’ Forum webinars to learn more. Keep up the good work that you are already doing.
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..
FUTURE-PROOF YOUR FINANCE DEPARTMENT
BECAUSE BUDGETS CAN’T WAIT - AND NEITHER CAN YOUR TEAM.
In municipal finance, stability matters. So does agility. That’s the challenge: balancing both while dealing with budget pressures, lean teams, and constant demands for clear, accurate information. The truth is that even well-run departments are often one retirement or vacancy away from falling behind.
Future-proofing your finance organization isn’t about flashy new tools or chasing trends. It’s about building solid, sustainable systems that help you manage today’s work and prepare for the unknowns tomorrow might bring.
BUDGET PRESSURES ARE REAL. AUTOMATION CAN HELP.
Every finance team has a rhythm. But when reporting relies heavily on manual steps, that rhythm breaks easily, especially when time is short or people are away. Automation isn’t a silver bullet, but it does relieve some of that pressure.
By automating key parts of your reporting process, like pulling actuals or updating forecasts, you reduce the chance of error and free up time for more meaningful analysis and tasks. It’s about time, accuracy, and consistency. When the numbers flow reliably, staying on budget becomes less reactive and more proactive.
Even small steps - like automating report templates and report distribution can make a meaningful impact. Over time, these incremental improvements create stability that gives your team the breathing room they need to focus on what matters most.
PEOPLE MOVE ON. YOUR SYSTEMS STAY PUT.
Staff turnover is part of public service life. And while institutional knowledge is valuable, it’s fragile when it lives in someone’s head or in one person’s spreadsheet.
Future-proofing means creating systems that are easy to understand and easy to transfer. That might look like:
• Shared, well-organized files
• Clear documentation (that someone can actually follow)
• Tools with a gentle learning curve, especially for new staff or temporary help
None of this is glamorous. But it’s what keeps the work moving when roles shift or gaps appear. And that kind of continuity matters just as much as the numbers themselves.
TRUST IN DATA MEANS TRUST IN DECISIONS.
Whether you’re preparing for council, responding to a resident’s question, or walking through an audit, having accurate, accessible data makes all the difference. Especially when financial decisions are under public scrutiny, transparency builds confidence in the numbers and in your team.
When your information is easy to explain and backed by clean processes and real data, it’s a lot easier to stand behind.
STEADY SYSTEMS, STRONGER TEAMS
There’s no single playbook for running a finance department - every community’s needs are different. But some things hold true across the board: minimizing manual processes and tasks help finance teams weather change and deliver consistently.
Future-proofing isn’t about predicting the future - it’s about being ready for it. The more your systems can carry the load, the less pressure falls on individuals. And honestly - that’s better for everyone.
Solutions that adapt to your local context
From small towns to large cities, local governments face growing pressure to address complex needs and make a real impact — all while balancing concerns about funding and delivery.
LAURINDA BROWN brings 15+ years of experience helping municipal and public sector finance teams boost efficiency through automation and smart technology. Her expertise spans ERP systems, document management, and automation of AP, AR, and financial reporting—streamlining operations and enhancing visibility across public sector organizations.
With in-depth knowledge and local insights, our advisors deliver actionable solutions that help you navigate change, maximize impact, and achieve lasting success.
FACING THE NUMBERS: HOW LAKE COUNTRY AND SALMON ARM ARE TACKLING TAX INCREASES AND PUBLIC COMMUNICATION
MUNICIPALITIES ACROSS BRITISH COLUMBIA ARE FACING A NEW REALITY: RISING COSTS, GROWING DEMANDS, AND THE CHALLENGE OF COMMUNICATING TAX INCREASES TO A FATIGUED PUBLIC. IN A PRESENTATION AT THE GFOABC COLLECTORS’ FORUM ON APRIL 23, WE SHARED OUR EXPERIENCES NAVIGATING THESE CHALLENGES WHILE STRIVING TO MAINTAIN TRANSPARENCY AND TRUST.
LAKE COUNTRY: MANAGING GROWTH AND EXPECTATIONS
Lake Country has faced significant tax increases in recent years: 17.05 percent in 2023, 9.5 percent in 2024, and 6.45 percent in 2025. A major driver of these increases was crossing the 15,000-population threshold in 2023, which triggered an increase in RCMP contracted costs from a 70 percent share to 90 percent. This added over $1.2 million in costs annually - around $260 per household. While the municipality had prepared with reserves, funding was still needed to cover increased ongoing costs. Compounding the cost pressure are inflation, infrastructure costs, and a residential-heavy tax base—95 percent of properties are residential.
Residents of Lake Country sometimes communicate that taxes have doubled since 2013. While technically true, context matters: inflation rose 36 percent in that period, the residential and non-residential construction indices rose 81% and 55% respectively and RCMP and transit costs climbed significantly (243% and 107% respectively). Additionally, Lake Country Council made strategic investments, including an increased dedicated transfer to road reserves, representing a 116% increase to the roads budget.
To communicate these changes, we focus on consistency and clarity. We break down the impact on real dollars, both annually and monthly as real dollars are less daunting than percentages - and use visuals like maps and charts to show where money is going. Our job is to help council and the public see what’s fair across property classes and to show while taxes might have gone up, they are seeing real improvements and investments in their community.
SALMON ARM: BALANCING CONSISTENCY WITH GROWTH
As the new CFO in Salmon Arm, I (Patrick) stepped into the role in January and opted for continuity while getting to know the community. Our approach involves steady increases across property classes while ensuring no class is overburdened.
We landed on a 4.98 percent tax increase this year, guided by strategic planning, infrastructure renewal, and population growth. Our comparison with similar-sized municipalities (16,000–50,000 in population) showed we’re still near the lower end of the tax spectrum.
When communicating with Council and the public, we focus on fairness and simplicity. If people want to dig deeper, we make that information accessible. A key part of our messaging is connecting tax increases to the quality services people rely on daily.
LESSONS IN COMMUNICATION
Whether it’s Lake Country or Salmon Arm, effective communication relies on good visuals, early engagement, and honest storytelling. Charts and infographics resonate more than spreadsheets. As one example, Lake Country used an overlay map to show real impacts - bringing the budget to life.
Ultimately, residents expect transparency. They may not love the message, but when we explain the “why” with clarity and consistency, trust can grow - even during difficult budget discussions.
PATRICK GRAMIAK has worked in the private sector and more recently in local government. While working for the City of Kelowna, he was the Financial Analyst and then Revenue Supervisor. As of January, 2025 he is the Chief Financial Officer for the City of Salmon Arm. Patrick is a CPA, CA, starting his career in Public Practice.
TREVOR JAMES CPA, CA is the CFO of the District of Lake Country where working with firefighters, police, garbage trucks, Zambonis, snow plows etc. has finally convinced his kids that being an accountant can be cool.
PSAB PROPOSES NEW ACCOUNTING GUIDANCE FOR INTANGIBLE ASSETS
THE PUBLIC SECTOR ACCOUNTING BOARD (PSAB) HAS RELEASED AN EXPOSURE DRAFT (ED) PROPOSING ACCOUNTING GUIDANCE FOR INTANGIBLE ASSETS UNDER A SINGLE, COMPREHENSIVE STANDARD. IN DOING SO, PSAB AIMS TO FILL A GAP FOR FOUNDATIONAL GUIDANCE IN THE CPA CANADA PUBLIC SECTOR ACCOUNTING HANDBOOK.
With their proposed standard, PSAB incorporates purchased intangibles, so the accounting guideline PSG8, Purchased Intangibles, is withdrawn as part of the ED proposals. The recognition exclusion related to developed intangibles is also removed.
As part of their Intangible Assets project, PSAB will also develop an accounting guideline for cloud computing arrangements.
DEVELOPMENT OF THE PROPOSED INTANGIBLE ASSET STANDARD
PSAB amended principles of International Public Sector Accounting Standard (IPSAS) 31, Intangible Assets, in accordance with the Criteria for Modifying and Reviewing IPSAS Principles that accompany PSAB’s International Strategy . PSAB amended IPSAS 31 principles that were contrary to PSAB’s Conceptual Framework and therefore not appropriate for application in Canada based on the Board’s understanding of the Canadian public interest. Key amendments are detailed in the Basis for Conclusions accompanying the proposed Standard.
KEY PROPOSALS
1. Definition: An Intangible asset is defined as an identifiable nonmonetary asset without physical substance.
2. Recognition criteria: Intangible assets must meet the definition of an intangible asset, and their costs can be measured in a faithfully representative way. For internally generated assets, expenditures incurred during the research phase are expensed while those incurred in the development phase may be capitalized if certain criteria are met.
3. Measurement guidance: Separately acquired intangible assets are initially measured at cost. Internally generated intangible assets are measured as an accumulation of costs that are directly attributable to create, produce, and prepare them to be capable of operating as intended. These measurements start from the date when the recognition criteria are first met. Subsequent measurement is at cost less accumulated amortization and impairment losses, adhering to the historical cost approach.
4. Impairment: Impairment occurs when the carrying amount of the intangible asset exceeds its recoverable service amount. Impairment losses cannot be subsequently reversed.
5. Useful life and amortization: The useful life of an intangible asset can be finite or indefinite. Intangible assets with finite useful lives are amortized using a method reflecting the consumption pattern of future economic benefits. Intangible assets with indefinite useful lives are not amortized but are subject to annual impairment testing.
6. Transitional provisions: The proposed standard includes an option to apply the standard to new transactions and other events occurring on or after April 1, 2030, or a modified retroactive approach.
7. Application: The standard would apply to fiscal years beginning on or after April 1, 2030, or earlier.
At a GFOABC Accounting & Auditing Forum on June 17, 2025, PSAB had an opportunity to consult with GFOABC membership regarding the exposure draft. We would like to thank the GFOABC membership for their input as continue the process to provide accounting guidance for intangible assets.
For more information on PSAB’s project activities, check out www.frascanada.ca/en/public-sector/projects/ intangibles-assets and www.frascanada.ca/cloudcomputing-arrangements .
SOPHIA KASOZI MPA, CPA, CA, CIA, Principal, Public Sector Accounting Board. Sophia is a technical leader with more than 18 years of public-sector expertise in governance and risk-management, financial reporting and assurance standards, and internal control. She is passionate about developing policy, systems, and processes that promote public accountability and transparency for governments and the public they serve.
ANTONELLA RISI CPA, CA, Associate Director, Public Sector Accounting. Antonella has been developing public sector accounting standards for over ten years. Antonella supports staff and the work of PSAB’s various advisory groups made up of practitioners and users of financial reports to develop and amend various public sector accounting standards.
IMAN SHEIKH CPA, CA, Principal, Public Sector Accounting Board. Iman is a seasoned accounting professional with over 15 years of work experience including large public accounting firms. Currently serving as Principal, Standards at CPA Canada, Iman leverages her expertise to produce high-quality accounting standards and guidance for diverse stakeholder groups.
PLANNING FOR RESILIENCE:
FINANCIAL STRATEGIES FOR MANAGING EXTREME WEATHER RISKS IN BRITISH
AS EXTREME WEATHER EVENTS BECOME MORE FREQUENT AND INTENSE, LOCAL GOVERNMENTS FACE GROWING PRESSURE TO DEMONSTRATE THAT THEY ARE PREPARED, RESPONSIBLE, AND RESILIENT. THE KEY TO MEETING THESE CHALLENGES LIES IN A PROACTIVE, WELL-DOCUMENTED APPROACH TO MANAGING PUBLIC ASSETS, BACKED BY CLEAR POLICIES AND STRATEGIC INVESTMENT.
1. ASSET MANAGEMENT AND INVENTORY
A critical first step in any resilience strategy is to know exactly what assets your municipality owns and is responsible for. These include culverts, catch basins, drainage ditches, and public trees—often overlooked elements that can become sources of liability if not properly maintained. Establishing a detailed inventory helps municipalities prioritize maintenance, plan for capital upgrades, and justify budget requests. By investing in GIS mapping, digital asset management systems, or even simple spreadsheets, local governments can create a centralized, accessible record of their infrastructure. This proactive approach not only supports day-to-day operations but also helps mitigate future risks and expenses caused by system failures during extreme weather events.
COLUMBIA
2. POLICY DEVELOPMENT
Having a written policy is more than good practice, it’s an essential legal tool. Whether your community uses a proactive schedule-based maintenance system or responds to issues on a complaints basis, policies provide a framework for decision-making and resource allocation. They also demonstrate that the municipality is exercising “reasonable care,” a standard often evaluated during legal disputes. Budgeting for policy implementation, including staff time, inspections, and training, ensures these protocols are more than just paper plans. When policies are clear, consistent, and followed, municipalities can show that they have taken appropriate steps to protect their infrastructure as well as their residents.
3. STRATEGIC UPGRADES
While maintenance is essential, some infrastructure simply needs to be improved to meet modern climate demands. Strategic upgrades, such as increasing culvert capacity, enhancing stormwater retention systems, or investing in natural assets, can significantly reduce long-term risk and liability. Identifying these areas through risk assessments or climate adaptation plans helps communities target their limited funds towards where they will have the most impact. Moreover, investing in infrastructure upgrades sends a strong message to residents and insurers that the municipality is serious about managing risk and preparing for the future.
4. LEGAL DEFENCES
Even with the best planning, severe weather can still cause damage—and lawsuits. The ability to show a clear paper trail of asset inspections, maintenance, and adherence to policy is vital in defending against claims. Simple documentation, such as maintenance logs, service requests, and photos, can serve as critical evidence. When these records are tied to a defined policy and reflect realistic budgeting, they can demonstrate that the municipality acted reasonably under the circumstances. In legal terms, this can make the difference between liability and a successful defence.
In summary, preparing your community for extreme weather isn’t just about emergency response—it starts long before the storm hits. Through effective asset management, robust policies, targeted upgrades, and solid documentation, local governments can reduce risk, protect residents, and build a strong foundation for legal and financial resilience.
STEVEN GARES Manager of Claims, Municipal Insurance Association of B.C. Steven obtained his B.A. in History from the University of Victoria before obtaining his J.D, from Dalhousie University. Prior to joining the Municipal Insurance Association of British Columbia, Steven worked at a downtown Vancouver law firm and practiced in a variety of legal fields including insurance defence, municipal defence, and professional negligence. He has appeared at all levels of Court in B.C. and has made submissions to a number of tribunals as well.
ALEX WU Claims Examiner, Municipal Insurance Association of B.C. Alex has a B.A. in Sociology and Public Administration from the University of Victoria. His previous experience includes customer service, some small stints with local government and, prior to joining the Municipal Insurance Association of British Columbia, spent 8 years in the commercial insurance industry in various capacities.
STAYING THE COURSE IN STORMY MARKETS
A SIGNIFICANT PART OF MFA’S MANDATE—AND ONE OF OUR CORE PILLARS—IS TO SUPPORT THE ONGOING DEVELOPMENT AND DELIVERY OF EDUCATIONAL OPPORTUNITIES FOR LOCAL GOVERNMENT LEADERS AND FINANCE STAFF. OUR RECENTLY ANNOUNCED SUSTAINING EDUCATION ALLIANCE WITH GFOABC IS A PROUD TESTAMENT TO THIS COMMITMENT! AS THE FINANCIAL LANDSCAPE GROWS MORE COMPLEX, OUR ROLE AS EDUCATORS BECOMES EVEN MORE IMPORTANT. TODAY’S ENVIRONMENT OF GEOPOLITICAL UNCERTAINTY, FLUCTUATING MARKETS, AND TRADE WAR VOLATILITY HAS MADE LONG-TERM INVESTMENT PLANNING EVEN MORE CHALLENGING—AND IMPORTANT—THAN EVER.
We’ve recently connected with local governments who are reviewing and rethinking their investment strategies. A common concern? What’s the right “course of action” during such unpredictability? While there’s no one-sizefits-all answer, one guiding principle remains true: focus on what you can control.
Daily interest rate swings and market movements are beyond our influence. But what is within your control is your plan. If you’ve developed a thoughtful, wellresearched investment strategy, now is the time to trust it. It can be tempting to chase short-term trends or sell during downturns—but reactionary moves made out of fear often lead to regret, and a return to market stability may take time.
If you’re looking to invest new funds, first take the time to reassess your financial objectives. What are your short- and long-term needs? Any investment decision should be made in the context of a broader, integrated financial strategy. Once those goals are clearly defined, you can determine the investment vehicles that best suit your needs—based on your current portfolio, liquidity requirements, and risk tolerance. This process may not only instill confidence in your investment approach, but it can also help you to clearly communicate the rationale
behind your decisions to stakeholders, including board and council members.
As local government investment needs shift and evolve, MFA continues to expand our investment offerings based on your feedback. For those looking to diversify with shorter-term options, we’re excited to introduce a new solution: the Pooled High Interest Notice Account (PHINA). Offered in partnership with Scotiabank, the PHINA is designed for funds not required for at least a month. It builds on the Scotiabank Pooled High Interest Savings Account (PHISA) but provides an added benefit—a premium interest rate above the standard PHISA rate. The only requirement? You must give 31 days’ notice before withdrawing funds. For those seeking a safe, flexible way to earn more on idle funds, the PHINA could be a great fit.
To learn more or to open a PHINA account, please connect with us at invest@bc.ca.
And please remember—we are here to help. If you or your team would benefit from a deeper discussion on investment strategies and portfolio management, please don’t hesitate to reach out. We’re always happy to speak with your board, council or staff to provide guidance and clarity. And if there are any topics or discussions that you feel would be of benefit to other local governments as well, please let us know as we are always on the hunt for new GFOABC webinar/conference session ideas!
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 nonprofits through volunteering, facilitating financial literacy
THE RISING IMPORTANCE OF SUPPLY-CHAIN RESILIENCE
MANY ORGANIZATIONS IN CANADA AND THE U.S. HAVE BEEN CREATING CLIMATE MITIGATION PLANS TO ADDRESS OPERATIONAL RISKS. IN THE WAKE OF THE LOS ANGELES WILDFIRES, WHICH CAUSED INCALCULABLE SUFFERING AND LOSSES ESTIMATED AT MORE THAN US$250 BILLION, IT’S CLEAR THAT THOSE PLANS WILL NEED TO FACTOR IN SUPPLY-CHAIN RESILIENCE.
Modern supply chains are so intricately interwoven that leaders may not always be clear where their exposure lies until disaster strikes. Organizations do not need to have headquarters or even direct operations in an area affected by a disaster related to extreme weather to experience operational disruptions.
A PEEK INTO THE CLIMATE FUTURE
Racing across southern California in midwinter, months before the usual wildfire season, the Los Angeles fires destroyed more than 16,000 homes and offices as well as infrastructure including roads, bridges, and power lines, and saw almost 200,000 people placed under evacuation orders at their peak.
Nearly 1,900 small businesses are estimated to have fallen within the fire burn area, and the impacts for many were significant. Some organizations had to shutter temporarily due to evacuation orders, staff shortages, loss of power and/or data, or road closures; others may
shutter permanently, their capital destroyed. Still more suffered disruption from factors such as school closures, transportation challenges, and wildfire smoke.
While the supply-chain impacts were relatively limited, it’s an indicator of things to come. Despite hopes that the world would benefit from the cooling impact of the La Niña weather pattern, this January was the hottest on record. In addition, extreme weather events including droughts, floods, heatwaves and wildfires are becoming much more likely.
SUPPLY-CHAIN RISKS
Everything from metals to timber to basic food items are vulnerable to supply-chain disruptions. Droughts and flooding endanger mine operations; forests are under pressure from extreme heat, drought, and wildfires; farmers are vulnerable to both extreme weather events and long-term climatic shifts. Previous work from the BMO Climate Institute found that, by 2050, the agriculture sector in Texas may lose $890 million a year to drought, while wildfire losses in California agriculture may extend to $430 million.
As we saw in Los Angeles, climate events can affect workers in every sector. Extreme heat and cold snaps can reduce productivity or cause shutdowns; flooding, wildfires, hurricanes, and cold snaps can make it impossible for staff to reach their places of work.
Transportation networks can also be disrupted. More than half (55 percent) of the world’s trade goes through ports with significant vulnerability to climate risks: Hurricane Katrina shut down three ports that process 45 percent of the US’s agricultural goods. Heavy rains in British Columbia in 2021 led to flooding and landslides that disrupted both rail and road access to the Port of Vancouver, Canada’s largest port.
Energy is also vulnerable to extreme weather events. As well as hitting power infrastructure, Hurricane Ida shut down 96 percent of crude oil production and 94 percent of natural gas production in the Gulf region.
Data is the backbone of the digital economy, but the physical infrastructure that supports it—data centers and communication networks—relies heavily on electricity and cooling. Cooling systems, in particular, often require significant amounts of water, making data facilities vulnerable to drought. In 2018, nearly one-fifth of the nation’s servers depended on water from already stressed watersheds.
As supply chains become ever more complex, so too does the risk nexus. Climate impacts such as water scarcity and food insecurity can lead to unrest, political instability, and conflict. But complexity is not a reason to avoid approaching a topic; in fact, it makes engagement even more urgent. To read the full article, visit https://bit.ly/4d281yz
MELISSA FIFIELD leads the BMO Climate Institute, a center of expertise accelerating climate solutions by bridging science, policy, finance and economics. She is a global sustainability leader with more than 20 years of experience leading US and international programs across social and environmental impact areas. Prior to BMO, Melissa led Corporate Social Responsibility & Sustainability for Bank of the West, where she was responsible for driving strategic partnerships, policies, and programs that created and advanced positive impact.
ACCELERATING PROJECT DELIVERY: HOW GROUP PROCUREMENT SUPPORTS INFRASTRUCTURE INITIATIVES
LOCAL GOVERNMENTS IN BRITISH COLUMBIA ARE NAVIGATING ONE OF THE MOST CHALLENGING PROCUREMENT ENVIRONMENTS IN RECENT HISTORY, MARKED BY INFLATIONARY PRESSURES, FLUCTUATING TARIFFS, AND PERSISTENT SUPPLY CHAIN DISRUPTIONS. FINANCE PROFESSIONALS, TASKED WITH FISCAL STEWARDSHIP AND REGULATORY COMPLIANCE, FACE SIGNIFICANT PRESSURES TO DELIVER INFRASTRUCTURE PROJECTS AMIDST ESCALATING COSTS FOR BUILDING MATERIALS, VEHICLES, HEAVY EQUIPMENT, AND SERVICES.
Unpredictable supply chains further complicate project timelines and budget management, increasing the risk of critical funding lapses. Traditional procurement methods, often lengthy and resource-intensive, can exacerbate these issues by requiring extensive administrative time and capacity, both scarce resources for municipalities juggling multiple high-priority projects.
Group procurement addresses these challenges by providing access to competitively solicited trade-compliant contracts that leverage the collective buying power of the Canadian public sector. This enables local governments to streamline procurement, control costs, and reduce administrative burdens. With these contracts in place,
finance teams can shift their focus from managing procurement logistics to overseeing project delivery and gaining faster access to essential goods and services when timing matters most.
SUPPORTING LOCAL ECONOMIC OBJECTIVES THROUGH STRATEGIC SUPPLIER PARTNERSHIPS
With increasing attention to ‘Buy Canada’ initiatives and local economic development, group procurement presents an opportunity to balance fiscal prudence with community-supportive procurement practices. Canoe connects local governments with a diverse network of suppliers, including Canadian companies, ensuring compliance with trade agreements while supporting domestic businesses and regional economies.
For example, Home Hardware, a wholly Canadianowned supplier with extensive local presence in over 1,000 communities nationwide, provides building materials, maintenance products, and facility essentials through Canoe’s contracts. Similarly, RothIAMS, a Canadian firm specializing in infrastructure asset management, supports municipalities by developing sustainable capital plans that maximize long-term public asset value. These strategic supplier relationships enable finance teams to manage
procurement risks effectively while directly contributing to local economic stability.
PRACTICAL TAKEAWAYS FOR LOCAL GOVERNMENT FINANCE PROFESSIONALS
1. Expedited procurement timelines: Access to prenegotiated, compliant contracts significantly reduces procurement delays, aligning project schedules with grant funding requirements.
2. Competitive pricing: Competitive pricing helps mitigate financial risks related to inflation, tariffs, and market volatility.
3. Reduced administrative workload: Streamlined procurement processes free up staff capacity, allowing finance professionals to concentrate on strategic project oversight.
4. Support for local economic objectives: Whether you’re focused on ‘Buy Canada’ strategies, exploring alternatives, or balancing both, Canoe’s diverse supplier network allows you to align your procurement practices with regional economic development goals and community values.
Group procurement is a strategic resource enabling local government finance professionals to deliver critical infrastructure projects on time, within budget, and in compliance with regulatory and trade requirements. As economic uncertainty persists, group procurement ensures public sector organizations remain resilient, effective, and community-focused.
To learn how your local government can benefit from group procurement, visit canoeprocurement.ca or contact Kim Thiessen, Canoe’s regional representative for British Columbia, at 250-215-1818 or kim@ canoeprocurement.ca.
PUBLIC SECTOR PROCUREMENT MADE SIMPLE
ABOUT THE AUTHOR: 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.
Procurement doesn’t have to be stressful, From furniture and maintenance supplies to IT software and technology, Canoe delivers trade-compliant procurement.ca solutions tailored to public sector needs. Focus while we handle the complexities
THE IMPACT OF CLIMATE CHANGE ON THE MUNICIPAL WORKFORCE IN CANADA
CLIMATE CHANGE IS INCREASINGLY INFLUENCING VARIOUS ASPECTS OF MUNICIPAL OPERATIONS IN CANADA, LEADING TO SIGNIFICANT CHANGES IN WORKFORCE DYNAMICS. MUNICIPALITIES ARE AT THE FOREFRONT OF CLIMATE ACTION, TASKED WITH ADAPTING INFRASTRUCTURE, SERVICE DELIVERY, AND WORKFORCE MANAGEMENT TO MITIGATE AND RESPOND TO CLIMATE-RELATED CHALLENGES.
NEW JOB CREATION AND INFRASTRUCTURE ADAPTATION
A positive impact of climate change on the municipal workforce is the creation of new jobs. As municipalities strive to adapt their infrastructure to be more resilient, there is a growing demand for professionals in fields such as environmental engineering, urban planning, and renewable energy. For instance, the implementation of green infrastructure projects, such as stormwater management systems and energy-efficient buildings,
requires skilled labour and expertise[1]. The inverse problem is of course the limited supply of skilled labour, and competition for talent with the private sector.
WELLBEING AND WORKFORCE RETENTION
The wellbeing of municipal employees is also affected by climate change. Increased stress and burnout can result from dealing with frequent and severe weather events. Additionally, the physical health of outdoor workers can be compromised due to extreme temperatures and poor air quality. These factors contribute to challenges in workforce retention, as employees may seek less demanding or safer work environments[2] .
SCHEDULING AND WORKFORCE MANAGEMENT
Climate change also complicates scheduling and workforce management. Municipalities must be flexible and responsive to unpredictable weather patterns, which can disrupt planned activities and require emergency
responses. This unpredictability necessitates robust contingency planning and adaptive management strategies to ensure continuity of services and employee safety[3] .
CASE STUDIES
There are emerging case studies throughout Canada which highlight how municipalities are quickly adapting their workforce strategies to reflect their climate action plans:
1. Grand Forks, BC
Grand Forks has taken significant steps to strengthen flood resilience following severe flooding in 2018. The municipality uses climate data and advanced flood models to guide recovery and future planning. This approach has led to the creation of specialized
[1] Current state of climate action in Canadian municipalitiesMunicipal World.
[2] The State of Climate Action in Canadian Municipalities.
[3] Case study series: Using climate data to drive adaptation.
[4] Canadian Cities Leading on Climate Action – 2024 Edition.
[5] Case Study Series Using Better Data to Identify Climate Change - Related Infrastructure Vulnerabilities in Canadian Communities
roles focused on climate adaptation and disaster management, highlighting the shift in workforce needs towards resilience planning[4] .
2. Windsor, ON
Windsor has integrated climate change adaptation into municipal planning through the implementation of a council report climate lens. This policy ensures that all municipal decisions consider climate impacts, leading to the development of new positions focused on sustainability and climate resilience. The city’s proactive stance has fostered a workforce skilled in climate adaptation and policy implementation[5]
These examples illustrate how Canadian municipalities are adapting to climate change and the resulting impacts on their workforce. The shift towards resilience and sustainability is creating new opportunities for HR to form deeper strategic partnerships while presenting challenges that require innovative solutions and adaptive management from municipal operations.
To learn more, download the UKG eBook: Transforming Human Capital Management: A strategic vision for public sector.
MIKE JACKSON , Partner at UKG, is an experienced human capital consultant with expertise in talent strategies, talent acquisition and the Future of Work. He supports organizations on their broader transformation to adapt to changing market conditions and optimize workforce strategies to maximize skills deployment, organization structure, and operating models.
EMERGENCY PREPAREDNESS IN BC LOCAL GOVERNMENTS:
FINANCE OFFICERS WEIGH IN
CLIMATE-RELATED DISASTERS AND EMERGENCIES
BECOME MORE FREQUENT AND COSTLY. IN MARCH 2025, THE GOVERNMENT FINANCE OFFICERS OF BC (GFOABC) AND CIVICINFO BC SURVEYED BC LOCAL GOVERNMENTS TO ASSESS HOW MUNICIPALITIES AND REGIONAL DISTRICTS ARE PLANNING— FINANCIALLY AND OPERATIONALLY—FOR DISASTER RECOVERY. FORTY-NINE LOCAL GOVERNMENTS RESPONDED (45 MUNICIPALITIES AND FOUR REGIONAL DISTRICTS).
KEY FINDINGS FROM THE SURVEY
• 46.9 percent of respondents have a designated budget for disaster recovery.
• Only 10.2 percent maintain a reserve fund.
• Just over a quarter (26.5 percent) report having a formal training program, while 38.8 percent have a disaster recovery manual or playbook
• 44.9 percent have established mutual aid agreements with nearby governments or their regional district.
• The strongest showing is in emergency contact protocols, with 73.5 percent indicating they are in place.
ANALYSIS AND EMERGING THEMES
• Budgeting without reserves: While nearly half of local governments have budgeted for emergencies, most of this funding appears to be ad hoc or project based. Few have formal reserves.
• Informal arrangements dominate: Several respondents mentioned relying on informal knowledge or legacy practices. Formal documentation, training programs, or shared playbooks are less common, particularly in smaller municipalities.
• Collaboration is underway but uneven: Some governments have mutual aid agreements or service partnerships in place, but this remains an area where formal coordination could be strengthened.
CONCLUSION
The survey shows many local governments have taken initial steps toward emergency preparedness; however, there are still many opportunities. Finance professionals can play a pivotal role not only in budgeting for emergencies but also in institutionalizing preparedness through policies, agreements, and training.
THE NEXT QUARTERLY QUESTION FOCUSSES ON ARTIFICIAL INTELLIGENCE
Please use this link to be a contributor.
This short survey should take 5 minutes to complete.
Detailed results for this survey can be obtained by emailing surveys@ civicinfo.bc.ca. Questions can also be sent to office@gfoabc.ca.
If you would like to contribute topics for upcoming questions, please contact office@gfoabc.ca or call (250) 382-6871.
INTRODUCING
THE 2025-26
GFOABC BOARD OF DIRECTORS!
CORINNE BOMBEN | PRESIDENT
Corinne is the Chief Financial Officer at the City of Prince Rupert, her hometown, and has held the position for 10 of her 12 years in local government. Prior to her adventures in municipal finance, she spent 14 years in public practice. Finding herself in a senior position at the municipality, actively helping to improve her home community is a surprising passion she feels fortunate to have stumbled across. A far cry from her early adult aspirations of international business, she finds fulfillment in helping to chart a course for community renewal, and is blessed to have an amazing finance team assisting those efforts. Outside of City Hall, you can find Corinne playing hockey, walking her dog, and most recently, dipping her toe in musical theatre.
TERI FONG | DIRECTOR-AT-LARGE
Teri is the Chief Financial Officer at the Alberni-Clayoquot Regional District (ACRD), and proudly serves the region from her hometown of Port Alberni. Over her 17-year career at the ACRD she has had the privilege of assisting in the expansion of the Board of Directors table to include four of the Maa-nulth Treaty First Nations as full voting members. Teri enjoys the challenges that come from operating local government services in a vast region that has many small pockets of population and is always happy to participate in a brainstorming session. In her personal life she stays very busy keeping up with her kids sports and enjoys fishing, hiking and camping on Hornby Island.
CARLA FOX | DIRECTOR-AT-LARGE
Carla Fox has over 25 years of experience in finance and 23 as a senior leader. Carla is a Certified Management Accountant specializing in Municipal Finance, Communications, Business Strategies, and Human Resources. She is passionate about communication, relationship building and employee empowerment. Carla’s current role is the Director of Finance for the Thompson Nicola Regional District where she has been for the last 3 years, with a focus on building resilience, implementing new and innovative systems and solutions, and guiding the team through organizational change. She was previously the Director of Finance and Corporate Services in Hinton, Fernie and Burns Lake.
NICOLE GERVAIS | DIRECTOR-AT-LARGE
Nicole Gervais is the Manager, Client Services with the Municipal Finance Authority of BC (MFA) and has extensive background in the financial services industry, serving over 18 years in various roles in commercial and retail banking. She is responsible for managing the Client Service functions of the MFA and supports a wide array of activities relating to investing, borrowing, and education. The MFA, through its strong interest in building capacity in local government, and in conjunction with KMPG, is proud to be a founding member of GFOABC. Nicole is passionate about community outreach and has been fortunate to be able to support local non-profits through volunteering and securing donations and corporate sponsorships throughout her career in financial services. She has also had the honour of facilitating financial literacy and other community-focused programs. Prior to joining the GFOABC leadership she sat on the Board of Directors for the Victoria Cool Aid Society.
DAVE HALLINAN | DIRECTOR-AT-LARGE
David Hallinan, FCPA, FCMA is the Corporate Services Director and CFO for the City of Kamloops. His journey to municipal government finance has taken some interesting twists and turns, spanning both the forest industry and a crown corporation, BCLC. A self-professed nonaccounting accountant, the Corporate Services Director role provides strategic direction and oversight for various aspects of the organization, including Enterprise Risk Management, Information Technology, Legislative Services, and Finance. In his leisure time, Dave enjoys traveling, playing golf, mountain biking, and crosscountry skiing.
ELIO IORIO | DIRECTOR-AT-LARGE
Elio embarked on his accounting journey in the private sector, working for a local-scale manufacturing company, where he honed his skills and gained foundational knowledge that was instrumental in his public sector endeavors. Transitioning to governmental roles, he has found a deep sense of purpose in contributing to the public good through financial expertise. Elio now has over two decades of experience in financial management within the government sector. Beginning at the Ministry of Children and Family Development, he played a pivotal role in shaping financial policies and strategies to support vital social services. With over 19 years of dedicated service in municipal finance at the District of North Vancouver, currently, as Manager of Financial Services, he possesses a profound understanding of the intricacies involved in managing finances at the local level. Beyond professional commitments, Elio is a devoted parent to three children, actively engaging in their diverse sporting/arts pursuits as both a spectator and a coach.
MIKE KENNEDY | DIRECTOR-AT-LARGE
Mike Kennedy is a coffee-fueled, systems-thinking CPA, CA, passionate about making righteous mischief at the place where accounting and social impact meet. He currently serves as the Chief Financial Officer for the City of Rossland, British Columbia. His career journey to date has included twenty years of progressive leadership roles in public, private and third sectors. Immediately prior to taking on the role of CFO, Mike served as a tenure-track professor in accounting at Acadia University in Wolfville, Nova Scotia. He has also worked as an assurance, strategy and operations consultant with Deloitte, a public servant with the Province of Nova Scotia (Departments of Health, Finance, and Public Engagement Support Unit) and been owner of a number of small businesses, including a bacon sandwich shop on the Halifax waterfront. In his spare time, he loves cycling, cooking, playing music and is a marginally talented but highly enthusiastic skier.
RIANNA LACHANCE | PAST PRESIDENT
Rianna is the Director of Financial Services for the District of Oak Bay. She joined local government in 2011 after leaving private industry and has held a variety of roles both at the municipal and regional levels of local government. Rianna is currently the President of the GFOA BC Board of Directors and has always been an active member since joining the local government sector. She is particularly passionate about the education of our members and continues to make direct contributions in support of the wide variety of professional development opportunities the GFOA BC delivers every year. Above all else she has a deep respect for the role GFOABC has in supporting its’ members and the role its’ members have in improving the lives of British Columbians in communities across the province.
Continued on page 42
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LENORA LEE | DIRECTOR-AT-LARGE
Lenora is an audit partner with KPMG in Victoria where she provides financial statement audit and advisory services relating to technical accounting, internal audit, and internal control for private companies, not-for-profit and public sector organizations. Lenora has been an important contributor to the success of the Government Finance Officers Association of British Columbia (GFOABC). She has served on GFOABC’s Board since 2015 and over her Board tenure, Lenora has also served on the Finance & Administration, External Relations, and Education Committees. Lenora not only shares her time and expertise with GFOABC and its members, but she is also active in the community, serving as a director with the Royal BC Museum since 2021 and as an ambassador for the University of Victoria from 2002 to today. In 2021 Lenora was awarded the fellowship designation (FCPA) by CPABC for her many outstanding professional achievements and community contributions, and an Outstanding Contribution Award from GFOABC in 2022 for her support of GFOABC and its members.
JEFFREY LOVELL | DIRECTOR-AT-LARGE
Jeffrey is the Director of Finance for the City of Port Coquitlam, assuming all statutory responsibilities of the Chief Financial Officer and overseeing Procurement and Risk Management for the City. With over 10 years of experience in local government management, Jeffrey has worked with organizations ranging from small (CFO/DCAO, Fort St. James) to large (Division Manager, Metro Vancouver), maintaining an ongoing focus on financial planning, capital, and fiscal sustainability. Returning to the City of Port Coquitlam after a 6-year hiatus, Jeffrey now enjoys living, working, and raising his young family in beautiful PoCo. Outside of work, Jeffrey can be found at the local soccer pitch, hockey arena, or lacrosse field coaching his son’s teams or finally completing long overdue home renovations. He thoroughly enjoys getting to know other GFOA board members and giving back to the association of which he is a long-time member.
KELLY LOWNSBROUGH | VICE PRESIDENT
Kelly is the Chief Financial Officer and Director of Corporate Services at the Fraser Valley Regional District. In her role, Kelly oversees the Finance, Human Resources, Information Technology, and Communications teams. In addition to being a CMA and CPA, Kelly holds a Graduate Certificate in Executive Coaching from Royal Roads University. Kelly has a passion for people and takes pride in being a part of others’ learning and development. She has a willingness to challenge the status quo, is innovative, focuses on building relationships, and possesses a growth mindset. Kelly reflects most proudly on the moments when her teams made progress, developed and advanced their skills and knowledge, made improvements, and accomplished their goals. Outside of work, Kelly volunteers as a manager for her daughter’s hockey team and also volunteers with her school.
CHARLOTTE OSBORNE | SECRETARY-TREASURER
Charlotte Osborne, CPA, CGA, has served as the Director of Finance and Chief Financial Officer for the City of Cranbrook since 2013.She first joined the City team in 2006 as the Financial Services Manager. Before making the leap to local government, Charlotte worked as an audit manager at BDO Dunwoody, LLP. Charlotte’s accounting career began at Maki Staudt Chartered Accountants, where she was hired as a co-op student, progressing to the position of senior manager before BDO Dunwoody acquired the firm. Charlotte was late to the accounting table; the first ten years of her work life were spent with the federal government, working in employment programming and GST collections. Charlotte was one of the original members of a group that built an 18-unit condominium on the beach in rural Mexico. A project that was at times a great source of frustration, but one that has ultimately resulted in a cherished home away from home.
THANK YOU EXHIBITORS
THANK YOU SPONSORS
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