GFOABC Dollars & Sense – September 2025 - Issue 132
I HAVE A CONFESSION…. I’VE NEVER BEEN TO BOOT CAMP. UNTIL NOW.
I’m so long in the tooth that I came to help facilitate rather than attend as a participant of the program. If you are ‘relatively’ new to local government finance, this is the week you want to incorporate into your own training or include in your staff’s training if you are a seasoned local government finance professional. To say I was impressed with the content would be selling it short. To say I was amazed by the level of effort that has been put into the organization of the program, the execution by the GFOABC staff and guest facilitators, and the enthusiastic participation from the attendees would be accurate. The group in attendance was made up of 41 insightful and thoughtful current and future finance leaders. If this is a representation of the new crop of professionals that local government finance can expect to help our communities face the future, then I am thrilled. AND, I must say you have all done a spectacular job in attracting talent - a monstrous task in this employment environment. I know the attendees will take the week of learning to their offices, and the friendships made home in their hearts.
The sessions included challenging real-life cases to inspire lively
discussions and keep the programming relevant. Tackling the exact situations we face throughout our province and the proposed solutions the attendees came up with in their groups reminded me of the strength of our collective – the team we have just keystrokes away on the GFOABC forum. The group exercises also leveraged GFOABC’s Leadership Competency Framework –encouraging the attendees to identify which of the seven might best apply. I appreciated the reflection back onto this framework which solidified for the attendees the fact that these competencies are applicable in so many situations, whether they are simpler challenges or very complex problems. The group work routinely proved that the collective mind generated more fulsome options in a short time frame than a single one could. Another reminder that when faced with challenges, collaboration pays solution dividends.
I am so pleased that I went. Not only because it reminded me of the connections I have made through the years with so many of you who have been a part of my own local government learning journey, but also because I had the opportunity to learn about the mysteries of regional
district finance from my co-presenter, the ever-dazzling Kelly Lownsbrough (GFOABC’s Vice President). Finally, I am happy to have participated so I can now say ‘I’ve been to Boot Camp’ and I can also attest yet again to the force of our small but mighty team at GFOABC in delivering on our strategic plan to provide value to our members. Remember to check out the many workshops that are offered virtually and don’t forget about the education opportunity coming up this November during PD week in Vancouver. ‘May the force’ that is GFOABC ‘be with you’ as you continue your own learning and sharing with our membership.
Thank you,
Corinne Bomben, GFOABC President
GFOABC STAFF
Kala Harris, Executive Director
Matt Holme, Manager, Member Services & Communications
Teri Fong Alberni-Clayoquot Regional District DIRECTOR AT LARGE
Carla Fox Thompson Nicola Regional District
AT LARGE
AT LARGE
BOARD OF DIRECTORS
Corinne Bomben, President
Kelly Lownsbrough, Vice President
Charlotte Osborne, Secretary Treasurer
Riana Lachance, Past President
Regional
DIRECTORS AT LARGE
Teri Fong, Alberni-Clayoquot Regional District
Carla Fox, Thompson Nicola Regional District
Nicole Gervais, MFABC
Dave Hallinan, City of Kamloops
Elio Iorio, District of North Vancouver
Mike Kennedy, City of Rossland
Lenora Lee, KPMG
Jeffrey Lovell, City of Port Coquitlam
Corinne Bomben City of Prince Rupert PRESIDENT
Kelly Lownsbrough Fraser Valley Regional District VICE PRESIDENT
Charlotte Osborne City of Cranbrook SECRETARY TREASURER
Rianna Lachance Capital
District PAST PRESIDENT
DIRECTOR
Nicole Gervais MFABC DIRECTOR AT LARGE
Dave Hallinan City of Kamloops DIRECTOR AT LARGE
Elio Iorio District of North Vancouver DIRECTOR
Mike Kennedy City of Rossland DIRECTOR AT LARGE
lenora Lee KPMG DIRECTOR AT LARGE
Jeffrey Lovell City of Port Coquitlam DIRECTOR AT LARGE
LEADERSHIP COMPETENCY FRAMEWORK IN ACTION
This year, we took an important step in evolving our professional development programming by integrating the Leadership Competency Framework (LCF) more broadly across workshops and events.
Originally developed for the Strategic Financial Leadership Program and informed by local government members through community roundtables, the Education Committee, and a series of member pilots, the LCF was designed to help finance professionals assess and strengthen their leadership skills. Today, it is being applied across all programming to ensure members leave not only with technical knowledge but also with stronger leadership capacity.
We first showcased the LCF workshop at the 2024 Fall Professional Development Conference, which paved the way for its debut on a national stage at the GFOA US & Canada Conference in Washington, D.C. More than 160 state and local government professionals participated in Looking in the Mirror: How to Assess Your Leadership Competencies.
Feedback was overwhelmingly positive. Attendees emphasized the practicality of the framework, its relevance to the realities of government leadership, and the member-to-member connections it fostered. Many noted how refreshing it was to reflect on leadership competencies rather than focusing solely on technical content.
We were also grateful to have the partnership of Donna Herridge, Executive Director of the Municipal Finance Officers Association of Ontario, and Board Secretary Dianne Velantim. Their insight, experience, and willingness to share stories alongside myself and Rianna Lachance added tremendous depth to the session. Their contributions elevated the workshop and ensured the conversations were both practical and inspiring.
We are equally grateful to Chris Morrill, Katie Ludwig, Sam Naik, and the entire GFOA US & Canada team for providing such an outstanding platform at their annual conference. The exposure there is helping to build momentum for the LCF as we expand our work with this important tool.
The LCF was then expanded into Boot Camp 2025, where case studies and scenarios—developed with input from the Board of Directors—enabled participants to work through real challenges facing local governments across B.C. Integration of the framework helped modernize the role of the finance officer by providing attendees with a practical tool they could use throughout the five-day intensive program.
Feedback from participants underscored three key takeaways: the practical tools provided by the framework, the value of member-to-member learning through case studies, and the strength of the networks built with colleagues across the province.
Boot Camp’s success was made possible by the active participation of our facilitators who shared their experiences during presentations and case study breakouts. It was also thanks to the efforts of Talitha Soldera, for helping pivot this year’s case study delivery, and Matt Holme for overseeing the registration and onsite logistics.
Four members of the 2024–25 Strategic Financial Leadership cohort were presented with their certificates at Boot Camp. From left to right: Noramay Issac, Director of Finance – District of Port Hardy; Emily Mitchell, Deputy Director of Finance – District of Invermere; Geoffrey Kreek, Corporate Finance Officer – District of Metchosin; and Layla Monk, Manager of Revenue – City of Victoria.
Looking ahead, the framework will continue to shape GFOABC programming, creating a consistent throughline that builds both technical expertise and leadership capacity. With strong reception in B.C. and beyond, the LCF is fundamentally reshaping how we design workshops, ensuring members are equipped not only to manage today’s challenges but to lead the sector into the future.
Kind Regards,
Kala Harris, Executive Director
DIRECTOR: “I’M SENDING YOU TO BOOT CAMP.”
ME: “WHAT THE HECK IS BOOT CAMP AND WHY AM I GOING?”
AS INTIMIDATING AS IT SOUNDS, BOOT CAMP WAS ONE OF THE BEST LEARNING EXPERIENCES I’VE EVER BEEN PRIVILEGED TO ATTEND. FIVE DAYS OF INTENSE LEARNING ABOUT EVERYTHING MUNICIPAL FINANCE, THE FACILITATORS BROUGHT PERSONAL CONNECTIONS TO THE MATERIAL THAT TURNED THEORETICAL CONCEPTS INTO REAL LIFE EXAMPLES THAT RESONATED WITH EVERYONE IN THE ROOM.
Day one saw us sorted into groups that reflected the broad range of roles within municipal finance, and we began building relationships within and between our teams. We met colleagues who had only been in their role for a few weeks, some with years of experience, some from small communities who looked after all things finance and some from large municipalities who had more specialized roles. As we shared experiences around the table and during discussions, we built connections and networks that span across the province.
Progressing further into the week, we delved into funding sources and heard from the Municipal Funding Authority and the Ministry of Finance. We learned about DCCS, ACCS, grants, investments and the associated legislation. We explored property tax (GFOABC has an incredible number of tax seminars!) and heard a cautionary tale of tax sales gone sideways at an incredibly massive scale (anyone want a pulp mill?). The Ministry of Housing and Municipal Affairs and BC Assessment explained their roles and how they affect taxation. We talked about financial planning and how to proactively provide information to our council or board so they can see the big picture. We heard about how financial reporting should be structured, what needs to be included and what should be added for greater transparency and understanding.
Through it all, we were guided by incredible facilitators and we also heard from our colleagues and partner groups. Hearing real world examples of what worked and what didn’t, made the material relevant, timely and relatable. The information that was provided has given me confidence that I can successfully branch out into other areas of finance within my organization. Many of my colleagues echoed that sentiment.
As important as the material I learned, were the connections to other finance people that I developed. The friendly competition between groups (go Purple!), the shared conversations at the pub, the hysterical skits (there may have been shenanigans) and the shared learning from case studies allowed us a safe place to make connections. Many of our discussions included offers to share further information about practices and procedures. I know I have a support group that I’m going to be able to lean on for years, many Boot Camp alumni that I’ve talked to are still in regular contact with members of their cohort.
Many thanks and much appreciation to Kala, Matt and Talitha for fostering such an amazing learning experience. Thank you to the many facilitators who volunteered their time to share their experience and knowledge with us. Boot Camp was awesome.
Thank you everyone who attended both in person and virtually! We cannot wait to see you in Vancouver next year!.
KATHLEEN KARPUK is a Finance Coordinator with the City of Kamloops providing support and planning for operational budgets. She brings extensive governance experience as a School Trustee. Her knowledge in the fields of ecology, education and policy allow her to frame challenges through a multidisciplinary viewpoint.
RED TEAM
GREEN TEAM
PURPLE TEAM
ORANGE TEAM
BOOT CAMP TOOK PLACE FROM AUGUST 10-14 AT THE UNIVERSITY OF VICTORIA. NOT ONLY DID THIS YEAR’S GROUP LEARN A TREMENDOUS AMOUNT ABOUT LOCAL GOVERNMENT FINANCE, THEY HAD A LOT OF FUN AS WELL. ALL TEAMS WERE VERY ACTIVE PARTICIPANTS, BUT IN THE END, TEAM PURPLE WERE THE WINNERS OF THE GOLDEN BOOT THIS YEAR. WE LOOK FORWARD TO WELCOMING LOCAL GOVERNMENT FINANCE PROFESSIONALS FROM ACROSS THE PROVINCE TO BOOT CAMP IN 2026!
YELLOW TEAM
BLUE TEAM
WHITE TEAM
THE GOLDEN BOOT!
2025 BOOT CAMP TOOK PLACE AUGUST 10-14, 2025, AT THE UNIVERSITY OF VICTORIA. A BIG THANK YOU TO ALL THE PARTICIPANTS, AS WELL AS THE FACILITATORS FOR MAKING 2025 BOOT CAMP SPECIAL FOR EVERYONE. LOCAL GOVERNMENT FINANCE PROFESSIONALS TRAVELED TO VICTORIA FROM ACROSS THE PROVINCE, WHERE GREAT DISCUSSIONS TOOK PLACE AND NEW FRIENDSHIPS WERE MADE. WE ARE LOOKING FORWARD TO WELCOMING THE NEXT BOOT CAMP CLASS IN 2026!
Boot Camp facilitators (from left to right) Corinne Bomben, CFO - City of Prince Rupert; Patrick Gramiak, CFO – City of Salmon Arm; Doug Stein, GFOABC Life Member; and Talithia Soldera, retired General Manager of Corporate ServicesDistrict of North Cowichan, presented on Property Tax on Day 3 of Boot Camp.
Cariboo Regional District Manager of Financial Services Johanna Beasley poses with GFOABC Executive Director Kala Harris. Johanna was the winner of the Deb Humphrey Award Scholarship, presented by GFOABC to an individual each year who is engaged, attentive and participatory in Boot Camp.
Every year, members and partners volunteer to be facilitators at Boot Camp. This year was no different, as nine (9) individuals took the time to travel to Victoria and facilitate a Boot Camp topic. Boot Camp could not happen without these volunteers. Their expertise and passion for local government finance contribute immensely to the learning experience
The 2025 Boot Camp facilitators were:
Carla Fox, CFO – Thompson-Nicola Regional District
Tania McCabe, Director – Financial Services – Regional District of Central Okanagan
Patrick Gramiak, CFO – City of Salmon Arm
Doug Stein, Life Member – GFOABC
Corinne Bomben, CFO – City of Prince Rupert
Kelly Lownsbrough, Director of Corporate Services & CFO – Fraser Valley Regional District
Manvir Manhas, Deputy Chief Financial Officer –Regional District of Nanaimo
Talitha Soldera, Retired CFO – District of North Cowichan
Mario Piroddi, Partner - BDO
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.
The scholarship is awarded to an individual who demonstrates outstanding engagement, collaboration and contribution at Boot Camp. Its purpose is to support future learning opportunities. This year’s winner is JOHANNA BEASLEY of the CARIBOO REGIONAL DISTRICT. Johanna is pictured with Executive Director Kala Harris following the presentation of the award.
Johanna has won a complimentary registration for Strategic Financial Leadership. Congratulations Johanna!
EXPRESSIONS OF INTEREST FOR BOOT CAMP FACILITATORS
SUBMISSIONS ACCEPTED UP TO APRIL 30, 2026
EXCELLENCE IN LOCAL GOVERNMENT FINANCE IS A TEAM SPORT, COME BE PART OF IT!
Boot Camp is GFOABC’s flagship professional development program, delivered by local government finance members and designed for local government finance professionals who are:
• New to local government,
• Responsible for finance functions,
• Aspiring to a statutory financial officer role,
• Currently serving as a statutory financial officer, or
• Seeking a stronger grounding in the demands of the position.
This five-day residential program provides participants with a comprehensive overview of local government finance and emphasizes “real-life,” practical knowledge that can be directly applied in their organizations.
The program is held annually on the University of Victoria campus in the second week of August. The next offering runs from August 10- 14, 2026.
APPLICATION PROCESS
Members interested in being considered as a Boot Camp facilitator are asked to submit an Expression of Interest that includes:
1. Why you’d like to be a facilitator (3–5 sentences)
2. Your local government finance experience (number of years and positions held)
3. Which Boot Camp topic(s) you are interested in delivering (Role of the Financial Officer, Sources & Uses of Funds, Property Taxation, Financial Planning & Reporting)
THE OPPORTUNITY
GFOABC is seeking members to serve as Boot Camp Facilitators for our flagship five-day residential program at the University of Victoria. Since 2007, Boot Camp has equipped more than 500 finance professionals across BC with practical, real-world skills for success in local government finance.
As a facilitator, you’ll:
• Share your knowledge and experience with local government finance professionals,
• Deliver core sessions on the role of the financial officer, budgeting, property taxation, financial reporting, and more,
• Strengthen the profession through member-to-member professional development, where peers learn directly from peers who have walked the path before them.
• Earn Continuing Professional Development hours. Facilitator travel and accommodation expenses are covered by GFOABC.
SUBMISSIONS WILL BE ACCEPTED UNTIL APRIL 30, 2026!
Questions regarding this opportunity as well as Expressions of Interest can be directly emailed to: Charlotte Osborne, Treasurer
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 1,300 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 support 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 2026.
APPLICATION PROCESS
Individuals wishing to be considered by the Board as a 2026 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 NOVEMBER 30, 2025!
Questions regarding this opportunity and expressions of interest must be submitted via email to: CorinneBomben, President
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-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 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
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.
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.
VANCOUVER & KELOWNA
WEBINAR
ACCOUNTING & AUDITING FORUM
The Accounting & Auditing Forum webinar provides members with the opportunity to learn more about new and changing public sector accounting standards, understand the impact of these changes and hear directly from audit firm partners and standards setter presenters. The final Accounting & Auditing Forum of the year takes place December 4, 2025, and features presentations from PSAB on the new reporting model and KPMG on ARO restatements.
VIRTUAL, COMPLIMENTARY FOR MEMBERS
WEBINAR
COLLECTORS’ FORUM
The Collectors’ Forum webinar is an opportunity for municipal tax collectors from across the province to exchange information, discuss current issues and collaborate with our partners on property taxation and assessment matters. Regular presenters include BC Assessment, the Ministry of Housing and Municipal Affairs, the Ministry of Finance and legal partners. The final Collectors’ Forum of 2025 takes place October 22, 2025. Registration is free for members.
WEBINAR
PROCUREMENT FORUM
The Procurement Forum webinars are presented by Cris Munro of CM2 Ventures Inc. and tackles topics like the cost of procurement, binding and non-binding procurement, the impact of trade agreements on procurement and more. The final Procurement Forum takes place December 3, 2025, and will cover the topic of social procurement. This forum is free for members. These forums are also aligned with the refreshed Procurement Workshop and Toolkit.
VIRTUAL, COMPLIMENTARY FOR MEMBERS
WEBINAR
INVESTING & FINANCING FORUM
Presented in partnership with the Municipal Finance Authority of BC, the Investing & Financing Forum webinar is an opportunity for members to learn more about the investing and debt financing tools available to local governments. The second and final forum takes place October 7, 2025, with presentations from MFA on its AAA credit rating and target maturity funds, as well as Scotiabank on Trade Credit Options and the City of Burnaby on Letters of Credit and Surety Bonds.
VIRTUAL, COMPLIMENTARY FOR MEMBERS
JUSTIN BROGAN
FOR THIS QUARTER’S MEMBER SPOTLIGHT, WE’RE HIGHLIGHTING JUSTIN BROGAN FROM THE CITY OF ROSSLAND. THEY WERE RECENTLY RECOGNIZED WITH A CPABC EARLY ACHIEVEMENT AWARD FOR 2024
Justin was recognized with an Early Achievement Award for their work with and through the City of Rossland, and with Nelson Pride Society. Both in the office and in their free time, they’re dedicated to strengthening the communities they’re a part of and improving skills and connections. Even prior to designation, Justin has dedicated themselves to their community; from volunteering throughout university, to serving on BDO’s Pride advisory group, they’ve always put themselves out there to make a difference.
Starting off their accounting career with BDO in Manitoba, Justin found their passion for non-profits and government through their time in public accounting. After receiving their CPA designation in 2022, they made the leap from public practice to government with the City of Rossland and threw themselves right in.
Justin led the City through the early adoption of Asset Retirement Obligations, developing the processes to prepare everything internally, and further helped folks around the Province with their adoption through a GFOABC webinar and by sharing resources on the Online Forum. They continue to spearhead asset management improvement projects in the City and help with training and collaboration across local municipalities.
With the Nelson Pride Society, Justin takes on the chair and treasurer roles and is currently leading the organization through a capacity building grant. Nelson Pride hosts monthly queer events and an annual festival in Nelson. With Justin’s work, they’ve been able to increase training, capital grants, and programming over the last two years.
Justin brings their full self into all their roles, and their passion and dedication is evident in their impact. Our GFOABC community is proud to congratulate Justin on their achievements and for their contributions to our community.
JUSTIN BROGAN CPABC profile
IF THERE IS SOMEONE IN YOUR ORGANIZATION THAT YOU’D LIKE TO RECOGNIZE IN THE NEXT MEMBER SPOTLIGHT, LET US KNOW. CONTACT US
CPABC Early Achievement Award winner and GFOABC member Justin Brogan is pictured with other award winners at the CPA Member Recognition Dinner on April 2, 2025, in Vancouver.
CPABC Early Achievement Award winner and GFOABC member Justin Brogan is pictured between Lori Mathison, FCPA, FCGA, LLB, President & CEO of CPABC (left) and Peter Guo, CPA, CA, Board Chair of CPABC (right)..
These photos are from the CPA Member Recognition Dinner, which took place on April 2, 2025, in Vancouver at the Fairmont Waterfront Hotel
BALANCING ACT: THE CHALLENGES OF A NEW CFO
STEPPING INTO THE ROLE OF CHIEF FINANCIAL OFFICER FOR THE CITY OF SALMON ARM HAS BEEN AN EXCITING ADVENTURE—ONE THAT FEELS A BIT LIKE LEARNING TO JUGGLE WHILE RIDING A UNICYCLE. BALANCING (YES, THERE’S THE ACCOUNTING PUN) ALL THE NEW RESPONSIBILITIES, PEOPLE, AND SYSTEMS HAS BEEN A WHIRLWIND, BUT THANKFULLY, I’VE LANDED IN A WORKPLACE FILLED WITH FRIENDLY AND WELCOMING COLLEAGUES WHO UNDERSTAND THE DEMANDS OF THE JOB.
Since starting in January, I have quickly realized that municipal finance isn’t just about numbers—it’s about people. Budgets may look tidy in a spreadsheet, but in reality, they represent departments, initiatives, and the hopes of an entire community. Every day brings a new priority: understanding different processes, getting to know staff, presenting to Mayor and Council, and adjusting to the unique rhythm of a new city.
One of the biggest challenges? Time. There never seems to be quite enough of it! I’m constantly shifting between learning the ropes, attending meetings, making decisions, and trying to absorb as much as possible about Salmon Arm’s financial landscape. Coming from another
community, I left behind familiarity and stepped into an entirely new way of doing things—new stakeholders, new expectations, and new systems. It’s been an incredible learning experience, but also one that requires me to be everywhere at once.
Another tricky part? Figuring out when to ask for help and when to roll up my sleeves. As CFO, the responsibility ultimately rests with me, so striking the right balance between distributing work and diving in myself is key. It’s a fine line between trusting the team and ensuring I have a solid grasp on everything happening in our financial world.
But amidst the challenge, there’s also a sense of excitement. The people here make it easier—whether it’s a helpful colleague offering insight, a staff member patiently explaining a process, or the warm welcome I’ve received from the community. I’ve also found tremendous value in looking to colleagues in other communities and municipalities, leaning on organizations like the GFOABC, and building out a strong network both here in town and throughout the province. Connecting with others who have faced similar challenges helps provide guidance, new perspectives, and a sense of shared experience.
So, as I continue this balancing act, I remind myself: it’s not just about getting everything perfect right away—it’s about staying steady, adapting, and, most importantly, enjoying the ride. After all, even the best jugglers drop a ball now and then.
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.
INSURING INNOVATION:
THE ROLE OF PROJECT-SPECIFIC INSURANCE
IN IPD CONSTRUCTION
LOCAL GOVERNMENTS ACROSS BRITISH COLUMBIA ARE INCREASINGLY SEEKING EFFICIENT AND RESILIENT WAYS TO DELIVER INFRASTRUCTURE PROJECTS ON TIME AND WITHIN BUDGET. INTEGRATED PROJECT DELIVERY (IPD) OFFERS A COMPELLING ALTERNATIVE TO TRADITIONAL CONSTRUCTION MODELS. BY EMPHASIZING COLLABORATION, COST TRANSPARENCY, AND SHARED RISK, IPD NOT ONLY IMPROVES PROJECT OUTCOMES—IT ALSO RESHAPES HOW CONSTRUCTION RISK IS MANAGED AND INSURED.
Traditional construction delivery methods often suffer from fragmented insurance coverage. Each party— owner, contractor, consultant—secures its own policy, which can lead to overlaps, gaps, and disputes. IPD changes this paradigm. With the project owner and all major stakeholders entering into a single, multi-party agreement early in the project, they create a collaborative environment that supports project-specific insurance reflecting the shared nature of risk and reward.
From an insurance perspective, the use of projectspecific insurance means centralized coverage that protects the entire project team.
Policies are tailored to the unique risks of the project and can include, but are not limited to:
• Wrap-Up Liability Insurance: Covers all parties involved in the project under one policy, with extended completed operations coverage. Limits vary based on project size and risk tolerance.
• Comprehensive Builders Risk Insurance: Covers physical damage to the project and typically includes protection against flood, earthquake, sewer backup and water damage.
• Project-Specific Professional Liability Insurance: Addresses errors and omissions related to the project.
• Pollution Liability Insurance: Covers third party bodily injury, property damage or environmental harm caused by pollution arising from the project. This coverage is an important coverage to consider for urban sites or projects near waterways.
Project-specific insurance streamlines claims handling, clarifies risk allocation, and reduces the likelihood of coverage gaps or duplication. This proactive approach to risk shifts to focus from protecting individual interests to ensuring the success of the project as a whole.
Another compelling feature of IPD is the use of a shared risk pool. Profits are tied to the achievement of mutually agreed project objectives. This structure discourages adversarial behavior and incentivizes collaboration, accountability, and continuous improvement—qualities that also reduce the likelihood of insurance claims.
Additionally, the IPD model’s validation phase ensures that insurance placement is based on a clearly defined scope and cost structure. This alignment reduces uncertainty and supports more accurate underwriting, which can lead to better pricing down the line.
IPD and project-specific insurance offers local governments a strategic path to control costs and mitigate risk. By fostering collaboration, this model enables the delivery of infrastructure projects that are both financially sound and operationally resilient.
If you are embarking on an IPD construction project, be sure to engage your insurance broker early in the process. The MIABC sources project-specific construction policies through its brokerage arm, Civic Risk Insurance Solutions (CRIS). CRIS can play a role as part of your IPD team to help facilitate the right insurance solutions for your project.
!Members can contact Insurance Programs Specialist & Broker, Josh Brocklebank, at jbrocklebank@miabc.org or AskUsAnything@miabc.org.
JOSH BROCKLEBANK has a decade of experience working in insurance brokerages, specializing in construction, Indigenous communities, and property programs. Raised in Northern BC, he’s passionate about supporting local government. He values collaborative risk solutions and looks forward to connecting with local governments through his role at MIABC.
OUR BONDS BUILD BC
GET IT? WELL, ACTUALLY…IT’S NOT JUST BONDS. WHILE THE MUNICIPAL FINANCE AUTHORITY OF BC (MFA)‘S BOND SALES FUND OUR LONG-TERM LOANS, OUR SHORT-TERM LOANS ARE FUNDED BY OUR COMMERCIAL PAPER PROGRAM. WITH SIGNIFICANT PROJECTS UNDER CONSTRUCTION AROUND THE PROVINCE, SHORTTERM BORROWING LEVELS ARE AT AN ALL-TIME HIGH. TO HELP ENSURE THAT THE MFA CAN CONTINUE TO PROVIDE TIMELY FUNDS FOR EVERYONE’S NEEDS, WE NEED YOUR HELP FORECASTING UPCOMING FINANCING REQUIREMENTS.
Many clients utilize our short-term borrowing program – municipalities, regional districts, regional hospital districts, emergency communications corporations, Metro Vancouver utilities, and even school districts. We also fund multiple kinds of loans: temporary borrowing, shortterm capital borrowing, revenue anticipation borrowing, liabilities under agreement (including equipment financing) and more! Projects range from small-scale (replacing a minor piece of equipment) to hundreds of millions of dollars (constructing a new hospital or wastewater treatment facility).
We are one of the largest and lowest-cost municipal issuers of commercial paper in Canada. This program helps us to lend at a significantly lower cost than commercial banks. We have the authority to issue up to $1.25B of commercial paper; however, we only have $700M issued. Keeping the program at the appropriate size is one key to maintaining our excellent credit ratings. Striking a balance between loans and how much commercial paper we have outstanding (versus borrowing and having excessive cash on hand) demonstrates the prudent use of leverage. We can increase the program’s size, but it requires substantial background work (and time), so we require early insight into your borrowing needs.
We try our best to keep on top of the projects around the province, but as you can imagine, it is easy to miss something. When planning our short-term lending capacity, we currently call communities that we know are undertaking large projects and then dust off our trusty MFA crystal ball. We’re hoping that you can help us improve that process.
If your borrowing needs are smaller (up to $10M), they don’t impact the program as significantly. We can assess the base level of funds required based on historical usage, but we would still appreciate estimates to ensure we are right-sized. If you have a project or a group of projects for which you anticipate borrowing more than $10M, please communicate with us early and often as your plans evolve.
We understand that things change over time, and we do not expect your estimates to be perfect; however, please let us know when and if things change!
A few key pieces of information would be invaluable:
• Total estimated project cost
• Total estimated short-term borrowing ($ and timing)
• How and when do you intend to repay short-term borrowing?
• How much will be converted to long-term debt, and when?
We are working on incorporating this information into our short-term loan application or other records, but a quick call or email in advance is much appreciated. By the time an application comes in, borrowing is usually imminent, so an earlier heads-up is helpful.
In this case, the “bonds” we need to solidify are with you. We recognize that you are all extremely busy, but we can’t plan effectively without you. If you can update us on your borrowing requirements twice per year (or when there is a material change), it will allow us to optimize our commercial paper program and ensure we can fund every client’s requests promptly.
LAUREN KERR Lauren joined the Municipal Finance Authority as their Credit & Compliance Officer in 2017. She is responsible for short-term and equipment financing loan approvals and ensuring legislative compliance of all documents required for long-term borrowing. Before joining the MFA, Lauren worked for the Ministry of Municipal Affairs for eight years in a variety of positions, ending as a Senior Financial Officer. While at the Ministry, she worked with many local governments to find creative ways to resolve local issues. When she is not helping clients navigate the local government finance system, she is generally being bossed around by her German Shepherd Cruzr or her nephew Rider (a Frenchie). .
ABORIGINAL TITLE AND TAX SALES
THE SUPREME COURT OF BRITISH COLUMBIA’S RECENT DECISION IN COWICHAN TRIBES V. CANADA (ATTORNEY GENERAL), 2025 BCSC 1490 HAS ATTRACTED SIGNIFICANT PUBLIC ATTENTION BECAUSE OF THE COURT’S CONCLUSION THAT ABORIGINAL TITLE AND THE EFFECTS OF ARTICLE 13 OF THE BRITISH COLUMBIA TERMS OF UNION RENDERED THE DEFENDANTS’ FEE SIMPLE TITLE TO CERTAIN LANDS INVALID.
The decision, which is being appealed, was limited to lands owned by the federal government, the City of Richmond and the Vancouver Fraser Port Authority. What has received less attention is the Court’s consideration of Aboriginal title as it relates to the statutory remedy of tax sales.
Among the many issues before the Court was the legal effect of historical tax sale legislation that provided a substantially similar remedy to today’s tax sales under the Local Government Act. The Court found that Aboriginal title survived a tax sale under the Municipal Act in force between 1920 and 1940. Notwithstanding the language of the legislation, the vesting of title in the tax sale purchaser could not and did not “purge and disencumber” the lands of Aboriginal title. The Court did not consider the effect of the deemed quit claim under section 663(5)(b) of the Local Government Act as it applies to more recent tax sales. However, the Court’s conclusions regarding the operation of earlier legislation – once the limits of the Province’s
constitutional authority are considered – suggest that current tax sale legislation must likewise have no effect on the existence of Aboriginal title.
Another notable finding in the decision is that it was both unconstitutional and an unjustifiable infringement of Aboriginal rights for certain lands encumbered by Aboriginal title, specifically “Article 13 lands”, to be sold by tax sale. Having established their Aboriginal title to former fishing village lands, the Cowichan Tribes alleged that their Aboriginal rights were infringed by the City of Richmond’s acquisition of fee simple title to certain of those lands as the deemed purchaser following their tax sale. The Cowichan Tribes also alleged that the Province, by virtue of Article 13 of the Terms of Union, lacked the constitutional authority to vest the City of Richmond with title to these lands through tax sale. Because the lands were appropriated by the Crown as future reserve prior to Union – although final demarcation and conversion to reserve never occurred – Article 13 obliged the Province to convey the lands to Canada, which, since Confederation, has had exclusive legislative authority in relation to “Indians, and Lands reserved for the Indians”.
The constitutional division of legislative powers between Canada and the provinces means that there are lands for which the Province lacks the jurisdiction to force a tax sale, including lands owned by the Government of Canada where delinquent taxes have been imposed against an assessed (private) occupier. The Court in Cowichan Tribes found that Canada’s jurisdiction over Article 13 lands also means that a tax sale of these lands under provincial legislation is of no force and effect. While this conclusion clearly means that collectors should withhold Article 13 lands from tax sale, collectors may still be left with uncertainty as to whether a particular parcel is exempt.
The Court also considered the claim that the tax sale of a parcel may be of no force or effect if the provincial legislation causes an unjustifiable infringement of an Aboriginal right. However, the case focused on specific
lands, and the Court received no submissions on the broader issue of whether all tax sales of Aboriginal-titled land, or even just those resulting in deemed purchase by a municipality, would constitute unjustifiable infringement. The Court’s reasoning suggests that such a sale would constitute a (further) infringement of Aboriginal title by the Province. It is not clear whether such infringement alone operates to prevent a municipality from exercising the statutory tax collection remedy, especially since the purchaser will acquire the lands subject to Aboriginal title. Similar questions arise with other statutory remedies, such as the acceptance of land in lieu of taxes (Community Charter, s. 253). Municipalities are reliant on these statutory remedies as more efficient and effective methods of tax collection than commencing lawsuits to recover property tax debts. The Cowichan Tribes decision has identified potential additional limits to these statutory remedies.
MICHAEL MOLL is a partner with Civic Legal LLP and a regular speaker at GFOABC webinars and conferences on the topic of tax sales.
AIDAN ANDREWS is an associate lawyer with Civic Legal LLP, practising across the spectrum of municipal law. Aidan has previously presented to the Collectors’ Forum.
EMPOWERING LEADERS: ESSENTIAL TOOLS FOR PROMOTING MENTAL HEALTH IN THE WORKPLACE
SINCE 2020, THE WORKFORCE HAS EVOLVED RAPIDLY, PLACING INCREASED DEMANDS ON BOTH LEADERS AND EMPLOYEES. IN THIS NEW WORLD IT IS ESSENTIAL FOR LEADERS TO HAVE THE RIGHT TOOLS NOT ONLY TO PROTECT BUT ALSO PROMOTE THEIR EMPLOYEES’ MENTAL HEALTH. REMOTE WORK HAS RESULTED IN GREATER FLEXIBILITY AND WITH THAT THE LINES BETWEEN WORK AND PERSONAL LIFE CAN SOMETIMES BLUR, LEADING TO BURNOUT. AS A RESULT, THE IMPORTANCE OF MENTAL HEALTH IN THE WORKPLACE HAS BECOME WIDELY RECOGNIZED.
This article is a starting point for leaders to have the tools and resources to help assess when someone is developing a mental health problem or approaching a mental health crisis.
1. UTILIZING EXISTING RESOURCES
In BC, there are many existing mental health support networks in place to help guide people when in need of crisis. From BounceBack BC, a provincially funded program designed to help adults and youth through mental health challenges, to BC’s Hub for Workplace Mental Health, a place where leaders can find help, training and a community.
2. CONTINUED EDUCATION
Leaders are not expected to know it all. Mental health is a complex, ongoing aspect of well-being that requires leaders to learn adapt to best support their teams. By continuing education, webinars, and sharing of resources leaders can continue to find the tools needed to help support the mental health of their employees.
3. FOSTER AN ORGANIZATIONAL CULTURE WHICH INCLUDES MENTAL HEALTH SUPPORTS
By prioritizing open communication, offering resources, and modeling self-care, leaders can create an environment where mental well-being is valued and encouraged among their workplaces.
Additionally Pacific Blue Cross offers Mental Health First Aid, a training course designed to help participants recognize and respond to employees experiencing a decline in mental wellbeing, including crisis or emergency situations. Early identification of mental health concerns and the appropriate support can have a positive impact on absenteeism rates, presenteeism issues, and mentalhealth related benefits claims. Further information on how your organization can participate can be found through Pacific Blue Cross’s website.
Promoting mental health in the workplace is not done overnight, yet it is an essential responsibility for leaders looking to create supportive environments that encourage mental well-being and growth in their employees. If you’re interested in learning more about the tools and resources available to support mental health in the workplace, we invite you to reach out today.
STRETCHING EVERY DOLLAR:
HOW IT STRATEGY CAN UNLOCK OPERATIONAL SAVINGS
MUNICIPAL BUDGETS ARE ALWAYS UNDER PRESSURE, AND FINANCE LEADERS KNOW THAT EVERY EXPENDITURE MUST BE JUSTIFIED. FOR MANY VANCOUVER ISLAND COMMUNITIES, THE CHALLENGE IS EVEN GREATER: WITHOUT A DEDICATED IT DEPARTMENT, DECISIONS ABOUT TECHNOLOGY OFTEN FALL TO FINANCE LEADERS WHO ALREADY WEAR MULTIPLE HATS. THE RESULT? IT CAN FEEL LIKE A COST TO MANAGE RATHER THAN A TOOL TO CREATE SAVINGS AND IMPROVE SERVICE DELIVERY.
With the right strategy, technology can become a lever for financial stewardship, helping municipalities reduce waste, modernize systems, and automate routine tasks to save time and money.
THINK INVESTMENT, NOT EXPENSE
Technology decisions don’t have to be overwhelming. When framed in terms of outcomes, such as reducing duplication, cutting maintenance costs, or improving staff efficiency, IT spending becomes a lever for financial stewardship. The real question isn’t “What will this cost?” but “What will this enable?”
SPOT AND REMOVE REDUNDANCIES
Without centralized IT oversight, it’s common for departments to adopt their own tools to solve similar problems. Over time, these duplications add up; three different file-sharing systems, unused software licenses, or outdated subscriptions that quietly drain the budget.
Conducting a simple technology audit can reveal quick wins: retiring unused tools, reducing seat counts, or consolidating platforms. These small adjustments often free up thousands of dollars annually.
UNLOCK THE POWER OF AUTOMATION
Another way to stretch dollars is by reducing the hidden costs of manual work. Many municipalities already use Microsoft 365, yet few take full advantage of its built-in automation tools. Platforms like Power Automate can eliminate repetitive data entry, speed up approvals, and connect systems that don’t talk to each other.
For example, instead of tracking approvals in email chains and spreadsheets, workflows can be automated so requests move instantly to the right person, with alerts
and audit trails built in. The result is faster turnaround, fewer errors, and staff freed up to focus on higher-value priorities, all without purchasing additional software.
MODERNIZE WITH A PURPOSE
Older systems may seem cheaper to maintain, but they drain budgets through breakdowns, inefficiency, and heightened security risks. By strategically modernizing and adopting cloud-based platforms where it makes sense, municipalities can reduce maintenance costs, improve resilience, and scale more effectively. Cloud services also help shift large, unpredictable capital expenses into more predictable operating costs, giving finance leaders greater budget control while ensuring staff can access systems securely from anywhere.
THE BOTTOM LINE
Technology doesn’t have to be a cost you simply manage, it can be a tool to stretch every dollar. By cutting waste, modernizing smartly, and automating routine work, municipalities can save money and deliver better service. At ALPHA IT, we act as the virtual IT partner for Vancouver Island communities, helping finance leaders uncover savings, modernize where it matters, and ensure every technology investment delivers measurable value for residents. DJ LEVY. With a background in technology, customer service, and account management, DJ Levy brings an entrepreneurial and people-first approach to his role as President of ALPHA IT. He is passionate about
IT helps municipalities and local governments modernize outdated systems, unlock automation with Microsoft 365, and reduce IT costs, all while providing proactive support and enterprise-grade security.
NAVIGATING ECONOMIC UNCERTAINTY THROUGH GROUP PROCUREMENT
AS LOCAL GOVERNMENTS FACE GROWING FINANCIAL PRESSURES, ECONOMIC UNCERTAINTY CONTINUES TO CHALLENGE THEIR ABILITY TO DELIVER ESSENTIAL SERVICES WHILE MAINTAINING FISCAL RESPONSIBILITY. INFLATION, SUPPLY CHAIN DISRUPTIONS, AND MARKET VOLATILITY CREATE UNPREDICTABLE COST FLUCTUATIONS, MAKING LONG-TERM BUDGET PLANNING INCREASINGLY DIFFICULT. AT THE SAME TIME, VOLATILE PRICING, DUE TO RISING COSTS FOR INFRASTRUCTURE MATERIALS, VEHICLES, AND EQUIPMENT, STRAINS MUNICIPAL BUDGETS, WHILE SUPPLY CHAIN DISRUPTIONS DELAY THE PROCUREMENT OF GOODS AND SERVICES FOR CRITICAL OPERATIONS SUCH AS PUBLIC WORKS, EMERGENCY RESPONSE, AND INFRASTRUCTURE PROJECTS.
Additionally, the complexity of traditional procurement, including lengthy tendering processes and evolving trade requirements, creates administrative burdens that further complicate procurement strategies in an already uncertain landscape. Group procurement provides a structured, risk-managed solution, helping local governments manage costs, improve purchasing power, and maintain service delivery despite economic fluctuations. This article explores how group procurement empowers local governments to maximize budgets, ensure supply chain resilience, and drive long-term resource sustainability.
KEY BENEFITS OF GROUP PROCUREMENT FOR LOCAL GOVERNMENTS
Predictable Budgeting and Price Stability
Market volatility makes it difficult to predict procurement costs, often leading to unexpected budget shortfalls. Group procurement helps to keep costs in check with the use of pre-negotiated contracts and shorter turnaround times from budget approvals to delivery.
Cost Savings Through Collective Buying Power
By pooling demand across multiple public sector organizations, group procurement leverages volumebased preferential rates unattainable through independent purchasing. Regardless of size, local governments can access preferential rates on a wide range of critical goods and services, including maintenance, repair, operations, fleet requirements, infrastructure materials, and emergency response equipment. The Canoe Procurement Group of Canada enables local governments to tap into the purchasing power of over 6,000 member organizations, maximizing taxpayer dollars through bulk purchasing advantages.
Faster Access to Essential Goods and Services
Supply chain disruptions continue to delay securing critical resources, impacting service continuity. With contracts already tendered on the public sector’s behalf, group procurement streamlines the procurement process, providing local governments with direct access to preapproved, trade-compliant supplier contracts. This ensures that essential equipment can be procured without unnecessary delays. By leveraging existing contracts, procurement teams can expedite purchasing, reducing lead times and enhancing response capacity while maintaining compliance and cost efficiency.
Reduced Administrative Burden and Compliance Assurance
Local government staff with procurement responsibilities are often operating with limited resources while managing individual tenders, evaluating bids, and ensuring compliance which can be time-consuming. Group procurement streamlines the process – including writing, advertising, evaluating tenders, trade agreement compliance, handling contract negotiations, and supplier management on behalf of local governments. By reducing administrative workload and improving overall operational
efficiency, procurement teams can redirect their focus toward higher-priority initiatives.
Strengthened Supplier Relationships and Market Access
Economic uncertainty can limit supplier availability, particularly for smaller local governments. Group procurement connects local governments with a reliable network of pre-approved suppliers, ensuring consistent access to high-quality goods and services, even in times of market disruption. This enhanced supplier network helps local governments navigate procurement challenges more effectively, fostering long-term partnerships that support sustainability and innovation.
Empowering Local Governments Through Strategic Procurement
The financial pressures on local governments are not going away anytime soon, but how organizations manage procurement can make a significant difference. Group procurement serves as a proactive purchasing option, allowing local governments to manage costs with prenegotiated rates, leverage collective purchasing power for cost savings, streamline procurement processes, reduce administrative workload, and ensure timely access to critical goods and services in a volatile economy.
By embracing collaborative procurement strategies, local governments can maximize taxpayer value and enhance service delivery while confidently navigating economic uncertainty.
!For more information on how group procurement can benefit your local government, visit canoeprocurement.ca or contact Kim Thiessen, Canoe’s regional contact for British Columbia, at (250) 215-1818 or kim@canoeprocurement.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 SECTOR PROCUREMENT MADE SIMPLE
Procurement doesn’t have to be stressful, From furniture and maintenance supplies to IT software and technology, Canoe delivers trade-compliant solutions tailored to public sector needs. Focus on what truly matters - serving your communitywhile we handle the complexities
Collectors’ Corner: CREATING VALUE FOR GRANTS-IN-AID THROUGH COMMUNITY FOUNDATIONS
FIRST THINGS FIRST, AS AN ACCOUNTANT MY COMFORT ZONE IS ACCURATELY RECORDING FINANCIAL INFORMATION.
Seems fairly cut and dry. Over the year I have seen finance departments tasked with the distribution of money, not just paying vendors, but administering grant-in-aid programs and permissive taxes. Though permissive tax exemptions are wonderful I will leave this topic for another day. My observation with grant-in-aid programs is they are typically annual events that are well oversubscribed by wonderful community organization
putting on very important and impactful events or programs. Now herein lies the downfall, what happens when you have too many good projects and too few dollars to go around? Do you spend day in and day out determining the most important? Is that a good use of time? How can I even determine this?
This type of work is not what I do, I accurately record information, I do not accurately balance the weight of all community impacts of all the possibilities of all the grant applications. Approaches that work well mathematically include a weighted distribution that provides limited grant
money to each recipient based on the initial amount asked. There are many downfalls, if you ask for more you get more, also projects only go partially funded. Next, we could simply take the total number of grant applications divided by the grant money available and voila – it’s fair, everyone gets the same amount, although it could be very, very low compared to the grant ask, or high depending on the project.
So, you might be asking yourself why am I still reading this, it’s all so familiar already. Well, an approach I took was to tap into the experience and expertise of our local community foundation, as community foundations exist to improve the quality of life in a community. Simplistically, the entire purpose of a community foundation typically is to assemble funds and distribute funds within a community. The expertise, focus and time a foundation puts towards granting far outdoes what a typical finance department can do. Furthermore, funds can often be pooled to provide greater impact, the issue referenced before where all projects receive a portion of funding. This approach really does not do anyone a favour because the applicants don’t have the funds to complete the project and the City does not have the benefit of that project being completed and it really just leaves organizations out in limbo trying to continually find more funding. Pooled funds allow for the leveraging of funds for the greatest impact. At the end of the day your local foundation (if it exists) must align with the priorities of Council and the policies of the City to ensure a successful delivery of grants.
ADAM LANGENMAIER is a Chartered Professional Accountant (CPA, CA) with a BBA from Thompson Rivers University. Adam has worked in a variety of roles, most recently with the City of Courtenay followed by Powell River, Dawson Creek and the Village of Pouce Coupe. Outside of work Adam can be found hurtling down a hill (bike or skis), alternatively he can be found pretending to catch with his kids.
ARTIFICIAL INTELLIGENCE
ARTIFICIAL INTELLIGENCE (AI) IS BECOMING A FREQUENT TOPIC OF CONVERSATION IN GOVERNMENT CIRCLES, AND FINANCE DEPARTMENTS ARE BEGINNING TO CONSIDER WHAT IT MIGHT MEAN FOR THEIR WORK. THE LATEST GFOABC QUARTERLY QUESTION INVITED MEMBERS TO SHARE HOW THEIR ORGANIZATIONS ARE APPROACHING AI. THE RESPONSES SHOW A MIX OF CURIOSITY, CAUTION, AND EARLY EXPERIMENTATION.
CURRENT USE OF AI
Most respondents (59 percent) indicated their finance departments are not currently using AI. Still, a substantial 41 percent reported that they are experimenting with or actively using AI tools. This shows that while AI has not yet become standard practice across local governments, a significant minority are already exploring its potential applications.
ASSESSING RISKS AND OPPORTUNITIES
Formal assessments of AI risk and opportunity are not yet common. About 66 percent of respondents said no review has been completed, while a 15 percent noted that they had either conducted or planned one. This suggests that AI is still at an exploratory stage in many organizations, with structured assessments yet to come.
POLICIES AND GOVERNANCE
Few organizations reported having a formal AI policy in place - less than 10 percent of responses. However, 27 percent shared that policy discussions are underway. This indicates a recognition that governance will be important, even if most governments are not there yet.
TRAINING AND CAPACITY
Training opportunities remain rare. Over 80 percent of respondents said their organizations do not currently provide AI training. Over 12 percent responded they do not currently provide AI training but noted that discussions are happening or training is under consideration.
PLATFORMS IN USE
When asked which AI platforms are being used, 100 percent of those that responded stated they were using ChatGPT, Microsoft Copilot, or both. This suggests that when adoption does occur, it tends to focus on familiar, user-friendly tools.
THE NEXT QUARTERLY QUESTION
FOCUSES ON PTEs and GIAs
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.
AREAS OF APPLICATION
Respondents also shared how their departments are beginning to apply AI. Training, financial management and data analysis were noted in the responses, but the most responses noted using AI for tasks such as writing reports and policies. These areas appear to offer practical entry points for experimentation, with some organizations seeing value in reducing repetitive work or supporting policy-related tasks.
CONCERNS AND CAUTIONS
Respondents were asked to rank their concerns with AI – 1 being of low concerns and 10 being of high concern. When asked to rank their concerns about AI, concern regarding privacy and data protection were high. The average score for this response was 7.33 out of 10, reflecting a high degree of caution. Other notable concerns were accuracy and reliability, as well as legal and regulatory compliance. Concerns about bias and workforce impact were present as well, though not as consistently elevated.
OUTSTANDING ACHIEVEMENT AWARD: DAWN CHRISTENSON
AT THE 2025 ANNUAL CONFERENCE, DAWN CHRISTENSON WAS PRESENTED WITH AN EXCELLENCE IN LOCAL GOVERNMENT FINANCE AWARD IN THE CATEGORY OF OUTSTANDING ACHIEVEMENT. RECENTLY RETIRED, DAWN STARTED IN LOCAL GOVERNMENT IN 1986. SHE CAME TO THE CAPITAL REGION IN 2017, SERVING AS THE DIRECTOR OF FINANCE AND TECHNOLOGY FOR THE TOWN OF VIEW ROYAL.
CONGRATULATIONS ON WINNING THE EXCELLENCE IN LOCAL GOVERNMENT FINANCE AWARD FOR OUTSTANDING ACHIEVEMENT. A MAJOR REASON YOU WON THE AWARD WAS YOUR LEADERSHIP IN TRANSFORMING THE TOWN OF VIEW ROYAL’S INFORMATION TECHNOLOGY. TELL US A LITTLE BIT ABOUT YOUR ROLE IN THIS TRANSFORMATION.
As in many smaller local governments, as the Director of Financial Services, I was also responsible for the Town’s information technology. I wanted to realize the full potential of software applications we own or subscribe to. I observed that many staff were simply unaware of the new functionalities that were included when we moved to Microsoft 365 and I made it my own personal challenge to both learn and apply the tools to streamline and simplify processes, and to mentor others to do the same.
THIS PROJECT PROVIDED RESIDENTS WITH GREATER FINANCIAL TRANSPARENCY. WHAT KIND OF FEEDBACK DID YOU RECEIVE FROM RESIDENTS ONCE THE ONLINE BUDGET VARIANCE DASHBOARD WAS LIVE?
To be honest, there wasn’t an overwhelming response from residents after we launched the dashboard, but we did hear from some who found it helpful to understand where their tax dollars were being spent. The greater unexpected benefit was that by developing the financial data model, we were able to build an internal dashboard to provide staff with a user-friendly way to view and monitor their budgets and spending, without having to log into and navigate the financial system (Vadim). The other significant benefit was that we were able to use the data model to view financial data and scenarios in the budget development process to help staff and Council understand budget trends and drivers.
YOU HAD A LONG CAREER IN LOCAL GOVERNMENT, INCLUDING LEADERSHIP POSITIONS. COULD YOU COMMENT ON THE IMPORTANCE OF LEADERSHIP IN LOCAL GOVERNMENT FINANCE, AND THE IMPORTANCE OF MENTORING OTHERS?
To me, leadership is about cultivating an environment where others can be their best selves – professionally and personally. Were it not for leaders who allowed me the room to grow and learn, I likely would not have stayed in local government. We in Finance tend to take control of the work in our scope of responsibility, but when we present a clear vision of our goals and then trust our staff to help us deliver, we offer growth opportunities while producing work that is likely the better for it.
THE INFORMATION TECHNOLOGY PROJECT WAS A MAJOR UNDERTAKING. WHAT ADVICE WOULD YOU GIVE OTHERS WHO ARE TAKING ON A MAJOR PROJECT IN THEIR LOCAL GOVERNMENT?
There’s no such thing as over-communicating! It is critical to have the CAO and senior leadership team understand and support the project from the outset. If you can’t get
buy-in from others, then you should be asking whether you’re trying to solve the right problem, or whether it’s a problem that truly matters. Be ready to dig deeper, listen, and adapt, and above all, be curious.
WHAT DOES IT MEAN TO WIN THE EXCELLENCE IN LOCAL GOVERNMENT FINANCE AWARD FOR OUTSTANDING ACHIEVEMENT?
Absolutely a thrill. The recognition affirms my commitment to innovative thinking, continuous improvement, and encouraging others to pursue positive change. I want to share the award with the teams I’ve had the privilege of working with who contributed or participated in the journeys from crazy ideas to real progress. I see the award as a symbol of the joy I get when I help to improve the work lives of team members and stakeholders using technology in creative and practical ways.
DAWN CHRISTENSON BAccS, CPA, CGA, retired in 2025 after serving as Director of Finance and Technology at the Town of View Royal. Over her career, she held senior municipal finance roles across Vancouver Island, focusing on financial management, technology integration, and transparent reporting. She now provides consulting to municipalities.
MEMBERSHIP RENEWAL
AT GFOABC, WE ARE DEDICATED TO SUPPORTING LOCAL GOVERNMENT FINANCE PROFESSIONALS
ACROSS BRITISH COLUMBIA. AS AN EMPLOYEE OF THE ORGANIZATION, I SEE FIRSTHAND THE IMPACT OUR MEMBERSHIP DELIVERS—THROUGH TAILORED PROFESSIONAL DEVELOPMENT, MEANINGFUL NETWORKING OPPORTUNITIES, AND STRONG CONNECTIONS WITH OUR SPONSORS AND PARTNERS.
Our professional development programming is at the heart of what we do. From our flagship Annual Conference and Boot Camp to specialized workshops, webinars, and leadership programs, everything we deliver is designed with local government finance in mind. We know the unique challenges that accountants, CFOs, and finance staff face in their roles, and we build learning opportunities that respond directly to those needs. The programs are practical, relevant, and grounded in realworld local government experience.
Our 2019–2024 Strategic Plan emphasizes strengthening professional development opportunities, engaging finance professionals at every stage of their careers, and providing programming that fosters leadership and collaboration. That direction guides our work each day. Whether someone is new to local government finance or a seasoned leader, membership ensures access to resources that help them grow, succeed, and contribute to financial excellence in their communities.
But membership is about more than professional learning. In a province as geographically large as BC, connecting with peers can be challenging. GFOABC membership bridges those distances, creating opportunities for members to share knowledge, build relationships, and learn from each other. Our Annual Conference is a highlight each year, bringing together finance professionals from across the province. Yet even beyond that, members connect through forums, workshops, and ongoing events that keep the conversation going year-round.
Another unique benefit of membership is the opportunity to engage with our sponsors, exhibitors,
and partners. These organizations play an important role in delivering our programming and bring valuable expertise, tools, and resources to the table. Through membership, finance professionals have the chance to build relationships with these partners, access innovative solutions, and strengthen the work they do on behalf of their communities.
We also work hard to ensure membership provides tangible value. Members receive preferred pricing on our professional development programs, including workshops, webinars, and the Annual Conference. They also gain access to resources like our online member forum, where finance professionals can seek advice, share best practices, and support one another in navigating the complexities of local government finance.
The value of GFOABC membership is clear:
1. Professional Growth – programming designed specifically for the unique context of local government finance.
2. Community Connection – opportunities to build a strong professional network across the province.
3. Access to Resources – from preferred pricing to industry partners, membership connects finance professionals to the tools and relationships they need.
Membership is an investment in professional excellence, collaboration, and the future of local government finance in British Columbia.
Membership renewal begins December 1, 2025. Local government primary contacts will be notified prior to the membership renewal window opening.
HOLME Manager, Member Services and Communications. .
MATT
BENEFITS OF MEMBERSHIP
The Government Finance Officers Association of British Columbia(GFOABC) is the professional association for local government finance officers and their teams in BC. For over 35 years GFOABC has provided members with free webinars, as well as discounts for workshops the annual conference, Boot Camp and Fall PD. In total, the annual program provides over 100 hours of continuing professional development – with curriculum specifically tailored to local government finance professionals. Members can also earn continuing professional development by serving on a committee or on the Board of Directors, by facilitating workshops and presenting a session at the annual conference.
In addition to these benefits, members also enjoy access to a member-only secure Online Forum - a valuable reference, communication, and collaboration tool
YOUR ORGANIZATIONAL MEMBERSHIP
(Municipalities, Regional Districts and Improvement Districts or Other Districts)
Members are financial professionals employed by municipal, regional districts, or related governments. From accounting clerks to chief financial officers, their roles include a combination of administration and financial management
MEMBERSHIP RENEWAL PROCESS
OUR FOCUS
• To provide programming that considers the full breadth of the roles and responsibilities of local government financial professionals and the diversity of experience.
• To leverage the experience and expertise of our members, government, and partners in building dialogue on local government financial matters.
• To encourage cross-partnership opportunities that leverage partner resources, training, and reputation within the association for the benefit of members and partners
MEMBER TYPES
(Voting Members and Non-Voting Members)
Each organizational membership consists of voting and non-voting members.
• Voting members are entitled to vote on member-related issues such as the annual election for the Board of Directors, approval of financial statements, bylaws, etc.
• Non-voting members are entitled to all benefits of membership but do not vote on member-related issues
The number of voting members allocated to a local depends on the population size (for municipalities) or size of the annual budget (for regional districts).
Membership renewal opens December 1, 2025. The primary contact for your organization will receive a series of emails to help your organization get ready for renewal. Each member has a designated GFOABC primary contact. Who is your primary contact? The primary contact is the statutory financial officer or their designate. It is a best practice to confirm your primary contact prior to October 15, as communication regarding membership renewal will begin in late October. Contact GFOABC staff if you have questions regarding your primary contact.
CALL FOR MARCH NEWSLETTER MEMBER ARTICLE TOPIC IDEAS
OUR DOLLARS & SENSE PERSPECTIVE NEWSLETTER IS MORE THAN AN UPDATE ON PROFESSIONAL DEVELOPMENT OPPORTUNITIES AND INDUSTRY TRENDS—IT’S ALSO A PLATFORM FOR MEMBERS TO SHOWCASE THEIR EXPERTISE AND INNOVATIONS IN LOCAL GOVERNMENT FINANCE.
Have you been part of a project, initiative, or experience that could benefit colleagues across the province? Sharing your story in the newsletter is a great way to highlight your work and contribute to the collective knowledge of the profession.
Member contributions in past editions have spanned a wide range of subjects. These articles remind us that finance professionals influence much more than the bottom line; they play a vital role in building stronger, more resilient communities.
Articles published in Dollars & Sense Perspective can also spark further opportunities—whether as a conference session, a workshop, or a webinar—expanding conversations and showcasing leadership within the field.
Submission Details:
• Article in Word format (approx. 500 words)
• Photo or image to accompany your piece (separate file)
• Author bio (max 50 words)
• Organization logo (separate file)
• Content should offer “thought leadership,” addressing a current challenge or opportunity in local government finance
The Government Finance Officers Association of British Columbia (GFOABC) represents over 1,300 members working in municipalities, regional districts, and improvement districts across the province. This diverse community offers countless examples of creativity and problem-solving worth sharing.
DEADLINE FOR TOPIC IDEAS: NOVEMBER 12, 2025 QUESTIONS OR READY TO SUBMIT? CONTACT US HERE: GFOABC CONTACT
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