Agenda Procedure Item (11)
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Village of Kaslo: Circulation Package for April 28th, 2020
Table of Contents Page 2 Kaslo Logger Sports Page 3 Michelle Mungall Page 6 Statistics Canada Survey Page 10 Service Canada Page 11 Canada Revenue Agency12 Page 12 CKISS Earth Day Page 18 Columbia Basin Trust Page 23 Community Futures Page 37 BC Farmers Market Page 40 Catering & Wine Store Licences Page 41 Open Burning Restrictions BC Page 44 BC Emergency Health Services Page 47 BC Broadband Association Page 54 BC Economic Development Association Page 56 BC Ministry of Health Page 66 Spring Flooding Response – COVID-19 Guidelines Page 70 FCM Emergency Funding for Municipalities Page 71 LGMA Exchange Page 93 Municipal Insurance Association of British Columbia Page 96 Protecting Vital Municipal Services Page 112 CARO
Filing ref P:\AGENDAS & MEETINGS\MINUTES COUNCIL\2019\PACKAGES
Dear valued Sponsor. April 14, 2020 It is that time of year when you would usually open your mail to find a sponsorship letter from us here at Kaslo Logger Sports. With great disappointment that is simply not the case for 2020. I'm sure it comes as no surprise that our show has been cancelled this year. The Government has placed a ban on any group gathering due to the current pandemic. I wanted to reach out and thank you for your years and in some cases decades of support as a sponsor to Kaslo Logger Sports. It takes the perfect triangle to put on a show of this size, level and grandeur . Sponsors, Competitors, and a working Committee. Couple that with our astounding community and we have the winning recipe every year. The show must Go On ! Rest assured that we will be back next season in full swing and ready to deliver. Wood chips will fly and chain saws will roar. This is a set back but it will not stop us from carrying on our long time tradition of Kaslo Logger Sports.
We would like to extend our wishes of health and safety to each of you during these strange times.
Together strong! We will see you all next season
-- Regards, Andrea Hand
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Columbia Basin Trust is announcing $11.7 million in new funding to provide immediate support. “COVID-19 has created an unprecedented challenge for the Basin, and we have heard from communities, residents and our partners on different ways we can help,” said Johnny Strilaeff, Columbia Basin Trust President and Chief Executive Officer. “We are responding with immediate support to assist the region through this extraordinary time. This includes support for businesses, First Nations communities, local food banks, community social service agencies and child care operators.” To aid local small businesses, the Trust will provide low-interest loans through the new Small Business Working Capital Loan program to help them meet their immediate needs. The Trust will also increase support to existing programs, including the Impact Investment Fund, Basin RevUP, Summer Works, the Career Internship Program, Basin Business Advisors and Training Fee Support. If your business needs help right now, visit ourtrust.org/COVID19 or call 1.800.505.8998. To aid vulnerable people, the Trust will support the community organizations that directly serve them. This includes new funding for First Nations communities, Métis associations, food banks, housing societies, hospices, help for licensed child care operators to adjust and make operational changes, and funding for community social service agencies to adapt their services to meet public health requirements and continue operations, provide new programs, and directly help Basin residents at risk of not meeting their basic needs. If your organization works with vulnerable populations and needs help right now, visit ourtrust.org/COVID19 or call 1.800.505.8998. The Trust will also support community social service organizations to shift to virtual operations, so that their programming and supports are still available to residents. “Not only will this increased funding support business and community organizations to address COVID-19 impacts, each dollar is invested in our region and will provide broader economic development benefits,” said Strilaeff. “During this most difficult time, I encourage everyone to follow public health recommendations and to be kind, compassionate and supportive of one another.” For 25 years, Columbia Basin Trust has been supporting your ideas and efforts. To learn more about the Trust’s programs and initiatives, and how it helps deliver social, economic and environmental benefits to the Basin, visit ourtrust.org or call 1.800.505.8998. -30- MEDIA CONTACT Kathleen Hart Columbia Basin Trust 1.800.505.8998 [email protected] ourtrust.org BACKGROUNDER COMMUNITY OUTDOOR REVITALIZATION GRANTS 2020 LIST OF PROJECTS APPROVED FOR FUNDING This program helps Basin communities create, restore or enhance welcoming, safe and vibrant outdoor multi-use community spaces that support community gathering and programming. Project Community Organization Description Amount Name Create a seating area with a shade structure, Playground tables and trees on the school playground, ݦDTࡑ am ݦDTࡑ am Community $25,000 which can be an outdoor classroom and a Space family gathering space within the community. Expand the existing washroom facility by Millennium City of adding change rooms and showers to enable Castlegar Park $322,031 Castlegar more family use of the swimming ponds and Upgrades the multiple amenities within the park. Develop a new gazebo, chess tables, benches and a location for future art City of City Hall Cranbrook installations at the small park beside City Hall $75,000 Cranbrook Parkette in partnership with the local chess club and JCI Kootenay. Make external additions to Lister Park Hall to add accessible public washrooms with Regional showers, a covered outdoor kitchen space District of Lister Park Creston that can open into the community hall kitchen $402,641 Central Upgrades and a pavilion, all in one contained location; Kootenay also add a new open-air structure for year- round cultural activities. Construct a roof over the recently renovated Frank's Outdoor Rink to develop a large Regional outdoor pavilion for summer and winter use; District of Edgewater Edgewater this new feature—in addition to onsite $129,439 East Rink Pavilion amenities such as a firepit, washrooms and a Kootenay commissary—will be a focal point of village activities. Develop a bare space between the new Elkford's District office and the Community Conference District of Elkford Meeting Centre with a gazebo, fire pit and $340,781 Elkford Place landscaping so it can serve as a focal point for outdoor community gatherings. 1 Project Community Organization Description Amount Name Build a pavilion at Max Turyk Recreation Eirin Area that will be available for visitor use, for Amundsen Fernie City of Fernie community events and as outdoor classroom $40,500 Memorial space; include an enclosed area for Pavilion equipment storage and future program use. Add to the existing park with a live Front Street Village of performance structure, accessible Kaslo Park $435,631 Kaslo washrooms and storage for market activities; Additions also add landscaping and lighting. Build on the previous year’s work by creating three defined entrance arches, adding Kimberley portable festival and family seating and City of Kimberley Platzl Phase tables, resurfacing the breezeway path and $140,716 Kimberley Two enhancing the gazebo stage sound system for public performances; also help businesses update their facades. Enhance the aesthetics, usability and safety of the area surrounding the pier, allowing a City of Hall Street Nelson variety of community uses, as well as visually $500,000 Nelson Pier and functionally connecting upper Hall Street to lower Hall Street (waterfront and pier). Revitalize the grounds adjacent to the Tenacity Tenacity Skate Park by adding signage, Village of Skatepark Slocan landscaping, shade covering, seating, and by $52,350 Slocan Grounds repairing the community cobb oven to make Revitalization it a community space. TOTAL $2,464,089 –30– For more information contact: Kathleen Hart Columbia Basin Trust 1.800.505.8998 [email protected] 2 NEWS RELEASE April 20, 2020 OUTDOOR REVITALIZATION PROJECTS MOVING FORWARD Eleven communities will refresh public spaces with nearly $2.5 million from the Trust (Columbia Basin) – Outdoor public spaces help make the Columbia Basin welcoming and vibrant. This summer eleven communities will be creating or reinvigorating these spaces. When physical distancing measures are lifted, these spaces will be even more beneficial to the people who live here and visit. The projects are receiving nearly $2.5 million from Columbia Basin Trust’s Community Outdoor Revitalization Grants. “From downtown cores to parks, outdoor public spaces paint a picture of what’s at the heart of Basin communities: caring, diverse people who feel pride in their local places,” said Johnny Strilaeff, President and CEO. “These projects will help support the economic well-being of communities and these locations will be improved for the long term and for future gatherings.” A Park Adds Amenities In the Creston Valley, the Lister Community Association will make several improvements to Lister Park. These include adding accessible public washrooms, a covered outdoor cooking space and a covered, open-air, multipurpose structure for year-round activities and community functions. It will also extend the community hall’s existing covered pavilion to enable larger gatherings. “Our association is working towards creating a park that is as accessible, safe, secure, convenient, comfortable and enjoyable as possible during as much of the year as possible," said President Kevin Wall. "The vision is a park that will welcome a greater number and variety of events, from spontaneous gatherings of friends and family to organized cultural and recreational activities. For our agricultural community, the ability to host outdoor cooking and community meals will be so meaningful. These improvements will surely bring even more locals and tourists to this beautiful spot." A Rink for All Seasons The Edgewater Recreation Society will add an open-beam roof to an existing outdoor rink (Frank’s Rink), which will create a year-round outdoor pavilion, providing protection from the elements and making maintenance of the ice more manageable. “The roof will enable many groups and individuals to use the space without worrying about the weather, including people playing sports, summer markets, teachers who can use it as an outdoor classroom, and families who can use it for reunions and celebrations,” said Roberta Schnider, volunteer and daughter of the man for whom the rink is named. “My dad spent many hours of his time volunteering at the rink and he would be so pleased to see the progress that Edgewater has made to make this rink the heart of the community.” -more- ourtrust.org NEWS RELEASE Shelter at a Widely Used Playground .QWKHFRPPXQLW\RIݦDTࡑ DPWKHݦDTࡑ amnik elementary school will add a shade structure to its playground, This will provide cover from both intense sun and bad weather, creating a more pleasant space for children, community members and visitors. “The structure will provide a place to take breaks from physically demanding play, contributing to longer play time. It will also create an outdoor classroom conducive to learning in a multitude of subject areas,” said Eryn Geddes, Principal. “In addition, the structure will help create a comfortable, enticing outdoor community area that encourages friends, families and others to gather for greater periods of time.” View all the projects here. The Community Outdoor Revitalization Grants provide municipalities, regional districts and First Nations communities with up to $500,000 to create, restore or enhance outdoor multi-use spaces, and up to $10,000 for planning and design for First Nations communities and communities with populations under 5,000. Learn more at ourtrust.org/CORgrants. For 25 years, Columbia Basin Trust has been supporting the ideas and efforts of the people in the Columbia Basin. To learn more about how the Trust is supporting people and communities with the impacts of COVID-19, visit ourtrust.org/covid19 or call 1.800.505.8998. -30- PHOTO 1: The Lister Community Association will add several improvements to Lister Park with support from Columbia Basin Trust’s Community Outdoor Revitalization Grants. PHOTO 2: The Edgewater Recreation Society will add a roof to Frank’s Rink with support from Columbia Basin Trust’s Community Outdoor Revitalization Grants. PHOTO 3: TKHFRPPXQLW\RIݦDTࡑ am will add a shade structure to the ݦDTࡑ amnik elementary school’s playground with support from Columbia Basin Trust’s Community Outdoor Revitalization Grants. 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We want to acknowledge and thank you, our stakeholder, for your response and resilience to-date. As you may already be aware, in response to the crisis and the Provincial Health Officer’s March 2020 declaration of a public health emergency, the LCRB announced a number of temporary measures to support businesses that have been significantly impacted by the public health crisis – and we remain committed to finding ways to support British Columbians and the sectors we regulate during this challenging time. We also remain focused on our commitment to improving our business operations and service delivery for those involved in the liquor licensing process. In light of the new environment we all find ourselves in, we’re continuing our work to improve your experience by modernizing the ways in which you can access our services. One of these improvements includes the launch of our new online liquor licensing portal. This user-friendly system will allow faster processing times as information is gathered more efficiently. You will be able to complete your portion of the liquor licensing process through this portal, which includes a digital, paperless way to review complete applications, sign for receipt of an application and download application packages. Initially, online engagement with the LCRB will only be available for liquor licensing. We will be gradually moving different licence types online over the next twelve months, starting with catering and wine store licences as of April 15, 2020. The LCRB will be providing more information, including how to access the portal, as application types that require your involvement move to the online system. More information will also be available on our website over the coming months as the project progresses. Please note, no action on your part is needed at this time. However, the LCRB is organizing an online information session where you can learn more about how to use the online portal to complete your portion of the liquor licensing process. In the coming weeks, you will receive a separate invitation with instructions on how you can participate in the online information session. As a key participant in the liquor licensing process, the LCRB is here to support you. If you have any questions about this project, please email us at [email protected] Sincerely, Mary Sue Maloughney Assistant Deputy Minister and General Manager Liquor and Cannabis Regulation Branch Ministry of Attorney General !"# #$ %&'()''0121%'2%'1')3% 404 %5'16178%''(14 2%) ( 9"@ABCDEDE!F GHIPQR# S T$#U ###VVQ#WX! 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I9#!#A!#973053U5&!3@50"SA&&QV6&!%7( Q#P%7(&9($I !$0$A"%#!%"G(Y)(9%6&!#!(#"0Q($%0c(Q0$P(EE&H0$d0A !(4GH7(!(&9($ I !$0$A0"9!&70I0%(Q $%0E2ReeUfE&)#E%0B(f&$Q#Pg $(4hG1e1eiV !" #$%%&'()%0&$123453I5&6%7(89($@ !$0$A'B&C(D&$%!&EF(A E#%0&$G%7("(" Ip "%0% %0&$"#!((66()%0a( $%0E2ReeUfE&)#E%0B(f&$Q#Pg $(4hG1e1ei q#%(X"" (QRU9!0E4rG1e1e q#$0(Ei@0$A" d&!q0!()%&!Gs$a0!&$B($%#Ef#$#A(B($%U)% D&B9E0#$)( t q#$@0$A" 89(!#%0&$"f#$#A(!GD&B9E0#$)( f0$0"%!P&6s$a0!&$B($%#$Q DE0B#%(D7#$A('%!#%(AP 1hepu4vpew1r #A(1&6w ! " #$ %&'%()#"00 &# # #00&0() #"1(23(45533647845897@969(@6 A9 9 1160851 April 10, 2020 Dear Mayors and Electoral Area Directors: Over the past few days, the Ministry of Health has received a number of concerns from our valued partners related to how BC Emergency Health Services (BCEHS) is expected to collaborate with fire first responders in the context of the ongoing COVID-19 pandemic. As you may be aware, at the direction of Dr. Bonnie Henry, Public Health Officer (PHO), BCEHS advised the Fire Chiefs Association of BC of several temporary changes on March 31, 2020. These measures aim to support the province’s ongoing efforts to effectively manage our personal protective equipment (PPE) resources and to reduce fire first responder COVID-19 exposure – while continuing to ensure we provide high quality pre-hospital care. This decision was not taken lightly and was not considered until after there was evidence of community spread within the province. As in any emergency situation, communication is critical, and this is why I write to you today in relation to the numerous concerns we have heard. I thank you for taking time to bring your concerns forward in these uniquely busy times. On April 5, 2020, the Ministry of Health, including Dr. Bonnie Henry, hosted a conversation with stakeholders from BCEHS, Fire Chiefs Association of BC, and the BC Fire Commissioner to address outstanding issues. Below are areas where the group was able to reach a shared understanding and consensus. PPE Access for Fire First Responders The province is currently working across the system to effectively manage stocks of PPE. The services paramedics and fire first responders provide are invaluable – we need to be able to ensure they can provide these services safely. Purple Calls “Purple” calls are those coded for the patients in need of quickest attention. There were concerns that the PHO directive would affect if fire departments would be dispatched for all purple calls and if timeliness of calls would be impacted. It has been routine in BC that both paramedics and fire first responders are dispatched immediately for “purple” calls. This has not changed. …2 Ministry of Health Office of the Assistant Deputy Minister PO Box 9639 STN PROV GOVT Provincial, Hospital and Laboratory Services Division Victoria BC V8W 9P1 -2- Residents Need High Quality Timely Pre-Hospital Care The Ministry of Health heard concerns regarding which “red” calls would no longer be sent to fire first responders. Decision on what types of calls will be solely attended by BCEHS were made with great care and upon the best practice medical advice received. It is worth noting over the past few weeks that, while we all live and work in this new way, BCEHS has seen a decrease in calls – which contributes to their continued ability to provide timely care. It is acknowledged by the Ministry of Health and BCEHS this may evolve over time and continued dialogue with the Fire Chiefs Association of BC will support best outcomes for patients. Rural Access to Pre-Hospital Care First responders play an integral role in providing pre-hospital care, particularly in rural communities. The Ministry of Health heard rural areas may be at a higher risk of inequality if fire first responders are attending fewer calls. This concern is acknowledged, and further dialogue is needed to ensure those living in rural areas of the province can continue to rely on high quality, timely pre-hospital care. Working through Evolving Relationships The Ministry of Health heard about ongoing concerns regarding the ways that the health system works with communities and fire first responders. As you may be aware, the Ministry of Health and BCEHS attended UBCM in the fall 2019, and the Rural Area Directors Forum in February 2020, and made commitments to work with you all to redefine how we collaborate to provide high quality care throughout the province. The Ministry of Health and BCEHS remain committed to this important work. It is important to clarify as we continue to work together through this pandemic, the goals of the PHO’s directives are to effectively manage PPE and to reduce the risk of exposure of fire first responders to COVID-19. Moving forward, to ensure ongoing dialogue, Ministry of Health, BCEHS, the Fire Chiefs Association of BC, and the BC Fire Commissioner will meet weekly to address the outstanding issues above as well as issues as they arise. Additionally, BCEHS is meeting with individual fire chiefs daily, and as needed to work through local issues. Again, I thank you for taking the time to raise the issues that you have. I can assure you that staff at the Ministry of Health, all of government, and the public sector are working tirelessly to effectively respond to the COVID-19 pandemic. I hope you have found this information helpful. If you have any further questions, please contact Derek Rains, A/Executive Director, Provincial Services at (250) 952-3008 or via email at [email protected]. …3 - 3 - Lastly, I want to thank all of you, particularly the paramedics and fire first responders on the front lines of this important work. Sincerely, Ian RongveRongve, Ph.D. Ph D Assistant Deputy Minister pc: Chief Administrative Officers Neil Lilley, Senior Provincial Executive Director, BCEHS Darlene MacKinnon, Chief Operating Officer, BCEHS Susan Wannamaker, Executive Vice President, PHSA Dan Derby, President of the Fire Chiefs Association of BC Brian Godlonton, BC Fire Commissioner Brian Emerson, Deputy Provincial Health Officer BC Broadband Association Connecting British Columbia Program Proposed Funding Intake in Support of COVID-19 Response April 2020 • Intake purpose – In support of COVID-19 response – This is separate from and in addition to scheduled quarterly intakes for the Connecting British Columbia program • Project eligibility – For installation of new last-mile network equipment • Expanded coverage and/or • Increased capacity and bandwidth – Does not fund transport connectivity infrastructure or the installation of towers for last-mile builds – Not dependent on funding from other programs – Enables existing internet service providers to provide network upgrades with immediate benefits to underserved residents • Eligible applicants – Internet service providers • For-profit and not-for profit ISPs – Organizations that own and operate their own network and supply internet services to residents • Eligible equipment – Electronic equipment – Antennas – Peripherals that directly support and enhances capacity, performance and range of the network • Funding criteria – Up to $50K per project. – Internet services after project completion must be available to households at minimum speed of 25/5 Mbps – Preference for funding requests for less than 90% of eligible equipment costs and less than $50K in requested funds • Includes funding for up to 90% of 3rd party professional engineer fees to inspect and validate funded network improvements, up to $750 • 100% holdback, paid out upon completion and performance validation by the deadline. – Projects must be completed by June 30, 2020 • Application process – Intake expected to open later this week of April 14, 2020 – Administered through Northern Development – Simplified application, reviewed as received • Requires: – Project summary describing current network and coverage and proposed improvements as well as project justification and sustainability – Maps of current service area and proposed service area – Completed expense budget (excel template provided) – Logical network diagram – Rapid approval process, within one week of receiving completed application Program Enquiries Website: https://www.northerndevelopment.bc.ca Email: [email protected] As of April 9, 2020 Spring Outlook: Toward the end of 2019, some areas of the province experienced persistent and extended drought condi ons. However, the snowpack in those areas (the far north, northwest, far southeast and the Okanagan) are now at or above normal levels. As a result, fuel condi ons are near normal throughout the prov- ince this spring. B.C. has started to experience grassfire ac vity. These fires are occurringccurring in Predicted above- valley bo oms where light fuels, such as grasses, can dry out quicklyckly in sunny normal fire condi ons or windy condi ons. This is a typical pa ern for this me of year. The BC Wildfire Service is expec ng wildfire ac vity to increase in snow-freefree aareasreas Predicted normal fire where these light fuels (grasses and needles) are present. Currentnt fire condi ons suppression tac cs are successfully holding most of these wildfireses to a small size. Seasonal temperature forecasts for April and May indicated a mooderate probabil- ity of normal temperatures for this period. Precipita on pa erns are more difficultdifficult to predict. Current forecas ng data indicate that April and May wwillill experiencexperiencee “nonormalrmal to dry” weather pa erns. Considering the current forecasts and fire ac vity levels, we are expec ng a spring wildfire season that will be consistent with long-term pa erns in B.C. How does the BC Wildfire Service make predic ons about a fire season? Season forecasts are assessed by meteorologists and fire behaviour specialists who consider a range of environmental factors and observed weather data. This includes accoun ng for condi ons that affect soil moisture (e.g. the dryness of fine fuels and vegeta- on growth), which influence how much fuel is available to burn in the event of a wildfire. The severity of a wildfire season is highly dependent on local weather pa erns and condi ons, such as: ming and amount of pre- cipita on; length of dry periods; thunderstorms; and wind events. Although, long-term weather models are useful to indicate trends and pa erns over me, daily weather cannot be reliably forecast more than a few days in advance. The BC Wildfire Service maintains its levels of preparedness by studying forecasts, using experience gained in previous fire seasons, and analyzing trends to get a good indica on of what to expect. The BC Wildfire Service will con nue to collect data and use forecas ng models to produce monthly updates for the Season Outlook. What can people do to prepare for the current wildfire season? As we head into the 2020 wildfire season, this is a good me for people to take steps to prevent wildfires and consider how to use FireSmart principles to help protect their homes and proper es. Although open burning is currently restricted in High Smoke Sensi- vity Areas of Bri sh Columbia (and further open burning ac vi es will be prohibited throughout Bri sh Columbia as of noon on Thursday, April 16), other ac vi es can be undertaken around the home to reduce the risk of wildfire damage. They include clean- ing gu ers, clearing debris from yards, and mowing dead grasses. For more informa on about wildfire resiliency in our forests and communi es, visit: www.bcwildfire.ca and www.firesmartbc.ca ÿÿ ÿ !"ÿ#$ !$ÿ%&& '!& ÿ($ 345467895@A ')"$&01$$ 1'' ÿÿ ÿ !"ÿ#$ !$ÿ%&& '!& ÿ($ 345678945ÿA68ÿBCÿB75DE45545 FGHHIPQRRSSSTUVWXYTVYRV`abXcdeUfPbgWPPehWP`fhVWPTIGIi 345678945ÿA68ÿq96E6rD9ÿs4t4u6v485 wÿx69yuÿx4y485 FGHHIPQRRSSSTUVWXYTVYRV`abXcdeV`fgbHehWP`fhVWPTIGIi ÿÿdefÿgghifÿjeÿgklmÿn oÿpqrÿd sdtuvÿwxyz{yzrr{ |ÿ x xÿjeÿgklmÿ}dlÿ~gsldeÿedy ')"$&01$$ 1'' COVID-19 Guidance to the Hotel Sector Provincial Coronavirus Response April 8, 2020 JIC 1 -- COVID-19 Guidance for the Hotel Sector April 8, 2020 Contents A. Introduction ...... 2 B. General Information ...... 3 C. Environmental Cleaning ...... 4 D. Food and Beverage Services ...... 6 E. Spas and Salons, Pools, Fitness Centres and Playgrounds ...... 8 F. Communication, Signage and Posters ...... 8 G. Staff Health ...... 8 References ...... 9 Page 1 JIC 1 -- COVID-19 Guidance for the Hotel Sector April 8, 2020 A. Introduction This document provides interim guidance for preventing the transmission of COVID-19 to operators of hotels, motels, hostels, inns and other forms of travel accommodation. For up-to-date information on COVID-19, please refer to the BC Centre for Disease Control (BCCDC) website: http://www.bccdc.ca/health-info/diseases-conditions/covid-19. Orders, Notices and Guidance from B.C.’s Provincial Health Officer and the Public Health Agency of Canada To limit the spread of COVID-19, the Provincial Health Officer (PHO) has issued Orders that impact the hospitality industry. These Orders outline conditions and provide specific direction regarding the services provided at your facility, including (but not limited to) all on-site meeting rooms, restaurants, bars, lounges, cafes, coffee bars, retail liquor locations, spas, salons, pools and fitness centres. PHO orders: x Mass Gatherings: https://www2.gov.bc.ca/assets/gov/health/about-bc-s-health-care-system/office- of-the-provincial-health-officer/reports-publications/covid-19-pho-class-order-mass-gatherings.pdf x Owners and Operators of Nightclubs and Food and Drink Services: https://www2.gov.bc.ca/assets/gov/health/about-bc-s-health-care-system/office-of-the-provincial- health-officer/reports-publications/covid-19-pho-order-nightclubs-food-drink-services.pdf Public Health Agency of Canada (PHAC) quarantine order: x PHAC’s compliance and enforcement of the Quarantine Act: https://www.canada.ca/en/public- health/services/diseases/2019-novel-coronavirus-infection/latest-travel-health-advice.html#a2 Guidance: x Food and Beverage Sector: https://www2.gov.bc.ca/assets/gov/health/about-bc-s-health-care- system/office-of-the-provincial-health-officer/covid-19/covid-19-pho-guidance-food-beverage- sector.pdf x BCCDC’s resources on self-isolation and self-monitoring: http://www.bccdc.ca/health-info/diseases- conditions/covid-19/self-isolation x PHAC’s guidelines on self-isolation when you may have been exposed and have no symptoms: https://www.canada.ca/en/public-health/services/publications/diseases-conditions/covid-19-how- to-isolate-at-home.html x PHAC’s guidelines on self-isolation when you have COVID-19: https://www.canada.ca/en/public- health/services/publications/diseases-conditions/covid-19-how-to-isolate-at-home.html Page 2 JIC 1 -- COVID-19 Guidance for the Hotel Sector April 8, 2020 B. General Information How is COVID-19 spread? x COVID-19 is spread through large liquid droplets when a person infected with COVID-19 coughs or sneezes. The virus in these droplets can enter through the eyes, nose or mouth of another person if they are in close contact with the person who coughed or sneezed. x COVID-19 is not transmitted through particles in the air and is not something that can enter the body through the skin. What are the symptoms of COVID-19? x The symptoms of COVID-19 are similar to other respiratory illnesses, including the flu and the common cold. These symptoms include cough, sneezing, fever, sore throat and difficulty breathing. x People infected with COVID-19 may experience little or no symptoms, with illness ranging from mild to severe. x Some people are more vulnerable to developing severe illness or complications from COVID-19, including older people and those with chronic health conditions. Who needs to self-isolate? x People who are contacts of a confirmed COVID-19 case, meaning they have been or could have been exposed to the virus, but do not have symptoms, are required to self-isolate. x Self-isolation means staying home and avoiding situations where you could come in contact with others. You may have been exposed to the virus and are at risk for developing COVID-19 and passing it on to others. x You may NOT self-isolate in a place where you will be in contact with vulnerable people, such as seniors and individuals with underlying health conditions. x Isolated individuals may NOT use any common hotel areas or implements, including ice and vending machines. For more information about self-isolation for COVID-19, please see: http://www.bccdc.ca/health- info/diseases-conditions/covid-19/self-isolation x As of March 25, 2020, all persons arriving in Canada from abroad quarantine and self-monitor for symptoms for 14 days under the Quarantine Act. Learn more at the Government of Canada’s coronavirus website: https://www.canada.ca/en/public- health/services/diseases/2019-novel-coronavirus-infection/latest-travel-health-advice.html#f Page 3 JIC 1 -- COVID-19 Guidance for the Hotel Sector April 8, 2020 General Precautions x Stay at home if you are sick to avoid spreading illness to others. x Practice diligent hand hygiene at all times. o Wash your hands regularly with plain soap and water for at least 20 seconds or use alcohol- based hand sanitizer with at least 60% alcohol content. o Antibacterial soap is NOT required for COVID-19. x Practice cough etiquette. Cough into your elbow or cover your mouth and nose with a disposable tissue when you sneeze. Immediately dispose of all used tissues in an appropriate waste bin and wash your hands right away. x Maintain a physical distance of two metres from others at all times: http://www.bccdc.ca/health- info/diseases-conditions/covid-19/prevention-risks/physical-distancing x Do not touch your eyes, nose or mouth with unwashed hands. x Do not share food, drinks, utensils, cigarettes, vaping devices, joints or bongs. x Post signs to encourage hand hygiene among all staff and guests: http://www.bccdc.ca/health- professionals/clinical-resources/covid-19-care/signage-posters x Put up signage in your facility promoting physical distancing: http://www.bccdc.ca/Health- Professionals-Site/Documents/COVID19_PhysicalDistancingPoster.pdf x Encourage staff to avoid touching personal items of guests, such as luggage1. x Install physical barriers (e.g., plexiglass sneeze guards) in locations such as reception desks. C. Environmental Cleaning Regular cleaning of all common areas, guest rooms and work rooms is essential to protect the health and safety of guests and staff from COVID-19. General Cleaning Measures x Train staff on the routine cleaning and sanitizing procedures for high touch surfaces, as well as laundry/linen handling procedures. x Ensure daily cleaning and disinfection of all common areas and surfaces. x Ensure high touch surfaces are cleaned twice daily. This includes doorknobs and handles, telephones, elevator panels and buttons, light switches, tables, chairs and work surfaces in staff rooms, desktops, washrooms, point of sale devices and menus. x Clean visibly dirty surfaces before disinfecting, unless stated otherwise on the product instructions. Cleaning refers to the removal of visible dirt, grime and impurities. Cleaning does not kill germs but helps remove them from the surface. x Use a disinfectant that has a Drug Identification Number (DIN) and a virucidal claim. Follow the instructions on the product label. Page 4 JIC 1 -- COVID-19 Guidance for the Hotel Sector April 8, 2020 x If commercial or household cleaning products are not readily available, you can prepare a bleach and water solution with 100 ml of unscented household bleach per 900 ml of water. When using the bleach and water solution, the surface must remain wet for at least one minute. For more information, please see: http://www.bccdc.ca/Health-Professionals-Site/Documents/COVID- 19_MOH_BCCDC_EnvironmentalCleaning.pdf x Floors and walls should be kept visibly clean and free of spills, dust and debris. x Empty and clean garbage cans in public areas regularly. x Items that cannot be easily cleaned and disinfected should be removed (e.g., magazines, toys). Housekeeping3 x Cleaners should practice diligent hand hygiene before entering and after leaving each guest room. x Use disposable paper towels and wipes for cleaning to avoid the possibility of cross contamination. x All guest rooms are to be fully cleaned and disinfected after use. Special attention should be given to frequently touched items such as toilets, sinks, faucets, doorknobs, light switches, telephones, remote controls, bar fridges and garbage cans. x Do NOT vacuum the room3. Vacuuming creates aerosols that may contain viruses that can cause illness. Carpets should be cleaned using a steam cleaner which reaches a minimum temperature of 71°C, unless the floor coverings are not heat tolerant. x Ensure an adequate supply of clean towels, toilet paper and plain hand soap is available in the guest room. o If individual bars of soap are provided in guest bathrooms, all remnants must be thrown out when the guests vacate their rooms. x Ensure all dirty linens and towels are bagged and taken directly to the laundry. x Between guests, remove and clean ALL glassware and dishes from the hotel room. Take items directly to the kitchen area for dishwashing. Alternatively, provide disposable glassware, dishes and utensils in rooms. Housekeeping for Guests in Self-Isolation x Site operators must identify and record the locations of all self-isolating guests1. x Do NOT provide housekeeping service inside rooms where people are in self-isolation. x Ensure staff do NOT enter self-isolation rooms until authorized. x Use alternate means of assisting guests in isolation, such as leaving fresh linens, toiletries and cleaning supplies outside the door during the period of isolation. x Once the individual(s) in self-isolation have left a room, complete a thorough cleaning of all hard surfaces with an approved disinfectant, launder all removable cloth items (sheets, towels) and steam clean items that cannot be laundered (plush chairs, drapes). Discard all personal soap and shampoo remnants. Page 5 JIC 1 -- COVID-19 Guidance for the Hotel Sector April 8, 2020 Waste Management for Guests in Self-Isolation x Wherever possible, waste from all self-isolation rooms should be handled by a designated person or small, designated team. x Staff should wear disposable gloves to remove waste from guest rooms and common areas. x Ensure staff remove gloves and perform hand hygiene immediately after handling and disposing of waste. x A single, sturdy, leak-resistant garbage bag is sufficient for containing waste. x If a garbage bag is punctured or contaminated, it should be placed into a second bag. x All bags should be securely closed and immediately placed in the main disposal bin for the facility. Laundry x Wear disposable gloves when handling dirty laundry and discard after each use. Wash hands immediately after gloves are removed. x If reusable gloves are worn, gloves should be dedicated for handling dirty laundry and should not be used for other purposes. Wash hands immediately after gloves are removed. x Do NOT shake dirty laundry. This minimizes the possibility of dispersing the virus through the air1. x Place dirty laundry directly into a linen bag without sorting. Do not overfill bags. x Clearly mark laundry bins as 'clean' or 'dirty'. Ensure dirty laundry only contacts dirty laundry bins, and clean laundry only contacts clean laundry bins. x Clean and disinfect clothes hampers according to manufacturer's guidance. Consider using a liner that can be laundered. x Clean and sanitize the front loading area of washing machines frequently. x Wash and dry items in accordance with the manufacturer’s instructions. Use the warmest possible water settings. Dry all items thoroughly. D. Food and Beverage Services Hygienic and safe food and beverage services are maintained by following routine guidance in the Food Safety Act and the Food Premises Regulation. If your establishment includes a restaurant and/or liquor services, you are required to follow the Orders of the Provincial Public Health Officer relevant to your establishment: https://www2.gov.bc.ca/assets/gov/health/about-bc-s-health-care-system/office-of-the-provincial- health-officer/covid-19/covid-19-pho-guidance-food-beverage-sector.pdf. Up-to-date information for food businesses can be found on the BCCDC webpage here: http://www.bccdc.ca/health-info/diseases-conditions/covid-19/employers-businesses/food-businesses Page 6 JIC 1 -- COVID-19 Guidance for the Hotel Sector April 8, 2020 Food Handlers1 x Food handlers must regularly wash hands, even if they have no disease symptoms. This includes (but is not limited to) before starting, before preparing or handling food, after handling waste, after using the toilet, after blowing their nose, sneezing and coughing, after eating, drinking or smoking, and after handling money or credit cards. x Food handlers must avoid touching their eyes, nose or mouth with unwashed hands. General Food Service Precautions1 x Follow safe food practices, such as protecting foods from contamination, minimizing direct handling of food and preventing cross-contamination of foods. x Discard any foods that may have been contaminated from coughs or sneezes. x Clean and sanitize utensils and surfaces in the kitchen regularly using standard sanitizing solutions (e.g., QUATs or chlorine). Follow the instructions on the product label. x Increase frequency of cleaning and sanitizing of food contact surfaces and high-touch areas. x Wash/sanitize used dishes using regular procedures (e.g., sanitizing dishwasher) x Do not offer buffets and other self-service options. x Do not provide common water coolers or lobby snacks for guests. x Encourage guest and staff hand hygiene before all meals. Make plain soap and water or alcohol- based hand sanitizer available to support this activity, where possible. x Regularly clean and disinfect equipment used for handling payments. Delivering and picking up food trays x Gloves are not required when delivering or picking up food trays. x Proper hand hygiene must be practiced before delivering and after picking up food trays. x Do NOT bring food carts into guest rooms. x Do NOT transport food on carts that have used dishes on them. x Do NOT enter a room to deliver or pick up food trays for guests or staff members who are in self- isolation. Deliver and pick up food trays from outside their door. x Regularly clean and disinfect carts used for transporting food and picking up dirty dishes. Dishwashing x Dishwashing practices must adhere to BC's Food Premises Regulation: http://www.bclaws.ca/EPLibraries/bclaws_new/document/ID/freeside/11_210_99 x Dishwashing temperatures must be monitored in a log, per your Food Safety Plan. x Used dishware from isolated guests and staff must be washed immediately. x Disposable dishes are not required to stop COVID-19. Regular food trays, dishes and utensils can be used for guests. Page 7 JIC 1 -- COVID-19 Guidance for the Hotel Sector April 8, 2020 x Manually scrape off food from plates prior to beginning dishwashing. Minimize the use of sprayers to remove food and residue. x Regularly clean and disinfect carts used for transporting food and picking up dirty dishes. x Clean and sanitize all dish buckets (dirty and clean) after each shift. x Maintain separation between clean and dirty dishes in the dish washing area. E. Spas and Salons, Pools, Fitness Centres and Playgrounds x Personal service establishments including health spas, massage parlours and salons were ordered closed by the Provincial Health Officer on March 21, 20202. x Close all on-site pools, whirlpools, wading pools, hot tubs, water spray parks, saunas, fitness centres, playgrounds and play areas. F. Communication, Signage and Posters Provide information to guests and staff on the following topics relating to COVID-19: x Symptoms of COVID-19: http://www.bccdc.ca/health-info/diseases-conditions/covid-19/about- covid-19/symptoms x B.C.'s COVID-19 Self-Assessment Tool can help determine the need for further assessment: https://bc.thrive.health/ x Non-medical information about COVID-19 is available 7:30am-8:00pm, 7 days a week at the following toll-free number: 1-888-COVID19 (1-888-268-4319). x Contact HealthLinkBC and 8-1-1 for health advice on COVID-19 (translation services are available). Signage and posters can be useful as a guide for guests and staff regarding infection prevention and control measures in your facility. x Information and posters for handwashing is located on the BCCDC website here: http://www.bccdc.ca/health-info/diseases-conditions/covid-19/prevention-risks/hand-washing x Information and posters for respiratory/cough etiquette is located on the BCCDC website here: http://www.bccdc.ca/health-info/diseases-conditions/covid-19/prevention-risks/hand-washing x Place signage on front doors telling guests and staff NOT to enter the premises if they are feeling ill. Direct these individuals the BC COVID-19 Self-Assessment Tool: https://bc.thrive.health/ x Information and posters for self-isolation and self-monitoring: http://www.bccdc.ca/health- info/diseases-conditions/covid-19/self-isolation G. Staff Health The following information can support your staff regarding COVID-19: x Advise staff to report respiratory illness to their employer and do not return to work for at least 10 days following the onset of cough, fever, fatigue, sore throat, runny nose, difficulty breathing and/or Page 8 JIC 1 -- COVID-19 Guidance for the Hotel Sector April 8, 2020 shortness of breath. Advise them to use the COVID-19 self-assessment tool at BC COVID-19 Self- Assessment Tool to help determine if further assessment or testing for COVID-19 is needed; contact 8-1-1 if further health advice is required; and 9-1-1 if it is an emergency. x Ensure your employee illness policy is up-to-date and communicated to all staff immediately. x If an employee reports they are suspected or confirmed to have COVID-19 and have been at the workplace, clean and disinfect all areas where that person has worked. x If staff live in facility-provided housing, develop a plan with designated isolation areas for ill individuals. x If staff need to be isolated, they should be provided a separate room and bathroom wherever possible and they should follow all self-isolation guidance: http://www.bccdc.ca/health- info/diseases-conditions/covid-19/self-isolation. x All staff must practice physical distancing to reduce the risk of getting sick. Avoid close contact (within 2 meters) when possible with other staff and guests. This includes employee breaks. References 1. Alberta Health Services. "COVID-19 Public Health Recommendations for Hotels, Hostels, and Inns". https://www.albertahealthservices.ca/assets/info/ppih/if-ppih-covid-19-environmental-guidance- for-hotels-kbk.pdf 2. BC Ministry of Health. "Joint statement on Province of B.C.’s COVID-19 response, latest updates". March 21, 2020. https://news.gov.bc.ca/releases/2020HLTH0101-000538 3. Vancouver Island Health Authority. "Norovirus and the Hospitality Industry: a guide for hotel operators". www.viha.ca/mho/disease/ Page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¶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¶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¶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isis aa quarterlyquarterly magazinemagazine publishedpublished byby thethe LocalLocal GovernmentGovernment ManagementManagement AssociationAssociation (LGMA)(LGMA) ofof BritishBritish ColumbiaColumbia.. It’sIt’s aboutabout sharingsharing information,information, exchangingexchanging ideasideas onon bestbest practices,practices, enhancingenhancing professionalprofessional developmentdevelopment andand buildingbuilding networks.networks. ReachReach usus atat www.lgma.ca.www.lgma.ca. SPRING 2020 NEW ZEALAND EXCHANGE P5 LGMA CODE OF ETHICS P14 OUR TOWN P18 Supporting P6 Responsible Conduct Sharing information and expertise helps build strong, sustainable communities. Young Anderson is proud to support professional development opportunities for municipalities and regional districts. VANCOUVER OFFICE KELOWNA OFFICE 1616–808 Nelson Street 201–1456 St. Paul Street Box 12147 – Nelson Square Kelowna, BC V1Y 2E6 Vancouver, BC V6Z 2H2 T: 250.712.1130 T: 604.689.7400 F: 250.712.1180 F: 604.689.3444 Toll Free: 1.800.665.3540 www.younganderson.ca Update Professional Development In this Issue 2 New Zealand Exchange 5 President’s Report 3 Tips & Tactics: Advice and 10 Executive Director’s Report 4 Resources for Developing a Code Members Page 17 of Conduct for Local Government (OHFWHG2IÀFLDOV Our Town: Prince George 18 Programs & Events 17 5 Lessons in Resilience Ramin Seifi of the Township of Langley recounts his journey to New Zealand through LGMA’s Overseas Manager Exchange Program to learn about developing resilient communities and climate change adaptation. Exchange is the magazine for members of the Local Government Management Association of British Columbia. Exchange is distributed quarterly to over 900 members of the LGMA, as well as 6 Mayors and Regional District Chairs. Supporting Responsible Exchange is printed on Sappi Flo, Conduct an FSC® Certified 10% recycled fibre paper at Island Business Learn about the importance Print Group. of codes of conduct for elected officials, resources available to start the process in your local government, and the experience of two communities that have adopted them. LGMA Office: Suite 710A 880 Douglas Street Victoria, BC V8W 2B7 Telephone: 250.383.7032 14 18 Email: offi[email protected] Keeping the Public Trust: Web: www.lgma.ca A Look at LGMA’s New Code Our Town: Prince George Contact the Editor: of Ethics Long known as a hub for Email: [email protected] Canada’s resource and export- Find out more about the new oriented economy, this northern tools available to help LGMA B.C. city is experiencing robust members maintain the highest Cover Illustration: growth, urban revitalization and sorbetto/Getty Images ethical standards – and the new a blossoming arts, culture and requirements that come with event scene. them. Promoting Professional Management & 1 Leadership Excellence in Local Government IN THIS ISSUE With the pandemic, there’s a whole new level of focus on elected officials and how they show leadership and good conduct in a crisis. art of me is a bit saddened by the fact that we need to have As well, as someone who specializes in crisis communication, I find clearly-defined policies about what constitutes good conduct myself assessing how elected officials and various subject matter experts for elected officials. The other part of me thinks “It’s about comport themselves, and how their messaging and communication P time!” with a touch of amazement that it has taken so long. reflects on their leadership, authority and ability to instill trust. And then we get hit with a pandemic, and there’s a whole new level The results out there are mixed, but I’m happy to note that in B.C., I think of focus on elected officials and how they show leadership and good things have been handled quite well. In fact, in most of Canada, elected conduct in a crisis. officials have been stepping aside to allow the health experts to deliver When we first started the editorial planning for this edition ofExchange , messages, and I have not seen many instances of politics interfering COVID-19 wasn’t on our radar, and the interviews all took place before with communication. I have also, for the most part, noticed that local any mention of a pandemic. As a result, the focus of our feature stories is governments and businesses are being careful in their messaging and on the progress being made to establish standards and guides for creating actions to flag that they are taking direction from health officials. both a code of conduct for elected officials, and a code of ethics for local government professionals. In Supporting Responsible Conduct, we provide Flip to our neighbours in the south and we see a very different an overview of the Model Code of Conduct and Companion Guide approach, where the most senior politician undermines health developed by a Working Group on Responsible Conduct that involved authorities based on a “hunch” and jumps randomly to multiple, staff from the Union of BC Municipalities (UBCM), the LGMA and conflicting messages leaving an escalated level of fear and an underlying the Ministry of Municipal Affairs and Housing. We also share two lack of trust. The elected officials are out in front of cameras most of excellent examples of how local governments have successfully adopted the time, rather than the health experts. While there have been some a code of conduct for their elected officials, along with some tips and good examples, too much of the communication shows a lack of resources on how to establish these types of policies. leadership and a serious breakdown in terms of local, state and national cooperation. It’s fascinating…for me anyway. At the same time, it’s equally important to look toward the local government profession to see how we can elevate the bar for ethical Overall, I think these crazy days we’re experiencing point to how standards. Towards this goal, the LGMA has developed a Code important it is to have leaders who can be trusted, who demonstrate of Ethics for local government professionals. In Keeping the Public responsible conduct and who adhere to high standards of good Trust, we learn more about the context for why signing the Code of governance. All of those attributes need to be established well Ethics is now a requirement for LGMA members and how it will be before the crisis strikes, and then they become essential for guiding implemented, including training and enforcement. communities through to recovery. Policy decisions aside, this is really all about supporting good My thanks and sincere appreciation go to all of the people who are governance through responsible leadership and professional conduct. working long days to keep our communities safe and our core services So when we suddenly found ourselves dealing with COVID-19 and in place. a pandemic impacting countries around the globe, I began watching Therese Mickelson, ABC everything through this governance and leadership lens. Editor A Note to Due to our printers being on limited operations during the COVID-19 pandemic, and with so many of our members unable to work at their regular locations, the LGMA has decided to produce the Spring 2020 Exchange as an e-version only. We will continue to assess Our Readers future editions of the magazine in the coming months to determine the best option for delivering the magazine to members. A Quarterly Publication of the LGMA Exchange – Spring 2020 2 PRESIDENT’S REPORT Our members are seasoned survivors; we have led communities through challenging times before, and will continue to face hardship with the resiliency, compassion and strength that we are known for in B.C. s I prepared for the spring edition of Exchange, I was excited As we move ahead, I know our Board, the LGMA staff and our to report on the strategic planning work the Board, our members will continue to model strength in adversity, and we will Chapter Executives and LGMA staff had recently done, and foster compassion amongst each other. Our members are seasoned A then the COVID-19 situation changed all of our priorities. survivors; we have led communities through challenging times before, and we will continue to face hardship with the resiliency, compassion On Mar. 18, the Honorable Mike Farnworth, Minister of Public and strength that we are known for in B.C. Welcome to our next 100 Safety and Solicitor General declared a provincial state of emergency years LGMA! in British Columbia as a result of the global impact of the COVID- 19 pandemic. Within a very short time, British Columbians have Ron Bowles already come together in the fight against COVID-19. We know President this fight would not be possible without the strong support of local governments across the province. I commend our local governments large and small for their tremendous work; your leadership to respond to the pandemic control requirements, continue the delivery of vital services and keep your staff safe has been outstanding. Planning, Development & Environmental Law The LGMA is also committed to doing our part in the fight against COVID-19. Working remotely, LGMA staff have continued operations, including working very quickly to mitigate the impact Practical advice, creative options, of the many events that needed to be cancelled, all while limiting value for local government financial impacts that might have jeopardized our long-term sustainability. CARVELLO LAW At the same time, the LGMA continues to monitor and highlight Lui Carvello, RPP, MCIP Lawyer & Registered Professional Planner important resources for local government on our website and actively 203-1005 Broad St. Victoria, BC V8W 2A1 engage partners to explore how we can best utilize our position as an 250-686-9918 | [email protected] C carvellolaw.ca Association to support our member’s needs. L Although we made the tough decision to postpone the Annual Bylaw enforcement and litigation services with Phoenix Law Conference, staff are actively strategizing on how to hold a virtual Dana J. Goodfellow: 250-580-8807 | [email protected] annual general meeting and elections. The LGMA continues to review all upcoming programming to identify where programs can be offered virtually or revised in the interest of prioritizing the health and safety. Are you taking advantage of all Strategic planning remains a priority for the Board of Directors – it your membership has to offer? is a critical component of our governance responsibilities, and once Learn more: www.lgma.ca the COVD-19 situation subsides, we will recalibrate and finalize our or 250-383-7032 goals for the next five years. Promoting Professional Management & 3 Leadership Excellence in Local Government EXECUTIVE DIRECTOR’S REPORT If there is anything good to come from this terrible and tragic time, it has been the evidence that most British Columbians trust in our decision-makers – at all levels. his edition of Exchange is focused on responsible conduct for both When the LGMA receives your membership renewal, you will be sent local government professionals and elected officials, reflecting an email with a request to check off a box indicating that you will respect the role of values and norms for ensuring good governance in our and strive to live up to the LGMA Code of Ethics. If you do not receive Tcommunities. These values and responsible conduct are being this email request (some may be going into spam mailboxes), or you do promoted by the UBCM, the association representing B.C.’s elected not complete the request, we will be in touch to ask you to do so. officials; the LGMA as the representative body of local government Ethics training for members is also mandatory. All first-time members professionals; and the Ministry of Municipal Affairs and Housing. The of the LGMA must complete two hours of mandatory ethics training three organizations have been collaborating to encourage every local in their first year, and the LGMA is providing a free, online, on- government to work on developing a code of conduct as an essential demand webinar that takes approximately two hours to complete. internal guideline to support responsible behaviour. If you are not a first-time LGMA member, you must still complete When we chose this theme, the impacts of a pandemic and the two verifiable hours of ethics training every two years. There will be reality of our current COVID-19 world were unimaginable. Not just multiple options to complete those two hours, including through unimaginable – unthinkable. In many ways, despite the pandemic threat associations and organizations outside of the LGMA. If you attend and the social, economic and personal costs we are just now beginning a CAO Forum, a Corporate Officer Forum, an Administrative to understand, key ethical principles have been demonstrated at all levels Professionals Forum, a MATI course, the Annual Conference or a of decision-making in B.C., including at the local government level. course delivered by another professional association, university, college It has been heartening to see politics put aside in favour of collective or accredited public institution on ethics, any ethics sessions hours will decision-making to protect the public, our health care workers, our count towards the two hours of ethics training. The LGMA’s free, two- vulnerable and ultimately our long-term economic sustainability. Many hour online course is also a good option. of the critical principles of ethical decision-making under pandemic Because the LGMA is not a regulatory body, completing your training conditions have guided local government elected officials across this is your responsibility. Before the end of 2021, every LGMA member province: how to manage the human costs of restrictive measures and will be asked to sign off that they have completed their required how to allocate scarce resources and protect the public from harm. Most training and to confirm how the two-hour requirement was met. of all, if there is anything good to come from this terrible and tragic time, We trust that because you are all professionals dedicated to your it has been, at least to me, the evidence that most British Columbians communities and your local governments, this will be something trust in our decision-makers – at all levels. everyone can commit to easily. That trust is at the heart of the articles and advice in this edition. I As we make our way through the next few months, I hope all of you, believe promoting a culture of ethics and redoubling our efforts to focus your families and your colleagues remain healthy and safe. Please use our training on how to help our senior administrative leaders prepare for, the tools for pandemic exposure control provided by trusted partners, endure and lead through challenges is our role. including the BC Municipal Safety Association. We will be looking for Alongside the work that has been done on codes of conduct, the more direct and tangible ways as well to support our members during LGMA has developed a new Code of Ethics and amended a number of the recovery phase. We will continue to update you frequently through Association policies to support the implementation of the Code. The direct email, social media, our webpage and weekly e-newsletters; LGMA Board of Directors approved the new Code of Ethics and it however, please feel free to reach out to our team at any time. We are took effect Jan. 1, 2020. The LGMA Code of Ethics is mandatory. here to support each other. Nancy Taylor Executive Director A Quarterly Publication of the LGMA Exchange – Spring 2020 4 PROFESSIONAL DEVELOPMENT Lessons in Resilience New Zealand: 2019 Overseas Manager Exchange Program Report By Ramin Seifi, General Manager, Engineering and Community Development, Township of Langley I consider myself extremely fortunate to have lived in three countries on three different continents, not to mention to have travelled extensively throughout the world as part of my professional career. With that comes a strong sense of the fundamental oneness of humanity and an accompanying commitment to share knowledge to ensure the prosperity of an ever-advancing global community. I was delighted to be selected to participate in the LGMA’s 2019 Above, young Overseas Manager Exchange Program, in partnership with the New people participate Zealand Society of Local Government Managers (SOLGM). This in a climate march structured program is primarily intended to provide opportunities in New Zealand. At left, Ramin Seifi for local government managers to enhance their leadership and of the Township of development skills, with specific focus areas as learning objectives. Langley (right) with his host Rex Capil Beyond the obvious opportunity to see such a naturally beautiful part of the Southland of the world and experience the Kiwi culture, one of the main reasons District Council in the City of for my personal desire to participate in this program was the potential Invercargill. learning opportunity related to developing resilient communities and climate change adaptation. I was particularly interested in New Zealand’s Beyond that, both jurisdictions have a proven track record in dealing advancements following the 2011 earthquake in the City of Christchurch. with challenging global issues such as developing resilient communities and climate change adaptation, which made my experience particularly My exchange partner was Rex Capil, Group Manager, Community relevant and rewarding. and Futures at Southland District Council, located in the City of Invercargill in the Southland Region of the South Island of New With “developing resilient communities” as the main theme of my Zealand, one of the southernmost cities in the world. Rex and his wife learning objective, I focused my attention on the following three Carolyn were amazing hosts, who were generous with their time and specific areas, with some key findings as outlined: gracious with their hospitality. I cannot wait to host them when they • Disaster Management: There is a significantly higher degree of visit us here, and will try to come close to returning some of the favour. individual responsibility and awareness of personal preparedness The Exchange Program takes place over a two-week period around for self-sufficiency with less reliance on government services. the two organizations’ annual conferences. The theme of the 2019 • Climate Change Adaptation: Collaboration amongst decision SOLGM annual conference was “If it takes a village to raise a child.” makers, sharing of research, science-based education and It was held in the City of Napier, in Hawke’s Bay on the east coast of engagement of communities, and development of best practices New Zealand’s North Island. It was very well attended with a number are key steps that will help empower individuals and assist of participants from overseas, including Australia, United Kingdom, decision-makers. United States and of course Canada. Topics covered such areas as • Community Engagement: They are empowering individuals and leadership, disaster recovery, sustainable land use planning and Māori community associations to accept responsibility for their future culture in the local government context. with key decisions, such as level of services being provided and maintenance of infrastructure. There are obvious similarities between B.C. and New Zealand, such as language, heritage, socio-economic conditions, rural setting, naturally I was able to visit most major cities and localities in New Zealand, beautiful landscape, fisheries and agricultural industries, which provide including Auckland, Davenport, Stewart Island, Dunedin, Te Anau, an excellent context for mutual learning opportunities. Manapouri, Doubtful Sound, Queenstown, Christchurch, Taupo, Rotorua and Hamilton. It’s an amazing country, with friendly people, a compassionate social system and spectacular natural beauty. I am grateful for this opportunity and thankful to Rex, Carolyn and Rex’s Promoting Professional Management & colleagues at Southland District for their kindness and generosity. 5 Leadership Excellence in Local Government By Karin Mark Supporting RESPONSIBLE CONDUCT A Quarterly Publication of the LGMA Exchange – Spring 2020 6 It’s easy to forgo standards of conduct... when people behave as expected. or the most part, B.C.’s local government Council and Board members understand the need to conduct themselves with honesty and integrity as they make decisions and carry out their If left unchecked, less-than-responsible Fresponsibilities. They strive to be respectful when they deal with conduct by elected officials can severely hinder each other, staff and the public and to act in a manner that serves the best interest of their community. the good governance of a community, not to But, what happens when they don’t? mention harm the organization’s culture and A number of B.C. local governments – including Abbotsford and North reputation. Cowichan, featured in this article – have adopted standards of expected conduct for their elected officials along with remedies for breaches that help staff de-escalate and mitigate these situations. Without these tools, however, staff find themselves in the quandary. How CODES OF CONDUCT IN B.C. do you deal with inappropriate behaviour by those elected to govern? It’s not difficult to find examples around the world of elected officials behaving less than responsibly at all levels of government. THE IMPORTANCE OF STANDARDS In Canada, the provinces of Alberta, Saskatchewan, Manitoba, Ontario, Good governance relies on responsible conduct by elected officials. If left Quebec, Prince Edward Island and the Northwest Territories have taken unchecked, less-than-responsible conduct can lead to disruptive meetings, steps to mandate responsible governance at the community level by procedural bylaw violations, improper social media use, and disrespectful passing legislation that requires local governments to adopt a standard of behaviour toward fellow Council and Board members, staff and the conduct for their Councils and Boards. public. It can severely hinder the good governance of a community, not to mention harm the organization’s culture and reputation, and cause B.C. has no such province-wide requirement, although the Community immense stress on staff. And the effects can be long-lasting and difficult to Charter imposes serious penalties, including disqualification in rare cases, reverse. for serious breaches of responsible conduct such as conflict of interest, unexcused extended absences and unauthorized use of public funds. Codes of conduct can help local governments navigate complex modern- day issues such as: Even so, high-profile examples of concerning conduct by local government elected officials in B.C. and across Canada prompted • The pervasiveness of technology and social media, which can result a resolution at the 2016 Union of B.C. Municipalities (UBCM) in uncontrolled discourse and the viral spread of false information; convention to look at the issue more closely. A Working Group on • The “post-truth” era, in which subjective opinions often hold more Responsible Conduct was formed, made up of staff from the UBCM, weight than objective facts; LGMA and Ministry of Municipal Affairs and Housing. • Loss of knowledge and continuity due to turnover and retirements of staff and elected officials; and The Working Group produced a policy paper in 2017 that made • Lack of agreement on what is acceptable behaviour and responsible recommendations to strengthen B.C.’s responsible conduct framework conduct. and identified the principles that would guide future policy work. Continued on page 8 Promoting Professional Management & 7 Leadership Excellence in Local Government Supporting Responsible Conduct Continued from page 7 This was followed by a set of four Foundational Principles for the HOW SOME COMMUNITIES ARE TACKLING THE ISSUE OF responsible conduct of elected officials, a Model Code of Conduct and RESPONSIBLE CONDUCT a Companion Guide in 2018 to assist local governments to voluntarily develop their own standards. Development of these tools involved The Model Code has informed the voluntary standards of conduct being extensive research and policy work, a review of code of conduct work in adopted by a growing number of B.C. communities. Some have gone a B.C. and across Canada, and consultation with local government staff step further, including adding expectations of conduct in their oath of and elected officials from throughout the province. office, providing for an independent third party to investigate breaches and even establishing sanctions. At the heart of the Model Code are the four Foundational Principles of responsible conduct – integrity, respect, accountability, and leadership The City of Abbotsford and Municipality of North Cowichan are among and collaboration. the B.C. communities taking a proactive approach on this issue. The Model Code provides general standards of conduct related to each Abbotsford’s Journey of these principles along with guidance for the development of value statements and consideration of possible additional policies, such as Abbotsford City Council adopted its Code of Responsible Conduct for communications, personal interaction, information handling, intellectual Council Members in February 2019. The timing was right as staff and the property, personal use of local government resources, gifts and expenses. newly elected Council had taken note of the code of conduct discussion at the UBCM convention in 2018, and it seemed a natural progression See the article on the next page for more on the Model Code and turn to Tips from the anti-harassment guidelines that had been added to Abbotsford’s & Tactics on page 10 for advice from the Companion Guide. Council procedural bylaw in 2018. Continued on page 9 WE VALUE Contact BC Assessment OUR PARTNERS Local Government & First Nations Department: Local Government By sharing information and working together, BC 1-866-valueBC or 1-866-825-8322 x 00498 Assessment and Local Governments can ensure [email protected] fair and equitable property assessments, optimize First Nations property tax revenue collected, and increase citizen 1-866-valueBC or 1-866-825-8322 x 09455 awareness of assessment and taxation. Get involved fi[email protected] by using our many services, and working with your bcassessment.ca local assessment office. Browse our services and products for government A Quarterly Publication of the LGMA Exchange – Spring 2020 8 Model Code Q&As “It was part of Abbotsford’s journey,” says Peter Sparanese, Abbotsford City Manager. Questions and answers with the Working Group on “We realized it was the right thing to do at the Responsible Conduct. right time, based on what was going on not only locally but provincially, in Canada and Why is this work important? around the world.” How elected officials conduct themselves with elected colleagues, The City purposely waited until after the 2018 with staff and with the public is directly connected to how a election to develop the code of conduct, to community is governed. The responsible conduct of elected ensure buy-in from the Council members who Peter Sparanese officials is not optional; it is essential to good governance. would implement it. It became a priority item in Council’s 2019-2022 strategic plan. What is important for local governments to consider? Responsible conduct can be a hard topic – fundamentally it is “It helps when you have a newly-formed Council and they’re working about relationships and values as well as standards that govern really effectively together,” Sparanese says. “To implement it when the the behaviour of elected officials in their interactions. team is not as effective as they can be would be more of a challenge.” There is no better time than before issues arise for local Abbotsford Mayor Henry Braun agrees, noting that the code of conduct government Councils and Boards to consider what principles ensures accountability and helps Council members understand the full should guide their conduct and how they can be put into action, spectrum and responsibility of their roles. such as by adopting a code of conduct. The Model Code’s foundational principles of integrity, accountability, respect, “The culture of any organization, whether it’s a home or a business leadership and collaboration provide a values basis for this work. or elected office, will take on the culture of the leadership at the top and it trickles down,” Braun says. “Once you have a divided Council, I It is important to ensure all Council/Board members can guarantee you have a divided staff and a divided community. The understand the purpose of developing a code of conduct, have community picks up on this very quickly.” clear expectations about what the code will and will not do, and agree on the process for developing it. The Companion Guide It took Abbotsford about six months to develop its code of conduct, provides helpful questions to get that conversation started. from initial research through to legal review, public consultation and adoption. Sparanese credits the Working Group that created the Model Each local government’s process should build on and go beyond Code with doing the “heavy lifting.” Abbotsford’s code is available on the principles and general standards of conduct provided in the the City’s website. Model Code. To become meaningful, codes of conduct need to be customized to meet local needs and interests. Some of the sections did engender a great deal of discussion – not See Tips & Tactics on page 10 for more tips and links. necessarily surprising given how new the concept was and the sensitive subject matter. An example was clarifying how Council decisions could Developing a code can be a lot of work – is there any be communicated while maintaining freedom of speech. Ultimately, real benefit? though, the dialogue brought clarity around the table and led to the code’s unanimous adoption. A code of conduct is more than a piece of paper containing lofty words; it needs to be about a conversation. The process “One thing I’m really pleased about and that’s somewhat unique with of developing a code is an opportunity for that important our Code of Responsible Conduct is we included some remedies. Not conversation about values and relationships, roles and many codes of conduct go there,” Sparanese says. “We were able to responsibilities, principles and actions, and how and why this because the Council members in my belief were comfortable with the matters in their communities. This can take work – and senior code and what it was trying to accomplish.” staff are key to supporting that work – but the cost of not doing Abbotsford’s code includes both informal and formal complaint it can be very high and long lasting. procedures, with remedies for breaches ranging from reviewing the What’s next for the Working Group? policy with the Council member to limiting their travel or restricting access to facilities. The remedies are not intended to hinder Council’s Work is getting underway on what would be needed to develop ability to express themselves, Sparanese notes, but rather to “enable them a resource to support the enforcement of codes of conduct based and support them to have fulsome discussions.” on the tools currently available to local governments in B.C. The goal would be to assist with information on important Braun agrees that the remedies are a necessary aspect of the code. issues, such as safeguarding administrative fairness in the process Continued on page 10 of vetting complaints, investigations, determinations and application of sanctions. Promoting Professional Management & 9 Leadership Excellence in Local Government Supporting Responsible Conduct Continued from page 9 “There’s no sense in making rules and The impact of the code has extended far beyond the Council table at regulations if you don’t have any consequences Abbotsford. For one, it has prompted the City to revisit and modernize if you violate them,” Braun says. “I wanted to its older staff code of ethics and standards. As well, it has become a make sure we dealt with it right at the get-go. baseline for how everyone at the City conducts their business, whether it If things go sideways, we have something to be Council, staff or the public. lean on.” “People see there is a well-functioning Council, conducting themselves From the Mayor’s point of view, codes of with integrity and respect. It’s a reflection of how you want to conduct conduct for elected officials are more necessary business in your community,” Sparanese says. “The end result materializes today than ever. Henry Braun in long-term benefits to the community. It instills confidence in the City and confidence in those who want to invest in the community. They “I’ll be 70 in June. What I see lacking across the country at all three know you have a code of conduct that will guide decision-making and levels of government is the statesmanship that was there when I was how you conduct your business.” growing up. And why is that bad behaviour happening? Because there are no consequences,” Braun says. “We have not had to use the code. I’m He adds: “I think leading by example and adopting such a policy is really thankful for the Council we have and the way we work together.” progressive for our city. We’re really pleased with it.” Continued on page 11 tips & tactics Advice and Resources for Developing a Code of Conduct for Elected Officials FROM THE MODEL CODE OF CONDUCT AND COMPANION GUIDE Tips for Conversation Starters See Resources section on next page for links. Before starting the process, ask yourself: • Why is developing a code of conduct important to us? Code of Conduct Development Steps • What are our key objectives in developing a code? • Start the conversation with the Council/Board to ensure • Do we each understand the role of a code? buy-in and shared understanding. • What kind of process do we want to undertake to develop • Set the scope of the code, including who it will apply to and our code? when. • Would we benefit from training on responsible conduct or • Consider which other principles and values are codes of conduct before developing our own? fundamentally important to the local government beyond the Foundational Principles (integrity, respect, accountability Other Advice: and leadership and collaboration). • Set standards of conduct for behaviours that should be • Don’t overlook the importance of the process when encouraged or discouraged based on each of the selected developing and adopting a code of conduct. principles and values. • Make the code meaningful for your local government and • Consider other policies to cover specific actions, such as consistent with existing laws and policies. communications, information management or gifts. • Don’t expect your code to capture every situation that may • Plan for how you will roll out the new code and ensure arise. It simply needs to spell out the standards your Council/ understanding and buy-in. Board feels are important to be commonly understood. • Find ways to integrate the code into your ongoing • Look at other published codes for inspiration. governance to ensure it remains relevant and effective. • Make your standards clear and easy to interpret. • Make your code easily accessible to everyone in the organization and the public. • The code is a living document and should be reviewed at least once per term. Consider establishing a process to collect feedback between reviews. More on next page A Quarterly Publication of the LGMA Exchange – Spring 2020 10 North Cowichan’s Experience It was one of the first challenges to confront Chief Administrative Officer Ted Swabey In North Cowichan, it was the elected officials themselves who triggered when he joined the organization that fall, and the initial push for standards of conduct in the Vancouver Island one he immediately saw was having a palpable community. effect on the organization’s culture. Mayor Al Siebring – then a Councillor – remembers researching the “Any time you have a councillor with public policy late one night in early 2018 when he couldn’t sleep, inspired by inappropriate behaviour towards staff or other some issues with behaviour his Council had dealt with the previous year. councillors, it impacts the entire organization,” Staff used Siebring’s research as a starting point and borrowed some of Swabey says. “If you don’t have policies, you Ted Swabey his writing from that night for the preamble of the Standards of Conduct don’t have anything to regulate behaviour policy Council adopted in June 2018. against. At that time in North Cowichan, we didn’t have much to go on As was documented in local newspapers, the Municipality had resorted in terms of advising staff and Council about how to manage behaviour to disciplining a Council member for two separate incidents of because it wasn’t yet defined anywhere.” inappropriate behaviour toward staff in 2017. Continued on page 12 TIPS FROM ABBOTSFORD RESOURCES • Start the conversation when there is harmony on a Council or • Responsible Conduct of Locally Elected Officials webpage Board. Don’t wait until there is an issue. (Government of British Columbia): www2.gov.bc.ca/gov/ • Stress the importance of standards for ensuring Council/Board content/governments/local-governments/governance-powers/ business is conducted with the highest degree of integrity conduct-of-locally-elected-officials/responsible-conduct provides and accountability, and for setting the tone for the entire information and links to publications by the Working organization and community. Group on Responsible Conduct, including: • Establish clear expectations and agree on the process before à Foundational Principles of Responsible Conduct (January you begin. 2018) • Incorporate the code into your orientation of each new à Model Code of Conduct: Getting Started on a Code of Conduct Board or Council as well as team-building and professional for your Council/Board (August 2018) development exercises. à Companion Guide: Getting Started on a Code of Conduct for • Keep the code alive by regularly reviewing it to consider if your Council/Board (August 2018) – Back page lists links for updates are needed. sample codes and other resources. • Guide for Municipal Council Members and Regional TIPS FROM NORTH COWICHAN Directors in British Columbia (October 2018, Stewart • When introducing the topic with the Council/Board, convey McDannold Stuart): www.sms.bc.ca/publications that the exercise is not intended to obstruct governance or • Council Policy: Standards of Conduct (June 2018, North muzzle them, but rather to support good governance by Cowichan): www.northcowichan.ca/assets/Municipal~Hall/ keeping the focus on the issues rather than personalities. Policies/Council_Policy_Standards_of_Conduct.pdf • Buy-in from the elected officials is critical to the success of • Code of Responsible Conduct for Council Members Policy the adopted code. This can be achieved by ensuring they (February 2019, Abbotsford): thoroughly engage in the development process to make the https://abbotsford.civicweb.net/document/55288 code their own. • Celebrate the code. Feel and share your pride in the new code. Many thanks to the Working Group on Responsible Conduct, City of • Revisit the code in the first year of any new term. Abbotsford and Municipality of North Cowichan for their assistance. • Speak truth to power. Sometimes the role of senior managers is to tell the Council/Board what they do not want to hear. Promoting Professional Management & 11 Leadership Excellence in Local Government Supporting Responsible Conduct Continued from page 11 North Cowichan’s process, led by its Human Resources Director, With the exception of the member who had included research into best practices and a legal review. The Foundational been sanctioned, the Council voted in favour of Principles – integrity, accountability, respect, leadership and collaboration adopting the standard and adding it to the oath – came from the Working Group’s Model Code. Standards of conduct of office for newly elected Council members. are laid out for a variety of situations, including handling of information, conflict of interest, gifts, use of social media and interactions with staff, “Now if somebody runs afoul of this they’re the public and media. actually running afoul of their oath of office, so it adds a bit of gravitas,” Siebring explains. For breaches and complaints that can’t be addressed informally, a third- party investigator will make recommendations that could include censure, North Cowichan also updated its standards Al Seibring a required apology, removal from a committee, counselling or a ban on for staff (last amended in 2002) in June 2019, attending conferences. Once the Municipality finalizes updates to its along with mandatory training modules and a companion video. remuneration bylaw this year, it will also allow for reduced compensation “This is where the cultural shift can be significant,” Swabey says. “This if warranted. document has become the key to explaining why certain behaviour and While some topics did result in some lively Council discussion – limits practices are not acceptable anymore.” on social media posts, for example – there was agreement about the need Swabey notes that the staff of just over 400 have been “phenomenal” in to add “teeth,” Siebring says. “We’d discovered there wasn’t a heck of a lot adopting this. “There was very little issue in rolling it out,” he says. “It’s we could do without disciplinary action. It was our biggest frustration in a clear document, which helps. It’s not attempting to do anything other the last term.” than establish behaviours, not dictate how people do their work.” Continued on page 13 A Quarterly Publication of the LGMA Exchange – Spring 2020 12 “A safe working environment is fundamental to every workplace. We’re in a different world now. Enough’s enough.” Also in the works this year is a respectful workplace policy intended to address any remaining gaps. “It will specifically set up expectations of behaviour when people are in our public spaces – whether a pool or Council chambers, and whether they are there to use the facilities or to witness or participate in government,” Swabey says. In many respects, governing the behaviour of staff or the public tends to be more straightforward than doing so for elected officials, who make the rules. “Bad behaviour at a political level in local government has nothing to do with whether you have a code of conduct,” Swabey says. “It has more to do with the will of Council to have good behaviour. You need the tools LOCAL GOVERNMENT but if you don’t have the will of Council, you have nothing.” PROGRAMS Clouding the issue, Siebring says, is that most local government elected Interested in improving your knowledge, gaining officials who exhibit disruptive behaviour truly believe they are doing new skills and advancing your career? the right thing for their community and don’t fully grasp the impact of Join the hundreds of local government employees in BC who their actions. have done just that and taken our courses to earn their: “We need to give ourselves the space to have different opinions without Ω Local Government Administration – Certifi cate, name-calling,” Siebring says. Advanced Certifi cate and Diploma Ω Local Government Leadership Development – Certifi cate Although North Cowichan’s standard has not yet been used or tested by the courts, it has served as model of acceptable conduct and provides a Fall Courses Register starting place for conversations about behaviour – something that didn’t Starting in September: happen before, and that Swabey believes is much needed in government today! at all levels. Ω PADM 200 Local Government Administration in BC – North Vancouver “You only have to look at question period in the House of Commons or Ω PADM 201 Local Government Services in BC – see Trump talk on TV to know there are different standards for political North Vancouver & Parksville behaviour,” he says. “That behaviour would never be tolerated in a work Ω PADM 203 Municipal Law in BC – Kelowna environment with employees, and you have to wonder why it’s tolerated Ω PADM 305 Problem Solving & Policy Writing Skills for Local in a political setting.” Government Professionals – North Vancouver Ω PADM 307 Ethics & the Responsible Local Government Swabey rejects the notion that different behaviours are acceptable in Professional – Kelowna different settings, such as politics or even hockey. “A safe working environment is fundamental to every workplace,” he PADM/MATI COURSES says. “We’re in a different world now. Enough’s enough.” REVISED Managing People (May TBC); Leadership DATES (June TBC); Community Planning (October); Y Advanced Communication Skills (November) FOR COURSE REGISTRATION AND INFORMATION: www.capilanou.ca/local-govt Promoting Professional Management & or email Anna Delaney at [email protected] 13 Leadership Excellence in Local Government Keeping the Public Trust A LOOK AT LGMA’S NEW CODE OF ETHICS By Karin Mark “We felt as a Board this was the right thing to do, recognizing the ongoing importance Trust is often difficult to build, but it’s easy to destroy. of ethics and ensuring civic employees were This is as true for personal relationships as it is between local holding themselves to the highest standard, governments and the communities they serve. Missteps by staff members especially given the public trust in the work can do serious long-term harm to the public trust and goodwill that are that we do,” says Mark Koch, Director of essential for local governments. Development Services at the City of West Kelowna and Past President and Chair of the LGMA members now have a new set of tools to help them maintain the LGMA Ethics Committee. high ethical standards expected of the public service. Mark Koch Koch was President in 2018 when the Ethics Earlier this year, the LGMA released an updated Code of Ethics Committee – made up of the current and two former LGMA Presidents alongside new practice guidelines, an online course and training on a rotating basis – was charged with replacing the Association’s requirements for members. former one-page Code of Ethics document with a comprehensive suite of tools and requirements that better helps members act appropriately, ethically and with integrity in their public, professional and personal relationships. “We’re all quite excited to see this work completed and see it put into action,” Koch notes. “It really does feel like the moving of the dial.” WHAT’S NEW Introduced on Jan. 1 of this year, the new Code of Ethics centres around 12 principles (listed on page 16) that set out LGMA members’ expected conduct with respect to their job, the Association, others and their profession as a whole. This conduct is mandatory. Starting in 2020, all LGMA members must agree to abide by the new code when they join the Association or renew their membership each year. The new code comes alive in the companion Code of Ethics Practice Guidelines, which provide an overview of each principle, explain the standards behind them and demonstrate how they may apply to local government professionals and their work. Another related piece of work – an online course called LGMA Ethics in Local Government – was introduced in February and takes members’ education a step further, explaining the importance of ethical practices in local government and posing thought-provoking scenarios and challenges. The free course, available on demand at any time, was developed to support members in meeting the new requirement for ongoing ethics training. First-time members must now complete two verifiable hours of ethics training in their first year, while existing members must complete two verifiable hours of ethics training every two years. Continued on page 15 A Quarterly Publication of the LGMA Exchange – Spring 2020 14 This requirement can be met through the LGMA’s convenient online course or by completing ethics training through the LGMA or other organizations, such as the B.C. Office of the Ombudsperson’s free one- “The intent is to make sure the Code of hour Fairness 101 program. Ethics is put into action, and that it’s not just Koch explains that the LGMA’s enhanced training and renewal requirements were intended to ensure ethics remain “top of mind” for a code that sits in a binder or on a wall.” members and that they stay current with changes in ethics standards and practice. “The intent is to make sure the Code of Ethics is put into action, and that it’s not just a code that sits in a binder or on a wall.” Recognizing that the new tools and requirements represent a DEVELOPING THE CODE AND COURSE significant change for the Association, the LGMA will be working with The Ethics Committee developed the new suite of Code of Ethics members to seek voluntary compliance. tools over approximately 18 months through extensive research, review The Ethics Committee will also oversee a new procedure to address of best practices, member engagement and legal review. Assistance formal written complaints about the professional conduct or behaviour with the course was also provided by Ethics Committee members of LGMA members. If the member is deemed to have breached the including Koch plus Patti Bridal and Paul Murray, and volunteers Code of Ethics, the Board of Directors may assign penalties including John Fortoloczky, Keeva Kehler, Adriana Proton, Diane Kalen-Sukra, a reprimand, conditions of membership, suspension of membership or Gabryel Joseph, Alberto De Feo and Jerry Berry. expulsion from the LGMA. Continued on page 16 Our Objective is Simple: Exceed your Expectations. Denise Sam Rick Tyson Devin Kaitlyn Chelsey Shaun McCabe Dabner Heney McNeil-Hay Buchanan Cumming Mack Campbell [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] From our offices in Kamloops and Vancouver, we act for local governments throughout BC, and pride ourselves on the accessibility, practicality and value of our legal services. fultonco.com KAMLOOPS | 300 - 350 Lansdowne St | 250.372.5542 VANCOUVER | 960 - 1055 W. Georgia St | 604.900.3104 Promoting Professional Management & 15 Leadership Excellence in Local Government Keeping the Public Trust: A Look at LGMA’s New Code of Ethics Continued from page 15 The resulting body of work – from code to course – provides members with clear and thorough direction, guidelines and examples that bring ethics to life for members. Twelve New Principles Rollout of the new materials and requirement has been taking place through LGMA committees, events and member communications. to Uphold “This is important work that we needed to do. It’s been a lot of effort and we’re thankful for everyone’s contribution,” Koch says. “We’re The LGMA’s new Code of Ethics sets out the following excited to see it implemented and help strengthen the valuable work principles outlining expected behaviour. Read the code and that local government professionals do.” practice guidelines for more information. ____ 1 A Member shall carry out their duties and responsibilities Go to www.lgma.ca/code-of-ethics to view the LGMA’s new Code to the best of their abilities. of Ethics, Practice Guidelines and complaint procedure, or to learn about or start the LGMA Ethics in Local Government on-demand 2 A Member shall conduct themselves in a professional online course. manner in order to maintain the respect, trust, and confidence of the Organization, Others, and the Y Association. 3 A Member shall put the interests of the Organization before their own self-interest. 4 A Member shall keep separate their personal and professional responsibilities and relationships. 5 A Member shall uphold the ideas of effective and democratic government through professional management. 6 A Member shall, by virtue of their role within local government, demonstrate the highest standards of ethical conduct and integrity to merit the trust and respect of the elected and appointed officials, employees and the public. 7 A Member shall not act to the detriment of the Organization. 8 A Member shall treat others in a fair, unbiased, and equitable manner. 9 A Member shall be responsive to the rights and needs of all Others. 10 A Member shall uphold the letter and the spirit of the law and this Code. 11 A Member shall be respectful towards other Members, colleagues, and peers. 12 A Member shall safeguard and uphold the reputation of the Profession and the Association. A Quarterly Publication of the LGMA Exchange – Spring 2020 16 MEMBERS PAGE MEMBER MOVEMENT Shelley Legin, General Manager of A Note About Our Events Corporate Services, City of Nanaimo (formerly Chief Financial Officer and In light of the World Health Organization’s pandemic declaration regarding COVID-19, coupled Vice-President of Administration, with the Government of British Columbia’s declaration of a provincial state of emergency, we have Vancouver Island University) postponed some of our regular LGMA events and programs. The health and safety of our members, Blair Lekstrom, Chief Administrative staff, and the public is of the utmost importance. Officer, City of Dawson Creek (formerly City Councillor, City of Our team is working hard to explore alternative, accessible options for learning and we will continue Dawson Creek) to update our members as frequently as possible. We appreciate your patience as we actively strategize on the safest options for upcoming and future learning opportunities. In the interim, you Tyler Madsen, Chief Administrative Officer, District of Elkford (formerly may appreciate taking advantage of some of our online learning opportunities and fall events. Manager of Asset Management Technical Services, City of Courtenay) Michelle Martineau, Manager of 2020 LGMA PROGRAMS October 18-23 2020 RELATED Legislative Services, District of MATI Statutory School for Approving North Cowichan (formerly Director & EVENTS Officers PARTNER PROGRAMS of Corporate Services, District of May 5 South Thompson Inn, Kamloops & EVENTS Sparwood) Webinar: Building Your Social Media October 28-30 November 4-5 Team Duncan Redfearn, Chief Administrative Professionals Asset Management BC Conference www.lgma.ca/programs-training Administrative Officer, City of Grand Conference Westin Wall Centre, Richmond Forks (formerly Chief Administrative June 3 Westin Wall Centre, Richmond Officer, City of Dawson Creek) Webinar: Managing Difficult Conversations November 2, 3, 10, 17 Kevin Taylor, Corporate Officer, www.lgma.ca/programs-training Effective Report Writing Online Course District of Lillooet (formerly www.lgma.ca/programs-training Development Planner, District of June 5, 12, 19 Summerland) Public Engagement Online Course www.lgma.ca/programs-training Lyle Hannan, Director of Corporate Services, District of Sparwood August 9-14 (formerly CAO, Village of Young, MATI Foundations SPECIAL RECOGNITION Saskatchewan) UBC-Okanagan, Kelowna September 14, 21, 28 Board of Examiners RETIREMENTS Minute Taking Online Course www.lgma.ca/programs-training Four local government employees have been recognized for their Karen Jones, Executive education and work experience while working in the local government Assistant, Human Resources September 24 field in B.C. and are being awarded a Certificate by the Board of Office Administration, District of Webinar: Records Management File Examiners. Summerland Plan Sharon Lloyd-deRosario, Legislative www.lgma.ca/programs-training Certificate in Local Government Service Delivery: • Ethan Anderson, Director of Corporate Administration, Clerk, Islands Trust October 7-9 Corporate Officers Forum District of Kitimat Radisson Hotel Vancouver Airport, • Amanda Weeks, Manager of Administrative Services / Richmond Corporate Officer, City of Parksville Certificate in Local Government Statutory Administration: • Melany Helmer, Chief Administrative Officer, District of Fort St. James • Caoimhe Kehler, Chief Administrative Officer, City of Parksville Promoting Professional Management & 17 Leadership Excellence in Local Government MEMBERS PAGE Prince George was named the second-best location for investment in Western Canada last year by Western Investor magazine, which highlighted the northern B.C. city’s goods- producing industries and robust growth. OUR TOWN: CITY OF PRINCE GEORGE The City of Prince George logo depicts three lines coming together. Meant to The DRES garnered national press and social media attention this past January signify the confluence of rivers, highways and railways, this confluence has when it successfully heated all connected buildings in -40 C weather without accurately reflected the historic development of Prince George as a hub city for resorting to fuel-based backup. Canada’s resource and export-oriented economy. One of Prince George’s long-term goals is to create a vibrant city centre to A city of 75,000, Prince George is situated on the ancestral lands of the Lheidli increase its attraction and liveability factor. Urban revitalization continues T’enneh, which translates as “people from where the rivers come together.” as new multi-family condos, commercial developments and student housing Their traditional territories cover the present-day city and extend to the Rocky emerge, along with a new civic pool slated for 2022, parking improvements, Mountains. The Lheidli T’enneh flag has flown permanently at City Hall since downtown community events, and beautification all designed to transform the 2015 and serves as a symbol of Prince George’s commitment to reconciliation. city centre into a live, work and play destination. When Prince George hosted the 2015 Canada Winter Games, the Lheidli In addition, Prince George is northern B.C.’s centre for higher education. The T’enneh were the Canada Games’ first Official Host First Nation. That same University of Northern British Columbia and the College of New Caledonia call year, the City renamed its premier park “Lheidli T’enneh Memorial Park” and the city home and both institutions offer certificate and degree-level programs a pavilion in the park opened three years later as a venue for gatherings and that attract students from around the world. UNBC, in particular, consistently cultural performances. ranks as one of Canada’s top universities for its size, appearing in the In 2019, Western Investor magazine cited “goods-producing industries” as the Maclean’s magazine annual university rankings and the Times Higher Education chief reason for Prince George’s performance and “robust growth” and named World University Rankings. it the second-best location for investment in Western Canada. The city’s real Local arts, culture and recreation are also proliferating. Prince George hosts a estate and construction sectors, in particular, had banner years in 2018 and blossoming events scene that includes many seasonal and street festivals such 2019, featuring back-to-back, record-breaking building permit values that as Summerfest and Cariboo Rocks the North plus a wide variety of smaller (but skyrocketed to $223 million in 2019 from $182 million in 2018 (chiefly from no less exciting) offerings. Meanwhile, the city’s foremost entertainment venue, private enterprise). the CN Centre, is the home of the Western Hockey League’s Cougars and brings in The growth is nothing new. Prince George was British Columbia’s fastest- big-name productions such as Cirque du Soleil. Prince George is also becoming growing community for a time in the 1950s and 1960s. The population doubled a sport-hosting destination after attracting several major competitions: the 2015 every decade from the 1940s to the 1980s and by the early 80s, the city was Canada Winter Games, the 2017 Telus Cup, and the 2020 World Women’s Curling B.C.’s seventh-largest. This rapid growth – in both population and geographic Championship (which unfortunately was cancelled in March). size – created a unique set of challenges rarely found elsewhere in Canada. Prince George has made great strides since its incorporation 105 years ago. It When Prince George experienced its growth spurt in the mid-20th century, its grew into one of Canada’s biggest forest industry centres and has evolved into boundaries also rapidly expanded to make room for a burgeoning population. an education, service and transportation hub. Today, Prince George is still at a As a result, the City inherited a vast network of infrastructure and has made confluence of rivers, highways and railways, but it is also at the confluence of continued care of this network a top priority. innovation, cultures and opportunity. There is no better time than now to explore Beyond repairing and replacing water mains and sewer lines – capital projects and experience British Columbia’s northern capital. made more challenging by the sheer number of aging assets in the community – Mike Lee, City of Prince George External Relations Web Content Specialist – Prince George is a proponent of adopting renewable energy solutions. The biomass-based Downtown Renewable Energy System (DRES) heats several buildings in the city core with waste heat from the nearby Lakeland sawmill. A Quarterly Publication of the LGMA This reduces nearly 2,000 tonnes of greenhouse gas emissions each year. Exchange – Spring 2020 18 Legal advisors providing solicitor and litigation services to local governments and public bodies Local Government Law Planning and Land Development Procurement Construction Infrastructure Litigation and Dispute Resolution Sustainable Growth www.civiclegal.ca Main 604 639 3639 | Email [email protected] 710 - 900 West Hastings St. Vancouver, BC, V6C 1E5 Follow us @CivicLegal What do 352 years of expertise bring? advice service for taxpayers 21 local government lawyers totalling 352 years of expertise. Governance. Litigation. Bylaw Enforcement. Labour. Employment. Finance. Taxation. Assessment. Planning. Development. Environment. Climate Change & Adaptation. Works & Services. Bylaws. Indigenous. Economic Development. Partnering. Intergovernmental. FOIPOP. www.lidstone.ca Sent: April 15, 2020 10:11 AM Subject: MIABC Board Highlights: Spring 2020 Dear MIABC Members, I trust that you are all staying safe and healthy during this time of unprecedented uncertainty and disruption due to the global COVID-19 health pandemic. So much has changed since we brought you the last edition of our Board Highlights newsletter, but one thing that hasn’t is the MIABC’s dedication to continue to support the communities across our great province. As such, I would like to start by letting you know that our staff are available to answer your questions, whether they are related to COVID-19 or not, and to provide you with resources to protect your communities through this extraordinary turn of events via our Ask Us Anything service. Use our new dedicated e-mail address, [email protected], or call us at 604-683-6266. We are here for you during these challenging circumstances. In this Spring 2020 edition of our Board Highlights newsletter, which you can find here https://www.miabc.org/resources/publications/board-meeting-highlights/board-highlights-spring-2020, you will find a message from our CEO, Tom Barnes, who outlines how the MIABC is supporting its members through the COVID-19 crisis. You will also find highlights of our most recent board meeting with some interesting statistics on the Casual Legal Advice program and the Closed Claim File Review service. Finally, get to know the newest member of the MIABC’s Board of Directors, Councillor Ruth Hoyte, in the New Board Member Profile. I hope you enjoy the newsletter that we have prepared for you, and I welcome you to pass it along to your Boards and Councils. As always, if you have any questions or feedback to share, please contact Megan Chorlton, our Director of Member Services, at [email protected] or give her a call at 604- 449-6348. On behalf of the board and staff of the MIABC, I wish you a wonderful spring, albeit a different one, but above all, I implore you to heed the advice of health authorities to ensure that our communities across British Columbia stay safe and healthy. Yours truly, Charles Hamilton MIABC Board Chair MIABC BOARD HIGHLIGHTS SPRING 2020 Stability in Uncertain Times: How the MIABC is Supporting Members Through the COVID-19 Crisis A message from our CEO YRODWLOHWLPHDQGWKDWPLVVLRQZLOOJXLGHXV SDQGHPLF/DUJHQXPEHUVDUHDWWHQGLQJRXU WKURXJKWKLVFULVLV:HKDYHDOZD\VFKRVHQ ZHELQDUVZKLFKQRZDLUZHHNO\LQVWHDGRI VWDEOHUDWHVRYHUORZHVWUDWHV WKDWZLOO PRQWKO\IRFXVLQJRQWRSLFVUHODWLQJWRWKH FRQWLQXH:HKDYHDOZD\VSULRULWL]HGULVN SDQGHPLF PDQDJHPHQWDQGORVVFRQWUROVHUYLFHVDVD ZD\WRVDYHRXUPHPEHUVPRQH\ WKDWZLOO :HDUHSLYRWLQJRWKHUSURJUDPVWREHRI FRQWLQXHDVZHOO JUHDWHVWVHUYLFHWRRXUPHPEHUVGXULQJWKLV GLеFXOWWLPH7ZRZHHNVDJRZHODXQFKHG +RZZLOOZHZHDWKHUWKLVVWRUP"/DUJHO\E\ DQHZ$VN8V$Q\WKLQJ%ORJZKLFKLV FDUU\LQJRQEXVLQHVVDVXVXDO2XUSK\VLFDO VSHFLлFDOO\IRFXVHGRQULVNPDQDJHPHQW RеFHLVFORVHGEXWHYHU\RQHRIRXU LVVXHVUHODWHGWR&29,' 7KHEORJ HPSOR\HHVLVVWLOOFDUU\LQJRXWWKHLUQRUPDO DLPVWR]HURLQRQWKHSUDFWLFDOSUREOHPV GXWLHVIURPUHPRWHZRUNVSDFHV7KDQNVWR IDFLQJORFDOJRYHUQPHQWVDVWKH\DGMXVW 7KHVHDUHGLеFXOWWLPHV,QOLHXRIRXUXVXDO RXUJHQHURXVFDSLWDOEDVHDQGFRQVHUYDWLYH WRWKHQHZQRUPDORIDJOREDOSDQGHPLF QHZVOHWWHUFRQWHQW,DPXVLQJWKLVVSDFH LQYHVWPHQWSROLFLHVZHKDYHQRFRQFHUQV :HKDYHODXQFKHGDQHZHPDLODGGUHVV WRUHDFKRXWWRRXUPHPEHUV:HNQRZ\RX DERXWRXUDELOLW\WRPDLQWDLQRSHUDWLRQV $VN8V$Q\WKLQJ#PLDEFRUJWKDWPHPEHUV DUHZRUNLQJORQJKRXUVPDNLQJGLеFXOW WKURXJKWKLVFULVLV:HDUHIRUWXQDWHWKDWZH FDQXVHWRDVNXVDQ\TXHVWLRQELJRUVPDOO GHFLVLRQVDQGQDYLJDWLQJXQFKDUWHGZDWHUV GRQRWIDFHWKHл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om Barnes, CEO IRXQGHUVFUHDWHGWKH0,$%&WREULQJ $GYLFH3URJUDPWRDFFHVVTXLFNDGYLFH VWDELOLW\WRORFDOJRYHUQPHQWVGXULQJD RQSUHVVLQJOHJDOLVVXHVUHODWHGWRWKH Did You Know? NOW, AS ALWAYS, YOU CAN ASK US ANYTHING. 2XUVWDвDUHDOZD\VDYDLODEOHWRDQVZHUPHPEHUVŧTXHVWLRQVE\WHOHSKRQHRUHPDLO&DOORUXVHRXU QHZGHGLFDWHGHPDLODGGUHVV$VN8V$Q\WKLQJ#PLDEFRUJ:HDUHKHUHWRDQVZHU\RXUTXHVWLRQVZKHWKHUUHODWHGWR &29,' RUQRW MIABC BOARD HIGHLIGHTS / SPRING 2020 Highlights of Our February 2020 Board Meeting Casual Legal Advice Program Update Closed Claim File Review Report UHVSHFWWRWUHHV /DXQFKHGLQWKH&DVXDO/HJDO $пHUWKH0,$%&PDNHVDQLQGHPQLW\ • )DLOXUHWRFRPSO\ZLWKDQH[LVWLQJ $GYLFH &/$ 3URJUDPMXVWFRPSOHWHGLWV SD\PHQWRQDFODLPRXU5LVN0DQDJHPHQW SROLF\ VHYHQWKIXOO\HDURIRSHUDWLRQ6XEVFULEHU $GYLVRUUHYLHZVWKHлOHDQGSURYLGHVWKH • )DLOXUHWRGRFXPHQWLQVSHFWLRQVDQG XVHLQFUHDVHGODVW\HDUZLWKWKHSURJUDP PHPEHUZLWKDGYLFHRQDYRLGLQJVLPLODU PDLQWHQDQFH DQG ODZ\HUVKDQGOLQJDQDYHUDJHRIFDOOVSHU FODLPVLQWKHIXWXUH,QWKLVZD\ZHVWULYH • )DLOXUHWRFKHFNIRUEXULHGSLSHVDQG PRQWKLQ ,QDGGLWLRQWRRQHRQRQH WRũFORVHWKHORRSŪRIULVNH[SRVXUHIRU OLQHVEHIRUHGLJJLQJ OHJDODGYLFHVXEVFULEHUVWRWKHSURJUDP PHPEHUV,Q RXU5LVN0DQDJHPHQW :HDOVRGHYHORSHGDZHELQDUZKLFKDLUHGLQ FDQDFFHVVDZLGHYDULHW\RIUHVRXUFHVRQ $GYLVRUUHYLHZHGFODLPV6KHLGHQWLлHG -DQXDU\GLVFXVVLQJWKHUHVXOWVRIRXUFORVHG WKH&/$ZHEVLWH,Q DSSUR[LPDWHO\ WKHIRXUPRVWFRPPRQUHDVRQVIRUOLDELOLW\ FODLPVDQDO\VLV LQVXUSOXVIXQGVIURPWKH&/$ H[SRVXUH 3URJUDPZDVXVHGWRLPSURYHWKH)$4V • $EVHQFHRIDQLQVSHFWLRQDQG VHFWLRQRIWKHZHEVLWH PDLQWHQDQFHSROLF\ SDUWLFXODUO\ZLWK MIABC NEW BOARD MEMBER PROFILE RUTH HOYTE Councillor, District of Coldstream &RXQFLOORU5XWK+R\WHRIWKH'LVWULFWRI LQFOXGLQJWKH*UHDWHU9HUQRQ&KDPEHU ,XVHGWRVD\WRP\FOLHQWVŦWHOOPHZKDW &ROGVWUHDPMRLQHGWKH0,$%&ŧV%RDUGRI RI&RPPHUFHWKH9HUQRQ:RPHQLQ \RXQHHGDQG,ŧOOZRUNWRлJXUHLWRXWŧ,VHH 'LUHFWRUVODVW\HDU %XVLQHVV$VVRFLDWLRQWKH1RUWK2NDQDJDQ WKDWVDPHDSSURDFKIURPWKH0,$%&ŧV (PSOR\PHQW(QKDQFHPHQW6RFLHW\DQGWKH VWDвŤWKH\DUHGRJJHGO\IRFXVHGRQGRLQJ $ZHOONQRZQ9HUQRQEXVLQHVVSHUVRQ 9HUQRQ'DQFH&HQWUH6RFLHW\6KHKDVDOVR ZKDWWKH\FDQWRVXSSRUWRXUPHPEHUV &RXQFLOORU+R\WHWRJHWKHUZLWKKHU VDWRQWKHERDUGRIWKH,QVXUDQFH%URNHUV 1RWRQO\WKDWWKH\KDYHWKHH[SHUWLVHDQG KXVEDQGUDQDVXFFHVVIXOLQVXUDQFH $VVRFLDWLRQRI%&DQGWKH,QVXUDQFH SURIHVVLRQDOLVPWRJHWLWGRQHŪ EURNHUDJHIRURYHU\HDUV$(%HUU\ &RXQFLORI%&DQGZDVQDPHG:RPDQ /WGZDVDORQJVWDQGLQJIDPLO\EXVLQHVV RIWKH :HVWQG$YHQXH9DQFRXYHU%&9<(3KRQH)D[7ROO)UHHLQIR#PLDEFRUJ #7KHB0,$%& Protecting vital municipal services Urgent federal recommendations to address the financial crisis in our cities and communities due to COVID-19 April 23, 2020 Contents This is a crisis Summary of 1 recommendations 8 Local leaders on the Proposed front lines funding model 2 10 Anatomy of our Eyes on financial crisis the future 4 12 Fiscal impacts of COVID-19 6 This is a crisis A message from FCM’s president In a matter of weeks, the COVID-19 pandemic Canadians are depending on the vital services has turned life upside down. We now face a public their local leaders provide, from ensuring tap health and economic challenge unlike anything water is clean to sending paramedics to help we’ve seen in our lifetime. As municipalities across the sick to safely sheltering our most vulnerable the country work to support frontline action residents. Cutting back services in the middle of and ready essential response services, the a pandemic would put Canadians at further risk. financial impact to our operations has created Instead, municipal leaders must continue to help a crisis—and threatens to put the Canadians lead the way, supporting people and businesses we serve at further risk. through this public health and economic storm. To ensure this work continues with the urgency Across Canada, cities and communities are seeing required—on the ground, where Canadians live— their finances drift toward collapse. This crisis direct emergency federal funding is the only exposes the cracks in an outdated model that option. is fundamentally misaligned with the modern reality of the role of local governments. Revenues Our federal-municipal partnership has delivered are plummeting. Unanticipated costs are rising. remarkable results. Deepening that partnership With few fiscal tools available—and no legal now will protect Canadians through this pandemic. ability to run operating deficits—local leaders And when the time comes, local leaders will be face stark choices. Protecting essential services ready to help lead Canada’s recovery, so this now requires support from other orders country can prosper and thrive once again. of government. Today, FCM is making that urgent request on behalf of cities and communities across the country. We are calling for emergency operating funding for municipalities—to keep Bill Karsten essential services running and Canadians FCM President safe and protected. 1 Protecting vital municipal services Local leaders on the front lines Our cities and communities are the In the face of this challenge, essential workers front lines of the COVID-19 pandemic. and local leaders are stepping up together as These are the places where Canadians champions for their communities, and this country. go to work, buy homes, start families, As the national voice for local governments, FCM launch businesses, and build the is fully engaged in this nationwide crisis. We’re future of this country. As the bringing together communities across the country governments closest to daily life, to help protect people and businesses. Through municipal leaders are mobilizing regular touchpoints with our members—from urgently to keep Canadians safe, FCM’s Big City Mayors’ Caucus and Rural Forum and to help people and businesses to our provincial-territorial municipal association weather the economic storm. partners and others—we’re convening local expertise, sharing resources and coordinating Municipalities of all sizes are taking extraordinary frontline response efforts. measures to support Canadians—including our most vulnerable—through this unprecedented We’re also working directly with federal public health and economic challenge. They’re departments, agencies and decision-makers turning arenas into shelters for the homeless. to help inform Canada’s pandemic response. They’re setting up portable hygiene stations. That includes regular scheduled calls with the They’re deferring property taxes and utility deputy prime minister and key ministers. This bills for struggling families. unprecedented engagement is bringing local realities to new federal initiatives—from the Municipalities are also working day and Canada Emergency Response Benefit to night to keep essential services running. Bus the Canada Emergency Wage Subsidy—to drivers, paramedics, firefighters, social workers ensure they meet the needs of Canadians and countless other frontline staff are putting on the ground. themselves at risk every day to keep Canadians safe and to provide the services people rely on. 2 Protecting vital municipal services Municipalities in action The municipality of Canton De Gore, QC has set up a home delivery service for seniors and The City of Edmonton, AB has waived transit vulnerable residents—staffed by volunteers— fares on all routes and has deployed larger to bring groceries and prescriptions to people buses to encourage physical distancing, while confined to their homes. ensuring essential workers have a safe and reliable way to get to work. For more examples of municipal action during the pandemic, go to fcm.ca/COVID19. The public library in the Town of Halton Hills, ON is using 3D printers to make face shield parts for frontline health care workers. It’s also left its Wi-Fi on—despite being closed—so residents without Internet access can apply for provincial and federal resources. Vital municipal services at a glance COVID-19 is shining a spotlight on the vital role municipalities play in daily life. Now more than ever, Canadians are depending on their local leaders to keep essential services running—to keep people safe and secure through this pandemic. That includes: `Local police, ambulance and fire services `Maintenance of roads, bridges and other essential infrastructure `Safe public transit for essential workers `Clean water and wastewater services Paramedics are on the frontlines providing life-saving services including emergency and non-emergency `Garbage collection and recycling pre-hospital care to residents. Photo: City of Toronto `Local social services and housing for vulnerable residents When the time comes, municipalities will also `Local public health agencies be ready to lead Canada’s recovery, along with `Sustainability and environmental initiatives our federal partners. Local leaders are already delivering frontline results for Canadians. And they are exceptionally well-placed to deliver stimulus funding quickly—to create jobs and get the economy going. Deepening the federal-municipal partnership even further will help Canada thrive and prosper once again. 3 Protecting vital municipal services Anatomy of our financial crisis At the best of times, Canada’s through the lives of Canadians. Insolvency is not an municipal governments manage a option. Bridge loans cannot address this crisis of razor-thin fiscal balance to deliver permanent losses. Cutting essential services is not for residents. On the revenue side, an acceptable option, not when Canadians need us they have scant ground to till most. This is why we are turning to our federal part- beyond property taxes and user fees. ners for emergency operating funding—to sustain municipal operations and essential services through On the expense side, operating and these extraordinary times. capital, they must be tremendously cost-efficient with every dollar available. With no legal standing to carry operating deficits, they diligently maintain reserves to carry our communities through cyclical shifts and disruptions. But these are historically challenging times. Municipalities are incurring deep losses due to COVID-19—a combination of foregone revenues (from property taxes and user/utility fees) and unanticipated costs (including public safety Municipal waste collection operators are keeping measures and support for vulnerable populations). municipalities clean and green, while delivering This is not limited to a cash flow challenge; this essential services so residents can stay at home. is a crisis of non-recoverable losses. To continue Photo: City of Toronto delivering essential services, many are drawing down limited reserves that were not designed for a crisis of this scale or duration. This action will protect essential services Canadians rely on. No one should have Today’s crisis exposes cracks in the fundamentally to worry if their tap water is clean, outdated fiscal framework in which municipalities whether their garbage will stay on are still forced to operate. And as we now approach the curb, or when a fire truck or a tipping point, our next steps will reverberate ambulance will arrive. 4 Protecting vital municipal services To keep drivers and riders safe, The City of Windsor’s WFCU Centre, home of the Windsor Spitfires Junior-A the City of Selkirk, MB, installed hockey club, has been transformed into a make-shift foodbank to help those Plexiglas shields and closed off in need during the pandemic. Photo: City of Windsor alternating rows inside the buses to encourage physical distancing. Photo: City of Selkirk This action will protect the most vulnerable among us. We must continue deploying extra- ordinary measures to protect people who face Protecting property taxpayers enormous challenges staying safe—in our Covering municipal losses through a shelters, on our streets. one-time property tax levy is not a viable alternative to federal emergency funding This action will support Canada’s economic given the significant impact it would have recovery. Municipalities will need to hit the on households trying to weather the eco- ground running to turn stimulus funds into nomic downturn. Bridging municipalities’ outcomes—and not be cancelling even 2020 fiscal shortfalls without cutting existing capital projects. services—assuming six months of physical Like never before, our municipal-federal distancing—would require dramatic partnership has been building better lives for residential property tax levies: Canadians. Our partnership is grounded in our Toronto 56% respective strengths—local leaders are delivery Calgary 23% experts closest to people’s real needs, the federal Vancouver 22% government has the fiscal heft to drive nationwide Montreal 18% progress. Today, right now, this partnership is the Mississauga 17% key to carrying Canadians through this pandemic into better days ahead. 5 Protecting vital municipal services Fiscal impacts of COVID-19 The fiscal impacts of COVID-19 service for frontline workers in this pandemic, have been swift and dramatic. but with limited ability to reduce operating Non-recoverable municipal losses expenditures, many transit systems are already driven by falling revenues and rising scaling back service to ensure solvency. costs have led to an unprecedented `Municipalities are deferring property taxes, financial crisis. To absorb this stagger- utility and other fees to support struggling ing hit in the near term, we are calling residents in the near-term—another major for a federal operating infusion of revenue hit. Even after these deferral pro- $10–15 billion over the next six months. grams end, there remains a significant risk This crisis may compound as physical of property tax delinquency. With even a distancing measures continue, and 10 percent increase in property tax and utility bill delinquencies, the cities of Vancouver and depending on the timing and pace Toronto estimate revenue losses in 2020 of of future economic recovery. $130 million and $684 million, respectively. FCM continues to develop insight on the scale `Municipalities reliant on hard-hit industries of losses that municipalities may face on the face compounding pressures. In tourism-driven road ahead. The extent and nature of losses Banff, Alberta, 85 percent of workers have vary widely by community, depending on been laid off. Tourism Calgary has temporarily multiple factors: laid off more than half of its staff, and the city could lose the $540 million economic impact `Municipalities with public transit systems of the Calgary Stampede. Agriculture: meat face significant revenue losses at the fare plants in High River, Alberta, and in Montreal box—estimated at $400 million per month have closed temporarily, impacting a third of nationwide. This accounts for 30–50 percent Canada’s beef processing capacity and most of monthly net losses for these municipalities. pork exports. Natural resources: Western In Metro Vancouver, Translink is losing Canadian Select is trading at negative prices, $75 million monthly. The Toronto Transit and sawmill closures have put thousands Commission reports a $23.5 million weekly out of work, jeopardizing pulp mill jobs in burn rate—with an 85 percent revenue drop northern and remote communities. in April alone. Critically, transit is an essential 6 Protecting vital municipal services Like many municipalities, the City of Yorkton has converted one of their public rinks into a temporary site run by public health to help alleviate the impact on local hospitals and emergency rooms. Photo: City of Yorkton ` The loss of user fees from parking and community, culture, and recreation facilities is another source of foregone revenue. Many municipalities have already temporarily laid off staff at these facilities to reduce costs. The City of Mississauga estimates lost revenue from recreation facilities to reach $23.3 million by The Gatineau Police Department controls movement at the end of June. The City of Toronto is los-ing the entrance to the territory. Photo: City of Gatineau almost $17 million monthly from foregone parking fees alone. Smaller communities, at ` Rural and small communities face their own relative scale, stand to take a significant hit as unique economic challenges. The agriculture well. Prince George, B.C., estimates a monthly sector has been hit hard. Some municipalities loss of $ȏȆȇȑȅȅȅ. have begun laying off staff—despite having ` Without emergency operating funding, so few to begin with. With limited access to municipalities will need to reduce planned broadband Internet, many rural Canadians are capital expenditures in 2020 to make up for lost unable to work from home. New Brunswick’s revenues. This will further slow economic Francophone municipalities are facing a total activity across the country and increase monthly loss of $10.5 million. Even before future repair costs. And this scaling-back the pandemic hit, eight percent of Atlantic is enormously counter-productive to the Canada’s workforce was already depending coming need to drive Canada’s economic on Employment Insurance benefits. recovery through new capital investment in municipal assets, including core infrastructure and housing. 7 Protecting vital municipal services Summary of recommendations With plummeting revenues, rising expenses and a legal proscription Immediate action against running operating deficits, 1. Deliver at least $10 billion in targeted municipalities are at imminent risk emergency operating funding to all local of having to cut essential services governments as direct allocations—with a to Canadians to remain solvent. The new hybrid formula modelled on both the acceptable alternative is emergency proven federal Gas Tax Fund (GTF) and a operating funding for municipal- ridership-based allocation for municipalities ities, provided by our stable, trusted, that operate transit systems. national partner: the Government `Specifically, allocate at least $7.6 billion of the of Canada. fund using a GTF-style allocation formula for all local governments, and $2.4 billion based This section summarizes FCM’s urgent 100% on transit ridership. recommendation. This is based on the best For municipalities that operate transit systems, available data on the projected financial impact ` provide a single blended transfer. of COVID-19—amounting to a near-term gap of $10–15 billion for municipalities nationwide. `Immediately provide advance payments to It assumes that physical distancing directives municipalities facing urgent liquidity issues. substantially persist for six months, with direct `Leverage the administrative infrastructure of municipal revenue impacts continuing through the federal Gas Tax Fund, where possible, to the end of 2020 and possibly into 2021 depending expedite the rollout of dedicated emergency on the pace of economic recovery. operating grants. The core of our recommendation is an allocation-based formula to deliver a base level of support to all local governments. This is supplemented by targeted measures to meet distinct needs of municipalities as they continue to keep Canadians fully served and protected. 8 Protecting vital municipal services Selkirk, MB Mayor Larry Johansson stopped at a resident’s window to admire children’s drawings showing their appreciation for essential workers. Photo: City of Selkirk Medium-term action 3. Commit to revisit the need for additional operating funding within four months. `Monitor trends in property tax delinquencies Municipal road maintenance staff are working around and consider additional supports for individ- the clock to keep roads safe and accessible for those uals and businesses that may not be able delivering essential services. Photo: City of Toronto to pay property taxes after the expiry of short-term municipal deferral programs. 2. Deliver additional emergency operating `Depending on the duration and severity funding to individual local governments of the COVID-19 crisis, prepare for possible facing unique financial pressures related additional operating funding assistance in to COVID-19 that are not fully met by the both 2020 and 2021. hybrid formula above. Our largest urban 4. Provide local governments with the ability centres face distinct challenges supporting to transfer unused allocations to the federal self-isolation, sanitation and good health Gas Tax Fund program for capital expenditures among populations struggling with homeless- as part of Canada’s COVID-19 economic ness and mental health challenges. Smaller recovery plan. communities face unique challenges, starting with access to health care services that can support isolation requirements and urgent care. These and other unique cost drivers will continue to require targeted supports for the full duration of this crisis. 9 Protecting vital municipal services Proposed funding model This section presents additional Supplementary allocation guidance for the emergency (for municipalities that own operating funding outlined in and operate transit systems) recommendation #1. Our proposed model features two components: a `$2.4 billion based entirely on 2019 transit base allocation for all municipalities, ridership (population not included in formula). and a supplementary allocation `Based on Canadian Urban Transit Association for municipalities that own and needs assessment ($400 million/month for operate transit systems. To function— six months) and validated through individual efficiently and nationwide—its city estimates. design must be straightforward, Design considerations direct and flexible. `Municipalities should receive a single transfer Base allocation that combines the base and supplementary allocation (except in the case of provincially- (for all municipalities) owned transit systems, such as BC Transit `At least $7.6 billion based on the federal and Metrolinx). Gas Tax Fund formula. `This single transfer should provide maximum `Assumes average of $35 per capita per month, flexibility to local governments to apply funds and six months of physical distancing (starting towards all operating impacts (foregone March 2020). revenue and/or unanticipated costs) related to the COVID-19 pandemic. 10 Protecting vital municipal services `No provincial or municipal matching funds should be required. `Requiring provincial matching could cause delays given the varied fiscal capacities of provincial/territorial governments. However, provinces and territories continue to have an important role to play in providing targeted supports for local governments including, but not limited to: Zdirect support for COVID-19 emergency response and support for vulnerable populations; Zexpansion or backstop of property tax The Vulnerable Person’s Registry is a critical program deferral programs (especially long-term where the elderly and people with special needs are deferment programs that will delay taxes contacted daily, making sure that they are safe and beyond a single fiscal year); their needs are being met. Photo: Regional Municipality of Wood Buffalo Zblock operating grants for local governments. `Any limited unused funding could be reserved `Given significant downside risks—including for additional COVID-19-related operating the likelihood of future pandemic waves that shortfalls in 2020 or 2021, or transferred require physical distancing, and the potential to the federal Gas Tax Fund to be used for for property tax delinquencies—it is likely incremental capital expenditures as part that the full allocation under an emergency of Canada’s COVID-19 recovery plan. operating grant will be fully utilized by local governments. Potential impact (all numbers rounded and approximate): Municipality Preliminary Base allocation Supplementary Total net losses* (GTF formula) allocation allocation (transit) City of Toronto $1.690B $575M $575M $1.150B Metro Vancouver** $900M $510M $290M $795M City of Calgary $400M $255M $115M $370M * preliminary estimates assuming full year impact of six months of physical distancing ** extrapolation of data provided by City of Vancouver (local government not including transit) and TransLink (transit) 11 Protecting vital municipal services Eyes on the future Right now our focus is on tackling But as with any crisis, it will be just as important the public health and economic crisis to learn lessons from this pandemic. We will in our cities and communities—and honour and celebrate how Canadians and their ensuring local leaders can continue governments came together in common cause. to deliver the essential services We will also need to take a critical look at the Canadians rely on. But we’re also foundational cracks that have been more harshly exposed in how we approach the role of local keeping an eye on the future—for governments. In clear view are the outdated tools when Canada is ready to move and authorities granted to municipal leaders, from response to recovery. and how they simply do not match the modern role cities and communities play in supporting Across the country, municipalities have already Canadians and driving our economy. When the begun taking steps to help drive the massive time is right, FCM and local leaders will be ready nation-building effort that will be required when to have that conversation. the pandemic ends—from getting local businesses back on their feet to implementing job-creating In the immediate, we will continue working stimulus projects. 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