News Archive

Call for Proposals, 2025 Annual Conference The Time is Now: All Systems Go! We’ve come a long way, but our world and the way we work continues to rapidly change. Building on the legacy of accumulated local government knowledge, experience, and vision, LGMA 2025 is an opportunity to ignite curiosity, hear diverse perspectives, and launch important conversations that spark transformational ideas to collectively manage change and go beyond. We invite you to share your knowledge and experience or highlight your organization’s best practices or innovations at LGMA2025. Review the speaker submission guide outlining the conference learning tracks, session types, and presentation guidelines. Then, submit your proposal using the online form before Friday, November 8. Find more information on the LGMA Conference Page . Celebrate, collaborate, innovate… the time is now!

Come Volunteer with the LGMA Committee Opportunities Now Available LGMA’s ability to offer quality programs and training that is relevant and timely is due to the generous support, knowledge, and commitment of our volunteers. We are currently seeking local government employees to help us build successful programs and support local government professionals. By volunteering with the LGMA you are getting a chance to sharpen your skills, learn from colleagues, and build a network of support while contributing to learning for local government professionals. Make a difference and come join the team of LGMA volunteers. Visit our Volunteer Page to review the Terms of Reference for each committee and submit your volunteer application before November 1. 

Local Government Internship Program Host Applications are Now Open! The LGMA is excited to announce that applications to host an intern through the Local Government Internship Program are now open! Local governments in BC with a population of 25,000 or under are eligible and can receive funding to provide hands-on work experience, professional development, and mentoring to successful interns for a 12-month period. Are you interested in building your organizational capacity while training and mentoring young professionals? Then this program is perfect for your organization! Interns bring fresh ideas, creative solutions to challenges, and a willingness to learn about local government. LGMA will actively work with post-secondary institutions to promote local government careers and the internship opportunity to provide a slate of qualified interns for the host’s consideration. Interns will start their internship in May – June 2025. The host application deadline is October 29, so don’t miss this exciting opportunity! For more information about host applications, see the LGMA Internship Webpage . Thank you to the Ministry of Municipal Affairs for providing financial support for this project, and to the Northern Development Initiative Trust for partnering with the LGMA to deliver the Northern internship position.

LGMA-UBCM Discussion Paper "Potential for Change: Responsible Conduct Framework for Local Government Elected Officials" A new discussion paper for local government explores the potential of mandatory codes of conduct and models for their administration and enforcement. The paper, Potential for Change, follows a succession of UBCM resolutions that call for changes to the responsible conduct framework for local elected officials. It weighs the merits of a province-wide office of integrity and introduces a new option for local governments to consider to support code of conduct enforcement. Responsible conduct is a developing policy area for local governments in Canada, and the search for effective legislative approaches continues to evolve. The purpose of the paper is to add to the current discussion in British Columbia by referencing efforts in other provinces and highlighting factors for further consideration as local governments consider changes to the existing framework. The current framework British Columbia’s current framework gives local governments a high level of choice, including the decision of whether or not to adopt a code of conduct. One rationale for this flexibility is that it enables local governments to create Council and Board cultures that foster responsible conduct. This enabling approach has supported considerable development, as approximately 130 of the province’s 188 local governments have now implemented codes of conduct. The current approach, though, has also left considerable gaps in the system. Just under 30% of local governments currently do not have a code of conduct. For the remainder that do, there is significant diversity in the thoroughness and effectiveness of their codes. In addition, local governments have consistently said, through UBCM resolutions and other means, that additional resources are needed in order for them to administer and enforce codes of conduct. There also has been consistent feedback that the current model places a strain on administrators and, in cases where conduct issues have become entrenched, has not led to the effective resolution of issues. Alternative models for administration and enforcement A key point in the paper is that models of province wide administration and enforcement would require mandatory codes of conduct. Mandatory codes of conduct would also likely include a minimum set of standard elements, such as clearly defined process for vetting complaints and handling investigations. Lack of clarity on this point has led to local governments rejecting a resolution calling for a standard code of conduct for local governments in BC while endorsing successive resolutions calling for a province wide approach. Potential for Change also outlines reasons why local governments may want to think twice about a centralized provide-wide service for administration and enforcement. A centralized province-wide service would face capacity challenges to respond in a timely fashion to the needs of 188 local governments. Given that timely intervention is essential to effectively dealing with problems when they arise, this is a critical factor. Cost containment for such an office would also pose an inherent risk, and local governments should not assume that the Province would agree to having a role in funding it. Given the overall legislative framework that supports local government, a centralized province-wide office would not have additional sanctions beyond those already available, nor would such an office have the power to impose them on a local government. These are two points of common misunderstanding. Finally, local governments should also consider whether a shift to a centralized authority would weaken the current commitment shown by many local governments to fostering a culture of responsible conduct. As a third option between the status quo and a provincial office, the paper outlines a model similar to those adopted in Ontario in Manitoba which require local governments to have a code of conduct (with varying degrees of standardization) and appoint an independent third party to support administration and enforcement. This approach would ensure that codes of conduct are in place before problems arise, and that they meet a basic standard of completeness. It also ensures there are sound procedures in place for every community for dealing with issues. This approach leaves the option open for local governments to work with neighbours within a regional district to share the cost for an independent third party. Learn more and give feedback A clinic will be held at the 2024 UBCM Convention (Tuesday, September 17, 7:30-8:30am) to explore the concepts of mandatory codes of conduct, and the strengths and weaknesses of the three options outlined in the discussion paper. Co-authors of the paper – Local Government Management Association and UBCM – are inviting feedback from Councils/Boards, individual elected officials and CAOs on two questions: Should the Province be requested to develop legislation mandating codes of conduct modelled on established best practices for all local governments in BC? Are legislated changes needed to support code of conduct administration and enforcement? And, if so, what factors do you think are most important to the success of a new approach to code administration and enforcement? CAOs and senior local government staff may provide their comments to Candace Witkowskyj , LGMA Executive Director. Responses from Councils, Boards and elected officials may be sent to Paul Taylor , UBCM Director of Communications.

Summer 2024 Exchange Magazine - Response and Recovery: Developing a Business Continuity Plan The summer 2024 issue of Exchange Magazine is available now, Response and Recovery: Developing a Business Continuity Plan . New requirements under the British Columbia Emergency and Disaster Management Act mean local governments have increased responsibilities when it comes to planning, mitigation, consultation and training to prepare for disasters, including Indigenous consultation and developing a business continuity plan. In this issue of Exchange, we speak with experts and share what to include in your business continuity plan. We also hear insights from the City of West Kelowna’s 2024 wildfire emergency management experience and the Village of Lytton’s long road to recovery. The case studies look at communities across our province who have experienced emergency and disaster situations, including lessons learned from the City of Merritt from their unprecedented flood experience in 2021, the wildfire evacuation in Tumbler Ridge and business continuity planning tips from the City of Penticton. Don't miss the full issue of LGMA's latest Exchange Magazine !

Member Spotlight on Curtis Helgesen

Open for Registration, First Nations and Local Government Land Use Planning Regional Workshop Do you work in land use planning? Are you curious about how UNDRIP impacts the ways local governments and First Nations in B.C. are working together? If you answered yes, join us for the First Nations and Local Government Land Use Planning Regional Workshop , a 2.5-day workshop specifically designed to enhance connections and understanding between First Nations and local governments on land use frameworks and identify tools for developing shared land use practices. With the input of experienced practitioners from First Nations and local governments, this workshop features regionally curated content for the Vancouver Island and Coast region and is open to attendees from this region only. Learn about legislative and land use frameworks, relevant resources, and inspiring case studies. In addition, take part in facilitated dialogues on opportunities to enhance working relationships between First Nations and local governments. Review the program brochure and register online before October 1 to receive early bird rates. In the spirit of collaboration and knowledge-sharing, we encourage interested CAOs and Planners to invite Band Managers and Land Use Managers from the First Nation communities they work with to attend the workshop together. First Nation staff are eligible for bursaries. We greatly appreciate the financial support of the Ministry of Municipal Affairs.

Remembering Norm McInnis

New Resource Page for Inclusion, Diversity, Equity and Accessibility Are you working on a new policy, framework, or procedure regarding inclusion, diversity, equity, and accessibility (IDEA) for your local government? Do you want to learn more about these topics to enhance your leadership skills? The LGMA has curated an IDEA resources page to help you do just that. This page includes examples of local government initiatives and other resource materials that will assist you in advancing inclusion, diversity, equity and accessibility in your organization. This page complements other resource pages on the LGMA website such as the Mental Health and Truth and Reconciliation resources. LGMA would like to thank the members of the Advancing Equity Working Group who are committed to advancing IDEA for local governments, and for their contributions in compiling the IDEA resources. If you are aware of other resources we should add to these resources, please contact office@lgma.ca