Exchange, March 2014

EXCHANGE EXCHANGE is is aa quarterly quarterly magazine magazine published published by by the the Local Local Government Government Management Management Association Association (LGMA) (LGMA) of of British British Columbia.

Columbia. It’s It’s about about sharing sharing information, information, exchanging exchanging ideas ideas on on best best practices, practices, enhancing enhancing professional professional development development and and building building networks. networks. Reach Reach us us at at www.lgma.ca. www.lgma.ca.

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PROACTIVE TRANSPARENCY

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FOI DISCLOSURE TIPS

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Protecting Privacy When Everything is Public

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Professional Development

In this Issue President’s Report Executive Director’s Report Case of Interest Members Page Our Town

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2014 LGMA Conference

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Tips & Tactics: Top 10 Privacy Protection Resources

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Programs & Events

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6 From Vision to Visible Results: Blazing New Trails

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 Mayors and Regional District Chairs.

Exchange is printed on Sappi Flo, an FSC® Certified 10% post-consumer recycled paper at Island Business Print Group.

The 2014 LGMA Conference in Vancouver June 10-12 will feature former Commander of the International Space Station Chris Hadfield and world renowned demographics expert David Foot, co-author of Boom, Bust and Echo.

Protecting Privacy When Everything is Public

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LGMA Office: 7th Floor 620 View Street Victoria, BC V8W 1J6 Telephone: 250.383.7032 Fax: 250.383.4879 Email: office@lgma.ca Web: www.lgma.ca Contact the Editor: Email: editor@lgma.ca

Cover Illustration: Fotosearch/Getty Images

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Proactive Transparency In this article, we explore how being upfront and disseminating information proactively to the community – even the negative news – can build public trust and confidence.

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Technology is blurring the line between public and private information. How can local governments ensure private information remains confidential while still being open and transparent with the public?

17 Unreasonable to Disclose: A Threshold for Privacy Protection Context is key to determining if personal information can be released. Lawyer Colleen Burke provides case studies and tips to help local governments respond to Freedom of Information requests.

IN THIS ISSUE

s a communications professional, my personal bias is to share more information, more often and to more people, but even I draw the line at releasing personal information.

What’s interesting is how different my definition of “personal” may be from someone else’s. The incredibly personal information I see posted on Facebook often startles me, and is usually followed by a thought that someone should give people a heads up that no one needs to share that much detail about their personal…habits. In other cases, I find the snippets of information shared by my friends to be totally hilarious, and I feel connected to them, even when separated by geography. Even I like to share some of the impromptu adventures I’ve had in my work travel, like the time my pants caught on fire (literally) when carpooling with someone I’d never met before. Or the night a cockroach ran right across my chest while I was awake reading in my hotel room. It’s still personal information about my life, but not something I feel a need to protect to ensure my privacy.

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This edition of Exchange tackles the question of privacy protection and proactive information sharing as the two sides of the Freedom of Information and Protection of Privacy Act (FIPPA). What I’ve learned from working on this Exchange is that determining the thresholds for defining personal information and protecting privacy effectively is sometimes tricky. On the flip side of FIPPA, relinquishing instinctive controls to allow for more proactive release of information can also be tricky.

Advice from experts in Protecting Privacy When Everything is Public provides some guidance on defining personal information and emphasizes the importance of educating all staff about how it applies to their work. Experts make it clear that all staff share a responsibility for protecting privacy, and the most effective privacy protection occurs when organizations embed a commitment to protecting information in their culture.

There may be concerns about political or legal consequences when the information being shared has negative connotations, or it could be that all of us want to avoid looking like mistakes have been made. The reality shared by two local governments in Proactive Transparency is that being upfront and disseminating information proactively, even the negative news, was a positive experience.

The demand for information and transparency in government is a trend that I believe will continue as we become increasingly networked online and in our communities. There is an expectation that citizens will be kept informed and, even more so, consulted.

And the reality is the news will get out. Privacy will be breached.

Mistakes will be uncovered. The key is how local governments handle each situation. Sharing the information you can, protecting privacy where you should, and being responsible about your information management appears to be a recipe for successful public relations and community engagement.

It’s definitely not always easy, but I like going with a position of “Why wouldn’t we share that information?” as a starting point, rather than “Why do we have to?”

Therese Mickelson, ABC Editor

Upcoming themes for Exchange: June 2014 Emergency Management September 2014 Infrastructure Funding Gap Update December 2014 Revitalizing Your Community?

In my experience, most local government employees are very comfortable with protecting privacy. That’s not always the case when it comes to releasing information. I don’t know if it’s human nature or government nature, but withholding information seems to be more ingrained than sharing details, particularly when the news is bad.

Promoting Professional Management & Leadership Excellence in Local Government

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PRESIDENT’S REPORT

As a CAO, I know that when I do a better job at planning and organizing my work, I am better able to focus on the organization and lead our team into action.

lan like a pilot. This was a key takeaway from presenter Hugh Culver at a BC Economic Development Association conference I attended a few years ago. In essence, the recommendation was to take time every Friday afternoon to organize and plan your work for the following week. If the work around you is organized, you are able to stay focused on what you need to do so that little things don’t distract you. With fewer distractions, you are able to channel your work effectively to ensure you have the energy to complete the work you need to get done, or to go where you need to go. I think this is probably a vital skill for a pilot; I hate to think that “mental clutter” could distract a pilot while landing the plane. I believe it’s equally important for local government managers, as we seem to face new challenges each week, are inundated with various demands, and are often asked to provide input on the minutiae of local government activities. Planning ahead can help us manage our time, reduce mistakes and lower our stress levels.

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It is amazing how the simple phrase plan like a pilot has made a difference in my life. For me, this phrase allowed my Obsessive Compulsive Disorder (OCD) trait to rise to the surface every Friday afternoon and take control of the work around me; well, at least take some control. For me, the challenge is ensuring that I take the time to plan and don’t let other pressures distract me from this goal. Initially, I used a three-hour block of time to review what is on the go and to organize the time required to complete my tasks. Now, it probably takes me less than an hour a week to stay organized and on top of my work. Does this mean I am completely successful at organizing my work / life? Not in the least. All I can say is thank goodness I am not a pilot, as I still have a fair amount of mental clutter that gets in the way. It helps a lot to recognize that my mental clutter is not necessarily creating a life-safety issue for the people I am responsible for in our organization. However, as a CAO, I know that when I do a better job at planning and organizing my work, I am better able to focus on the organization and lead our team into action.

The need to spend more time focusing on organizing the organization was highlighted for me with my recent performance review.

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Being an effective leader for my organization means that I need to set and clearly articulate the goals and objectives for the organization in order to guide the organization on its journey to Deliver Outstanding Service (DOS… AKA District of Squamish). As such, I am taking this plan like a pilot approach in a new direction by confirming the direction we are going, and then reviewing the work of the organization on a regular basis to ensure we are on the right track.

I realized the other day that the importance of planning isn’t just a personal approach to being more effective. I think that the LGMA also needs to take time to plan. The first step is to ensure that we are focusing on the right things – namely, strategic priorities. As the current strategic plan has been in place for five years, the Board has approved preparing a new strategic plan for the organization. The Board and Chapter representatives will be considering all of the feedback from members and stakeholders received in the past few months and will use this to establish a plan for the organization for the next five years. With a plan in place, the LGMA staff and future Boards will have clear objectives to help organize the work of the LGMA to successfully achieve the LGMA’s objectives. Will this eliminate the mental clutter that could negatively impact the work of the LGMA? Maybe not all of it, but I believe that a sound strategic plan will help get us where we want to go, even if we wind up taking a scenic route. , CGA President

EXECUTIVE DIRECTOR’S REPORT

As I meet our members all over British Columbia, I am constantly impressed by their commitment to learning.

earning is a treasure that will follow its owner everywhere.”

That was the lesson revealed to me as I broke open a fortune cookie after celebrating Chinese New Year with friends. How true, I thought, as I looked at the incredible diversity of cultural, professional and life experiences around the table and the trajectory of the conversation over the evening.

Informal learning happens every day and all around us, often appearing unexpectedly. I was lucky to join Tom MacDonald on a mission in December to work with ALAT, LGMA’s partner organization in Tanzania. I had worked in Tanzania a decade ago, but working alongside Tom, I saw Tanzania through completely different eyes because of the enthusiasm and passion he brings to local government.

I consider myself to be a constant learner, someone who finds joy in discovering something new. I am unlikely to be wildly successful at any one thing, especially if Malcolm Gladwell’s theory that you only reach the potential of your talent with 10,000 hours of effort really is true.

I’d be surprised if I ever spent even 1,000 hours mastering anything in my life. I am one of those folks whose curiosity takes me down many roads, and my attention span is often diverted by new and interesting ideas and adventures along the way.

There are no limits on learning – it can be creative, intellectual or physical. As I meet our members all over British Columbia, I am constantly impressed by their commitment to learning. It happens formally through LGMA professional development and training opportunities but also through the community and volunteer commitments they make to help transform the communities in which they live.

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We often think about learning in formal ways, but today, especially with the internet, our learning needs and access to learning are rapidly changing. I am taking a free online course from Yale, and I live in a city committed to learning, with universities and other centres that can draw some of the greatest authorities on any topic you can imagine. You can access learning in person, online or via video conferencing for weekend seminars open to the public. The advent of blogging has also meant you can follow the insights and teachings of some of the greatest minds in any given field. Of course, it sometimes takes time to find them and weed out the weirdly fascinating but truly mad pretenders.

Practical advice, creative options and value for local government Planning, Development & Environmental Law

Carvello Law Corporation

That’s why we are starting a new feature in Exchange – we want to share some of the admirable, dedicated, crazy and quirky contributions so many local government professionals make in the time they spend away from their paid work (see page 18). There are so many interesting, successful people in the local government community doing amazing things, and we’d like to share them with all of you!

It may be that Malcolm Gladwell is on to something – being successful isn’t about intelligence or ambition alone, but what really seems to contribute to success is a constellation of factors including family and community. And in so many ways, that’s at the heart of LGMA – providing a strong professional culture of support and a collaborative community of practicing experts to help each and every one of us learn, lead and grow. If you are interested in learning more about the factors for success, join us at the LGMA Annual Conference in Vancouver in June (see page 6) because Chris Hadfield will be our keynote speaker, and he certainly knows a few things about achieving success. See you there!

Executive Director

Lui Carvello, MCIP Lawyer & Planner 203-1005 Broad Street Victoria, BC V8W 2A1 250-686-9918 lui@carvellolaw.ca

www.carvellolaw.ca

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By Denise McCabe and Pamela Johnson Fulton & Company LLP

CASE of INTEREST McCabe

Johnson

Understanding Your FIPPA Obligations ection 25 of the Freedom of Information and Protection of Privacy Act (FIPPA) requires that local governments disclose information where it is clearly in the public interest. A recent investigation report issued by the Office of the Information and Privacy Commissioner for British Columbia (OIPC) underscores the importance of ensuring that local governments have public disclosure policies in place that properly manage and discharge Section 25 obligations.

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In December 2013, the OIPC published Investigation Report F1305, which addresses public bodies’ compliance with Section 25.

During the course of her investigation, the Commissioner found that several public bodies failed to fully understand Section 25 obligations, and few, if any, had in place policies sufficient to ensure compliance. As a result of her investigation, the Commissioner confirmed that the OIPC will be undertaking an audit of Section 25 compliance across targeted public bodies.

By way of background, Section 25 operates as a general override provision, obligating local governments to proactively and without delay disclose information: • which reveals a risk of significant harm to the environment or to the health and safety of the public or a group of people [s. 25(1) (a)]; or • where, for any other reason, the disclosure would be clearly in the public interest [s. 25(1)(b)].

These statutory obligations exist whether or not a formal request for access under FIPPA is made, and regardless of whether the information falls within an enumerated exception.

Section 25(1)(a) disclosure requirements might be triggered, for example, where an inspection report recommends the decommissioning or repair of a public work or infrastructure, due to an imminent hazard to individuals or property.

Section 25(1)(b) disclosure requirements are triggered where the disclosure of the information in question is clearly in the public interest. Such information must contribute in a substantive way to the body of information already available so as to facilitate public participation in decisions that affect them.

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The potential interest of the public in learning about an issue does not necessarily mean that disclosure will be characterized as “clearly in the public interest.” Rather, the disclosure must further the education of or debate among the public on a topical issue.

Section 25 disclosures are only triggered where there is an urgent and compelling need. The circumstances must be of “clear gravity and present significance, which compels the need for disclosure without delay.” This very high legal threshold must be met before public bodies are required to make a Section 25 disclosure.

Given the broad scope of local governments’ mandate, authority and operations, it is imperative that key employees understand Section 25 obligations, and that adequate compliance training is provided. In addition, the Investigation Report recommends that all public bodies develop detailed policies in relation to Section 25, which clearly set out, among other things: • criteria for determining what is a “risk of significant harm to the environment or to health or safety of the public” and when disclosure will be “clearly in the public interest”; • criteria for determining whether there is an urgent and compelling need for disclosure of that information; and • procedures for communicating the information to the head of the public body in a timely fashion, and for notifying the public or affected group of people.

The Investigation Report serves as a cautionary reminder that the statutory obligations contained in FIPPA are best managed through the adoption and implementation of adequate policies and procedures. In light of the Commissioner’s indication that the OIPC will be undertaking an audit of Section 25 compliance across targeted public bodies, local governments are well advised to review and, if necessary, revise their policies and procedures so as to ensure that Section 25 obligations are properly managed and implemented.

2014 LGMA CONFERENCE JUNE 10-12, WESTIN BAYSHORE VANCOUVER

Blaze New Trails with Hadfield Blazing new trails through space is beyond our comprehension – but with Chris Hadfield, former Commander of the International Space Station to lead the way, there’s sure to be a few tips to guide our path towards visible results back home in our communities.

Join Commander Hadfield and other engaging guest speakers at the 2014 LGMA Conference June 10-12 for insights into how we can all lead with vision, leverage emerging information, technology and trends, and tackle challenges by treating them as opportunities. He harnessed the power of social media in order to Tweet and transmit photos daily from space and in doing so made people see the world differently. Hear the fascinating perspectives of someone whose career has been out of this world as he shares the practical lessons he’s learned on leadership, teamwork, and collaboration, and motivates you to see that the sky is not the limit.

Adding value as leaders also means having a vision and taking the initiative as trailblazers to anticipate and manage change effectively. Learn how to anticipate change by understanding demographics and the impacts of shifting generations in the Former International Space Station Commander Chris workplace as the Hadfield will present the keynote address. conference kicks off with David Foot, world-renowned demographics expert and co-author of the best-selling Boom, Bust and Echo.

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As an outspoken and controversial demographics expert, Foot contends that demographics explain two-thirds of everything. He argues that demographic shifts, especially the aging of the massive boomer generation and the coming into the marketplace of their children, the echo generation, tend to have important social and economic consequences that are often neglected. With this understanding, policy David Foot makers have a strong foundation upon which to build a vision and achieve visible results for the future.

The 2014 Conference is taking place in beautiful Vancouver and will include sessions on topics relevant to today’s leaders, such as motivating a multi-generational workforce, ethics in the workplace and knowledge management. Get the latest updates on employment contracts, medical marihuana legislation, conflict of interest and Bill 14 issues. Hear about the innovative ways that local governments are using technology to connect with citizens. And as we approach the one-year anniversary of the devastating floods in southern Alberta, learn about the initial emergency management and response that took place, as well as the strategies being implemented by these communities as they move toward long-term restoration and resiliency.

Reunite with old friends and meet new colleagues at the annual banquet. Following the elegant dinner, enjoy comedy by Steve Patterson, host of CBC Radio’s The Debaters, and then dance to the range of hits covered by Vancouver’s Cadillac Jack.

Accommodation and Registration Details Accommodation will be available at the Westin Bayshore Vancouver with a special rate of $209 plus taxes (rate available until May 21). To reserve, call the Reservations Office at 1-800-WESTIN-1 or the hotel directly at 604-682-3377, and reference the LGMA Annual Conference.

To view the full conference program visit www.lgma.ca, or register today at www.civicinfo.bc.ca/event/lgma2014.asp.

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Contact us: Cathy Cook, Executive Director P: 778-278-3486 F: 778-278-0029 E: ccook@bcmsa.ca

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By Therese Mickelson, ABC

PROTECTING PRIVACY When Everything is Public

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In a world where people seem to share some of the most intimate details of their lives on social media, the line between public and private information is getting blurry. ut for local government, the importance of protecting privacy is an essential element of its accountability to its citizens.

Privacy protection is embedded in law and enforced through policies. The challenge is ensuring everyone in the organization – and in the community – understands where the line is drawn.

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Information – like age, relationship status and important life events – are all captured and shared daily, not to mention updates on what a person had for dinner, including photos of the meal. Details about major accidents are out on Twitter, including names, injuries and photos and video, often before first responders have even arrived on scene. It’s not surprising that understanding when information is considered personal is increasingly difficult for staff to recognize.

Helping them understand where the line is drawn – what information is personal and therefore private – is best achieved through training and cultivating a culture where privacy is paramount.

“The first step is often helping staff understand the consequences of not protecting personal information – like an audit, or worse, if it becomes a legal matter,” says Lisa Zwarn, who provides training and expert advice on privacy protection and records management.

“The other key step is building awareness that every employee in local government has a responsibility for protecting privacy, and educating them on what this responsibility entails.”

It’s key to remind staff that privacy protection is more than just protecting data that’s going online or on servers – it’s also about the types of information being collected, how the information is being used, and how it is being protected, even if it’s on paper or simply part of discussions.

“Sometimes a privacy breach can occur by leaving open file folders at a front desk where personal information can be seen, or using names during discussions in elevators. In other cases, the potential for privacy breaches may be related to newer technology advances like cloud computing and smart phones,” adds Zwarn. “I’m not saying don’t use cloud computing, I’m saying think about what you are putting in the cloud and whether it is personal information or not. We need to create a culture in our organizations where all employees understand the risk areas and protect personal information.”

Zwarn notes that assessing the risk factors is also helpful for establishing policies and protocols for information protection.

Promoting Professional Management & Leadership Excellence in Local Government

“We need to ask ourselves if we really need that information, and for how long, as well as what measures can be put in place to protect that information until it can and should be purged.”

“We need to ask ourselves if we really need that information, and for how long, as well as what measures can be put in place to protect that information until it can and should be purged,” says Zwarn.

WHAT IS PERSONAL INFORMATION? Mistakes and misunderstandings can easily arise when there is a lack of clarity around what constitutes personal information from the perspective of government.

In one community, this lack of a clear definition has led to legal consequences. The situation arose when staff members were working to support local residents who were upset about an issue in their neighbourhood. The residents emailed their complaints to staff and asked their local government to help address their concerns. In an effort to support them, staff forwarded the complaints to the company involved in the issue, asking for a response.

The missing step was that the staff did not check with the residents first to make sure it was okay to send their emails – with their email addresses – to the company. When the residents started receiving emails directly from the company, they were concerned about how their email information got out. The situation escalated further when some of those same residents were named in a defamation lawsuit initiated by the company, using those same email addresses.

This case is still before the courts. It began with good intentions of staff who wanted to support their residents. The final outcomes of the case itself are unknown, but positive steps have been taken within the organization to develop policies and implement training to help all employees understand what types of information need to be protected.

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Protecting Privacy When Everything is Public Continued from page 9

They now have disclaimers on their emails and a clear privacy policy that has been shared with staff and Council. They have been proactive about informing their community about the measures they are implementing to be responsible with personal information, and they are up front about what information will be released unless specifically notified not to do so, such as when residents send letters or emails to Council.

They have also looked at all of their forms and have removed requests for personal information that they should not be collecting. As well, their organization has adopted a social media policy that affects staff and elected officials and provided training.

The steps being followed are part of developing a comprehensive policy management program to help protect private information across an organization. This approach is encouraged by the Office of the

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Privacy Commissioner (OIPC) as the best way to apply a systems-based approach to managing personal information.

“Instead of just saying, ‘We have to lock down our employee information or health information,’ someone needs to look at privacy information across the board, and it should be a focus area for risk management – just like we do for protecting finances and infrastructure,” says Elizabeth Denham, B.C.’s Information and Privacy Commissioner.

“When we think about the consequences of a breach of personal information, our thoughts go immediately to the individual – the impact on their feelings, dignity and security such as banking information – but we also need to recognize that a Elizabeth Denham data breach can strike at the heart of the public trust in the institution of government.”

The OIPC offers a number of tools to assist local governments with developing and implementing a comprehensive privacy management plan, including its Accountable Privacy Management for Public Bodies guide, which takes organizations through the process of how to protect private information, and an Interactive Security Tool, which assists with risk assessment by asking a series of questions that show potential risk areas and then helps to design a program to address those needs.

“There are good reasons why there are boundaries on the release of information, and when I look at public bodies that are doing a good job of privacy protection, it’s usually because confidentiality and data protection are embedded in the DNA of the culture of that organization,” adds Denham. “This commitment to risk management, records management and security management needs to start with Council and the Chief Administrative Officer, and then trickle down through all the staff.”

Even with training and established policies and processes to protect policy, there will continue to be struggles with understanding risks, plugging potential leaks and tackling requirements for new and emerging technologies. That’s a reality that all organizations face. The other reality is that it’s not a matter of if a privacy breach will occur, rather when and how an organization should deal with it.

“There’s no such thing as 100 per cent security,” says Denham. “So if a breach occurs, don’t panic. The most important thing is to contain the breach and then assess the risk in terms of the cause, whose information is compromised, how sensitive the information is and whether it’s a one-off or something across the organization.”

Denham also notes the importance of notifying affected individuals when it’s appropriate to do so, and it takes some judgment to make that determination.

“I recommend that you involve a group of individuals in the assessment of whether you need to notify the people affected, and you can contact our office for assistance,” says Denham.

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“If it’s a material breach, such as when sensitive information is released or it involves a large number of individuals, you’re generally better to notify people and tell them what they can do to protect themselves.”

(See Proactive Transparency story on page 13.)

The final step is prevention, which involves privacy and security controls to ensure the breach doesn’t happen again. It may involve adding locks on cabinets, encryption and passwords, and remote wiping capabilities for mobile devices or other systems, but the key is learning from experience and applying solutions for improved prevention.

“The answer is not to turn back the clock on technology,” says Denham. “It’s to adopt privacy protection strategies, including steps like a privacy protection impact assessment, before you buy or adopt a new technology and then keeping up with protection measures like software patches and new encryption codes.”

THE SOCIAL MEDIA CHALLENGE It’s also important to recognize that new and emerging technologies, including social media, give individuals new ways to express themselves and share information, but these choices may also raise potential privacy issues for local governments. Use of social media is one example where amendments were needed in the Freedom of Information and Protection of Privacy Act (FIPPA).

Examples include new provisions that allow public bodies to post/ disclose images taken at public events and to disclose personal information on specific social media sites such as Facebook and Twitter. Governments are still responsible for proper handling of personal information, but there is recognition that individuals posting on government social media sites may include their personal information when doing so.

A challenge faced regularly by first responders is when members of the public post identifying information about individuals involved in emergency situations. Photos and videos of accident scenes show people and vehicles that can clearly be identified. They announce the names of people injured – or who have died – before that information is officially released. They provide details about incidents, regardless of whether the information is rooted in truth or rumour. And the fallout from their lack of consideration for privacy is largely beyond the control of the responders at the scene and other government officials involved.

The Boston Marathon bombing is an example of how much information – and misinformation – can spread and how fast. Posted videos of one of the bombs going off show the crowd and runners being hit, photos show individuals who were injured and killed, and the photo and name of a falsely identified suspect was launched around the world before it could be reeled in and corrected.

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Protecting Privacy When Everything is Public Continued from page 11

Denham notes that it’s important for organizations to assure first responders that there are privacy laws in place to support them.

This includes the law giving them the ability to disclose personal information under certain circumstances, such as when it could affect an individual’s safety. At the same time, they remain responsible for protecting the information of individuals regardless of what is being said in social media.

“First responders are not liable or accountable for what other people are doing, including those who crowd around an accident and document what they are seeing,” says Denham. “It’s not the responsibility of first responders to seize cameras or chase the public away; they are just responsible for not releasing the information themselves. Remember that everything is still a rumour until it is confirmed by a government agency.”

One way to assist first responders is to provide them with key messages about how to respond when information has leaked through social media but still cannot be confirmed. Suggested responses include: “We cannot confirm any details about the individuals involved at this time as it relates to personal information that is kept confidential,” and, “We are not releasing or confirming any details about the individuals involved, and any information circulating in social media is not official.”

It’s evident that identifying, understanding and protecting personal information will be an ongoing challenge for local governments. New and emerging technologies that bring benefits like improved processes may also involve significant risks. The casual attitude towards personal information demonstrated by individuals in the community conflicts with the commitment and responsibility of government to protect that same information. And it is generally accepted that privacy protection measures are not infallible.

For local governments, the best way to manage in this environment is through a comprehensive plan for protecting personal information, a culture of understanding and employee responsibility supported through training, and an acknowledgement that government can only be responsible for the information it collects and keeps confidential – not for the actions of individuals in the community.

To help support these goals, there are multiple resources available through the OIPC – both in terms of guides and resources (See Tips and Tactics on page 16) and by contacting them directly for assistance.

There are also training programs and resources available through the LGMA at www.lgma.ca. ❖

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PROACTIVE OACTIVE transparency esitancy. Caution. Restraint. Avoidance. Any of these words can be used to describe how governments of the past responded to the concept of proactive release of information to citizens.

It sometimes seems that the instinct to resist releasing any information beyond what is absolutely required is ingrained in the government psyche. But there are a growing number of communities that are forcibly extracting themselves from this mindset and shifting towards open, transparent information sharing.

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Proactive transparency is the trailblazing step of sending out information to community members before they demand it or request it through formal processes such as a Freedom of Information (FOI) request. It is important to note, however, that there will continue to be a need for clearly-defined processes that allow local governments to review requests for information to ensure that personal information and other confidential matters are redacted (edited out).

Communication is at the heart of proactive transparency, and it is central to building trust and democracy in government.

“I think transparency is more than scorekeeping on government decisions,” says Elizabeth Denham, B.C.’s Information and Privacy Commissioner. “It’s about making information available to have a meaningful conversation and engagement with the public about policies, and I think that when citizens feel their local government is being open with them, it leads to better trust and confidence in decisions being made by government.”

As part of this, Denham encourages local governments to take steps to make activities and policy decisions as widely available as possible outside of the FOI process.

“The FOI process was always supposed to be a process of last resort,” says Denham. “It was never designed to contain all the rules for when citizens can get information from public bodies, but some governments have defaulted to no information being released without an FOI request.

I also think proactive disclosure is becoming more the norm, and it’s what citizens expect from all government bodies.”

Denham notes that agencies that are making information available online and through other forums end up with fewer FOI requests, fewer appeals to the Office of the Privacy Commissioner (OIPC) and a greater level of citizen trust. Based on her experience, Denham has found that there are key types of information that can and should be released proactively to the community. The list includes the decision-making process, policy and procedures for how decisions are made, travel and hospitality expenses for senior executives, and information such as costs and key deliverables for outsourcing and contracts.

Denham also credits local and provincial governments for the progress being made in releasing information in open formats that people can search, combine and use in new ways by connecting different data sets.

Promoting Professional Management & Leadership Excellence in Local Government

By Therese Mickelson, ABC

“Transparency is more than scorekeeping on government decisions. It’s about making information available to have a meaningful conversation and engagement with the public.”

“People now live their lives online and they expect timely access to online resources, so by making this information readily available, and allowing the public to use the information that has been collected, government is helping to meet those expectations,” she says. “B.C. is a leader in this open government space and I’m really proud of that record, but we can do more by getting out what I call high value information such as local government decision-making and how they are spending tax dollars.”

The push to be more proactive with release of information is more than an ideal. There is a requirement in the Freedom of Information and Privacy Protection Act (FIPPA) that requires public bodies to establish a list of records for disclosure that can be released proactively outside of FOI requests. The OIPC provides guidance around how to comply with this Section 71 requirement in its Open Government Report.

For some, the culture shift from a history of hesitancy to proactively releasing information – especially when it could be embarrassing or be viewed in a negative light – is difficult to overcome. Others are willing to release the information and deal with any issues or fallout as needed.

Denham sees a trend towards being more open and links it in part to a new culture where government and citizens are coming to terms with new technology, accessibility and the fact that people are forgiving of mistakes when organizations are honest.

“It’s really difficult to hide things – there are anonymous brown envelopes dropped off to media and our office – so recognize that the information will get out and that it’s better on an ethical basis, trust basis and accountability basis to deal with these problems up front,” says Denham. “In most cases, when a public body tells it all, tells it fast and tells the truth, citizens can understand that mistakes can happen.”

PROACTIVE IN PORT MOODY A recent example involved a privacy breach related to a failed server security patch. It affected many communities in B.C., but it also provided the City of Port Moody with an opportunity to showcase how being proactive about releasing information can build trust. The City moved quickly to contact affected individuals directly, engage the media, post information on their website and via social media, and encourage residents to contact the City and their banks with any concerns.

Continued on page 14

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Proactive Transparency Continued from page 13

Their messaging was up front about what happened, but they were also reassuring in terms of the limited risk, the actions underway to complete a thorough audit to confirm their initial risk assessment, and the immediate steps being taken to prevent future incidents. They also used the opportunity to equip residents with tips on what they could do to protect their information, such as how to create strong passwords.

“The biggest challenge was trying to sum up 15 years of information in an open house process to help the community understand why we were doing this and the work Council had done on a weekly basis to reach their decision,” says Allin. “We were also very transparent about the costs involved by providing specific examples of the costs of water metering compared to flat fees.”

“You can’t just inform people when it’s convenient for you,” says Dave Teixeira, Project Manager, Civic Engagement for the City of Port Moody.

“You have to notify them when it’s convenient and important for the customer. We gained a lot of credibility with the media and the public about how we’re committed to be transparent, and it was great because we heard from other communities and the Privacy Commissioner who told us we’d done some great things with this release.”

Allin says they learned that many concerns were broader than water meters and related more to how local government works in general, including how it reaches its decisions. Most of the concerns related specifically to water meters were about the rate structure. In response, the Mayor suggested the City form a committee involving citizens so they could be directly involved in setting the rates.

Teixeira notes that the community response was surprisingly positive.

By being consistently transparent and proactive about sharing information, the City has made significant progress in building trust and focusing in on the real concerns about the water metering program.

“I could understand that when you communicate something like this, staff may feel that you’re pointing to someone being at fault, so we were very careful to note that it was thanks to great work by our Information Technology team that the risk was identified quickly and solutions implemented immediately,” says Teixeira. “While it took some convincing at the time, this proactive communication approach has started a culture shift in our organization, where there is a recognition in the value of being out there and providing information up front.”

TRANSPARENCY IN GRAND FORKS In Grand Forks, the City launched a comprehensive and proactive communications campaign to share information about incorporating water meters into their community.

“When you talk about transparency, it comes down to the leadership style and how they deal with difficult situations,” says Doug Allin, Chief Administrative Officer for the City of Grand Forks. “Whether you deal with a conflict head on or defer it to another day, the situation will eventually come at you. For us, we wanted to release information proactively and get ahead of the issue by sharing information early in the process and well ahead of the installation of water meters.”

The City delayed installation of its water meters to provide time to explain the program and why water conservation is important. They established the needs and benefits related to meters and shared the extensive research and assessment that helped them reach their decision.

“Interestingly, no one took him up on this offer,” says Allin.

Allin shares that they didn’t hold anything back. The consensus was that everything should be transparent, even if it might not be popular. “The only way to get them (the community) to trust you is to walk the walk, share all the facts and show them how you came to your decision.”

BUILDING TRUST THROUGH CONSISTENCY Trust is also built with your community when you are consistent in how you apply your standards for redacting and releasing information through FOI requests. In the District of North Vancouver, they are applying consistency to their privacy protection and release of information to build trust and awareness of information management. As an example, they proactively release permit and licence information online so residents can easily see what is being done on properties. It also helps realtors to see if work on a property has met all the permit requirements.

“It can be difficult to shift a mindset towards being more proactive in the release of information and making it easier for citizens to access that information, but I think the shift is happening,” says Louise Simkin, the District of North Vancouver’s Administrative, Information and Privacy Coordinator.

“But on the flip side, it’s still important to do a risk assessment and review because there may be potential ramifications in terms of personal information being released.”

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“I think my reputation is that I’m very fair because I’ve made it clear that I’m here to work for the District, but I’m also here to assist the requesters,” says Simkin. “Ultimately, the legislation is my boss on what needs to be done, and I make it clear that we go by the rules. Period.”

“Ultimately, the legislation is my boss on what gets done, and I make it clear we go by the rules. Period.”

Simkin recommends education as an essential component of promoting a more proactive release of information and improved protection of personal information. This includes educating staff as well as the community and targeted groups like realtors who use municipal data.

As a starting point, staff involved in records management and privacy protection determined thresholds for what would be deemed as personal information. Using this standard, they follow a physical and analytical approach to FOI requests – first collecting the requested material, then doing a line-by-line examination for personal or identifiable information.

“I sometimes do second and third checks of the line-by-line review to look for personal information, legal information or advice, or things that could financially harm the District or other companies,” says Simkin.

“And I’m not an expert on everything, so there are times when I also go back to staff who are subject matter experts to get clarity on what could happen if certain information is released.”

For communities looking for help in managing the release of information, support is available from colleagues in local government.

“These days it’s really important to connect and there is a small group of us in similar municipal positions who have started an email group so we can throw out a question and get replies with a variety of positions,” says Simkin. “We’re sometimes out there feeling like a bunch of individual islands, but we’re not – we can be a group that supports each other.”

Local government managers interested in connecting with this informal email group are invited to contact Louise Simkin at lsimkim@dnv.ca.

There is also a Corporate Officers Linked In group.

By applying the process consistently and adhering strictly to FIPPA, the District has built a reputation for fairness.

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Our core products: the annual assessment roll and property assessment notices were issued in January, 2014, marking four decades of service since 1974. That’s forty years of value to BC. We are pleased to report that over 98% of all property owners accept their assessments without appealing to a formal review panel – evidence of the quality and reliability of our work! Here are a few fast facts about this year’s roll: Totals

Values

Change from 2013

Number of properties

1,954,445

^ 1%

Value of real estate

$1.14 trillion

^ 1.35%

Total taxable value

$993 billion

^ 1.97%

· Property Class 1

$865 billion

–

· Property Class 6

$191 billion

–

Non-Market Change

$17.54 billion

^ 5.38%

For more facts about the 2014 Assessment Roll, including property trend graphs and listings of top value properties, visit: http://www.bcassessment.ca/Pages/AssessmentRollInformation.aspx To find out more: Phone: 1-866-valueBC or 1-866-825-8322 (local 00119) Email: bcacustomer.services@bcassessment.ca Web: www.bcassessment.ca

Promoting Professional Management & Leadership Excellence in Local Government

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follow us

tips & tactics Top 10 Privacy Protection Resources The Office of the Privacy Commissioner offers a variety of resources to assist local governments to protect privacy. The following are the top 10 resources along with links to access the guides, provided free at http://www.oipc.bc.ca/tools-guidance.

1. Accountable Privacy Management in B.C.’s Public Sector – A step-by-step guide to comprehensive privacy controls. http://www.oipc.bc.ca/guidance-documents/1545 2. Privacy Breaches: Tools and Resources – Preparation and response tools. http://www.oipc.bc.ca/guidance-documents/1428 3. Security Self-Assessment Tool – Assesses your current security measures and offers guidance on minimum standards in 17 different categories. Published by the BC Commissioner and the Privacy Commissioner of Canada. http://www.priv.gc.ca/resource/tool-outil/security-securite/english/ AssessRisks.asp 4. Cloud Computing for Public Bodies – Learn how FIPPA applies to cloud computing, including the legal requirement that personal information be stored and accessed only in Canada. http://www.oipc.bc.ca/guidance-documents/1427 5. Privacy Emergency Kit – A joint product of the B.C. Commissioner and the Privacy Commissioner of Canada, this guide will help you plan for when an emergency strikes. http://www.oipc.bc.ca/guidance-documents/1538 6. Evaluating the BC Government’s Open Government Initiative – Makes 18 recommendations for public bodies developing open information, open data and FOI disclosure programs. http://www.oipc.bc.ca/investigation-reports/1553 7. Use of Employment-related Criminal Record Checks – Includes best practices for employment-based record checks. http://www.oipc.bc.ca/investigation-reports/1247 8. Guide to OIPC Processes (FIPPA) – The core policies and procedures of the Office of the Information and Privacy Commissioner are laid out in this handbook. http://www.oipc.bc.ca/guidance-documents/1599 9. Sectional Index – An interactive online tool that crossreferences the OIPC’s legally binding orders with FIPPA. http://www.oipc.bc.ca/rulings/sectional-index.aspx 10. Guidelines for Social Media Background Checks – A mustread for anyone involved in the hiring process. http://www.oipc.bc.ca/guidance-documents/1454

Advice and Advocacy for

Many thanks to the BC Privacy Commissioner’s Office for providing these Tips & Tactics. More tips are also provided regularly via Twitter @BCInfoPrivacy or for other assistance, contact them by email at info@oipc.bc.ca.

Local Government PH: 250.380.7744 FX: 250.380.3008 www.sms.bc.ca 2nd Floor, 837 Burdett Ave Victoria, British Columbia Canada V8W 1B3

Promoting Professional Management & Leadership Excellence in Local Government

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Unreasonable to Disclose:

A Threshold for Privacy Protection

By Colleen Burke, B.A., LL.B Opinions as to the confidentiality of personal information can be influenced by culture, gender, age, business and social practices and many other factors. The Freedom of Information and Privacy Protection Act (FIPPA), along with its interpretation by B.C.’s Information and Privacy Commissioner and the courts, establish a legal standard as to how government bodies should deal with information about individuals.

The following are two decisions that illustrate the importance of context in determining if personal information should be withheld or released.

Case 1: Are cell phone numbers personal information?

A person sought access under FIPPA to the Colleen Burke cell phone records of a Mayor, apparently intending to see whether City property was being misused. The City was willing to release information showing the length of calls and the cost amounts, but not the phone numbers of the callers and those called. In the City’s view, disclosure of that information would amount to an unreasonable invasion of third-party personal privacy. The matter went to a review by B.C.’s Information and Privacy Commissioner. Adjudicator Barker considered the expectations of the callers and the ease with which individuals could be identified by reverse phone directories. A phone number could reveal the caller’s name and potentially, the nature of the call. Weighing these factors against the applicant’s assertion that the public had a right to this level of detail, she concluded that the City was obligated under FIPPA s. 22 (1) to withhold the phone numbers, as individuals could reasonably expect privacy as to their calls to and from the Mayor. In her view, if this expectation was not supported at law, the democratic function of government could be impeded.

Case 2: Can home address information be provided to third parties?

Home addresses and phone numbers are personal information and as such are disclosable by public bodies only in certain circumstances. In a recent case involving federal privacy law, a union submitted a request to an employer for the release of home contact information of members of the bargaining unit it represented. A non-union member objected to any such release of her home information. The employer and union prepared an agreement that would ensure confidential treatment of the information, but the employee nonetheless took her case to the Supreme Court of Canada. There it was noted that, even though she was not a union member, she was a bargaining unit member, and as such, had the benefits of union rights and could not opt out of its representation.

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The Court held that the employer must provide home contact information to the union to allow it to carry out its mandate, and that employees could not reasonably expect privacy in the circumstances.

Tips for Responding to FOI Requests In responding to a request for access to records containing personal information, begin with FIPPA Part 2, section 22 (1). This section prohibits disclosure where that would be an unreasonable invasion of a third party’s personal privacy. Then consider: • Section 22 (4) – lists circumstances where personal information is considered to be not unreasonable to disclose – if included here, 22 (1) does not apply and you won’t need to refer to 22 (2) considerations.

• Section 22 (3) – lists circumstances where disclosure would be presumed unreasonable – i.e., they are normally confidential.

• Section 22 (2) – lists factors that must be considered in deciding whether or not disclosure would be reasonable in the particular circumstances. This list is not exhaustive: there may be other factors that would support or overcome a presumption of confidentiality.

Sections 23 and 24 provide a process for notifying third parties where there is any doubt. As well, sections 12 through 20 may address a “discretionary” reason for refusing disclosure.

Next, check the Office of the Privacy Commissioner (OIPC) website for public bodies. It has a searchable database with 20 years of decisions and orders to help guide your decision. If you find a relevant order, note whether it has been reviewed by the courts.

Local government officers charged with protecting and releasing records under FIPPA may at times face a difficult, sometimes hairsplitting task: balancing the right of the public to access information with the right of individuals to a reasonable level of privacy where the records concern them. Familiarity with FIPPA and its interpretations will help you to predict how the information will be characterized at law, should your decision be taken to adjudication.

Colleen Burke is a lawyer with the firm of Murdy and McAllister, who act for local governments in British Columbia.

MEMBERS PAGE

SPECIAL RECOGNITION Board of Examiners Two local government employees from the Peace River Regional District and the Village of Lumby, recognized for their education and work experience in the local government field, are being awarded the following Certificates by the Board of Examiners: Certificate in Local Government Service Delivery: • Patricia Morgan, Manager of Community Services, Peace River Regional District Certificate in Local Government Executive Management: • Tom Kadla, Chief Administrative Officer, Village of Lumby

IN MEMORIUM: DAVE MORRIS NEW FEATURE Tell Us About YOU! Quirky, Heroic, Innovative, Engaging, Supportive, Creative…The stories that make us say “Wow – that’s interesting!”

Exchange is about sharing ideas, building networks and creating an environment where we better understand our colleagues, our organizations and the world of local government.

As part of these goals, we want to shine a spotlight on our colleagues in local government to share their stories, learn from their experiences and connect as friends. We’re all more than just our job title. Sometimes, our greatest achievements are in the workplace, but just as many or more amazing achievements take place after we head home for the day.

We coach teams, volunteer time, lead youth, assist the elderly, create works of art, invent new products, generate new ideas and experience spectacular adventures.

We Want to Hear Your Stories If you or someone you work with in local government has a story to share about how an individual has influenced their workplace, their community or the world, please contact us at editor@lgma.ca. We want to share their story with our readers.

PLUS – Help Us Name this New Feature for Exchange We’re expanding on the “Where Are They Now” feature from the last two years to include all local government employees – not just those who have retired. This is about telling great stories about great people who are in local government today as well as those who have retired.

Dave Morris, Life Member of LGMA, recently passed away. He will be remembered for his outstanding and life-long contribution to local government. Dave was always willing to share his knowledge and help strengthen the local government system in whatever position he held throughout his career. He served as Administrator in Coldstream, City Manager in Kitimat, and Executive Director with the then Ministry of Municipal Affairs.

The LGMA benefitted greatly from Dave’s leadership, first as President from 1982-1983, and later as Executive Director from 1997-2000.

After his retirement from the Association, he continued his support of the local government system through his consulting practice and in working with Urban Systems.

“During his work with the Ministry, Dave was admired for his adept diplomacy and problem-solving skills and his ability to apply his abundant practical knowledge, skills and experience with local government. He was a person who seemingly did not exist without a smile on his face. No matter the circumstances, optimism prevailed. He was a kind and gentle soul and will be greatly missed by all his friends and colleagues from the Ministry.” – Brian Walisser and Gary Paget “Dave was a fine person, a joyful, useful, kind one; in a word - a blessing. He was a hard working and typically modest volunteer for whoever or wherever his community happened to be at the moment. We need to send Love to Dave’s family - we will not soon forget him.” – Jim Craven.

If you wish to make a contribution to the LGMA Distinguished Members Legacy Fund in Dave’s honour, please contact the LGMA.

We’re looking for a catchy title for this regular feature. Please send us your ideas! The winning submission will receive a free registration package to the 2014 LGMA Conference (details, page 6).

Promoting Professional Management & Leadership Excellence in Local Government

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MEMBERS PAGE

MEMBER MOVEMENT Patricia Higgins, Director of Financial Administration, City of Colwood (Formerly Director of Financial Administration, City of Williams Lake) Nina Leemhuis, Chief Administrative Officer, District of West Vancouver (formerly Chief Financial Officer, District of West Vancouver) James Moller, Chief Administrative Officer, City of Colwood (Formerly City Manager, City of Humboldt, Saskatchewan) Jason Johnson, City Manager, City of Victoria (formerly Chief Administrative Officer, District of West Kelowna) Melinda Stickney, Chief Administrative Officer, City of Armstrong (Formerly Deputy Corporate Officer, City of Armstrong) Jim Zaffino, Interim Chief Administrative Officer, District of West Kelowna (Formerly Deputy Chief Administrative Officer, District of West Kelowna)

RETIREMENTS Patti Ferguson, Chief Administrative Officer, City of Armstrong Grant McRadu, Chief Administrative Officer, District of West Vancouver Chris Pease, Interim Chief Administrative Officer, City of Colwood

LGMA 2014 PROGRAMS & EVENTS April 8, 2014 Elections Workshop Sandman Signature Hotel, Prince George April 8, 2014 LGMA-CAMA Webinar: Strategic Planning for Councils and Staff April 9-10, 2014 North Central LGMA Chapter Meeting Sandman Signature Hotel, Prince George Promoting Professional Management & Leadership Excellence in Local Government

April 9, 2014 Elections Workshop Four Points by Sheraton, Kelowna Airport April 11, 2014 Elections Workshop St. Eugene Golf Resort & Casino, Cranbrook April 16, 2014 Advanced Workshops: Records Management and FOIPP, What More Do Records Management and FOIPP Heads and Coordinators Need to Know About Records Management, FOI and Privacy Qualicum Beach Civic Centre April 16, 2014 LGMA-CAMA Webinar: Communication Planning for Successful Projects in Six Simple Steps April 22, 2014 LGMA-CAMA Webinar: Interpersonal Skills: Making the Most of your Communication with Others April 23, 2014 Advanced Workshops: Records Management and FOIPP (see April 16) College of the Rockies, Golden Campus April 23-25, 2014 West Kootenay Boundary - Rocky Mountain Joint LGMA Chapter Meeting College of the Rockies, Golden Campus April 27-May 2, 2014 MATI Advanced Communication Skills for Local Government Professionals Bowen Island April 30, 2014 Advanced Workshops: Records Management and FOIPP (see April 16) Prince George Civic Centre

May 8, 2014 Elections Workshop Mary Winspear Centre, Sidney May 9, 2014 Elections Workshop River Rock Casino Resort, Richmond May 14, 2014 LGMA-CAMA Webinar: Planning for Successful Citizen Engagement in 10 “Easy” Steps May 20, 2014 LGMA-CAMA Webinar: Effective Council Staff Relations0.05 in May 25-30, 2014 MATI Managing People in Local Government Organizations Bowen Island June 10-12, 2014 LGMA Annual Conference & Tradeshow The Westin Bayshore, Vancouver June 15-20, 2014 MATI Leadership in Local Government Organizations Bowen Island June 17, 2014 LGMA-CAMA Webinar: Managing Performance and Coaching Skills June 18, 2014 LGMA-CAMA Webinar: Social Media 101: The Basics June 25, 2014 LGMA-CAMA Webinar: Social Media 201: From Informing to Engaging August 10-15, 2014 MATI Foundations University of Victoria September 10-12, 2014 Thompson Okanagan LGMA Chapter Meeting Walnut Beach Resort, Osoyoos

May 6, 2014 LGMA-CAMA Webinar: Customer Service in the Public Sector

October 1-3, 2014 Administrative Professionals Conference Radisson Vancouver Airport, Richmond

May 6-7, 2014 Vancouver Island LGMA Chapter Meeting Mary Winspear Centre, Sidney

October 5-10, 2014 MATI Community Planning in Local Government Organizations Lake Okanagan Resort

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October 15-17, 2014 Clerks and Corporate Officers Forum Four Points by Sheraton, Kelowna Airport

October 19-24, 2014 MATI School for Statutory Approving Officers South Thompson Inn, Kamloops

RELATED ORGANIZATIONS PROGRAMS & EVENTS May 18-21, 2014 Government Finance Officers Association Annual Conference Minneapolis, MN May 18-22, 2014 International Institute of Municipal Clerks Annual Conference Milwaukee, WI May 26-28, 2014 Canadian Association of Municipal Administrators Annual Conference & Tradeshow Niagara Falls, ON May 26-30, 2014 Government Finance Officers Association of BC Annual Conference Nanaimo, BC May 30 - June 2, 2014 Federation of Canadian Municipalities Annual Conference Niagara Falls, ON June 1-4, 2014 Institute of Public Administration of Canada Annual Conference Edmonton, AB June 8-11, 2014 Association of Municipal Managers, Clerks and Treasures of Ontario Annual Conference Niagara Falls, ON September 3-5, 2014 Alberta Rural Municipal Administrators’ Association Annual Conference Drumheller, AB September 14-17, 2014 International City/County Management Association Annual Conference Charlotte/Mecklenburg County, NC September 22-26, 2014 Union of BC Municipalities (UBCM) Annual Convention Whistler, BC

MEMBERS PAGE

OUR TOWN: CITY OF PORT ALBERNI Port Alberni is well known for its forest industry, sport fishing, summer heat, generosity to charitable causes and sports tournaments. We are Vancouver Island’s “Most Affordable Community” and enjoy amazing fishing thanks to our location on the Somass River, one of B.C.’s most important salmon rivers.

Our harbour is a sheltered ice-free, deep-sea port capable of handling Panamax-size freighters. We export logs and lumber from the area’s forestry operations and can now host cruiseships and floatplanes on Centennial Pier.

To further promote and expand harbour use, the Port Alberni Port Authority has commissioned a feasibility study for a new port closer to the open ocean that would serve as a trans-shipment hub for container ships coming from Asia. Proponents for LNG and methanol plants and mineral projects also see a business case for locating their shipping facilities at the same new location.

There’s a lot people don’t know about Port Alberni. The City is home to a modern 52-bed hospital, a private university, a community college, a brand new $60-million high school, public and private schools, a thriving arts community, unmatched parks, recreation and heritage facilities for a community of our size, and quick access to the outdoors. We are also proud to be a centre for business innovation. For a community of 25,000 people, we have a remarkable number of businesses that are leading Port Alberni into new enterprises that support our local economy and provide innovative solutions that assist communities and industries far beyond our borders.

The vibrant Vancouver Island community of Port Aberni enjoys a thriving local economy and plenty of opportunities for families to come together and celebrate community spirit.

Taking place in July and August, each amazing evening centres around a unique theme and is held at a different park in the City. In 2013, we kicked off the series with “Wild Wild West,” which included animals to pet, Port Alberni is home to an international firefighting service that boasts the horse rides, hayrides, animal mighty Mars Water Bomber and will soon add the former-military C-130 crafts, sing-a-longs and cool Hercules – the largest land-based, firefighting plane in the world. We have treats.

This was followed by companies that build the world’s largest machines in the mining, marine “Music in the Park,” which and logging industries, as well as a leading-edge Dynamo Air Diffuser that celebrated the magic of music, is sold to commercial, industrial and institutional buildings across North musical crafts, live music, America. Our local paper producer has applied innovative techniques to face painting, balloon animals, bouncy tents and snacks. Our third event create two higher-end grades of paper using existing equipment, even was “A Bugs Life” and bug-like snacks were the talk of the evening along though it wasn’t originally designed for that production quality. We have with parachute games, a sand dig, sidewalk art, a slip and slide waterslide a company that provides the fibre-optic cable connections that support down a grassy slope, helium balloons, bowling, playground activities and data transmissions to five installations on the ocean floor, and our sawmill snow cones!

The fi nal Our Town evening was at our waterfront park at continues to innovate its operations, including the installation of an Harbour Quay, coined “Up, Up and Away.” With evening breezes, colourful automatic lumber grading technology that’s the first of its kind in the coastal kites were once again a big hit along with paper airplanes, entertainment forest industry. and summer treats. Attendance is commonly in excess of 700 at each event.

On the family fun side, 2014 will mark the 29th year of Port Alberni’s The Our Town events are a great example of community partners working “Kiwanis Our Town” summer special events program. Families come together to deliver a fantastic summer celebration of family, friends and together and celebrate community spirit at these free and highly-engaging community. entertainment events. Our Town is a series of four events that are designed to eliminate socio-economic barriers, foster intergenerational relationships So why would you want to live in this vibrant coastal community? The better and promote fun and friendship for all members of our community. question is: “Why not?”

– Pat Deakin, Economic Development Officer, City of Port Alberni

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Leaders in Local

Government Law

LIDSTONE & COMPANY Local Government Lawyers Lidstone & Company: part of your team, your creative solution, your security and your effectiveness in every area of local government law. Contact us at lidstone@lidstone.info

1300 Sun Tower - 128 W Pender Vancouver BC V6B 1R8 Ph 604.899.2269 Fax 604.899.2281 Toll Free 1.877.339.2199