LOCAL GOVERNMENT MANAGEMENT ASSOCIATION

2014-2019 Strategic Plan Updated October 2017

The 2014-2019 LGMA Strategic Plan guides the

Association’s short and long term management,

decision-making and implementation.

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LGMA Strategic Plan 2014-2019 B A C K G R O U N D

The LGMA has a history of strategic planning with a strategic planning process conducted in 2009 and a

strategic issues review in 2013.

This 2014-2019 LGMA Strategic Plan builds on the previous 2009 and 2013 strategic planning work.

Considerable research was conducted to inform the strategic planning process, including preparation of:

• 2014 Professional Needs Study Online Bulletin Board Focus Groups;

• 2014 Professional Needs Study Online Survey;

• LGMA Education Committee Education Review; and

• 2014 Environmental Scan.

The foundation of the 2014-2019 Strategic Plan was developed at a workshop held March 20, 2014.

The workshop was attended by the LGMA Board, representatives of each of the regional Chapters, and

LGMA staff.

The workshop focused on completing a number of key tasks including:

• presentation of the research and environmental scan information;

• presentations from the regional Chapters regarding what’s working well, what could be done

differently and potential Chapter/LGMA partnership opportunities;

• review of the LGMA strengths and purpose;

• group discussion of where resources should be focused;

• group discussion of new approaches, initiatives and success indicators;

• prioritization of initiatives; and

• review of the LGMA Vision, Mission & Values.

The 2014-2019 LGMA Strategic Plan document includes:

• LGMA Vision;

• LGMA Mission;

• LGMA Values;

• 2014-2019 Core Strengths, Goals, Objectives, Strategies and Priority Actions; and

• Implementation steps.

The LGMA 2014-2019 Strategic Plan was reviewed, amended and subsequently approved at the LGMA

Board meeting held on June 9, 2014.

This October 2017 updated LGMA Strategic Plan is the product of a workshop held with the LGMA Board

and the Executive Director on September 25, 2017. The workshop focused on reporting to the LGMA

Board on progress made on the Strategic Plan Priority Actions and Board consideration of adjustments to

the 2014-2019 Strategic Plan to allow for alignment of strategies and priority actions with changing

needs, circumstances and capacity. The Board made no changes to the vision, mission, values, principles,

core strengths, goals, objectives and strategies and made only small adjustments to the priority actions

which are reflected in this document. The Board will undertake a comprehensive review of the Strategic

Plan at the end of the Plan’s term in 2019.

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MESSAGE FROM THE PRESIDENT

Dear LGMA Member,

I am pleased to present the Local Government Management Association’s 2014-2019 Strategic Plan,

which will chart the course for our Association as we approach our 100th anniversary in 2019. This

Strategic Plan is the product of almost one year of planning, research, dialogue, and decision-making that

involved research professionals, members, non-members who have been engaged with the Association as

participants in educational programming or as volunteers, staff, Chapters, and the Board.

As an Association, we can take pride in the significant accomplishments of the past decade, while

recognizing the local government environment is becoming increasingly complex, presenting both

opportunities and challenges for the Association and its members. This Plan outlines where we want to focus

our efforts and resources and the progress we expect to achieve. It refreshes the Vision, Mission and

Values of the LGMA. It also reflects the interests of our members and their anticipated needs for the next

five years, considering the emerging trends that are expected to impact our members and the services that

the Association provides.

The LGMA will continue to adapt to the needs and demands of the membership and to provide outstanding

programs to ensure a culture of excellence in local government management and administration and to

realize advances for both the Association and for the profession of local government in British Columbia.

To achieve this, the LGMA will remain focused on our core strengths: 1) Education and Professional

Development; 2) Professional Networking; 3) Local Government Resource Materials; 4) Services for

Members; and 5) Member and Volunteer Development, Engagement, and Retention.

The Plan includes targeted strategies to leverage those strengths for maximum performance and a

cohesive, strategic mix of programs and services that support the needs of the membership and

complement and reinforce the core strengths of the Association. It is a comprehensive document that is

flexible enough to develop new and innovative programs, while providing the framework and direction

that will ensure the Association can continue to effectively meet the needs of our members. It is a blue print

for annual work plans that will help our Association be more efficient and effective in meeting your needs

as a local government manager.

As such, I trust this plan will help strengthen our Association as we continue to strive to be the go-to

organization for local government managers in BC.

Sincerely,

Corien Speaker, CPA, CGA

L G M A V I S I O N

The LGMA vision statement describes the Association’s goals and aspirations for the future. It

creates a picture of a future state and answers the question, “Where does the organization want

to be in five years?”

To be a responsive, innovative and dynamic organization promoting professional excellence

for local government professionals in BC

L G M A P U R P O S E / M I S S I O N

The purpose or mission statement describes the fundamental purpose of the organization: why

does the LGMA exist, what does the LGMA do and for whom does it do it? The mission

statement focuses on the present.

LGMA is dedicated to supporting excellence in local government by providing high quality,

practical training and resources; encouraging the development of professional networking

and connections; and facilitating the exchange of ideas and best practices among members

L G M A V A L U E S

The core values describe enduring, collective beliefs that the LGMA applies to its work.

Professionalism: supporting and encouraging members to be the best they can be

Ethical behavior: promoting the expectations for ethical conduct as expressed in the

Association Code of Ethics, and demonstrating honesty and integrity in management

Quality: committing to the highest quality of professional programs and services

Inclusiveness: serving the diverse needs of our membership, respecting both size and

geography

Innovation: seeking improvement, applying ingenuity and advancing new ideas

Accountability: being responsive to the needs of members, transparent and resourceful

Forward thinking: scanning and anticipating future trends

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E M E R G I N G T R E N D S

Considerable research was undertaken to guide the development of the strategic plan. From that research, a

number of trends are emerging that could impact local government and professional development and training

needs over the coming five years.

Labour competition is increasing Local governments are not immune from the predicted labour shortage that

is affecting Canada and most developed nations. Statistics BC’s Labour Outlook Report for 2013 predicts there

will be one million job openings in BC by 2020, with two-thirds of those vacancies coming from workforce

replacement and one-third from new economic growth. As the baby boom workers retire, LGMA members will

need to focus on succession planning and being able to attract new workers in a highly competitive environment,

to train them to quickly adapt and respond to the complexities of local government, and ultimately to retain them.

Economic conditions will remain challenging The March 2014 OECD report indicates that Canada’s GDP

growth will remain incremental for 2014/15, largely driven by exports. While the goal of the provincial

government is to sustain balanced budgets, revenue generation will likely remain restricted for local governments,

and budgets will continue to be very tight. Funding for learning and development may be more limited than it

has been in the past, precisely at a time when demand for training is increasing due to new entrants to local

government and more complex job requirements.

Increasing political pressures Local government has always been the closest and most accessible level of

government for communities, but citizen demands for increased transparency and freedom of information are

growing, with more calls for direct engagement in public policy and public consultation. Changes in mass media

and communications, including the rise of social media, are resulting in increased political pressures and a higher

distrust of government.

Generational differences in the workplace are significant There are four generations in some workplaces,

and they have very different motivating factors. The LGMA will need to take these various generational factors

into consideration in its programming. The demographic shift happening in the Association’s membership will likely

result in differing expectations about the value of membership and the investment of time and energy in being

part of the Association, but will also provide a great opportunity to attract new members and support them as

they grow into management positions.

Time pressures impact the Association model Local government members have consistently indicated that

they are stretched for time to do their jobs. This could significantly impact LGMA’s collaborative volunteer model.

We ask members to volunteer – to serve on a board or committees, to contribute to our courses, to be presenters.

We ask members to participate in our business - to read our publications, to attend to our annual conference, to

participate in our professional development and training opportunities. But people are busier than ever and

have less time outside of their jobs and their family commitments to volunteer and engage in our activities.

Technology has evolved to offer virtually every Association function From education delivery to

information sharing to networking to member mobilization to volunteer outreach, there is technology to make it

easier, faster, and more effective to reach our members. LGMA has matched the pace of our adoption of

technology to that of our members, but to remain relevant, especially to a younger generation and help lower

training costs for LGMA members, the Association will likely need to invest more in technology and technological

solutions.

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G U I D I N G P R I N C I P L E S

There is great solace in the simple fact of clarity- about what is vital and what is not Jim Collins, Good to Great

Based on consultations with key stakeholders, member survey responses and the outcomes of the strategic

planning process with the Executive Board, staff and Chapter representatives, three principles have served to

guide the development of the 2014-19 Strategic Plan:

1. As a professional Association committed to serving its members, LGMA will continue to adapt to the needs and demands of its membership and to adjust its programs and services to respond to the conditions that are impacting the work of the membership.

2. The Association has achieved great professional and financial success over the past decade, and LGMA will continue to ensure its program and service offerings contribute to stable growth within a sustainable funding model.

3. LGMA is deeply committed to serving the professional development of local government managers in British Columbia, and the Association will continue to deliver on its core strengths of professional training and networking, what it does best – bringing together local government managers for peer-peer learning and support. In the spirit of Good to Great, which has been the foundation of the Association’s approach for the past decade, LGMA will remain focused on what is vital to support professional management and leadership excellence.

C O R E S T R E N G T H S , G O A L S , O B J E C T I V E S , S T R A T E G I E S , A N D P R I O R I T Y A C T I O N S

The LGMA has identified core strengths of the Association that will continue to be the focus for the

Association’s future programs and resources.

The LGMA’s core strengths are:

1. Education and professional development: Providing a wide range of high-quality education and professional development programs, conferences and training opportunities to meet the needs of the local government management community.

2. Professional networking: Providing opportunities for local government management staff across

BC to build professional connections to support sharing of information and best practices and the development of professional and personal support systems.

3. Local Government resource materials: Developing high-quality professional resource materials

(e.g. toolkits, manuals) to meet the needs of the local government management community.

4. Services for members: Providing services to support LGMA members and address their professional needs (e.g. pension advisory services, career transition counseling, Employment Compensation Toolkit).

5. Member and volunteer development, engagement and retention: Growing and sustaining the

Association, as it has for nearly a century, by attracting, maintaining and engaging members and volunteers in the work of the LGMA to ensure fiscal sustainability and good governance.

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The core strengths, along with the Association’s values and its vision and mission, guide the development of this five-year strategic plan. Within each strength, a specific goal and objective or objectives have been identified along with strategies and priority actions to further grow and support the core strength and to deliver results.

Goals: A goal is an overarching principle that guides decision-making. It is broad, general, intangible and difficult to measure. Objectives: Each goal has a supporting objective(s) which is measurable and tangible. Strategies: Every objective has strategies that define how the objective will be achieved. Priority Actions: Actions are specific activities that will be taken to deliver on the strategies and demonstrate results to achieve the objective.

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C O R E S T R E N G T H 1 : E D U C A T I O N A N D P R O F E S S I O N A L D E V E L O P M E N T

Goal To enhance best-in-class educational and professional development offerings for local government

professionals in BC

Objective Provide relevant high-quality, practical educational and training programs, conferences, workshops and

seminars to meet the current and emerging professional development needs of the local government

management community

Strategies:

1. Focus on LGMA’s competitive advantage as the recognized resource for practical,

professional training and development for local government in BC

Priority Actions:

1.1 Remain focused on a limited number of key programs and make annual updates and refinements to LGMA and LGMA-CapU MATI programs and LGMA educational programs with an emphasis on leadership succession needs/demands. The following topics will be considered priorities over the next five years:

• Change management

• Situation assessment/political acumen

• Negotiations and dispute resolution skills

• Strategic communications

• Stakeholder relations, public engagement and consultation

• Professional integrity and ethics

• Strategic planning

• Performance management

1.2 Develop and revise technical skills programs where LGMA has exclusive expertise to reflect legislative, regulatory or policy changes. The following topics will be considered priorities over the next five years:

• Bylaw drafting

• Legislative requirement

• Legal updates

• Elections

• Freedom of Information

• Records management

• Approving Officers

1.3 Ensure educational programming addresses the special needs of new entrants and

young professionals to the local government system 1.4 Prepare an education plan every September to guide educational and professional

development for budgeting and programming purposes for the following calendar year

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2. Increase access to professional development and training through expanded delivery options

Priority Actions

2.1 Review and update webinar and online training options with the aim to develop and deliver new programs in online formats or mixed-mode (face-to-face + online) which could include:

• Legal education

• Bylaw drafting

• Freedom of Information

• Records management/Information Governance

• Elections

2.2 Investigate options for new in-person course locations, including developing and delivering more two-day programs to facilitate networking and accommodate regional and travel considerations. Efforts will be made to coordinate and partner with Chapter events where viable.

2.3 Expand partnerships for co-delivery of professional development and education options

outside of LGMA’s exclusive expertise, which could include:

• Human resources

• Procurement

• Asset management

• Business case development

• Project management

• Supervisory skills

• Time management

• Financial management

• Succession planning

• Bylaw enforcement

• Fire/Emergency management and climate change adaptation

• Managing stress

• Presentation skills (written and verbal)

• Communications

2.4 Investigate the value and potential of a “train the trainer” program to enable knowledge

transfer and mentoring

3. Enhance current First Nations programming to strengthen engagement and collaboration within the local government system

Priority Actions 3.1 Incremental development and testing of new programs with First Nations agencies and

training partners in areas such as:

• Cultural communications

• Land use planning

• Legal frameworks

• Service provision and delivery Performance Measures/Success indicators

• 90% of full course enrolment for every educational program

• 80% or above program satisfaction with content, materials, speakers, accessibility and value for fees for every educational program

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C O R E S T R E N G T H 2 : P R O F E S S I O N A L N E T W O R K I N G

Goal To support professionals in the local government sector to make connections and build enduring, mutually beneficial professional relationships

Objective Deliver well-organized and recurring opportunities throughout the province to increase the prospects for local government professionals at all levels to effectively network as a catalyst for personal and professional success Sustain LGMA’s liaison role within the broader local government system to strengthen and leverage sectoral relationships

Strategies

1. Program and dedicate sufficient time and space at annual professional development events

to encourage successful networking

Priority Actions

1.1 Program defined networking time at:

• Annual Conference (including Approving and Communications Officers Workshops)

• CAO Forum

• Clerks and Corporate Officers Forum

• Administrative Professionals Conference

• MATIs

• Educational programs

1.2 Design networking events that can attract, identify and connect participants to

potential mentors and identify opportunities to embed succession planning

activities/themes in networking events

1.3 Ensure active, facilitated networking for interns, co-op students and other potential

new entrants to the profession at events 1.4 Utilize professional development events to ensure exchange of local government-

related learning, information, new trends and best practices, such as:

• Encourage e-messages during events for networking

• Develop an App for sharing best practices post-event

• White papers

• Collecting information and circulating following events

• Online networking training

1.5 Increase interactions and potentially partner with Chapters to support professional

networking, including opportunities for online virtual networking 1.6 Maintain and expand relationships with key government ministries and agencies

responsible for areas of member interest (e.g. UBCM, MAH, IIMC, UVIC, CapU) and extend invitations to networking events

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2. Leverage dedicated networking opportunities at LGMA events in order to accelerate and sustain the success of the Association

Priority Actions

2.1 Build on LGMA’s practice to connect to members and tap into expertise for volunteer

support and advisory services 2.2 Utilize networking events by Board members, advisory committee members and staff

to proactively:

• Identify Association ambassadors to assist with new program development or promotional support of the Association

• Identify potential volunteers for advisory committees or guest faculty/presenters for educational/professional development events and activities

• Solicit Large Urban Caucus topics of interest

• Promote the benefits of belonging to and supporting LGMA

• Ensure new entrants to the profession are welcomed, introduced and acknowledged

Performance Measures/Success indicators

• 80% Excellent/Very Good evaluation feedback on formal networking events

• 80% Excellent/Very Good evaluation feedback confirming opportunities were created for mentor connections

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C O R E S T R E N G T H 3 : L O C A L G O V E R N M E N T R E S O U R C E M A T E R I A L S

Goal To anticipate current and future professional resource needs in the local government sector

Objective Develop and distribute manuals, publications and other best-practice resource tools to meet the specialized needs of local government professionals in BC

Strategies

1. Refine, update and redevelop manuals and toolkits based on legislative changes, legal

rulings and best practices

Priority Actions

1.1 Review legal and legislative requirements and identify volunteers and engage experts to

ensure best practice examination. Complete updates as required to:

• 2012 Records Management Manual, Fourth Edition

• 2012 Freedom of Information and Protection of Privacy Act Toolkit, Second Edition

• 2012 Guide for Approving Officers, Fifth Edition

• Elections Manual

• 2010 Human Resources Toolkit for Local Government Organizations, First Edition

2. Develop new professional resources to support emerging program areas

Priority Actions

2.1 Work with volunteer advisory committees, local government experts, and external partners

to identify new resource requirements, such as:

• Fire Governance

• Emergency Management (including climate change adaptation)

• First Nations (relationships, land use systems/planning, service agreements, legislative frameworks)

• Stakeholder Engagement

• Bylaw Drafting

• Bylaw Enforcement

2.2 Ensure Exchange magazine provides a professional development focus linked to LGMA educational priorities and align Exchange editorial plans with annual Education Plan

3. Evaluate demand, pricing, and format of publications and resources from the local

government professional community

Priority Actions

3.1 Survey membership annually during membership renewal for preference for print

requirements for Exchange, manuals and other LGMA resources

3.2 Review delivery options based on technology changes

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Performance Measures/Success indicators

• 80% or above level of satisfaction in professional resource materials based on evaluation feedback

• 100% cost recovery achieved for each resource material produced

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C O R E S T R E N G T H 4 : S E R V I C E S F O R M E M B E R S

Goal To offer member services that deliver a return on their membership investment

Objective Make member services available that meet the specialized needs of local government professionals in BC Strategies

1. Deliver valuable membership services

Priority Actions

1.1 Continue to deliver existing member services that have confirmed value and ensure

continuity of service providers:

• Pension advisory services

• Career transition services

• Employment Compensation Toolkit

1.2 Evaluate and reconsider/refresh current member services:

• NZ Overseas Exchange with Society of Local Government Managers of New Zealand

• ALAT/Tanzania Capacity Support Program with FCM

• TeamWorks

• Temporary Employee Database

1.3 Explore new value-added services, particularly those that help to mitigate professional risk

to local government professionals and those that are meaningful for GenX/Y members such as:

• Career Counselling

• Executive coaching

• Formal mentoring

• Internships

• Recognition Awards

• Leisure/Personal incentives and discounts

1.4 Provide venue/opportunity including online forums for members to engage in discussions on

key policy issues, such as:

• Community Charter updates

• New AGLG audit priorities

• Labour cost containment

Performance Measures/Success indicators

• 10% improvement in satisfaction levels year over year with services over 2013 baseline

• 50% increased awareness of member services in 2018 over 2013 baseline

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C O R E S T R E N G T H 5 : M E M B E R S H I P A N D V O L U N T E E R D E V E L O P M E N T , E N G A G E M E N T & R E T E N T I O N

Goal To ensure a sustainable operating model with sound governance and fiscal health that delivers value to a strong membership base

Objectives Sustained membership numbers in the Association with active members from both urban and rural local governments Greater Association visibility and profile with local government professionals in BC to promote financial growth and operational sustainability

Strategies

1. Ensure membership is open and affordable to local government managers who want to join

Priority Actions

1.1 Confirm membership definition (e.g. CAOs, Clerks, Senior Managers, others) through

Board review 1.2 Review membership policies and membership fee structure including options to:

• Examine potential to combine LGMA and Chapter fees

• Create online application/registration

2. Improve communications and outreach with membership

Priority Actions

2.1 Increase awareness of LGMA educational and professional development offerings and member services by:

• Expanding databases for email communications beyond current membership

• Revamping the website for improved visibility of program offerings and automate web functions with membership database

• Developing an integrated web/email/social media educational promotional strategy

• Surveying members and non-members biannually on interest in new educational and service options

2.2 Develop new communication options with members to demonstrate value including:

• Weekly newsletter with links to specific services

• Prepare membership package describing membership benefits to be sent to CAOs annually

• Include membership benefits information in conference packages

• Develop outreach (e.g. Mini MATI Foundations) for young/new managers

• Identify opportunities to engage and develop partnerships with large urban municipalities

• Design a First Nations engagement strategy aligned with membership and educational priorities

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2.3 Develop a marketing strategy to enhance LGMA’s profile

• Website revamp

• Increased tradeshow presence

• SWAG

• Social media

• Review LGMA presence on CivicInfo and improve visibility and linkages

• Revamp the Pumping the Profession video and communications materials

• Work with UBCM, FCM, CAMA and GFOA to develop materials to respond to public criticism of the profession and promote local government career options

• Promote internships

2.4 Develop a volunteer recruitment strategy

• Align with professional educational and networking objectives

• Promote volunteer recognition and awards program

2.5 Develop event and communications plans for LGMA’s 100th Anniversary

3. Enhance internal operations to support organizational stability and good governance

Priority Actions

3.1 Develop a LGMA Board recruitment plan and Board orientation 3.2 Develop a LGMA staff succession plan 3.3 Conduct a review and analysis of LGMA office technology capacity to support

governance, communications and promotion requirements 3.4 Review and update LGMA policies 3.5 Monitor, evaluate and report on progress against the strategic plan and where

appropriate, recommend amendments

Performance Measures/Success indicators

• 100% of local government have a membership LGMA by 2019 (100th Anniversary)

• 25% increased non-member awareness of LGMA in 2018 over 2013 baseline

• Defined member market

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I M P L E M E N T A T I O N :

The LGMA has committed considerable resources to strategic planning with the result being a focused

plan that can guide the work of the Association over the next five years.

To further the Association’s progress, a number of steps are recommended to complete and implement the

Strategic Plan.

Adoption of the plan by the LGMA Board

Once the Board is satisfied that the objectives and actions can be effectively resourced, the

Board should adopt the plan.

Communication of the plan to the membership

The Board may wish to communicate all or some part of the Strategic Plan to the membership at

the Annual Conference, via direct communication to the membership and on the website.

Identify required resources & scheduling

Staff to detail the resources necessary to carry out each of the objectives and actions each year

and to develop a schedule for the work as part of the yearly workplan and budget process. This

step should include identification of staff resources and funding sources. This should be completed

annually through 2019.

Progress Updates

Staff should provide annual updates to the Board on the status of the initiatives detailed in the

plan.

Annual Strategic Plan Review

An annual review of the plan should be undertaken to ensure appropriate adjustments are made

to work plans and that emergent issues are addressed.

Maintenance of the Strategic Plan Document

In order to make the information and direction contained in the Strategic Plan accessible to the

LGMA Board, Staff and membership it is important that a single, clear, and comprehensive

Strategic Plan document be maintained. This will help to ensure the direction and expectations of

the Board are clear and the institutional memory of the organization is maintained. It will also

ensure that annual updating and maintenance of the plan is made relatively straightforward.