The Town of Grand Bay-Westfield is a beautiful community nestled between the shores of the Saint John River & the Appalachian Mountains next to the historic city of Saint John. With a population of 6,000, Council's vision is ensuring a focused intent on providing a good quality of life for residents and a positive environment for business.Successfully developed & implemented a growth plan to ensure the Town thrives including Economic Development Action Plan, Parks & Recreation Comprehensive Master Plan, updated Municipal Plan and Zoning By-law to be user friendly for business and residents, Communications Plan, three-year operating forecast, five-year capital plan, five-year sewage forecast & Fire Department Strategic Plan with defined Levels of Service.Smart Growth: Led Council through a strategic planning process to enable Council to achieve their electoral goals & address the needs of the Town including a multi-year tactical plan.Successfully amended the Municipal Plan to encourage economic & residential growth.Discerned barriers to economic growth and initiated steps to remove barriers such as identifying appropriate ground water (potable) sources & inefficient levies.Ensuring a high performing Council and effective Council & Administration teamwork, developed Council Good Governance Directive establishing obligations ranging from the election period to the end of Council’s term.To ensure organizational capacity to undertake strategic priorities, conducted organizational reviews of all departments resulting in organizational changes, policy and process changes, defined levels of services and recruiting additional staff to meet minimum levels of service.Infrastructure & Climate Adaptation: Prudently implemented the Town’s Climate Action Plan and achieved targets ahead of schedule and on budget.Community Vitality: Built an appropriate tactical plan, based on the Parks and Recreation Master Plan, including timelines and budget estimates for allocation.

Association of Municipal Administrators of New Brunswick’s, (AMANB) Fiscal Reform Committee is an ad-hoc committee established to examine and propose changes to the fiscal policies, practices, and structures related to local governance in the province of New Brunswick. The committee's primary focus is to be on enhancing the financial sustainability, efficiency, and effectiveness, as well as addressing any fiscal challenges or disparities faced by local governments within the province.The main goal of the committee is to foster a more sustainable and equitable fiscal environment for local governments in New Brunswick, ultimately aiming to enhance service delivery and quality of life for residents across the province through our support of the two municipal associations.

Atlantic Representative for the Genesis Reciprocal Insurance Exchange.Genesis is one of Canada’s oldest, largest, and most respected reciprocal insurance exchanges. Genesis is operated and serviced by RMA Insurance.Priorities1. We prioritize subscriber relations and transparent two-way communication.2. We focus on delivering sustainable and competitive rates for subscribers.3. We lead with risk management education, research, and best practices.4. We promote subscriber culture focused on risk management and program ownership.https://genesis.rmainsurance.com/

the purpose is to increase the capacity and professionalism of municipal administrators in New Brunswick

Envision Saint John: The Regional Growth Agency is a new approach to economic development in the metropolitan Saint John region to grow the economy. It is a regional partnership including Grand Bay-Westfield, Hampton, Rothesay, Quispamsis, Fundy St. Martin, Fundy Rural District and Saint John with the Government of New Brunswick actively supporting the new agency.Member of the Economic Development Strategic Plan Steering Committee (2024).Committee member of the Organizational Strategic Plan Steering Committee (2021).

Determining how to move forward to best manage risk through alternate finance systems. Resulted in Canoe Insurance through the Genesis Insurance Exchange Reciprocal coming to New Brunswick. GB-W's saving was almost $90,000.

working with other communities and provincial departments to adapt to the "new normal", strengthen resiliency and build back better.

The objective is to:1. Share information and discuss any in-year financial challenges facing local governments as a result of COVID-19; 2. Discuss the adequacy and use of existing financial tools, such as borrowing and debt, and suggest changes where needed to support municipal sustainability during and post-state of emergency; and3. Provide advice to the Ministry on how to best align 2021 property tax, local tax tools and 2021-22 municipal funding framework to ensure the long-term viability of the sector and support Saskatchewan’s economic recovery.

Provide governance to a destination marketing organization along with regional representatives including First Nations partners, other communities, Parks Canada, and the private sector.

Battleford is a fast growing town with 4,500 residents according the Census of 2016. Situated with beautiful views along the North Saskatchewan River and Battle River, Battleford was the first capital of the Northwest Territories. As one of the fastest growing communities in Saskatchewan, Battleford has seen the development of three new subdivisions and a growing industrial park. Being CAO is about working with Council, residents, businesses, community service groups, and stakeholders to build a healthy and vibrant community that is beautiful, just, fulfilling, and friendly. Through Council's strategic plan I am responsible to: 1. facilitate a safe, healthy, and inclusive community. 2. ensure sustainable infrastructure and services. 3. develop organizational capacity and provide excellence in government. 4. cultivate economic prosperity for sustainable growth. 5. encourage an historic, creative, and active community. and 6. collaborate with regional partners.Recent highlights include: lagoon upgrade, co-authored regional framework agreement, initiated Joint Parks & Rec Master Plan with City, commuity engagement to rehabilitate historic buildings, new water pumphouse & reservoir, and new DSAs.

CAMA;s Awards of Excellence Program encourages the improvement of the art of municipal management to recognize the specific contributions achieved by members of the Association.

The goal of the Committee is to prepare a Political Acumen Toolkit that will support CAOs, direct reports and the next generation of leaders that are already in local government jobs. This should be a multi-model that can be communicated to the difference audiences through a variety of channels (i.e. a paper, brochure, presentation, webinar, presentation at a Conference, etc.). This could be a toolkit for the CAO but also for the CAO to present to their successors in their own organization.This toolkit should include advice on the following themes:• Self-Awareness; • Mentoring, Experience and Training;• Governance;• Relationships; and• Managing Personal Risk (i.e. speaking truth to power)

Mission: We provide ownership and protection for urban governments and related entities throughout the province by offering municipal insurance, risk management and premium stability.Vision: SUMAssure – providing risk management solutions for all Saskatchewan cities, towns and villages.Values: SUMAssure is committed to the following fundamental principles and beliefs. These principles and beliefs guide our behaviours, decision-making processes, actions, programs and services:• Reliable - We are dependable, consistent and trustworthy• Integrity - Our processes are fair, ethical and transparent• Responsive - We make every effort to meet the needs of our subscribers• Strategic - We think, plan and operate in a planned and strategic manner• Transparent - We are open and accountable to our subscribers and partners• Collaborative - We work in partnership with our subscribers and strategic partners• Innovative - We are progressive and dynamic organization open to new ideasThe SUMAssure Insurance Reciprocal is a not-for-profit reciprocal insurance exchange owned by its subscribing urban municipalities. SUMAssure is devoted exclusively to providing Saskatchewan’s urban municipalities with the best possible insurance program at the lowest possible cost. SUMAssure insures almost $3 billion of municipal assets.

The Federation of Canadian Municipalities is the national voice of municipal government representing 90 per cent of Canada's municipal population. United, we tell our story, partner constructively with the federal government, influence policy and programs, and get resultsFCM has been the national voice of municipal government since 1901. Members include Canada's largest cities, small urban and rural communities, and 20 provincial and territorial municipal associations.Municipal leaders from all parts of Canada assemble annually to establish FCM policy on key issues. The committees I contribute to include: • Community Safety and Crime Prevention - Policing, crime prevention, community corrections, emergency preparedness and management. • Social-Economic Development - Housing and homelessness; cultural and community infrastructure, immigration and municipal-Aboriginal relations, aging. • Rural Forum - Infrastructure investments, rural economic development, diversification of resource-based communities, interdependencies between rural and urban communities.

SAMA is an independent agency with responsibility to:· the Province of Saskatchewan;· local governments (municipalities); and· property owners.Provincial legislation mandates SAMA to:· develop and maintain the province’s assessment policies, standards and procedures;· audit assessments, and review and confirm municipal assessment rolls; and· provide property valuation services to local governments (municipalities).SAMA’s task, in a nutshell:· SAMA provides reliable, up-to-date property assessment valuations – the pillar upon which governments set tax policy and property tax rates.The mandate of the Advisory Committee:Provide advice to the Board, with respect to urban and northern municipalities with less than 30,000 population, on the following:· Assessment policies and practices, as they apply to urban municipalities with less than 30,000 population including manuals, reassessments, schedules, modeling, etc.· The legislative amendments required to implement a successful revaluation.· Appropriate communications strategies for implementing reassessments in urban municipalities with less than 30,000 population.· Any other matters referred to the Committee by the SAMA Board.

ACHIEVE Training Centre provides training and consulting services related to leadership development and organizational performance.Dealing with Difficult PeopleEveryone encounters difficult people on a regular basis and typically conversations with them leave people feeling frustrated, stressed, angry and tired. This workshop will analyze what is happening in those exchanges and demonstrate how people can adapt their strategies to bring about more productive conversations with those they find difficult. The effect of intervention styles will be explored, in particular, how different styles interact with each other.Coaching Strategies for Leaders – Conflict, Performance, ChangeEffective leaders inspire positive growth, change and healthy work relationships. This webinar focuses on providing leaders with a set of tools to bring out the best in the people they lead. It will examine the mindset necessary to lead others through the difficult moments they encounter in their working careers. Participants will learn a coaching model for working with their employees to enable changes in behaviour, promote performance and resolve conflict.

The specific objectives of the Kindersley Health Services Needs Assessment are to: - Complete an assessment of current and anticipated demand for primary care, acute care, EMS, and long term care services in the service area; - Identify strengths, weaknesses and major issues relating to access to health care services, including the attraction and retention of family physicians within the region; - Engage physicians, other health care providers, the public, the Foundation and other key stakeholders in identifying health services issues to be addressed and potential solutions; - Identify creative options and approaches to organizing the delivery of health care and physician services, which may improve access and enhance quality; and - Evaluate options and recommend specific approaches and strategies within the context of the legislative and policy frameworks of Saskatchewan Health and the Province.

The Mayor is responsible for overseeing departments and executing policies, including: - Assuring that all Town services are delivered to the citizens of Kindersley in an effective, efficient, and equitable manner and in compliance with Town Council policy; - Through the budget committee encouraged administration to develop business plans to demonstrate viability of new initiatives and solicit public suggestions earlier. - Overseeing long-range planning and improvement of departmental management and service delivery; - Communicate stakeholder concerns to Administration for the purpose of improved service delivery- Serving as a catalyst for developing community-wide goals and mobilizing the resources to attain them - one of the goals we are working towards is Phase 2, The West Central Community Centre.- Serving as the primary outreach arm of the Town government to other cities and other government entities. - Director, Sask Central Victim Services Board - Urban Co-Chair of West Central Municipal Government Committee - Successfully represented Kindersley to Ministers of Health to address healthcare challenges in Kindersley and area resulting in more attention being directed towards Kindersley and District - Successfully advocated for financial assistance for the replacement and repair of destroyed arena resulting in assistance of $3.4 millionThe Council provides the strategic direction for the Administration to pursue including: the mission, policies, and values to guide the achievement of our goals. - Ongoing work to develop the Official Community Plan leading to a Strategic Plan - Initiated Council conversation to determine prioritiesThe Council ensures that the executive performs their duties and implements our vision, mission, policies, and values, as effectively and efficiently as possible. - Engage the CAO on behalf of Kindersley ensuring reasonable services are delivered at reasonable costs

The heart of Teo Lakes Consulting is to equip the businesses, communities, and not for profits of West Central Saskatchewan and East Central Alberta to turn their vision into reality.As a rural management consulting group, Teo Lakes Consulting is focused on serving rural businesses, communities, and not-for-profit groups implementing their vision for a sustainable future.Teo Lakes Consulting provide general management and socio-economic consultancy services.Due to the nature of the region and its economy, strategic alliances will be developed with other consulting firms and organizations to ensure businesses, communities, and not-for-profit groups have access to the resources they need to fulfill their vision through Teo Lakes Consulting.ObjectivesTo grow the capacity of businesses, communities, and not-for-profit groups to ensure their sustainability.To contribute to the sustainability and improve the quality of life in rural communities.Recent Projects- Building rural community capacity to address rural issues using locally developed and implemented tactics. - Project Management of a multi-media project addressing youth drug use partnering with International, National, Provincial, and Local sports organizations. - HR Compensation Strategy for a Crown Corporation.- Strategic renewal for a Crown Corporation.- Business plan development for a growing business.- Business plan development and marketing for a NCATS Racing Team.- Renewal Exercise for a non-profit organization.- Organizational review and strategic development for a government organization.- HR Compensation Strategy for a non-profit organization.- HR Handbook development.- Organizational review for a non-profit organization.- Governance review of a non-profit to achieve greater results.- Development of a business plan template to be used for individuals to grow their own brand over a variety of multi media platforms.

The West Central Municipal Government Committee (WCMGC) is a committee of the urban and rural municipalities of West Central Saskatchewan bounded by the South Saskatchewan River in the south, Hwy 16 in the north, the Alberta boundary for the west and skirting around Saskatoon in the east including Outlook.The purposes of the WCMGC include:- to share information among member municipalities and between levels of government including Sun West School Division and Heartland Health Region;- and to lobby the provincial and federal government regarding challenges and opportunities in West Central Saskatchewan

Leader Alliance Church is a small rural church with about 60 adherents and members serving Leader and area with regular Sunday morning services. - Through expository preaching of Matthew I used a variety of sources and means to link biblical times with contemporary culture to effectively communicate relevant and edifying messages. - On a casual basis provided governance, pastoral care, and strategic support as the church prepared for a new pastor.

Koenig and Associates is the largest independent human resources and organizational development consulting firm in Saskatchewan. Since 1994 we’ve successfully completed well over 400 projects for more than 200 clients in the public, private and non-profit sectors. We’re based in Saskatoon, Saskatchewan with a national reach achieved through strategic alliances and affiliations. Our clients range in size from mid-size organizations to large global companies with offices in western Canada. They know that a strategic approach to HR has a direct impact on the bottom line and they expect measurable results. We’re happy to deliver.We’ve developed a reputation for expert advice and counsel, grounded in solid research and experience. Our clients develop long term relationships with us for several reasons:

Initiated, designed, presented and launched a successful chapel program for the Red Wings with Hockey Ministries International.Successfully coached the ‘Captains’ regarding their leadership skills providing tools for their use at the request of team management resulting in better team chemistry and unity.Designed and implemented weekly studies for interested teammates.Counselled players on various topics ranging from academic matters and career counseling to alcohol abuse and sex abuse.We won the Canadian National Championship, the RBC Cup, in May of 2005.

Weyburn Free Methodist Church: 2004Identified and provided solutions for issues surrounding leadership, administration, governance, and teaching.Enabled the initiation of new ministries through equipping and encouraging volunteers.Provided leadership through sermon presentation, leadership development, vision setting, strategic planning and discipleship.Helped the church through the initial stages of a difficult transition after a long-term pastorate through identifying staffing, policy, and governance issues.Reinvigorated collapsed youth ministry with parental support including: vision setting, strategic planning, policy development, and leadership development.Inspired, encouraged, and coached the successful launch of a men’s ministry including an operational framework.

Identified socio-economic barriers to economic development and confronted the challenges through identify methods and partners to work through the socio-economic and political issues.Provided research, communication and presentation support for the Non-Renewable Resource Development Strategy negotiations with the Government of Canada:Research included analysis of treaties, policies, economic data and stakeholder interests to identify barriers to economic development.Provided research, analysis, and communication support for the development of a new economic strategy by the “Economic Strategy Panel” of 1999:Appointed to the “Mackenzie Valley Community Impacts Committee” of 1999 examining the socio-economic impact of large-scale oil and gas development upon small aboriginal communities:Initiated and Developed a “How to Start an E-Commerce Business” manual for residents of the Northwest Territories in 1999. Distributed on CD Rom.Developed and delivered presentations regarding e-commerce outlining the growing importance of e-commerce, encouraging the growth of e-commerce in the NT and its potential impact upon the NT. Contributed to the Development of a Business Start-Up CD ROM for the NT through the development of a ‘How to Manual’ including business plan templates.Research and analysis including editing the “Growing Business” component of the 1998 Economic Strategy for Nunavut and the Northwest Territories.Database management of socio-economic data.Managed consultants on various projects.

Part of a team that completed a socio-economic impact analysis for Diavik Diamond Mines successfully used in their environmental assessment hearings. 1997Developed relationships with community leaders in the affected area to develop a socio-economic profile of baseline data in the region.Wrote socio-economic baseline profile and developed community socio-economic profiles.Reviewed and analyzed the Proposed Child and Family Services Act for the City of Yellowknife concluding with recommendations. Reviewed, analyzed, and provided recommendations for the Community Empowerment Initiative for the City of Yellowknife regarding Public Housing. 1996Researched and presented “The Recruitment and Retention of Physicians in the North” for CBC North Radio Commentary. 1996