U.S. Department of the Treasury

Treasury publishes 2024 national risk assessments for money laundering, terrorist financing, and proliferation financing.

Reports Confirm and Update Key Illicit Finance Concerns in Response to Evolving Threat and Risk Environment 

WASHINGTON –  Today, the U.S. Department of the Treasury published the 2024 National Risk Assessments on Money Laundering, Terrorist Financing, and Proliferation Financing. These reports highlight the most significant illicit finance threats, vulnerabilities, and risks facing the United States. 

The reports detail recent, significant updates to the U.S. anti-money laundering/counter-financing of terrorism framework and explain changes to the illicit finance risk environment. These include the ongoing fentanyl crisis, foreign and domestic terrorist attacks and related financing, increased potency of ransomware attacks, the growth of professional money laundering, and continued digitization of payments and financial services. These assessments also address how significant threats to global peace and security—such as Russia’s ongoing illegal, unprovoked, and unjustified war in Ukraine and Hamas’s October 7, 2023 terrorist attacks in Israel—have shaped the illicit finance risk environment in the United States.

Today’s publications are the fourth iterations of the money laundering and terrorist financing risk assessment, and the third update of the proliferation financing risk assessment, in less than a decade. The public and private sectors can use these updated risk assessments to better understand the current illicit finance environment and inform their own risk mitigation strategies. 

“Whether it’s terrorism, drug trafficking, Russian aggression, or corruption, illicit finance is the common thread across our nation’s biggest national security threats,” said Under Secretary of the Treasury for Terrorism and Financial Intelligence Brian E. Nelson. “Treasury, through our National Risk Assessments, is at the cutting edge of analyzing the global risk environment to protect the U.S. and international financial systems from abuse by illicit actors. We urge both the public and private sectors to engage with these reports, as well as our forthcoming National Strategy for Combatting Terrorist and Other Illicit Finance.”

Key findings:

  • Money Laundering : Criminals use both traditional and novel money laundering techniques, depending on availability and convenience, to move and conceal illicit proceeds and promote criminal activity that harms Americans. The crimes that generate the largest amount of illicit proceeds laundered in or through the United States remain fraud, drug trafficking, cybercrime, human trafficking and human smuggling, and corruption. The United States continues to face both persistent and emerging money laundering risks related to: (1) the misuse of legal entities; (2) the lack of transparency in certain real estate transactions; (3) the lack of comprehensive AML/CFT coverage for certain sectors, particularly investment advisers; (4) complicit merchants and professionals that misuse their positions or businesses; and (5) pockets of weaknesses in compliance or supervision at some regulated U.S. financial institutions. 
  • Terrorist Financing : The United States continues to face a wide range of terrorist financing threats and actors, both foreign and domestic. Consistent with the 2022 risk assessment, the most common financial connections between individuals in the United States and foreign terrorist groups entail individuals directly soliciting funds for or attempting to send funds to foreign terrorist groups utilizing cash, registered money services businesses, or in some cases, virtual assets. The 2024 report also discusses Hamas and the ways they exploit the international financial system, including through solicitation of funds from witting and unwitting donors worldwide. Additionally, domestic violent extremist movements have proliferated in recent years, posing an elevated threat to the United States and continued challenges for law enforcement.
  • Proliferation Financing : Russia and the Democratic People’s Republic of Korea (DPRK) presented heightened risk since the 2022 assessment. To support its unlawful war in Ukraine, Russia has expanded efforts to illegally acquire U.S.-origin goods with military applications using a variety of obfuscation techniques, such as the use of front companies and transshipment points around the world. Networks linked to the DPRK increasingly exploit the digital economy, including through hacking of virtual asset service providers and the overseas deployment of fraudulent information technology workers.

Treasury’s Office of Terrorist Financing and Financial Crimes led the assessment process and coordinated closely with offices and bureaus across the Department, relevant law enforcement and regulatory agencies, staff of the federal functional regulators, and across the intelligence and diplomatic communities.

In the coming weeks, Treasury will release the 2024 National Strategy for Combatting Terrorist and Other Illicit Finance, a strategic plan directly informed by the analysis contained in the risk assessments. In the strategy, Treasury will share recommendations for addressing the highlighted issues. This valuable feedback has aided Treasury in assessing and addressing illicit finance risk identified in prior iterations of the strategy to support improvements to the AML/CFT regime, including the launching of the new beneficial ownership reporting requirement that went into effect on January 1, 2024, and informing forthcoming proposed rules to address illicit finance vulnerabilities in the residential real estate sector and for certain investment advisers.

The 2024 National Money Laundering Risk Assessment

The 2024 National Terrorist Financing Risk Assessment

The 2024 National Proliferation Financing Risk Assessment

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What Makes a Good Report? 3 Effective Reporting Writing Tips

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Have you ever read such a good report that it made you stop in your tracks?

If the answer is no, we're about to teach you how to write one.

Reports don't have to be boring. They can all follow a similar structure but there are key elements that make up a good report. 

Discovering what makes a good report through reading

In this article, we'll outline what makes up a good report and we've included 3 effective report writing tips just for you too. 

  • Define Objectives
  • Structure for Success
  • Tailor to Your Audience

1. Define Objectives

First, take some time to think about the purpose of the report. Do you need to describe, explain, recommend or persuade? Having a clear purpose from the outset ensures you stay focused, making it easier to keep your reader engaged.

Choosing objectives can be tough if you've got a lot you want to cover in one report. Report writing training courses are great for this as they teach you how to target your writing to an audience while keeping your copy clear and concise.

See our upcoming written communication courses and book your place today .

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2. Structure for Success

When writing reports, your job is to make it easy for the readers to find the information they want. The structure is undoubtedly the most important part. To write reports that deliver maximum impact, we recommend the following order of presentation.

  • Title or title page.
  • Contents list if the report is on the longer side.
  • An abstract for formal reports , such as scientific research. At its core, it’s a summary and shouldn’t be more than 120 words.
  • The introduction should be brief and answer any questions such as topic, the reasoning for the report, background and methodology.
  • Discussion is the main body of the report and should be clearly organised. Few readers will read every word of this section. So start with the most important part when writing each paragraph.
  • The summary and conclusions need to be brief. Sometimes you might have to combine the summary, conclusions and recommendations and circulate them as a separate document. This is so people can get the information they need without having to read the whole report.
  • The appendix is for readers who need the materials to study the report in depth. Relevant charts, sources and tables should go in the discussion where readers can use them. But if they’d disrupt the flow of the report, you can put them here instead.

If you use clear headings and have a full contents list at the start of the report, you should find this is enough to show where each part begins, and ends and to cross-reference if necessary.

3. Tailor to Your Audience

As with any public sector writing, you need to keep your audience in mind the entire time. You know your service area or department inside and out, but the reader may not. Always make sure you use simple language and explain complicated policies.

Using active voice (where possible) rather than passive can be incredibly captivating. Instead of a  decision has been taken to' , write ‘ we have decided to ’. It’s clear and engaging and it’ll resonate with the reader so much more.

Want to find out more about report writing courses? See what you could learn .

Writing More Effective Content in the Public Sector Starts Here

Report writing is just one of the styles you’ll need to adapt your writing to. There are also briefs, complaints, taking minutes and more. 

So, we’ve combined all this useful information in one easy-to-access guide and added some extra tips for sharpening up your copy. 

Click below to get your free copy.

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Features of Report Writing: A Brief Overview

Features of Report Writing explores key elements like clarity, accuracy, objectivity, structure, visual aids, evidence, and recommendations. These features ensure effective communication by presenting information, substantiating claims with credible evidence, and providing actionable recommendations.

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Table of Contents  

1) What is Report Writing? 

2) Features of Report Writing 

     a) Clarity  

     b) Accuracy  

     c) Visual aids  

     d) Evidence  

     e) Structure  

     f) Recommendations  

     g) Objectivity 

3) Steps to write a Report 

4) Conclusion 

What is Report Writing ?  

Report Writing is a systematic and structured process of gathering, analysing, and presenting information in a formal document. It is a vital communication tool used across various fields, including academia, business, government, and research. Reports serve the purpose of informing, analysing, and making recommendations based on gathered data and research findings .   

The process typically involves:  

a) Defining the purpose and scope of the Report 

b) Conducting thorough research 

c) Organising the collected data 

d) Presenting the information clearly and concisely 

Reports can vary in complexity, from simple one-page documents to extensive research papers, business proposals, or technical manuals. Effective Report Writing requires a keen understanding of the target audience, as well as the ability to convey complex ideas understandably .   

It involves structuring the content logically, ensuring coherence and consistency, and providing evidence-based conclusions or recommendations. Well-written Reports facilitate informed decision-making, problem-solving, and knowledge dissemination within organisations, making them invaluable tools for conveying critical information and contributing to the overall success of various endeavours. 

Report Writing Training

Features of Report Writing  

To help you create an effective Report, here are some of its Features of Report Writing:  

Features of Report Writing

Clarity  

Clarity in Report Writing is crucial. It ensures that complex ideas and data are presented straightforwardly and understandably. A clear Report leaves no room for ambiguity, allowing readers to grasp the information effortlessly. Achieving clarity involves:  

a) Using simple and precise language 

b) Structuring sentences and paragraphs logically 

c) Employing visuals like charts or graphs for better comprehension 

When a Report is clear, readers can quickly discern the key points, making it an effective tool for conveying information, aiding decision-making, and facilitating meaningful communication in various professional and academic contexts. 

Accuracy   

Accuracy is a pivotal feature in Report Writing, ensuring the information presented is precise, reliable, and error-free. It demands thorough research, attention to detail, and fact-checking to substantiate claims and findings. Inaccurate data can mislead readers and compromise the Report's credibility .   

Writers must verify sources, use reliable data collection methods, and cross-verify information to maintain the Report's accuracy. Precision in language, adherence to established methodologies, and rigorous analysis contribute to the overall accuracy of the Report. A meticulously accurate Report enhances its reliability and builds trust, making it an invaluable tool for informed decision-making and academic discourse. 

Visual aids  

Visual aids are essential components of effective Report Writing, enhancing understanding and retention of information. Graphs, charts, tables, and images simplify complex data, making it accessible to a broad audience. These visuals provide a clear visual representation of trends, comparisons, and patterns, supplementing textual information.   

They are potent tools for emphasising key points, supporting arguments, and enhancing comprehension. Well-designed visuals make the Report visually appealing and help readers absorb information more efficiently. By presenting data visually, Report writers can engage their audience, simplify complex concepts, and reinforce the main ideas, ensuring the Report's message is communicated effectively.  

Evidence  

Evidence in Report Writing refers to factual data, examples, or expert opinions supporting the document's claims and conclusions. It serves as the foundation upon which reliable arguments and analyses are built. Strong evidence enhances the Report's credibility, persuading readers of the validity of the presented information.   

Researchers often rely on empirical studies, statistical data, surveys, or credible sources to substantiate their findings. They have correctly cited evidence not only validates the Report's assertions but also demonstrates the writer's thorough research and expertise on the topic. Evidence strengthens the Report's integrity, assuring readers that the information presented is well-grounded and trustworthy.    

Structure  

Structure in Report Writing refers to the organised framework that guides the presentation of information. A well-defined structure ensures logical flow, enabling readers to navigate the content seamlessly. It typically includes sections such as introduction, methodology, findings, analysis, conclusions, and recommendations.   

Each section has a specific purpose, contributing to the overall coherence of the Report. The structure provides a roadmap for the writer, ensuring that essential points are covered systematically. Clear headings and subheadings delineate different topics, enhancing readability. A structured Report improves comprehension and reflects the writer's professionalism and attention to detail, making the document more impactful and persuasive to its intended audience. 

Recommendations  

Recommendations in Report Writing are crucial suggestions based on the findings and analysis. These actionable insights offer practical solutions, strategies, or actions that address the issues highlighted in the Report. Recommendations are grounded in evidence, making them credible and valuable for decision-makers.    

Well-crafted recommendations are specific, feasible, and tailored to the context, providing a clear pathway for implementing changes or improvements. They serve as a guide for stakeholders, helping them make informed choices and take adequate measures. The quality and relevance of recommendations often determine the Report's impact, as they empower organisations and individuals to make positive changes based on the Report's insights. 

Objectivity  

Objectivity in Report Writing refers to presenting information and analysis in an unbiased, impartial, and fair manner. It demands writers separate personal opinions or emotions from presenting facts and findings. Objective Reports rely on empirical evidence, verifiable data, and expert opinions, ensuring the content is reliable and credible.   

By maintaining objectivity, the writer establishes trust with the readers, enabling them to form opinions based on the presented information. Objectivity is essential in research and professional contexts, allowing for an accurate representation of reality and fostering a balanced, rational discussion of the topic.  

Are you interested in improving your Report Writing skills? Register now for our Report Writing Training !  

Steps to write a Report  

Writing a comprehensive Report involves structured steps that ensure the document is well-organised, informative, and coherent. Here's a detailed overview of the essential steps to write a Report: 

a) Define purpose : Clarify the Report's objectives and scope. 

b) Research : Gather relevant information from credible sources.  

c) Organise : Structure the Report with clear sections and headings. 

d) Write introduction : Provide context, purpose, and research questions. 

e) Methodology : Explain research methods and data collection processes.  

f) Present findings : Display data using visuals, charts, or tables.  

g) Analysis : Interpret results, discuss trends, and draw connections. 

h) Conclusions : Summarise critical points, answering research questions.  

i) Recommendations : Suggest actionable solutions based on findings.  

j) Edit and proofread : Revise for clarity, coherence, and accuracy.  

Do you want to show your creativity and hone your writing talents? Sign up now for our Creative Writing Training !  

Conclusion  

Understanding the art of Report Writing is essential for effective communication. There are some Features of Report Writing which, when followed, can be efficiently prepared. These features include following a structured approach, defining clear objectives, conducting thorough research, and presenting findings logically and objectively. 

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Create a form in Word that users can complete or print

In Word, you can create a form that others can fill out and save or print.  To do this, you will start with baseline content in a document, potentially via a form template.  Then you can add content controls for elements such as check boxes, text boxes, date pickers, and drop-down lists. Optionally, these content controls can be linked to database information.  Following are the recommended action steps in sequence.  

Show the Developer tab

In Word, be sure you have the Developer tab displayed in the ribbon.  (See how here:  Show the developer tab .)

Open a template or a blank document on which to base the form

You can start with a template or just start from scratch with a blank document.

Start with a form template

Go to File > New .

In the  Search for online templates  field, type  Forms or the kind of form you want. Then press Enter .

In the displayed results, right-click any item, then select  Create. 

Start with a blank document 

Select Blank document .

Add content to the form

Go to the  Developer  tab Controls section where you can choose controls to add to your document or form. Hover over any icon therein to see what control type it represents. The various control types are described below. You can set properties on a control once it has been inserted.

To delete a content control, right-click it, then select Remove content control  in the pop-up menu. 

Note:  You can print a form that was created via content controls. However, the boxes around the content controls will not print.

Insert a text control

The rich text content control enables users to format text (e.g., bold, italic) and type multiple paragraphs. To limit these capabilities, use the plain text content control . 

Click or tap where you want to insert the control.

Rich text control button

To learn about setting specific properties on these controls, see Set or change properties for content controls .

Insert a picture control

A picture control is most often used for templates, but you can also add a picture control to a form.

Picture control button

Insert a building block control

Use a building block control  when you want users to choose a specific block of text. These are helpful when you need to add different boilerplate text depending on the document's specific purpose. You can create rich text content controls for each version of the boilerplate text, and then use a building block control as the container for the rich text content controls.

building block gallery control

Select Developer and content controls for the building block.

Developer tab showing content controls

Insert a combo box or a drop-down list

In a combo box, users can select from a list of choices that you provide or they can type in their own information. In a drop-down list, users can only select from the list of choices.

combo box button

Select the content control, and then select Properties .

To create a list of choices, select Add under Drop-Down List Properties .

Type a choice in Display Name , such as Yes , No , or Maybe .

Repeat this step until all of the choices are in the drop-down list.

Fill in any other properties that you want.

Note:  If you select the Contents cannot be edited check box, users won’t be able to click a choice.

Insert a date picker

Click or tap where you want to insert the date picker control.

Date picker button

Insert a check box

Click or tap where you want to insert the check box control.

Check box button

Use the legacy form controls

Legacy form controls are for compatibility with older versions of Word and consist of legacy form and Active X controls.

Click or tap where you want to insert a legacy control.

Legacy control button

Select the Legacy Form control or Active X Control that you want to include.

Set or change properties for content controls

Each content control has properties that you can set or change. For example, the Date Picker control offers options for the format you want to use to display the date.

Select the content control that you want to change.

Go to Developer > Properties .

Controls Properties  button

Change the properties that you want.

Add protection to a form

If you want to limit how much others can edit or format a form, use the Restrict Editing command:

Open the form that you want to lock or protect.

Select Developer > Restrict Editing .

Restrict editing button

After selecting restrictions, select Yes, Start Enforcing Protection .

Restrict editing panel

Advanced Tip:

If you want to protect only parts of the document, separate the document into sections and only protect the sections you want.

To do this, choose Select Sections in the Restrict Editing panel. For more info on sections, see Insert a section break .

Sections selector on Resrict sections panel

If the developer tab isn't displayed in the ribbon, see Show the Developer tab .

Open a template or use a blank document

To create a form in Word that others can fill out, start with a template or document and add content controls. Content controls include things like check boxes, text boxes, and drop-down lists. If you’re familiar with databases, these content controls can even be linked to data.

Go to File > New from Template .

New from template option

In Search, type form .

Double-click the template you want to use.

Select File > Save As , and pick a location to save the form.

In Save As , type a file name and then select Save .

Start with a blank document

Go to File > New Document .

New document option

Go to File > Save As .

Go to Developer , and then choose the controls that you want to add to the document or form. To remove a content control, select the control and press Delete. You can set Options on controls once inserted. From Options, you can add entry and exit macros to run when users interact with the controls, as well as list items for combo boxes, .

Adding content controls to your form

In the document, click or tap where you want to add a content control.

On Developer , select Text Box , Check Box , or Combo Box .

Developer tab with content controls

To set specific properties for the control, select Options , and set .

Repeat steps 1 through 3 for each control that you want to add.

Set options

Options let you set common settings, as well as control specific settings. Select a control and then select Options to set up or make changes.

Set common properties.

Select Macro to Run on lets you choose a recorded or custom macro to run on Entry or Exit from the field.

Bookmark Set a unique name or bookmark for each control.

Calculate on exit This forces Word to run or refresh any calculations, such as total price when the user exits the field.

Add Help Text Give hints or instructions for each field.

OK Saves settings and exits the panel.

Cancel Forgets changes and exits the panel.

Set specific properties for a Text box

Type Select form Regular text, Number, Date, Current Date, Current Time, or Calculation.

Default text sets optional instructional text that's displayed in the text box before the user types in the field. Set Text box enabled to allow the user to enter text into the field.

Maximum length sets the length of text that a user can enter. The default is Unlimited .

Text format can set whether text automatically formats to Uppercase , Lowercase , First capital, or Title case .

Text box enabled Lets the user enter text into a field. If there is default text, user text replaces it.

Set specific properties for a Check box .

Default Value Choose between Not checked or checked as default.

Checkbox size Set a size Exactly or Auto to change size as needed.

Check box enabled Lets the user check or clear the text box.

Set specific properties for a Combo box

Drop-down item Type in strings for the list box items. Press + or Enter to add an item to the list.

Items in drop-down list Shows your current list. Select an item and use the up or down arrows to change the order, Press - to remove a selected item.

Drop-down enabled Lets the user open the combo box and make selections.

Protect the form

Go to Developer > Protect Form .

Protect form button on the Developer tab

Note:  To unprotect the form and continue editing, select Protect Form again.

Save and close the form.

Test the form (optional)

If you want, you can test the form before you distribute it.

Protect the form.

Reopen the form, fill it out as the user would, and then save a copy.

Creating fillable forms isn’t available in Word for the web.

You can create the form with the desktop version of Word with the instructions in Create a fillable form .

When you save the document and reopen it in Word for the web, you’ll see the changes you made.

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As Biden’s memory issues draw attention, neurologists weigh in

Since a report released on Thursday by special counsel Robert Hur described President Joe Biden as an “elderly man with a poor memory,” there have been significant misperceptions about the cognitive changes associated with aging, neurologists say.

The report on Biden’s handling of classified documents noted that the president hadn’t remembered the exact time frame that he served as vice president and was struggling to recall the period when his late son, Beau Biden, had passed away. Biden defiantly rejected the changes in a press conference late Thursday , saying “my memory’s fine.”

There’s also been scrutiny of other recent events when the 81-year-old president mixed up names of foreign leaders .

However, neurologists say blanking on the names of acquaintances or having difficulty remembering dates from the past, especially when under stress, can simply be part of normal aging.

“If you asked me when my mother passed away, I couldn’t necessarily tell you the exact year because it was many years ago,” Dr. Paul Newhouse, clinical core leader for the Vanderbilt Alzheimer’s Disease Research Center, said.

Almost every older patient has trouble remembering people’s names, Newhouse said. 

“I think it’s by far the most universal complaint of every person as they age,” Newhouse said.

In Newhouse's experience, this type of forgetfulness doesn’t actually predict who ends up having memory disorders. Only a person’s doctor or neurologist can make that diagnosis, not outside observers, brain experts say.

Dr. Dennis Selkoe, co-director of the Ann Romney Center for Neurologic Diseases at Brigham and Women’s Hospital in Boston, agreed that forgetting names doesn’t actually provide much insight into potential memory problems. In fact, stress and a lack of sleep, can interfere with memory, no matter how old someone is.

“Naming proper nouns is not an adequate basis to make a conclusion about whether an individual has a more consistent and more concerning substantive progressive memory disorder,” Selkoe said.

What are normal memory changes?

It’s normal for older brains to have more difficulty retaining new information and then retrieving the information, but mental processes like decision-making and judgment can actually improve with age, said Dr. Thomas Wisniewski, director of NYU Langone Health’s Alzheimer’s Disease Research Center and its Center for Cognitive Neurology.

“Although the raw power of memory has some degree of decline, perhaps wisdom can increase because the individual has a greater backlog of experiences and different situations as to what is the best thing to do,” Wisniewski said.

The problem isn’t having trouble remembering names or calling someone by the wrong name, but when someone’s memory is fuzzy about recent or past experiences, said Newhouse. Issues with episodic memory — memory for events in time or if a person doesn’t remember going shopping, for example — can be a sign of a progressive disorder, but not always.

Wisniewski said he becomes concerned when people don’t even recognize that they are forgetting things.

“They forgot that they went shopping and they’re unaware that they’ve forgotten,” he said.

Overall, neurologists tend to worry less about a patient’s ability to remember remote memories from many years ago and more troubled by an inability to recall more recent events. That’s because dementia first affects the part of the brain that’s responsible for short-term memories, as opposed to long-term memories, said Newhouse.

“What I’m more concerned about is, can you remember what happened yesterday? Or an hour ago?” Newhouse said.

While the conversation surrounding aging is often framed around a person’s diminishing memory or executive functioning, there are cognitive benefits that come with growing older, Selkoe said.

“There is a type of emotional intelligence and ability to handle many different kinds of experiences in life that come with greater longevity,” he said. “People can make decisions more carefully and more rationally.”

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Akshay Syal, M.D., is a medical fellow with the NBC News Health and Medical Unit. 

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Ghael Fobes is an Associate White House Producer with the NBC News White House Unit in Washington, D.C.

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What to Know About Pakistan’s Election

Analysts say Pakistan’s powerful military has never intervened so openly on behalf of its preferred candidate.

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A street scene with people and motorbikes. Campaign posters hang outside market stalls near colorful garlands.

By Christina Goldbaum

Reporting from Lahore, Pakistan

Pakistan went to the polls on Thursday for an election that analysts say will be among the least credible in the country’s 76-year history, one that comes at a particularly turbulent moment for the nation.

For nearly half of Pakistan’s existence, the military has ruled directly. Even under civilian governments, military leaders have wielded enormous power, ushering in politicians they favored and pushing out those who stepped out of line.

This will be only the third democratic transition between civilian governments in Pakistan’s history. And it is the first national election since former Prime Minister Imran Khan was removed from power after a vote of no confidence in 2022. Mr. Khan’s ouster — which he accused the military of orchestrating, though the powerful generals deny it — set off a political crisis that has embroiled the nuclear-armed nation for the past two years.

The vote on Thursday is the culmination of an especially contentious campaign season , in which analysts say the military has sought to gut Mr. Khan’s widespread support and pave the way to victory for the party of his rival, former Prime Minister Nawaz Sharif .

Here’s what you need to know.

What’s the campaign been like?

Over the past two years, Pakistanis have come out in droves to protest the behind-the-scenes role that they believe the military played in Mr. Khan’s ouster. The generals have responded in force, arresting Mr. Khan’s allies and supporters, and working to cripple his party ahead of the vote.

While the military has often meddled in elections to pave the way for its preferred candidates, analysts say this crackdown has been more visible and widespread than others.

That has also made this perhaps Pakistan’s most muted election in decades. Streets that would normally be filled with political rallies have remained empty. For weeks, many people were convinced that the election would not even take place on the scheduled date. A common refrain among Pakistanis is that this is a “selection” — not an election — as many feel it is clear that the military has predetermined the winner.

Who’s running?

Roughly 128 million voters were eligible to cast ballots for a new Parliament, which will then choose a new prime minister after the election.

There are 266 seats to fill in the National Assembly, the lower house of Parliament, with an additional 70 seats reserved for women and minorities. If no party wins an outright majority — which is considered highly likely — then the one with the biggest share of assembly seats can form a coalition government.

Three main parties dominate politics in Pakistan: the Pakistan Muslim League-Nawaz (P.M.L.N.), the Pakistan People’s Party (P.P.P.) and Pakistan Tehreek-e-Insaf (P.T.I.).

Mr. Khan, the leader of P.T.I., has been notably absent from the campaign: He was arrested in August and has since been sentenced to multiple prison terms for a variety of offenses and barred from holding public office for a decade. Candidates from his party say they have been detained , forced to denounce the party and subjected to intimidation campaigns.

Most election observers expect a victory by the P.M.L.N. , the party of Mr. Sharif. A three-time prime minister, Mr. Sharif built his political reputation on reviving economic growth. He has repeatedly fallen out with the military after pushing for more civilian control in government, only to find himself once more in its favor in this election.

The P.P.P. is led by Bilawal Bhutto Zardari, the son of former Prime Minister Benazir Bhutto, who was assassinated in 2007 . The party is expected to win some seats in the south, where it has a power base, and would most likely form part of a Sharif-led coalition government.

What’s at stake?

Pakistan’s next government will inherit a raft of problems. The economy is in shambles, terrorist attacks have resurged and relations with neighbors — particularly Afghanistan, ruled by the Taliban — are tense.

The cost of living has soared in Pakistan, where inflation last year hit a record high of nearly 40 percent. Meanwhile, gas outages and electricity blackouts are frequent occurrences for the country’s 240 million people. Pakistan has had to turn to the International Monetary Fund for bailouts to keep its economy afloat and prop up its foreign exchange reserves. It also has relied on financing from wealthy allies, like China and Saudi Arabia.

At the same time, extremist violence in Pakistan has surged since the Taliban swept back to power in Afghanistan in 2021. Much of it has been carried out by the Pakistani Taliban, also known as Tehrik-i-Taliban Pakistan, or T.T.P. — an ally and ideological twin of the Taliban in Afghanistan.

That has stoked tensions between Pakistan and Afghanistan, with Pakistani officials accusing the Taliban of offering the Pakistani Taliban safe haven on Afghan soil, a claim that Taliban officials deny. Those tensions appeared to boil over last year when Pakistan ordered all undocumented foreigners to leave the country by Nov. 1, a move that has primarily affected Afghans .

How will the vote take place?

A day before the election, two separate explosions outside election offices in an insurgency-hit area of Pakistan killed at least 22 people . The blasts were the latest in a series of attacks on election-related activities, including the targeting of candidates, throughout the campaign season.

In light of such security threats, the authorities have designated half of Pakistan’s approximately 90,000 polling stations as “sensitive” or “most sensitive” and have deployed the military to secure them.

The polls officially closed at 5 p.m. Preliminary results are expected by late Thursday night, but it could take up to three days for all votes to be officially counted.

Once the count is finalized, members of Parliament will convene to form the government and choose the next prime minister. The selection of the prime minister is expected by the end of February.

Zia ur-Rehman contributed reporting.

Christina Goldbaum is the Afghanistan and Pakistan bureau chief for The Times. More about Christina Goldbaum

lgma effective report writing

 REPORT

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- President's Message

- Board of Directors

- Executive Director's Message

- Commitment to Members

- Strategic Results

- Education and Professional Development  

- Training and Programs

- Satisfaction and Enrollment

- Scholarships and Bursaries

- Board of Examiners Report

- Professiona l Networking Results

- Local Government Resource Materials

- Thank You to Our Subject Matter Experts!  

- Services for Members  

- Member Engagement

- Organizational Growth and Sustainability

- Ethics Complaints  

- Sustainable Financial Model

- LGMA Chapters

- Minutes: 2022 Annual General Meeting

Download the Annual Report as a PDF

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President’s Message

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Greetings from the traditional, ancestral, and unceded tm̓ xʷúlaʔxʷ (land) of the Syilx and Nlaka’pamux nations, both of which are Interior Salish cultures. My name is Corie Griffiths and I am the President of the Local Government Management Association of B.C. This report summarizes the LGMA’s efforts over the past year and progress against key strategic metrics. It is an honour to highlight the cumulative accomplishments of the Association, and its volunteers, in 2022. As you likely know (possibly from personal experience), the majority of LGMA programs are designed for and by local government volunteers, so the accomplishments highlighted in this report are a direct result of the cumulative efforts of local government volunteers championing excellence within the sector. 

In 2022, it felt like local government leaders seemed to find their “sea legs.” We sought innovative solutions to what had now become somewhat familiar challenges that shocked us over the past couple of years. We found a way to carry forward, and though we experienced some growing pains we found a way to adapt, to celebrate the small successes, and to look ahead with creativity and hope. We celebrated opportunities to get together again and reconnect. With all of these changes, we made economic, technological, and social advancements within our organizations and communities. We celebrated each other and sought to help lift our peers up during times when they needed support. I am extremely proud of the ways in which local government leaders have modelled innovation, peer support, and finding opportunities amidst challenging times. 

As this report highlights, the LGMA’s work to return to in-person learning while improving online programming has proven successful. Select programs were delivered in person with enhanced safety measures to keep local government leaders safe. Iterative development efforts and the use of technological improvements helped to enhance online programming. Added efforts to enhance volunteerism has resulted in more formal and informal opportunities for LGMA volunteers to contribute to local government excellence. Additional resources were created to support local governments, both as they navigated the 2022 local elections and, as part of the work of the Working Group on Responsible Conduct, a new online learning resource to help local elected officials explore responsible conduct principles. Local governments continue to demonstrate a strong commitment to ethical conduct with continued engagement with the updated, complimentary Ethics On Demand course and signing off on the LGMA Code of Ethics. 

The Board of Directors engaged in a mid-point Strategic Planning assessment to ensure the Association was on track given all that had changed as a result of the COVID-19 pandemic, and through this effort, key themes were prioritized as they relate to the current labour market crisis, enacting DRIPA, and navigating climate change. Additionally, the Board noted new metrics by which to measure online and in-person engagement in LGMA programs. 

I am honoured to have served as the Association’s President over the past year. On behalf of the LGMA Board of Directors, LGMA staff, the 187 local and First Nations government organizations and 1,134 individuals who held LGMA memberships in 2022, it is my pleasure to present the 2022 Annual Report to the membership.

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Corie Griffiths

Board of Directors

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C orie Griffiths

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Heather Nelson-Smith

Past President

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Curtis Helgesen

Vice President

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KERI-ANN AUSTIN

Director at Large

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A ngila Bains

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Laurie Mercer

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Alice Johnston

North Central

 Chapter Director

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JENNIFER SHAM

Thompson Okanagan

Chapter Director

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BRYAN TEASDALE

West Kootenay

Boundary Chapter

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MICHAEL DILLABAUGH

Vancouver Island Chapter Director

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JON WILSGARD

Rocky Mountain Chapter Director

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JAMIE VAN NES 

Lower Mainland Chapter

Executive Director’s Message

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As I reflect on 2022, I am extremely proud of the combined accomplishments of the LGMA Board of Directors, volunteers, staff, and of course, the membership. I am grateful to our members and volunteers who, despite navigating an election year, labour market challenges, and the impacts of inflation, amongst other challenges, were always available to share their wisdom and expertise. I am grateful to our partners and sponsors for helping us keep our programs accessible, and for their ongoing support. I am also exceptionally proud of the LGMA staff who, despite navigating our own capacity challenges, did a remarkable job meeting the educational and professional development needs of local government leaders, engaging members as volunteer faculty or guiding subject matter experts, and ensuring quality member services. I appreciate the dedicated work of the Board of Directors who were always willing to lend a hand to help steer the Association through new challenges or considerations but were also exemplary leaders and mentors to me in my first year as the Association’s new Executive Director. 

The accomplishments of 2022 are further amplified by the fact that the LGMA returned several programs to in-person delivery for the first time in nearly three years, amidst the delivery of added election resources and training. I am mindful of how much extra time the team spent strategizing new approaches and safeguards to ensure attendees at the LGMA Annual Conference would feel safe to reconnect with their peers amidst fluctuating health and safety concerns, and I am extremely grateful for their dedication and determination. At the same time, the Association worked to expand upon the virtual training programs to ensure continuous improvement for the membership. Overall, the Association saw an increase in demand for programs and services, likely at least partially reflective of the changing labour market and increase in complex challenges faced by local government leaders. While the Association navigated a return to in-person program delivery in a new environment, the additional staff capacity and considerations required to manage health and safety concerns, rising venue and service costs, and labour market impacts required added capacity and effort. 

I know you will join me in applauding the outstanding work of the LGMA team: Senior Program Manager Ana Fuller, Event and Volunteer Coordinator Shannon Gustafsson, Finance Officer Randee Platz, Communications and Membership Management Coordinator Adrian Paradis, Program Assistant Paulina Chua and our talented contractors Sonia Santarossa, Allison Habkirk, Liz Cornwell, and Barbara Van Fraassen.

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Candace Witkowskyj

Executive Director

The LGMA Team –

Here to serve you.

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Shannon Gustafsson

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Randee Platz

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Adrian Paradis

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Paulina Chua

Our Ongoing Commitment to

Helping Members Learn, Lead, Grow

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Strategic Results for 2022

The Board of Directors, members from Chapter Executives, and the staff of the LGMA achieved a number of significant objectives identified in the Strategic Plan. The Board and staff engaged in a Mid-Point Strategic Plan assessment process to reflect on the impacts of the pandemic and identify any resulting areas of priority required to keep the organization on track through 2024.

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The goals and objectives achieved

during this time of transition

demonstrate the Association’s

ongoing ability to adapt to

the changing needs of local

government professionals to

ensure they can continue to

Learn, Lead, and Grow.

Education and Professional Development

In 2022, a number of programs were delivered in-person for the first time in nearly three years. In person programming was delivered by piloting new health and safety approaches to ensure a safe and accessible learning experience. 

The Association maintained virtual delivery of the remaining education and professional development programs, building on past strategies and approaches to ensure ongoing improvement. All programs aimed to continue to provide high-quality, practical education and training to meet the needs of the local government management community, and the results from the evaluations of participants demonstrate the LGMA was able to maintain these goals.

Training and Programs

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local government

professionals

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Programs Delivered:

21 online, 4 in-person

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complimentary Townhalls on high value topics delivered

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local government professionals accessed important information in complimentary Townhalls

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members completed on-demand Ethics Online course

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Satisfaction and Enrollment 

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courses achieving 80% or above satisfaction evaluation

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courses achieving 90% or above enrollment target

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Scholarships and Bursaries

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Foundations of Local Government Learning Series participants received a bursary through funding from the Municipal Finance Authority

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LGMA scholarships awarded

for a total of $38,800

Board of Examiners Report

FOR THE PERIOD: APRIL 2022 - MARCH 2023

The Provincial Board of Examiners operates under the Local Government Act and is responsible for awarding certificates to local government employees in municipalities, regional districts, and improvement districts, who meet the standards of qualification in local government administration as prescribed by the Board’s Regulation. In conjunction with the Union of British Columbia Municipalities, the Board awards scholarship funding to eligible local government employees. The principal goal of the Board is to improve the professional skills of local government employees in British Columbia.

Certification Program

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Four categories of certification are available – Certificate in Local Government Service Delivery, Certificate in Local Government Administration, Certificate in Local Government Statutory Administration, Certificate in Local Government Executive Management –  each requiring a level of competency in local government administration and management, services, finance, law, policy, and economics, as well as relevant work experience. A Professional Development Endorsement, to encourage a commitment to ongoing learning of CAOs and Deputy CAOs, is also offered to holders of the Certificate in Local Government Executive Management.  

13 BOE Certificates Awarded in 2022 - 2023

Nine (9) Certificates in

Local Government Service Delivery

FRANK RAWLINGS , Manager of Bylaw Enforcement and Animal Control, District of Squamish

GILLIAN VILLENEUVE , Manager of Development Planning, City of Chilliwack

BONNIE MCCUE , Corporate Officer, City of Fort St. John

DAVID MOORHEAD , Groups and Roads Superintendent, City of Trail

LAURA SHAW , Administrative Coordinator, City of Coquitlam

LIA PESKLEVITS , Executive Coordinator, Town of Comox

JAMIE LEGGATT , Director of Communications, City of Chilliwack

SHELDON MCKINLAY , Senior Engineering Technologist, City of Chilliwack

DUSTIN PRIDHAM , Manager, Recreation Operations, City of Vernon

Two (2) Certificates in

Local Government

Administration

GERALD DAVIS, Director of Community Services, Town of Osoyoos

CHRISTOPHER GARRISH, Manager of Planning, Regional District of Okanagan-Similkameen

Statutory Administration

JENNIFER HAHN, Director of Corporate Services, City of Chilliwack

PAIGE MACWILLIAM, Director of Corporate Services, City of Duncan

Certificate in

Executive Management

Three applications are in process. The applicants have met the work experience and academic requirements in accordance with sections 5 (a), (b), (c) and (d) of the Local Government Employees Certification Regulation.

Certificates Not Awarded

The Board received five (5) additional applications for certificates that were not awarded. The Board declined to award one (1) Certificate in Local Government Service Delivery and three (3) Certificates in Local Government Statutory Administration as the applicants had not yet met the educational requirements for these certificates. The Board also received an application for one (1) Certificate in Executive Management and did not approve proceeding to the written and oral presentation step as the applicant had not yet met the educational requirements for that level of certificate.

Scholarship Program Details - Click to expand

Respectfully submitted,

Marijke Edmondson, Chair, Ministry of Municipal Affairs

Marie Crawford, Board Member and UBCM Representative

Linda Glenday, Board Member and LGMA Representative  

Mid-Point Strategic Plan Assessment

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The LGMA Board of Directors and staff engaged in a Mid-Point Strategic Plan Assessment process in December of 2022 to revisit the Association’s strategic priorities reflective of the rapid change experienced both by the Association and its members as a result of the COVID-19 pandemic. The local governments’ evolving relationships with Indigenous governments, the labour shortage, and economic conditions impacting the cost of training and training budgets were identified as priority national and global concerns. 

Participants then engaged in a facilitated exercise that tasked them with prioritizing what new strategies should be the focus of staff effort over the next two years. Participants identified a top tier of four strategies (and a second tier of four). Maintaining the volunteer base, the ability of members to take time away from work for training, and opportunities to expand training offerings were the top three challenges for the association. Finally, ensuring the Association maintains learner-centred during the post-pandemic transitions was also identified as an overarching priority.

Top Four Priorities

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Second-Level Priorities

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Updates were made to the strategic plan reflective of the above core priorities. The revised LGMA 2020-2024 Strategic

Plan was reviewed, amended and subsequently approved at the LGMA Board meeting held on March 3, 2023.

Professional Networking Results

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virtual courses delivered with

networking components

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courses with 80%

or above Excellent/

Very Good feedback on

networking opportunities

course with 80% or above

 Excellent/ Very Good

 feedback on mentoring

 connections

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Strategic Results: Professional Networking

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Starting in 2020, the LGMA team worked at rapid speed to adapt many in-person programs to virtual delivery. In 2021-2022, the LGMA team worked to improve the delivery of virtual learning opportunities to incorporate a diversity of learning activities and ensure opportune learner engagement. 

Despite course participants continuing to report above-average satisfaction with online learning, participant responses clearly identified that the LGMA membership had a previously established understanding of what it means to engage in mentorship and networking, and this was not in fact something they felt could be reproduced online.

New Metrics

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LGMA course participants noted frequently that they appreciated the opportunities to connect virtually with their peers and learn from other local government leaders, however they noted that this did not fit the sector-established definition of what it means to engage in in-person mentorship and networking. 

As a result, the Mid-Point Strategic Plan Assessment process identified the need to adapt the metrics noted in Core Strength 2: Professional Networking and Peer Connection for future online learning.

Virtual programming

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programming

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Local Government Resource Materials

Resources were well-accessed by B.C. local government professionals in 2022. 

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Thank You to Our Subject Matter Experts!

In addition to providing resource materials, the Association has benefitted from the expertise of several members to support provincial committees reviewing legislation and regulatory frameworks for local government and partner organizations in 2022.

OUR DEEPEST THANKS GO TO:

CAO, Capital Regional District – EMBC-UBCM Flood and Wildfire Advisory Committee

SELINA WILLIAMS

Director of Corporate Services, District of Oak Bay – Province of BC Technical Advisory Committee for Elections

CAO, Regional District of Fraser-Fort George – Fire Services Working Group

MARK ANDISON

CAO, Kootenay Boundary Regional District – Fire Services Working Group

STUART HORN

CAO, Central Kootenay Regional District – Pre-Hospital Care Collaborative Committee

DAVID STUART

CAO, District of North Vancouver – Pre-Hospital Care Collaborative Committee

TREVOR SEIBEL

CAO, District of Coldstream – BC Local Government RCMP Contract Management Committee

CECILIA ACHIAM

General Manager, Community Safety, City of Richmond – BC Local Government RCMP Contract Management Committee

BYRON MCCORKELL

Community and Protective Services Director, City of Kamloops – BC Local Government RCMP Contract Management Committee

DAVE CRITCHLEY

General Manager Community Safety, City of Burnaby – BC Local Government RCMP Contract Management Committee, Advisory Committee on Provincial Policing

MIKE YOUNIE

CAO, City of Mission – BC Local Government RCMP Contract Management Committee, BC RCMP Occupancy Agreement Working Group

CAO, Town of View Royal – BC RCMP Occupancy Agreement Working Group

KRIS BOLAND

CAO, City of Terrace – BC RCMP Occupancy Agreement Working Group

Services for Members

Throughout 2022, a range of services were accessed by LGMA members to support their specialized needs. 

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members accessed Pension Consulting 

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member accessed Transition Counselling 

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member accessed Executive Coaching 

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members accessed Temporary Employee Database

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Member Engagement

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LinkedIn followers 

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Twitter followers 

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Facebook followers 

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Weekly e-newsletter subscribers

Some of our popular 2022 social media posts:

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Meeting our Objectives Through Member Engagement

Through our member engagement both online and in-person, we are working to deliver on Strategic Plan core strengths such as:

ORGANIZATIONAL GROWTH AND STABILITY

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

PROFESSIONAL NETWORKING priority actions, including:

› Build on LGMA’s practice to connect to members and tap into expertise for volunteer support and advisory services

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

› Promote the benefits of belonging to and supporting LGMA

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

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More Member Feedback

 - We Appreciate It!

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Organizational Growth and Sustainability

Throughout 2022, the LGMA received tremendous support from its Local Government and Education Partners. Thank you to:

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We also recognize our generous 2022 Sponsors: 

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We gratefully acknowledge the financial support of the

Province of British Columbia through the Ministry of Municipal Affairs.

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The LGMA gratefully acknowledges the contributions made by all our volunteers who have provided valuable expertise in support of their colleagues across B.C. throughout 2022.

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local governments

with LGMA members

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First Nation s

governments

members (all types)

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Sustainable Financial Model

Local Government Management Association of BC

Statement of Financial Position (Unaudited)

Statement of Financial Position (Unaudited) - Click to expand details

Statement of Operations (Unaudited)

Statement of Operations (Unaudited) - Click to expand details

These condensed financial statements are derived from the financial statements of the Local Government Management Association of BC for the year ended December 31, 2022.

LGMA Chapters

LGMA acknowledges the commitment and support of the six Chapters across B.C.

lgma effective report writing

North Central LGMA Chapter

Regional Districts of:

  • Bulkley-Nechako
  • Cariboo 
  • Central Coast 
  • Fraser-Fort George 
  • Kitimat-Stikine 
  • North Coast
  • Northern Rockies 
  • Peace River

Vancouver Island LGMA Chapter

  • Alberni-Clayoquot 
  • Capital 
  • Comox Valley 
  • Cowichan Valley
  • Islands Trust 
  • Mount Waddington
  • Nanaimo 
  • Sunshine Coast

Lower Mainland LGMA Chapter

  • Fraser Valley 
  • Metro Vancouver
  • Squamish-Lillooet

West Kootenay Boundary LGMA Chapter

  • Central Kootenay (except for Creston)
  • Kootenay Boundary

Rocky Mountain LGMA Chapter

  • East Kootenay
  • Sections of Central Kootenay (Creston)  and Columbia Shuswap (Golden) 

Thompson Okanagan LGMA Chapter

  • Columbia Shuswap (except for Golden) 
  • Thompson-Nicola
  • Central Okanagan 
  • Okanagan-Similkimeen
  • North Okanagan

lgma effective report writing

Minutes of the 2022 Annual General Meeting

Held at the LGMA Annual Conference 

Wednesday, June 22, 2022 at 11:35 a.m.

Penticton Trade and Convention Centre

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AGM Minutes - Click to expand details

Thank you to all our members for their support throughout 2022!

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Programs & Training

Lgma myaccount login, contact  us, suite 710a - 880 douglas street, victoria, bc, v8w2b7, 250.383.7032, [email protected].

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    The Effective Report Writing online course is an interactive course developed for local government professionals who need to write, edit, and submit reports. Join Fiona Prince & Sonia Santarossa for interactive discussions and receive coaching and direct feedback. Plan now to attend October 23 - November 7 for 3 interactive modules.

  9. PDF Effective Report Writing Online Course

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    The LGMA: A Progress Report. Last week marked the retirement of Scott Horsfall, the first CEO of the Leafy Greens Marketing Agreement, BB #:210653 created to ensure the safety of lettuce, spinach, and similar crops. At this point we might want to look at the success of the program since its inception in 2007. Its members include producers of 90 ...

  11. Report Writing for Local Government

    Report Writing for Local Government Gain the knowledge and skills required to become an excellent report writer with the Report Writing for Local Government workshop. Local governments have a constant flow of information that must be communicated in the most efficient and clear way.

  12. Local Government Management Association of British Columbia

    The LGMA regularly holds online workshop and webinar training to provide local government staff technical training, regardless of where they are located. Find programs on topics such as: Report Writing, Bylaw Drafting, Foundations of Local Government, as well as complimentary Lunch Connection events.

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  14. PDF 2022

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  15. PDF Local Government Management Association

    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

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  18. Local Government Management Association (LGMA)'s Post

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  21. Local Government Managers Australia

    In addition to the topics outlined below, LGMA can work with you to develop and tailor in-council training programmes to meet your requirements. For more information, please contact LGMA on 07 3174 5006 or email: [email protected]. Regulatory Focus. Code of Conduct. Employee Induction.

  22. lgma effective report writing

    Online Training. Stay up-to-date with the latest local government technical training and best practices with lgma online training.. The LGMA regularly holds online workshop and we

  23. Effective Report Writing

    The essentials of good/effective report writing are as follows-. Know your objective, i.e., be focused. Analyze the niche audience, i.e., make an analysis of the target audience, the purpose for which audience requires the report, kind of data audience is looking for in the report, the implications of report reading, etc.

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  27. Local Government Management Association of British Columbia

    My name is Corie Griffiths and I am the President of the Local Government Management Association of B.C. This report summarizes the LGMA's efforts over the past year and progress against key strategic metrics. It is an honour to highlight the cumulative accomplishments of the Association, and its volunteers, in 2022.