Tamara Sloboda

• Founded a finance business in Edmonton AB, specializing in strategic planning and tax filing for individuals, corporations, and municipalities. • Utilized accounting and financial expertise to support clients in reinventing their finances. • Successfully operated a CVITP tax clinic, assisting thousands of taxpayers in accurate and efficient tax filing.

• Analyzed GL focusing on all accrued liabilities and proposed adjustments, managing millions of dollars in liabilities for the Government of Alberta. • Collaborated with cross-functional teams to find optimal solutions and presented conclusions to senior management. • Prepared documentation for auditors, ensuring accuracy and compliance with regulations.

Implementing Sage Intacct from Sage 300. Reporting to GoA for Community Opportunities and all Homes budgets and Support Models. Reporting on all Cash and In-Kind Donations. Managing 10 mil yearly budgets.

Reporting to Mayor and Council, the Chief Administrative Officer (CAO) is responsible for directing the overall operations of the Town in accordance with the objectives, goals and policies approved by Council and legislative requirements. As the administrative head of the municipality, the CAO is accountable to Council for the overall management of the municipality to ensure effective implementation of all operations, in accordance with provincial legislation and Council approved policies, programs and bylaws. The CAO manages the operating and capital budgets, provides strategic guidance, and monitors contracts and agreements. Working with the senior management team, the CAO provides leadership, administration, and coordination of the delivery of services to the Municipality’s residents to ensure sustainable, responsible, effective, and efficient use of municipal resources.

As part of the municipal advisory team, the financial advisor role was to ensure Alberta’s municipalities, including improvement districts, are supported in matters pertaining to municipal governance, administrative, elections, planning and financial management as outlined in the Municipal Government Act, Local Authorities Election Act and related regulations. This role included the provision for key stakeholder municipal advisory activities for the Ministry, the Division and the Branch. This role was also responsible for supporting municipalities in adhering to current financial reporting standards and that high standards of accountability, effectiveness and efficiency for the municipalities are maintained. This position demanded a high level of creativity, originality and innovation to determine the best course of action to produce optimal solutions, as well as independent research and the ability to define issues, identify implications and develop creative and appropriate solutions. Projects involved were usually diverse, dealing with strategically sensitive and complex issues and were closely related to goals and strategies set out in the ministry business plan.

Private organization assisting seniors to remain independent and maintain a vibrant and safe quality of life.

The Division’s students are housed in six schools. Division leadership is provided by six ward trustees. A wide array of programs designed to meet the unique needs of every student is delivered by approx. 215 certificated staff and support personnel.

The Treaty Commission and the treaty negotiations process were established in 1992 by agreement among Canada, BC and the First Nations Summit. The Treaty Commission and the six-stage treaty negotiations process were designed to advance negotiations and facilitate fair and durable treaties. In carrying out the recommendations of the BC Claims Task Force, the Treaty Commission's roles are: facilitation, funding and public information & education. Primary role is to oversee the negotiation process to make sure that the parties are being effective and making progress in negotiations.