City of Courtenay Candidates 2026

As a longtime community member, I have worked in Tourism, Hospitality and Education. This experience taught me the importance of listening to residents, business owners and diverse community members, I also know how to work within budgets and ensure transparency throughout all projects and investments.

Most of my career was working in tech from servers to people’s homes and offices. I work extremely well under pressure. My curious and collaborative nature allows me to work very well with others, often resulting in leadership roles. Although I have received no computer training, my certifications have been in consensus building, group facilitation and team leadership (Outward Bound, High Ropes Instruction, Restorative Justice, Peer Counselling). As a serial entrepreneur I have founded several companies as well as mentored startups through Futurpreneur. I have worked in a variety of industries which has given me a well rounded perspective.

I spent the bulk of my career in the Canadian Forces and then the federal government, and I worked for years at the strategic level as both military and civilian, so I understand how governments operate. Both careers taught me to work with individuals from every region, of every ethnicity, religion, and political belief, and how to work with individuals from other nations. It taught teamwork, leadership, and how to deal with extreme stress.

I was for many years Financial Secretary and Business Agent for IWA-Canada Local 1-363. As such, I served the interests of workers in a variety of industries. I am trained in mediation and negotiation. I have a calm and friendly personality. I am very slow to anger, and I like it when people get along. I believe that whatever differences people may have with one another, there is more that can unite them than divides them.

I am a Tilesetting Contractor, a father of three, and have been in the construction industry for 20 years. I am familiar with development challenges and I look for balance between the needs of developers and the community. I’m also familiar with standard accounting practices and like to use my skill in finances to assess value for money.

– Senior leader with 16 years of experience working across health, social services, non-profits, post-secondary research, provincial and FN governments
– RN & mental health clinician by trade
– Small business owner offering consulting services
– 20 years volunteering with community across food security, arts & culture, healthy masculinity, social services, business advocacy
– Locally in Comox Valley I have or am serving on the following boards/committees:
– Director – Dawn 2 Dawn Action to End Homelessness
– Director & Vice-President – Comox Valley Arts Council
– Member – Comox Valley Substance Use Strategy, Comox Valley Community Action
Team (CAT) and Comox Valley Community Health Network
– Appointed Rep – Comox Valley Food Policy Council
– Commissioner – Comox Valley Recreation Commission
– Director – Comox Strathcona Regional Hospital Board

I have worked many years in sales and customer facing roles. I pride myself on being very personable and approachable. I think it’s a skill to connect with people, even those who might disagree with you or might not have the confidence to talk to a “politician”. I believe I possess the ability to make people comfortable enough around me to open up and confidently communicate their thoughts and concerns.

I will offer a practical, forward thinking perspective as a Councillor, shaped by 29 years in the military as a Navy Diver and Air Force Search and Rescue Technician. These roles taught me to maintain strong team dynamics, analyze complex issues from all angles, and make calm, objective decisions under intense pressure.
I hold a Master’s in Environment and Management focused on systems thinking with a Graduate Certificate in Sustainable Community Development. I will evaluate local challenges through immediate and long-term lenses to build lasting community resilience, while bringing a rigorous approach to municipal leadership.

I have volunteered in so many organizations improving our community that it would take pages to list them all. I encourage interested voters to visit my web page for my full CV. I was a private businessman, executive, 42 years as an auxiliary RCMP, first CEO of the Comox Valley Airport Commission, L’Arche committee member, and have considerable abilities in successful fundraising. I am familiar with financial spread sheets and have a solid understanding of corporate fiscal responsibility. I am practiced in collaboratively focusing on long-term value creation and sustainability. I believe I have good communication, listening and management skills.

In my career as youth counsellor and group facilitator, I developed excellent listening, conflict-resolution, and collaborative problem-solving skills. These skills are vital to good governance,consensus-building, facilitating discussion and chairing meetings, and decision-making across differing viewpoints. Also, local governments increasingly face the impacts of social problems, and yet receive minimal resources from higher governments. My experience working directly with those experiencing challenges, and understanding the systemic barriers they face, positions me well for tough conversations and advocacy with higher government. These wicked problems require critical thinking skills, rather than simplistic solutions.

I’ve owned and operated Edward and Parnell Barbershop in Courtenay for 20 years, giving me a front-row seat to what keeps our downtown healthy and what doesn’t, from vacancy to foot traffic to public safety. Running a small business here has meant managing rising costs and adjusting pricing carefully, real experience with the budget discipline council needs. It’s also given me two decades of daily conversations with residents about what this community actually needs.

From work with both local and regional governments:
– Understand municipal policing strategies. I can bring that perspective to discussion around community safety.
– Understand development and building processes, the associated challenges in our region and interconnection with challenges to housing access and affordability.
As a Strata Manager:
– I advise strata corporations on governance, including interpreting legislation, bylaw implementation and enforcement action
– Draft annual budgets, advise on capital asset management
– Chair council meetings and annual general meetings
– Am the main point of contact for owner concerns.
In all roles:
– Demonstrated consistency in transparent communication, problem solving, hearing and responding to resident concerns.

-18 years working with the Department of Nation Defense in a logistics, Supply Technician.
-Hazardous Material qualifications. -Education in a management certification at Vancouver Island University.
-Ice Facility Certification, driving ice resurfacing machine for 9 years at Glacier Gardens
-Home based business since 2009

Leadership comes naturally to me, I am authentic, integral, offer clear communication, adaptability, critical thinking, and possess strong networking and relationship-building skills.

I am a team player that understands the tasks required. Although you only need a simple majority to pass resolutions, having a more consensus based process where all members of council are heard is essential so that different perspectives are contemplated.

I am educated, experienced, and an independent thinker who does not ascribe to any particular political, religious, or social belief, beyond that individuals should be judged on their actions, words, and the content of their character, not the colour of their skin or who they love.

I have been a member of many boards, including the Food Bank Society, the Community Foundation and Comox Valley Youth Music Centre. I was a member of the Comox Valley Housing Task Force and the panel that led to the creation of the Comox Valley Economic Development Society.

I have a big picture perspective; I’m creative; and I think outside convention to find solutions beyond the level of the issues. I pride myself on teamwork and finding reasonable compromise.

I bring an independent mind, a strong work ethic & genuine care for people to council. I do my homework, ask tough questions and try to understand how each decision will affect residents today & in the future. I’m comfortable working with people across differences, and I’m willing to change my mind when the evidence calls for it.
– Heart & Hard Work
– Strong work ethic, prepared, effective, critical thinker
– Compassionate, empathetic, kind, justice orientated
– System thinker, process orientated, community builder
– Collaborative, follow through, openness
– Willingness to ask tough questions
– Ability to listen and work across differences
– Financial responsibility
– Courage to stand by principles

Creative problem solving: I enjoy the exercise of thinking through difficult and complex problems. I am not afraid to explore and advocate for unconventional solutions.

Collaboration: I am willing to work with people I fundamentally disagree with on areas of shared goals and deliver on what is in the greatest interest of Courtenay residents.

I bring steady leadership, sound judgment, and principled integrity to Council. I speak truthfully, advocate for those who cannot, and am focused on protecting our city’s future. I have spent my life in service to others by serving my country, my family, and my community. That commitment has shown up from collecting for UNICEF as a child to volunteering with organizations like Rainbow Kitchen, to becoming a Big Brother, a foster parent, and risking my life following the SAR Tech motto: That others may live. I will strive to bring my best self to serve the people of Courtenay.

II have been a committee member or leader for numerous valley organizations that helped me develop patience and respectful collaborative/team-building skills. I understand the significance of inclusion and community participation for improved long-term outcomes.

In addition to the previous response, I am able to synthesize and comprehend technical reports and agendas. I have a committed work ethic, excellent attendance at meetings and community events, and do my best to respond to emails and to meet with residents. I also have a sense of humour, and am respectful to colleagues and staff. I am direct and assertive when necessary, and manage well during stressful times. Since being on council, we have experienced a global pandemic, community tragedies, flooding, and other intense circumstances. I think strength
during adversity is one of my attributes.

Honesty, tenacity, and a genuine community-first mindset, the same traits that keep a small business running for 20 years. Seven years of stand-up comedy taught me to read a room and speak plainly, which matters when council has to explain hard budget decisions to residents. I’m ranked #1 in Canada and #4 in the world in powerlifting for my age division, proof I follow through on long-term commitments rather than losing steam. That’s how I’d approach a council term.

– I have an innate ability to connect with people of all ages, backgrounds and walks of life.
– I have a deep sense of empathy and the emotional capacity to listen and respond in an empathetic manner.
– My appetite for continuous learning and processing of information is endless.
– I have a proven ability to communicate effectively both in writing and through public speaking, as well as skills in diplomacy and conflict resolution.
– I have a deep personal commitment to ethical leadership and decision making in all facets of my life, both personal and professional.

Being very disciplined by the military makes for a positive personal attribute. Also having a jovial sense of humor when need be.

I have been/or am currently a Board Chair, Treasurer or Member on various community groups such as the NIC Indigenous Education Council (IEC), the SD71 IEC, UIWONA, school PACs, enjoyed 10+ years with CVUSC as a Soccer Coach and with Kumugwe Dance Society.

– Mayor of City of Courtenay 2018 – Present – Focus on housing goals resulting in over 2600 units being built over the past 8 years, increasing vacancy rates from 0% to over 4%
– Chair of Comox Valley Water Committee 2014-2018 – Water Treatment Plant build approved and received $62.5 million in grant funding
– Chair of CVRD and Solid Waste Board 2018-2019 – Brought in Organics program to reduce methane GHGs
– Island Coastal Economic Trust Regional Chair – Chair mayors and chairs from Nanaimo North and the Sunshine Coast to evaluate and approve projects in communities to spur economic development

I have been on the Boards of three Vancouver Island non-profits that have dealt directly with municipal governments, including the Comox Valley Land Trust. The latter included chairing the Communications and Fundraising Committee and being the CVLT representative on the Comox Valley Conservation Partnership Steering Committee.

I have served two non consecutive terms as a City Councillor and have continued to keep informed about the activities of the current Council. Before I came to Courtenay, I was a Councillor in the Village of Tahsis. This and the experience I had working with local community groups led me to believe I could serve the people of Courtenay well.

I’ve served on the City of Courtenay Council for 12 years as well as a variety of volunteer boards.

– Worked & volunteered in politics at all levels of government
– 20 years volunteering and board governance with community organizations in Rotary, Chamber of Commerces, food security, arts & culture, healthy masculinity, social services
– Consultant supporting non-profit boards & committees on strategic planning, risk advising, leadership coaching
– Locally in Comox Valley I have or am serving on the following boards/committees:
– Director – Dawn 2 Dawn Action to End Homelessness
– Director & Vice-President – Comox Valley Arts Council
– Member – Comox Valley Substance Use Strategy, CV Community Action Team (CAT) &
CV Community Health Network
– Appointed Rep – Comox Valley Food Policy Council
– Commissioner – Comox Valley Recreation Commission
– Director – Comox Strathcona Regional Hospital Board

I chair the board of directors for the Comox Valley Farmer’s Market

I bring a variety of governance experience to Council. Military experience provided in- depth understanding of government policy, paperwork, and procedures. For nine years, I have lived in co-housing at Creekside Commons. Monthly, 36 households actively participate in consensus decision-making, conflict resolution, community visioning, and participate in numerous other committees.
I have served for over a decade as Treasurer for Living Forest Trust (LFT), managing budgets, CRA filings, and board meetings using Robert’s Rules of Order.
I believe our best decisions come from navigating diverse perspectives toward a shared goal. This requires effort, but it produces the strongest results.

 See answer #2

I served two terms on Courtenay Council, and the CVRD’s board, Recreation Commission, Regional Parks and Trails Committee, and Sewage Commission. I have been Water Committee Chair most of this time, leading through Water Treatment Plant completion, Watershed Protection Plan development, and renewed Water Conservation policy and bylaw. I am also on the Comox-Strathcona Waste Management and Hospital Boards. These roles involve policy development, and understanding of processes and procedures. Also, over the last two terms, I have served on the Social Planning committee, Food Policy Council, Substance Use Collaborative, Community Action Team, and Vancouver Island Regional Library Board.

I haven’t served on a formal board, but I’ve spent a decade running Queer Culture, a community event company that operated fully autonomously, never asking for government funding, handling its own budgeting, planning, and accountability start to finish. I’ve also spoken at regional district meetings advocating for a 330-door community, which meant preparing a case, presenting it publicly, and engaging directly with elected officials, real experience navigating local government processes, even without a title.

– I have spent a significant portion of my adult life working in municipal and regional government roles, City of Prince George, Comox Valley Regional District and City of Courtenay. I have a comprehensive understanding of how municipal government works and an even greater understanding of the complexity of our local governments and the need for collaboration between the City of Courtenay, K’ómoks First Nation, CVRD, Town of Comox, and Village of Cumberland.
– As a Strata Manager I advise on governance, legislation, meeting procedures and enforcement on a smaller scale to multiple strata corporations on a daily basis.

As a former member of the CAF, I worked on various committees for health and welfare, air show and environmental.
I have volunteered in Rotary events, Minor Hockey, BMX racing, IIHF Hockey tournament in 2019 (Switzerland)

All of the skills and life experience that I carry are transferable to effective and collaborative leadership. At the office table I can offer confident guidance, ensure vital information is accessible (from direct sources when possible) before meetings, prioritize the voices of the community and business owners and practice fiscal restraint and responsibility.

Since being elected in 2014 I have worked hard to have a balanced life. It was difficult with a family, business, volunteering and then adding elected duties which included building a water treatment plant. In 2021, during the pandemic, I sold my business so that I could focus on my family and being mayor, however I still volunteer when possible. With 12 years experience in elected office, I have the time, energy, focus and ability to continue to get the job done.

I have been involved in municipal politics at the volunteer level since 2015, in three different cities, advocating on behalf of non-profits.
For this campaign, I have developed an extremely detailed and costed platform, with my positions often supported by precedent and/or peer-reviewed studies.

No response

I’ve structured my career so that I have time to commit to the long meetings, and random daytime responsibilities.

I’ve served on Courtenay council since 2022, have been involved in politics for 20 years, and have extensive experience as a senior leader in government. I have been committed to learning and becoming fluent in City’s finances, services and decision-making processes. I prepare thoroughly for meetings, ask questions of staff and listen to residents. My work across non-profit, health, social services, policy development, procurement, project management, research, strategic planning, conflict resolution, senior leadership in government and Indigenous relations has also taught me how to handle complex issues, negotiations, intergovernmental relations, translate legislative mandates, lead community engagement, build relationships and make hard decisions.

— Attend City Council & RCMP Public Outreach Meetings

— Compile and read through the following reports (it’s important to understand the work that has already been done inorder to improve and build upon it): 2023–2027 Financial Plan — Official Community Plan — Courtenay Sanitary Master Plan — Courtenay Water Master Plan — Courtenay Flood Management Plan — Integrated Rainwater Management Plan — City of Courtenay Strategic Plan — Urban Forest Strategy — Park & Rec Master Plan — Connecting Courtenay-Transportation Master Plan — CVSUS-Community Substance Use Strategy — CVRD Poverty Reduction Strategy — City of Courtenay Annual Report — RCMP Quarterly Reports

I feel I have spent years preparing for this role. As a lifelong learner, I face this new challenge by researching resources focused on Courtenay’s key issues and solutions. I have built relationships with Councillors, business owners, influencers and residents across Courtenay. For example, for transit challenges, I have spoken with dozens of daily riders. My work on LFT, gives me an understanding about policy for zoning, watersheds and forestry regulations. I follow council meetings and agendas to stay informed. There is always more to learn. I am committed (and excited!) to do the work required to make well-informed decisions.

I have always kept myself informed with the decisions of community councils over the years. My years as a volunteer has brought me into close contact with people from just about every walk of life, every background, all kinds of different philosophies and beliefs. I have heard the frustration in their stories and opinions of how our community elected officials often fall short on vision and miss the mark with our finances.

Throughout my time on Council, I have ensured I am prepared for meetings by reading reports and seeking clarification from staff on anything I’m not clear on. I have taken advantage of learnings at LGLA (Local Government Leadership Academy), attend staff lead education sessions on a variety of topics, and stay updated on relevant higher government legislation and policy changes. To prepare for potential re-election, I reached out to a cross-section of residents for feedback on what they feel has been done well, their suggested improvements, topics of
interest and priorities.

As my own registered financial agent with Elections BC, I’ve had to learn campaign finance rules and reporting requirements firsthand. I’ve spent the past several months attending council meetings, reviewing municipal budget documents, and talking directly with residents about their priorities, information I’ve built my platform around..

– I spent the last 4 years following council agendas, listening to the meetings online and observing the actions that followed.
– I have moved into a professional role that is supportive of this endeavour and will allow me time and space to take on the role of city councillor if elected.
– I have spent significant time researching current matters that are being discussed by our local council and reviewing past budgets.

If elected I will be diligent towards ensuring that as an elected official I set a good example by “showing up” and performing in a professional manner.

I was raised to take action rather than complain, I know that I have and will make positive changes, and I have always embraced the call to serve.

– Housing: I believed more could be done to increase shelters, non market housing and market housing. We have a shelter that is under construction while over 4000 shelter units were cancelled this year across the province.
– Community Safety: Working with the RCMP to create foot patrols and the MICR creates more appropriate responses.
– Fiscal Responsibility: Making sure we have sustainable taxation, along with identifying capital projects that we must move forward on like a new RCMP Detachment and East Courtenay Firehall. Working with the new council and staff on a targeted service review to ensure we are providing the necessary services efficiently.

I believe the performance of this Council has been varied: a good job on some issues, a fair job on others, and a poor performance on some others. As well, I felt the positions being advocated by some candidates who declared early to be quite troubling: extremely fiscally imprudent (multi-hundred million dollar projects, such as a dam on the Cruikshank River, desalination plant, and fourth road bridge), based in some cases on conspiracy theories, and ignoring the most serious challenges our city faces. I felt someone with realistic, achievable, cost-effective solutions needed to step up.

No response

My three biggest motivations for serving are the desire to build a sustainable and opportunity-filled future for the next generation, to maintain a strong vibrant community, and to preserve our natural surroundings and connection to the outdoors.

My entire life’s work has been to be of service, and to fight for injustices created by
— To help make Courtenay more affordable, livable and inclusive as our community grows.
— To bring compassion and practical action to community safety, mental health and wellbeing.
— To bring a voice with diverse lived experience (disability, queer, renter, millenial) and uniquely qualified, strategic, independent, and prepared voice at the council table.

– A desire to make the community I have fallen in love with a better place.
-The time, energy, and opportunity in my personal life to devote to such an undertaking
-The lack of confidence/shared values in many of the other candidates running for office

I am running for Council to fulfill my duty as a father to leave a healthy planet and community for our children. Serving as an SAR Tech was an incredible career, but I left it because I felt called to do more. I want to bring that same dedication to building a resilient city for future generations. As a local business owner of Local Refillery I know the pressure of rising costs and an unstable economy. I know we can build a strong economy while protecting our environment. This is why I want to help shape Courtenay’s future.

I have considered seeking elected office several times. Over the years, my volunteer work seemed to be a better use of my time and energies. The past several years, however, a) I have seen such questionably poor decision-making and b) ineffective use of hard-earned tax dollars that I simply felt to remain silent and not try to improve things was complicity. c) I have children and grandchildren that deserve a better future for this place we call Home.

– The desire to have the opportunity to work with the newly formed regional housing authority to develop below market housing units, and to continue to advance other housing initiatives with the City.
– The importance of continuity at the council table, especially as we are losing 2 experienced council members.
– The importance of having diversity around the table, particularly regarding gender balance. Only 6 of 19 candidates are women.  Representation matters.

I was motivated to run by twenty years of listening to residents at the barbershop and wanting to finally act on what I’ve heard, on spending, on housing pressures, and on keeping property taxes manageable for families and small businesses. I’m committed to responsible spending over wish-list projects, and I believe the Comox Valley needs a new RCMP detachment to replace the aging Ryan Road facility.

– A desire to impact my community in a positive manner
– The belief that residents are wanting to see a change in the current status quo
– My experience working at the City of Courtenay.

My picture is attached to my signs and door hangers, moments after the picture was taken I had the opportunity to meet Wab Kinew, the premier of Manitoba. I had a great conversation with him and he inspired me to seek council.
As a community minded person I find it difficult to not get up and assist where I can.
Keeping in mind I must help myself first, leading by example is a great way to show my children and friends that anything is possible.

Review budgets and practice fiscal restraint and responsibility on major expenditures, ensuring budgets include the cost, maintenance and lifetime replacement.
Work Regionally, by collaborating with K’omoks First Nation, CVRD, Comox and Cumberland on issues such as water storage, flood mitigation, and healthcare resources.
Responsible growth by reviewing the process for timely development approvals, prioritizing infrastructure, and ensuring predictable taxation.

– Housing: Reacctivate the developers working group with elected officials, staff and members of the development community to identify challenges and work on solutions. Through the new Housing Authority I would also create another Housing Symposium
– Advocate for more shelter space, treatment beds and places for people to stay after their treatment. Including local complex care facilities for those that require it.
– Asset Management: Continue to identify capital projects and budget for them, ensuring we receive the largest grants possible. For costs that are downloaded from senior levels of government, fight to ensure funding is included with new regulations and direction.

– Water is the City’s largest and fastest-growing operational cost. Metering must be sped up over five years and priced to lower costs for average and below-average users.
– Bylaw enforcement: Residents who do the right thing should pay less in taxes; those whose actions threaten the health, safety or environment of our community should pay more through fines. I will introduce motions to scrap the current bylaw enforcement policy and increase fines for some offences.
– I will vote against further municipal boundary extensions being advocated by some candidates, which are bad for taxpayers, residents, and the local environment.

I would want to focus on economic development. Reinstate the Economic Development Society. I would encourage it build partnerships among all the economic drivers In the Valley. I would like to work on Council Accountability. I would propose that each Councillor be allocated a City Department to oversee. I would propose we divide the City into six areas with each Councillor designated to one. They would be expected to hold a town hall meeting every once in a while to connect with the community.

Efficient Transportation Network – this will include more frequent buses, multi-use pedestrian and active transportation paths connecting all parts of our community to keep our vehicle traffic flowing, and pushing the province to finish the Farquharson Farm Bypass to four lanes. 

Predictable and Valuable Development opportunities – this work will build on our Official Community Plan and provide developers with a supportive city environment to build projects.

Poverty Reduction and Economic Opportunity – Our community is the strongest I’ve ever lived in and building on the partnerships and programs to offer affordable opportunities in recreation, culture, and education, as well as supporting small business is fundamental to our health.

– Community Safety & Wellbeing – Lead an intermunicipal task force on community safety and wellbeing. Develop Community Safety & Wellbeing Strategy, long term workforce and capital planning for detachment.
– Affordability – operational and service review of city services, use of tech and non tax revenue. Regional savings such as the hospital tax, support social non profits, invest in programs & services that support people’s wellbeing, support low income rec passes and free access to rec/art/culture
– Ec Dev – remove barriers to businesses and incentivize new businesses, explore partnerships with CFB Comox, and new industrial lands. Streamline business processes. Recruit new businesses and sectors

Support citizens through this trade war and cost of living crisis: Halt raising property taxes — Develop new revenue generation streams — Find cost savings within current spending

Food Insecurity: Reduce stigma accessing food banks and other supports — -Support and incentivize our local agricultural community, helping people access healthy local food while making sure the burden does not fall on farmers who are already working on very tight margins.

Upgrade Essential Infrastructure: Upgrading and maintaining current essential infrastructure obligations before moving forward with non-essential infrastructure — Needs must come before wants

– Emergency Preparedness: Build community resilience by inventorying local veterans and healthcare professionals for response roles, coordinating regional emergency exercises, and creating community workshops for low-cost solutions like DIY air filters for wildfire smoke.
– Housing & Homelessness: Pursue creative, long-term housing solutions that support all residents while easing the operational and safety burdens on downtown business owners.
– Natural Asset Management: Restore local watersheds, expand our urban tree canopy, and reduce energy demand. For instance, mitigating local flooding requires collaborating with forestry, non-profits, and government partners to restore logging- impacted watersheds and slow upstream runoff naturally. Mitigating future flooding issues.

Top three objectives? 1) More openness to community input and not always bending a knee to the loud minority 2) demanding that we spend monies on betterment first, beautification second. 3) doing my best to be accessible AND answerable to all people of our community.

1. Continued work on environment/climate change – increased parks and greenspaces, restoration projects and natural infrastructure, active transportation, and water conservation measures. These can be achieved through phased implementation of the OCP and Master Plans, Water Master Plan, and universal water metering.
2. Completion of infrastructure projects such as the Anderton Dyke restoration and the East Side firehall, and implementation of Downtown Vitalization and Strategic Cultural Plans.
3. Increased solutions to affordability issues – non market housing, low income supports (ie. existing LEAP recreation pass), continued priority of asset management that saves money on infrastructure costs, and funding growth through DCCs/ACCs.

Responsible spending: review the budget department by department, flagging discretionary items for public discussion before approval.
New RCMP detachment: work with regional and provincial partners to secure funding and set a concrete timeline for replacing the aging Ryan Road facility.
Faster permits: bring in staff and applicants to identify the specific steps causing delays, then set target turnaround times.

– Increased transparency. I believe that a government should be honest, open and transparent. I would advocate for information sharing (increased frequency and quality), about what is happening in the community beyond reviewing minutes.
– Building Community: I’d like to encourage more inclusive and culturally diverse events that foster collaboration, learning about others and social inclusion.
– Sensible Spending: I am ready to go through the 2026-2030 financial plan with a fine-toothed comb to ensure we are prioritizing fiscal responsibility and will voice my opinion should I feel it is not aligned with community needs over wishes.

-Assisting seniors with the taxation pinch, find a way to manage this.
-Mental health & homelessness created a serious impact on our down town core. Creating a positive Avenue for people who wish to be better for themselves and our community.
-Scrutinize the dollars spent on infrastructure that are wants and needs.

It is always easier to look back with 20/20 vision, but I think other, more critical projects should have been prioritized.

I advocated strongly to change Council remuneration to be tied to CPI rather than CUPE raises to remove perception that council had a conflict during negotiations.
It is important not only to oppose an idea, but to be able to articulate why in a way to change the minds of others at the table. I strongly disagreed at the Water Committee about not moving forward with a Water Treatment Plant, but was able to change the minds of those who were against it and get a unanimous vote – something I believe helped us get a $62.5 million grant.

My previous answer details my disagreement regarding water metering (5 years versus the 12 years that Council voted for) and the current bylaw enforcement policy. I also have concerns with unsustainable property tax rates and debt servicing, with my solutions too detailed for this space.

I have disagreed with the Council decision to paint the 5 th Street Bridge and build the 6 th Street Bridge. I thought it would have been a better idea to replace the 5 th Street Bridge with a modern one that had bike lanes and walkways and a proper width of roadway.

I think the global situation has shifted significantly over the past few years and we need to continue to adapt to those changes and stay competitive by providing excellent value for property taxes. Our community resilience is intrinsically connected to the maintenance of our infrastructure (roads, water, sewer, buildings), services (fire, police, city staff), community groups, businesses, and the environment… and while it all costs money, it makes this place amazing for everyone!

There have been many respectful disagreements over my 4 years. Recently, the amendments to the business license bylaw towards a new model of cost recovery by type of business rather than what I proposed to investigate – a hybrid model – that includes proportionality of the business that considers if a business is a multinational (eg. Walmart or Costco), the employee count and total net revenue. Another example was the dissenting vote against the 2026 tax increase & financial plan due to a lack of deep analysis of city operations, efficiencies, review of service levels and finding new sources of non tax revenue.

No response

It is easy to play armchair quarterback without full access to information and history, but based on the available facts, I would have voted against the 6th Street bridge. That funding, I believe, should be used more strategically to improve infrastructure resilience and preparedness ensuring our community is ready for future issues. Looking ahead, I do not support spending $32 million on an outdoor pool, nor the proposed third ice rink (even as a hockey player). Capital projects of this magnitude must prioritize local emergency preparedness and clear, thoughtful infrastructure planning to support a resilient growing community.

Recent council decision that had me scratching and shaking my head? Their operational discrepancy and poor planning of effective transit corridors throughout the city. Future debt load on the taxpayers.

N/A

I disagreed with council’s use of the Alternative Approval Process to reallocate the Braidwood property to a homeless shelter without a full public vote. To be clear, this isn’t opposition to addressing homelessness, it’s about process. Decisions this significant deserve direct public input, not a mechanism that makes it easy to avoid one. If elected, I’d push for major land-use decisions to go through a proper vote, so residents have a real say regardless of the outcome.

Recently the residents of 1st Street were informed of an upcoming traffic calming plan despite being told there wasn’t enough participation in the recent limited surveys to proceed. The current council has become increasingly siloed and open communication seems to have dissipated over the past 4 years. While I understand and empathise with the challenges of dealing with negativity and difficult people. The role of council is to actively hear public opinion and act in the best interest of the community. I would have made more effort to connect with impacted residents and hear what people felt was needed.

As a resourceful person, I would have found a different way to build a bridge on 6th street. For example I sourced a company in New Zealand that utilized wind mill blades to build bridges. Reduce, Re-use, Recycle