Anne Skipsey

​

Section 1   (Motive, personal interests and potential conflicts of interest.)

Please tell us why you are running? What community clubs or organizations do you belong to/ or support? How have you been involved in the community? Do you think any of these could put you in a conflict of interest position and how will you handle it? 

 

Response:

I have now been connected with Qualicum Beach for 60 years and I'm running for council to help preserve our small town charm through careful planning and managed growth. There are a number of initiatives currently in the works (examples include Eaglecrest, Ways to Achieve Attainable Market Housing (WAAMH) and Pickleball Courts), which I believe will benefit from the continuity of my knowledge, leadership and commitment.

 

I have a track record of civic involvement and volunteerism. Some community clubs and organizations I belong to include Repair Café Oceanside, TOPS Little Qualicum Chapter and 100+ Women Who Care. I support many organizations through memberships, which have included the Brown Property Preservation Society, the Qualicum Beach Museum & Historical Society, St. Andrews Lodge, The Old School House and the Qualicum Beach Seniors’ Activity Centre. I have season tickets for the Village Theatre, attend various concerts and events and donate to a wide variety of local charities.

I do not anticipate a conflict of interest with any of these organizations, however, if there were an issue I would recuse myself from the discussion and voting related to the matter. 

 

Section 2 (Skill set and preparedness)

What specific experience/skills do you bring to the role? How have you prepared yourself for the role so that you can be effective from day one?

How much time do you expect to devote to the role? If you are juggling family or job commitments how will you manage those obligations?

 

Response:

My degree in Business Administration from Simon Fraser University, 15 years experience with the City of Burnaby gaining knowledge and experience in the inner workings of local government, and nine years of prior service as a Qualicum Beach Town Councillor, prepare and qualify me for the role. I do not have work commitments outside this position. 

 

Section 3   (Financial acumen )

Do you feel you currently have sufficient financial understanding to provide meaningful input and assessment in the town's approximate $40 million dollar annual budget? If elected, what steps would you take to put the town in a firmer financial footing? What specific municipal spending areas would you reduce, maintain or increase? If the town received a $1 million dollar grant (without matching funds required) to use in any way you wanted, what would you do with it and why?

 

Response:

Yes, I feel I have sufficient financial understanding to provide meaningful assessment and input related to the town’s budget.

To reduce spending, I would continue to support the Town's commitment to innovate and create efficiency. I look forward to seeing the investments in systems and staffing start to reduce demand on administrative resources and work related premiums. Our amendments to the Downtown Development Cost Charges Reduction Bylaw this term will provide funds to support infrastructure upgrades related to development in the Village Neighbourhood. The Town’s current staffing complement should be maintained which will require limiting new demands. Proactively increasing the contribution to the Asset Replacement Reserve was an important direction taken this past year as part of a long-term strategy to reduce a future anticipated infrastructure funding gap. 

As for a $1M no strings attached grant, I would put it toward an infrastructure project that would improve public safety or accessibility, the foundational work of municipal governments. 

 

Section 4 ( Transparency)

In the past term we have seen many significant initiatives that were never on the town's 5 year strategic plan, all proceeding to fruition behind closed door meetings. Examples include the introduction of a tree protection bylaw, the renewal of the skateboard park, the commons proposal, the acquisition strategy of Eaglecrest, and donation to the hospital foundation. All significant events/expenses that came out of the blue and did not receive an opportunity for the public to hear council openly debate in public the costs, or where the project should be placed in terms of the town's priorities. What is your opinion and what would you change with respect to the process of new projects proceeding in closed meetings without debate in public view? When do you think the town should report to the public on decisions made in closed meetings?

 

Response:

I respectfully disagree with your opening statement “significant initiatives that were never on the town’s 5 year strategic plan” and note the Community Charter allows for discussions to happen in closed meetings for legitimate reasons, such as obtaining a legal opinion or negotiating a lease.

 

There is a process to add, remove, advance or delay items in the strategic plan and every new council will have its own priorities. A re-imagined Skateboard Park was the topic of the election in 2022, followed by a presentation at the November 30, 2022 Committee of the Whole which led to the following headline in the PQB News: Qualicum Beach to Consider Making Skateboarding Park Upgrade a Strategic Priority. The article went on to say “Qualicum Beach council will look at including the renewal or replacement of the skatepark in the town’s 2022-2026 strategic plan and five-year financial budget”, which is what followed.

 

The tree protection bylaw, drafted and discussed since my first term on council in 2014, was adopted quickly for the obvious reason of preventing trees being cut in anticipation of new regulations.

 

On February 11, 2026, Mid Island Health Alliance and Dr. Kelly Hadfield appeared before Council to share information about the Primrose Medical Clinic and request donations, from the Town and citizens, through the Hospital Foundation. The Town had Community Amenity Contribution funds earmarked for “healthcare” and once our due diligence was complete, Council supported making a $400,000 contribution.

 

A council that wouldn’t consider opportunities not in the five-year strategic plan would not be best serving the community interest. At the beginning of the term, Council was not aware of the plans of the owners of the Eaglecrest golf course or the School District plans for the Qualicum Commons. An effective Council must be open to opportunities that present themselves, ensuring vibrant community hubs rather than boarded up buildings.

  

 

Section 5 ( Firesmart)

In your opinion, is the town providing sufficient resource allocation and direction with respect to firesmart activities on municipally owned land?

 

Response:

Yes, through Provincial funding the Town hired a FireSmart Coordinator. The Town is proactively tackling forested areas such as the Heritage Forest, Community Park, and treed areas within our trail systems. When the consultants presented their findings to the community, they shared that it was not the large trees of most concern but that cedar hedges were, yet, we still see the new planting of cedar hedges near homes. Education is an important component of FireSmart. 

 

Section 6 (Public consultation and open dialogue with the public)

Would you be supportive of returning the availability of public feedback during council meetings, prior to decisions being made for items on council agendas? What are your thoughts on how letters to council from the public are currently handled and would you support posting letters received on the town's website?

 

Response:

There is opportunity for the public to provide feedback to members of council once regular council meeting agendas have been published (usually the Friday before) up until the Wednesday morning of the meeting. I welcome input and/or questions in order to be better informed and understand community concerns. If the intent of correspondence is to inform council of resident concerns and comments, then this is being accomplished currently.

 

The Committee of the Whole format does allow for public feedback during the meeting prior to decisions being made. This format is used for gathering public input, exploring complex or new issues and allows time for reconsideration prior to adoption by council.

 

I do believe the Town’s current practice for processing correspondence follows local government best practices, however, if this is not the case then I would be open to looking at changes. Of note is the question related to the overall satisfaction with Town communication channels in the 2025 Quality of Life Survey, which resulted in 84% of respondents indicating they were somewhat satisfied or very satisfied. 

 

Section 7 (Discretionary community funding)

The town currently provides support by way of operating cash, fee for service agreements,below market rents, property tax exemptions and other incentives to the nonprofit sector. These include arts and culture,sports related, economic, tourism and environmentally focused groups. Do you think the current level of support is fairly distributed? Is it sufficient? Is it transparent? How do you see the town arriving at a predetermined quantifiable overall amount and achieving greater fairness in the distribution of the discretionary support funded by taxpayers?

 

Response:

We are very fortunate in Qualicum Beach to have so many community members willing to share their time and talents for the benefit of all. If not for visionary and dedicated volunteers we would not have been able to afford to build/restore/maintain a curling rink, lawn bowling (indoor & outdoor) facility, tennis courts, the Civic Centre, The Old School House, the Museum, the Village Theatre, the Seniors’ Activity Centre, the Heritage Forest, the Qualicum Beach Memorial Golf Course, St. Andrews Lodge, Community Meals, and more. I look forward to adding Pickleball Courts to the list.

 

We have a long history of working with community, which needs to be nurtured. Is it perfect? Probably not; council has discussed revisiting lease agreements to fully understand where we are at and to better anticipate and articulate future expenses 

 

Section 8 (Development)

What are your views on the need for development within Qualicum Beach over the next 10 years? How can the town balance the need for growth with the desire to protect the community character? What type of development do you believe the community most needs now and why?

 

Response:

I have always maintained a mix of housing options is needed in Qualicum Beach. There have been a couple of innovative developments previously approved but never built. Town owned land along with the Ways to Achieve Attainable Market Housing (WAAMH) report provide options to make the development of needed housing possible. The Province of B.C.’s mandated Interim Housing Needs Report and the Town’s 2025 Quality of Life Survey should help inform council of the types of housing needed over the next 10 years.

 

 

I support development which complies with the vision and intent of the Official Community Plan (OCP). The recent approval of a multi-family development along the Island Highway is a good example of how quickly a development can be approved when it meets the intent of the OCP. 

 

Section 9 (Eaglecrest development going forward)

If the revenue from the planned sale of Eaglecrest lands does not meet the  current budget expectations of $21,199,800, What would your plan B look like? What options would you request staff to explore such as using long term debt, or upzoning further other Eaglecrest lands?  Before executing a long term lease at the  Eaglecrest Golf Course, would you pursue an analysis of the expected financial impact the now revamped Eaglecrest Golf Course  will have on the cash flow of the existing town owned Memorial Golf Course and its ability to repay its current loans to the town? 

 

Response:

The budget does contain placeholders of approximately $21M, however, this amount is dependent on future community input and council decision-making. By my calculations, budgeted expenditures not requiring future decision-making total approximately $12.4M ($14.5M less the $2,125,000 donation) including a contingency in the amount of approximately $1M. This is the amount currently needed to recover through land sales to cover the purchase costs, upgrades that have been done to the golf course and contingency fund. If elected, I will advocate for an appropriate return on this investment during the upcoming lease negotiation for the Qualicum Beach Eaglecrest Golf Course.

 

My preference would be to stay the course and stick to Plan A – financing through the sale of land (purchased for approximately $65,000 an acre).

 

I would not spend tax-payer funds to pursue an analysis of the financial impact of Qualicum Beach Eaglecrest Golf Course (QBEGC) on the Qualicum Beach Memorial Golf Course (QBMGC) because:

-  the impact of the Eaglecrest golf course previously did not prove to be a financial issue for QBMGC;
-  the financial statements of the QBMGC show they are able to meet their financial obligations, operate a highly attractive and desirable amenity as well as put funds away for future capital expenses;
-  QBMGC currently has nearly 200 committed people (paid deposit) on their member waitlist; and
-  speaking to a number of people at QBMGC, they actually welcome the re-opening of QBEGC to alleviate some of the demand they have experienced while the golf course has been closed. 

 

Section 10  ( Governance) 

The town currently has 8 committees, commissions and boards set up to advise council.These committees not only use council time and staff resources, but presumably reflect councils priorities. If elected  would you continue with these same entities or are there other more critical issues that you would encourage council to pursue via new committees? 

 

Response

This term, Council directed staff to review all of the committees of council. As a result of the review, Council dissolved those committees that were not functioning effectively enough to warrant continuing. Some boards, committees and commissions are legislated by the Province so the Board of Variance and Accessibility Team must remain. Heritage Forest Commission meets three times each year and has an important role in ensuring communication between the signatories to the covenant and management plan. Beach Day and Family Day are working committees and do the heavy lifting for these important annual community events. The Environment & Sustainability Committee functioned well when there was a Climate Action and Emergency Program Coordinator in place and I look forward to this vacant position being filled. The mandate of the Advisory Planning Commission should be reviewed to ensure it is providing the advice required by council for making informed decisions. 

 

Section 11 ( Specific to Mayoral candidates only)

Historically the role of Mayor includes acting as a director in the RDN. What specific actions will you undertake to ensure Qualicum Beach residents are made aware of the RDN issues that affect them? How will you engage with Qualicum Beach residents to ensure your vote is in line with their preferences? RDN taxation will soon exceed the municipal portion of our overall property taxes. What RDN services and costs should be reviewed on a  value for money basis, as it applies to Qualicum Beach residents?

 

Response:

To return to the original article click here.

​

​