Adam Walker

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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 was born and raised in Qualicum Beach, and I believe it’s the best place in the world to
call home. What makes it special is its people: neighbours who care and step up when
something needs doing. My dad was part of the community effort that got the Civic Centre built, and my mom served on the first board of The Old School House. I grew up seeing what people could accomplish together. Those values have guided my own service on Town Council and during four years as the MLA for our region. My volunteer board work includes Flowerstone Health Society, St. Andrew’s Lodge, Hamilton Marsh and the group working to bring new life to Qualicum
Commons. I believe Town Hall has drifted from that spirit of working together. Our community
groups deserve more support, and residents deserve a meaningful voice in decisions.
I’m running to bring new ideas and a different approach: listening before decisions are
made, working alongside our volunteers and bringing council together around shared
priorities. It’s time for the next generation of leadership to build on what makes this
community special.

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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:
I’ve spent over 20 years as a small business owner in technology. I also run our family
farm in the community and manage another nearby. Those experiences have taught me
the importance of planning ahead, finding creative ways to do more with less, and
following through.
I’ve had the privilege to serve on Town Council and as our region’s MLA, building
experience and relationships that can help advance Qualicum Beach’s priorities.
Through volunteering, I’ve also learned how much knowledge we have right here in our
community. Making good decisions means being willing to ask questions, listen and
learn from others.
From day one, I would work to build a strong team. All five members of council should
have a meaningful voice, including when we disagree. Together, we need to set clear
priorities and give staff the tools, support and direction to carry out the work. That team

extends into the community, where residents and organizations have so much to
contribute.
People who have worked with me know I don’t shy away from hard work. As mayor, I
would keep my door open, make time for residents and follow through. Once council
makes a decision, people should see the work getting done.

 

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:
We take great pride in Qualicum Beach, from our hanging baskets and gardens to the
services we count on every day. Good financial management means protecting those
things while keeping this a place people can afford to call home.
Yes, I’ve run a small business for over 20 years and have had the privilege of serving on
Town Council and as our region’s MLA. I understand our municipal budget and the
importance of planning ahead, questioning costs and making limited dollars go further.
Residents have already absorbed rising property taxes over the past four years. The
current financial plan projects another cumulative 26% increase in municipal taxes over
2027–2030. That puts real pressure on household budgets, especially for people on fixed
incomes. Those projections aren't locked in, and I would work with council and staff to
find a more affordable path.
That starts with clear priorities and reliable funding to maintain and replace our aging
infrastructure. The Town identifies roughly 25 kilometres of asbestos-cement water
pipes, most of which were installed in the 1960s and early 1970s. We need a replacement
schedule we can afford and follow through on, alongside a plan to maintain roads up to
the standard residents expect.
We also need to address the backlog of delayed and deferred projects. Constantly
shifting priorities ties up staff time revising plans and schedules, while construction
costs keep rising. Council needs to agree on realistic priorities, understand what staff
can deliver and give them the support to see the work through.
Eaglecrest also needs close attention. Its total project budget is now $21.2 million, with
funding dependent on land sales. We need to control costs, test those revenue
assumptions and protect the Town’s ability to fund other priorities.
I would prioritize investment in the core infrastructure that taxpayers rely on, maintain
our parks and gardens, and work closely with Town staff to find efficiencies that can
improve services and save money. We need to listen and put good ideas into practice.

We should also explore ways to broaden our tax base while protecting our town’s
character.
I would put a $1 million grant toward priority infrastructure already in the budget and
strategic plan. That would get necessary work done while reducing the amount we need
to draw from other Town funds, and not re-allocate staff time and priorities as we have
seen far too often over the last few years.

 

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:
Good decisions come from good information. When council moves discussions behind
closed doors, it loses the perspectives, experience and knowledge of the people who live
here. The examples listed are major initiatives that moved ahead, or stalled, without
residents having a real chance to take part.
Provincial law allows closed meetings for a limited set of topics such as land, legal and
personnel matters. In most cases, closing the meeting is a choice, not a requirement. As
mayor, where that discretion exists, I would side with public debate. What a project costs
and where it ranks among the Town's priorities can be discussed openly even when a
specific negotiation has to stay confidential.
When a closed meeting is necessary, the decision and as much of the staff report as
possible should be released as soon as the reason for confidentiality has passed, and
reported at the next regular council meeting. Council should also review past closed
decisions on a regular schedule and release what it can.
I would also work with staff to review the FOI requests from the past few years and
identify records that can be posted proactively. That improves transparency and saves
staff time.
When people feel decisions aren't being made in the open, they lose trust and disengage.
Rebuilding that trust starts at Town Hall.

 

Section 5 ( Firesmart)
In your opinion, is the town providing sufficient resource allocation and direction with respect to
firesmart activities on municipally owned land?

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Response:
When I was MLA, we secured funding to bring the area around Eagle Park up to modern

FireSmart standards. It was a prime opportunity to show residents what best practices
look like and how to reduce risk on their own properties. That opportunity was missed.
Most of us felt the fear and uncertainty of the Wesley Ridge wildfire first-hand. That was
another moment to focus the work and educate the public, and again it passed.
As mayor I would work with the Province to secure funding for FireSmart work on Town
land, make sure public education happens alongside it, and fill the vacant position on
our emergency management team so we are prepared.

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:
Yes, though in a better format than before. I've watched council meetings run past five
hours, followed by lengthy in-camera sessions. That doesn't serve residents, council or
staff.
Public input works best when people have time to read the information first. I would have
staff reports published as they are completed, so residents can review them and speak
with their elected officials well before a vote. I would also bring back Committee of the
Whole meetings in a meaningful way, as a place for open discussion before items reach
council for a decision.
Council meetings also reach only the people who can attend them. I would create more
meaningful opportunities for the general public to weigh in, through surveys and other
forums, so that decisions reflect the values of as broad a cross-section of our
community as possible.
On letters, I would bring back the correspondence log, make sure letters raised by
members of council are included on the agenda for discussion, and publish all
correspondence online as a matter of public record, with personal contact information
removed. People who take the time to write, show up or fill out a survey deserve to know they were heard.

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?

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Response:

The current model was built up one arrangement at a time, over many years and many
councils. As a result, some organizations are well supported while others with real need
are at a significant disadvantage. It isn't fairly distributed, and it isn't transparent.
I'm not looking to cut existing arrangements. These groups need continuity. But we
should introduce a meaningful grant-in-aid stream with clear policy behind it. A
committee of residents, supported by Town staff, could review applications in public and
bring forward non-political recommendations based on published criteria. Council would
then deliberate and ratify those decisions in the open.
The overall amount should be set by council in public as part of each year's budget, with
the full value of Town support reported in one place, including cash, fee-for-service
agreements, below-market rents and tax exemptions. Residents should be able to see
who receives what.
Too many groups with real need have gone without, and inconsistent processes from
year to year have left good organizations unable to plan. These are residents' tax dollars
and important community causes. The process should be public, consistent and fair to
everyone involved.

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've lived here my entire life and I've watched this community grow, in a thoughtful way
that protected and enhanced the charm we all love. Seeing council rezone large parts of
Eaglecrest for three- and five-storey apartments along the highway sets a worrying trend,
one we've already seen in Parksville and elsewhere.
The issue is where we build. Development should be focused downtown, where people
can walk to shops and services, with commercial space on the ground floor,
underground parking, and a height and style that fit the neighbourhood. West of
Memorial, that means predominantly three storeys. In the East Village area, four or five
storeys, slightly lower than the existing building.
Many residents will be looking to downsize over the next few years, and an apartment
with a patio in the heart of the village is a great option. We also need the full spectrum of
housing, from homes suitable for families to long-term care. When council voted down
125 long-term care and assisted living beds, that was a massive loss for people in our
community.

Residents expect council to stand up for the character of this town while making sure
thoughtful development happens when the right opportunities arise. We can do both.

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 up zoning 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:
By playing developer, the current council has put taxpayers in a risky position. As the
economy has slowed, construction and real estate investment have dropped off. We also
know the current $21.2 million figure leaves out a number of unknowns that will likely
push costs even higher.
The first step is a proper public accounting of where we are and how we got here. No
detailed information has been released about expected land sale revenue, the options
council considered or estimated servicing costs. It's hard to say which options belong on
the table with so much still secret.
More than a year in, no land has been sold. We need to get council out of the
development business. Whether that means bringing in a partner or creating an arms-
length trust or board, this project needs stronger oversight and accountability. Acting as
both regulator and developer has not served the community on either count. An entity
able to borrow against future land revenue could help stabilize funding. Long-term
borrowing by the Town itself would require elector approval, which takes time and
money, and a failed vote could mean substantial tax increases. We would need to tread
carefully. I would not look to further up zoning to fill a gap, rather would fight to reduce
the heights in these established neighbourhoods.
Yes, I would want that analysis done before any long-term lease is signed. We need to
see the business plan for the new nine-hole course and understand what it means for
Memorial Golf Course and its ability to repay its loans to the Town.
Once the new council has access to the records, I want a full public process that lays out
where we are and what our options are, and genuinely consults the community on next
steps. It's overdue.

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:
I've had the privilege of meeting or speaking with everyone putting their name forward
for council. They are all eager to work and to make Qualicum Beach even better.
I've also spoken with members of several committees, including the Advisory Planning
Commission and the accessibility committee. These are bright, capable people, and
many feel they could be doing more.
I would like to see each member of council chair a committee focused on an issue that
moves the town forward, whether that's arts, culture and community events, housing,
health care or finance, and be empowered to lead meaningful work.
Several committees have been disbanded, are in the middle of changes or exist on paper
but no longer meet. We should review each one in public, clarify its purpose, give it the
support it needs, make appointments in public where possible and open the meetings
like any other Town function.
So many people here want to contribute. We should be working with them.

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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:
If elected, I will make sure both residents and council know about the regional issues
that affect them. I have seen important decisions made at RDN board and committee
meetings that members of our own council were completely unaware of. That doesn't
build a strong team, and it wastes the insight of the people elected to represent this
town.
I would report back to council in writing after RDN meetings, bring significant regional
votes to council for discussion before they happen where possible, and hold regular
mayor's open houses and coffee meetings so residents can weigh in on decisions we
have a say in, whether at the Town or the RDN.
RDN costs have grown significantly, led by the French Creek Pollution Control Centre
expansion and recreation, along with the regional hospital district's capital contributions.
Each deserves a value-for-money review from a Qualicum Beach perspective. Many
residents don't know these decisions are being made, and the communication has not
been what people here expect or deserve.
On health care, our region has committed large sums toward a new patient tower at
Nanaimo Regional General Hospital. Both major party leaders promised that tower in the

last provincial election, yet recent announcements make it clear it is not on the horizon.
We need a stronger team of local mayors working with the Fair Care Alliance and others
to get that project funded and over the finish line.

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