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 am running for re-election because I have many initiatives that I would like to bring forward for discussion and, where appropriate and supported by our community, see through to completion.

I have been actively involved in Qualicum Beach and the Oceanside community for many years. I am a local Rotarian and a member of 100 Women Who Care, St. Stephen’s United Church, the Qualicum Beach Garden Club, Qualicum Beach Chamber of Commerce, Qualicum Beach Downtown Business Association, Oceanside Women’s Business Network, Qualicum Beach Collective and the Qualicum Beach Seniors’ Centre. I have also supported organizations including Oceanside Hospice, the Qualicum Beach Museum, TOSH and the Flowerstone Society. I currently serve as Council liaison for several of these nonprofit societies.

Before accepting my position as a Town Councillor, I served as a director with the Qualicum Beach Chamber of Commerce and the Parksville Qualicum Beach Tourism Association. I also served a term as chairperson of the Oceanside Women’s Business Network. In addition, I am a member of the Oceanside Housing Task Force.

 

Being involved in so many community organizations gives me a broad understanding of the people and groups that make our community work. It also means I understand the importance of recognizing and properly managing potential conflicts of interest. If a matter comes before Council where I have a conflict, I will follow the applicable legislation and Town procedures, declare the conflict and recuse myself from the discussion and decision as required.

 

Section 2: Skills and Preparedness

 

What specific experience and 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:

Over the past four years on Council, I have had the opportunity to learn a great deal about municipal government, how decisions are made and, most importantly, how ideas can be turned into action for our community.

During my term, I have consistently attended Council meetings, board meetings and AGMs for organizations where I serve as Council liaison. I have also attended Vancouver Island Regional Library meetings as a trustee.

I make a point of attending the annual conferences of the Federation of Canadian Municipalities, the Association of Vancouver Island and Coastal Communities and the Union of British Columbia Municipalities, as well as the Vancouver Island Economic Summit and housing conferences. I have sometimes paid these expenses myself because I believe the opportunity to learn, build relationships with other community leaders and connect with different levels of government is valuable to Qualicum Beach.

This September, for example, I attended the RENT conference in Nanaimo and the week-long UBCM conference in Vancouver. These commitments are one reason I have chosen not to door knock during this campaign and will instead communicate with residents through a mailout.

I also own and operate a retail clothing store in downtown Qualicum Beach, going into its 30th year. I schedule additional staff and make other arrangements so that I can prioritize my Council responsibilities and attend important meetings.

I am accessible to residents through my downtown store, by phone and by email, and through my involvement with community organizations and events. Being present in the community helps me hear directly from residents and bring their concerns and ideas to Council.

 

Section 3: Financial Acumen

 

Do you feel you currently have sufficient financial understanding to provide meaningful input and assessment in the Town’s approximately $40 million 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 grant, without matching funds required, to use in any way you wanted, what would you do with it and why?

 

Response:

I appreciate the work of the Town’s financial staff, who provide detailed reports and take the time to answer Council’s questions. I also value the input of many retired professionals in our community who bring considerable financial and professional experience to budget discussions.

As a business owner, I work with a local accounting firm and understand the importance of planning expenditures carefully, avoiding deficits and maintaining appropriate reserves for future needs. When unexpected problems arise, the goal should be to navigate them responsibly while maintaining the Town’s financial resilience.

At the beginning of a new term, I would like to bring forward the idea of an informal advisory group made up of interested local residents and professionals who could meet periodically with Council. I believe additional community input and professional experience can help inform Council’s decision-making about our community’s needs and priorities.

If the Town received a $1 million grant with no matching funds required, I would not want to decide its use in isolation. I would support issuing a Request for Proposals where appropriate, along with a public town hall, so that Council and residents could consider the options and determine how the funds could provide the greatest community benefit.

 

Section 4: Transparency

In the past term we have seen significant initiatives that were never on the Town’s five-year strategic plan, proceeding through closed meetings. Examples include the introduction of a tree protection bylaw, renewal of the skateboard park, the Commons proposal, the acquisition strategy for Eaglecrest and a donation to the hospital foundation. What is your opinion and what would you change with respect to the process of new projects proceeding through 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:

There are legitimate reasons for Council to meet in closed session, with staff and legal advice, including litigation or potential litigation, real estate and land matters such as acquiring or disposing of property, personnel and labour relations, and matters involving protected information.

At the same time, I believe residents should be kept informed as soon as it is legally possible to do so. Generally, matters discussed in closed session are reported out at the next open Council meeting. I would like to see whether there are opportunities to report decisions sooner when appropriate and when doing so would not compromise confidential information or the Town’s legal or negotiating position.

I also believe it is important for residents to understand that final binding decisions generally need to be made in an open meeting. Closed sessions may allow Council to receive information, provide preliminary direction or deal with matters that legally require confidentiality, but the public process should follow when a matter is ready for an open decision.

 

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:

The Town has a Community Wildfire Resiliency Plan, active forest management, bylaws and burning regulations, as well as a comprehensive Hazard, Risk and Vulnerability Analysis that identifies wildfire mitigation as a priority. The Town also works with the Regional District of Nanaimo and the City of Parksville on emergency planning and wildfire preparedness.

 

I would like to continue looking at opportunities for additional funding and resources. At UBCM, I heard about potential funding supports related to wildfire mitigation and FireSmart initiatives, and I intend to follow up with Fire Chief Cornell to determine what opportunities may be available to Qualicum Beach.

 

Section 6: Public Consultation and Open Dialogue

Would you be supportive of returning the availability of public feedback during Council meetings prior to decisions being made on 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. Open dialogue with residents is an important part of municipal government. Council members are elected to represent the concerns and needs of the people in our community, and residents should have meaningful opportunities to provide input before decisions are made.

I would support making public feedback available during Council meetings before decisions are taken on agenda items, where appropriate.

I also believe letters received by Council should be posted on the Town’s website, subject to applicable privacy and other legal requirements. Where appropriate, the posting could be accompanied by a staff response or a response from the applicable Council liaison so residents can see how their concerns have been addressed.

 

Section 7: Discretionary Community Funding

The Town currently provides support through 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, economic, tourism and environmental 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 discretionary support funded by taxpayers?

 

Response:

Social infrastructure is an important part of a healthy and connected community. Places and organizations where people gather, connect, learn and participate can contribute to the overall strength and vitality of a community.

Green spaces, libraries, arts and cultural organizations and recreation opportunities can also contribute to prevention and well-being and may help reduce pressure on other public services.

I believe there is value in hearing more directly from residents about how these community supports are working and what they see as priorities. During a new term, I would like to explore an informal monthly Residents Advisory Board, open to the public, where residents could provide input to Council.

I would also welcome the participation of retired professionals in our community who could contribute their knowledge and experience. This type of additional community input could help Council consider how discretionary funding is allocated and whether a more consistent and transparent approach would be appropriate.

 

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 community character? What type of development do you believe the community most needs now and why?

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Response

Building solutions together means building stronger housing and a stronger community.

Qualicum Beach has an aging population. BC’s Seniors Advocate, Dan Levitt, has identified the median age in Qualicum Beach as approximately 67. We need to plan for residents who want to remain in the community as they age.

There is currently a significant need for additional care beds. I would like to see continued collaboration with Island Health, the Ministry of Infrastructure and other partners to explore the possibility of a public-private partnership for an additional care facility at Eagle Park. Our residents should have opportunities to age in place within their community.

We also need more housing options in and around the downtown core. As residents age, some will want to downsize or rightsize while remaining close to shops, services and community amenities. Appropriate three- to six-storey development, where compatible with the area, can provide additional housing while allowing residents to continue a walkable lifestyle. Qualicum Beach already has examples of this type of development.

I have also discussed with Brian Wiese, President of the Legion, the possibility of collaboration with the Qualicum Beach Cinema Group on a future project. One concept would be an updated Legion facility that could include three screening rooms for the Cinema Group, a larger Seniors’ Centre and non-market affordable housing for veterans and seniors, potentially involving Veterans Affairs and social infrastructure funding.

Looking ahead, I would also like to see collaboration with the School District and local First Nation on the possibility of a community hub in the Commons area.

The need for non-market affordable housing is another important consideration. Seniors represent a significant portion of the homeless population in the Oceanside area, and additional non-market housing should be explored wherever suitable opportunities exist, including potential partnerships involving church or Town-owned land.

There are also opportunities to improve the natural environment within our urban area. For example, re-wilding portions of Second Avenue and exploring the restoration of School Creek, with a walking trail in East Village, could bring more nature into our community while creating additional opportunities for walking and recreation.

 

Section 9: Eaglecrest Development Going Forward

If the revenue from the planned sale of Eaglecrest lands does not meet the current budget expectation 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 Eaglecrest lands? Before executing a long-term lease at the Eaglecrest Golf Course, would you pursue an analysis of the expected financial impact the 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:

There has been considerable due diligence by the Town’s planning, finance and legal staff regarding the acquisition of Eaglecrest and the long-term implications of the property.

The intention is to retain the golf course as a community asset for future generations. Having three established golf courses in the area can also support tourism and provide recreational opportunities for residents and visitors, including both golfers and trail users.

If the planned land sales do not occur quickly enough to meet the Town’s financial requirements, I believe Council should ask staff to explore the available financing options, including appropriate long-term borrowing. A 25-year borrowing term could be considered if it is determined to be financially responsible and appropriate for an intergenerational community asset.

Before entering into a long-term lease for the Eaglecrest Golf Course, I would also support having the Town examine the expected financial impact on the existing Memorial Golf Course, including its cash flow and ability to repay its outstanding loans to the Town. Council should have that information available when considering the long-term arrangement.

 

Section 10: Governance

The Town currently has eight committees, commissions and boards established to advise Council. These committees use Council time and staff resources and presumably reflect Council’s priorities. If elected, would you continue with these same entities or are there other more critical issues that you would encourage Council to pursue through new committees?

 

Response:

I believe committees and advisory groups can be valuable when they provide Council with meaningful expertise, community input and practical advice.

I would review the existing committees as part of the next strategic planning process to ensure that each continues to have a clear purpose and provides value to the community. I would not want to create additional committees simply for the sake of having more committees.

 

One idea I raised earlier this year was establishing an informal advisory group of retired professionals and other interested residents who could share their knowledge and experience with Council. Staff advised that I could bring this proposal forward at the next strategic planning meeting.

I would like to explore that opportunity, particularly because Qualicum Beach has many residents with extensive professional, business and community experience. An informal advisory group could provide another avenue for residents to contribute their knowledge while helping Council consider important issues and long-term priorities.

Ultimately, I believe good governance requires Council to listen, ask questions, understand the financial and practical implications of decisions, and remain connected to the residents it represents.

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