Accountability,community,integrity.

Initiate training on the adopted code of conduct policy together with a new council, and adopt a clear independent complaint process. Interpersonal conflict needs to be dealt with, rather than left to fester through a term or be left to play out on social media.

Consensus building at the table comes first; a clear process is needed for when conflict interferes with council's work.

The process by which our community has been consulted about the construction of a new multiplex / arena has several lessons within it. Starting in 2023, tax increases have explicitly referenced an arena savings fund, which was needed because the arena was in dire need of replacement. This has amounted to a 2-3% tax increase annually for the past several years.

Council put significant work into a community engagement process on a new multiplex facility, culminating in a 2026 motion, directing staff to prepare a referendum seeking approval for spending millions on a multiplex arena this election cycle, based on preliminary drawings. The referendum was cancelled in June, and an engineering report was released, determining the current arena was adequate for the next 5–10 years.

1. Community members deserve to see investment plans go beyond the concept stage, with realistic budgets that show the cost of construction, operating, staffing and maintenance, before further community input or volunteer time is asked for.
2. When Council recently reversed the decision to host a referendum for a $50M+ new facility, it was on the basis of an engineering report that estimated 5-10 more years on the current structure. Why was the report not done before the tax increases?
3. Between tax increases and the potential of abandoning a useful facility, this process has raised questions of transparency and public trust, which council is responsible for upholding. I would issue a thorough explanation of the process being followed before any further actions are taken.

Council voted to acquire the Revelstoke Airport in April 2026, from the Regional District. The decision came without significant deliberation, without a business plan showing potential revenues, or a budgeted list of improvements. You wouldn't buy an aging house without a home inspection, so why is our council making decisions that will impact future taxation without a plan?

I'll prioritize the creation of a business plan that includes estimates for critical airport infrastructure, so residents can know if the City has acquired an asset or a liability. I'll also request an update to the long term financial plan, so that council can be informed on how to move forward from here.

Years ago, the city's district heating facility was making headlines for catching fire. Revelstoke hosted a bio-heat summit in 2023, with no public reporting of outcomes.

Public financial statements show significant losses (2025, 2026), the absorption of the corporation, and the Long Term Financial Plan (p7, p. 47) shows the need for replacement heating at the community centre, but taxpayers have received no cohesive explanation of the current status of the facility. Our trust in leadership is based on the bad news being shared as readily as the good news, so we're all on the same page.

I'll publish a transparent timeline of decisions regarding the RCEC facility, and initiate a task force that provides long-term options.

We know that climate change is happening and accelerating. Revelstoke needs to start on a multi-stakeholder plan to reduce the risk of a wildfire that destroys homes and critical infrastructure.

We also need to promote community understanding of our Emergency Support Services. This summer, when Penticton fires led to evacuations, neighbouring communities were impacted as they absorbed evacuees.

Revelstoke provides services to far more people than live here. Pricing that reflects visitor use of parking, infrastructure, and recreational amenities can begin to shift those costs away from residential and business taxes. Revelstoke needs to exercise all the tools at our disposal to get residents a fair deal for the infrastructure we fund.

This is about how the costs of a successful resort community are shared, not about turning visitors away.

I'm ready to work with all political parties and levels of government in Revelstoke's best interest, and won't tolerate council partisan political statements that don't add to the discussion at hand.

When the opportunities arise, council should be prepared with a consensus on asks for the areas that matter, including highways, forestry, recreation, infrastructure, non-taxation revenues, emergency services, climate, and wildfire mitigation.

Our community advocacy will go further once aligned with other resort communities; the Revelstoke Chamber of Commerce has an excellent example of doing exactly that. Revelstoke generates a significant amount of provincial tax revenues through our tourism sector, which is even higher when calculated per capita.

Getting our fair share of taxes collected to support community needs means electing a mayor who can build relationships with other community leaders and find areas of agreement to advocate for in Victoria.

Council dedicated land for ownership housing this term, an initiative that would have an overwhelmingly positive impact by creating another rung on the housing ownership ladder.

I'm in support of affordable ownership, and I believe we would be seeing progress if council had stood behind the agreement with a funding commitment. Housing needs clear support behind it, to not become another empty promise.

Similarly, at the time of release, there is no clear way forward that will see additional housing for the BC Hydro workforce building Generator 6 at the Revelstoke Dam.