Accountabilitycommunityintegrity.

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.

Start training on the adopted code of conduct policy 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 consultation process about the construction of a new multiplex / arena has lessons to learn from. 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 several 2% tax increases.

Council then 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 and construction budgets. The referendum was cancelled in June, and an engineering report was released, determining the current arena was adequate for the next 5–10 years. My takeaways are:

1. Community members deserve to see plans go beyond the concept stage, with realistic budgets that show the cost of construction, operating, staffing and maintenance, before community input or volunteer time is requested.
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. Due diligence should have taken place before any tax increases.
3. Revelstoke was on track to vote on abandoning a functioning 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, then lay out a 4-year plan for this council term.

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 opportunities, 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.

Revelstoke needs an integrated land use strategy, including guidelines for Section 17 Lands near the Revelstoke Dam.

Revelstokians who have lived here for a while probably remember proposals for a data centre near the dam. A recent consulting report presented to Council has Growth in data centres as the first opportunity listed in the site analysis.

With the growing demand for AI, and the proximity of the Section 17 lands to energy and clean water, Revelstoke can expect to receive more of those proposals in the future. I want to be clear: I do not support data centre development on the Westside Road Section 17 Lands.

Communities who are facing infrastructure funding issues can be tempted to accept the first investment proposal they receive. Data centres can generate reliable annual property taxes and a few years of construction work, but very few good jobs in the long run. The cost of these industries in a place like Revelstoke is to the environment, scarce land being occupied, and limiting future economic opportunities.

Every extra dollar a household spends on overpriced housing is a dollar not invested in a local business, not saved for the future, and not growing our economy. Investing in housing opportunities that can support our local construction sector, while providing long term community owned assets is critical for any growing resort community.

I'll use my experience to weigh in on overall housing strategies, but I will step down from my role as GM and have a voluntary 12-month cooling off period on matters concerning the Revelstoke Community Housing Society to avoid any perceived conflict of interest.

Our summers make it clear 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.

Council signed a preliminary land agreement for ownership housing this term. The program would create a path to home ownership for young adults who are increasingly priced out. I believe the project would be further along if council had backed the preliminary agreement with a funding commitment. Housing initiatives need that support to move forward.

Similarly, at the time of this platform's release, there is no clear pathway to additional housing for the BC Hydro workforce building Generator 6 at the Revelstoke Dam.