Questions to all candidates in the Comox Valley local government elections, 2026.
Answered on Sep 16, 2026
Why have you decided to run in the 2026 local government election? What are the most pressing issues you’d like to address, and how would you try to do so?
Having served for two years, I would like to continue the work that this council has undertaken, because I believe our priorities match the most pressing needs of the community – the availability and affordability of housing for all levels of income, the improvement and maintenance of aging infrastructure, and the need for more good jobs – living wage employment – in commerce and industry within the Village and the Valley. I would try to do so by ensuring that we try to do so, by making the case to my colleagues and the community that any given decision must align with these priorities, that we set achievable goals, and that the Village staff have the support and resources to deliver.
What is your experience with unions and their concerns for their members?
I have close relatives and friends who work within unionized organisations and I see the structure and support that unions provide, and the power of collective bargaining to encourage employers to, at the very least, follow the law and then improve standards and conditions for all members. As an employer, I have seen unions advocate and bargain forcefully for their membership, whilst working in good faith and ultimately reaching mutually beneficial agreements. The system is imperfect, as all are, and there is scope for improvement. If we maintain dialogue, open minds and good faith approaches, it works.
What decisions could the Council or Board make that would address challenges in attracting and retaining workers?
It’s worth looking at the decisions a Council might not make – we need to consider what makes a workplace attractive and rewarding. Consistency, integrity, appreciation of the complexity and pressures of public service employment and more. Decisions that undermine staff, limit resources for political ends, or dismiss expertise without good reason will quickly have workers considering other options and sharing stories with prospective candidates. Practically, we can ensure that our one employee, the CAO, defines roles clearly, manages with confidence and clarity, and understands that culture is crucial to performance.
What is your position on the municipality/regional district adopting a Living Wage policy for employees and contracted workers?
Living Wage is already a reality for our employees and is integrated into our social procurement policy. I would resist any effort to dilute that.
How would you ensure that service-delivery decisions consider impacts on workers, residents, and long-term public value, rather than just short-term cost savings?
I believe that we do exactly that right now. The mandate of local government is to consider long-term public value. We try to use approaches that value life cycle cost, long term benefits such as health and wellness, and the future demands on staff and users. The tools for that are a clear strategic direction, statement of values, and to guide staff recommendations, and council decision making that encourages open discussion and the consideration of non-financial perspectives. Clear policy guides staff decision making where those powers are delegated by council.
Do you support maintaining and expanding in-house municipal/regional district service delivery rather than contracting out work to private providers? Why or why not?
In general, yes. Services that are regular and ongoing are well suited to in-house provision in order to maintain control over performance and cost. In my observation, outsourcing cost savings have often turned out to be minimal, or come with service degradation as private providers search for the limits of a client’s tolerance for profit margins and performance levels. In a small community like ours, many services do need to be contracted out because they are occasional or specialist – such as engineering or event production. And some services are too large for us to deliver in-house, notably solid waste collection, which might even be a struggle to provide at the regional district level.
What is your approach to labour relations with unionized municipal employees?
Support the CAO and her staff to maintain professional and respectful labour relations and act in good faith with integrity.
Will you commit to respecting negotiated collective agreements and avoiding public statements that undermine bargaining?
Yes
How would you ensure senior management maintains respectful, constructive relationships with unions representing municipal workers?
Through regular, ongoing and thoughtful closed meetings with the CAO for consideration of labour relations and issues. And by modelling, and asking for, respectful attitudes and discussion around any issues arising.
How should a municipality/regional district balance fiscal responsibility with fair wages, benefits, and working conditions?
By a robust and professional process to negotiate through collective bargaining, and with exempt staff, and obtaining independent advice where appropriate
What criteria would you set for your municipality/regional district’s administration when considering if it needs new management positions?
Balance between strategic, managerial and operational activities to clearly identify how much decision making and responsibility can reasonably be delegated to front-line staff through good policy and guidance. That allows for managers to work on true management activities and the development of their teams.
What role do you see for yourself, if any, as an elected official, during difficult negotiations or job action?
To give guidance to our CAO when needed, acting as a Council, and then as an individual Councillor, to stay silent and let the Mayor speak publicly as a single voice representing the community.
While this hasn’t come up locally (yet), we have started seeing proposals and permits for data centers on Vancouver Island. Generally, would you support this type of development?
No.
(Note – there was no text box option to expand on this. But my answer would be: This question rightly asks about support for data center development in the Comox Valley, not the island or province as a whole. In Cumberland, our zoning bylaws already explicitly define data centres as a non-permitted use. Data centres vary widely in scale and purpose, so I might be able to support a small operation that makes sensible use of non-potable water and has separate or mostly independent power generation, but this would have to be a well engineered option that was not open to undermining the original intent once built.)
What is your perspective on the current and potential future use of artificial intelligence in the delivery of municipal/regional district services?
AI has huge potential for accelerating data processing and analysis. When used appropriately, this can improve service delivery and, potentially, improve the working conditions and job satisfaction of municipal staff. My experience in software development tells me that AI accelerates what you do. If you aren’t doing the right things, that acceleration is not helpful, even harmful. Adoption of this technology needs to be guided by good governance and policy, with appropriate expert guidance.
How would you ensure that psychological health and safety is treated as a core workplace obligation?
By ensuring that it is recognised as a valid and important issue, is openly discussed by leaders, written into policy and acted upon when issues arise.
What role should local government play in delivering, or helping deliver, climate adaptation and infrastructure resilience projects?
A large role. Our duty to protect and care for citizens demands that we lead on the projects that will help us deliver core services as conditions continue to change in coming decades. Every project, from water system upgrades, wastewater treatment, road rebuilding and stormwater management, and even simple building maintenance projects such as roofing and gutters, needs to assume we will see increased rain, flood, heat, windstorm, fire and more. Sadly.
What role should the municipality/regional district play in addressing racism, gender-based discrimination, accessibility barriers, and poverty?
Municipalities lead by example. Internal processes, and the public position of leaders, must reflect care, respect and kindness towards all, and especially the most vulnerable in society. In policy and bylaw, we can play a role in reducing barriers and encouraging progress, knowing that often the actions that benefit those in need also benefit everyone.