1. Affordability and workforce housing: Cumberland’s rising housing and living costs affect both residents and the ability of local businesses to attract and retain employees. What practical steps can the Village take to improve affordability and increase housing options for the local workforce?
In the short term, the housing market, mortgage rates and affordability are beyond the Village’s control. We see these issues everywhere in desirable communities like ours. I don’t think anyone wants to see actions that artificially force down house prices or private rents. So it’s about housing supply. We’re really short of smaller options – apartments and townhouses- and we have very little subsidized or rent-controlled accommodation for low-income folks. I’ve supported OCP and zoning decisions that allow for affordable – meaning subsidized – apartments, and for more apartment and townhouse development, all within our urban containment so it doesn’t overwhelm existing infrastructure. For me, that’s how we provide available and attainable homes for people at all income levels.
2. Growth and ageing infrastructure: As Cumberland continues to grow, it must also replace and expand ageing infrastructure. The Village has recently invested in wastewater treatment, water infrastructure, sewer separation and a new fire hall. How would you prioritize the next phase of infrastructure investment, and how should the costs be shared among existing residential and business taxpayers, new development, and senior government funding?
We’ve got a dam to rebuild – that’s getting underway. There’s about 20 more years of that sewer/storm separation, and the roads above, although it costs up to 50 grand for each house on the street, so it’s going to be slow and hopefully steady. The main road in and out of town is going to keep deteriorating and we’ve got to find a way to do that. The last choice for funding is residential taxes, let’s try to use those for operations. First choice is senior government. That’s how we get our share of PST, gas tax, royalties from mining, forestry, energy and more. Growth charges – DCC and ACC – where we can, but they are very variable. And yes, business and industry. They provide a lot of benefit, and contribute to the infrastructure and society that makes what you do possible.
3. Regional collaboration: Cumberland is part of a broader community of communities, with many services and challenges crossing municipal boundaries. How would you work with Courtenay, Comox, and the Comox Valley Regional District to advance shared priorities, and where should Cumberland maintain its own distinct approach?
I’ll support regional initiatives wherever the need is similar, there are efficiencies to be found, and the approach is fair. If Cumberland isn’t getting what we need or deserve, we speak up, find a way, or do our own thing. In the past we’ve shown that when we left Comox Valley Ec Dev and now take a leadership role in tourism promotion and destination management. We didn’t join the South Sewer project and now have a high-quality wastewater plant operating sooner and at lower cost than the regional solution. But many services work pretty well, or better than we could ever offer. Recreation – the pools, arenas and more. Waste – running the dump. Transit. Emergency management and mutual aid for fire. Mayor and Council need to make sure we are on the boards and committees where these decisions are made, maintain good relationships with the leaders in other communities, and advocate fiercely for what is right for our Village.
4. Economic development: CFIB’s 2026 Municipal Report Card found that many Canadian municipalities are not creating the conditions small businesses need to succeed. What role should the Village play in supporting economic development and the success of small and medium sized enterprises, and how should it work with the Chamber of Commerce and other business organizations to achieve measurable results?
Well, we can all do your survey, eh? I really value the work the Chamber is doing with the Village to understand what businesses want and develop a coordinated plan for supportive actions. I wish we still had a local business association, thanks Elian, but we know how hard it is to maintain something like that, and to try to speak as a unified voice when the needs of businesses are so varied. As a small municipality, we can support our small businesses by being there for them, trying to keep the fees and taxes manageable, and by buying from them. We might not have the money for financial incentives, but we can build connections, listen to our communities, and lift up our businesses whenever we can. The business community here is so much more vibrant and successful than it was when I arrived seventeen years ago. Someone’s doing something right.
5. Development processes and timelines: A recent CFIB report recommends that municipalities publish clear service standards and permitting timelines, identify duplicative requirements, and give businesses a practical way to flag unnecessary regulations. Would you support these measures in Cumberland? What additional
changes would you make to improve the development process for projects ranging from the Bevan lands to individual residential and commercial properties?
Businesses – and everyone really – deserve clarity and certainty wherever possible. Clear service standards – yes. Permitting timelines – we should be able to give clear expectations and report on outcomes. But permitting often goes back and forth between applicant and staff, and we can only be responsible for our side of that. In a small village with a lot of older buildings, few things are standard enough to give more than an indication of expected timeline. It does help to hear from businesses – and we sure do – about requirements they think are getting in their way or unnecessary. Then the job of Council is to balance that with the rest of the community. Improvements? I’d want to continue delegating obvious things to staff to shorten timelines. I’d like us to make more use of the standardized design options the province is leading, which are very varied and enable faster permitting and modular construction, and I’d like us to try and stay aligned with other communities in code and regulations so that builders, architects, designers and trades can spend less time working out the differences from place to place.