Hello Cumberland!

Sept 18 2026 PROMISES AND PLATFORMS

Many have been asking about my platform. Here's one thing that is often missed: The platform has to survive the strategic planning process. At this time of year, many candidates talk about the things they'd like to accomplish if elected. But what's often missing is how they actually get these things done. An elected candidate will be just one of five on council - all of us will have ideas and plans, but none of us gets to do it alone. We have to work together. This work largely happens during the strategic planning process. 

This process involves working with staff to understand what's actually possible. Staff have limited capacity, municipal budgets have limits, and there are always more good ideas than there are resources for. A good strategic plan has to recognize those realities and set priorities accordingly. 

So, yes, I have a list of things I'd like to accomplish over the next four years. But I also know that wanting to do something and being able to do it are two different things. We have to work with our staff, work with each other, listen to the community, and make decisions that recognise the economic headwinds facing residents, businesses and taxpayers. The challenge will be finding the right balance between moving Cumberland forward and recognizing that our resources are limited. And that's how I think we can make real progress, ambitious about what we want to achieve, but realistic about how we get there.

What I’d like to make my strategic priorities

Sustainable infrastructure planning. Cumberland has a long list of roads, water systems, and sewer systems that need attention, and we need a sustainable plan for the next 5 to 10 years. Sometimes, this work is grant eligible, so we'll need to be aggressive in pursuing those opportunities to reduce the burden on tax payers. Sometimes, these plans are expensive, and will have to move at a slightly slower pace in order to be affordable. 

Thoughtful big projects. Before we rush headlong into development, we need to understand the numbers and figure out how we can make development sustainable over the long term. Expanding the tax base doesn’t make financial sense if the lifecycle costs of the development are not accurately accounted for. Staff reports indicate major funding shortfalls for big projects already in the pipeline - I want to make sure we are clear on costs before going ahead.

Unlocking the value of the Bevan lands, the Union lands and the civic block. Cumberland is at a crossroads in its development and there is huge potential for an improved civic block and development of the Union lands. I think the next step is a much broader conversation with the community that will need to be started soon. 

Active transport. I am currently working on an affordable made-in-Cumberland solution for a safer travel route to Courtenay, while concurrently advocating with MOTT for bicycle infrastructure in the underpass. 

Parks and recreation. Our Cumberland Forest Land Strategy is underway. However, our Parks and Greenways Plan is no longer current and Solport park improvements are overdue - so both of these need to be addressed this term. Recreational programming also needs to be looked at; I’d like to see improved programming for early years and seniors.