DON BUDGEN
1. Tell readers a little about yourself. What experience, skills and community involvement would you bring to council?
I have lived in the Crowsnest Pass for 30 years, where I raised my son and developed a deep appreciation for the community I am proud to call home. With 35 years of experience in hospitality and tourism, I have managed and operated businesses across a wide range of communities, from Waterton to Whitecourt and St. John’s to Nanaimo. This experience has given me a unique perspective on how communities can transition from traditional industries to tourism and diversified economies, knowledge I believe could benefit the Crowsnest Pass. I have also been actively involved in our community, serving on boards and committees including Community Futures, the Municipal Planning Commission, Heritage Crowsnest, the Municipal Historic Resources Board, and Culture and Recreation. I understand our community, recognize its business opportunities, and believe I can bring valuable experience and a fresh perspective to Council.
2. Do you support the Grassy Mountain proposal? Please explain your position.
Yes. I support industries that see potential in the Crowsnest Pass, but development must be approached thoughtfully and responsibly. My consulting career has taught me how to manage change, often driven by outside forces. The Grassy Mountain project will be decided by provincial and federal regulators, as it is located outside our municipal boundaries. If approved, Council’s role is to focus on what we can influence, including the design and operation of the proposed loadout within our community, to minimize impacts on residents and businesses. We cannot control every outcome, but we can provide practical guidance and advocate for our community’s interests. If the project is rejected by environmental regulators, I will respect that decision and focus on other opportunities. I believe Council must work professionally with industry while protecting community interests. How we work with potential investors sends a message about whether the Crowsnest Pass is a place where businesses are welcome and responsible development is encouraged.
3. How would you reduce the municipal tax burden on residential ratepayers and broaden the community’s tax base?
I believe we need to distinguish between reducing taxes and managing the municipal tax burden. Managing taxes means balancing service costs with opportunities to increase revenue. For a community our size, attracting major employers can be challenging, so we need to focus on growing tourism, expanding our residential base, and positioning the Crowsnest Pass as an attractive retirement destination while finding ways to operate more efficiently. To do this successfully, we need an updated strategic plan and community master plan. Our community has changed significantly, and we must plan for growth rather than simply react to it. Strategic investments today may be necessary to expand housing, grow our tax base, and generate long-term benefits. These are not easy decisions, but without a clear plan, we risk spending money without achieving meaningful results. Good governance means investing thoughtfully in our future while managing costs and protecting taxpayers.
4. Would you commit to finding budget efficiencies without reducing staffing levels, services, programs or support for external groups that benefit the community and attract visitors? Please explain your position.
I would actively pursue efficiencies, but I believe previous Councils have already done considerable work to control costs, and there may be limited savings left to find. As the Crowsnest Pass continues to grow, we need to ask ourselves whether this is the time to focus on cutting costs or strategically investing in our future. My business background has taught me that when an organization is growing, it must ensure its services and infrastructure keep pace. I believe we should use an updated Municipal Master Plan to identify where investment is needed and how growth can be managed responsibly. Businesses and residents are more likely to invest in a community that plans for the future rather than simply reducing services. As a Council representative, I want to help send a clear message that the Crowsnest Pass welcomes opportunity, supports responsible growth, and is a community where businesses can invest and families can build their future.
5. Given the municipality’s geographic spread and country residential properties, would you support replacing the Bellevue fire engine when it reaches the end of its service life? If you favour another approach, how would it maintain adequate fire coverage?
Based on the information available to me, I fully support replacing the Bellevue fire engine. Council has a fundamental responsibility to protect the lives and property of our residents and ensure our volunteer firefighters have the equipment they need to do their jobs safely and effectively. Prolonged debate over replacing a fire engine that has reached the end of its service life concerns me because public safety must remain a priority. Transparency is important, and I believe it should begin with the release of the Request for Proposal results, allowing Council, the fire department, and the public to review the quotes and costs. However, Council must also be prepared to make difficult decisions when the safety of our residents and firefighters is at stake. Working collaboratively with our fire department, Council must exercise its responsibility to ensure the Crowsnest Pass has reliable fire protection and that our firefighters are properly equipped to serve our community.
6. If you believed a proposed project would benefit the broader community, but a group of residents strongly opposed it, how would you weigh their concerns and reach your decision?
Before discussing how to resolve conflicting views as a Councillor, I believe we need to review our area development plans. Our community has changed significantly, and residents deserve meaningful opportunities to help shape its future from the beginning. Updated plans and effective public engagement can provide clarity for residents, landowners, and investors alike. Conflict often arises when someone purchases property based on the information available, only to discover later that their plans cannot proceed. This creates frustration and sends the wrong message to potential investors. I believe in property rights, responsible development, and treating investors fairly. People who invest in our community should not be viewed as adversaries. As a Councillor, I would listen to all sides, seek reasonable compromises, and ensure decisions follow our bylaws. Where regulations create recurring problems, we should review and improve them to provide greater clarity, fairness, and confidence for future investment in the Crowsnest Pass.
7. What steps would you support to improve housing availability and address the community’s different housing needs?
Housing is a complex challenge for small communities, and the Crowsnest Pass must plan ahead. I would recommend that Council complete an inventory of municipally owned land suitable for housing and identify sites that could be made available for development. We should explore partnerships with organizations such as Habitat for Humanity, encourage developers to include affordable and workforce housing, and review municipal policies that may delay or increase the cost of building. We also need to prepare for different growth scenarios, including a potential Grassy Mountain mine project that could create a sudden demand for construction-worker housing, as well as gradual growth from tourism and retirement living. Our valley’s geography limits the land available for development, making careful planning essential. An updated Municipal Master Plan should identify suitable housing sites, infrastructure requirements, and opportunities for smaller homes, multi-unit developments, and mixed-use neighbourhoods. We cannot solve every housing challenge alone, but we can prepare, build partnerships, and take practical steps to improve affordability.
8. How would you encourage more businesses to locate in Crowsnest Pass?
I believe Council must clearly communicate a vision for the future of the Crowsnest Pass. I am a strong supporter of tourism and see significant opportunities to grow our economy, even if the Grassy Mountain coal mine proceeds. Coleman provides a great example of how a clear vision can inspire action. The goal of creating an arts and entertainment district has helped bring projects such as the Allied Arts development, the Roxy Theatre, the restoration of the Italian Hall, and the renovation of the Grand Union Hotel forward. I believe Council must continue to play an active role in guiding Coleman’s development. Rather than focusing solely on attracting companies, we should build a community where people want to live, with excellent schools, medical services, and quality of life. Tourism can open the door to new opportunities, and when business owners choose to live here, investment and economic growth can follow.
DAVE FILIPUZZI
1. Tell readers a little about yourself. What experience, skills and community involvement would you bring to council?
I was born and raised in the Pass and, like many, worked in the mines: two years underground, four at the tipple and four at Tent Mountain. My wife, Rita, and I raised four children here. She was well known for her 46 years at the RCMP office.
I was fortunate to be hired by the municipality, where I worked as a utility operator for 30 years, served in the union and worked with many CAOs, gaining experience in municipal operations. I saw firsthand the community’s ups and downs: low workforce morale, eight or nine CAOs over 10 years, a negative image associated with bullying and the challenges of restructuring the fire departments.
Upon retiring in 2013, I ran for council and was elected; serving our community became one of my most memorable experiences. At my first convention, I was proud to represent the Crowsnest Pass, only to hear the first speaker use our community as an example of what not to do to succeed.
Our 2013-2017 council faced having no CAO, departing staff, low morale and a reputation across Alberta as a community to avoid, whether to work or live. We faced challenge after challenge but came together as a team, stayed positive and tackled each one. We were lucky to hire an experienced interim CAO who took us under his wing, taught us a lot and helped us grow as a united team. The Economic Development Committee also worked relentlessly to promote our community at trade shows. To all of you, and you know who you are, thank you. You made a difference.
By working together and staying positive, I believe we set a path for the community’s future. But it came with stress. Finding a qualified CAO, council’s only employee, was not easy. Our first attempt ended in disaster, costing money, time and pride. Once we got through that, things began improving for council and the community. Over the next two terms, with a few personnel changes, we continued building a strong team and focused on infrastructure, beautification and attracting people and businesses. Progress was slow and painful, but interest grew in our community as a great place to live, work and play.
Upgrades to Coleman and Bellevue, walking paths, flowers, equipment replacement, the addition of the pool, arena upgrades, investment in the ski hill and community programs (Category 1, 2 and 3 groups) helped make our community a destination. I wholeheartedly support these important parts of our community.
In my opinion, those three councils were the best this community has had. They made a positive difference, and everyone on them was great to know and work with. Morale grew, our team strengthened and we became like a family. I’ll never forget the friendships and bonds we built with one another, administration, staff, the Protective Services Department and, most importantly, Crowsnest Pass citizens.
I also fulfilled a longtime dream when Darrel and Moo Sydora took me under their wings at the funeral home, where I worked with Sheila-Rae Olivier and Shane Collette. Serving our community in that role was deeply rewarding.
If elected, I will bring 12 years of council experience, municipal knowledge, an open mind, a willingness to work as a team and a positive attitude to keep our community moving forward and growing. I need your support and vote. Please contact me with questions or concerns at 403-563-6059.
2. Do you support the Grassy Mountain proposal? Please explain your position.
Yes, I support Grassy Mountain. Attracting a major industry would be a huge benefit to our community.
Right now, we depend on a tax roll that is 87% residential, with little linear tax and a limited industrial tax base.
I understand there are pros and cons and would look forward to working to limit any negative impact on the community.
An industry like this would positively affect our schools, hospital, businesses and growth.
3. How would you reduce the municipal tax burden on residential ratepayers and broaden the community’s tax base?
I’d love to promise I will reduce taxes, but that would be a hard commitment to make. I can promise to work with council to keep increases as low as possible.
As I noted in Question 2, industry would help. Right now, our biggest asset is growth: new housing, apartments, Crowsnest Crossing and a community offering a good quality of life to attract people here.
Revenue from new growth has helped offset taxes and keep them under control. I was disappointed council did not lower the mill rate in the last budget to offset higher assessments.
Our school requisition has been rising at a rate of 12% over the last two years. I believe 2026 may be the last year.
We also have the police issue coming up in the near future. I’m glad council is going to establish a committee in 2027 to look at options. Taxes are a concern for me.
4. Would you commit to finding budget efficiencies without reducing staffing levels, services, programs or support for external groups that benefit the community and attract visitors? Please explain your position.
Finding budget efficiencies is hard, but a coordinated effort between council, management and staff can bring results.
Council is always looking for ways to reduce costs, and it is on everyone’s mind during budget discussions.
I always looked for efficiencies, as did everyone, because they affect taxes, which are important to us all.
This is one reason a strong, united council and a strong, unified management team are so important.
5. Given the municipality’s geographic spread and country residential properties, would you support replacing the Bellevue fire engine when it reaches the end of its service life? If you favour another approach, how would it maintain adequate fire coverage?
Fire trucks must be replaced after 20 years, with a five-year extension that must be applied for.
Nothing is more important to me than our Protective Services Department. They deserve the finest equipment and training to provide our community with the best service.
Our insurance premiums are also affected by what a municipality provides its department.
Buying used is not an option for me. As a former employee, I’ve seen firsthand the negative effects of purchasing used equipment.
6. If you believed a proposed project would benefit the broader community, but a group of residents strongly opposed it, how would you weigh their concerns and reach your decision?
In most, if not all, cases, the public can express concerns during a public hearing, usually before second and third readings.
My approach was to read the information provided, keep an open mind, stay positive and attend the meeting to listen to the public’s concerns, whether for or against.
Then came council’s discussion and questions before second reading. Only then did I feel I had enough information.
7. What steps would you support to improve housing availability and address the community’s different housing needs?
The last two councils faced this problem. It’s not just housing availability but also affordability. Council could offer incentives to encourage development, but keeping it affordable is another challenge.
Assessments and market prices have been rising year after year. Rental costs and availability are also becoming problems.
It’s encouraging to see development going ahead, but keeping costs down is a major concern. Many workers don’t earn a lot and need affordable housing.
The municipality has always sold land at assessed value, but private sales are at market value, affecting the price of the final product from the start.
8. How would you encourage more businesses to locate in Crowsnest Pass?
Every community faces this challenge. Everyone is trying to attract more business.
One important factor is industry and jobs. Next are the quality of life and facilities a community offers. Affordability is another consideration.
Attracting people, whether retirees or families, is important. It helps our schools, hospitals and existing businesses.
Growth will attract more business.
BRENT KOINBERG
1. Tell readers a little about yourself. What experience, skills and community involvement would you bring to council?
My name is Brent Koinberg, and I was born and raised in the Crowsnest Pass. Growing up here gave me a strong understanding of what makes our community special. After spending 13 years in Lethbridge, I returned eight years ago and have gained a renewed appreciation for the community and a clearer understanding of the challenges residents face.
I’m the founder of Crowsnest Adventures, and running a local business keeps me connected with people across the community. I’ve also volunteered with Bear Smart, helping offer bear-awareness training and teach residents about predator attractants, such as apple trees and garbage. Working with youth is another important part of my community involvement: I’ve organized a youth camp and volunteered several times at the Amazing Teen Race.
These experiences have reinforced the value of practical education, community collaboration, and creating opportunities for people of all ages. I would bring local knowledge, hands-on experience, and a collaborative approach to council. I’m committed to listening carefully, making informed decisions, and working toward responsible, long-term solutions that support local businesses and help preserve what makes the Crowsnest Pass a great place to live, work, and visit.
2. Do you support the Grassy Mountain proposal? Please explain your position.
I support the Grassy Mountain proposal because it could bring jobs and other benefits to the Crowsnest Pass. At the same time, support should go hand in hand with careful scrutiny. The proposal must be assessed on clear evidence, with attention to potential effects on water, wildlife, public health, and the long-term wellbeing of our community and the environment.
I want residents to have access to clear, independent information and meaningful opportunities to be heard. Environmental reviews, monitoring plans, and mitigation measures should be thoroughly examined, and any safeguards must be credible and enforceable. As a councillor, I would represent local residents, be transparent about the decisions before council, and recognize the limits of the municipality’s authority.
3. How would you reduce the municipal tax burden on residential ratepayers and broaden the community’s tax base?
This is a great question. I would look at what we have for land around the Municipality that could be developed for business. I remember when the area struggled much less than it does now with taxes. We had industry and lots of it. Gas plants, logging/pole mills, mines and manufacturing was all in the area. They carried the lion’s share of the taxes. Now with roughly 80% being covered by residential homes, we need to find a way to bring industry back.
4. Would you commit to finding budget efficiencies without reducing staffing levels, services, programs or support for external groups that benefit the community and attract visitors? Please explain your position.
I would commit to looking for budget efficiencies while protecting staffing levels, services, programs, and community groups that deliver value and help attract visitors. That would mean carefully reviewing how the municipality works—such as procurement, energy use, maintenance planning, and administrative processes—to find avoidable costs and improve value for taxpayers.
I would not promise that savings can always be found without trade-offs. Any proposed change should be evidence-based, transparent, and assessed for its effects on residents, employees, local organizations, and the visitor economy. I would involve staff and community partners in that work and bring significant decisions to council for open discussion.
5. Given the municipality’s geographic spread and country residential properties, would you support replacing the Bellevue fire engine when it reaches the end of its service life? If you favour another approach, how would it maintain adequate fire coverage?
I would support replacing the Bellevue fire engine when it reaches the end of its service life. If a professional assessment confirms it can maintain safe, reliable coverage, I may suggest extending or moving that unit to a smaller role. Response capability and access to dependable equipment are important. Equipment needing replaced at or before end of life should be replaced rather than have a band aid fix that could cost more further down the road.
Before making the decision, I would want council to review the engine’s condition, replacement timing and cost, maintenance history, and the effect on response times and coverage. I’d also look at options such as phased capital planning, grants, or regional purchasing—but not at the expense of leaving Bellevue or surrounding areas without adequate protection. Any alternative would need to demonstrate, with operational evidence, that fire coverage and firefighter safety would be maintained at the highest level.
6. If you believed a proposed project would benefit the broader community, but a group of residents strongly opposed it, how would you weigh their concerns and reach your decision?
I would listen carefully to residents who oppose the project and make sure their concerns are understood. Strong opposition can point to legitimate impacts or gaps in a proposal, so I’d seek clear, evidence-based answers from qualified sources and ask whether the project could be changed to address those concerns.
I’d weigh the potential community-wide benefits against the project’s costs, risks, and local impacts, including who benefits and who bears the burden. I would also consider applicable requirements and whether safeguards are practical and enforceable. Then I’d make my decision, explain the evidence and trade-offs behind it, and remain open to new information.
7. What steps would you support to improve housing availability and address the community’s different housing needs?
Honestly, we need more apartment type homes built here in the Crowsnest Pass. I’d carefully look at different areas where this type of housing has access to local amenities over having to drive to the store.
8. How would you encourage more businesses to locate in Crowsnest Pass?
I would have to look deeper into this question to be able to answer it better. I am unable to wrap my head around as to why big business would overlook us in the Crowsnest Pass. Other than not having the work force needed due to housing.
Thank you for the opportunity to help shape our community for our future generations.
MIKE McGEE
1. Tell readers a little about yourself. What experience, skills and community involvement would you bring to council?
I’m Mike McGee. I grew up in Toronto and worked across Canada in the electrical and automation controls industry before relocating to Calgary in the early 1990s to raise my family. I have three adult children who have now started families of their own.
I’ve been involved in real estate from a young age, purchasing my first triplex at 19. Since then, I’ve invested in and developed various properties over the years.
My wife Tina and I established our roots in Crowsnest Pass in 2019 when I purchased and renovated a property in Coleman. I later purchased the Bellevue Inn and completely converted it into what it is today, bringing new life to a significant part of Bellevue’s Main Street while providing much-needed housing.
In 2023, I purchased the Greenhill Hotel and began rehabilitating the building into long-term rental apartments, followed by extensive exterior improvements. Again, providing housing our community desperately needs.
Most recently, I purchased the Orpheum Theatre in Blairmore, a building many had written off as a lost cause. I took on the restoration, purchased the necessary equipment, and brought the building back to its original purpose.
Taking old buildings and giving them new life has always been a passion of mine, just as Tina has put her passion into operating the Greenhill Bar.
I think it’s important for people to understand that these weren’t quick projects to turn a profit and move on. I still own every one of these properties. I’ve invested a significant amount of my own money, time and effort into bringing them back to life, and I continue to invest in them.
I didn’t wait for someone else to do something about empty buildings or the shortage of rental housing. I saw opportunities, took the risks and did the work.
I’m invested in this community in more ways than one, and I intend to be here for the long haul.
I believe that same practical, hands-on approach is something I can bring to council.
2. Do you support the Grassy Mountain proposal? Please explain your position.
Yes, I support the Grassy Mountain proposal.
Mining has been part of the backbone of this community for generations. Many longtime residents have made a good living, directly or indirectly, from the industry.
I believe responsible mining development has the potential to bring jobs, economic growth and opportunities back to the Crowsnest Pass. I’d like to see our community prosper, and I believe the mining industry can play a role in that future.
3. How would you reduce the municipal tax burden on residential ratepayers and broaden the community’s tax base?
I believe the municipal tax burden needs to be looked at carefully. Residential property owners are carrying a significant portion of that burden, and taxpayers deserve to know their money is being spent wisely.
I’ve always believed you have to spend money to make money, but that doesn’t mean spending without a plan. In business, every dollar matters. You look at the costs, weigh the risks and make decisions based on whether the investment makes sense. Municipal government should be no different.
We need to encourage more commercial investment and development that makes sense for our community. A stronger commercial tax base means more revenue coming in and less pressure on residential taxpayers.
We can’t keep looking to the same taxpayers to carry the load. At some point, we need to focus on growing the tax base, not just collecting more from the one we already have.
4. Would you commit to finding budget efficiencies without reducing staffing levels, services, programs or support for external groups that benefit the community and attract visitors? Please explain your position.
Yes, absolutely.
I’ve been in business long enough to know there’s almost always a better way to do something. That doesn’t automatically mean cutting staff, reducing services or taking away programs that benefit the community.
It means taking a good, hard look at where the money is going.
Council and municipal administration need to work together to review operating expenses, purchasing practices and areas where we might be spending more than we need to.
I’d also want to hear from the people doing the work every day. They’re often the ones who know exactly where things could be done better.
Every household and business has to make decisions about spending. We don’t have the luxury of simply asking someone else for more money when the numbers don’t work.
I don’t see why municipal government should operate any differently.
Before we start talking about what we can’t afford, I’d like to make sure we’re getting the most out of what we’re already spending.
5. Given the municipality’s geographic spread and country residential properties, would you support replacing the Bellevue fire engine when it reaches the end of its service life? If you favour another approach, how would it maintain adequate fire coverage?
As an elected councillor, I would want to investigate all available options before making that decision, with one thing being absolutely clear: public safety and property protection must always be a top priority.
Whether that means purchasing a new fire truck, looking at the possibility of recertifying the existing truck, or investigating insurance and operational requirements for extending its service life, I believe every reasonable option should be considered.
Our community is geographically spread out, and adequate fire protection is not something we can afford to compromise.
I would want to see the facts, costs and recommendations from the people who know the equipment and the needs of our fire service before making a decision.
6. If you believed a proposed project would benefit the broader community, but a group of residents strongly opposed it, how would you weigh their concerns and reach your decision?
I believe any proposed project that could benefit the community needs to be carefully weighed and considered.
If residents strongly oppose a project, their concerns deserve to be heard. I would support open discussions where people have the opportunity to voice their concerns, ask questions and understand what is being proposed.
From there, council needs to look at the facts, consider the benefits and potential impacts, and make sure the proper processes have been followed.
Not everyone is going to agree on every decision, but that doesn’t mean their concerns should be dismissed.
I’m not interested in pushing things through just to get them done. I’m interested in making informed decisions that are in the best interest of the community.
7. What steps would you support to improve housing availability and address the community’s different housing needs?
We need housing in the Crowsnest Pass. That’s not news to anyone, and it’s certainly not news to me.
I’ve heard the conversations, the concerns and the arguments about development. I’ve also been on the other side of those conversations, actually doing the work.
I’ve purchased buildings that were sitting underused or deteriorating and invested the money to turn them into long-term rental housing. It wasn’t cheap, it wasn’t easy, and it didn’t happen overnight. But it happened.
We need a mix of housing options: single-family homes, higher-density developments, long-term rentals and housing that meets the needs of different residents.
I believe we need to be more open-minded when looking at development proposals. Just because something is different from what’s traditionally been built in an area doesn’t automatically make it a bad idea.
Every project needs to be considered individually, with proper attention to infrastructure, location and the surrounding neighbourhood.
We can spend years talking about the housing shortage, or we can start looking seriously at practical ways to address it. I’ve already shown I’m willing to do the latter.
8. How would you encourage more businesses to locate in Crowsnest Pass?
We need to make the Crowsnest Pass a place where people want to invest, and where existing businesses want to stay and grow.
I’d like to explore municipal tax incentives, available provincial programs and ways to encourage people to purchase, renovate and develop commercial properties.
I’ve bought buildings that others had written off. I know what it costs to restore them, the risks involved and the amount of work it takes to get them operating again.
When someone is willing to invest their own money into improving our community, I believe we should be looking at how to work with them, not putting unnecessary obstacles in their way.
That doesn’t mean every development gets a free pass. It means having reasonable processes, clear expectations and a municipality that’s willing to work with people who want to do business here.
We also can’t forget the businesses that have already invested in this community. They deserve that same support.
Investment brings jobs, housing, services and tax revenue. We need more of it, and we need to make sure the Crowsnest Pass is open for business.
SAMUEL STEWART
1. Tell readers a little about yourself. What experience, skills and community involvement would you bring to council?
My family and I moved to the Crowsnest Pass 5 years ago. After years of chasing opportunities for career and schooling advancements, we felt it was time to find a permanent spot to raise our family. I had chased engineering jobs as a technologist starting in Lethbridge, AB then Utah, USA to Kelowna, BC and Thunderbay, ON. I have worked on many different infrastructure projects from both the engineering and contracting side. I understand the importance of long range planning for municipalities, as well as the impact development can have on existing infrastructure and services when correlation is not managed.
I enjoy volunteering in the community. I will continue helping support the many sports and leisure activities we have here. For example, just this last year, I volunteered to coach the U9 soccer house team. Without my involvement many kids would have been denied the chance to play this past season.
2. Do you support the Grassy Mountain proposal? Please explain your position.
I do support the mine. We need the industry in the area! Current national and provincial demand for resource development is not going down. As we continue to have market instabilities in Canada, we need to remember how this great country was built. Northback’s commitment to furthering the environmental monitoring and protection systems in the region is required, as the existing environmental monitoring systems are woefully incapable of assessing and monitoring the environmental impacts from the old decaying mine.
3. How would you reduce the municipal tax burden on residential ratepayers and broaden the community’s tax base?
This is where I believe full heartedly in my platform. We need to look at the aging assets of the municipality and determine what long term strategies will work for keeping them as assets and not liabilities. This is why I focused on the ski hill. It is one of the most underutilized assets in the Crowsnest Pass. If we can reduce the operational cost on the budget, we can put that money to work somewhere else.
The restructuring of Pass Powderkeg would allow us to assess the actual costs of the hill and ensure we are not leaving money on the table or overspending on the existing asset management.
4. Would you commit to finding budget efficiencies without reducing staffing levels, services, programs or support for external groups that benefit the community and attract visitors? Please explain your position.
I believe this is the single most important actionable item we could do to help this community. My approach to this proactive strategic planning is why my platform is for the restructuring of the ski hill. By allowing Pass Powderkeg to manage itself through a board we start to have a viable framework for finding the budget efficiencies without reducing staff levels. It would also allow for outside investment to help support the associations and societies that have invested into the ski hill for years.
Every cost to municipal facilities and subsidies to community programs need to constantly be striving for budget efficiencies while maintaining community involvement. The council should be providing assistance with this since it directly impacts the overall budget.
5. Given the municipality’s geographic spread and country residential properties, would you support replacing the Bellevue fire engine when it reaches the end of its service life? If you favour another approach, how would it maintain adequate fire coverage?
My understanding is we have 5 years left on certification with the possibility to achieve another 5 year certification. This means the Bellevue fire truck doesn’t have more than 10 years left. The current condition of the truck could use additional work to make it safer for use, and would most likely need more work to achieve the full 10 years. We have the framework set up for getting a new truck already set up. This is where we need to look past straight borrowing costs.
I would only support borrowing the funds for purchasing the truck if we had a buyer lined up for the old truck. The truck will not qualify for certification past the ten years and we should not be holding onto old assets as they become liabilities.
6. If you believed a proposed project would benefit the broader community, but a group of residents strongly opposed it, how would you weigh their concerns and reach your decision?
Firstly, we need to listen to the affected residents. Consider their concerns from a financial, culture, and safety point of view. However, not all aspects of a person’s complaint can be weighed the same. The highest weighted concern to me is safety. Proposed projects need to be assessed heavily on the overall safety of the community (distance from schools and bus drop offs, busy intersections, environmental impact, etc.). Concerns with maintaining uninterrupted views need to be heard, but not weighted the same as safety concerns. The overall impact on culture is very important to me. Differing development types bring unique demographics. I will always support diversifying the type of residential development, as long as the connection to community benefit is clear and accurate.
7. What steps would you support to improve housing availability and address the community’s different housing needs?
I would support the development of multifamily living/higher density housing (condos, duplexes, four-plex, etc.) in locations that would compliment higher traffic areas, and areas that we want to see more business development. I would also support the development of subdivisions and appropriate rezoning that considers the affected adjacent housing. Developing taxing strategies, like tax exemption periods for new projects, rental conversion policies, and other strategies. We need to be creative in our approach to how we tax in order to make our community sustainable. If we blanket taxes then only those who are not hurt by tax increases will be interested in purchasing new developments. If we do not support diversity in the housing market, we will see the gentrification of our community!
8. How would you encourage more businesses to locate in Crowsnest Pass?
Understanding market assessments is the first step to supporting businesses in the Crowsnest Pass. We cannot expect businesses will see the opportunities for growth if we don’t understand the limitations to markets and industries in our community. I would also push for attracting diverse business types. Council should understand the impacts of approving investments in markets/industries that are currently operating in the community. We need to play to our unique strengths and promote the market and industries that we currently have gaps in. As a councillor, I would take the time to do the market assessments and meet with the community to ensure we understand the gaps and how to close them. Supporting the established businesses before encouraging more of the same industry.