Economic resilience. We need to ensure tourism covers its costs, but we also need to do more to support local businesses and economic diversification. For example, Squamish’s multi-person economic development team has mobilized millions in grants for business resilience programs. That's revenue and resilience we're likely leaving on the table.

Climate resilience. Climate Action is a current council priority, yet we are falling well short of our goals. Moving forward, we need to maximize the return on climate mitigation and adaptation investments, but also get real about how the changing climate will affect every aspect of our community. 

Wildfire resilience. The term ‘it’s not if but when’ is now common when we talk wildfires. We clearly need to continue investing in wildfire thinning at key locations and Firesmarting. We have plans for evacuation. I think we should be equally focused on preemptive recovery planning. Jasper, Fort McMurray, and Lytton have all shared details of of what they wish they had done in advance - we can be more prepared.

Connection. As Whisterlites, we find all kinds of ways to connect. Through the arts, culture, recreation, or learning. In community spaces. Through shared meals, shared causes or volunteering. For me, it’s deeply important that we support these connections, especially for underserved demographics (e.g. youth / seniors). The not-for-profit sector adds so much to how we connect with each other - as well as acting as our collective social safety net - that a simple way to support connection is to support non-profits. While the Community Charter gives municipalities tools to partner directly with non-profits, I don't think we're using that option as deliberately as we could. 

Affordability. Obviously, a lot is happening on affordability that is out of Council’s control and we don’t want to start chasing tax strategies that just push real costs down the road. That said, coming from the non-profit sector, I am used to asking if we are using every dollar to maximum effect. I’d like to see a strategic approach to securing external support (grants, senior government dollars, partnerships), more user-pay and true-cost principles applied in budgeting, and clear ROIs on municipal spending. 

Homes. Staff, Council, and community partners have built clear momentum on the housing file, and we should obviously keep backing efforts to strategically leverage funding and developments for employee housing. I think there are new opportunities under SMUHH for gentle density within neighbourhoods, and we can do more to help the community understand what this could mean for them, especially with more seniors aging in place. WHA is a clear leader in the affordable housing space, and we should continue to support that while staying open to feedback on who qualifies and how .