Question 1

STEWARDSHIP - Managing Change

Accepted Answer

The coming year will bring significant uncertainty; for example the Saanich-Victoria amalgamation referendum may create the need for negotiation among all core municipalities; police integration pressures will continue impacting local service standards and costs; tariff uncertainty will impact costs and delivery timelines for capital projects; provincial interference and increased regulation is likely to add to everyday operational costs; extreme federal and provincial debt will impact access to grants and social service levels.  Our goal should be position ourselves to manage this uncertainty with an expectation of self-sufficiency into the foreseeable future. Financially, we must focus on core services, operational excellence, and health and safety measures - this is the only way we can keep our tax increases down while meeting our core service obligations. While significant operational improvements have begun in all departments, particularly over the last two years, Council must keep a careful eye on the outcomes and support innovation that makes a difference. For our community to be vibrant and viable for future generations, our development framework needs to be completed. The Provincial Bill 44 (and other related legislation) imposed universal rules on all municipalities in BC, requiring a minimum of 4 units per lot, restricting public input into development, using generic formulas for housing targets, and generally reducing local autonomy for decision making. Oak Bay has walked a fine line, as we agree with the intent of adding new housing forms (this was work well underway when the Province inserted itself), but not the onerous costs and time impacts of their ongoing interventions and one-size-fits-all approach.  Building on the suite legalization, OCP update, ACC/DCC fee implementation, and infill housing  work completed, this term should see the University of Victoria advance their "Cedar Hill Corner" development, likely amendments to  mid-block 4-plex designs, completion of the beach Drive "special study area," and implementation of new Village Plans. Oak Bay Lodge redevelopment is also a key priority, albeit in external control at this point.  In all these projects, the goal should be to provide clear rules for change, as this is best for residents, developers, and the business community.Another key priority is Turkey Head / Spewhung, where the land adjacent to the marina needs redevelopment. There is significant work to do here to bring back restaurant and other commercial, recreation, and social activation, one that will be a vibrant center for the community (and a welcome space for First Nations) if done well. On a final note, I would like to thank the community of Oak Bay for their robust input into the recent OCP update. Your feedback helped guide a moderate approach to change which allows for growth and new housing forms while retaining much of the community character and livability we love so much. That is never an easy balance to strike, and your feedback was critical.

Question 2

SOLUTIONS: Building on the significant work done

Accepted Answer

While I am proud of the work the last two Council terms have accomplished, and there is still much to do in the next four years. Importantly, we have a much clearer financial picture of our obligations today that we did just a few years ago. I am excited to have the opportunity to complete a number of key projects, should your elect me to a final term in office. These include:Turkey Head / Spewhung (Marina lands): - while the marina operations agreement should be completed this term, I am keen to work with the new Council on plans for revitalizing the public and commercial areas of Turkey Head. There are significant financial challenges with the site and buildings, but separating the land lease from the water lot also allows for tremendous opportunity to build a thriving site that supports commercial vibrancy, food and beverage services, recreational use, community gathering, cultural recognition of the lək̓ʷəŋən peoples, and more. Fire, Police, Public Works, Municipal Hall, and Library Buildings: While not sexy, Oak Bay needs to develop a plan that allows for long term facilities for these services, and the first three are likely the most expensive projects expected in the next 25 years. These projects will be complex, especially allowing for continuous operations. I look forward to continuing work with staff on developing options and approving a plan that is operationally and financially feasible.Infrastructure Infrastructure Infrastructure: This is still the largest opportunity and risk for the District and can't be delayed or defunded. The infrastructure replacement plan, front-loaded to prevent imminent failures, is key to service continuity, safety, and financial management, and work continues on debt planning and detailed work plans. Importantly, we have already seen benefits such as reduced spending on emergency repairs, successful application to federal grants, and better borrowing options. OCP Updates: Three projects are critical this term, following on the OCP work completed last year.  The Village Planning Project: will help ensure vibrant, viable commercial centers for decades to come, help guide development, and preserve and shape the unique feel of our commercial areas and neighbourhoods. Infill Housing (4-Plex) Revision: work is still needed to address what is and is not working for infill housing options, particularly mid-block. Beach Drive Special Study Area: this stretch of Beach Drive has had several speculative proposals mooted with the community (although no applications have yet come to Council). Flagged for futher work in the OCP, we owe it to the community to determine the nature of development appropriate for those lands.Oak Bay Lodge: As Chair of the Capital Regional Hospital District Board, I have been working with the Province, Island Health, the Seniors' Advocate, multiple non-profit entities, and others to find a solution that will provide a campus of care much needed for the region's seniors - as well as potential provision of longitudinal care services to help address the shortage of doctors in the area. I look forward to continuing this advocacy and convening work at the CRD/CRHD. Finally, I am excited to work with our staff.  I have enjoyed contributing to a corporate culture that enables innovation and success and that focuses on serving our public. This is an ongoing  process, and one enacted in partnership with the municipal administration, but one that needs Council and staff to be aligned in goals and values. We can build on already excellent corporate culture, ensuring staff can feel a sense of ownership and pride in the quality of municipal services.  We have already taken great strides to delegate operational decisions to staff with direct knowledge of the issue will help to streamline processes and speed service response time. Staff should be supported in taking initiative on projects, and successes should be celebrated.

Question 3

SUSTAINABILITY: Building on the investment in infrastructure to keep the District costs contained

Accepted Answer

Taxes, fees, and regionally-imposed costs (such as housing, schools, water, and sewage treatment) are cumulatively weighing heavily on residents. While only about 60% of the tax bill is controlled by the municipality, we need to limit the areas we can control. I am very grateful for the sacrifices made by our residents and businesses over the last 8 years to fund our sustainable asset replacement: careful work must be done to ensure we see the financial benefit and keep costs down in the next four years.To be clear, this is not simple. Regulatory, insurance, and other costs are largely imposed. Council needs to support key areas where we have direct impact on costs, on internal improvements, and supporting staff as they implement changes. Priorities include:Maintaining commitment to tackle critical capital replacement as a priority, which has both safety and cost reduction benefits in the medium and long term.Continuing work already started on operational changes. These are likely to include: Leveraging new technologies to support staff and residentsUtilizing service fees and new revenue sources, particularly for assets or upgrades driven by new development.Carefully use debt financing to smooth tax impacts over generationsAND (most importantly) making hard choices: to prioritize necessary services over "nice to have" options and to not assume funding for areas of provincial responsibilities such as housing, social services, and healthcare.

Priorities for Council 2026-2030

Priorities to Support Positive Community Development

STEWARDSHIP - Managing Change

SOLUTIONS: Building on the significant work done

SUSTAINABILITY: Building on the investment in infrastructure to keep the District costs contained