What will be different
Public input before decisions
A real say while the options are still open.
Clear accountability for major projects
Budgets, costs and schedules on one public dashboard.
Long-term financial visibility
Debt and future capital needs in one plan you can follow.
Growth planned with the community around it
Infrastructure, parks and services planned alongside new homes.
Accessible, Responsive Leadership
My door’s open, and residents and business owners should be heard before decisions are settled.
Open-door leadership
- Regular Meet the Mayor events, open and unscripted, for my full term.
- A free, public State of the City address within my first six to eight months.
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You shouldn’t need an appointment or a connection to talk to your mayor. I’ll make it simple to raise a question directly and get an answer.
Principle: Show up, listen and don’t be hard to find.
Your voice at City Hall
- Reasonable opportunities to speak directly to Council, and answers to legitimate questions.
- Consultation before major decisions are made, then a report on what input changed.
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At the start of a major consultation, the City should say clearly what’s already decided and what’s still open. Afterward, it should report what residents and business owners said, what changed and why, and unresolved issues should have a way to come back.
Principle: Listen early, answer questions and show people what their participation changed.
Transparent, Accountable City Hall
That isn’t apathy. It’s a lot of people who’ve concluded their voice doesn’t matter at City Hall. Rebuilding that starts with making costs, decisions and results easy to follow.
Get the full cost before we commit
- An online Major-Project Accountability Dashboard, one page per significant project.
- Borrowing, interest, operating and lifecycle costs shown alongside the capital cost.
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Each page would show the approved budget, current cost, financing, schedule and every major change in budget, scope or schedule from approval through completion, followed by a public review once the project’s done. Lessons from Harry Jerome, the wastewater plant and other major projects should shape the next decision.
Principle: Show what was promised, what it costs, what changed and what was delivered.
Make City Hall work for residents and business owners
- Faster permits and better response times, measured and reported publicly.
- Show where staffing, payroll and management costs have grown.
- Set measurable results for significant new positions and initiatives.
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Additional spending should link to results people can see, like projects delivered on schedule. That includes reporting what dedicated development-services resources deliver, and giving residents the same practical help navigating City Hall. Simple performance reporting and Value-for-Money Reviews would compare what was promised with actual costs and outcomes.
Principle: Every additional taxpayer dollar should have a clear purpose and a measurable public benefit.
Fiscal Accountability & Fair Cost-Sharing
The North Shore is paying 37% of the plant’s cost overrun despite being 8% of the region’s population. Add roughly $165 million in authorized borrowing, mostly for Harry Jerome and the North Shore Neighbourhood House, from a City that had essentially no debt five years ago, and residents deserve to know what’s committed and who should pay.
Protect North Vancouver’s financial future
- One Long-Term Capital & Debt Plan, including the full cost of borrowing and interest.
- Major capital needs 10, 20 and 30 years out, and clear reporting on Lonsdale Energy.
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The plan would bring together existing debt, approved borrowing, Harry Jerome financing, Lonsdale Energy’s financial position, wastewater obligations and future infrastructure, and show how much borrowing capacity remains for essential and unexpected needs.
Principle: Make today’s investments without compromising tomorrow’s choices.
Make growth pay its fair share
- Identify infrastructure needs before approving major additional density.
- Show what a development receives and what the community receives.
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For substantial growth, the City should show the expected population and the roads, utilities, parks, schools, recreation and emergency services it’ll need, with DCCs, CACs, government funding, City costs and what could fall to taxpayers all on the same timeline.
Principle: Don’t approve growth today and leave residents with the infrastructure bill tomorrow.
Fair regional cost-sharing
- Push Metro Vancouver toward a single sewerage area to rebalance wastewater costs.
- Press Ottawa to fund its original percentage share of the escalated cost.
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Residents should also see the interest on 30 years of financing, not just the construction price, and major regional commitments should be counted before the City takes on new borrowing.
Principle: Residents should be able to see both the cost and how their share is calculated.
Getting Things Right
The province requires some density near transit, and that’s fair. A density transfer that put a 21-storey tower on a block capped at 6 to 8, with residents limited to written comments, wasn’t required. The standard I’d push for is infrastructure planned before density arrives, and a real public hearing rather than a workaround. I call this OCP Integrity.
Plan Capilano Mall & Marine Drive as one community
- One corridor plan, done before individual rezonings decide the area’s future.
- Schools, parks, transportation and employment land planned up front.
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The plan would set realistic population and housing numbers, look at utilities, childcare, jobs and community services together, show what infrastructure’s needed, what it’ll cost and who’ll pay, and involve residents and business owners early.
Principle: Plan the community first, then determine how much development fits.
Plan growth & quality of life together
- Plan for people and the services they need, not just housing-unit targets.
- Push for the former ICBC site to bring jobs and daytime activity back to Lower Lonsdale alongside new housing.
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Growth, transportation, schools, parks, healthcare, emergency services and City finances belong in one 20 to 30 year picture. As Capilano Mall, the ICBC lands and Lonsdale Great Street move forward, growth forecasts should be shared with health and other service providers.
Principle: Put the whole picture on the table before approving substantial growth.
Protect public land, parks & green space
- Look at whether a community playing field and running track can be restored within the remaining lands.
- Prioritize protecting the 100 block of East 1st Street as green parkland.
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A city-wide green-space strategy would show where parks are falling behind population growth. Before selling significant public land, the City should compare keeping it, leasing it and other options. Moving density off public land so the land itself stays public is worth investigating, as long as the receiving site goes through a full public process. For the 100 block of East 1st, that’s subject to confirming ownership, zoning and the transfer-of-density details. That’s different from using a transfer to put a tower far above the OCP while limiting residents to written comments.
Principle: Before giving up important public land, look at every practical way to keep it.
Protect renters & build the homes people need
- Strengthen and enforce tenant protections, including a meaningful right to return.
- A Renter Concierge: one City Hall contact for tenants facing displacement.
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Today the relocation coordinator is hired and paid by the developer. A Renter Concierge would work for tenants, from City Hall. Keeping displaced tenants in their community should be an explicit priority, with replacement rental and extra support for vulnerable tenants wherever municipal authority allows. Major proposals should report family-sized, rental, affordable, accessible and seniors housing, not just the total number of units.
Principle: Build new housing while protecting the people whose homes are at risk from redevelopment.
Plan transportation as one network
- Real capacity for walking, cycling and transit alongside the roads we still rely on.
- Measure major projects after they’re built, keep what works and adjust what doesn’t.
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Growth, road changes, construction and transit should be modelled together, not one project at a time, with seniors, accessibility, businesses, deliveries, parking and emergency access in the plan from the start.
Principle: Plan the whole network, measure the results and adjust.
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