ELECTION 2014: Mayor candidate Q&A: What do you hope to accomplish in four years time?

City of Revelstoke: Mayoral candidate Q&A — What do you hope to accomplish in the next four years?

As part of our ongoing election coverage, the Times Review has posed five questions to the candidates for mayor and council.

Our fifth and final question is:

Picture yourself running for reelection four years from now. If elected, what do you hope to be able to tout as your biggest accomplishment(s)?

Michael Brooks-Hill

I don’t see myself as the type of person who will undertake any large single projects to be able to say, “This is what I have done.” It is that type of project that leads to the kind of debt levels we are currently experiencing.

Instead, I hope to have a long list of smaller accomplishments that have real meaning for our community. I would hope to be able to say that the Big Eddy water system issue has been resolved, that everyone was consulted and that we moved forwards in the best interests of all residents.

I would hope to say that the debt was starting to be paid off, and that the city’s spending had finally been reigned in. I would hope that people will say that they find city hall to be more honest, open, and engaged with the citizens of Revelstoke; that city council was listening to the people in town, and that some of the bureaucratic red tape had disappeared, and it was easy to get a building permit, or put up a new sign.

In the end though, the mayor is not the captain of the ship. He is simply the rudder, steering the city in the right direction. He doesn’t control the wind (city council), or the seas, (the infrastructure) and cannot change the boat he is in. All he can do is guide the city towards a brighter future.

If you want to see real change, on November 15 vote for Michael Brooks-Hill.

Mark McKee

In four years from now, I’d like to look back and see a community that was given back to the people.

Our budgets will have been planned with the consideration of meaningful input from members of this community, service groups, and organizations who have been instrumental in creating this city over the last century.

New and existing businesses will be working with city hall in a productive and communicative manner.

Volunteerism will be a healthy and impactful pastime for residents because they will know that their input matters to this city. They will know that there will be a return on the time and energy that they have invested. Volunteers on advisory committees will be heard on city matters pertaining to the budget, work plans, and long term goals.

We can restore faith in our local government, both at city hall and within our politicians. This is a worthy goal, and can be achieved if we all sit at the table and work toward building a better community.

David Raven

At the end of four years I would like to see:

1. Service levels maintained at those expected in a resort municipality. Debt reduced and reserves increased to cover anticipated costs. Taxes held at rates similar to CPI increases. Industrial and business classes equal and apportioned to a ratio close to two.

2. Infrastructure projects completed on a properly planned and priortiy basis, including the Big Eddy water system, TCH and Victoria intersection, Fourth and Townley intersection and a planned approach to streets and sidewalks.

3. A safe bike and walking trail network from the resort to the golf course and through the city’s natural attractions. A water park, skateboard park, financially healthy golf course, expanded tourism and recreation enhancements and services.

4. Stability in the social, environmental and economic programs, with success in poverty reduction, attainable housing, seniors services, cultural, arts and community diversity. A healthy, active and engaged community.

5. Asset management planning, service levels set for all programs, cleaner budget processes including effective public input, effective and appreciated communications internally and externally, excellent HR practices, tight control on spending and expenses, and cost effective business practices for all programs within the city. A client orientated service delivery culture in all departments.

6. Continued and improved relations with all sectors in the economy. Continued success and leadership in the resort municipality program for both marketing and infrastructure. Excellent relations with Columbia Basin Trust and the regional, provincial and federal governments.

 

7. Natural gas service at fixed and predicatable rates. Fibre optic and high speed Internet. Improved tourism marketing and business development. Adequate infrastructure for commercial and residential development growth.

 

 

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