Here’s what Sun Peaks residents want to know from the 2026 general election council candidates

I will look forward to collaborating with the council as well as the municipal staff to get up to speed on the options in-front of us regarding the health centre. 

I believe the health centre is crucial to the community.

My first step would be to review the undisclosed previous work and discussions, so I fully understand what has been explored, the challenges and opportunities. I would support the new Sun Peaks Health Association Board and help bring the municipality, Interior Health, province and community partners together to find a sustainable solution. Accessible healthcare is important to our residents, workforce, visitors and the long-term sustainability of Sun Peaks.

The previous council moved the decision of reopening the Health Centre to the Sun Peaks Community Health Association. They have a challenge in front of them as we already now have a medical practice that serves the entire community today, and for the foreseeable future.

I am interested in hearing the options the association comes up with and will support any recommendation that makes financial sense and puts the space to its intended use. If a resolution is not arrived at in a reasonable period, then I think council needs to step back in and take another look at how to make best use of this community asset.

A new community-led board is now in place. That was step number one. From that, the board is working on a plan for reopening. That plan will set out the services to be offered after reopening. Over the last few months, I have met with the B.C. Minister of Health, and the Interior Health clinical director. During these meetings we’ve been exploring ways to work collaboratively with Interior Health and the ministry to support services in Sun Peaks once the clinic is open. In late August the province announced new programs designed to support services in rural community medical centres.

As a member of the working group focused on the future of our health centre, I firmly believe the path we are on is the correct one to ensure reliable, long-term medical services for Sun Peaks.

I completely understand and validate the frustrations felt across the community. The process has moved much slower than any of us wished or expected. However, we now have a board of dedicated individuals who care deeply about the state of healthcare in Sun Peaks and the surrounding areas. 

As a council, we can actively support the centre in several practical ways:

• Facility support: Continuing to provide a rent-free facility to keep operational overhead low.
• Administrative aid: Offering structural and administrative backing as the health association grows and finds its footing. 
• Provincial advocacy: Consistently fighting for financial support from our community as well as higher levels of government. The truth is that Sun Peaks residents pay a significant amount of taxes that get funneled to provincial and federal governments. The funding re-invested back into our mountain community does not always match our contribution. We must continue to fiercely advocate to get the provincial support and resources we rightfully deserve.

The Sun Peaks Health Association has been reactivated and is now leading the work on what the clinic’s future operating model should look like. That’s an important shift – the community, through the association, is helping drive what a health centre here should be.

From here, the municipality’s role is one of partnership. In the near term, that means administrative support where needed, and further down the road, helping pursue grant opportunities as the centre’s operations and buildout take shape.

There’s also a direct role for the municipality as landlord of the building itself. Subsidized rent and other mechanisms can help ease the financial load on the association as it works to stand the clinic back up. But I also believe council has an important political role to play. As the elected voice of the community, we should be advocating directly with Interior Health and the Province for appropriate funding and support for healthcare delivery in Sun Peaks.

The association shouldn’t have to carry that advocacy alone.

Ultimately, I see the municipality as a steady and reliable partner to the association, while also using the voice and influence of elected council to advocate for the healthcare services our community needs.

If the foreign buyer ban is extended, we will definitely need to step up our fight. 

This will include lobbying and possibly looking at the legal side of it. My opinion is it’s completely unfair how we are being treated as a tourism destination, yet others in the same industry are being treated differently. 

If and hopefully when the ban gets lifted, we need to capitalize on getting product that is on the market and ready for sale sold, then get moving on the next steps for local development to continue our growth.

We should continue advocating for Sun Peaks to be recognized as the unique resort community it is. Whether the ban remains or is lifted, we need to understand and communicate the impacts on housing, our workforce and infrastructure, and manage growth responsibly to protect a sustainable future for our community.

If the ban is extended and we don’t get an exemption, then we will need to continue to lobby the federal government. The party dynamics are not in our favour, and we need to keep working on it. We need to ensure our municipal budgeting is done through the lens of different economic outcomes and planning our budgets to ensure they are realistic.

If it is lifted, we don’t have time to waste. We need to complete the infrastructure improvements that are necessary so that Sun Peaks Resort can continue to develop without delay.  We will also need to accelerate planning of further improvements and a wider array of infrastructure and services that will be needed for our larger community.

A great deal of work has gone into this and continues still. This is a top priority of the Municipality, Sun Peaks Resort LLP, B.C. government, Canadian National Ski Council and Canada West Ski Council. 

During the UBCM Conference I have four meetings where this is the priority; one federal meeting and three provincials. If it’s removed, our plan will be to support new construction growth in any way we can. This could include fast tracking infrastructure projects, expedite processing of developments and simply get the word out that Sun Peaks is open for business.

The federal ban on foreign home buyers has undoubtedly hampered growth within our resort. Moving forward, our strategy must be twofold. 

First, we need to ensure that Sun Peaks is open, structured and entirely ready for business the moment that ban is lifted. If the ban is prolonged, we must continue to fight relentlessly to have Sun Peaks exempted from it.

Former Mayor Al Raine, Mayor O’Toole, Sun Peaks Resort [LLP], the Canadian Ski Council and the BC Real Estate Association have already spent thousands of hours fighting this legislation, and we cannot afford to let up on that collective pressure.

There has already been substantial effort directed toward addressing the foreign buyer ban. Credit is due to Mayor Rob O’Toole for the work put into this issue to date, along with the efforts of Sun Peaks Resort, provincial tourism organizations and others who have helped make the case for resort communities.

If the ban is extended, that advocacy needs to continue, with a focus on making the case to the federal government for an exemption that recognizes the unique circumstances of a resort community like ours.

If and when the policy is lifted, I expect it will have a positive effect on the community, but it isn’t a magic wand. Infrastructure and long-term planning have already been a focus, and that work needs to continue regardless of what happens with the ban. We need to make sure Sun Peaks is prepared for future investment and development, with the infrastructure and services needed to support that growth

My understanding is that the community needs to consider its potential growth and look at mainly water, sanitary sewer and hydro components. As for the funding, I will have to get advice from municipal staff to see what our financial situation is, and what our options are.

My priority is maintaining what we already have while planning responsibly for the future, particularly roads, drainage, pedestrian safety, water, sewer and community facilities. Funding should combine municipal resources, government grants, development contributions and partnerships, with clear priorities and responsible spending that support sustainable growth.

Number one is our waste water capacity. Without an increase in capacity, all growth in the resort is stalled.

Funding isn’t a simple answer. It’s not just raising property taxes or development cost charges. It’s not just about applying for grant money. We have to work creatively with our partners to find a solution that we can all afford.

My first focus is to get the community growing so we can broaden our tax base. Right now, that means wastewater capacity expansion. After that it’s a new water treatment plant followed by water reservoir capacity expansion.

There are two challenges I see here. First, how we fund them and second, how do we complete the work in a timely manner.

Timing may require public and private partnerships. As a small municipality, we lack the resources or staff to manage multiple projects in a short window of time. 

Funding them will require a multi-pronged approach. This could include borrowing, reviewing and adjusting tax categories, ensuring all properties are in the correct tax class and looking internally for cost savings.

A couple of months ago I brought to council the idea we should look at Master Service Agreements and Integrated Project Development. The city of Kamloops has used these systems to build many infrastructure projects over 10 or more years. During that time, all these projects have come in on time and on budget. Staff are preparing a report that will be brought to the new council later this fall.

Municipal staff did an excellent job of providing council with a comprehensive, detailed list of our community’s infrastructure needs. Because our community and resort are only a portion of the way through its long-term planned growth, looking at that entire list at once can naturally feel daunting and long.

Tourism is one of the single largest contributors to the provincial GDP. Because Sun Peaks generates so much economic value for B.C., we need to leverage that data to secure infrastructure funding from higher levels of government. We also need to thoroughly review our tax classes and rates, exploring innovative ways to ensure that visitors are fairly helping to fund the local services and infrastructure they use.

Coming out of the Covid-19 pandemic, the cost of infrastructure and construction projects skyrocketed across the country. This left our community, and almost every other municipality in the province, facing incredibly difficult choices on how to fund vital projects. Sun Peaks enjoyed relatively low tax increases for a large portion of its 16 years, with hikes often only matching inflation. While this kept living costs low at the time, it left our capital reserves lacking for future growth.

There is no overnight solution to fix this balance. We must take a measured approach: slowly improving our financial reserves while simultaneously finding ways to support steady, sustainable development that expands our tax base.

We need to balance two things at once: building the infrastructure required to support the growth already planned for Sun Peaks, while maintaining and eventually replacing the aging infrastructure that keeps the community running today.

As a resort municipality, I believe in the principle of tourism helping pay for the impacts of tourism. Residents, tourism and the broader business community all have a role to play – one group shouldn’t automatically carry the load. At the same time, our long-term financial planning has to account for the true and growing cost of maintaining what we already have. Water, sewer and roads don’t get younger.

There isn’t one funding model that solves all of this. We need a concerted effort to pursue every reasonable option – including senior government grants backed by proactive lobbying, appropriate contributions tied to growth, tourism-related funding opportunities, and close planning with our partners at the resort.

We also need to be upfront with residents about the trade-offs: what gets built now, what gets deferred, and what either decision costs. For me, the bigger picture isn’t growth for its own sake. It’s making sure Sun Peaks grows in a way that’s financially and practically sustainable over the long term.

II have owned and/or operated construction companies in Sun Peaks for over 30 years, specifically in civil infrastructure. My experience will be helpful with upcoming projects like water, sewer and hydro. With regards to “conflict of interest,”  I will be sure to abstain from any municipal staff decisions made with regards to projects any of my businesses may be involved with. 

I have been doing business with the municipality since its inception, so I still plan to continue that. Again I will just have to remove myself from any decisions being made during the procurement and tendering processes.

I have been a Sun Peaks full-time resident and homeowner for eight years and, through my role as director of events and partnerships with Sun Peaks Resort LLP, have developed a strong understanding of our community, businesses and stakeholders. I believe collaboration and open communication are essential. Where my professional role created a conflict, I would be transparent, declare it, and recuse myself where appropriate. I am standing as an independent candidate focused on what is best for Sun Peaks.

I’m serving as the president of the board of directors of Adaptive Sports at Sun Peaks. The only municipal conflict of interest would be Adaptive Sports at Sun Peaks annual application for the community grant. I would recuse myself from that discussion and vote.  

My family owns and operates a restaurant in the village. Over the last two years, during my time as mayor, I have taken a step back in co-leading the business. Before that as a councillor I made it a priority to always ensure I’m not in conflict. 

Mayor Al Raine always told me to be sure you aren’t benefiting financially and to be transparent.

My wife and I own and operate two local businesses right here in Sun Peaks: Cahillty Creek and Capone’s. Through these businesses, we pride ourselves on being active supporters of the vast majority of local groups, charities and events that make this community thrive.

Community service is a core value I have witnessed my entire life, passed down from my father. My family and I are incredibly happy to give back to the place we are lucky enough to call home.

Serving on a council in a small town will always bring potential conflicts of interest. True integrity means handling these situations transparently. In the last term, I recused myself from council discussions on four specific occasions where a conflict arose, and I will continue to address any future instances in the same manner.

My primary business is in the restaurant industry as General Manager and part-owner of Bottoms Bar & Grill. I also co-own Dorb & Norm’s, a waste removal company that is winding down as of Nov. 1. 

Both businesses have given me useful firsthand perspective on some of the issues that come before council. 

Business ownership also means being very clear about conflicts of interest. One clear example during my time on council was a liquor licence matter affecting Bottoms. I recused myself, and I would handle any future matter where my business interests directly intersect with a council decision the same way.

We definitely need to put big efforts into getting a brick-and-mortar school built. This means continuing to lobby the provincial government to make it a priority that our school is built as soon as possible. 

We also need to continue the efforts to give young children pathways to different levels of sport, from beginners to high level athletes. It’s imperative that we keep our youth active. 

Finally I think it’s important to get youth, specifically teenagers into part-time jobs in the community and learn what it means to obtain a good work ethic and why it’s important to build skill sets to help them move onto different levels of education.

• Create a Youth Advisory Group, giving young people a voice and direct communication with council.
• Collaborate with local businesses and organizations to expand employment, mentorship and leadership opportunities.
• Ask our youth what they want and work together to create recreation, events and social opportunities that help them remain connected to Sun Peaks.

We need to advocate and lobby for a new school and community building. One that has more facilities for community use, like playgrounds, fields and a gymnasium where we can create more diverse opportunities for engagement in sport, and community rooms where organizations, such as Scouts, have a place to host their programs. It is also a site that can be home to a community library.

We need to continue to support the skate park. We need to focus on ways to make all programs accessible to all youth, including those with special needs and disabilities. We need to listen to the community specifically on this topic to ensure these needs and ideas are heard and actioned.

This is an area we would all like to do more on. However, we are faced with the reality of financial constraints and that many things are not controlled by the municipality, and we have to work with other agencies and partners over what amounts to longer periods of time to ensure that these facilities and programs can be put in place.

Work to get a community base centre in Sun Peaks. I’ve been looking at this in other communities, and I see a need here. Rossland has one run by the Youth Action Network. It’s been a huge success in giving the young people of Rossland a place to call home.

More infrastructure to support youth in the spring and fall when snow sports and biking aren’t operating. 

Getting our brick-and-mortar school moving. We are meeting with the Infrastructure Ministry during the UBCM Conference. We’ve had some productive meetings with the new leadership at SD 73 and I’m optimistic about our future school.

I was here in the early days when a dedicated group of local parents, a group I am proud my wife and I were a part of, worked together to get our local school up and running for just 16 kids. Seeing how much it has grown is incredible.

To take the next major steps for our youth, such as constructing a permanent, brick-and-mortar school and establishing a community library, it will require a unified effort from the entire community. 

Over the years, I have personally tried to lead by example: volunteering as a lunchtime monitor, skiing with school classes, driving for field trips and volunteering with the alpine club. I look forward to remaining an active, hands-on part of this community and supporting our families in every way I can.

First, advocate for education. Continue working with and advocating to the school district as our population grows.

Second, prioritize safe community infrastructure. Crosswalks, walkways, signage, appropriate speed limits, playgrounds and emergency planning might not always be thought of as “youth initiatives,” but they directly affect whether this is a safe and healthy place for kids to grow up.

Third, support the organizations already doing the work. Groups like Art Zone, the Sun Peaks Education Society and the Sun Peaks Recreational Trail Association create opportunities for young people and families that the municipality doesn’t need to duplicate. 

I don’t see those as three standalone election promises. They’re examples of a broader responsibility: making sure the next generation is considered in our long-term planning and policy decisions, not just when youth happens to be the question of the moment.