Good evening, and thank you to the Biosphere Institute for hosting this forum.

I’m running for council because I care deeply about Banff—our community, our wildlife, and our environment. I believe the best way to tackle environmental challenges is through practical, realistic solutions. We need ideas that work on the ground, that balance conservation with the needs of residents and visitors, and that can actually be implemented effectively.

I bring a unique mix of leadership, communication, critical thinking, and approachability to the table. I make decisions based on evidence, weighing all sides of an issue, but I will also help people understand why those decisions are made. I want residents, seasonal workers, and stakeholders to feel that they can approach me, share their ideas, and be part of shaping our community.

To me, council is about problem-solving together. Whether it’s educating our visitors, reducing emissions, or supporting local programs and initiatives, I focus on solutions that are achievable, measurable, and that have real impact. I want Banff to be a place where people, wildlife, and the environment can thrive together—not just in theory, but in practice.

I look forward to working with the community to find solutions that truly make a difference.

Thank you.

Protecting the integrity of wildlife corridors is absolutely central to living responsibly in a place like Banff. We share this valley with grizzly bears, elk, wolves, and many other species, and ensuring their safe movement is not just an environmental priority — it’s essential for community safety and for the long-term health of the ecosystem that sustains us.

For me, that means taking a proactive approach when considering any new development, especially those on the edges of town where wildlife movement is most sensitive. Development proposals should be evaluated not only on their economic or social merits, but also on whether they include design features that help maintain or even improve corridor function. That could mean things like strategically placed fencing, natural screening, or landscaping that gently guides animals toward safe pathways while reducing the chance of surprise encounters with people.

I’d also like to see planning that doesn’t just minimize harm, but actively supports wildlife. For example, limiting nighttime lighting in sensitive areas, or even using building designs that avoid blocking natural movement routes. By weaving those considerations into the planning process, we can enhance corridor use while keeping residents and visitors at a safe distance.

In short, the key is thoughtful, wildlife-first design at the edges of our community. If we get that right, we’ll reduce conflict, improve safety, and live up to the responsibility of being a town within a national park.

Affordability is a serious concern in Banff, but we have to remember that our community exists within a national park. That means we need to tackle housing and affordability challenges without sacrificing our environmental and conservation responsibilities.

For me, the path forward is smart, careful development within our existing town boundaries. I’m open to zoning corrections or adjustments that could allow for more residential units or public services — as long as those changes serve the needs of residents and workers rather than creating pressure for new commercial growth.

That’s why maintaining the commercial cap is absolutely essential. If we allow that cap to erode, we risk more businesses opening without adequate housing for employees, which only deepens the affordability problem while increasing pressure on our limited land base.

By keeping the cap in place, and focusing development on housing and community needs, we can add supply where it’s most needed, protect affordability, and uphold our responsibility to conserve this unique place. The balance is clear: housing for people who live and work here, yes — but we need to minimize the intensification of commercial use that could tip the balance away from conservation.

For many years, the Interpretive Guides Association’s Banff Ambassador program was a must-do for newcomers to town. It gave seasonal staff critical knowledge about Banff’s history and how to safely coexist with wildlife. I would like to see the Town strengthen its partnership with the IGA to expand this program — not just for employees, but perhaps even as an opportunity for visitors who want to be more responsible travelers.

I also believe in practical education and preparation. Through my own company, we specialize in bear spray rentals and instruction on how to avoid wildlife conflicts. This experience has shown me that people are eager to learn and feel safer when they’re properly equipped. Promoting tools like these alongside strong public education can make a real difference in preventing conflicts.

Finally, I would ensure that residents and visitors know exactly how to report unsafe wildlife behavior to bylaw or Parks Canada. Building on existing programs, adding practical tools, and encouraging responsible reporting will help us continue to set the standard for wildlife coexistence.

Most residents in Banff already know what’s expected when it comes to keeping themselves and wildlife safe — for example, keeping dogs on leash and not leaving garbage where animals can access it. That said, reminders can be effective, especially when done creatively.

I was a big fan of the Town’s past ad campaigns — the yellow “Cougar Snack” and “Phone Charger” signs were clever, funny, and memorable. Programs like that should be revisited, with fresh ideas that capture attention and make safety messaging stick, both for residents and visitors.

At the same time, education can only go so far. For people who repeatedly or blatantly ignore the rules, we need stronger enforcement. Bylaw should not hesitate to issue fines, especially for egregious behaviors that put wildlife or people at risk. By combining smart, memorable education with clear consequences, we can help ensure that everyone in Banff acts in a way that truly reflects the community’s values around wildlife protection.

Persistent litter and dog waste are more than just unpleasant — they pose real hazards to wildlife and people and diminish the visitor experience in Banff. Tackling these issues requires both creative education and practical enforcement.

I’d build on the clever ad campaigns we’ve already seen, like the “Cougar Snack” and “Phone Charger” posters. Expanding that style to cover littering and proper disposal of dog waste could capture attention and make the expected behavior clear. For example, a humorous poster could discourage leaving bagged dog poop on trails or tying it in trees — something that’s memorable, shareable, and effective.

At the same time, there’s an opportunity to involve visitors and residents directly through “voluntourism” initiatives. Many tourists are eager to contribute, and organized clean-up events or small volunteer programs can help people feel a personal connection to the park while reinforcing good habits.

Finally, enforcement should not be overlooked. Clear rules, visible signage, and targeted bylaw action for repeated offenders help reinforce the message: protecting Banff’s environment is everyone’s responsibility. Combining clever education, practical engagement, and enforcement will help keep the park clean, safe, and enjoyable for both wildlife and people.

Off-leash dogs in Banff pose risks not just to other pets and people, but also to wildlife. Strong enforcement is essential to keep everyone safe and maintain the integrity of our natural spaces.

I would ensure clear, visible signage throughout the park making it explicit that dogs must be on a leash at all times, and that violations will result in fines, with higher penalties for repeat offenders. While it may seem strict, clear consequences prevent the “just this once” mindset, making it much easier for residents and visitors to follow the rules consistently.

At the same time, enforcement works best when there are accessible alternatives. Banff has an off-leash dog park, and more should be done to make sure it is open as much as possible, safe, and free from hazards like debris or harmful plants. By combining enforcement with convenient, well-maintained off-leash options outside the park, we can protect pets, people, and wildlife while giving dog owners responsible choices.

Banff has strong tools in place to guide our transition to renewable energy, particularly the Environmental Master Plan and the Renewable Energy Transition Roadmap. These give us clear metrics to measure progress and identify priorities.

For the next four years, I would prioritize energy-efficient building practices. Changes to the Land Use Bylaw and building codes mean that as properties are redeveloped, they can be designed with energy efficiency in mind, and even incorporate renewable alternatives like solar or geothermal, as we’ve seen in the new development on Wolf Street.

I’d also focus on electrification of municipal operations. As an EV driver, I appreciate seeing the Town of Banff’s electric vehicles on the road, and I’m eager to explore opportunities to power heavier municipal machinery with renewable energy as technology allows.

By focusing on building efficiency, municipal electrification, and measurable targets from the Roadmap, we can make meaningful reductions in greenhouse gas emissions while showing leadership in sustainable practices. I would commit to supporting all feasible initiatives in the Roadmap that help us meet the targets laid out in the Environmental Master Plan and continue reporting transparently on our progress.

Wildfire is a serious risk in the Bow Valley, and protecting residents, visitors, and infrastructure requires a combination of education, incentives, and proactive mitigation. Banff has already made great strides with FireSmart programs, and I’d continue to build on those successes.

Providing financial incentives has been particularly effective. Rebates for removing evergreen trees, green waste bins on residential streets, and rooftop sprinkler kits have all been popular and encourage homeowners to take practical steps to reduce fire risk. In my own experience, testing these sprinklers with neighbors has been both educational and reassuring.

Looking ahead, these incentives could be expanded or redirected once demand slows — for example, supporting roof re-surfacing with fire-resistant materials or installing gutter guards. The goal is to make FireSmart practices accessible and appealing while directly reducing risk to homes and infrastructure.

By combining financial support, clear guidance, and hands-on education, we can ensure that Banff continues to lead by example in wildfire preparedness.

Municipalities can play an important role in Alberta’s transition to low-carbon energy, both through policy changes and by example. One practical step is updating building codes and bylaws to allow solar installations on more types of structures, such as duplexes, multi-unit homes, or apartments. Combined with homeowner education about financial incentives and grants for solar installation, this can make renewable energy more accessible and appealing.

The Town can also lead by example by transitioning municipal buildings to renewable energy, creating local demand for these services. This not only reduces our own emissions but signals to energy companies that there is a viable market in the Bow Valley.

Finally, showcasing Banff’s sustainability successes to other municipalities can help build momentum for province-wide climate-friendly building codes and policies. By demonstrating practical solutions that work at a municipal level, we can influence broader legislation and encourage a culture of low-carbon development across Alberta.

Buildings contribute a significant portion of Banff’s greenhouse gas emissions, so encouraging high-efficiency standards for both new construction and retrofits is key. Many of Banff’s older structures are residential, and with recent Land Use Bylaw changes, many will be redeveloped in the coming years.

One approach I would support is offering fixed-term property tax rebates for properties that achieve measurable energy or utility savings after redevelopment. This creates a direct financial incentive for property owners and developers to invest in energy-efficient designs, materials, and systems.

By linking incentives to real, measurable performance rather than just design intentions, we encourage practical outcomes that reduce emissions while maintaining Banff’s character and livability. Over time, this approach could be expanded to retrofits of existing buildings, helping the town meet its greenhouse gas reduction goals more broadly.

Extending greenhouse gas measurement and reporting to businesses is an excellent idea. Many larger businesses in Banff likely already track some environmental metrics, so a first step would be to engage them and find out what data they’re already collecting.

From there, the Town could share its goals and strategies, and work collaboratively to develop measurable, achievable targets for emissions reductions. This approach ensures that businesses aren’t burdened unnecessarily while still contributing to the community’s overall environmental performance.

Supporting businesses in this way could include guidance on energy efficiency improvements, renewable energy adoption, and reporting tools, helping them reduce emissions in practical, cost-effective ways. By combining measurement, goal-setting, and support, we can make sure the community’s greenhouse gas reduction targets are achievable across both public and private sectors.

That’s a heavy question — the idea of a major town-wide disaster is daunting. Still, if such an event were to occur, I would support a “build back as better as we can” approach rather than simply reconstructing “like-for-like.”

With today’s knowledge, experience, and technology, there are many opportunities to upgrade infrastructure, improve resilience, and future-proof the town. A major reconstruction effort could allow Banff to catch up on aging infrastructure while accommodating steadily growing demand in a sustainable, safe, and efficient way.

Of course, this approach would need to be balanced with careful planning and community consultation, but the guiding principle should be to use the recovery process as a chance to improve, not just restore. By doing so, we strengthen Banff against future risks while making the town a better, more resilient place for residents and visitors alike.

The Town of Banff already offers some excellent incentives for environmental initiatives, and there’s room to expand these programs to help residents adopt lower-carbon technologies while reducing energy costs.

For example, the Town could offer rebates for Type-2 EV chargers, encouraging residents to switch to electric vehicles. A bike rebate, available to anyone who gives up a car, could further reduce emissions while promoting active transportation.

Another innovative idea would be a home energy bank or power wall rebate. As more households adopt EVs, this could help smooth out electricity demand and reduce strain on the transmission system while giving homeowners more control over their energy use.

By offering practical, tangible incentives, the Town can make it easier and more appealing for residents to lower their carbon footprint and save on energy bills.

Food costs are rising in the Bow Valley, and supporting local food production and access to healthy, affordable food is essential. One key step is to expand community greenhouse space, as current plots are oversubscribed and in high demand every year. These greenhouses allow residents to grow fresh produce locally and foster stronger community connections.

The weekly farmers’ market has also grown recently, now featuring multiple produce vendors. Supporting this market helps both local farmers and residents seeking fresh, healthy food.

Beyond production, municipal programs like Food Box, Food and Friends, Food Rescue, Food Bank, and Little Free Pantry play an important role in getting nutritious food to residents who need it. The Bow Valley Food Alliance is another invaluable resource, helping connect people to food supports. As a council member, I’d explore ways to strengthen our support for the Alliance and similar programs to ensure that all residents have access to healthy food.

By combining expanded production, vibrant markets, and strong community programs, we can improve access to nutritious, affordable food while supporting local food systems.

Making Banff a leader in environmentally responsible food options is a very worthy goal, and I would start by asking for proposals from the community and local businesses. There are already many passionate people in Banff working hard to bring more sustainable, local, and environmentally responsible food to our restaurants, and it’s important that council look for ways to support their efforts.

At service review, I would consider how the Town can better support existing and emerging programs — whether that means partnerships, promotion, or small incentives to help restaurants make the transition. By listening to the people who are already leading in this space and ensuring they have a seat at the table, we can accelerate Banff’s progress and position our community as an example for other destinations.

It’s true that at times the Town of Banff and Parks Canada have seemed out of step with each other. Recently, we’ve seen several long-term Parks Canada plans move forward — like those for Sunshine Village, Lake Louise, Moraine Lake, and Lake Minnewanka — without much involvement from Town council or administration. While these are within Parks Canada’s jurisdiction, the reality is that decisions about these areas directly affect the Town, particularly when it comes to housing demand, traffic, and visitation.

As a council member, I would actively propose the creation of a regional visitation management committee. This group would bring together representatives from the Towns of Banff and Canmore, Alberta Parks, Banff Lake Louise Tourism, the Biosphere Institute, and Parks Canada. It would provide a forum for early collaboration, where all stakeholders can share insights and anticipate the impacts of regional plans.

The goal is not to challenge Parks’ authority, but to show the value of working together. By building this kind of collaborative structure, we can find stronger, more balanced solutions for residents, visitors, and the national park as a whole.

The Ecosystem section of the Environmental Master Plan focuses heavily on reducing human-wildlife conflict, and that’s an area where I believe the Town can show real leadership. Through my own business, we work every day to educate visitors about wildlife safety and conflict avoidance, and I’ve seen firsthand how important it is to pair education with practical tools. Supporting programs that build visitor awareness, alongside bylaw enforcement where necessary, will help us make measurable progress.

The Master Plan’s ecosystem goals are all targeted for 2028, which falls within the next council term. That means it’s not just about setting targets — it’s about actively tracking progress and holding ourselves accountable. By the end of this term, I would want to see clear data showing whether we’ve achieved these goals, or at the very least how close we are.

To accelerate progress, I would focus on supporting existing initiatives that are working well, while also ensuring Town resources are directed where they can have the biggest impact — such as protecting corridors, minimizing conflicts, and building strong partnerships with Parks Canada and local organizations.

I’m comfortable with the current process where major plans go to Council and the public before environmental reviews are fully complete. Plans implemented in town should always aim for a triple-net gain — economic, social, and environmental sustainability — and the environmental review serves as the final check that the project meets that standard.

I also have confidence in our administration team, which does a strong job of considering environmental impacts throughout the development of new town projects. The environmental review at the end ensures that neither council nor the community has inadvertently stepped outside acceptable boundaries during planning or public consultation. In that sense, it acts as a safeguard, not a bottleneck, and I see it as an appropriate and effective part of our process.

Banff already has strong bylaws, but there’s always room to strengthen ecosystem protection through proactive education and enforcement. Crowded areas such as Sundance, Central Parks, and Banff Avenue can be particularly vulnerable to environmental stress.

One example is litter management. On busy nights, trash bins can overflow, creating hazards for wildlife and negatively affecting the visitor experience. To address this, I would support more targeted late-night bylaw enforcement and adjusting garbage collection schedules so bins are emptied at times that match peak use.

By combining enforcement with continued public education, we can reduce human impacts on sensitive areas, protect wildlife, and maintain the natural beauty that makes Banff so special.

Reducing traffic congestion and greenhouse gas emissions in Banff requires safer, more accessible active transportation infrastructure. Several of our major trails need to be widened to accommodate more people and multiple modes of transportation. Designated lanes for bikes and pedestrians would improve safety and encourage more people to walk or cycle.

It’s also important to review streets and areas lacking safe active transportation. The new sidewalks on Moose Street and St. Julien Road are excellent, but there are still places where pedestrians must walk along the road or in poorly lit areas. For example, creating a safe route to the industrial compound remains a challenge, requiring coordination with the Town, Parks Canada, and CPKC. Even small measures, like adding a crosswalk from the Legacy Trail to the compound road, could make a meaningful difference.

By addressing both trail capacity and street safety, we can make walking and cycling practical and safe options, reducing traffic congestion and supporting Banff’s climate goals.

Creating a comprehensive regional transportation plan between Calgary and Banff is critical for reducing congestion, addressing the climate emergency, and respecting ecological and social limits. A train connecting Calgary and Banff could be the most effective way to drastically reduce the number of personal vehicles entering the park daily. While there are environmental considerations — such as potential wildlife conflicts along the route — these challenges can be managed with proper planning.

Once a reliable alternative exists, we can use incentives to encourage mass transit like trains and buses, and disincentives for personal vehicle use. To tie in regional transit with local access, I would support multiple smaller, preferably electric or renewable-powered transit options from major hubs to popular destinations within town and the park.

Even ideas that might seem ambitious — such as aerial transit linking transit hubs with key destinations — are worth exploring if they help integrate mass transit, reduce traffic, and minimize environmental impact. The goal is a connected, low-carbon transportation system that serves both residents and visitors efficiently while protecting the ecosystem.

Ensuring that underrepresented and equity-deserving residents have a voice in environmental decision-making is a challenge across many areas of town governance. Banff recently revisited its public engagement policy to try to reach a more diverse audience, which is an important step.

I believe there is no single solution, but we can make meaningful progress by keeping diversity and equity in mind when selecting members for town boards and committees, such as the Municipal Planning Committee. This ensures that different perspectives are considered in planning and decision-making.

I would also actively invite Nations of Treaty 7 to provide input on important issues, either formally or through direct consultation with me as a councillor. By combining thoughtful committee selection with proactive engagement with Indigenous communities and other underrepresented groups, we can make environmental planning more inclusive and representative.

Moving away from a purely growth-driven economic model doesn’t mean stopping growth entirely — the costs of things outside our control, like inflation and operational expenses, will always make some economic growth necessary. Instead, we can think about growth more metaphorically.

For example, Banff can focus on improving the quality of the tourism product rather than simply increasing visitor numbers or commercial space. This could include investing in staff development, training, and professional growth, which in turn raises service quality and wages for people who stay longer and contribute more to the community.

There are also plans with the YWCA to introduce a hospitality program within town, which will help develop home-grown talent and provide seasonal workers with opportunities to gain new skills. Programs like this strengthen the local workforce, improve service quality, and reduce reliance on outside labor.

By redefining what “growth” means — focusing on quality, sustainability, and community well-being — we can balance economic needs with ecosystem integrity, ensuring Banff remains both a vibrant community and a responsible steward of its natural environment.

Absolutely not. I strongly believe in working creatively within our existing town boundaries to meet Banff’s needs. That includes using every piece of available land as efficiently as possible, but it does not mean expanding beyond those boundaries.

Opening discussions about enlarging the town’s physical footprint could set off a slippery slope, potentially undermining the very values that make Banff special. Maintaining our current boundaries protects the natural environment, preserves ecosystem integrity, and ensures the town continues to operate sustainably within a national park setting.

Instead of pursuing expansion, I would focus on smart, sustainable development and land-use planning within our existing limits to meet housing, commercial, and community needs.

At some point, Banff will reach a limit where additional visitors simply cannot be accommodated, whether due to management strategies, infrastructure capacity, or environmental constraints. I believe it’s far better to proactively manage access — for example, by limiting visitation by time, date, or other criteria — rather than letting the system reach a point of collapse.

That’s why I support the creation of a regional human-use management strategy, involving partners like the Town of Canmore, Parks Canada, Alberta Parks, tourism bureaus, environmental groups, and other stakeholders. The Bow Valley is an interconnected region, and changes in one jurisdiction inevitably impact others. Taking a regional approach allows us to manage visitor flows, protect the environment, and ensure housing and community needs are met without shifting the burden onto neighboring towns.

By planning collaboratively and strategically, we can balance visitation pressures with environmental limits and community well-being.

Yes, I would support requesting a Regional Environmental Assessment for the Bow Valley. Such an assessment could be an essential part of a regional human-use management plan or committee, providing an outside perspective on the cumulative environmental impacts of local decisions.

By understanding the broader effects of development and tourism, stakeholders can make more informed, collaborative choices. This approach would help the Town, Parks Canada, tourism organizations, and environmental groups work together as a regional entity, implementing solutions that protect the ecosystem while accommodating the community and visitors.

A Regional Environmental Assessment would give us the data and context needed to plan proactively, avoid unintended consequences, and guide sustainable development and visitation management across the Bow Valley.

Yes, I would support the creation of a passenger train connecting Calgary, Canmore, and Banff. I recognize that such a system could have environmental impacts — including effects on wildlife, riverbeds, and noise — but I believe the net benefits outweigh the potential negatives.

Mass transportation is far more energy-efficient than personal vehicles, even electric ones, particularly when transporting one or two people per car. A convenient, accessible, and affordable train would allow residents and visitors to leave their cars at home or avoid renting them, helping to reduce greenhouse gas emissions, traffic congestion, and human-wildlife conflicts simultaneously.

I also believe the Bow Valley has the creativity and expertise to find solutions to mitigate the potential harms of a train. Funding could come from a combination of higher levels of government, private investors, and future tourist revenue, making it feasible to implement responsibly while maximizing benefits for the region.

The first job of a councillor is communication. Sometimes that means listening to residents, and other times it means sharing information clearly and consistently. I believe communication skills are one of the most important qualities for a councillor, and keeping the community informed about environmental initiatives is a primary responsibility.

While other candidates are also strong communicators, many people are familiar with how I’ve shared messaging over the years through social media. Some even know first-hand how much I enjoy sitting and chatting about local issues. Councillors aren’t just decision-makers — they’re advocates and liaisons with the community, helping to bridge the gap between municipal work and public awareness.

To close the gap, I would commit to regular updates through multiple channels, engaging residents and visitors alike, so everyone understands the good environmental work being undertaken in Banff.

Dear Banff Town Council Candidate, Thank you for putting your name forward in the municipal elections. I am interested in ensuring that I elect policymakers who will truly represent me and the people I look after in the next town council. Below is a list of questions I am asking every candidate about policies that are important to me. I would love to know what you would do if elected (or re-elected) to town council, in the next four years. Short form answers are fine but please feel free to explain your responses or add comments.

The question about publishing a living wage can be a tricky one because publishing a number even on the lower side of the scale has the potential to drive away future employees and/or businesses, people we may want to attract to avoid stagnation. However, I believe in the value of clear data and I think it would greatly help with future decision-making as well as acting as a gauge to measure the success of our efforts if we had a clear idea of how the cost of living impacts our residents. I would want to make sure the methods of collecting and analyzing data were clear and published alongside any study, and that it potentially gave different options based on things like housing situation (Housing Corporation, private ownership, rental, staff accommodation, other, etc.), and other affordability programs.

I would definitely support programs that provide locals with alternatives to excessive alcohol consumption. I've personally run events for adults where one of the selling points was that it was a fun way to socialize alcohol-free! I've also worked in that late-night bar industry and have seen some of the results of alcohol consumption first-hand. Based on the municipal alcohol policy document linked above, I think there are potentially many approaches that could be reviewed and adopted by the town, though I would hesitate to support all of them at the present time. While I acknowledge the costs and hazards associated with alcohol consumption, I also realize that we are a tourism destination and things like reducing alcohol service hours would be putting local establishments at a competitive disadvantage compared to other locations in the province. Also removing locals discounts or happy hours would likely increase costs on people who may otherwise be responsible consumers. It is an interesting document with some ideas I can get behind right away but others would require a bit more convincing for me.

I don't think simply increasing a percentage number is the right target here. I am absolutely for the creation of more town-made, below-market housing. I think it is uniquely positioned to be the single greatest factor at reducing housing costs in Banff! I'm currently the Chair of the Banff Housing Corporation board and would love to see many more units added to our portfolio! The greatest challenges are acquiring the land and building the housing under a framework that considers cost recovery while maintaining affordability for the resident. Rather than setting a goal of "How much?" I would like to work on the "How?" Working with other levels of government or establishing public-private partnerships may be some tactics for securing capital with which to grow.

I think that a completely car-free Banff is an unrealistic expectation given the cultural differences around vehicle ownership and use in North America. We also don't have the infrastructure in place (not just locally, but regionally - most people in North America do their shopping in bulk at big box stores rather than your local, down-the-street grocer) to support moving everyone off of vehicles all together. I think a more realistic goal would be to make Banff a potentially car-free travel destination for visitors! Most visitors aren't going to have the same needs for shopping and most of their desired destinations are going to be places where we can more easily provide public transportation. The idea of aerial transportation within the town of Banff was laughed out of council chambers years ago, but at the time I actually thought it had a ton of potential! In order to get visitors to come to us without their cars, we need to make it easy and affordable to do so. That means mass transportation (like a train line) and convenient public transport that gets them to all the places they want to go without having to wait, research, or pay through the nose. Once we have this alternative in place we can start looking at incentivising it by making it far more unappealing to bring a vehicle into town through increased fees or less convenient parking (exceptions of course for elderly or mobility-challenged folks.)

Well firstly I would define "overtourism" as the inability to efficiently manage the volume of visitors to a place, resulting in a degradation in the quality of the product and quality of life for residents of an area. This, to me, implies that the quantity and quality are not explicitly linked. More tourism does not always mean WORSE, and less tourism does not always mean BETTER. It comes down to how it is managed. Moving people more efficiently can result in fewer crowds at any particular time, while also servicing a larger number of guests. Take Morraine Lake for example, when Parks Canada closed the access road mandating visitors to book shuttles, the number of annual visitors to the lake actually INCREASED because people no longer had to compete for the limited parking available at the lake. Parks also potentially has their hand on the throttle of how many visitors can actually go to the destination by controlling the number of vehicles that can access it and at what times. It has also served to dramatically improve traffic flow around Lake Louise and provided opportunities for new businesses like the shuttle companies. This is just one example of how a change in management strategy was able to improve on several metrics at once which should always be our goal! I am in support of the idea of conducting a Human Use Management study which will look at a wide number of variables and consider what our ultimate objectives are and come up with strategies to improve on them. Some strategies may end up as functionally implementing visitation caps, though I don't see that as and end unto itself rather as a tactic for improving upon the desired outcomes (which will likely include improving traffic flow, parking availability, amenity access and availability, etc.)

First of all, I really appreciate the library’s leadership in working toward fair wages for staff — that’s exactly the kind of example we should be setting for other employers in Banff. The library demonstrates how investing in people strengthens the whole community.

In terms of services, the library already delivers incredible value for its size. It reaches a broad cross-section of residents — from families like mine who enjoy story time and the Library of Things, to visitors and newcomers who rely on access to technology and resources.

The Banff Public Library is so much more than a place to borrow books — it’s a community hub that connects people to the resources, support, and social spaces they need. Whether it’s access to computers and printers, reference materials, food and tools, or simply a cozy, no-cost alternative to a night out, the library provides an inclusive space for everyone.

It also plays an important role in supporting education by giving students a place to explore other worlds, expand their imaginations, and work on projects or homework in a supportive environment. Beyond that, I really value how the library links with other community programs — offering access to the Library of Things, providing naloxone and drug testing kits to promote safety, and partnering with the Food Rescue to supply food and essentials through the Little Free Pantry.

I’ve also had the chance to work with the library directly, hosting monthly board game nights that gave adults another way to connect and socialize outside of a bar setting. Looking ahead, I’d love to see even more evening programming for adults and youth — and if I had the time, I’d be first in line to help launch a regular D&D night!

First and foremost, I believe that being a vocal supporter of our public libraries — and of free access to information — is more important than appeasing political pressures from the provincial level. I would publicly oppose any efforts to ban or restrict books that explore love, gender, sexuality, family status, or other aspects of the human experience. These works exist to help people navigate a complex world, and they are especially vital for 2SLGBTQIA+ individuals seeking understanding and representation.

Our librarians are professionals whose role is to guide readers toward the materials that meet their needs, and to help parents make informed choices for their own children — not to impose censorship.

Freedom of expression is fundamental, but it must also come with responsibility. The only limits we should consider are for materials that promote hate, fear, or violence, particularly toward vulnerable communities. Upholding intellectual freedom means trusting our libraries — and the people who run them — to serve everyone with fairness, respect, and compassion.

We need to remain sensitive to the financial pressures residents face when considering new service level requests, but planning for the Library’s future growth is absolutely a worthwhile and responsible goal. The Library is a cornerstone of our community, and its increasing use shows how much people value the space and services it provides.

I would support gradually building a dedicated capital reserve for an eventual expansion, while also seeking grants from provincial and federal programs to help ease the financial burden on local taxpayers. In addition, I’d like to see us explore opportunities for partnerships and legacy donations from individuals, organizations, and community groups who want to invest in Banff’s long-term learning and cultural infrastructure.

Thoughtful, forward-looking planning today will ensure the Library continues to meet the evolving needs of our community for decades to come.

Libraries are invaluable community spaces, providing support and connection for seniors, newcomers, families, youth, and anyone seeking a welcoming, safe environment. One of the most effective ways to strengthen that role is through active promotion of the Library’s services. I already use my personal social media presence to share upcoming events, and as an elected official, I would have an even broader platform to raise awareness and connect people with these resources.

I’m a strong advocate for reaching people “where they live,” which includes both online spaces like social media and in-person engagement. This could involve visiting seniors directly, posting information in community hubs, or working with local employers to share library programs in staff areas and common spaces. By tailoring outreach to meet people where they are, we can reduce barriers to access and help the Library continue to enhance social wellness and community resilience.

The Library of Things has been an excellent initiative, providing access to tools and equipment that people may not own but need from time to time. The Library continues to expand this service, and I see exciting opportunities to build on that model with new programs that strengthen both community connections and sustainability.

One idea could be a “Library of Skills,” where community members volunteer to share their expertise with others. For example, someone skilled with power tools could guide a neighbor on safely using equipment borrowed from the Library of Things, or local youth could volunteer to help with lawn care or snow clearing. While there are other ways for people to connect and share skills, offering it through the Library would reinforce its role as a hub for learning, sharing, and building a stronger sense of community.