2026 Municipal Election Candidate Perspectives on Tourism

Daniel Deal
1. Squamish tourism plays a key role in our economic future. With over $400 million spent by visitors in 2024 and roughly 2 million visitors coming to our community, tourism is a significant part of our local economy and supports thousands of jobs.
I would like to see a more involved and strategic municipal role in tourism. That doesn't mean the District should try to run the tourism industry, but it should work closely with Tourism Squamish and local businesses to make sure tourism is managed responsibly. 

We need to recognize both the economic benefits and the pressures that visitors place on our community. Parking, roads, trails, recreation facilities, public spaces and other infrastructure all experience increased demand.  

I would support municipal investment where there is a clear community benefit, particularly in infrastructure and planning that serves both residents and visitors. I also want us to look at how we can ensure the economic benefits of tourism help support the infrastructure and services that tourism depends on.

2. Yes. I support explicitly considering visitor and recreation demand in the 2028 OCP and in future transportation, recreation, infrastructure and budget decisions.

Squamish doesn't just need to plan for the people who live here. We need to recognize the additional demand created by visitors and recreation users and understand where that demand is putting pressure on our infrastructure, including roads, parking, trails, recreation facilities, public spaces and emergency services.

I also support developing a Tourism Master Plan for Squamish. I would want it to be more than a marketing plan. It should be a long-term framework that looks at the economic benefits of tourism alongside its impacts on residents and our community. This would include identifying where visitor demand would be the highest, what infrastructures are under pressure, how we can better manage parking and transportation, and especially how tourism can support our local businesses 

3. The District has a responsibility to maintain the trails, parks, marine access and recreation assets that residents rely on, but we also have to be realistic about our financial capacity. Squamish is not currently in a position to simply keep adding new infrastructure and increasing ongoing maintenance costs.

I would prioritize maintaining the assets we already have before building more. We should identify which recreation assets are most heavily used, what they cost to maintain, and where visitor demand is creating additional pressure.

4. Our first responsibility should be creating an environment where existing businesses can succeed, grow and hire locally. That means efficient permitting, clear communication, predictable processes and understanding the realities businesses face.  

I would support maintaining enough municipal capacity to make economic development a priority, but I would be careful about creating new costs for taxpayers.
The District should focus first on the things it can directly control: making permitting and approvals more efficient, improving communication with businesses, understanding the challenges they face, and protecting the commercial and industrial lands we need for a diverse economy.

Tourism is an important part of Squamish's economy, but growth has to be managed alongside the needs of residents. My approach would be simple: if we're going to benefit economically from tourism, we also need to plan for the costs and infrastructure demands that come with it.


Jenna Stoner:
1. Tourism is a core part of our community and an anchor of our economy. Driving $400 million in visitor spending in 2024, tourism is delivering jobs, tax dollars, and customers to our beloved businesses. Sustainable tourism is appropriately recognized as a key sector in the district’s economic development plan. I look forward to continuing to partner with Tourism Squamish to ensure growth in this sector is well supported for the benefit of tourists, businesses, and residents alike.

2. Having welcomed approximately 2 million visitors in 2024, it is clear that visitation numbers and demand need to be accounted for in our broader municipal planning processes such as the OCP, etc. A tourism master plan could be timely given the tourism focus in the Province’s Look West strategy. A Tourism Master Plan should aim to achieve a clear set of priority actions and investments – as well as defined roles and responsibilities - that can inform local budget deliberations, OCP review, advocacy priorities, and ensure we have shovel-ready projects for provincial and federal funding opportunities as they become available.

3. Recreation is a fundamental part of who we are as a community and our recreation assets are central to that. There is no one-size-fits-all answer to sustainable funding and management of all these assets – the solutions will differ for bike trails versus a boat launch. We also need to acknowledge that there are many needs across our community and resident sentiment on the impacts of tourism on their quality of life is a real tension point. I think the District needs to focus on funding core municipal assets first and foremost, while supporting the other assets through strong partnership and creative funding models. There is also a clear opportunity to work more closely with Tourism Squamish on finding places where municipal investment priorities could also support recreational assets. For example, we are considering adding more public washrooms and garbages in the 2027 budget and we should ensure those are placed where they can support residents and visitors.

4. The District needs to get back to having an active role in economic development because growth for the sake of growth is not how you build a resilient community. We have a strong economic development plan that identifies the green economy, outdoor recreation, and sustainable tourism as key sectors. These sectors are flourishing in Squamish, but they need additional support, certainty, and advocacy so that they can thrive. Municipal capacity needs to be focused on:

· A strong vision for the economy we want;

· A resourced team that can keep the economic development plan in focus and working with community partners to deliver;

· Ensuring there is space for businesses to grow while also building the housing that they need for their workforce; and

· Providing more certainty in municipal permit processes through a public permit tracker and guaranteed timelines for tenant improvement permits;

 

Sean Easton:
1. A career in tourism is what brought me to Squamish and I am excited to see how it has flourished. Tourism is a huge part of our economy that has transformed Squamish in many ways. It's an important balance to industry: when industry went bust in the past, high-paying jobs disappeared and our tax base collapsed. A strong visitor economy gives us another foundation to stand on.

But tourism affects residents every day, for better and worse. I believe the District should play an active role in managing both sides: making the most of what visitors bring, and proactively addressing the pressure they put on our roads, parking, trails and amenities.

As Mayor, I'll develop strategies that work for visitors and locals alike. That means:

• Listening to residents and local businesses about how tourism is really affecting them
• Making sure the money visitors bring funds amenities and infrastructure locals rely on
• Working with operators, community groups and other levels of government to proactively manage tourism impacts instead of scrambling to catch up
   

2. Yes. Visitors and recreation demand are a huge part of our community, so they belong in the 2028 OCP and in our transportation, recreation, infrastructure and budget decisions.

I also support a Tourism Master Plan that takes a proactive approach instead of a reactive one. Like every decision I'll make as Mayor, this plan should be built with residents, local businesses and community groups, not handed to them once it's done. And it needs clear outcomes, so we can see whether it's working and hold ourselves accountable if it isn't.

A Tourism Master Plan should:

• Ensure our town and local amenities are directly supported through tourist dollars and tax revenue that come through Squamish
• Make sure we have the infrastructure to support the number of visitors we attract, including short-term accommodations, roads, parking, public campsites, and washrooms
• Invest proactively in our trails, marine access, and parks to protect the natural ecosystems that attract people here
• Make sure the net impact of tourism is positive for locals as well as visitors
• Take a community-wide approach that balances and integrates tourism with our other economic and social needs
   

3. Trails, parks and marine access are some of our greatest assets as a community, and the District has a very important role in looking after them. They serve residents and visitors alike, and bring huge benefits for our quality of life. Tourism should fund maintenance and investments in these assets to protect them now and for generations to come, not cause damage from overuse or poor stewardship. 

As Mayor I’ll:

• Work proactively with local trail and access organizations, and with the provincial and federal governments, to secure the funding our outdoor spaces need.
• Be an effective partner for outdoor groups: working collaboratively with them to design access solutions that work for everyone
• Reduce harmful bureaucracy that slows down investment in our outdoor spaces
• Be a strong advocate for Squamish at the provincial and federal level, ensuring we collect the tax revenue and funding we deserve as a world-class destination

In the past - like during the Olympics - Squamish has missed out on investment in our outdoor spaces. We shouldn't let that happen again. 
 

4. Squamish needs to find a way to become more economically sustainable. Nobody is coming to save us – we have to figure this out ourselves. Capturing the value tourism brings and supporting local businesses are key to this.

Squamish has seen industry boom and bust. A resilient economy has many strong local businesses and good local jobs that don't depend on any one industry. Supporting local businesses is a big part of our platform. 

The District should work as a true partner to local business – not a roadblock in their way. As Mayor I’ll:

• Solve the parking and overcrowding issues that are driving people away from downtown
• Cut red tape and speed up times to secure permits and business licences, to reduce barriers to businesses thriving
• Work alongside business to secure funding and investment from senior governments
• Design tax structures that help our local economy thrive and provide good jobs for locals
• Encourage diversification with common-sense permitting and zoning that lets diverse businesses providing good jobs thrive here
• Update our procurement processes to p

What is your understanding of Squamish’s visitor economy, and what role should tourism play in Squamish’s economic future? What level of municipal involvement and investment would you support?

Andrew Hamilton 
The 2024 Tourism Squamish Economic Impact Study has done an excellent job of highlighting the important role of tourism in our economy.  According to the study, tourism accounts for an estimated $7M in municipal tax: $1M from MRDT (‘hotel tax’) and $6M from property taxation.  Given that total property tax revenue from all business properties in 2024 was $11.5M, tourism clearly plays a major role in our economy.  The report also highlights a challenge in the tourism economy. The collective earnings of the 3,640 tourism jobs are $160M. This means the average income in the sector is only $44k/year.   

Tourism should continue to play a significant role in Squamish’s economic future. We live in an amazing place, and we should share it with others. We gain benefits beyond the economy from tourism, including pride in the place we live and facilities like the Sea to Sky Gondola that could not survive without tourism.  In addition to the MRDT, Squamish currently supports Tourism Squamish with operational funding and capital funding for the Adventure Centre. 

Chris Pettingill 
I recognize that Squamish’s visitor economy is significant, and our geography and location provide us with a natural competitive advantage to find success with tourism.  It makes sense for Squamish to continue pursuing tourism.

I would rely on a Tourism Master Plan (or similar) to inform what adjustments should be made to the municipality’s direct involvement in tourism.  Until we do such work, I’m likely to keep supporting Tourism Squamish’s use of the Adventure Centre and the continued dedication of the MRDT to Tourism Squamish.  

In addition to this, I have been thinking that greater support for events that bring the community together is important.  While my primary objective for more events at this point is community cohesiveness, many events could provide additional value in terms of creating more things for tourists to participate in – thus extending their stays in Squamish.

If re-elected, I would also hope to be re-appointed to the SLRD board.  With planned investment in Furry Creek and Britannia Beach as visitor destinations, we should be thinking about the SLRD (especially Area D) role in area tourism and DMO operations.  I recall this was a topic in the past, but I’m not sure where this stands today. 

Eric Andersen
The 2020 Impact Study describes tourism’s economic contributions. Accommodation and visitor centre traffic data is compiled and available ongoing. In our Economic Sectors Strategy, Tourism is deemed a “Core & Enabling” sector – “Enabling” relative to other related service businesses (accommodation, restaurants and clothing and equipment retail) and emerging sectors (e.g., Rec Tech).

This “Core & Enabling” status should be recognized in Economic Development programs and the District Financial Plan – which is also a workplan. Relevant components of these District workplans and programs supporting Tourism as one of “Core & Enabling” should be identified as such. For example, proposed planning and facility development action items in the District’s (2018) Marine Action Strategy are very relevant and important to Tourism but can be overlooked as such.

Tourism should be understood as a contributor to the local economy now and in future only alongside other sectors, which cannot be neglected as they are or can be partners in providing infrastructure (e.g., roads, rail and marine transportation facilities) supporting or benefiting Tourism.

The District must be a partner in protecting, enhancing, and developing tourism assets, amenities and destination attractions – not least through supporting strategies and plans for land use, policy, investment, regulations, partnerships and advocacy.

Ian Brown 
The Visitor Economy is all the economic activity associated with tourism. Visitors eat, sleep, drink, shop and do activities here. They hike, ride, climb and participate in watersports, and then they go to art galleries, concerts, restaurants and soak up the culture of our town. All of this contributes to our economy.

I believe that the District of Squamish and Tourism Squamish need to work closely together. We have world-class trail, climbing and water networks that are free to the users. Consequently, we must capture the secondary value which is generated by Outdoor Recreation. We need to promote local spending. The District needs to convert this high visitor volume into sustainable revenue streams through a multi-pronged economic strategy. Some examples could be commercial field-testing fees, Outdoor Recreation Hubs, Innovation Centres such as the Basecamp Innovation Centre, and Media & Film Licencing. Could we offer paid parking at premium trailheads? Could we provide municipal permits for food vendors, bike repair stations, cafes and EV Charging networks? Could we squeeze more value out of the MRDT (visitors’ tax)? I would like to see increased, positive, cashflow for Tourism Squamish and the District of Squamish.

Janice Desjardins
Tourism is one of Squamish's biggest economic drivers, and I've seen that firsthand from my years working in the industry. We have world-class climbing, mountain biking, kiteboarding, hiking, the Sea to Sky Gondola, our salmon runs and eagles, all within an hour of a major city. But many of our visitors come for the day. That puts pressure on our roads, trailheads and parking without leaving as much money in town as overnight guests do.

The Province's Look West Tourism Sector Action Plan aims to double B.C.'s tourism revenue to $48 billion by 2036. Squamish should be ready to get its fair share, especially overnight and year-round visitors who spend more and support local jobs.

I see tourism as one important part of a balanced economy, alongside industry, technology and small business. On investment, I'd support the District working closely with Tourism Squamish, using visitor-generated revenue and provincial and federal grants first so local taxpayers aren't carrying the load. I'm committed to zero-based budgeting and holding the line on property taxes, so every dollar needs to show a clear return for the community.

John French
Over the last eight years as a Councillor I've developed a strong understanding of the visitor economy in Squamish. Tourism plays a top priority in our economy. With the addition of the Squamish Canyon to our tourism options we're better poised than ever to draw Whistler-bound travellers off the highway while also being a destination of our own.

I support the District of Squamish contributing to the funding of a tourism master plan in the first half of the next term. Additionally, I see the district's economic development officer being an important support resource for the tourism sector.

John Lowe 
Tourism is an important part of Squamish’s economic future. I believe the District should recognize it as a key economic driver within a diversified economy that also supports industry, trades and other local employers. We are a waterfront community at the head of Howe Sound, with tremendous natural and recreational assets. We should think creatively about turning those advantages into sustainable opportunities through marine recreation, public waterfront access and stronger connections to downtown businesses. We should also examine how effectively we promote Squamish outside our boundaries and how we connect visitors with businesses and attractions once they arrive. Clear signage, accessible information and coordinated promotion can help encourage longer stays and more local spending. Throughout my career, I have learned that successful projects require people to come together, negotiate competing interests and find solutions that benefit the broader community. I would bring that approach to working with Tourism Squamish and local businesses. I support strategic municipal investment in visitor services and public amenities, with clear objectives, affordable budgets and measurable results. Tourism should strengthen local businesses, create employment and contribute positively to the community residents call home. 

Kieran Brownie 
Tourism should be considered our major industry. That being said, we are missing opportunities to capture Municipal Revenue and so the financial supports for the industry are largely falling on tax payers. An immediate need is to understand these numbers so we can identify where revenue can be brought in to ease the strain on residents.  

Laura Prosko
Tourism and outdoor recreation are part of the heartbeat of Squamish. They support our small businesses, create jobs, attract investment and showcase our community to the world. We should be proud of that success and build on it. I studied economic development at the University of Waterloo and understand that a strong visitor economy requires more than promotion. It requires infrastructure, planning, partnerships and responsible investment. That is why completing the Tourism Master Plan is an urgent priority in my Five-Point Plan. It was intended to be completed in 2025, and we are approaching 2027. We cannot lose sight of important plans for our community. I would advocate for completing the Tourism Master Plan in the first quarter of 2027.

Tourism also needs to be integrated into municipal planning from transportation and parking to trails, recreation, waterfront access and infrastructure. I support targeted municipal investment that delivers clear benefits to residents and our economy, while aggressively pursuing provincial and federal funding and strong partnerships. My focus is straightforward with a get back to basics approach outlined in my Five-Point Plan: champion small businesses, build a strong local economy, create year-round opportunities and ensure tourism continues to deliver lasting benefits for Squamish.

Luc Perreault
Tourism is outside my professional specialty, so I would listen closely to the people and businesses who work in it. What I do see, as a resident and someone who works in municipal infrastructure, is that visitors are already a significant part of how Squamish functions.

People come here to ride, climb, hike, windsurf and enjoy the outdoors. They support local accommodations, restaurants, shops, guides and other businesses. That creates jobs and opportunity. It also adds demand to trails, roads, parking, washrooms and emergency services.

I support tourism as part of a diverse local economy. The District should plan for the visitors we already have and make thoughtful investments that improve the experience for residents and visitors. Before committing public money, I want to know what problem we are solving, what it will cost to operate and maintain the solution, and how we will pay for it over time.

Sarah Ellis 
Tourism and outdoor recreation are a cornerstone of Squamish's economy, and I believe they should play a central role in our economic future. Our trails, crags, rivers, and ocean access have put Squamish on the map globally, drawing visitors from around the world as well as from just down the highway. I strongly support the long-term vision set out in Tourism Squamish's Vision 2029 Roadmap as a sustainable, forward-thinking model for Squamish’s future economic development. 

The opportunity now is to both accommodate and expand visitor demand responsibly, and to leverage it into broader economic opportunity for the whole community. The municipality is an essential partner in that work. That starts with supporting efforts to secure and improve outdoor recreation access and tourism infrastructure, properly maintaining the areas the District is responsible for, and working to senior levels of government and partners like Squamish Nation for further investment. 

As a councillor, I'd be looking for ideas to navigate the barriers standing between us and the Roadmap's vision. Who needs to be at the table? What are the most pressing needs? What are the most effective ways to get there? I see Council's role as asking those questions, listening closely to the tourism sector, and then using its tools to move the vision forward.

Shaun Veltkamp 
The visitor economy is critical to the ongoing success of the District of Squamish, without question. Tourism has been a backbone to our economy for a very long time, and Tourism Squamish needs to be continually funded in an efficient manner and respected as an important voice in our community, and should be leaned on by Council and staff in respect to decisions that impact tourism. 

Will you support explicitly considering visitor and recreation demand in the 2028 OCP and in future transportation, recreation, infrastructure, and budget decisions? Will you also support the development of a Tourism Master Plan for Squamish, and what should that plan achieve?

Andrew Hamilton 
It depends on what you mean by “explicitly”.  Tourism runs through most of our current master plans, including the OCP, the Transportation Master Plan, and the budget.  If that is what “explicitly” means, then yes, I absolutely support this level of consideration in our planning processes.  If “explicitly” means placing tourism in a silo that separates it from other considerations and sectors of our economy, then no, I would not support it. I don't believe tourism can be separated from our planning processes any more than I can distinguish a visitor from Vancouver from a Squamish resident driving on Hwy 99.  Well, sometimes it is clear, but that’s a different conversation.

Master plans are important. Plans help us understand a sector's context and trajectory. Squamish currently has 38 master plans and strategies (squamish.ca/projects-plans-and-initiatives/master-plans/). These plans cost money to produce. If each plan costs $100k to write (my estimate of what this sort of plan might cost), this would represent a $3.8M investment.  Plans don't always help us find the funding needed to implement them, so many plans become outdated before implementation. A Tourism Master Plan for Squamish should demonstrate an ability for the tourism sector to grow its already positive economic impact while mitigating the challenges of visitor management.

Chris Pettingill 
Yes, and yes.  

A Tourism Master Plan (or similar) should help us consider how we can better address the impacts of tourism, and better capitalize on the opportunities available to us.  I’m aware that Tourism Squamish is putting a lot of effort into visitor management and the 2025 resident sentiment survey shows we have an opportunity to go further.

Ideally a Tourism Master Plan could reveal ways to make the tourism sector more self-sufficient so it requires less direct taxpayer financial support.

As a District, we need to figure out better ways to directly capture the benefits of tourism.  At the moment, increases in visitation don’t directly translate into greater District revenue.  The District will have more tools to invest in the infrastructure that supports tourism if it sees more direct revenues from visitation increases.

The province still isn’t funding Search and Rescue (SAR) and the less that SAR can respond, the greater the demand on our more expensive RCMP and Fire response services. If a Tourism Master Plan can find ways to also help SAR directly benefit from increases in visitation, we’ll have more resources to invest back into tourism.

I would also hope that a Tourism Master Plan could identify ways to reduce single-day private vehicle trips in favour of longer stays, and shared transportation options.  This would help manage infrastructure demands, and also help with resident sentiment about Tourism.

Eric Andersen 
The 2017 OCP already contains supportive objectives and policy for Tourism. A greater issue going forward is implementation – also, and not least, for our Marine Action Strategy, important for Tourism.

An overdue Tourism Master Plan must include: Analysis providing in depth overview of market trends and existing destination development activities or issues that directly affecting Squamish tourism; an Inventory of Tourism Assets relevant to tourism strategy development and planning; a long-term Destination Development Strategy to guide long term planning and development that will include:

a. Identification of the area’s unique products, amenities and experiences;

b. Identification of strategic priorities;

c. Identification of policy areas that may impede future development activities;

d. Identification of partners and resources needed to support goals, and

e. Guidance on action and implementation planning.

While Parks & Recreation and Cultural facilities planning will address community needs relevant to hosting tourist visitors, a Tourism Master Plan will have distinct interests and scope for addressing, for example, accommodation facilities, road/ highway access, trailheads, wayfinding, parking, marine gateway infrastructure (incl. ferry), airport (tours) and tourist passenger rail.

District Parks and Public Works do play important roles in how the community presents itself to visitors (incl. providing public washrooms).

Ian Brown 
Our booming Outdoor Recreation economy is putting massive pressure on local infrastructure. This is affecting local residents and the environment. We have become a world-class adventure destination, drawing over $400 million in annual visitor spending, yet only 43% of residents feel tourism enhances their lives, primarily due to crowding, traffic and trail degradation. (“Understanding Tourism in Squamish”) (exploresquamish.com)

By necessity, Tourism Squamish is now focussing on tourism management and not exclusively tourism marketing. The number of visitors to Squamish is increasing dramatically, year over year. Many visitors are using off-road cycling trails, climbing assets, hiking trails and water resources, but are not contributing much to the cost of maintaining these assets. These assets will continue to require development, management and maintenance. Increased monetization is needed, but it is difficult to secure. Some options were described in the previous response.

A Tourism Master Plan was requested in 2025 and would be an effective way to express clear objectives, market analysis, infrastructure plans, and implementation frameworks. I suspect that this issue will be addressed early in the next Council term.

Janice Desjardins 
Yes. Visitors use our roads, trails, parking and emergency services, so it only makes sense to plan for them. The 2028 OCP and our transportation, recreation, infrastructure and budget decisions should count the people who visit, not just the people who live here.

This is also a safety issue. On a busy summer weekend there are thousands of extra vehicles on Highway 99 and our local roads. Our evacuation planning has to account for them.

I support a Tourism Master Plan. It should:

• Show how many visitors come, when, and where they go

• Grow overnight stays and the shoulder seasons, not just busier summer weekends

• Spread visitors out so no single trailhead or neighbourhood takes all the pressure

• Set out who pays for what, with visitors paying a fair share

• Be built with residents, businesses and the Squamish Nation at the table

• Include clear targets that are checked every year

A good plan makes Squamish a better place to live first, and a better place to visit because of it.

John French
Yes I support explicitly considering visitor and recreation demand in the 2028 OCP and in future transportation, recreation, infrastructure, and budget decisions. As noted in the answer to the first question, I support the creation of a tourism master plan and I'd like to have a conversation about what that plan should achieve. It makes no sense to me to have the district define what the achievements should be. This needs to be worked out with tourism leaders to ensure that the plan delivers what's needed to offer the world top quality visitor experiences. As high-level thoughts ahead of a collaborative conversation, I'd like to see the plan unite all the tourism operators in Squamish, I'd like to see it set out clear goals (short, mid and long term), define the role of Tourism Squamish and identify needed infrastructure improvements that will enhance the visitor experience.

John Lowe 
I was involved in developing Squamish’s OCP many years ago. One lesson I took from that experience was that a plan only has value if it continues to guide the decisions that follow. Yes, I support explicitly considering visitor and recreation demand in the 2028 OCP and in decisions about transportation, infrastructure, recreation and municipal spending. I also support developing a Tourism Master Plan that brings together tourism operators, businesses, recreation groups, residents and the Squamish Nation. One of my strengths is bringing people with different perspectives together, listening to their concerns and working toward practical solutions. The plan should address waterfront and marine access, connections to downtown, parking, transportation, washrooms, signage and opportunities to support tourism throughout the year. It should anticipate pressures on neighbourhoods and infrastructure too.  Above all, it should identify priorities, costs, responsibilities and timelines. Council must provide clear direction and ensure that agreed actions are carried through. The goal should be tourism growth that strengthens our economy, protects what makes Squamish special and delivers tangible benefits for residents. 

Kieran Brownie 
Yes and yes. As with #1, taking Tourism seriously as a major industry, as well as understanding the pressures and benefits are both needed to support Squamish. 

Laura Prosko 
Yes. The Tourism Master Plan is an urgent priority in my Five Point Plan. It was intended to be completed in 2025. We are approaching 2027, and it is time to move it forward.

Visitor and recreation demand should be explicitly considered in the next OCP and in transportation, infrastructure, recreation and budget decisions. Tourism cannot be treated as a stand-alone sector, it needs to be integrated into how we plan our community.

In a community like Squamish, municipal planning is tourism planning. The decisions we make through the OCP about transportation, infrastructure, recreation, trails, waterfront access and land use directly affect our visitor economy. We cannot afford to be short-sighted. The Tourism Master Plan needs to be practical and focused on results. It should identify infrastructure pressures and opportunities, establish priorities, determine responsibilities and funding, support year-round tourism and strengthen the connection between visitors and our local businesses. Most importantly, it should provide a clear vision that informs future budgets, investment and funding decisions.

Community engagement is essential. I believe committees are important because they bring expertise and different perspectives to the table. Tourism Squamish, the Squamish Nation, businesses, residents and recreation organizations should all have a meaningful role. I would also like to explore a dedicated active transportation trail connecting Squamish to Britannia Beach, creating a regional cycling, walking and recreation asset that supports local businesses, tourism and active transportation.

Luc Perreault 
Yes. If a trail is crowded, a parking lot is full or an intersection is backed up, the demand is real whether it comes from residents or visitors. We need to account for both when we plan infrastructure and services.

I support including visitor and recreation demand in the 2028 OCP and in transportation, recreation, infrastructure and budget decisions. That means looking at actual use, where and when pressure is highest, and what capacity we need. It also means planning for the costs of maintenance, washrooms, waste collection and emergency response, alongside new facilities.

I would support a Tourism Master Plan if it gives Council and the community practical answers: What kind of visitor economy are we planning for? Where is use putting pressure on residents and public assets? What improvements are needed, who is responsible for them, what will they cost, and how will they be funded? The plan should protect residents’ access to the places they use and connect clearly to the OCP, infrastructure plans and budgets.

Sarah Ellis
Yes, absolutely. Visitor and recreation demand shapes how our roads, parks, trailheads, and neighborhoods - especially Downtown - are used every day, and the 2028 OCP should plan for that reality explicitly, as should our transportation, recreation, infrastructure, and budget decisions.

I also support the development of a Tourism Master Plan aligned with the Vision 2029 Roadmap. To be useful, it needs to go beyond aspiration and include concrete strategies and actions within municipal jurisdiction. It should inform the OCP on land use and identify funding approaches to address critical issues such as visitor accommodation, camping, and housing. It should also explore opportunities to develop year-round visitor attractions outside prime summer months.  A good plan would give Council and staff a clear, shared framework for long-term planning as well as short-term implementation. 

Shaun Veltkamp 
Yes, without question we should consider visitor and recreation demand in the 2028 OCP. A TMP is a critical asset to deliver data driven decisions alongside and in partnership with a strong Economic Development department. That plan needs to show us the most effective runway for Tourism in short, medium and long term framing and allow the team at TS to continue their strong work without unnecessary distraction.  

What role should the District play in sustainably funding and managing trails, parks, marine access and other high-use recreation assets that serve both residents and visitors?

Andrew Hamilton
The District should seek the most efficient way to sustainably fund our recreation facilities. Its role depends on the context. SORCA is an excellent example of a partnership in which the District provides core funding, and the community amplifies it through grants, sponsorship, and volunteer support.  The SORCA bike skills park would likely have cost too much if it weren’t for the SORCA-District partnership. At a very high level of oversimplification: the District provided the land; SORCA provided the labour and materials. 

Marine access is different. Balancing high-value, and sometimes private, land with public access and marine environmental protections requires District involvement from zoning to development permitting to facility maintenance. The 2024 Marine Access Review highlights many of these challenges and opportunities. This can not be left to a single partnership agreement. 

So, what role should the District play?  It should empower not-for-profit community partners by providing core funding and letting them leverage that stability.  For large or complex infrastructure needs, the District will need to play a larger role, likely contributing tax dollars to infrastructure used by both locals and visitors.

Chris Pettingill
We need to think about the different drivers for maintaining assets.  In some cases, maintaining assets (especially natural ones) isn’t just about direct resident and visitor benefit, but it can also be about maintaining the services of natural assets (water availability, floodwater management, terrain stability) that would otherwise require expensive grey infrastructure. Of course, maintaining these natural assets will often directly benefit both residents and visitors as a side effect.

In terms of residents, we don’t necessarily need to see a financial return on investment for managing assets like trails, parks, marine access and other rec assets.  Improved livability, (mental) health, and wellness outcomes can be sufficient to justify spending.

When using resident resources to serve visitors, we do need to pay more attention to direct financial municipal return on investment.  This allows increased visitation to support improved infrastructure and other subsequent investments that will also benefit residents and help offset some of the impacts of increased tourism.

Funding isn’t our only tool for managing these assets.  In some cases, our land use plans can have the biggest impacts.

Eric Andersen 
Parks maintenance is a direct management and funding responsibility of the District. Management and development of trails, marine access facilities and other recreation assets not necessarily located on District property, however, should be addressed in District strategy plans for recreation and tourism.

The description of the District’s role in developing Cultural Space Targets in the 2020 Arts, Culture & Heritage Strategy (Tactic 6.4: DISTRICT OF SQUAMISH ROLE) can, I believe, be very well applied to recreation and tourism assets, also:

“Develop targets for securing, enhancing, and developing affordable and accessible arts, cultural and heritage spaces. These targets will speak to community need and anticipated future growth and are eventually intended to inform local government strategies, plans, land use, policy, investment, regulations, partnerships and advocacy.”

There should be advantages in funding and revenue planning for recreational and cultural amenity facilities when their significance for attracting tourist visitors is considered – that is considering them as venues for events attracting overnight tourist visitors.

Ian Brown 
Financially, the District has the responsibility to spend precious resources on addressing aging infrastructure, recreation facilities, wastewater treatment, water systems, landfill expansion, climate action, hazard mitigation, and dramatically rising contract and service costs - including RCMP and Fire Services. Maintaining Outdoor Recreation assets is certainly necessary, and the District can be expected to contribute to this cost, but significant funding might need to come from other, more creative sources. Perhaps grants, donations, parking fees and other monetization. An expanded or increased MRDT (visitors’ tax) might need to be considered, and volunteerism is also a proven winner. I encourage volunteerism and fund-raising activities for all recreation and community organizations.

Janice Desjardins 
The District should take the lead on the trails, parks and waterfront it owns. It should work in real partnership with the Province, BC Parks, the Squamish Nation and volunteer groups like SORCA and our climbing community, who already do a huge amount of the work on the ground.

These places are used by residents and visitors alike, so the cost shouldn't fall only on local property taxpayers. I'd look at visitor-generated revenue, provincial and federal grants, sponsorships, and user fees where they make sense. Before paid parking expands at recreation sites, I'd want to see the results of the Darrell Bay pilot.

Marine access is a real gap. Boaters, kiteboarders, paddlers and families need safe, reliable access to the water, and that access has to be protected as the waterfront develops.

And we need to take care of what we already have before building new. That means planning for upkeep over the whole life of an asset, not just the ribbon cutting.

John French
Having developers and strata corporations pay for trails, multi-use paths and small parks is something Council has been doing for some time and I support continuing to do that. Quantity is important in this realm. Residents shouldn't have to drive to get to a green space. The District isn't equipped to manage every trail and green space in the community so getting some support from developers and strata corporations helps significantly. While I support taxpayer money going into our trail and park system we need to be mindful of how much we're dedicating as Council struggles to fund the Laurelwood bridge in and out of downtown while also planning how best to finance improvements at Brennan Park. I support working closely with the Squamish Off Road Cycling Association and the Squamish Trails Society to help those groups leverage their funding to land more grants to support the good work they do.

Marine access is a category that I want to separate out. With new waterfront parks on both sides of the Mamquam Blind Channel and more to come, the access Squamish has to the ocean is light years ahead compared to my time growing up here. I support the current District efforts to create a new boat launch. Work is ongoing to confirm that Darrell Bay is the ideal location and once we have that confirmation it'll be time to dig into how to finance the construction and sustainably operate that facility.

John Lowe 
The District must take an active role in addressing growing demand on trails, parks, marine access and other recreation assets. These amenities serve residents and support our visitor economy, and their upkeep requires dependable funding and clear responsibilities. I see an opportunity to build stronger working relationships involving the Squamish Nation, forestry companies, the provincial government, recreation organizations and the District, with Mayor and Council providing leadership and oversight. Different organizations have different responsibilities and priorities, but there is considerable common ground. Bringing the right people together can help us share expertise, coordinate maintenance and pursue funding. Volunteers make an enormous contribution and deserve reliable support. As a waterfront community, we should give practical attention to safe public marine access. I support predictable maintenance budgets, partnerships and grants, with operating costs understood before new facilities are approved. Residents should see clean parks, maintained trails and reliably staffed recreation facilities. Squamish has accomplished a great deal through cooperation. I would bring that same spirit to protecting and managing the recreation assets our community depends upon. 

Kieran Brownie 
Finding opportunities to generate Municipal Revenue to support the infrastructure. 

Laura Prosko
Our trails, parks, waterfront and marine access are part of what defines Squamish. They are community assets, recreation assets and economic assets -and the District needs to take a strong leadership role in managing and protecting them. I believe we should work toward a 70/30 approach - approximately 70% of the responsibility for core maintenance and management resting with the District, with the remaining 30% representing the added value, partnerships and contributions brought by community organizations, non-profits and other partners. These groups make an extraordinary contribution, but we should not depend on them to carry responsibilities that properly belong at the municipal level. The District should provide leadership and coordination, working with the Squamish Nation, Tourism Squamish, SORCA, BC Parks and recreation organizations to establish clear priorities, responsibilities and sustainable funding.

I support aggressively pursuing provincial and federal grants, appropriate tourism-related revenues, sponsorships and partnerships. A successful visitor economy should help support the infrastructure it depends on rather than placing the entire burden on local taxpayers. (our tax payers need real relief) Community organizations and recreation groups also need a meaningful voice. They know these assets, understand the pressures and bring tremendous expertise to the table.

Protecting and expanding public waterfront access is already part of my Five-Point Plan. I also support better trail connectivity, marine access and essential infrastructure at high-use recreation areas. When we invest in infrastructure, we need a plan to maintain it and a clear strategy to fund it. That is fiscal responsibility, good asset management by the District and responsible leadership.

Luc Perreault 
The District has an important role, but these places do not all have the same owner or manager. We need to be clear about who is responsible for each asset and work with the groups and other governments involved.

My starting point is straightforward: know what we have, understand how heavily it is used, assess its condition, and calculate what it costs to maintain. Then we can set priorities and build a realistic funding plan. Building a new amenity without a plan to look after it creates a problem for the next Council and the next generation of taxpayers.

I would look for appropriate contributions from visitor activity and other funding partners while protecting public access. Residents should be able to enjoy the trails, parks and waterfront that are part of living here, and increased use should not simply leave local taxpayers with the entire bill.

Sarah Ellis 
The District has an important role to play in funding and managing these assets, particularly those it owns directly like the Smoke Bluffs and Spa’kw’us Park. These places are heavily used by residents and visitors alike, and they need sustainable, predictable investment to stay safe, accessible, and well cared for. The District should also be a leader in multi-stakeholder conversations crucial to tourism and visitation, including the future of the Adventure Centre and marine access. 

Jurisdiction around trails, marine access, and recreation assets in Squamish is complex and changing. There's important coordination work to be done to clarify the roles of different levels of government, Squamish Nation, and other entities, including user and volunteer groups,  who contribute enormous volunteer effort and expertise. I'd support the District taking an active role in bringing these partners together, clarifying responsibilities, and identifying partnership models that are sustainable over the long term.

Shaun Veltkamp 
The District needs to assess the ROI on sustainably funding and managing trails, parks and marine access. I’m confident that data will show that funding clean, safe managed & maintained recreation areas will continue to add more visitors and therefore a strong ROI for the local economy. That is the business benefit… the bigger benefit is cleaner, safer recreational areas for residents as well. The District also needs to be regularly pushing for provincial and federal funding (and outside grants) for this work as well. 

4. What role should the District play in economic development? What municipal capacity and investment would you support to strengthen existing businesses, attract appropriate investment, and build a resilient local economy?

Andrew Hamilton 
The District should provide a stable land-use, service, and taxation environment for business and industry while balancing residents' needs to live in the community.  The District is (sensibly) generally constrained from providing assistance to business in the Community Charter.  Our role is to ensure that our land-use planning takes business and industry needs into account; ensure that we provide stable municipal services like water, sewer, and roads; and to set our tax rates in a fair manner that requires everyone to share both the burden and the uncertainty of future land values and taxation. 

Chris Pettingill 
Over the years, community opinion seems to have varied in terms of whether the District should have an internal economic development department, create and fund an arms-length economic development corporation, or simply leave economic development to other bodies.  

In the near term, I’d like to see an inclusive economic development committee started, and use that to gather insight on where we should go next.

Capturing revenue related to increased economic activity is more difficult for municipalities than it is for provincial and federal governments, because we can’t collect GST, PST, or income taxes.  Municipal revenue comes mostly from service fees or property tax, which often aren’t tied to business activity.  

My current feeling is that District economic development activities should be focused on things that either reduce the municipality’s need to provide services or infrastructure, and/or things that otherwise result in a net increase in municipal revenue.

Eric Andersen 
A community economic development office, whether or not under District auspices, should maintain a Business Retention & Expansion program monitoring and facilitating land and space needs and opportunities for businesses, availability of and support for skills training and workforce housing, and orientation regarding external funding programs.

Land use designation and planning and zoning are core mandates of local government.

The 2017 OCP has good language and highlights the need for regular inventory of employment lands, which has not been done. Demand modelling work has been done for population-serving business space needs; but not for sectors (industrial and tourism) which are export-oriented, whose needs are not related to how many people live here.

Land and space needs should be described sector-by-sector in a community economic clusters strategy. Each business and industrial sector has specific needs regarding location, neighbourhood interface, and access to infrastructure, transportation and, for example, tidewater.

Sector businesses themselves can do a lot of this themselves, even among competing businesses. If they are not organized in industry associations (tourism, forestry, etc.), a community economic development program office can and should be a convenor.

An economic development program must be accountable to elected District officials and business community stakeholders.

Ian Brown 
The District plays a crucial role in economic development and needs to support existing businesses by contributing to the creation of a more attractive and functional Squamish, with better parking and traffic amenities, and safe and attractive streets.

Let’s also develop a more diverse economy. Let’s look at light and heavy industrial and resource-related industries. Can we expand our wood manufacturing and wood products development? AJ Forest Products and Fraserwood Industries are two examples of this. Can we help Squamish Terminals get back up to speed? Can we support the launching of a picturesque harbour cruise service to Vancouver?

As I see it, Squamish needs to develop its identity. This requires leadership and vision from the District and from Council. Our Official Community Plan is full of development recommendations which were provided by local community input. Let’s address that development list and check off some boxes.

Janice Desjardins 
The District's job is to make Squamish a place where businesses can start, grow and stay. That starts with the basics: faster, clearer permitting, predictable rules, and staff who treat business owners as partners.

I'd support a lean, focused economic development function at the District, working with Tourism Squamish, the Chamber of Commerce and the Squamish Nation. Its priorities should be keeping and growing the businesses we already have, attracting employers who bring good-paying year-round jobs, and making sure there's employment land ready for them.

A resilient economy doesn't depend on one industry. Tourism, light industry, technology, trades, film and small business all have a place here. We need industry that works as an economic engine, bringing new jobs and new businesses to town.

Housing is part of this too. Businesses can't hire if workers can't find a place to live, which is why I support opening up safe upland land for housing through partnerships with developers.

Every dollar the District spends on economic development should have clear goals and measurable results.

John Lowe
The District should play a major role in economic development by supporting existing businesses and actively pursuing appropriate investment that creates lasting jobs and strengthens our tax base. My background has taught me the importance of negotiation, relationship building and being willing to think creatively. We should identify opportunities, remove unnecessary barriers and make the case for why Squamish is a good place to invest. I support dedicated economic development capacity with a clear mandate, a focused budget and measurable results. Businesses should know who to call, receive timely answers and have help navigating municipal requirements. Council should actively build relationships with the Chamber of Commerce, local businesses, Indigenous communities and regional and provincial partners. We should promote Squamish’s waterfront, transportation connections, workforce and business opportunities beyond municipal boundaries, while protecting employment lands. We do not need to reinvent the wheel. We should study municipalities that have successfully diversified their economies and adapt the best ideas to Squamish. I would expect public reporting on businesses assisted, investment attracted and jobs created. A stronger commercial and industrial tax base can help fund services and reduce reliance on residential taxpayers. 

John French
This is a tough question at this point. Economic development was scaled back to create the Major Projects department. Now that the FortisBC Eagle Mountain Pipeline project is going into the completion stage and construction of the Woodfibre LNG plant is nearing completion I'd like to see some of the declining Major Projects resources shifted back to economic development. For me, the top priority of our economic development team should be business retention. We want a stable business community that provides long-term employment. Communities with high business turnover rates don't enjoy that. Attracting investment is also needed and I put it behind retention. I'd like to see our economic development team play a role in helping to bring water and sewer services to Cheekeye Fan lands (including the airport) that currently aren't part of our infrastructure grid as the team searches for companies potentially interested in using industrial land on the Cheekeye fan.

Kieran Brownie 
Everything comes back to understanding the big strains on Municipal resources so the District can identify where to generate revenue to support, maintain and manage this industry. Bringing any Industry into our community needs to benefit residents.  

Laura Prosko 
Small business and a strong local economy are central to my Five Point Plan. I studied economic development at the University of Waterloo and bring more than 15 years of senior leadership experience in major projects, First Nations engagement, community relations and economic development. I am currently the Executive Director of the Central Lonsdale Business Improvement Area, (a remote role) that streghtens small businesses, provides supports and creates community impact.

Council needs to set a clear economic vision and marry that vision to policies that create the conditions for businesses to succeed. That means predictable permitting, efficient municipal services, protected employment lands, strong infrastructure and certainty for investment. Municipal Hall needs to be "open for business".

My Five Point Plan includes a dedicated small-business liaison, streamlined permitting, clear timelines, protection of employment lands and attracting responsible investment that creates well-paying local jobs. I support dedicated economic-development department at the DOS. We should strengthen partnerships with the Squamish Chamber of Commerce, Tourism Squamish, the Squamish Nation, local employers and provincial and federal governments.

Economic development cannot happen solely from behind a desk at municipal hall. I support regular business walks, industry roundtables and advisory committees. We need to be in the community, listening to businesses, removing barriers and delivering practical solutions. Tourism must be an important part of that economic strategy. So must technology, film, outdoor recreation, marine industries, transportation and major projects. A diversified economy is a resilient economy.

In closing, I would bring a high standard of leadership, strong advocacy and a commitment to real solutions - not only at the Council table, but throughout our community. That means listening, building partnerships and turning good ideas into real results for Squamish.

Luc Perreault
The District’s job is to create conditions in which businesses can succeed: reliable infrastructure, clear rules, predictable timelines, suitable employment lands and a community where people can afford to live and work.

I would support municipal capacity that helps the District work effectively with existing businesses and evaluate new opportunities. That includes improving permitting, understanding what infrastructure and land different sectors need, and being clear about the costs and benefits of proposed investments.

Tourism matters, but so do construction, trades, marine industries, professional services, technology and businesses connected to outdoor recreation. A resilient local economy gives residents a range of ways to earn a living. I want the District to remove unnecessary obstacles and make deliberate investments that bring lasting value, with clear costs and results we can assess.

Sarah Ellis 
The District's most important economic development role is getting the fundamentals right: issuing timely permits and licenses, sound land use planning, and clear regulations designed to facilitate growth. Businesses need certainty and responsiveness from their local government, and that's an area where I'd push for analytics and improvement.

I also support continuing to promote Downtown Squamish as a visitor destination. That means better plans for access and parking, and exploring ideas like regular Cleveland Avenue closures and other activation that bring people downtown and support the businesses there.

Finally, housing is a critical gap in our local economy. Businesses across every sector, tourism included, struggle to recruit and retain staff when workers can't find a place to live. Having spent my career working on housing, I know that the District has tools to accelerate the supply of homes our workforce can afford, and I see this as one of the most important economic development investments we can make.

Shaun Veltkamp 
Economic Development is critical to any town or city. Its namesake speaks for itself. Just as we need a strong Tourism Squamish, I believe a funded and supported EcDev Department working with tourism, housing and other departments & entities will create a strong ROI for the District.