Mayoral Candidate Questionnaire Responses

Every candidate was asked the same four questions. Responses were to be in 250 words or less per response. Below are the responses provided by the three mayoral candidates. Other than standardizing font type, colour and size, all candidate responses have been left as submitted by candidates.

1. How would you describe the role you are seeking (mayor or councillor) and how do your skills, experience and qualifications prepare you to take on this serious and complex role?

2. Outline the approaches and actions you think council should take to help foster a prosperous, vibrant, sustainable and diverse Nanaimo economy and community.

3. Describe your vision, approach and tactics for how you as a council member and council as a body should engage with its various partners, stakeholders and constituents.

4. Nanaimo Council is served and supported by a series of committees. How should these committees be structured, mandated and governed?

Raymon Farmere

1.How would you describe the role you are seeking (mayor or councillor) and how do
your skills, experience and qualifications prepare you to take on this serious and complex role?

The role of mayor is a serious leadership role in any local government. Anyone
elected to this position must be ready to deal with any issues that arise at any point
in time. A mayor must be there for the people to hear what they are telling the government.
A mayor must act with wisdom, knowledge and discernment. He or she needs to listen
to what the councilors say and not be dismissive of them. He or she needs to work with
the councilors to pass by-laws. I have years of leadership experience. Being a good leader does not mean always being the boss, but it means to also be a good active listener. I have I have tons of organizational and public relations experience. I want to
be the mayor who hears what the people have to say. The mayor who helps bring
bring about pleasant changes to our city.

2.Outline the approaches and actions you think council should take to
help foster a prosperous, vibrant, sustainable and diverse Nanaimo economy
and community.

Firstly, I think council should work to get more low income housing, they should look
at creating programs for the less fortuanate, programs that will put people back to work. We should have more community events that help people learn more about the community, and to learn more of what nanaimo is about. Then council should take the time to research what the people have to say before making big decisions, therefore putting forward surveys to the people.

Once hearing what the people of have to say from surveys the council can take
this information back to the meeting to discuss the survey results with the
mayor then they can decide how to proceed. 


3.Describe your vision, approach and tactics for how you as a council member and council
as a body should engage with its various partners, stakeholders and constituents.

Council members and the coucil as a body should always work together, they should
take the time to hear what their constituents, stakeholders, and partners have to say.
Once the council and the mayor have listened they will want to discuss what was said
to them at their meetings. Once the issues raised by partners, stakeholders, and
constituents have been discussed, the mayor and the council would want to work
to together and see how they could resolve the issues. 

4.Nanaimo Council is served and supported by a series of committees. How should
these committees be structured, mandated and governed?

Council should meet with each committee weekly or bi-weekly they should provide
support to the committees. If a committee needs something the council person
who is on or affiliated with the committee should be regarded as a channel of communication between the committee and the local municipal government. For example, we have the public safety committee and if this committee says to council member we have a problem with the noise by-laws in an area then the council person would want to take the committees request back to the local government who would then research the committees request, once the council and mayor have generated a response based on a committee request then that request should be taken back
to the committee and the committee members can they decide how they feel about the
council response. By the mayor effectively working with council and effectively working
with committees the council as a body and the committees can accomplish big tasks and get big things done for the people of Nanaimo.

Don Hubbard

1) The Mayor is the political representative of the City. The Mayor speaks for council and the City as whole on political decisions and announcements. My experience as director and governor on public and private boards provides me with the experience to bring a diverse group of people together to govern the City in a respectful and efficient way for the citizens of Nanaimo. 

2) Two parts to this question.

First Mayor and Council will establish a transparent and efficient process to encourage investors to invest in Nanaimo. The Mayor and Council need to start the work of making Nanaimo and attractive place to invest with the assistance of the local communities, business and industry groups.   

Second Mayor and Council will work diligently to develop and expand tourism, attract industry, develop an affordable housing strategy and support the environment.

3) I believe in public input through public meetings or advocating groups and information meetings. 

As Mayor I would encourage the Council to engage with Snuneymuxw in a meaningful way to explore all possible ways to work together. 

On the issue of homelessness I would establish joint engagement with the regional district, neighboring municipalities and senior levels of Government.

To involve the general public schedule a series of public forums and information meetings.

4) Committees and Commissions serve an important role in city governance.

Council involvement in each committee is of paramount importance.

The structure of each will be reviewed to ensure balanced representation and their mandate updated to ensure recommendations and advice to council represents the community. Chair positions and membership of both Committees and Commissions will be reviewed and approved by Council.

Leonard Krog

1. How would you describe the role you are seeking (mayor or councillor) and how do your skills, experience and qualifications prepare you to take on this serious and complex role?

The Mayor’s role combines leadership, communication, people management and ambassadorial functions. The Mayor must ensure the proper conduct of municipal business entailing:

-the prioritization and distribution of Councillors’ workloads; -meeting management, both at Council and Public meetings; -assigning the workload of Council’s Advisory Committees; -meeting with and listening to the concerns and ideas of residents’ and business organizations; -working with the City CEO to ensure that Council’s priorities are understood, respected and carried out; -working with federal and provincial Ministers and staff to resolve issues and seize opportunities.

I am a lawyer, and have served Nanaimo as its MLA for 18 of the past 27 years. This public service experience has given me a detailed knowledge of all aspects of our City. I am well-versed in meeting management having chaired or been President of numerous organizations. I understand the roles, functions and jurisdiction of the City, and am familiar with its governing legislation.

I have been privileged to meet and work with people from all walks of life and to share and help them deal with their anxieties and frustrations and to assist those who have shared with me their aspirations and ideas to improve their lives and our community.

I am familiar and comfortable with life in the “fish bowl” of public service. I have learned tolerance and respect for those with whom I may not agree.

I am energetic and healthy, and ready to to serve my City.

2. Outline the approaches and actions you think council should take to help foster a prosperous, vibrant, sustainable and diverse Nanaimo economy and community.

Nanaimo is BC’s fourth largest City, in one of the fastest growing regions of the province. With good governance, together with the application of a “can-do” mentality in every corner of City Hall, there is no doubt about our potential to develop in an intelligent, sustainable way.

First, Council needs to provide Good Governance. Establishing a culture of respect for each other, for staff, for residents, for businesses and for not-for profit organizations is the crucial element in making Nanaimo a place where businesses know they are welcome. New business equals more jobs, more economic diversity, and more ability to keep taxes as low as possible.

I would recommend to Council the re-formation of an Economic Development Agency, whose primary task would be to seek and encourage investment of all kinds in Nanaimo. It is vital that we use whatever expertise is available to us to allow us to move forward in renewing old and vacant properties, and developing new opportunities. Councillors neither have the time nor the expertise to “market” Nanaimo on their own.

We need to work with BC Transit, the Port and Airport Authorities, and BC Ferries to assure that our local and regional transportation links continue to improve the movement of goods and people in and out of, and around, our growing region.

Lastly, but not least, Nanaimo needs to be aggressive in its strategy to bring more resources from BC and Canada to critical affordable housing and mental health services.

3. Describe your vision, approach and tactics for how you as a council member and council as a body should engage with its various partners, stakeholders and constituents.

City Council needs to lead by example that it means to exercise its responsibilities in a civil, respectful way. It needs to establish a culture that invites professional staff to provide their expertise without fear of reprisal.

City business is public business. That means assessing proposals, working with civic partners, seeking investment, encouraging our established tourist and high tech industries, and others, by listening and questioning thoroughly and openly.

I believe that other public agencies, not-for-profit organizations and business groups are not only willing to work with a City Council and staff that listens, but are anxious to do so. It is vital that City Council make it a central part of its work to understand the objectives and plans of the Snuneymuxw First Nation and agencies like the Port, the Airport, the School District, the University. By working together, we have much more positive influence over the

kind of decisions and financial commitments that senior governments make. Moreover, without understanding and cooperation, we will not achieve the most efficient and beneficial outcomes either for the City or for its partners.

4. Nanaimo Council is served and supported by a series of committees. How should these committees be structured, mandated and governed?

The subject of the way in which constituents view how the City is run provides a cornucopia of ideas and interests. Recently, the City has not managed this huge pool of talent, ideas and resources to good effect.

I think it is time to review Citizen Advisory Committee structures to ensure that they are set up to provide useful and timely advice to Council. The new Council should give urgent consideration to how it wants to establish, staff and give terms of reference to Advisory Committees.

In any event, good government requires openness (except in cases that involve personal or business privacy matters). I think a new, open and respectful approach to the structure of advisory committees, their mandates and resourcing will create thoughtful and positive advice and feedback to Council members.