Meet The Candidates

Every four years many brave Whistlerites step forward and throw their hat in the ring with hopes of bringing all of their skills and life experiences to the table in order to figure out the best path forward for Whistler’s bright future.

Below you will find information on this year’s candidates and why they feel they’re the best person for the job. Candidates are all presented in alphabetical order by last name, as they will be on the ballot.

Below these pictures & brief slogans, you will find more detailed profiles. They are presented in “accordion style”, so you can click on each name to open or close their full profile description.

***Congratulations to our new Council: Jack Crompton (Mayor), Arthur De Jong (Councillor), Jen Ford (Councillor), Ralph Forsyth (Councillor), John Grills (Councillor), Duane Jackson (Councillor), Cathy Jewett (Councillor), and our two acclaimed School Trustees: Cynthia Higgins and Rachel Lythe!

Congratulations to all who had the bravery to throw their hat in the ring and put themselves out there for public scrutiny with the hopes of helping to guide Whistler into the future, you all campaigned well and deserve to feel proud for your efforts. Thank you!

Jamernik, Tova

Councillor Candidate

“Making Whistler a better place for everyone through increased housing, more affordable and accessible childcare, and better transportation.

Jewett, Cathy

Councillor – 2147 votes

“Community Consultation Collaboration”

Kolvek, Miroslav

Councillor Candidate

“Super awesome descriptive tagline coming soon!”

Lloyd, Janice

Councillor Candidate

“Super awesome descriptive tagline coming soon!”

Lythe, Rachel

Acclaimed School Trustee

“Super awesome descriptive tagline coming soon!”

Murl, Jeff

Councillor Candidate

“Super awesome descriptive tagline coming soon!”

Pettle, Ira

Councillor Candidate

“We share this boat and community is the rudder”

Reid, Brian

Councillor Candidate

“Super awesome descriptive tagline coming soon!”

Tardif, Melanie

Councillor Candidate

“Let’s grow ideas together!”

Below here you’ll find a list of candidates for Councillor’s positions, they are all arranged alphabetically by last name, as they will be on the ballot. They are not divided into groups, though, so look for the names with the person icon () to find the Councillor candidates. (Those without icons have not yet submitted their profile/platform) The top of the list will always default as an open page, but you can click on any name to open thier page and click it again to close it.

The role of Councillor is to primarily spend a lot of the time fielding complaints and whinging from the local citizenry every time they set foot in public. Every couple of weeks they get a reprieve when they get to sit at the Council table in a nice dark room and listen to the mayor say, “motion carries” over and over again. (This might not be an entirely accurate description, but I’ll provide a better one soon, after leafing through the municipal governance manual.)

Below here you’ll find a list of candidates for the Mayor’s position, they are all arranged alphabetically by last name, as they will be on the ballot. They are not divided into groups, though, so look for the names with the gavel icon to find the mayoral candidates. The top of the list will always default as an open page, but you can click on any name to open thier page and click it again to close it.

The role of Mayor is to be the grand poobah at the table who gets to tell the others what to do. The downside of that is the Mayor is also the person who has to take most of the heat whenever a poop storm hits. (This might not be an entirely accurate description, but I’ll provide a better one soon, after leafing through the municipal governance manual.)

Below here you’ll find a list of candidates for the School Trustee positions, they are all arranged alphabetically by last name, as they will be on the ballot. They are not divided into groups, though, so look for the names with the mortar board icon to find the School Trustee candidates. The top of the list will always default as an open page, but you can click on any name to open thier page and click it again to close it.

Precious few actually know what the role of the School Trustee is, though most seem to think it pertains to schools and a lot of trust. I can only imagine it must involve either babysitting or security guard, possibly a bit of both. (This might not be an entirely accurate description, but I’ll provide a better one soon, after leafing through the municipal governance manual.)


A Brief Bio

I try to live a simple life. Over the years I have learned how to hustle, to share my skills with the world in a way that I feel best expresses my creativity and ability to make unique distinctions through storytelling.

I have lived in Whistler for 14 years and skied here for 32 years. I love the mountains and the people who call this place home. 

Being outside makes me happy. So does music, friends, being creative, and helping others. 

My goal is to help those who value quality of life over the constant pursuit of more and more wealth. What happened to valuing quality of life? I don’t think it’s too far gone but I hope to push for those who value life a bit differently than the consumption model. 


I have followed the local political scene for years however until now I have never considered a seat at the council table. My views on some of the current issues we face are outlined in my platform outlined below. These issues are important and solutions are complex however they should not be pursued at the expense of the fundamental requirement of Mayor and Council – to get things done, operate efficiently and effectively and respect the taxpayers who pay the bills.

Our issues are not unique to Whistler. They are common to many communities in British Columbia and throughout Canada. The incoming council will be faced with tough decisions and not everyone will be happy with the solutions however it is time to formulate a plan, take action and provide the taxpayer with a clear direction on how to move forward in an efficient and timely manner. While it is critical for the mayor and council to move forward on these initiatives, it is also fundamental to involve the community in the most important decisions.

Housing – Rental & Affordable Single Family

  • Priority one should be to restructure the Whistler Development Company (WDC). The resignation of the entire WDC board resulted in the loss of a brain trust that had been the driving force behind Cheakamus Crossing and their expertise had been provided over many years at no charge to the community. Currently no clear plan exists on how their expertise will be replaced and more importantly at what cost.
  • Formulate a short term plan (the next 10 years) and a longer term plan (20 years) on how to best move forward on both housing components – rental and affordable single family market housing.
  • Cheakamus Crossing – Continue with the next phase and complete plans, zoning and approvals for the build out of Cheakamus Crossing including single family market price housing.
  • Private development of rental housing should be pursued however not at the expense of negatively impacting existing neighbourhoods. One of the original rezoning application’s had asked for over a 3000% increase in bed units on a currently zoned single family lot. If this application (currently under review) had been approved it would have had a significant negative impact to the entire neighbourhood.
  • Discuss with Vail Resorts / Whistler Blackcomb the plans they have with regard to providing additional staff housing and work with them to fast track any such plans.
  • Business owners who wish to build rental housing to help resolve the rental crisis for their employee’s should be encouraged and fast tracked through the system.
  • To a degree we are the victim of our own success. This success sends a considerable amount of money (1.5 million) each day down the road to senior levels of government. The capital cost of delivering housing is significant and an essential component to our ongoing success. Do the Feds and /or the Province have a program in place that would help with the capital costs? If no program is available is it worthy of discussion and formulating a plan for presentation?

The complexities surrounding rental and affordable single family housing are significant however if solutions are not found and implemented we will continue to lose community members, have difficulty attracting young families and economic development will be stymied.

The one quick fix available is for the Bylaw Department to continue and if possible accelerate the enforcement of  “non zoned illegal”  nightly rentals such as Airbnb.

Defend the Environment

Environment – habitat – territory – domain – surroundings – conditions. 
These synonyms are all worthy of a concentrated effort to defend and protect

  • Community Energy and Climate Action Plan (CECAP) – Deliver on this plan.
  • Wildfire Mitigation – We are all aware of the damage caused throughout the Province and the west coast of the United States by wildfires. The cost is only overshadowed by the personal loss that many families and communities have suffered. Whistler is at high risk of wildfire and the next council should review the Wildfire Protection Strategy and be in a position to apply for the additional money that the Province has indicated would be available. The FireSmart Program is a good one and can be done by residents, second home owners and strata managers at little if any cost. Our strata began a program of fuel reduction (thinning trees, removing tree debris, brush, etc.) 3 years ago and the cost to date is zero. Invest in an accelerated and aggressive Wildfire Awareness Program.
  • Continue to support alternate forms of transportation bike, walk and transit.
  • Look at ways of providing the additional infrastructure required to support electric cars.

Historically Whistler by its very nature has been tied to the environment. I think by using the programs that are currently in place and building on them we can improve and advance our environmental performance going forward. All it takes is commitment!

Preserve & Build Quality of Life

Endless amounts of money have been successfully spent to attract tourists. We need to spend time and money to support us – the tax payer. Some initiatives I think the next council should aggressively pursue are:

  • Support Our Non-profits: Whistler has a number of non-profits largely operated by volunteers who have both a passion for the community and the organization that they have committed to.  I have been part of this community and have seen first hand the value they bring to the table. It is imperative that they get the support and the resources that they need.
  • New Museum: Our history is currently housed in a trailer. The stories told define our history and should be showcased. Consider incorporating additional community needs into a new museum. Possibly – meeting rooms for non-profits (desperately needed), working studios for artist’s, etc, There is a solution, it simply takes a desire and some innovative thinking to make it happen and both of these are available.
  • Stay invested and reinvest in community assets such as parks, trail system and recreation assets. Expand the Whistler Racquet Club to include all racquet sports and provide a multi functional facility for family recreation and leisure.
  • Daycare: Finding daycare for young families continues to be challenging. Although daycare is a Provincial responsibility I am convinced that by working collaboratively with all potential stake holders within our community that a packaged proposal could be prepared to begin to lobby the Province for funding. Where is the WDC when you need them.
  • Seniors: The community is aging rapidly and in addition our senior lifestyle is attracting more retirees. It is imperative that we continue and expand on all aspects associated with allowing seniors to age in place. This initiative has similar issues to those that the daycare facility faces. Difficult, no doubt however solutions are out there and we need to stay committed to finding them.
To summarise we have many challenges but they are challenges faced by a very successful resort community. At times we all feel perhaps a little “over-loved”. But these are also issues that can and need to be addressed. We live in a community with finite capacities in our parks and recreational pursuits, understanding what those capacities are and how better to manage them are critical to the quality of life for our residents.

I look forward to receiving your feedback on any of these issues.

Just one more thing:

I need your vote in order to carry out not only the thoughts above, 

but also the ideas and input from your perspective.


My History

I am proud to say I’m a second-generation Whistler business owner. I came to live in Whistler as a newborn as my father, Jack Bright, was Whistler’s GM from 1967-1977.   In that period, we lived in staff housing and as a result, my father never second-guessed his decision to come here, he never worried about  being evicted or having our residence sold out from us.  He was free to to put his passion and commitment to building the resort into a world-class destination.  Whistler, during that time, had some amazing growth.

I want all staff and employees of Whistler to have this same confidence now, that they have a secure place to live, yet it seems so out of reach these days.

My Passion for Whistler

When my father passed away in 2013, I took over the main responsibility for the family business, and what followed was five years like I have never seen.  We all faced one of the most challenging and changing times in the history of Whistler.  Real estate doubled. Rents tripled. And the resort had record-breaking visits.  What should have been a boon has been fraught with new issues–staffing and housing shortages–necessitating many business closures.   Temporary Foreign Workers (TFW) cannot run my businesses;  we cannot run a resort town without our greatest assets—our people. I live in fear of how we can replace Whistler’s workers and middle class, middle management and accountable employees–the glue that keeps it all together. Affordable housing, transit, daycare, decent wages—these things are all necessary to draw people to want to move to Whistler and work here, and then to stay here and make this town their home. They are the true partners in our success.  Why do we make it so hard for them?

I have many passions for Whistler’s future. I’m concerned about our environment, our transportation, and most importantly, fire mitigation. In my life, I have witnessed trees grow from saplings into a major and identified forest fire hazards.  Open spaces I played in as a kid, are now so densely treed that today, if a fire broke out, it would be impossible to outrun it.  I firmly believe that we cannot allow our town, our livelihood, and our investments to be this vulnerable—and yet, it appear we do not have the funds to fix it.  Extraordinary measures are needed; we simply have too much to lose.  This problem requires tactful government lobbying, for if Whistler burns, so does much of the tax money we generate.

Why I am Running for Council

 I was not looking to enter the world of politics. Instead, it grabbed me when a development threatened our family business.  I felt shut out, alone from the RMOW, and without any recourse, as I was told there was nothing I could do to stop it.  That’s when I found the politician within me. I gathered like-minded people, we shared concerns, and when the time came, we stopped it.   Our good RMOW council was the conscience of the people!

With so many openings on council this year, I am putting my name forward, as I would like to help others as I was helped.  It would be my humble honour to be a trusted servant, a champion of your safety, a custodian of your wealth and prosperity, and an advocate for you and your family in Whistler, the place we all love.  I believe that any triumphs in the causes true to my heart are ones that will benefit all, equally and fairly.

All these issues are serious and make the next RMOW council one of the most important in years.  Please choose wisely, and when the time comes, vote.

Best known as the award winning photographer for the Whistler Question newspaper, and the founder and moderator of the Whistler Politico Facebook group.  David is has also been a Whistler resident since 1973, with family business ties reaching back to the start of the Whistler resort.


  • Fiscal responsibility -That the first responsibility of council is ensure that the municipality runs in a fiscally responsible manner.
  • Expand resident and employee housing – Support both Whistler Housing Authority and privately developed employee restricted housing.  The municipality has a 300ha land bank in Cheakamus Crossing neighbourhood the should be utilized.
  • Local issues –  Work with Cheakamus Crossing residents to find a solution of the DES situation.  Lobby the provincial government to complete the expansion of highway 99 from Function Junction to the Whistler Village.  Support the expansion of local daycare capacity.
  • Community – Work to find a permanent home for the museum.

Jack possesses a deep understanding of Whistler’s local and regional government after two full terms (2011-2014 and 2014-2018) as Councillor for the Resort Municipality of Whistler, and as Chair/Director of the Squamish Lillooet Regional District (SLRD) for one full term (2014-2018). With “Community Now!” as the focus of his campaign platform Jack is positioned to address the challenges Whistler faces while elevating everything that makes this place awesome.

Jack has deep roots in Whistler, and he is passionate about the future of his community. His grandparents were original shareholders of the Garibaldi Lift Company, and they built the Clock Tower Hotel. With his deep community history comes Jack’s clear focus for the future; he and his wife Carolyn are raising four children here. Ensuring the Whistler people know, love, and have made so many sacrifices for, continues to exist and flourish is a driving force in his race for the mayoral seat.

“What drives me is I see people who feel threatened and unsure about whether they can stay in Whistler and this is not a healthy state for a community. I want Whistlerites to have every reason to be hopeful for their future as a resident, whether it is for a season or two, or for a lifetime,” says Jack. “With community as the framework of my platform, I plan to relentlessly pursue goals supporting housing, culture, and environment.”

Regarding housing, Jack plans to deliver a 30-year plan that will commit the community to stay engaged in the development of housing for residents. In the short range, building the “next Cheakamus Crossing,” private rental buildings and promoting village-based dormitory housing for resort employees will be top of mind.

Whistler’s livelihood largely depends on a pristine natural environment, and Jack is committed to protecting it. Strategies including reducing single-use consumption by future-focused policy development and cooperation with local business, working with corridor partners and the province to deliver regional transit, a commitment to increased and improved local transit and managing backcountry capacity with the SLRD, Pemberton, and Squamish. Jack will also work for thorough implementation of the Community Energy and Climate Action Plan (CECAP), so Whistler can meet the challenges of a changing climate, reduce community dependence on fossil fuels, and decrease collective energy-related expenditures.

“It’s good for the environment and its good for our bottom line,” says Crompton.

While the spirit of Whistler can be hard to define and even more elusive to capture, Jack knows embracing and nurturing culture is integral to the health of the community. Jack wants to preserve Whistler as “a mountain town for mountain people.” He sees organizations like WORCA, Arts Whistler, SLCC, Whistler Museum and the Point as keys to the preservation and promotion of our mountain culture. Jack intends to invest time and resources in those kinds of organizations.

“I am a team player. If I have learned anything about Whistler it’s that our community groups are vital to our success,” says Jack. “They understand where we need to go and I look forward to working closely with them.”

Whistler is located in the unceded traditional territory of the Squamish Nation and the Lil’wat Nation. As SLRD chair, Jack has spent the last four years working to build relationships and partnerships with these communities.

Jack is focused on investing in Whistler’s resident population. Infrastructure investment to support Whistler’s tourism economy is critical, but Jack sees a pivot to more investments that directly benefit Whistler residents. Finding a worthy and permanent home for the museum, creating more daycare spots, delivering a DES solution, and aggressive advocacy to the province for Highway 99 upgrades are some of the immediate tactical actions he will take as mayor.

“My experience as Chair of the Squamish Lillooet Regional District and the strong relationships I’ve built with our regional governments, First Nations, and the province are critical. I understand the issues that face our region, and I am prepared to step into the role of mayor and build value for Whistler on day one,” says Jack.

Jack is a successful entrepreneur with an impressive resume that speaks to both his business acumen and his ability to identify and capitalize on the right opportunities. He is currently president and CEO of Ridebooker, a software company building tools for the transportation industry. His company also operates an online marketplace for ground transportation (taxi, bus, and limousine) across Canada and the United States. He founded Whistler Resort Cabs in 2003 and operated the company until its sale in 2008. When Jack is elected mayor, he will take a board seat for all of his businesses, so that he can devote all working hours to the demanding, and deserving, role of Whistler Mayor.

Find out more at his website:

My primary focus representing the community would be:

1. Housing and affordability for all generations of Whistler residents.

2. Address labor shortages by improving transit, daycare, and housing.

3. Re-establish Whistler’s global environmental leadership position with solutions that make the natural environment healthier and our businesses stronger.

4. Economy/Growth – in many respects we have hit or exceeded comfortable carrying capacity thresholds as witnessed on the Sea to Sky highway, with resort infrastructure, in the community and with the guest experience. My focus would be to improve operations/flows of existing infrastructure and drive growth only in the shoulder seasons.

5. Continue to build partnerships that add value to the community. My career has been built on working with business and all levels of government to improve economic and environmental performance.

# 1 Community

Helps strengthen our Community.

1. Housing.
Greatest imperative is for council to plan housing for all generations – millennials, young families, elders (who give so much back to our community). In my 38 years in Whistler I’ve see housing as a consistently chronic problem that needs a long-term vision in-order to house the highest percentage of local residents.

2. Economics.
The municipality must do everything in its power to stabilize the cost of living by holding tax rates down and staying focused on essential resort operations and infrastructure.

3. Livability.
Must prioritize the programs that make the greatest difference to our community’s livability like daycare and transit

4. Parents.
Council needs to focus on all opportunities including education, recreation, and social support programs to help parents raise the next generation of Whistlerites.

5. Strongly support Arts and Culture as it enhances our community identity  and builds economic resilience.

# 2 Environment

Reestablish our position as a global leader in stewarding our land forms and resort infrastructure.


1. Water.
It starts with water. Ensure our infrastructure secures a clean, reliable supply, long term.

2. Wildfire.
The greatest threat of a natural catastrophic event for Whistler is wildfire. I applaud what the community and RMOW have done this year, however we need to do much more.

3. Waste.
Become the first destination resort to achieve zero waste.

4. Wilderness.
I support low-impact, non-mechanized recreation. Continue to protect our parks network and where possible develop more conservancies. I encourage people to enjoy the backcountry in the most low-impact forms.

5. Weather.
Climate change is here. Mitigating and adapting to it is an imperative. Climate change will have significant long-term impacts on Whistler.

# 3 Economy

Enable our local economy to excel.  

1. Entrepreneurialism built Whistler.
Many business people took great risks to build what is arguably the most successful mountain resort in the world. Moving forward council must support business and remove red tape/bureaucracy (provided the proposed business is the right fit for the resort). Our economy must adapt and evolve to a constantly changing world

2. Non-mechanized tourism.
Moving forward non-mechanized, low-carbon, nature-based tourism development is best for the Whistler brand and our natural environment 

3. Adaptive.
Whistler must be flexible with our business models and expectations. One geo-political or weather event can suddenly change our current success. We must be ready as it will happen – it always does.

4. Built environment.
Council needs to ensure that fundamental infrastructure like water, sewer, and streets are well maintained for the long term.  It is not council’s role to venture from the basics of resort community operations.

Strong continuation of support for diversification as a four-season resort and focus growth in shoulder seasons (only) sustaining full year-round employment.  

5. Limits to growth.
We have reached, and in some respects exceeded, our resort carrying capacity – (shortage of housing, water, sewage, traffic congestion, day care etc.)

Moving forward we upgrade and optimize existing infrastructure and only expand where the community has significant benefits which it supports.

6. Environment.
I have built a career around integrating economic and environmental values. I strive for solutions that integrate business value with environmental protection and community benefits.     

A profile/platform that will knock your socks off is coming real soon, I can sense it!

I believe that I was elected to be critical, honest, and fair. Community leaders are expected to bring the needs of the people to the decision process. They are not and should not be experts in a narrow field of view, rather, they ought to have real world experiences and a circle of influence that is affected by the decisions made.

I have lived in Whistler since 2002, with a brief time in Pemberton. My work experience includes 14 years at Whistler Blackcomb in Group Sales and Operations. I have managed small retail stores, so I know how challenging it is to find, retain and reward front line staff. Taking care of our front line is the most important task of our Tourism economy. They are the first encounter our guests have, and will help those guests decide to return and recommend Whistler to the world!

Each member of Council is assigned an array of committees to contribute to and to learn from. I have had the honour of working with these groups in the past four years.

Transit Management Advisory Committee Chair
Community Foundation of Whistler, Environmental Legacy Fund Committee
Recreation and Leisure Advisory Committee
Whistler Healthcare Foundation
Whistler Housing Authority Co-Chair
Squamish Lillooet Regional District Director
Human Resources Standing Committee Chair
Measuring Up, Standing Committee

Whistler Bear Working Group
Whistler Public Library trustee
Emergency Management Advisory Group
Whistler Animals Galore

Find out more at her website:

For over 25 years Ralph has called Whistler home, and he has built a career in the ski and tourism industry beginning in 1986 as a ski instructor in Quebec. Ralph moved to Whistler in 1991 in pursuit of the dream of the perfect run and a life in the mountains!

During his time in the ski business Ralph has followed a very unique career path and held various ski school, sales, and management positions.

Highlights include:

Being part of the original senior management team at Kicking Horse Mountain Resort, the first new resort to open in the Canadian Rockies in 25 years
Attaining the Canadian Ski Instructors Alliance level 4 Instructor standard
Responsible for developing and facilitating a management training program for over 60 Whistler/Blackcomb supervisors
In 2004, Ralph started Green Monkey Coaching & Consulting a coaching and training business
Green Monkey Coaching and Consulting was responsible for the re-development of the Whistler Chamber of Commerce “Spirit” Program in 2007
As a trainer Ralph has coached hundreds of Whistler’s employees on the elements of exceptional service delivery
In 2014, Ralph purchased a local business and created Peak Vending Corp., which supplies and manages vended snack and laundry services throughout Whistler
Ralph is also a frequent contributor to Whistler’s Pique Newsmagazine, authoring several articles on local business, tourism, and government issues. More recently he was a columnist for the Whistler Question, penning a column titled “Off the Record”.

Prior to his foray into local politics Ralph always had an interest in local affairs, having been a member and chair of the Whistler Advisory Planning Commission.

He served on several committees including:

The Whistler 2020 Advisory Committee
Resident housing task force
The Chamber of Commerce Service strategy committee
The Catholic Parish Finance Committee
Also served various executive roles for the Whistler Toastmasters Club
A passionate advocate for the citizens of Whistler, Ralph was first elected to the Resort Municipality’s Council in 2005 and re-elected in 2008.

His Council portfolio of committees included:

The Chamber of Commerce
Library Board
Lower Mainland Treaty Advisory Committee
Whistler Development Corporation
Whistler for Youth, Area Whistler Residents for the Environment (AWARE)
The Council Standing Committee on Human Resources
Ralph’s most cherished time is spent with his (very understanding and tolerant) wife, Stephanie and on the football field coaching the Whistler Saints.

He also tries to keep up with his sons Jack and Liam on the mountain bike trails, and enjoys running and weight training.

Ralph also does his best to read The Economist cover to cover every week, and to finish reading one book every month.

Find out more at his website:

John Grills was born and raised in Toronto. In the mid 70s, he planted his western roots after spending a few winters in Whistler and summers on Vancouver’s beaches as a lifeguard.

His career in the hospitality industry began with the Keg Restaurants in 1979, which eventually brought him back to Whistler to open the Keg at the Mountain. He later worked at Araxi and also started the Savage Beagle.

A management position at Expo 86 took him back to Vancouver where he met his future wife, Lorraine. They returned to Whistler as a couple in 1987 and he continued his career managing various restaurants, including Blackcomb Mountain food operations.

John and his wife have three children; Chantelle, a forestry student at the University of British Columbia, Brendan, a science and aviation student at the University of Waterloo, and Ryan, who is currently attending Whistler Secondary School.

John has sat on various committees including the Whistler Chamber of Commerce, the Restaurant Association of Whistler, Tourism Whistler’s Commercial Core, One Whistler and chaired the Liquor Licensing Advisory Committee. He is also the president of Le Chamois strata council and was awarded the Business Person of the Year in 1996 and Coach of the Year for Whistler Minor Hockey in 2005.

A profile/platform that will knock your socks off is coming real soon, I can sense it!

A profile/platform that will knock your socks off is coming real soon, I can sense it!

Tracy, and I have raised 3 children in Whistler. We have faced many of the challenges that young families face today. Over the last 27 years we have experienced the compassion and generosity our community shares and acknowledge the incredible contribution of our volunteers.

I’m running in this election to contribute my skills and experience to address the challenges we face today, and in the near future.  My background in design, planning, finance, and construction gives me a unique skill set to consider and address our immediate housing needs.  My years on the WHA and WDC Boards provides historical and practical knowledge on how best to deliver quality, affordable housing. Housing that reflects the diversity of needs, and aspirations, of our existing and future population.  Housing that is easily accommodated within our existing bed cap.

In many respects, Whistler is at capacity.  Capital improvements and re-development of our existing infrastructure and real estate is a sustainable way to manage our built environment.  We need innovative solutions to growth management and can’t ignore the predictable pressures from the lower mainland as we plan for the future.

Fiscal responsibility is just as important today as it was in 2011.  I’m very familiar with the RMOW Budget, and working with staff to prioritize, and manage, services and capital investments.  I understand the purpose of our reserve fund, and the critical role to managing it, for our existing and future infrastructure needs.

Most importantly, I care about the social things that are “stressed by our success” and challenged by population growth.  The lack of social services to support our youth, young families and seniors.  The lack of educational capacity and diversity. The lack of recreational amenities to meet our growing demand. And clearly, the lack of employees, affordability and transportation solutions to get people where they need to go, without clogging the highway.

Having sat on a very successful Council from 2011-2014 I know what can be achieved with experienced leadership, collaboration and respectful dialogue. I also recognize the incredible wealth of knowledge available within our resort community, and the collective contribution to developing policies and plans that improve our vision for the future, and protect our natural environment and community values.

I know being a councilor is a big commitment.    I’m ready for the challenge, and with your support, would be proud to serve the community again.

Tova Jamernik studied Political Science and Commerce at the University of British Columbia and spent 29 years coming to Whistler after her family bought a place in Emerald in 1989. She worked here 5 different times starting with doing Junior Instructor training at 15, and teaching skiing at 16.

When she decided to move up here full time, after working for 7 years in the city as an Employment Facilitator with FSGV and WorkBC, she found a very different Whistler facing some big challenges which prompted her to run for council. Being in her mid-thirties, she believes in bringing attention to specific issues facing her generation, as well as everyone in Whistler.

Housing, affordability, childcare, wellbeing in times of greater stress, these are all incredibly important to address. Moving back to Whistler and seeing these things first-hand was an eye opener. Everyone talks about the difficulty of finding a place to live here given the lack of availability. It’s different to actually experience it though.

The difference between many years ago and now is that the cost of living is much higher and the chances of owning reasonable housing in a resort town, or even finding adequate housing on the given wages, are much lower. This needs to be addressed quickly because things are changing so rapidly.

Many of the people she knows are wanting to start families or having kids with little or no access to reasonable childcare and working 2 to 3 jobs to make ends meet. No matter what age people are at, there are a lot of issues that need to be addressed in this town.

With the election coming she decided to put her background in political science and commerce, as well as years of experience in Whistler as a visitor, an employee, and a business owner to use and run for a councillor position.

One of her biggest focuses is childcare.

The fact that there is a 2-3 year waitlist for childcare is just not acceptable in a time when there are a lot of single parents (considering the 50% divorce rate), and most families need two incomes to survive up here. In her experience, most people are working 2-3 jobs in the winter to get by, not to mention childcare is $75 a day in private centres. Public childcare under the age of 5 is not something that’s available in Canada yet. People (and other councillors) have said it’s ‘technically a provincial responsibility,’ but the happiness, stress and wellbeing of our locals is the major part of council’s responsibility. The good news is there are things we can do about this.

Rezoning, or providing new zoned child care spaces, or reduced rent or taxes for childcare centres to make it more affordable. The new government in BC has committed to helping make child care more reasonable and she would liaison with them to fast track this process.

Interconnectedness, community, happiness:

The time has come to focus on locals needs, and as a result businesses and tourism benefit greatly as well. Happier employees and employers makes for better experiences for tourists and visitors. It is all interconnected. That is probably the biggest point she will make and will carry to office and the community. We are all interconnected.


On the topic of housing, Tova recently had a conversation with Jack Crompton, future mayor of Whistler on this issue.

She is fully supportive of his ideas to get ‘shovels in the ground’ in areas such as Cheakamus which are zoned and ready for development. Those are excellent. And we need to do and plan for more.

We are in a housing and staff shortage crisis. He mentioned a 30-year-plan, and I look forward to hearing details of it. When Tova proposed the potential development of a large staff housing development above the parking lots, which is a large amount of useful space right next to the village, and not in residential neighbourhoods, he actually said zoning and legislation were not the issue, but that it was that the amenities and services were not set up for this yet.

If that’s the main issue, that’s actually great news! Whistler was built on a garbage dump only 40 years ago. Creekside was built on a huge gravel parking lot (she remembers when it was one, with the good ol’ Dusty’s).

Forward thinking – and practical people like his grandfather who helped build the GLC – had to plan and build them. Amenities and services were built, and so were the structures. We’ve come a long way. Build it for the locals and people will come to work here and stay here. As a result, visitors and tourists will be more satisfied with the service.

Cheakamus is great, but in terms of staff housing for short term locals, many in their early twenties, many of who are here to party, might not be the best people to put in residential neighbourhoods – hence probably the resistance to it in other residential neighbourhoods- far from town.

If we can build a much bigger, centralized place for staff it will likely make them happier and open up more spaces in residential neighborhoods for long term locals who might prefer that, in addition to future residential builds in Cheakamus and Alpine. Also, having partiers trying to get home late at night in transit or in cars to one of the farthest subdivisions is probably not the best idea.


That brings us to transportation. It’s all, again, interconnected. Whistler has become extremely busy in recent years (to state the obvious), with visitor traffic commuting from the local subdivisions, from Squamish, Pemberton and further. Cheakamus is a wonderful development but it is relatively far from the village. She remembers with their cabin in Emerald how people would say, ‘You live in Emerald? That’s so far!’ And it was if you had to go by bus, or very expensive if you had to go by taxi. But it’s not that far anymore!

Cheakamus is even further. That’s one reason why more centralized staff housing would be a very good goal.

Living in Creekside last year there was not enough service in peak times, and many buses coming from Cheakamus were full. With Greyhound dropping bus service from Squamish and Pemberton, and not committing to a regional plan until next year, we will likely have to work with Squamish and Pemberton on a shorter term strategy for now. Why does that also affect us? Because of the congestion in Whistler and the parking which is extremely limited given the number of visitors and commuters.

We have a duty to our electorate to do what we can to make their lives easier, not to mention that this traffic is having a huge impact on the environment.

And more on the Environment:

In terms of plastic water bottles, she is in great agreement that they need to be reduced.

Tova actually started a campaign at ubc in 2004 to reduce/eliminate plastic bottles by having water fountains repaired and reinstated, at ubc which at the time were falling into disrepair because the school and coca cola were trying to sell more Dasani bottled water. This movement was ultimately successful in eliminating the need for hundreds of thousands of plastic bottles of water, and continues to do so.

Seeing ‘Whistler water’ sold in bottles upsets her for multiple reasons, but mainly because whistler water comes from taps and fountains is whistler water.

Now that fountains are more weather resistant she proposes as a candidate more fountains in the village and an educational process through hotels, locals, and government to help people understand the health of regular whistler water. Also providing re-usable metal water bottles (with the whistler or hotel logo) for very cheap, $4-5, basically at cost or a bit more, that people can proudly carry around whistler and take home.

Mental health, community and wellbeing:

And last but certainly not least, and the overarching theme of her campaign, is locals’ happiness levels, which in turn affects the happiness of everyone who lives in, and comes to Whistler. Given the high stress of living in this busy and less affordable mountain town, mental health and wellness is a very important priority for me, in addition to daycare, housing, and better transportation. She proposes a special task force committee on mental health and wellness, in addition to working with wonderful organizations like the WCSS.

She’d also like to create or reinstate more local community events and dinners. And to make it easier for all locals to connect and have their say on all these important issues, not just in special forums a couple of days a year, but continually.

In Summary:

Vote Tova for Whistler. It’s good for Whistler, and it’s good for you.

Note: On Sat Oct 6 Tova will be at Rebagliati Park from 3pm-5pm with a BBQ and marshmallows (and under a tent if it’s raining) to meet anyone who would like to come by and say hi (informally), and discuss/share issues on your mind regarding Whistler. There will be marshmallows so feel free to bring your kids (adults are fully entitled to marshmallows as well) 🙂

You can find her candidate profile in the Pique here.

Cathy was elected to the Whistler Council last year in a by-election and has enjoyed her first year on the RMOW Council.  She was able to rise to the challenge of joining a sitting Council the final year of their four-year term.  Cathy’s Council appointments include AWARE, Whistler Community Services Society (WCSS) and Library Boards; she is a member of the Transportation Advisory Group, Human Resources, May Long Weekend and Forest Wildland Advisory Committees.

Cathy Jewett is a long time resident of Whistler and is a passionate community member.  Cathy has lived and worked in Whistler since 1976 and raised two children here.

Cathy’s volunteer activities in Whistler have focussed on families, children and education. She is a former Myrtle Philip Community School Parent Advisory Council (PAC) Chair, District PAC Chair and also served on the Board of Directors of the BC Confederation of PACs.  While DPAC Chair and BCCPAC Director Cathy served on many committees to provide a parent voice on policy from the school district and provincial level.  During her tenure on DPAC, Late French Immersion for English-speaking students was introduced in Whistler and Pemberton as well as parent representation on School District committees such as Principal and Superintendent Hiring, Calendar, Distributed Learning and Code of Conduct.  Provincially Cathy represented BCCPAC at the BC College of Teachers, First Nations Education Sub-Committee and worked on committees such as website, newsletter and AGM.

As a long time member of the community she has seen many changes in the community, but affordable housing has for the most part been a predominate issue through the decades.   Completing Cheakamus Crossing Phase 2 in a timely and cost effective manner, making decisions on the potential for private development of resident housing and looking for other opportunities are priorities to preserve Whistler as a great place to live, visit and do business.

Cathy is a founding member of AWARE (Association of Whistler Area Residents for the Environment) and served on the early executive as Vice President of Recycling.  Currently she serves as the Council representative on the AWARE Board.  Cathy has acted on environmental issues since high school when she worked with Pollution Probe in Toronto to set up recycling at her school.  Decreasing our environmental impact through reduction in Greenhouse Gases (GHGs) and a target of Zero Waste will be an important focus for the next Council, which Cathy will works towards if elected.

Since 2003 she has been involved with Communities That Care Whistler (CTCW), an organisation that focuses on programs for local youth and families based on needs identified by data generated with surveys of Whistler’s school aged children.  CTC Whistler has also surveyed the local young adult population to understand the issues facing the 19 – 30 year old members of our community.  Currently she is Chair of CTC Whistler.  CTCW is working towards improving resources for children and families in the areas of parent education and youth mental health support within Whistler.  She also served on the Community Foundation of Whistler Youth Committee.  Cathy is on the Whistler Community Services Society Board as a Council Representative.  Mental health, physical health as well as social services and support in our community requires increased advocacy as our local population grows.

Cathy has worked in the tourist industry for most of her career.  As a professional ski patroller and more recently with the Safety Department at Whistler Blackcomb, Cathy’s goal has always been to ensure that our guests have the safest and most positive experience possible.  Skiing is still a passion for Cathy, she volunteers with Mountain Mentors, an organisation that provides support for women that want to learn how to safely enjoy backcountry skiing.

In 2016 Cathy was awarded “Whistler Citizen of the Year” and in 2017 received Pique Newsmagazine’s “Volunteer of the Year”.  Her other current and past volunteer activities include WORCA Ride Guide, Audain Museum Docent as well as many other supporting roles at community events.

Another area of focus, if elected, is Governance which creates the platform for how Council operates and how it engages not only with municipal staff, but more importantly how Council ensures that the public is informed, connected and that the processes of government are as transparent as possible.

Cathy is looking forward to continue to contribute to decisions that support Whistler as a great place to live, work and do business.  Her voting record has supported those three areas of focus.  If our residents cannot live affordably and with security we cannot succeed with the others.

COMMUNITY                        CONSULTATION                   COLLABORATION

Please vote Cathy Jewett for Council on October 20th.

Advance polls Oct. 10 & 13th, 2018.  Mail in ballots are available at Municipal Hall.

A profile/platform that will knock your socks off is coming real soon, I can sense it!

A profile/platform that will knock your socks off is coming real soon, I can sense it!

A profile/platform that will knock your socks off is coming real soon, I can sense it!

Jeff Murl

After a career in finance I became an entrepreneur and designed, built and operated 3 restaurants where I learned to navigate local and provincial government.    Now, as an accountant, working with small businesses, I help people achieve their vision by navigating the roadblocks and acting on the opportunities on their way to finding success by doing the part of business few people care to do, but everyone knows is critical, the finances.  I have my own practice which allows me time to focus on my clients as well as my family (expecting our first any day now) and finding balance in my life.

Along with teaching skiing in Whistler for 15 years, I’ve dedicated part of my time to learning good governance through my education, training courses, and serving on a strata, multiple boards, and a citizens committee.  Through these experiences I’ve learned how to build relationships, collaborate, build a consensus, find long term solutions that can be effectively implemented while working within the financial, ecological and social principles I seek to maintain.

I patiently collect facts, data and opinions to help me process and analyse a problem and apply critical thinking.  I appreciate logical, factual and well researched arguments, because I know my opinions were formed that way.  People should know I’m going to be financially and ethically responsible which is why we need an accountant on council and local committees.  I can ensure the financials are in order, budgets are in line and allow other council members to play to their strengths.   I’ve been patient, taken the time to learn, created or sought out opportunities and stepped up when they came up!


  1. Work to ensure fiscal responsibility on projects, budgets and future plans, and effectively consult and communicate those financial decisions with the electorate.
  2. Collaborate, to innovate and create new financial tools to fund and pay for Whistler to be a global leader in Environmental resource management and sustainability.
  3. Only look to grow the community when the required infrastructure, and services are effectively planned, or in place, not after.

Hello Whistler (and beyond), I am Ira (Pettle).

This is a perfect honour, to experience and share a step on the path we’re walking together. “Cause’, I believe in a better way” – Ben Harper

With that, I’m not here to get you to vote for me. I’m not “in it to win it”. My mission is simply to share my voice with you (my community, and my world), while simultaneously serving to help create a safe space for you to share your voice back. I serve to create a transformed dialogue, and bridge divides, creating heart-centred community and regenerating love. This community is pure magic, notwithstanding the challenges set before us. So I declare welcome, with all the fear and love that’s driving this train. Let’s do this, Whistler.

There is now another next opportunity, a possibility, for us to come together, transform again, and create the whistler of our collective dreams. With that, I implore you to please consider the many millions of needs and wants we share, entwined in this valley, and on the mountains too, it’s a miracle of a tapestry that requires tender maintenance. We all just want to be heard, and we can, with more open dialogue and spaces to heal, confronting the darkness and letting in the light. Whistler, can you hear me?

Our “system” is not optimizing and the proof is in the people. With that I’ll declare, I can be better. I have much to learn as this adventure continues. And as it does, I’ll hold you in my heart. We share this boat, and our community is it’s rudder.

I have pledged to spend $0.00 attempting to bring more awareness to this vision. This is a word of mouth, grassroots initiative “campaign” experience. I’m holding the intention that the people can (and will) choose, and however it goes, I’m forever uplifted. Over the last 3 weeks I have met so many wonderful people and had so many great share sessions. I sincerely hope I get to meet you all. 604-902-7321

I lead by example, always striving to elevate my level of service to this community. I am a stand that everyone has the universal right to peace and happiness, inclusive of the work it takes to achieve it, with it’s ups and downs, missteps and grand slams, we are all in this together.

Kindly, Ira.

A profile/platform that will knock your socks off is coming real soon, I can sense it!

A profile/platform that will knock your socks off is coming real soon, I can sense it!

Dawn is a long-term local resident who arrived in Whistler in 1983 with 2 week-old twin sons.  A school teacher transplant from Ontario with a dream to live in a ski town for a year – the rest is history ….  but it includes living in expensive, basement suites and working front-line Guest Service positions at Whistler Mountain.

Dawn in now retired from teaching and lives in a WHA duplex in Rainbow.  She has the time and energy to dedicate to the continued success of the strong Community that exists here.

Her community involvement includes volunteering to help build the first daycare in Whistler, advocating for a community park in Tapley’s Farm, organizing and directing children’s running and triathlon events, Terry Fox runs as well as coaching soccer.  During her 20 years as a teacher, she played a big role in supporting and guiding the youth of our Community.

Dawn took an interest in local politics in the spring of 2017 after learning of a multi-million dollar plan for a synthetic turf field.  Through her efforts, community awareness about the project was raised.  Although the project was eventually approved,  3 councillors decided to vote against it for environmental and financial reasons.  It was critically important for Dawn that crumb rubber infill not be used in the project and that was the final determination by council.  Since then, Dawn has attended  many RMOW council meetings over the past year to understand local governance and prepare her for an elected position.

Her focus is on supporting local residents – the social fabric of our Community.

To quote Andrew Mitchell in a recent Pique column, “Wouldn’t a few intelligent, sensitive people who want to give back without turning neighbours into lifelong enemies be good for our town?’

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