2026 Municipal Election

According to Civic Info BC, voter turnout was 54.59% in our last municipal election in 2022... which according to statistics, is higher than average, but I really think we can do better! What a privilege it is to vote and to have a say in what happens in our community. To be able to attend meetings in person or to watch on YouTube, speak directly to people running or sitting on council, and to be involved at various levels of engagement offered by the City of Fernie. The choice is ours, and the time is now.

We asked each candidate the same questions, to ensure you had one more opportunity (outside of Candi-date, the All-Candidates Forum, and through other platforms) to learn more and make an educated decision. We will see you at the polls October 17, 2026, or at advance voting October 7 or 14 at the Senior Citizens Drop-in Centre.

Questions to the Candidates

1. Why are you running for mayor / council?
2. What is the role of City Staff vs. City Council?
3. What do you believe is the biggest issue the City of Fernie is facing and what are your specific plans to deal with it?4. How do you propose we balance supporting people who live and work in Fernie with the increase of tourism and second homeowners?

CANDIDATES FOR THE OFFICE OF MAYOR, FERNIE

Kyle Hamilton
1. The next four years require a mayor who understands the complexity of the issues we face, engages the community for input and feedback, and has the political will to make tough decisions for the long-term success of Fernie, not just the next election cycle. My two terms as a councillor have given me the experience to continue building on the progress made rectifying longstanding issues. I want to ensure that we remain a community where people who work here, live here, and where my daughter can choose to live when she is grown.

2. City Council's role is governance through the setting of the strategic direction and priorities of the organization. Council allocates the resources to achieve those goals through budgeting. Council must understand the community’s vision for itself and represent that through policy choices.

Staff's role is to provide the objective research and information to inform Council’s decisions, and once Council has set a policy or made a decision, they implement it. Staff use their professional subject-matter expertise and experience to turn policy direction and resource allocation into day-to-day operations and work plans.

3.  The biggest issue I see is: how do we keep Fernie, Fernie? We all live here because we love it here. Whether you’re a 5th generation Fernieite or moved here five months ago, something about this community drew you to it. To keep Fernie a place that attracts people, businesses, and travellers, we must work together to maintain its charm, but recognize that it will require some compromise and evolution. To achieve this, we need to continue to modernize our municipal systems, support the development of more diverse housing inventory, and make decisions with a 20–30-year outlook. 

4. We need to build more diverse housing options: rental and ownership options that meet residents’ needs and price points. We need real homes, not just real estate assets. This is what will keep Fernie different from other resort towns; a place where the people who work here can afford to live here. If we don’t act, teachers, nurses, and other workers will be pushed out, forced to commute from neighbouring communities. As the Mayor I will advocate to the Province to modernize infrastructure funding for resort communities so that residents are not bearing the costs of increased visitors.

Harshan Ramadass
1. Two principles guide why I am running for Mayor: rebuilding trust with citizens and putting people first in the decisions we make. Four years ago, you elected me to bring discipline and practical problem-solving to the Council. My term confirmed Fernie’s great potential and where we have stalled: inertia and deferred decisions. Fernie needs decisive leadership that builds consensus, derives energy from council and focuses relentlessly on what matters to residents. My priority is getting back to basics: listening to residents, fixing our pipes, permits, and pavements/roads, and giving City staff the direction and resources they need to deliver.

2. Council sets policy and direction. Staff executes it. Think of a funnel: seven elected members direct a single employee, the Chief Administrative Officer (CAO), who is responsible for leading the municipal organization and its staff. Council is the governing board accountable directly to the community. The CAO operationalizes that direction, delivering services through city resources. That direction takes shape primarily through bylaws, budgets and strategic priorities. Council authorizes taxation, establishes land-use policies and zoning, approves budgets and sets the strategic direction. Staff then manages the day-to-day implementation. BC’s Community Charter and Local Government Act, enshrines council authority.

3. I see two deficits: a trust deficit and an infrastructure deficit. Trust deficit: Clear, timely, honest engagement with community. We have come a long way since I started the term, but I want to get even better. Infrastructure deficit: Lock in wastewater delivery. Establish fixed-schedule project milestones for the wastewater treatment facility upgrades with clear oversight. Adopt a "Fix-it-First" budget: Direct capital spending toward core asset, underground pipes, road renewal, and critical facilities before considering non-essential projects. The Integrated Infrastructure Capital Plan has given us the roadmap. Now we need to act on it. 

4. Visitors come to Fernie because it is an authentic community with real people, a strong sense of place and has unique heritage. Our job is to protect and strengthen that livability by delivering core services, well-maintained roads and public spaces, quality amenities and good value for taxpayers. We do this right, young families will continue to put their roots down, while generational residents continue to live here and the balance is maintained. We also need to ensure Resource Municipality Initiative funds are directed toward amenities and infrastructure that benefit residents and visitors.

CANDIDATES FOR THE OFFICES OF COUNCILLOR, FERNIE

Alleine Anselmo
1. I’m not a politician—I was born and raised in Fernie, and I care deeply about this community because it is home. I’m a mother of two children, and I want them to be able to grow up here, enjoy the same green spaces, recreation and sense of community that I did, and hopefully have the opportunity to raise their own families here someday.

2. I believe the role of City Council is to listen to the community, set clear priorities and provide direction for where we want our community to go. City staff should execute and work those priorities to make sure they get done.

3. For me, I believe protecting our green spaces, being thoughtful about development, making sure our infrastructure can keep up with growth, and working toward housing that allows local families, workers and seniors to remain in Fernie.

4. My goal would be a Fernie where tourism supports the community—not a community that exists primarily to support tourism. I think we need to be fiscally responsible with how our tax dollars are being spent.

Tracey Audia Kelly
1. I’m running for a second term because there is more work to do, and I’m committed to helping our community move forward. I’ve gained a deep understanding of the challenges Fernie faces, from renewing aging infrastructure and wastewater systems to managing growth while protecting the heritage, character and authenticity that make our community special.

I want to continue working toward responsible growth, a stronger and diverse economy, reliable core services and long-term financial sustainability. I believe collaboration is essential. By building partnerships with community organizations, we can create amenities and services that improve livability without placing the burden on taxpayers.

2. Council is a governing body and serves as the voice of our community, guiding its direction. Council must ask questions, understand issues, and do the work of reading and comprehending staff and consultant reports to make informed decisions that guide the future of our city.

Council sets strategic direction and provides oversight. The CAO and City staff are responsible for running the day-to-day operations. The CAO is the interface between council and staff and is responsible for implementing Council's strategic plan. Council is held to account for service delivery outcomes and best serves the community by being accessible and transparent.

3. Our “pipes” are currently one of the biggest issues. Upgrading our wastewater system and tackling inflow and infiltration are of primary importance. These are two separate things. The wastewater treatment plans are with provincial authorities seeking approval to proceed. Once approved by the province funding strategies follow. Inflow and infiltration require a combination of tactics, time, education and money to effectively mitigate. It is important to understand we need to work on these issues concurrently with all the other issues the City has and continue to deliver services to citizens. Nothing exists in isolation and issues are interconnected. 

4. Tourism is an important part of Fernie’s economy, and we need to recognize the value visitors and second-home owners bring to our community. At the same time, Fernie needs to be a place people can afford to live, work and build a life. Growth needs to be managed, and  we need to ensure infrastructure and services can keep up with growth. We also need to be mindful of housing and ensure there are opportunities for people who live and work here year-round. It’s about finding balance and making sure Fernie remains a great place to visit and call home.

Reto Barrington
1. I feel that I could bring clarity and critical thinking to the political process in Fernie. I believe that Fernie needs to recalibrate its objectives. All parties must leave personal bias behind and enter discussion to form a consensus of the top priorities “for the town” rather than for individual interest groups. I can assist in that process.

2. Council determine policy and staff implement that policy. The difficulty is that staff outlive councils, so an imbedded culture inevitably emerges within staff which can confuse the implementation of council’s will. This can be avoided with strong leadership from Council.

3. Financial pressure due to deferred maintenance obligations leaves no money available for other priorities. I would view governance through this lens. Reduce cost and capital expenditure wherever possible by focusing on what is possible with limited financial resources. Seek senior government support for a solution to the water and sewer problems which overlay all subjects.

4. I would focus on initiatives that allow the enormous benefits of tourism to continue to provide a growth engine for the improvement of the community in the form of improved infrastructure and job creation for residents.

Kathleen Dolan
1. I have been engaged with community and local political issues for years, focusing my university studies on rural public policy and healthy communities. I work in the housing sector with a local non-profit organization. Through my work and personal life, I see Fernie’s affordability challenges growing, which has inspired me to bring my voice and expertise into local politics. A healthy community is one where residents can thrive, and local governments are responsible for creating environments where this can happen. I hope to be a spokesperson for the people living here who want to build a healthier, affordable, future-thinking Fernie.

2. City Council is a seven-person team elected by residents to work collaboratively and set municipal priorities, policies, and strategic direction. Council are the municipality’s legally appointed decision-makers. City Staff are employees of the Corporation of the City of Fernie with specific jobs and expertise in areas such as engineering, asset management, parks and recreation, planning, and bylaw enforcement. Staff report to the Chief Administrative Officer (CAO), not Council. Their role is to support Council’s decision-making by providing information, best practices, examples from other communities, and recommendations. Council considers and debates these submissions when they make decisions.

3. Aging infrastructure remains the biggest issue facing the City of Fernie. Previous councils did not adequately factor in the lifespan of essential City assets, and that lack of attention brought us to where we are today. I don’t know what happened 10-20 years ago, but I and other young adults are living with the consequences of this shortsightedness.

I do not want future generations facing barriers to basics like water, housing, and raising families. I am prepared to request that staff bring us creative and proactive solutions, and I’m prepared to make collaborative and courageous decisions at the council table. 

4. This remains an ongoing concern for many Fernie residents. Municipal governments are a balancing act, and there are trade-offs with every decision. It’s important to recognize that you can’t have tourism without the people who live and work in Fernie, and many people couldn’t live and work here without the impacts of tourism. This is where intentional, strategic development comes in: infrastructure that supports tourism and generates commercial revenue to reinvest in the community and reduce financial pressures on locals. We must ensure decisions prioritize residents by supporting an adequate supply of affordable housing, sustainable infrastructure, recreation, and essential services.

Josh Gawryluk
1. People have joked most of my life that I should get into politics. I’ve always laughed it off. This time, the timing felt right. I was raised in Fernie. This community and these mountains shaped who I am, I care deeply about what Fernie becomes.

My education is in environmental and resource management. My career involves helping plan, engineer and execute major infrastructure projects, including water and sewer crossings through sensitive habitats across North America. My work takes me from technical project planning to boardroom discussions, solving complex problems with competing priorities. I believe that experience is valuable at Council.

2. It’s not the most exciting question, but it’s an important one. Council represents the community, sets policy, passes bylaws, approves budgets and sets direction. Staff provides the professional expertise and manages daily operations. City staff reports through the CAO, and the CAO is accountable to Council as a whole. Individual councillors don’t manage staff.

That structure deserves respect, but nobody should be beyond accountability. Council should ask good questions, challenge assumptions and expect results. What worked in the past isn’t automatically the right answer for today.

3. Infrastructure is an obvious challenge. Housing, development, taxes and affordability are all connected, decisions we make in one area have consequences in another. The decline in homeownership among young people is frightening. Fernie gave many of us the opportunity to build a life here. Are we creating that same opportunity for those coming behind us?

Our infrastructure serves far more people than our permanent population suggests. Local taxpayers can’t carry that burden alone. We need to aggressively pursue senior government funding and greater flexibility to reinvest tourism generated revenues into infrastructure and housing, while making responsible decisions about growth. 

4. Tourism and second homeowners are important to Fernie’s economy, but that success creates pressure on infrastructure, housing and services. The people who live and work here shouldn’t carry a disproportionate share of those costs. I’d like to see Fernie push for flexibility in how tourism generated revenues can be reinvested into the community. Other BC resort communities are using these tools to address infrastructure and housing pressures. We should prioritize tourism investments that benefit locals. If we are investing in Fernie as a destination, those investments should improve life for the people who call Fernie home.

Phil Iddon
1. I am running for Council again after a one term reset following four terms. I found my previous time on Council very rewarding.

I believe I represented the long-term resident and long-term business community well, all while understanding many of our tourism and related growth issues. I was very operational and infrastructure focused and believe we have many pressing difficult decisions to make in the near and far term. I think I understand the issues and can aid in making sound decisions.

2. City staff are our resource people. They need clear direction on Council priorities. Council relies on staff expertise and the expertise of professionals brought in when knowledge base within the corporation needs to be augmented. Council and staff must work closely together to achieve council goals and priorities.

3. The City of Fernie has several infrastructure needs. Water and sewer are the highest priority. We need to secure funding for improvements to the wastewater treatment plant and prioritize storm water I and I issues that overwhelm the facility. If we do not divert storm water from our sanitary sewer system, we won’t be successful restoring an acceptable treatment level at our sanitary sewer treatment facility. We must integrate storm water mitigation into ongoing streets programs. Citizens can’t front this bill alone. Fernie has secured grants for infrastructure projects, and we must continue to do so.

4. The Fernie genie is out of the bottle, and it’s never going back in. Growth for tourism and secondary home ownership needs to help pay for growth within the corporation. We may need to better focus tourism dollars, RMI funds, into more functional projects, and focus new taxation from growth as the driver for any corporate growth. We are fortunate to have the tax base we have here, including mine taxes, and should be able to manage community expectations without overburdening the average resident that calls Fernie home. Our largest challenges, however, lie squarely in front of us now.

Taylor Petrucha
1. I’m running for Fernie City Council as I did not agree with or feel represented by several of the campaign platforms
of other individuals currently running. My education in business and review of the city planning documents lead me to believe a moratorium on new builds will harm our community and pass the unavoidable expense of updating our infrastructure onto current residents and businesses, while also preventing the city from achieving its previously stated goals, among them increased accessibility for housing. Council needs to find every way to make progress on our infrastructure and critically assess all systems and investments.

2. City staff are responsible for delivering the day-to-day services, programs, and projects that support those decisions. 

Council’s role is to:
•    Set the community’s vision and strategic direction
•    Approve budgets and major investments
•    Establish policies and bylaws
•    Make decisions and advocate on behalf of the community
•    Balance community priorities and long-term needs

Council needs to understand that they are part of the City of Fernie team and need to work with that team. They also need to understand how that team functions so they can identify opportunities to improve that team with the limited methods they have. 

3. Not knowing the current condition of our assets. We need to quantify the useful life and replacement cost of every facility, piece of infrastructure, and equipment the city operates to deliver services. This can then help us with capital planning and remove the unexpected surprises that upset the predictability of future investments. Our indoor rink, aquatic centre, and the Max Turyk facility are at the centre of this and great items to fold into the Integrated Infrastructure Capital Plan. No more surprises. This is outlined well on page 30 of the 2025 Annual Municipal Report.

4. We need a full host of housing that can accommodate the spectrum of needs for our community. These are well defined in the housing needs report from 2025. We need entry-level housing. We need an accommodation solution for housing the influx of people coming here for work during the winter and summer seasons. If people are in opposition to the housing solutions proposed, we need to hear alternative solutions. If the issue is location, then where else are we putting housing density? Because density is coming.

Ted Shoesmith
1. To continue to keep the city focused on its core infrastructure. I’m happy that it has become part of the zeitgeist in the town- it’s good that everyone is now aware of these issues. What’s required here are discipline and conscientiousness over a longer span of time. While we’ve made some progress there is obviously more to be done. I also want to continue to improve our building/planning departments, to engage with people in a collaborative rather than combative manner, and of course I just like the job.

2. Council are the representatives of the townspeople; they set policy and see that it is carried out. Staff manage the city day-to-day, and as professionals their job is to ensure the city is in line with provincial law and town policy. Our Canadian system of governance relies on professional bureaucrats to manage things and provides a check on that bureaucracy through a council which answers to the voter.

3. You thought I’d say, “the pipes!!” didn’t you? Close. It is a problem that requires years of prudent budgeting and diligent repair. But that’s not it. The biggest issue is increasing hostility. We’re too small a town for that. If people start lifelong feuds over every issue, then we can never achieve anything. I’ve found that a foe on one issue can later be of great help with another. We need to work together honourably and in good faith. I will present the facts as I see them and engage with colleagues and citizens with the respect they are due.

4. While I’d like to go back to the town of my childhood, that’s not possible. We live in the world as it is, not as we wish it were. We need to allow enough growth that blue-collar workers and professionals can continue to raise their families here. The taxpayers should be put first - a working family in Fernie subsidizing any service to a second homeowner/business outside town is an anathema. The city should offer locals' passes and have higher STR fees. However, we should also recognize that tourism is inevitable, and now a key driver of our town’s economy.

Joshua Slykhuis
1. I’m running for city council because I believe the next four years will be about execution. Much of the planning is done. We must fix the sewer inflow problems, repair the pipes that leak half of our treated water, and fix aging infrastructure. While doing this I believe we can improve how we communicate with residents. I want to turn plans into results, so we protect infrastructure, control costs, and keep residents informed.

2. Council sets the direction for what the city should do and why, staff implements it. How to do it legally, technically, and operationally. Council decides priorities, policy, and budget. Staff provides options, cost, risk, and then delivers the work. Council does not run day to day operations, staff does not set the community’s goals. Clear roles keep decisions accountable and execution professional.

3. Without a doubt infrastructure. Every door I’ve knocked on has touched on this. It is priority number one.

4. Weekend and holiday homeowners in Fernie are not outsiders. After hundreds of doorstep conversations, nearly everyone said they would live here full time if housing and work allowed. They are our friends and neighbours. They hire local trades to maintain their properties and pay full taxes. The tension with residents is real, but it is a housing supply problem. When the rental projects now under construction are finished, pressure on long term renters and part time owners should ease, and more of those weekend households will have a realistic path to staying year round.

Scott Tibballs
1. I'm running because I want to support those who live and do business in Fernie now, for the sake of our community's future. To help do that, I'd like to see Fernie laser-focused on getting services, permitting and infrastructure needs done right. Getting the municipality's core responsibilities right means that life can continue uninterrupted. Fernie has an advantage over other communities in that it is full of community groups and volunteers that get amazing things done – I’d like to see Fernie lean into these groups more to provide amenities and quality of life while the city focuses on infrastructure.

2. City council set the strategic direction of the municipality and act as the voice of the community in decision-making processes that affect everyone. Council are there to ask questions, make decisions, and provide direction to the CAO, who guides city staff operationally. Council also answer for the successes and failures of the municipality, so they need to be well-versed in what is happening at City Hall, and maintain a positive and productive relationship with staff, who run the ship.

3. Pipe infrastructure. Infrastructure renewal is an ongoing and continuous job, but there are too many critical points of failure right now, and most of them are to do with getting water in and out of our community. I’d like to see more done to limit the amount of stormwater getting into our wastewater pipe system, which overloads our wastewater treatment facility. We can do this by investing in pipes, by educating the community on the need for only wastewater to go into the sewer system and seeking out grant funding to limit the tax burden on locals.

4. The balance is in focusing attention on supporting locals and those who own in this community and leaving tourism to tourism. I don’t care if someone is a second homeowner or not – if they own, they pay taxes towards the city, and the city owes them reliable services and infrastructure. It is not the city’s job to make tourists happy, but it is in the city’s interest for them to be happy. We achieve this by working with groups who know more about tourism than a local government does and empower them to do their work well.

SCHOOL TRUSTEE, SCHOOL DISTRICT NO. 5 (SOUTHEAST KOOTENAY), TRUSTEE ELECTORAL AREA 1

Questions to the Candidates
1. Why are you running for trustee of the Board of Education in School District 5?
2. What do you feel are the major challenges students are facing in our district and how will you support them?
3. How will you / the district help schools manage quality of programming and education as costs continue to outpace funding?

Nicole Heckendorf
1. I care a lot about public education, and I want to continue to work collaboratively to keep improving it. I’ve built
meaningful relationships with families, school staff and district staff not only during my first term as trustee, but
for the many years leading up to it. As an active parent and school volunteer, I interact with the school community daily and learn about the challenges families and schools face. I can advocate to the right people in the district to support students and schools. I am invested and willing to work hard.

2. Special Education funding is an ongoing challenge. While we receive $12.7 million from the government for officially designated students, many more need help. With Board backing, the district supplements the learning services budget by $4.5 million to support students with diverse needs.

Provincially, literacy and numeracy achievement have declined over time. Although our district has shown small improvements over two years, this remains a key focus. The board funds a literacy support lead and a numeracy support teacher for early intervention, teacher support, and professional development. Additionally, I volunteer to support the 1-to-1 reading program at EIDES.

3. While the actual per-student funding rate hasn’t changed, our enrollment is down slightly and overhead costs, utilities, and capital projects are continuing to rise. Schools and teachers are incredibly creative in finding ways to maximize their budgets for the benefit of students. I am always willing to advocate for implementing creative solutions. The Board supports the district in any cost-saving initiatives that result in more money for students and teachers. For example, the Board has supported the district in streamlining certain district office roles and processes and those savings have been put back into classrooms.

Joe Warshawsky
1. I have 10 full years of being in a municipal level of governance and have a complete understanding of Robert's Rules of Order. I've worked provincially and locally, and I understand how to collaborate and put groups together to help this district. I realize that I need to be able to put my arguments out there so the rest of the school board trustees can understand what my concept is.

2. I don't believe that we prepare our students for post-secondary education the way that Alberta does. I'd like to see more of a focus on general studies for 1st year students because there are significant differences between high-school and that first year of Polytechnics or University. I feel that the students in BC are ill-prepared for the higher level of academia which leads to more dropouts when they pursue that level of education.

3. I believe that the district has professional people that work for the board that have the ability to find any money that may be out there or grants that are available. I don't believe that I can take the place of the staff who are well trained to do this function on our behalf. I am eager to help and submit grants as needed to increase the current level of education.

You can also read it here.