Question 1 - Yellowknife is entering a significant economic transition as the NWT's diamond mining industry changes, with two mines now moving through closure while many of the major projects expected to create new economic opportunities are still several years from full construction. What should Yellowknife be doing now to navigate this transition and position the community for long-term economic success?

Yellowknife's economic transition is one of the most important challenges facing the next City Council. With diamond mines approaching closure and major new projects still years away, we need to focus on retaining the businesses and residents we have today while preparing for the opportunities that lie ahead. We also need to consider the changing demographics of our community. Our seniors are important contributors to the local economy and often have high levels of civic participation. At the other end of the spectrum, we need to give our young people confidence that Yellowknife is a place where they can pursue their education, develop their talents and creativity, and ultimately build their futures.

First, we need to make Yellowknife an affordable and attractive place to live, work and invest. Rising property taxes, housing costs, energy costs and aging infrastructure all affect our competitiveness. The City needs to carefully manage its capital priorities and maintain reliable core services, particularly water, sewer and emergency services. We must also continue working with territorial and federal partners to address the cost pressures facing residents and businesses.

Second, we should be preparing now for future economic activity. That means ensuring our land-use policies, permitting processes and municipal infrastructure are positioned to accommodate new investment. We have opportunities to work more closely with the GNWT, Indigenous governments, industry and post-secondary institutions to identify workforce needs and expand local training opportunities.

Third, we need to continue diversifying our economy. Mining remains an important part of Yellowknife's economic future, but several other sectors deserve greater attention. Local agriculture and food production are particularly important to me, both as economic opportunities and as ways to reduce our dependence on costly imported food. We should also build on our successes in tourism, post-secondary education and research while supporting the growth of small businesses. A healthy downtown, vibrant commercial districts and a welcoming community are economic assets in their own right.

City Council cannot determine global commodity prices or the timelines of major resource projects. What it can do is create a stable, predictable and supportive environment for businesses, encourage investment and make Yellowknife a place where people want to build their futures. Our immediate priority should be to strengthen that foundation rather than wait for the next major project to arrive.

Question 2 - Crime and public safety concerns are also creating direct costs for Yellowknife businesses through theft, property damage and increased spending on security and other measures to protect their employees and property. As a member of City Council, how would you address the impact these issues are having on the business community?

Crime and public safety are serious concerns in Yellowknife, particularly for our downtown businesses. In fact, these have become chronic issues that, from my perspective, have not substantially improved since I first arrived in the city in 2011. I've witnessed these challenges both as a journalist with Northern News Services and while working in the service industry at Boston Pizza and The Black Knight. Theft, vandalism, property damage and the costs of additional security measures place significant burdens on business owners, employees and customers. These are real operating expenses, and I'm not sure everyone fully appreciates how much business owners have to navigate when dealing with these issues. I remain frustrated by how these challenges ultimately affect the affordability and attractiveness of doing business in our city. I believe the City needs to take a more coordinated and proactive approach.

First, we need to strengthen communication and cooperation between the City, RCMP, municipal enforcement, the business community and organizations providing social services. Business owners should have opportunities to openly identify recurring problems, share their experiences and help shape practical responses. Just as importantly, we need to ensure their concerns receive meaningful follow-up. In my view, the outgoing Council has taken important steps by increasing the presence of Municipal Enforcement Officers downtown. I believe we should build on those efforts while evaluating their effectiveness.

Second, we should examine how municipal resources are being deployed, particularly in areas experiencing repeated incidents of theft, vandalism and disorder. This includes reviewing the role of municipal enforcement officers and identifying opportunities for better coordination with the RCMP. I'm also a strong proponent of practical improvements to lighting, maintenance, zoning and the design of public spaces. The City needs to establish clear standards for our downtown and commercial areas and demonstrate the resolve to consistently maintain and enforce them.

Third, downtown revitalization and public safety need to be considered together. A cleaner, more welcoming downtown with well-maintained public spaces, active storefronts and greater pedestrian activity can improve the sense of safety while supporting local businesses. I would like to see a more sustained approach to downtown maintenance and cleanup rather than relying primarily on occasional initiatives.

We also need to recognize that many of the challenges affecting downtown Yellowknife are being experienced in communities across Canada. They are complex and often connected to broader issues involving housing, addictions, mental health and poverty, sometimes in combination. The City must be honest about its limitations. It cannot resolve these issues independently and needs strong working relationships with the GNWT, Indigenous governments and community organizations to coordinate effective responses. Sometimes that will involve law enforcement. Other times, it will require mental health services, social work or advocacy for additional resources that may take time to become available. Above all, businesses need to know their concerns are being taken seriously and that meaningful action is being taken.

I would support establishing clearer priorities, improving coordination between agencies and regularly reporting on progress so residents and business owners can evaluate whether our efforts are making a difference. A safe and welcoming downtown is essential to Yellowknife's economic future. Restoring confidence in our public spaces needs to be a priority for the next City Council.

Question 3 - Yellowknife needs more development to support housing, economic growth and the long-term needs of the community, but development can involve difficult trade-offs and face barriers that prevent projects from moving forward. As a member of City Council, how would you approach growth and development in Yellowknife?

I believe Yellowknife needs to take a practical, balanced and forward-looking approach to growth and development. We need more housing, more opportunities for businesses and greater investment in our community. This should be a major focus as we enter the economic transition associated with the closure of diamond mines. However, development needs to be considered within our means, taking into account our existing infrastructure, municipal finances and the long-term interests of residents.

First, I believe the City should make its development processes as clear, predictable and efficient as possible. Developers, businesses and residents should understand the rules, approval processes and timelines involved. Unnecessary delays and uncertainty can discourage investment and increase costs, ultimately affecting housing affordability and economic development. I am concerned that this has happened in the past and contributed to unnecessary frustration among developers and business owners. At the same time, transparency and public consultation remain important so residents can have confidence in the process. Development decisions can involve legitimate concerns about neighbourhood character, environmental impacts, infrastructure capacity and the use of public land. These concerns deserve serious consideration rather than being dismissed as obstacles to growth. We need to find the right balance between neighbourhood interests and those of the city as a whole.

Second, the City needs to continue emphasizing the effective use of existing infrastructure and developed areas. Infill development, appropriate increases in density and the redevelopment of underutilized properties can create new housing and commercial opportunities while potentially reducing the need for costly infrastructure expansion. I would be hesitant to support the development of new neighbourhoods without a clear understanding of the long-term financial obligations they could impose on ratepayers. I also believe there is considerable evidence that successful downtown revitalization depends, in part, on additional residential development. More people living downtown means more foot traffic, more customers for local businesses and greater demand for amenities and activities. This can help create the vibrant, welcoming downtown that residents want. However, we must ensure that new development is supported by adequate water, sewer, transportation and emergency services.

Third, we should think more creatively about how municipal land and planning decisions can support broader community needs. Local food production is particularly important to me as an opportunity to address affordability, food security and climate change. We also need to continue identifying appropriate locations for new businesses and ensure housing development reflects the needs of families, seniors, students and workers. The City's relationships will be essential to achieving these goals, particularly those with Indigenous governments, the GNWT, developers and community organizations.

Many of the opportunities and challenges associated with growth extend beyond municipal jurisdiction, and successful development will often depend on cooperation between multiple partners. Ultimately, I don't believe the choice is simply between supporting development and protecting the interests of existing residents. Good planning should accomplish both. I recognize that not every development decision will satisfy everyone. Council must sometimes make difficult choices, and I believe those decisions should be based on sound evidence, transparent reasoning and a willingness to explain them publicly.

My approach would be to evaluate proposals on their merits, consider their long-term costs and benefits, listen carefully to affected residents and make decisions that support sustainable growth.

Question 4 - The major projects expected in the North will require a larger and more diverse workforce in the years ahead. How should Yellowknife prepare its residents and businesses to participate in and benefit from those opportunities?

I believe Yellowknife needs to begin preparing now for the workforce and business opportunities associated with major northern projects, rather than waiting until construction is underway. One of our greatest advantages is that Yellowknife, and the NWT more broadly, already have a well-established workforce and experienced businesses. We have post-secondary institutions providing high-quality training in trades, business, health care and environmental science. We also have a long history of supporting major resource developments and infrastructure projects. We need to build on those strengths while recognizing that the skills and services required in the years ahead may differ from those of the past.

First, we need to continue strengthening relationships between industry, educational institutions, Indigenous governments and the GNWT to develop a clearer understanding of future workforce requirements. Aurora College, for example, has an important role to play in providing trades training, apprenticeships and other educational opportunities that can help residents prepare for emerging employment needs. The City does not directly control education and training, but it can help bring partners together, identify local economic opportunities and advocate for investments that allow residents to develop the skills employers will need.

Second, we need to ensure that Yellowknife businesses are positioned to participate in major projects. That means maintaining regular communication with industry and the business community to understand anticipated procurement needs, potential barriers and opportunities for local contractors and service providers. Small and medium-sized businesses are particularly important. Not every company will be directly involved in construction or resource extraction, but major projects also create demand for transportation, accommodations, food services, equipment maintenance, professional services and many other activities. I would like to see the City work closely with the Chamber and other partners to help businesses and residents understand upcoming opportunities and make the connections necessary to compete for contracts.

Third, we need to make Yellowknife a community where workers and their families want to live. Workforce development is not simply about training people for jobs. It is also about retaining them. Housing affordability, reliable municipal services, recreational opportunities, public safety and quality of life are all factors that City Council can influence. The next Council has an opportunity to help make permanent residency in Yellowknife more attractive than temporary or rotational employment arrangements. I am particularly concerned about ensuring that young people can see a future for themselves in our community. We should be encouraging opportunities for students, apprentices and young professionals to establish careers here rather than feeling they need to leave the North to succeed.

Finally, I believe we need to recognize the opportunities associated with an increasingly diverse workforce. Major projects will require people with different educational backgrounds, technical skills and professional experience. We should be working with our partners to ensure that Indigenous residents, young people, women entering traditionally male-dominated trades and others have meaningful opportunities to participate. Ultimately, the City cannot guarantee that major projects will proceed on a particular timeline or that every contract will go to a local business. What it can do is help create the conditions for Yellowknife residents and businesses to compete successfully. Our goal should be to ensure that when these opportunities arrive, Yellowknife is ready to benefit from them and that the economic benefits remain in our community for years to come.