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Working Together For Positive Change

Together We Can Bring The Change That

Abbotsford Needs. On November 15 Vote AbbotsfordFIRST

Meet our Candidates Our Platform Why Abbotsford Needs A Change How To Vote

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Working Together For Positive Change

The City of Abbotsford Needs Change.Ten years ago we had very little debt. Today? We have more than $100 million dollars and counting.

Abbotsford is no longer a small coun-try town. It has big city issues:• Drugs and gangs;

• Homelessness;

• And now, massive financial problems.

Now is the time for the political struc-ture in Abbotsford to catch-up.

This is a critical point. If you remem-ber one thing from this newspaper, it’s this:No individual candidate for City Council can promise or deliver any changes by them self; they only have one vote against seven!To effect real change, you need more votes at the Council table, and that takes a team effort.So, when people ask us, “Why a slate?” The reason is plain and simple: only a team can deliver the change that Abbotsford needs.

There are more benefits to a team approach:• A team of councillors will naturally

hold themselves to a higher stan-dard of accountability with each other;

• Having the AbbotsfordFIRST name on the ballot ensures name recogni-tion of our team. This reduces con-fusion at the ballot box. All too often at municipal elections, councillors are elected exclusively on name recognition. Rarely are they elected on competency. AbbotsfordFIRST branding increases the likelihood of individuals with critical competen-cies getting elected.

• Something I’m really excited about is our Advisory Council. This is a formal, established body of 15 to 20 men and women from our commu-nity who will give advice and coun-sel to AbbotsfordFIRST. They are experts with their own network of influence in areas of critical impor-tance to Abbotsford. This is some-thing that gives our councillors a huge advantage in determining and solving issues in Abbotsford.

No one person has all the answers for Abbotsford. It takes a team.

Leadership. Accountability. And Respect.What do we mean by this?We were told three years ago that our City would be a ghost town if we didn’t spend $300 million on a new water source. Three years later, still no water plan. That, my friends, is not Leadership!

Without political will, or the strength of a team, issues get kicked down the road.

We’re $100 million in debt because of ‘Plan A’, and some other poor spend-ing. The arena itself went $40 mil-lion over budget, and the Abbotsford Heat cost us nearly $10 million. The City’s solution? Get rid of our anchor tenant, spend $250,000 renaming the building, and re-sign a management contract with the same incompe-tent management company. No one lost their job, no councillors lost their seats and no one lost a contract. Even the Heat was given $5.5 million on the way out the door. That, my friends, is an example of lack of Accountability at City Hall.

Who can forget how City employees covered a homeless campsite with chicken manure? There are many thoughts and ideas of how to deal with homelessness. But we can all agree it should be done with Respect… one of our core values.

These outcomes are unacceptable and they illustrate a City Council that is unable to perform. Yet, because of name recognition, Councillors keep getting re-elected. Because they keep getting re-elected, they think they’re doing a good enough job.

So, it is a simple concept: If we want a better City Council, we need to elect more effective City Councillors.

AbbotsfordFIRST is developing solu-tions to the major issues facing our

That’s a staggering amount of money, and our current administration thinks it’s a reasonable amount. If you drive up and down our main arteries - South Fraser Way, McCallum and Clearbrook Roads, to name a few – ‘For Sale’ and ‘For Lease’ signs are everywhere. Last year, with only $14 million in the bank, the City tried to give away $17 million to the YMCA.We have one of the highest unemploy-ment rates in Canada;3000 people are served every month at the local food bank.We have an enormous white ele-phant, a $100 million sports and en-tertainment complex, which is closed most of the time, and managed by an American company.We’ve made headlines around the world because of how we’ve mishan-dled the homeless issue.These are problems that need solu-tions. We need change! We need to change the mindset at City Hall.At AbbotsfordFIRST, we believe in put-ting Abbotsford businesses first!We believe in supporting local businesses that provide employ-ment and pay taxes in Abbotsford. Transparency needs to be applied to the entire process of bidding and awarding contracts.

Abbotsford needs change!About a year ago a few of us started meeting to discuss the state of affairs in Abbotsford. We asked: Can any-thing be done? Is it futile? Do people even care about local politics? Where do we begin, and what should we do?

And from these discussions, the idea of a team approach was born. We spoke of how Surrey has gone from being at the butt-end of jokes to be-coming one of the most prosperous and innovative cities in Canada. And they brought about change by es-tablishing a team of independent Councillors with a unified vision for the City.

We believe we can do the same thing here.In politics at the Provincial and Federal levels, where vision, and a big picture is needed, the team approach is the only way to get things accomplished.

city. Not grand, motherhood state-ments, like “things should be fixed,” but detailed, actual steps that the City should take. Some of those ideas are here in this newspaper. Abbotsford must elect an effective team who will deliver solutions at the Council table, not empty promises.

You will notice some obvious things about our candidates.All of them are focused, driven individ-uals that must get things done, every day, in order to succeed. Each has experience with governance, but they live in the real world where the bottom line is important. They are all very involved in our community. They are already working for you. We want to get them working at the Council table and bring their success to the City of Abbotsford, as a team.

Let me say this again: No one can make a campaign promise to you running as an individual, and keep it… not even candidates for Mayor. They need the votes at the Council table to make things happen.

A Team can deliver on a campaign promise, and what we promise is a change in Abbotsford. That’s what a Board of Directors brings to a corpo-ration, and we need to change the way Abbotsford conducts its business.

Leadership. Accountability. Respect. This is our motto… and our Team can deliver it.

If you believe in these ideas;

If you believe this City can do a better job;

If you believe that Abbotsford can realize its potential through change, please give us your support.We need you to get involved. Talk to your friends and family, volunteer, vote, and yes, even donate.

Fred Thiessen, President

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Abbotsford Needs a Change

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UNEMPLOYMENT RATE

DEBT

PROPERTY TAX INCREASE(2006-2013)

7.4%43% +

PROPERTY TAX RATE(per $1000 assessed value)

ABBOTSFORD SURREYDELTA COQUITLAMLANGLEY7.9 5.7 5.6 5.4 4.7

WATER RATE INCREASE(2010-2012)

83% +

$102 MILLION

+

($78 MILLION Capital Projects

$24 MILLION owed to DCC’s)

Source: Statistics Canada (Oct. 2014)

Source: Govt of BC – http://www.cscd.gov.bc.ca/lgd/infra/statistics_index.htm

Highest in Western Canada

Source: www.abbotsford.caSource: Department of Engineering City of Abbotsford

Source: 2013 City of Abbotsford Financial Statements

• Treat your money as if it were our own.• Create a business friendly environment in

our city.• Focus on debt reduction and fiscal

prudence.• Minimize tax, water and other rate

increases.

It’s about the economyJoin our team on Nov 15thFOR CITY COUNCIL

Our Current Council PerformanceISSUE OUTCOME

PLAN A Your own money spent to convince you to vote yes$130 million spent$65 million in interest$18 million in bldg and Heat losses$5.5 million paid to Heat to leave

STAVE LAKE WATER PROJECT $300 million budget approved by all Councillors Disregard for all water use statisticsMore than $300,000 spent on advertising

YMCA $17.5 million gift to the YMCACouncil told the City only has $14 million in bankDeal includes no ownership, no say in programs Competes directly with existing businesses and programs

ACS Supportive Housing Proposal $15 million in Provincial Funding turned down2 years and countless staff hours wasted Alienated the Abbotsford Community ServicesAlienated the Downtown Business AssociationAlienated the Province of BC by asking for money and then rejecting it Followed up the spreading of chicken manure on the homeless by turning down the funds to build a real one for 20 people in need.

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Working Together For Positive Change

AbbotsfordFIRST believes it is incredibly important that City Councillors understand Financial Statements. They must understand the reasons why they are making the decisions they are making. Deferring decision making to city staff can no longer be the norm.

We have brought together a team to analyze the financial position of the city including Chartered Accountant, Eric Nyvall. Years ago, he articled at the very same firm that acts as the City’s auditor and ensures that the financial statements are presented according to Generally Accepted Accounting Principles (GAAP). We also have numerous business owners in our volunteer base and advisory board.

Some Questions for Our Current City Council.

1. Housing starts before 2009 aver-aged 1100 per year. After that it has been abysmal... 2009 (365), 2010 (516), 2011 (537), 2012 (371), 2013 (749). Comparing 2013, our best year in the last 5 to 2008, we see a 40% decrease in housing starts. If you’ve managed our local economy so favourably, where has all the investment gone? Can you account for this decrease in perfor-mance? (Source: Canadian Mortgage and Housing Corp)2. Total debt – AbbotsfordFIRST con-siders monies borrowed from DCCs a deficit. Our cities debt therefor, from our perspective is about 102 Million dol-lars. This includes 78.4 million (capital projects) and 24 million (DCCs). Why do current councillors not acknowl-edge the $24 million internally borrowed (DCCs) as part of our cities debt. This money was largely spent on the 2 over-passes on Hwy 1 and those overpass-es were not in the city’s budget. This means we have taken money out of our DCC fund that should have been spent on other roads, infrastructure upgrades and expansions. That other work still needs to be done. This is called an in-frastructure deficit. Every time you take future DCC money and use it to pay for this expenditure of the past, you are not paying off debt, you are simply paying off one credit card with another. At the end of the day, taxpayers will be bur-dened with this rolling liability. How will you deal with this infrastructure deficit of $24 million?3. Additionally, the idea of paying off cur-rent DCC debt with future DCC revenue has led Council to raising DCC’s to the highest rate we can find in the Valley. Our DCC rate is approximately $29,000 per lot, whereas Langley is $21,000 and Burnaby is $7,000. The result has been a huge downturn in housing starts. In 2008, we had 1285 starts. In 2012, we had 371 and 2013 we had 749. In the 2013, the City projected $18 million in DCC revenue and it only collected $3 million. How was that revenue made up? All departments set their budgets against expected reve-nue so when $15 million doesn’t come in, something must be cut. What was cut?

4. Many councillors mention a strong cash position. Any excess cash com-ing to the City of Abbotsford is due to “inflated” DCC’s, an 80% + increase in Water Rates from 2010 to 2012, a 43% Property Tax increase since 2006. Taxing your citizens to pay for your mistakes is not strength. Can you clarify for the citizens of Abbotsford why these rate increases are so high if your stated surplus and financial posi-tion is so strong.5. Last year when the City of Abbotsford was thinking about giving the YMCA $17.5 million, the Finance Department issued a report to Council stating clearly that they only had $14 million available, and then they offered alternatives on how to make up the difference. Why did so many of you support this irresponsible expenditure of tax payers hard earned monies.11. With one of the highest Property Tax rates in the Province of BC, with the highest unemployment rate in Western Canada, with dwindling housing starts and many businesses closing, and a 9 year track record of nearly every major economic indica-tor resulting in a decline, what are you going to do to stimulate Abbotsford’s economy? Please post your plans for the economic development of Abbotsford. As sitting councillors, you have far more access to information and a comprehensive plan would be appreciated.6. The City of Abbotsford committed to giving the Abbotsford Heat $5.5 million to leave our city. Where is that money coming from? What will be cut to provide that capital? It wasn’t in our budget so it is “new” money. Where will it come from?7. If you’re answer is from the Surplus you are generating from “inflated” taxes and rates (lan-guage used by your own Finance Department in 2013), the result has been a city with one of the lowest growth rates in the Lower Mainland. How will you rectify this lack of per-formance and attract business, in-vestors and jobs?

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Working Together For Positive Change

SandyBLUE

Awards, highlights of your CV, and work experience. My career includes 25 years at BC TEL / Telus where I started the first Message Relay Centre for the Deaf in North America before moving on to other roles in Customer Service, Marketing, Advertising and Sales. At HSBC Bank Canada Head Office I managed Advertising, Marketing, Sponsorship and Brand for Canada for six years. In 2006 I was an instrumental part of the team that put the Abbotsford International Airport on the map, help-ing it to expand, bring new jobs to the city and give Abbotsford citizens more direct access to the world. In 2008 I joined the City of Maple Ridge - the #5 Top Canadian Investment City - as Manager Strategic Economic Initiatives. I’m one of about 1,000

economic development profes-sionals worldwide to hold the IEDC International Economic Development Council accreditation. I have a long history of communi-ty involvement across the Fraser Valley volunteering my time to make the region a better place for citizens and businesses alike - including six years as Police Commissioner for the Abbotsford Police Department; and Vice-President of the Abbotsford Police Foundation; Director, Envision Financial Credit Union Regional Council; and leadership and mentor-ing roles with the Minerva Foundation for BC Women. I was one of the founding members of the BC Chapter of Canadian Women in Communications (CWC-AFV); and the first Chapter Chair in Canada to be elected to the CWC Board where served one term as Vice-Chair. I

continue to volunteer my time to men-tor with CWC. Prior to moving to Abbotsford I vol-unteered for 12 years with the City of Burnaby RCMP Victim Services and the Community Policing Committee of Council where I was proud to serve on the Burnaby-New West Task Force to prevent the sexual exploitation of Children and Youth.

How long have you lived in Abbotsford?

I was raised on Vancouver Island, primarily in the Comox Valley, Sidney and Victoria. My career with BC TEL / TELUS took me from Victoria to Nanaimo, Terrace, and finally to Burnaby where we lived until moving to Abbotsford in 2000.

Sandy Blue is a seasoned leader with a track record of exceptional performance across an eclectic array of blue chip companies, community organizations & not for profit boards; my unique blend of qualifications, expertise & accomplishments bring a fresh perspective to se-nior leadership teams. Known as a savvy business strategist, accomplished communicator, skilled negotiator and builder of high performance teams, I balance diplomacy and candor with a straightforward, can-do approach, attention to detail, high energy and practical optimism to achieve results.

CANDIDATEPROFILE

THE ISSUE The Culture at City HallAbbotsford FIRST recognizes that local government is a unique form of business which involves redistribution of tax dollars and service fees to accomplish the priorities of those who live and work in the City of Abbotsford.AbbotsfordFIRST values the people employed by the City of Abbotsford and believes that positive, transparent communication between Council, its staff and contractors can substantially improve the City’s workplace culture.Abbotsford FIRST further believes that with an improved culture in the workplace the interactions between the City and those who do busi-ness with the City can be improved for the benefit of all concerned. The key is consistent, proactive, positive leadership from the Council through the City Manager. The staff and contractors employed by the City have a dual role. Firstly they provide the best possible informa-tion to the Council members regarding all issues before them so that the decisions made by Council are in the best interests of the taxpayer. Secondly they also have the role of delivering the services established through Council’s decisions as per the policies developed by Council. While AbbotsfordFIRST recognizes and respects the professional ex-pertise which staff and contractors provide to Council Abbotsford FIRST believes that Council is ultimately accountable for the services provided by the City.

THE SOLUTION AbbotsfordFIRST will immediately:

1) Establish a stakeholders group made up of staff and contract service providers plus public and private service recipients to iden-tify strengths and weaknesses in the City’s service delivery system. 2) Establish an independent, 3rd party 360 evaluation process for all positions within the City to create a benchmark from which to set goals for improved productivity, customer service and timeliness of service delivery.3) Establish an independent, 3rd party customer service feedback process to create a benchmark from which to set goals for improved productivity, customer service and timeliness of service delivery.4) Establish as a goal of Council that within four years those who deal with and receive service from the City of Abbotsford rate the City’s service as much improved.5) Establish as a goal of Council that within four years the City of Abbotsford will be recognized throughout the province as a great place in which to build a career and work on behalf of local government.

issues&solutions

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Kelly Chahal is a community advocate for the past 20 years, being involved in many social justice projects and continues to serve with The Fraser Valley Indo Canadian Business Association, is cur-rently a member of Senate with the University of the Fraser Valley, an ex-officio member of the UFV Alumni Board, and Advisory Board member for the Centre for Indo-Canadian Studies and continues to volunteer with Canuck Place . Kelly has developed and facilitated diversity training for various employment sectors and educational institutions in her quest to promote intercultural relations. Her experience and service have resulted in numerous service awards and acclamations. Kelly has her Master’s in Criminal Justice and works for the Ministry of Justice. Having raised her son and daugh-ter in Abbotsford, she is honored to serve her community.

KellyCHAHALCANDIDATEPROFILE

Awards, highlights and work experienceTop 40 Alumni Award, University of the Fraser Valley (2014).Queen Elizabeth II Diamond Jubilee Medal (2013).Service Award: University of the Fraser Valley (2012).

Other acknowledgmentsRocksborough-Smith Award: (2008).Feather presented by Stó:lô Nation Elders: introducing Respectful Relationships program (2007).Spirit Award: developing a positive en-vironment in the work place (2007).Rocksborough-Smith Award for Public Service: Special Projects Category (2007).Learning and Leading Award: Peer Review Team (2005).Distinguished Service Award (2005).

Summarize your education?Master of Arts in Criminal Justice (UFV) 2011Bachelor of Arts Degree in Criminal Justice (UCFV) 1994.Diploma in Criminal Justice (UCFV) 1993.Other Certificates:Fetal Alcohol Spectrum Disorder Training, JIBC (2012).Project Management Office Certificate, PMO 100, PMO 200, PMO 250 (2009-2011).Provincial Wellness Facilitation: (2005-2006).Provincial Peer Review Facilitation 2002, 2004, 2010, 2011, 2012, 2014.Frontline Leadership Program (JIBC).How long have you lived in Abbotsford?20 Years

Why do you want to serve on City Council?I come from the understanding that if you don’t show up, you don’t count. I’ve been tested with this all through my adult life, including having to unexpectedly raise my children as a single mother. My first real job was at Abbotsford Community Services, it was called Matsqui Abbotsford Community Services then, and I was greatly influenced by the Executive Director, Walter Paetkau . Walter es-poused those virtues of community building, interfaith dialogue, ethics and integrity. I want to contribute to the society where my children reside and work. I want a safer community so my grandson can grow up with-out fear of our neighborhoods and the violent crime that we see far too often. I feel my education and expe-riences make me a qualified to serve

as Council in a meaningful and col-laborative manner with the rest of my Team at AbbotsfordFIRST.

THE ISSUE:Health, Safety and ShelterAbbotsford has become the City known for many infamous issues lately, in-cluding having one of the highest incidence of Hepatitis infections in British Columbia among the non-incarcerated population, a rate of 65.5 per 100,000 (Fraser Health 2012). This is of concern because the high hepatitis C infection rate has resulted in a large number of hospital admissions due to drug overdos-es. Once you contract it, hepatitis C medications cost as much as $75,000 per person per year, so at the end of the day, we all pay. The Fraser Health Authority has long said services were urgently needed to pro-tect Abbotsford’s roughly 500 intravenous drug users to curb the high rates of hepatitis C. However, it has taken a civil lawsuit filed by three drug users, rep-resented by the Pivot Legal Society, who said it violated their Charter rights to life, liberty and security of the person for the City to finally pay some attention to this area.

THE SOLUTION: As a City, we need to address Health issues such as this proactively and imme-diately, and not wait until we are threatened with legal matters in order to make citizens health a priority.

Abbotsford Police Department has had a significant impact on crime reduction. During 2009, there were 11 homicides in the city and we were noted as the “ho-micide capital of Canada” and that number has since dropped to zero by 2011. Policing and engagement with the community are the reason Abbotsford police has been successful. Abbotsford is fortunate to have a police force who utilizes cutting edge strategies in developing methods to engage with the community, including public forums, extra security (cameras), reaching out to diverse pop-ulations, and prevention work. Therefore, in a recent report, the Fraser Institute stated police departments of the Abbotsford-Mission area are overstaffed, how-ever, failed to clarify the report lumped together two different jurisdictions, the RCMP in Mission with Municipal Police in Abbotsford, two completely different structures with different governance. Shelter issues do not only involve individuals who are homeless, they affect every day working families, who worry about where they are going to rest their head at night. We need to create affordable housing in established communi-ties where families can feel safe, children can go to their schools and public venues. Access to housing should not be a luxury, but a rightLiving in Abbotsford, we need to be cognizant that the Fraser Valley houses ma-jority of the Federal Institutions in British Columbia, and Abbotsford has three of them. Criminal behaviour continues here and although statistics show a de-cline in crime, we still need to be proactive in our approach to avoid becoming once again, the homicide capital of Canada. Recent sexual assaults and a re-cent murder suggest public safety is still an ongoing issue in Abbotsford.

issues&solutions

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Working Together For Positive Change

CANDIDATEPROFILE

Vince Dimanno is currently the Founder and President of the Abbotsford Ratepayers Association. He be-came involved in local politics by starting the “Stop Plan A” campaign. Shortly thereafter he was asked to write a weekly column for the Abbotsford POST. He is heavily involved in local community groups and charites including the Crohns & Colitis Foundation and the AbbyFest Multicultural Society. In 2008, he co-founded the Today Media Group and launched AbbotsfordToday.ca as a community news, information and entertainment service. He has appeared on GlobalTV, CBC, CKNW, CBC Radio and in The Vancouver Sun and The Province where he has been asked to provide the taxpayer’s perspective on nearly every major issue facing Abbotsford in the last 6 years. He firmly believes that for change to occur, it must start at the Council table.

VinceDIMANNO

Awards, highlights and work experience?Two-time Business in Vancouver “Top 40 Under 40 Nominee”. 1999 Golden Georgie Award Winner. 2000 PC Magazine Top 10 Anti-Virus Developers in the World. 2008 Crohn’s and Colitis Foundation’s Gutsiest Canadian in BC (Runner-up in the Nation).I’ve worked with Fortune 100 com-panies such as CanFor and the Jim Pattison Group, international organi-zations that include Whitbread, and in countries around the world from the US and the UK, to China and Japan. Clients include the Canadian Department of Defense and the US Department of Agriculture, the Ontario School District and the College Sports Newspaper Association.

How long have you lived in Abbotsford?More than 20 yearsSummarize your education?8 years at Simon Fraser University in the Sciences (Kines, Phys, Bio), a Business Management Diploma from Kwantlen College and multiple Technical Certifications.Why do you want to serve on City Council?I first become involved in politics when I stood up to fight against Plan A. When the people of Abbotsford vot-ed for those projects, I then felt that I needed to hold the City Council ac-countable for that decision and so I founded the Abbotsford Ratepayers Association.

To further shed light on the decisions, and mistakes that City Council was making, I also founded the Today Media Group and launched the Abbotsford Today web site. However, it became apparent over the years that no argument would ever change the mind of a City Councillor. In order to make change happen, there is only one place to make it hap-pen and that is from the Council table. I want to fight to protect your tax dollars. I want to turn city spending back to priorities that serve all of our citizens and I want to be a part of a Council that has a plan and isn’t dis-tracted by ego projects.

THE ISSUE:Abbotsford CentreThe Abbotsford Centre, formerly the Abbotsford Entertainment & Sports Complex, is still in financial ruin. It experienced construction cost overruns of nearly $40 million and an operating shortfall that has reached close to $4 million in the last 2 full consecutive years. Recently, the Abbotsford Heat (Calgary Flames) were asked to release the City of Abbotsford from their contract, and they were paid a $5.5 million penalty for doing so. However, this leaves the facility without an anchor tenant that was responsible for about 40 events per year. Therefore, we now have a facility that loses $2 million per year, and no anchor tenant to create any revenue, which can only result in the annual facility losses to grow even higher. From August through to the end of December this year, only 7 events are currently scheduled. At times, the facility has gone as long as 3 months without an event.

THE SOLUTION:Since it can be projected that the Abbotsford Centre will only have ap-proximately 20 events per year on its schedule, we propose to discon-tinue the Global Spectrum contract and have the City of Abbotsford take over the maintenance of the facility. This will reduce the over-head created by 3rd party costs incurred when the building is essen-tially empty for most of the year. We will then open up the facility so that independent promoters can

book events at the Abbotsford Centre. This might include Live Nation, Rock.it Boy Entertainment, AEG and others, where a larger group of pro-moters will have access to acts and events that are sized correctly for our facility. Global Spectrum has been unable to connect us to enough enter-tainment to make the facility generate revenue so we simply must look elsewhere.Finally, we need alternative revenue streams. These may include, but are not limited to:Preparing the facility for alternative configurations that can serve multiple purposes such as trade showsCustomize the facility layout so that small acts of under 2000 in atten-dance are a feasible targetMarket the facility to new groups. For example, the camera equipment was upgraded at a cost of $250,000 to meet AHL standards. We can now offer high end broadcast capabilities to such local groups as churches wishing to expand their reach, convention floor space with broadcast capabilities, and many more. Our goal is to reach 100 events per year at the Abbotsford Centre. To do so, we need “out-of-the-box” thinking and new ideas. Aggressive marketing is a necessity, and the lowering of operating costs essential, so that we can protect the taxpayer investment. Rather than continue to do nothing, AbbotsfordFIRST will work with staff to implement a new plan, with these points as a guideline. We’ll keep trying new things until we get it right. Note: AbbotsfordFIRST forwards the above solution without the benefit of access to contracts, in camera meetings, or other related obligations the City of Abbotsford may have with service providers. Our position on all challenges currently facing the city is that action must be taken. We present to you, the voter, a tangible plan of action that, as a team, we can deliver.

issues&solutions

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Working Together For Positive Change

BrendaFALKCANDIDATEPROFILE

Brenda Falk is a farmer, entrepreneur, and business woman. Owner of Tanglebank Gardens since 1996 and Brambles Bistro since 2012, Brenda has lived in Abbotsford since 1973. Active in the community, Brenda sits on the Agricultural Advisory Committee, the Economic Development Advisory Committee, the Mayor’s Task Force on Economic Development, a Member of the CFIB, co-creator of the Regional Circle Farm Tour and creator of the Passport to Christmas. Brenda is also a past member of the BC Nursery and Landscape Association.

Awards, highlights of your CV, work experience?Business Excellence 2000Agriculture ExcellenceBusiness Excellence 2005Tourism Recreation and LeisureFirst Tourism Abbotsford Tourism Excellence Award 2007.

Summarize your education?Studied Fashion Design at university of the Fraser ValleyStudied Horticulture and Landscape Design at Kwantlen Polytechnic University.

How long have you lived in Abbotsford?I have lived in Abbotsford since 1973.

THE ISSUE: Official Community PlanAbbotsford last developed an Official Community Plan (OCP) more than 8 years ago. They are intended to guide development of the city for a 5 year term therefore a new plan should be in place before the old one expires. Abbotsford continues to languish without a plan because of a systemic lack of leadership. While this document will be unable to address all of the outstanding issues with creating a new OCP, it will focus on highlighting initiatives and principles that we would like to see included in the final result.

BackgroundDevelopment & InvestmentThe uncertainty created by a lack of OCP leads to a lack of direction from City Staff for people coming to the community who want to start a business or invest. One of the best examples of this failure is the Fraser Hwy corridor. For years, and as recently as the last couple of months, city staff has been telling potential Agri-Industrial business own-ers to invest in land along the Fraser Hwy corridor with the notion that this area would be rezoned to accommodate businesses of this nature. However, staff has also known that this is not in any plan, nor on any schedule or list of priorities, and they have known this for years. Yet, they still direct people to Fraser Hwy for this kind of investment. No consistency, no direction, no reliability…these factors result in unhappy investors, busi-ness owners and residents. This uncertainty has resulted in investors going elsewhere. Housing starts have been a roller-coaster in Abbotsford, with nothing but an overall downward trend for more than 2 years. We lag behind our neighbours in business licenses (which are directly related to business investment) by a very wide margin. From 2000 to 2010, Langley received close 10 times the number of business license applications than we saw in Abbotsford over the same period. Finally, it should be noted that building permit values are not reflective of investment in the community as these numbers are skewed by mega-projects like High Street, etc.

Agriculture (Agri-Industrial)There is no plan for this industry and, as we can see from the paragraph above, there is no follow through even when staff directs people to invest in this sector. This allows abuse of the system in order for businesses to remain viable. For example, seasonal pro-cessing plants are moving to farms in order to take advantage of lower overall tax rates because we won’t focus on a zoning and tax scale that works for those businesses.

ALR PlanningRecently, a large area of land was removed from the ALR around our airport. According to the airport, they have no plans for expansion. That land was very farmable land. So, where is the plan? Abbotsford repeats this process many times over … working to take land out of the ALR, without substantial reason, and without consulting industry.

THE SOLUTION:AbbotsfordFIRST is committed to the swift compAbbotsfordFIRST is commit-ted to the swift completion of the Official Community Plan. In addition to bring-ing that stability to our community’s growth we strive to bring the following policies and actions to the Council table:

• Focus on densification before further expansion. This will generate revenue and lower in-frastructure costs allowing us to rebuild our DCC funds. Additionally, it will create a com-munity that allows people to live, work and play in an area with more affordable living options.

• The OCP should reflect the needs of a new generation, the generation that we want to move to Abbotsford…and stay in Abbotsford after graduation from UFV…or will move here to take advantage of the new jobs we will create with an aggressive business development program which will increase employment opportunities with better wages, across a diver-sity of industries…all built on the foundation of an Official Community Plan.

• Strike an ongoing committee that works with industry and development stakeholders to identify land use issues and desires. Of particular focus is the ALR. Industry needs access to rail, roads, services, the border, etc. Comparing these needs to available, non-farmable land will help determine future applications from the reserve. Justification for removals is needed more than ever and there must be a net benefit to the community.

• Affect a cultural change at City Hall, in conjunction with the guidance of Council and the OCP, to remove the word “no” and replace it with “how can we help you”. Adoption of a customer service oriented approach that treats everyone as if they were a personal friend.

• Preparation of initiatives in all sectors so that when Provincial/Federal Grants become available, we can apply for it with a plan already in place. For example, we can plan for the Fraser Hwy expansion now and be ready for multi-level funding opportunities.

• Target mixed use development initiatives in the OCP to promote the expansion and estab-lishment of small businesses in the community.

• Define a critical path of success for a business permit and then accelerate approvals for businesses that meet those requirements. Create the “Nexus” line for highly desirable, well prepared businesses. For example, Agri-tourism has shown that anywhere it becomes an established economic driver, those communities grow quickly. We will define these op-portunities, create a permitting/zoning option, and then accelerate the establishment of businesses in this sector.

• We recognize that the Official Community Plan should create an identity for the entire community. Once established, that identity becomes our brand and the basis upon which we market ourselves to the world.

• Collaboration is essential. Planning community growth with both our neighbors and the Provincial and Federal Government will mean the facilitation of a Regional Growth Strategy.

• Include in our OCP, a Sustainable Community Plan. A Sustainable Community means wa-ter conservation initiatives, energy conservation initiatives, investment incentives where conservation plays a key role, and where the combination of these initiatives delivers a net benefit to the community and tax payers.

issues&solutions

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Proudly Serving theFraser Valley Since 1954

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Working Together For Positive Change

Ross Siemens was born and raised in Abbotsford. He had the privilege of serving on the District of Abbotsford council for two terms (1986 to 1990) and was a founding member of the Abbotsford Downtown Business Association. Ross left politics to work with Youth With a Mission (YWAM) in Hong Kong. Along the way he had the opportunity to work with Teen Challenge in Macau and taught English at Shenzhen University in China for a semester. Upon returning to Canada he eventually purchased his family’s business, Hub Motor Service (Siemens Garage Ltd.), from his father. This automotive repair shop was started by Ross’s grandfather in 1954. He has served on the Abbotsford Community Services Board of Directors for the past six years and also serves on the Abbotsford Sports Hall of Fame Board of Directors. He has attended Fraser Valley College and Trinity Western University.

Awards, highlights of your CV, and work experience?Our family business, Hub Motor Service (Siemens Garage Ltd.) cel-ebrated its 60th Anniversary in 2014. Hub Motor Service was The Abbotsford News A-List (readers choice award) winner for automo-tive repairs for 2014 and has been nominated for Established Business of the Year (1-19 employees) for the Abbotsford Chamber of Commerce Business Excellence Awards for 2014.How long have you lived in Abbotsford?I was born and raised in Abbotsford. My mothers family (Smith/Adams)

were some of the pioneers that set-tled the Ridgedale area of Matsqui Prarie in the late 1800’s. My fathers family has lived here since 1951.Summarize your education?Graduated from Abbotsford Senior Secondary. Attended Fraser Valley College for Business Administration and attended Trinity Western University for International Studies.Why do you want to serve on City Council?Having had the privilege of serving on the District of Abbotsford Council at the age of 23 for two, two year terms, I wish to serve again because I care about Abbotsford’s future. My wife

and I have now raised our daughters and they are both in University. I have the time and energy to commit to this important job. My experiences being in business in Downtown Abbotsford and serving on the Board of Directors for Abbotsford Community Services give me a unique perspective to bring to the Council table. I am running with the Abbotsford First team because getting elected is not about just one person. Getting elected is about ac-complishing goals and objectives by working together. Abbotsford has the potential to be the economic hub of the Fraser Valley. A team approach can help accomplish this important goal.

THE ISSUE: HomelessnessAbbotsfordFIRST values ALL citizens and believes that everyone should have access to safe, secure and affordable housing.

AbbotsfordFIRST understands the concept behind the Council’s Task Force on Homelessness’ recommendation of a housing coordinator but sincerely be-lieves that more bureaucracy at city hall will not accomplish the goal of housing every homeless person.

THE SOLUTION: Abbotsford has a tremendous amount of resources already available with-in the community. City council must show leadership and allow B.C. Housing and Fraser Health to partner with private sector social service providers such as Abbotsford Community Services, Salvation Army and Mennonite Central Committee in order to get the job done effectively and efficiently.

AbbotsfordFIRST will immediately establish the following five policies:

Establish a Homelessness Action Committee of council consisting of repre-sentatives from Fraser Health, B.C Housing, Abbotsford Community Services, Mennonite Central Committee, Salvation Army, 5&2 Ministries, Drug War Survivors and the Abbotsford Dignitarian Society.

Work with Fraser Health to establish an ACT Team (Assertive Community

Treatment) for Abbotsford. ACT Teams are funded by the provincial govern-ment and provide health and mental health assessments and services for people living on the streets. These assessments help determine appropriate housing and/or treatment options.

Work with B.C. Housing to establish a “Housing First” project that was previ-ously rejected by Council. B.C. Housing is funded by the provincial government. “Housing First” is evidence based, best practices model of housing individuals in a supportive housing environment.

Work with our Homelessness Action Committee to enhance the “Rent Bank” already in place at MCC and Salvation Army. A “Rent Bank” is an innovative way to subsidize an individuals or families rent in order to ensure a safe and secure home. Unfortunately, not all affordable housing in our city is safe or secure.

Allow innovative and creative projects to be explored by community groups. Our long term goal is to have permanent, safe and secure housing for our citizens. The reality is that there are individuals who wish to remain “living rough”. This is generally a result of mental health and addiction issues. We are supportive of the concept of a “Dignity Village” and we are committed to working with the Abbotsford Dignitarian Society to address this very urgent need in our city.

AbbotsfordFIRST is committed to establishing a productive, professional and respectful relationship with senior levels of government. We acknowledge that many of our social programs are funded by senior levels of government and we value their partnership in building a city where every person has the opportunity to achieve their potential regardless of their circumstances.

RossSIEMENSCANDIDATEPROFILE

issues&solutions

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Maximize The Change During This Election.

How do I know if I am eligi-ble to vote?You are eligible to vote in a local election as a resident elector when you:• are 18 years of age or older when you register to vote or will be 18 years of age or older on general voting day;• are a Canadian citizen;• have been a resident of British Columbia for at least six months be-fore you register to vote;• have lived in the jurisdiction where you intend to vote for at least 30 days before you register to vote; and,• are not disqualified under the Local Government Act, or any other enact-ment, or by law from voting in a local election.You are eligible to vote as a non-resi-dent property elector when you:• are 18 years of age or older when you register to vote or will be 18 years of age or older on general voting day;• are a Canadian citizen;• have been a resident of British Columbia for at least six months be-fore you register to vote;• are not disqualified under the Local Government Act, or any other enact-ment, or by law from voting in a local election; and,• are the registered owner of property in the jurisdiction where you intend to vote for at least 30 days before you register to vote.Who cannot vote in a local election?You cannot vote in a local election (as either a resident elector or a non-resident property elector) when you:• have been convicted of an indictable offence and are in custody; or,• have been found guilty of an elec-tion offence, such as intimidation or vote-buying; or,• do not otherwise meet voter eligibili-ty requirements.

I live in one jurisdiction and I own property in an-other – can I vote in both jurisdictions?Yes. You may vote in the jurisdiction where you live when you qualify as a resident elector. You are also eligible to vote as a non-resident property elector in an-other jurisdiction when you have owned the property in the other juris-diction for at least 30 days before reg-istering to vote.I own property in B.C. and I live in a different province or country – can I vote?No. You must be a resident of British Columbia for at least six months be-fore you register to vote.

I live in one jurisdiction and work for extended periods of time in a different one – can I vote in both places?No. You can only vote in one jurisdiction when you live away from your usu-al place of residence and work for extended periods of time in another jurisdiction. You must vote in the juris-diction where you maintain your usual place of residence.I own a company – do I get an extra vote in a local election?No. There is no corporate or business vote in local elections. Voting rights are granted to citizens based on res-idency or property ownership. You cannot vote on behalf of a corpora-tion, or as a non-resident property elector based on a property owned wholly or in part by a corporation.

Do I need identification in order to vote?Identification is not required when a jurisdiction uses a list of registered electors (voter’s list) and your name is on the list. You will be required to provide identification if your name is not on the list of registered electors, or when the jurisdiction does not use a voter’s list.You must provide two pieces of iden-tification that prove who you are and where you live – or take a solemn dec-laration about where you live – when identification is required by a jurisdic-tion and you are eligible to vote as a resident elector. One piece of identification must in-clude your signature. You must pro-vide two pieces of identification that prove who you are and where you live as well as the address or legal de-scription and the title (or other proof of ownership) of the property you own when identification is required by a ju-risdiction and you are eligible to vote as a non-resident property elector. Only one owner can vote – and they must have the written consent of the majority of the other owners – when you own a property with one or more person(s). Contact the appropriate jurisdiction for information about whether or not identification is re-quired and what type of identification (e.g. driver’s licence, social insurance card) will be accepted.appropriate jurisdiction for informa-tion about mail ballot voting.

Advanced Voting Days8:00am to 8:00pm on the following dates:

Wednesday, November 5th, 2014, Ag – Rec Building 32470 Haida Drive

Thursday, November 6th, 2014, Ag –Rec Building 32470 Haida Drive

Saturday, November 8th, 2014, Chief Dan George Middle School 32877 Old Riverside Road.

Visit Abbotsford.ca for more information on Election Day, Voting Places, and to find out if you are on the Voters List.

Don’t Split Your Vote, Vote Only For AbbotsfordFIRST

(The Candidates Will Be Identified On The Ballot).

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Working Together For Positive Change

ABOUTAbbotsfordFIRSTThe ExecutiveFred Thiessen – President

Fred has lived in Abbotsford since 1954. He is married and raised both of his children here. He has been in-volved in the Real Estate industry for 40 years. Fred currently sits on on the board of IDE (International Development Enterprise) and is a past board member of Abbotsford Hospice. His hobbies include golf, travel and photography.   He is also enjoying his new glasses and haircut.

Jack Robertson – Vice President

Jack has been married to his love-ly wife Jean for 63 years. They have 2 daughters and three grandchil-dren. They moved to Abbotsford in 1954 and have lived in a house on Huntingdon Road since 1961. Jack worked for Clayburn Industries in Abbotsford until retirement in 1990. Jack has been a key person in many local organizations. Here are just a few interesting notes in a life full of service to Abbotsford and the com-munity at large.

• Matsqui and Abbotsford City Councilor

• Founding President of the Abbotsford Police Foundation

• Abbotsford and Matsqui Police Board

• Vice President Abbotsford Community Foundation

• Expo 86 Committee Chair, Abbotsford

• Director Agri-Fair Board • Chair of Operation Red Nose• Queen’s Diamond and Gold Jubilee

Medals• Inducted into the B.C. Athletics Hall

of Fame• Inducted into the Abbotsford

Sports Hall of fame.

June Ross – Secretary

The Ross family settled in the Abbotsford area in 1895. June and her husband Wayne have 2 grown children and 8 grandchildren. June grew up in the Peardonville area and 3 generations of their family have grad-uated from Abbotsford Senior Senior Secondary.June has roots in agriculture as their family operated a dairy, grew 25 acres of raspberries and strawber-ries, raised and showed Registered Hereford cattle across Canada. She was also a Realtor in Abbotsford for 20 years.June is proprietor of Candy Cane Nursery, a wholesale landscape busi-ness. Since 1985 June and Wayne have been partners in a pipeline con-struction business called McDonald & Ross Construction Ltd.

Eric Nyvall, CA – Treasurer

Eric Nyvall graduated from Trinity Western University in & qualified as a Chartered Accountant in 2007. He now runs an accounting prac-tice in Abbotsford & owns interests in a number of private businesses in Abbotsford. His wife is a physician in Abbotsford & they have 4 young children.

Marty Snider – Membership

Marty is a father of 2 gorgeous lit-tle girls Ella and Haylee and one handsome, tough little guy named Judah. He is married to his beautiful wife Allison and they enjoy living in Abbotsford. Marty has a degree in Political Science from Trinity Western University. He owned and operated an advertising business in Abbotsford for 6 years for which he was awarded the Eric Vanderham Young Entrepreneur Award in 2007. Marty currently works as the business development manager at Landmark Realty in Abbotsford. He also works politically in communications and community outreach.

The Advisory CouncilMission Statement:

The AFAC exists to gather information and provide advice to the Abbotsford First Party Executive regarding priori-ties for the City of Abbotsford.

The Abbotsford First Advisory Council is responsible for advising the Abbotsford First Party Executive and Councillors on matters relating to the City of Abbotsford.AFAC is a volunteer body appointed by Abbotsford First executive.The Council must meet four times in

a calendar year, and ad hoc commit-tee meetings are held as required.The council gathers information on issues important to the citizens of Abbotsford. The suggestions and feedback gath-ered through the consultations are used to develop advice on legislation, policies, funding and coordination of the activities of the Abbotsford First Party.This body will contain no less than 10 individuals.It is critical to have members of this council who represent the community broadly.

Current Advisory Council Members

• Alf Wall

• Betty Johnson

• Ed Regts

• Jason Stobbe

• Bruce Konrad

• Peter Dahl

• Ann Penner

• Gerry Swan

• Nerida Bullock

• Menno Froese

• Rob Noel

• Greg Gleam

• Bob Blue

• Harv Wiens

• Jason Born

• Carl Doerksen

• Lisa Schlagentweit

• Rob Taylor

Graphics by aldogarza.ca

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The current state of affairs in Abbotsford demands that residents take munici-pal politics much more seriously than they have in the past. While party politics has not been the norm in Abbotsford, the status quo is not working. The issues facing Abbotsford require a unified response from people qualified to manage a $250 million budget.

Abbotsford finds itself in a position that requires significant change. Arguably, this change should have happened during the last municipal election.

However, the only casualty was the Mayor. None of the councillors were held accountable for getting us on the wrong track. A new approach is needed so we can avoid this situation from happening again.

Too often in municipal politics, elections become a popularity contest, where getting elected is not based on competencies or experience. The candidate who has the largest network or best name rec-ognition usually wins.

A political team is exactly what Abbotsford needs. Here are some of the benefits:

First, a team allows competent people who may not have the best name recognition stand a chance at contributing their skill set as a city councillor.

Second, a team approach provides recognition of an individual’s platform by association with a party. The AbbotsfordFIRST name and logo appear on the ballot. This is critical when a large number of candidates make it hard for voters to adequately differentiate one from the other. The team approach gives the voter a clear choice by letting voters know where candidates stand on particular issues.

Third, a team approach, or slate, gives the voter a choice that will actually be effective at the Council table. It is not enough to elect just one capable candidate; one vote on council is not enough to bring the change and leadership necessary for Abbotsford at this time. While candidates come to their own conclusions, com-mon overriding principles allow candidates to deal with the issues in a much more unified way.

Given the current challenges facing Abbotsford, a team approach is the only way to

bring effective and meaningful change.

Why Abbotsford NEEDS A TEAM

(604) 256-6640

On November 15th, Vote