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Gordon McKeever

‘It’s past due time for action’

Name: Gordon McKeever

Age:  51

Website: www.GordonMcKeever.ca/A>

Occupation: Owner/operator of a small property management & rental business — Rainbow Retreats.

Last book read:  Unfortunately, I’ve had little time for recreational reading the past three years. I read a lot, but it is mostly reports and meeting packages now. I read newsmagazines like Maclean’s & the Economist to catch up with the rest of the world a bit.

What music are you listening too these days: My taste is pretty broad and I have a large collection of music. The last four CDs I bought are; Black Eyed Peas — Monkey Business, Zucchero & Co., Rob Thomas — Something To Be & Bob Dylan — No Direction Home.

Favourite recreational pursuits: I enjoy the woods. Whether it’s hiking, biking, snow shoeing or cross country touring, I get recharged spending time by myself in a natural setting.

1. Why are you running for council?

A latent streak of masochism I was previously unaware of.

2. What are the biggest issues facing Whistler?

Our economy, resident affordability and a need for more and better community engagement would be the top three.

3. What needs to be done to address those issues?

Economy — Many of the factors affecting our economy are beyond our control, such as; negative trends in travel and tourism, the growth of our competitors both in number and in quality of offerings, the rising U.S. exchange rate, the growing "Fortress USA" attitude of many of our neighbours to the south, the rising cost of fuel, global warming, etc. It will take the whole community pulling together to offset these trends. The CSP represents the first time we have gathered the various sectors of our community to strategize in a comprehensive manner.

We need to diversify our recreational offerings, both to increase the satisfaction of existing customers and, especially, to draw new customers. We need to further diversify our economy in ways that are compatible with the existing resort infrastructure. We have a serious problem of over-capacity. We have more than enough hotels, shops, bars & restaurants. We don’t have enough customers.

We need to increase the efficiency of our efforts to produce better results. The Economic Agency Role Review was a good first step, reviewing the various roles, looking for gaps and overlaps. Understanding who is best suited to which tasks should allow all of us to focus and deliver on our strengths.

The Welcome Strategy highlights the need to improve our service. Better communication with our guests and better training in our businesses are essential.

It is critical to leverage our Olympic opportunity to maximize the benefits. We need to develop and nurture other festivals and events to bring new customers and expand our marketing reach.

We are perceived by many as being too expensive. We must meet the needs of our potential customers, and get this message out to them. We have to be a lot of different things to a lot of different people.

We have built a very big economic engine here. Like any big engine it requires a lot of fuel. We have to be enormously popular forever. This is not easy. There has to be a permanent process of critical self-evaluation, an environment that encourages re-investment and an ongoing evolution of our resort-community. To stand still is to die. At the core of these processes has to be a highly motivated, genuinely engaged population; stakeholders with a strong interest in a healthy resort community.

Affordability — We have approximately 3,200 new restricted beds either approved or well down the pipeline. 1,700 of these can be delivered almost as fast as they can be built, including Nita Lake, Alpha Lake Rd, Mt. Whistler Lodge (all approved this term), Cressey, Holborn and, most especially, Rainbow (all nearly approved). Another 1,500 or so lie in the athlete’s village, potentially, once we develop the business plan to create them. Other opportunities exist if we need them.

The delay in producing housing has been frustrating, and damaging to our community. Hopefully, the new council will be able to approve the balance of these projects in a timely manner.

One of the largest expenses we all face is transportation. If we can continue to develop our transit system, if we can reduce or eliminate the need for a personal automobile in people’s lives, we can significantly reduce the cost of living for many.

Affordability is also about income. A healthier economy can help to stabilize many people’s earnings year round.

Community Engagement — An open and transparent local government, an effective and engaged council and a well informed & genuinely engaged community will help ensure a healthy Whistler.

4. How will Whistler 2020 help us?

The CSP says all the right things. The danger is in ignoring it. The challenge is setting priorities that are achievable with the resources we have.

5. Name three things you expect to accomplish in this council’s term.

If I can only list three, here goes:

1. Form part of an effective team to get things done. It’s past due time for action.

2. Get appointed Chair of the new Municipal Governance & Ethics Standing Committee — for a variety of reasons.

3. Get re-appointed to the Tourism Whistler Board — to resume my recently elected position as Chair of the TW Governance Committee. My goals here are to improve transparency and strengthen member and stakeholder engagement.



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