Letters to the editor 

Trying to exercise a right

Page 4 of 8

Since this action has commenced, the WHA has on numerous occasions, however, made efforts to alter other housing agreements without the knowledgeable consent of the owners of those resident housing units.

As well, there are a number of policies and practices of the WHA that, in my opinion, would not meet the minimum standard of client care that The Real Estate Council of British Columbia requires of its 18,000 associated members.

It seems to offend Mr. Wake that someone like me would choose to stand for the interests of those who may not feel comfortable challenging these unusual practices.

If I am given the privilege of representing the people of Whistler, I will continue to be bound by the ethics and standards of our organization and will insure that all owners and renters of resident housing are allowed to grow and progress through our resident housing programs secure in the knowledge that they will always be treated in a transparent and fair manner.

Thirty per cent of Whistler employees own or rent in resident housing and are arguably our most valuable resource. I pledge to preserve quality of life and provide a culture of service to all owners and renters of resident-restricted housing.

Dave Sharpe


Win Win negotiations

In the last three weeks, the world has undergone a paradigm shift in the world of finance. Without a doubt, financing is going to be much harder to come by in the future. If Whistler hopes to diversify its economy as stated by most candidates at Saturday’s all candidates meeting, then the RMOW would need to abandon its current structure for negotiating deals.

Currently the RMOW uses a “Bottom Up” model to negotiate new development. This model places the negotiations of potential projects into staff’s hands. Staff meets with investors or developers, takes them through the technical constraints of the development/rezoning process, and then staff will make suggestions as to what form of compensation council will likely expect.

The issue with this structure is that staff is not actually given any authority to make a deal. If a staff member makes recommendations and council does not agree with those recommendations, then council has ultimate authority and can elect to reject staff’s recommendations.

This negotiation structure is incredibly risky for a developer because the developer does not know if they have a deal, or the terms of that deal until the very end of the process. For the last three years, these risks have been further exasperated by the mayor and council’s refusal to meet with developers and talk to them about their projects.

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