Fernie is a remarkable community, and I am running for Council because I believe the next four years will require thoughtful decisions, financial discipline and the ability to turn priorities into results.
For those who do not know me well, I would like to start by explaining who I am, what I have done and why I believe my experience would be useful on Fernie City Council.
Who I am
I have spent much of my life in business, development, tourism and the ski industry.
Before beginning my business career, skiing was a major part of my life. I competed with the Canadian National Ski Team from 1969 to 1974 on the World Cup circuit and finished fourth at the Sapporo Olympic Games in the Alpine Combined events. I retired from competitive skiing at age 20 to pursue my education.
I studied Business Administration at the University of Denver before attending Dalhousie Law School in Halifax, where I completed my LLB program.
My professional life has involved building businesses, managing major projects and solving complicated problems.
Since 2012, I have been involved in the development and management of Fernie RV Resort, which has grown into a 180-site resort in Fernie.
Since 2018, I have also been involved in the development and management of Koocanusa Village, a 165-acre lakeside resort on Lake Koocanusa that includes plans for approximately 500 homes and a marina complex.
More recently, I have been involved in the development and management of Trailhead Fernie, a 457-acre preserve property at the base of Fernie Alpine Resort.
I also currently serve as President of the Fernie Tourism Board.
On a personal level, Shelley and I have been married for 50 years. We have two daughters and four grandchildren.
I share this background because municipal government increasingly deals with complex issues involving budgets, infrastructure, land use, housing, development, environmental considerations and competing community interests.
These are not abstract issues to me. Much of my career has involved working through exactly these kinds of complicated decisions.
Why I am running
As we approach election day on October 17, I believe voters should look not only at what candidates say they support, but also at their ability to accomplish those priorities.
Most of the candidates agree on many of the major issues facing Fernie.
We need housing. We need reliable infrastructure. We need responsible growth. We need to protect the qualities that make Fernie special. We need transparent government and responsible use of taxpayers’ money.
The important question is how we accomplish those goals.
Throughout my career, I have had to understand complicated problems, evaluate financial implications, work with professionals and regulators, negotiate solutions and ultimately deliver results.
I believe that experience would be valuable at the Council table.
My platform is based on six priorities.
1. Open government, communication and accountability
Residents should understand the decisions Council makes, what they will cost and what results are expected.
I support regular town halls and public forums on major issues, better communication about budgets and projects, and clear explanations of significant decisions.
Public consultation should happen early enough to matter. Residents should have an opportunity to participate before major policies, developments and infrastructure decisions are finalized, not simply be informed after the decisions have effectively been made.
Council should establish clear priorities and report publicly on its progress.
Accountability means being able to answer three simple questions: What are we trying to accomplish? What will it cost? Did we achieve the result?
2. Responsible growth
Fernie is growing, and simply opposing growth is not a realistic strategy.
The challenge is ensuring that growth is planned, environmentally responsible and supported by the infrastructure required to accommodate it.
The Official Community Plan update is therefore one of the most important processes currently underway in Fernie. It will guide future decisions involving land use, housing, transportation, infrastructure, parks and the environment.
We need meaningful community participation in that process and an OCP that provides clear direction for future Councils.
Development proposals should be evaluated against community objectives, environmental considerations and the capacity of our infrastructure.
Growth should also pay its appropriate share.
New development creates demands on roads, water, sewer and municipal services. Those impacts need to be understood before major projects are approved, and the costs associated with additional municipal capacity should be properly reflected in development decisions.
Fernie’s own 2026 budget identifies “fund growth with growth” as a guiding principle. I believe that principle needs to be put into practice.
3. Housing for Fernie residents
Housing is fundamental to Fernie’s future.
Without a range of housing options, we will struggle to retain workers, attract young families and maintain a diverse community. Seniors also need realistic opportunities to remain in Fernie as their housing needs change.
The City’s Housing Needs Report gives us a starting point. Council should use it to establish measurable housing objectives rather than simply acknowledging that housing is a problem.
We should encourage a broader range of housing types and sizes, review zoning and development policies that unnecessarily restrict supply, and work with nonprofit housing providers, private developers and senior governments to reduce barriers to new housing.
There is no single solution to housing, but there are practical steps Council can take to improve supply and create more choices.
4. Core services and infrastructure first
Municipal government has many responsibilities, but roads, water, sewer, sidewalks, pathways, emergency services and other essential infrastructure must remain the foundation of the City budget.
Fernie needs long-term infrastructure planning that considers condition, safety, capacity and available funding.
We also need to plan beyond the current budget year.
Infrastructure eventually needs replacement. Council should establish appropriate reserves and long-term plans so future taxpayers are not confronted with major costs that could have been anticipated.
Every major municipal initiative should clearly identify its capital cost, funding source and long-term operating impact before Council commits taxpayers to it.
Good ideas still have to be affordable.
5. Environmental stewardship
Fernie’s natural environment is one of our greatest community assets and an important part of our local economy.
We should protect water resources, rivers, riparian areas, wildlife habitat, parks, trails and natural areas while recognizing that environmental policy and responsible development do not have to be opposing objectives.
Environmental considerations should be integrated into land-use decisions in a practical and measurable way.
I support energy-efficiency, waste-reduction and renewable-energy initiatives where they demonstrate real environmental and economic benefits.
The objective should be good outcomes, not policies adopted simply because they sound good.
6. Safety, health and community well-being
Fernie should be a safe, healthy and accessible community for residents of all ages and abilities.
Municipal safety includes practical issues such as lighting, roads, sidewalks, pathways, parks and public spaces.
The City should also continue working with provincial agencies and community organizations to improve access to mental-health, addiction and social-support resources, while supporting organizations whose work complements municipal services.
Accessibility should be considered in municipal planning and budgeting, including the needs of seniors and people with disabilities. Sometimes seemingly routine services such as snow clearing have a major impact on whether people can safely participate in community life.
Evidence based critical thinking and measurable results
To ensure success in outcomes relating to these priorities I feel strongly that the process of decision making needs to change.
Council should rely on evidence, professional analysis and meaningful community input rather than assumptions, ideological positions or short-term political considerations.
I believe strongly in critical thinking.
Being elected to Council should not mean arriving with every answer predetermined. Councilors need to listen, examine the evidence, challenge assumptions and be prepared to change their minds when the facts support a better course of action.
Major priorities should have measurable objectives, realistic timelines and public reporting.
Residents deserve more than promises. They deserve to know whether the work is actually getting done.
Experience matters
Fernie has tremendous opportunities, but we also face difficult choices.
Growth, housing, infrastructure, taxation, environmental protection and community services are interconnected. Decisions in one area often have financial and practical consequences somewhere else.
That is why I believe experience matters.
My career has involved business, development, financial decisions, long-term planning and projects that require bringing different interests together.
Those experiences have taught me to understand the numbers, identify risks, listen to different perspectives, challenge assumptions, make decisions and remain focused on delivering results.
I am not running because I believe I have all the answers.
I am running because I believe I can bring useful experience, financial discipline, critical thinking and a practical approach to the Council table.
If elected, my commitment will be straightforward: focus on Fernie’s core responsibilities, plan responsibly for growth, make decisions based on evidence, communicate clearly with residents and judge Council by what it actually accomplishes.
I would appreciate your support on October 17.
Reto Barrington
Candidate for Fernie Council
