Lurbiecki is motivated by residents who are concerned about the direction of the city — residents tell her "this isn't what I thought I was voting for." Lurbiecki wants to bring change to the council table with the Port Moody Voice team, committed to accountability and a vision that comes from the community.

Development — the plan for 14 towers up to 40 stories in Moody Centre, and its impacts on traffic and on parks not keeping up, are top of mind for residents.

First, trust and accountability at city hall: limit in-camera meetings and make the platform the strategic plan with public reporting. Second, redo the community plan so it represents what the community actually needs — family housing, seniors housing, affordable housing. Third, manage the impacts of growth and pay for them: infrastructure must keep pace; Lurbiecki was the only council vote against delaying higher infrastructure levies.

Fourteen towers up to 40 stories in four square blocks around the SkyTrain station can't avoid changing Port Moody; no one Lurbiecki speaks to opposes growth, but it must be balanced. The city needs its plans, bylaws, and affordable-housing policies in place so council can reject proposals that don't meet community needs. Lurbiecki rejects the "NIMBY" label, noting a record of supporting developments that met the community's needs.

Lahti has been mayor for one term after many years on council (first elected in 1996), and says there's still a lot Lahti wants to accomplish — the job isn't finished for Lahti yet.

The economy and responsible spending — everyone is feeling it at the pump and the grocery store, and residents want the city to be responsible with property-tax dollars.

First, diversify and expand the tax base — bring in business and industry to add stable tax dollars. Second, plan amenities for a growing city, starting with the Kyle Centre, plus a new park integrated with the arts centre. Third, get a handle on congestion on St. Johns Street.

Lahti has long been committed to maintaining Port Moody's heritage character and charm. Every decision Lahti makes is people-based and centered on what the community as a whole will benefit from — Lahti's not interested in growth for growth's sake. Lahti notes Newport Village and Suter Brook were contentious too, and are now where most residents live.

Infrastructure like hospitals and schools is provincial responsibility, and Lahti finds it frustrating that the province mandates growth — allowing up to four units on single-family lots and eight-storey entitlements in parts of Moody Centre — while withdrawing funds for affordable housing, hospital infrastructure, and at-capacity schools. The city is doing what it can under pressure from both sides.

Lahti brings experience, context, passion, and a love for the community evident in everything Lahti does; Lahti has worked hard and will continue to work hard, believing every person should feel heard — from morning Lahti thinks about how to make Port Moody a better place to live and how to serve the community better.

A year or so ago Chan started hearing about the OCP, went to council and a public hearing, and felt nothing residents said was being taken into account — the decision felt pre-made. Chan met Haven, shared values about communication, got involved as Port Moody Voice started, and agreed to run.

Broadly, the future: climate, two-metre ocean-level rise, food security, affordability of where people and their children will live, whether seniors can stay — and whether the community can stay healthy, since without health a good quality of life is hard.

First, with the Port Moody Voice team, a culture of open communication and transparency — involve the public as much as possible in a trusting, close relationship with no hidden cards. Second, health: as a nurse Chan believes the best healthcare is prevention — cities can engineer walkability, less traffic, better sleep, decreasing chronic-illness risk factors. Third, reduce burdens on people: traffic, keeping the small-town feeling as the city grows, and investing in businesses and the commercial district so people can work here with real careers, honouring the industrial heritage.

Look outside the market: saturating the market with market-rate housing doesn't meaningfully change affordability — the city needs non-market and below-market housing, e.g. subsidized housing for frontline workers like nurses, firefighters, and police, as other countries do. And don't only build housing: property taxes rose 28% in four years partly because Port Moody is becoming a bedroom community — business support keeps the cost of living steady.

Chan agrees with growth, provided that infrastructure and services don't lag and impact quality of life. It's important developments contribute adequately to the community, and stay true to the city's character. Chan would like to see more homes and neighbourhoods designed with health outcomes in mind and stronger consideration for emergency preparedness.

Chan's an authentic person — life's too short for pretense. As a nurse and neighbour, the goal is investing in the future, alleviating worries, and working together toward a stronger and brighter future.

The city has accomplished a lot — growing the tree canopy, working on affordable housing, expanding parks — but there is more to do: deepen affordability, protect the environment and neighbours, and focus on community health, from neighbourhood design to health infrastructure like family practices.

Affordability — over 600 units of affordable housing recently completed or in the pipeline, and many new purpose-built rentals are bringing down rents across the province. There are also opportunities to connect people with the rent bank to prevent homelessness, and to protect older rentals that are affordable due to age through the rental protection fund.

Healthy community, affordable housing, and climate resilience. Lubik previously worked at the BC Centre for Disease Control on how to support cities in climate resilience and social connectedness.

Keep the connective character of Newport and Suter Brook in new neighbourhoods: third spaces like coffee shops, park spaces, tree canopy, and design guidelines; the Moody Centre framework is designed to capture what the city wants while bringing economic development and enlivening the public realm; community programming that brings people together is part of keeping the feel.

Density can be done well or poorly — negotiate multifunctional communities with affordable housing, commercial space, and parks. On social infrastructure: Lubik and Mayor Lahti gave notice on a motion to find more doctor spaces, they're talking with Fraser Health about health anchor tenants, petitioning the school district on schools, and including daycare in new developments (about 1,600 new spaces in 8 years, 500+ in the works). On parks: more parcels for Kyle Centre and Rocky Point expansion in the OCP. Green infrastructure prolongs pipe life. On traffic: St. Johns redesigns for active transportation and transit, which is harder since roads can't expand much more.

Lubik keeps residents' health at the forefront of decision-making: as a healthcare professional who moved from cancer research into public health, Lubik believes housing, green space, and community connectedness are what keep people healthy and thriving — not just the absence of disease.

Morrison became a father during this term and calls it literally the best job ever had — community involvement, events, communicating with residents about the future, and making positive change. So long here and so invested, Morrison wants to continue the good work.

People wanting their quality of life to improve as the community evolves. Growth puts strain — construction, traffic — but done right and planned sequentially, controversial projects become beloved communities, as Newport Village and Suter Brook did.

First, traffic mitigation: Morrison brought the motion to widen the CPKC overpass (completing next year), increasing Moody–Suter Brook flow by about 40% at low cost without sacrificing active transportation. Second, accessibility of recreation programs — from transit to the rec centre site, which is hard even with a stroller. Third, long-term planning: a sequential plan for the pool, Kyle Centre, and library, since priorities compete and money isn't unlimited.

The distinct neighbourhoods make a major character change unlikely — people make the character. The province's housing bills mid-OCP forced 8/12/20-storey minimums near SkyTrain, and the resulting land lift made family housing harder; the city responded with minimum unit sizes based on BC Housing, restricted studios, and required minimum two-, three-, and three-plus-bedroom units — for a well-planned community welcoming all income levels and housing types.

Housing bills designated higher density where the city had planned extra parkland, making park acquisition costlier through land lift, and infrastructure wasn't built for high density. Manage it with calculated planning and strong advocacy for a citywide planning process with resident input — "you can't just slap down one rule and make it applicable to every municipality."

Morrison's delivered on deliverable promises: meaningful steps including early resident access to recreation before other cities, traffic mitigation, and supporting colleagues' initiatives. Morrison would continue fiscally responsibly, benefiting the most people, with collaboration at the table.

Dilworth loves Port Moody and its community. A resident since 1991 who raised a family here, Dilworth points to a proven record of making good decisions and wants to keep going. Dilworth has seen positive change since the days when Klahani was a steel company, Suter Brook was a forest, and Newport Village had just one tower.

Growth, density, traffic, and transportation — the same concerns as 20–30 years ago; it's about evolving to that change.

First, parks: keep expanding park space, playgrounds, and trails in neighbourhoods across the community — Westhill Park and pop-up parks — not just Rocky Point. Second, housing: solid plans for the full spectrum — seniors, students, singles, couples, families — maximizing existing land through laneway and infill housing. Third, seniors: more opportunities and activities, including a standalone senior centre and gathering spaces like a new library.

Look to Newport, Klahani, and Suter Brook — 25–30 years of planning created thriving, vibrant communities — and make sure new neighbourhoods like Inlet Centre and Moody Centre have that same charm and balance.

Dilworth's first campaign brochure promised to build infrastructure before accepting more growth; "growth pays for growth" through development and amenity cost charges — developers pay millions to tens of millions toward roads, sewers, and parks — and new facilities are impossible without growth because the city relies on homebuilders.

Dilworth's life has been dedicated to public service — school boards, kids' activities, community, and dozens of volunteer boards — and Dilworth believes Dilworth's track record shows good, common-sense decisions that benefit the residential and business community.

Longley felt a sense of urgency after watching news about climate change and feeling the affordability crisis at the grocery store - she realized she had to act. Municipal politics felt like an opportunity to make a day-to-day difference for her neighbours, with a ripple effect outward on bigger problems.

The gap between our growth and what we need in the city: people worry the city won't close the gap and make sure everyone has the amenities, services, and infrastructure they need.

Climate is what inspired Longley - and Port Moody is already a leader in this area. Secondly - protecting the charm and character of Port Moody, rooted in small businesses and local business owners. Third, turning down the heat on polarized discourse and finding a middle path of reasonable conversation.

Affordability is really important, and often there is an explicit trade where higher density can bring the affordable or family friendly housing we desperately need - in these cases it is worth it. Character is connection and unique places - built through both the commercial and natural landscape, and how the community acts together.

It's a prioritization challenge. As a director of product management, Longley's career has included taking stakeholders with very different priorities and building one agreed upon plan - she wants to similarly align the community on what to prioritize, what to spend, and how much to grow.

Longley brings career skills — negotiating many different priorities into one clearly communicated plan, which Longley says is what Port Moody needs right now — and hopes to earn everyone's vote on October 17.

Knowles says this council has achieved a lot in four years — a safer and healthier community, doubled the number of affordable housing units in Port Moody in only four years, traffic work underway, a greenlit Kyle Centre, Moody Centre parkland and tree canopy, and hundreds of new daycare spaces — and Knowles wants to continue that work rather than go backwards.

Traffic, which has been a perennial issue, and property rights — residents are concerned about losing control over what they can do on their property, dating back to the ESA issue and renewed by provincial uncertainty around title; Knowles says the municipality must be proactive in assuring residents their properties are theirs.

First, get the Kyle Centre built. Second, a new library — Knowles now supports it after hearing the library board's research — possibly on the old firehall lands, perhaps mixed with below-market seniors housing. Third, continue diversifying city revenues to take the burden off taxpayers.

Negotiate with community builders and stakeholders in good faith — delays add costs that fall on residents — and push back on the province's Bill 44, which lets 99% of single-family lots build three to six units and Knowles calls potentially devastating for Port Moody's character; also advocate to the federal government for funding. Knowles looks forward to Moody Centre becoming a vibrant, walkable neighbourhood with its amenities.

Knowles hasn't missed a single council meeting in four years — the only councillor who can say that — and voted against the 2023 council pay increase. Knowles points to individual and collaborative motions: a non-jurisdictional policy keeping council in its lane, new, permanent pickleball courts, an arts and business task force, tree canopy protection, affordable housing, and hundreds of daycare spots, plus repaired regional relationships.

Soucy grew up in Port Moody and raised a son here as a single parent. With wages too low for many residents to afford living here, Soucy wants local children to have the same opportunity to stay.

Approved developments aren't delivering the family, seniors' and affordable housing the city's Housing Needs Report identifies as a shortfall. Soucy wants council partnering with non-profits, community land trusts and housing co-ops to build those forms of housing.

Repeal the 14-tower Moody Centre framework, with towers up to 40 storeys, and remake the area as an economic and business hub: anchor employers broadening the tax base so homeowners carry less of the budget, on a site served by both SkyTrain and the West Coast Express. Direct development to documented needs, weigh traffic, infrastructure and amenities with every approval, and press other governments on school and hospital space.

Hold neighbourhood development to existing heritage and character: respect height limits, enforce setbacks, and follow the city's Housing Policy on every approval.

Growth should pay for growth, including the infrastructure to support it, but Soucy says that isn't happening: upgrades are already behind and developments are approved with no plan in place. Council needs to weigh all aspects of every approval, and where growth comes from provincial requirements, push back for the facilities to support it. The city doesn't manage schools or health care, but it approves the rate of population growth, so the time to secure school and health care space is when developments are approved, working in partnership with the responsible governments. Density has its place in transit-oriented areas, provided the planned housing is actually needed, a need the city's Housing Reports can establish.

Bringing representation to Soucy's side of the city and lifting engagement: low turnout reflects a lack of connection. Soucy offers collaborative, balanced decision-making and more diverse, affordable housing so all families can call Port Moody home.

Kunzli believes in doing a good job and bringing a lot to the table — raising two daughters in Port Moody, and wanting better discussions and better community outcomes. A council meeting a year and a half ago, attended with no intention of running, ended with people asking Kunzli to run.

The development and density discussion and the associated infrastructure — finding the middle ground so the city grows together, the right way, in a way everyone can see their future in Port Moody.

First, get the 14-tower Moody Centre framework out of the OCP — it wasn't engaged upon — and plan infrastructure first; build "homes not units" (family-size, work-from-home-capable). Second, a plan to accommodate growth: kids' activities, parking. Third, good governance: residents engaged enough to respect the process even when they disagree with the outcome.

Don't be afraid to ask for what the community needs: Kunzli cites a development sent back by council that then got 100% of larger units to meet minimum size requirements. Developers should be grateful to build in Port Moody — they're partners, but the city shouldn't shortchange itself to meet targets.

The livability aspect isn't talked about enough — unit sizes, two strollers. Use every tool in the municipal toolbox to encourage the right housing; focusing on what the city can't do loses sight of what it can.

"You get what you see" — say what you think, do the homework, do what you believe is best and explain why, admit when you're wrong, and make it right.

I started this campaign running to be the next Mayor of Port Moody, and the response from the community through May, June and July was very positive. Then in August, my father had a heart attack and tragically passed away. After a lot of thought, I decided to run for City Council instead — campaigning for Mayor is very intense, and I need to put my family first and be there for my mother and my three young kids. Running for Council lets me keep my commitment to bring positive change to Port Moody, and I am very excited about the opportunity to serve our community on Council.

Finding the right level of development and population growth. I'm running to offer a middle ground — we need to grow enough to address our housing needs and grow our local economy, but not so much that our infrastructure is overwhelmed and we risk losing what makes Port Moody so special. To stay unbiased on this issue, I have chosen to not take donations from real estate developers.

1) Find the middle ground on development and population growth. 2) Significantly upgrade our road infrastructure to finally improve traffic in Port Moody. 3) Put an end to the large property tax and utility fee increases residents have seen the past four years.

Since 2015, housing has been the #1 issue in Port Moody and the Lower Mainland. The good news is that housing prices and rents are decreasing for the first time in 10 years, which has eased the pressure to add density — I believe this gives voters a choice to change course to a more reasonable level of growth. My plan: build fewer small condos and more larger units and townhouses for families, young people starting families, and seniors looking to downsize.

The majority of residents I talk to feel Port Moody is out of balance — we have grown too much the past 10 years and our infrastructure has not kept up: our road network, public pools, and the emergency room at Eagle Ridge Hospital. My solution: 1) slow development and growth to a reasonable level — I'm not anti-development, but we have to strike the right balance; 2) upgrade our infrastructure — roads, current pools, new pickleball courts, planning for our first indoor pool, and advocating for the Province to expand Eagle Ridge Hospital.

Residents have been clear they are looking for change, and I believe my platform represents that change. I am not anti-development, but we should slow the pace of growth and focus on larger units and townhouses for families and for seniors to downsize to. I do not take donations from real estate developers, so I remain unbiased. We need infrastructure upgrades, especially roads, and I will oppose large property tax increases. It would be an honour to earn your vote on October 17th.

Early 40s and a lifelong Port Moody resident; parents were Port Moody's deputy police chief and an RCMP officer, instilling a sense of service. Thomasen has coached lacrosse since age 15 (27 consecutive years), mentored at-risk youth, volunteered at the food bank, as a firefighter, and with the SPCA, and brings 20 years of business experience — now wanting to give back and be the best councillor possible.

Uncertainty about coming change: a slate election (a first for Thomasen), density and development, population growth, even property-rights concerns — council needs to work with the community to bring clarity.

Growth — in the right sequence, not before infrastructure. Traffic — it has been terrible for so long and people don't feel enough has been done. Property taxes — keep them as low as possible and treat every dollar as if it were Thomasen's own.

Growth can be done right: Newport Village and Suter Brook are thriving communities. Development should match Port Moody's character — room for daycares, greenery, communities that blend into nature rather than concrete jungles.

Thomasen's neither anti- nor pro-development: talk to developers, listen, understand what's slowing progress, but hold them accountable — developers are seeking profit; council must stand up for what Port Moody wants: "the tail doesn't wag the dog."

Thomasen grew up here, cares, and puts pressure on Thomasen to do a good job and make people proud — will listen, be open, and do the work. Not trying to be a politician: the seat belongs to the people.

Mack is concerned about the tone of civic discourse and says residents don't feel heard by the current council; Mack wants "the residents put back in the center of the conversation of every decision that's made in city hall."

Mack sees the election as "a referendum on the future of the city," citing the Moody Centre 14-tower plan — which Mack says 70% of residents rejected in engagement yet is moving ahead — as a clear example of people not being heard.

First, repeal the 14-tower plan and instead develop a business district, to bring businesses back and ease the property-tax burden on homeowners. Second, improve traffic flow and infrastructure planning — including exploring tools like Google's Project Greenlight — so infrastructure keeps pace with the OCP growth number. Third, fund PFAS-free bunker gear for firefighters, noting firefighter occupational cancer is the leading cause of death among firefighters.

Growth should meet community needs rather than investor demand — Mack favours 3- to 5-bedroom townhouses and rowhouses over studio-to-one-bedroom units, plus co-ops and below-market options; Mack wants new builds to honour Port Moody's policy of 10–15% below-market rental, which Mack says is "seldom used these days."

Growth is good but "it's how we grow" that matters; expensive capital projects like sewer and water must be in the plan from the start and keep pace with whatever growth number the OCP sets.

Mack cares about the city and its people, sees elected officials as public servants holding "guardianship with care," and Mack's most important message is that everyone should go vote on October 17.

Port Moody deserves leaders who are problem-solvers, collaborators and creative thinkers; leaders who ask "How can we make this better?" and "How can we work together?" Agtarap's goal is always to find solutions that make Port Moody better.

Traffic is probably top of mind. Council is working on it — the Barnet Highway overpass by the SkyTrain station and more work down St. Johns — with the goal of easing the afternoon rush hour.

Agtarap's focus is the overall vision of a livable community: investing in parks and recreation, completing the Kyle Centre in the next term, working on traffic and micro-mobility, and access to everyday needs within a 10–15 minute walk without a car.

The province threw curveballs; the city is adapting. Smart, sustainable growth should centre on existing SkyTrain stations and already-developed properties without many trees. Affordable housing needs federal and provincial partnership — including revived co-op housing programs — and Agtarap sees a market slowdown as an opportunity for the province to buy stalled developer projects for affordable housing.

The city must keep investing in its own infrastructure — not just recreation but unseen things like sewer pipes and water — while advocating to senior governments for hospitals and schools, which are not municipal responsibilities. Council must manage that balance within the system it has.

Agtarap is committed to making the best decision based on information available, using Agtarap's experience as an engineer, and data and community feedback, to guide these decisions. Agtarap thinks compromises generally make for better decisions, and is open to having Agtarap's mind changed.

A lifelong Port Moody resident of 27 years, Moon says Moon felt Moon's voice wasn't heard, and is motivated by affordability, traffic, population growth, and wildlife concerns. Moon built Moon's community, family, and business in Port Moody and wants to give back.

Property taxes — residents fund a large share of city costs through property taxes, which keep rising. Moon says the OCP's 74,000-people-by-2050 projection theoretically lowers costs but ignores the root problem: sustainable growth plus businesses and tech contributing to a stable economy.

Revise the Official Community Plan — Moon proposes planning for about 55,000 people instead of 74,300, matching what infrastructure, green space, traffic, roads, recreation, schools, primary care, and hospitals can handle, with a balance of mid- and low-rise development plus a few high-rises rather than all towers.

Bring in businesses that generate revenue and pay taxes so the burden doesn't fall on residents — and possibly lower development cost charges to make family housing more affordable. Rising property taxes must not push elders and longtime residents out.

Don't grow so fast the city can't handle it — be prepared. Green space and wildlife must be protected: Moon notes more than 100 bird species migrate from the inlet and 14 towers on St. Johns would block that; growth must be sustainable.

For people who want their voices heard, especially the younger generation — on growth moving too fast, financial and ecological planning, and lowering property taxes so the community can thrive.

Schaeffer believes a background in television and language teaching in Japan and Vancouver brings calm, problem-solving ability, and strong communication to council. Ideas to push include the 15-minute city: everyday services within a 15-minute commute without a car, so the businesses around new developments serve people's daily needs.

Schaeffer named divisiveness as the key issue, but argues community building is vital and should centre on problem solving, not anger — e.g., small-group town halls where residents work through mundane issues with people they've never met, building trust, ownership, and buy-in.

They're the same — the priorities from the answer above. Schaeffer wants to be honest with everyone, take the time to speak to residents, explain the reasoning behind decisions, and advocate for them. Running as an independent — the party system doesn't work at this level — and directly accountable to voters.

Make sure historical spaces remain open and viable — the Queen Elizabeth Plaza area, for example. Schaeffer loves the Winnipeg Forks model: a decades-long project bringing together business, the city, and the region around a theme of togetherness with a park and market — and would like a similar tourist-anchoring project for Port Moody.

Development should pay its fair share, and the city faces provincial home-building targets on tight timelines or loses control of where homes go. The city should make specific plans for what businesses go into new areas so ground-floor spaces serve residents' daily needs; towers can prevent urban sprawl if the spaces between them hold useful businesses.

Because Schaeffer's "a terrible liar" — when something is said, it's meant and will be done. People can approach and talk openly; Schaeffer will do everything possible.

Thompson is an urban planner, small business owner, community advocate, and longtime volunteer who has called Port Moody home for more than 20 years. Thompson is also a mom of two young children, ages 2 and 7, with one currently attending an SD43 school. Thompson is running because Thompson wants every student to feel cared for, included, and supported in every way possible.

The growing gap between the complexity of students' needs and the supports available to them, including mental health challenges, navigating AI and rapidly changing technology, peer relationships, and academics.

First, student safety and well-being, including timely access to counselling and directly consulting students about their needs. Second, preparing students for a changing world by strengthening critical thinking and digital and AI literacy, with appropriate guardrails. Third, thoughtful long-term planning and transparent, evidence-based governance that keeps students at the heart of every decision.

Thompson would ask one question of every decision: “How is this going to affect our students?” Thompson would prioritize essential student supports, frontline staff, and programs with clear, measurable outcomes. Thompson also emphasized the importance of advocating for adequate provincial funding and would bring Thompson's experience working with different levels of government to that work.

A vital one. Schools should create environments where students feel safe, connected, supported, and ready to learn. Thompson supports continued focus on early intervention and prevention, recognizing that challenges are often first identified in the classroom.

Thompson brings the perspective of an urban planner, small business owner, longtime Port Moody resident, community volunteer, and mom of an SD43 student. Thompson is passionate about Thompson's community and committed to listening, working collaboratively, and keeping students at the centre of decision-making.

Morrison went through SD43 from elementary to high school and is a Port Moody resident whose two young children — in kindergarten and Grade 2 — will spend their whole schooling in the district. Morrison believes schools in Port Moody and across the district should be places where children feel safe, supported, and able to thrive, with strong, present, and consistent local representation at the board table.

Student safety and support — a concern Morrison hears from parents and students alike. The youth mental-health situation is the biggest crisis in memory and sits at the base of student safety; more support is needed, and the district hiring 50 new EAs is a step. Having been through a high-school lockdown, Morrison calls them terrifying and says they aren't always fully communicated.

Safe and supported schools: students cannot learn properly in overcrowded, underfunded schools where teachers cannot fully do their jobs. Planning for growth: Port Moody's student population is estimated to rise 25%, urban schools are already at capacity, and facilities must be built and ready before the growth arrives. And full, dedicated representation — Morrison commits to being at everything and listening to the community.

Advocacy first. SD43 is the third-largest district in B.C. but sits in the bottom 10 for per-student funding — almost $1,000 per student in funding the district does not receive — so trustees must be the 'squeaky wheel' to the province and exhaust every avenue before cutting programs, supports, EAs, or teachers. Budget decisions also require collaboration among the nine trustees, and Morrison would ensure Port Moody gets its fair share.

Notice early and follow through. Morrison was bullied badly through elementary and middle school — badly enough to switch schools in Grade 8 — and says it is harder now, when bullying follows students home online around the clock. Not having the supports needed as a student is a driving force for Morrison's advocacy for those support systems in the district.

Morrison will be the strongest advocate for fair funding and future planning, and is committed to residents, their kids, and the community. Morrison has openly committed to serving three terms — this is not a stepping stone to a different office — out of genuine care for Port Moody's school system, community, and kids.

A 23-year Tri-Cities resident, 10 years in Port Moody, involved in community building and non-profit work. Schools and kids are the heart of the community — Green wants them supported with good options and set up for the future.

Mental health and well-being: kids face many challenges, schools are at capacity for addressing them and need to support children more, including those with more complex needs.

Student supports in the classroom: diverse needs met, well funded, programs of choice matching students' skills and abilities. Prepare kids for the future amid economic, AI, and technology changes, with more opportunities within their school careers. Financial stability for the district, since ministry funding hasn't kept up with inflation.

A balanced budget is required, but not everything gets funded — Green's philosophy is students and classroom first: money for education, teacher support, counselling. SD43 is the third-largest district but fifth-lowest funded (about $7,600 per student vs. an $8,500 provincial average), so trustees must advocate for more ministry funding.

Kids spend most of their time in school — it's one of the most important things the district must support: more counselors, broad social-emotional learning, consistent counselling supports across schools. The district has done well in certain schools but is challenged rolling it out district-wide.

Green's been active in the community for a couple of decades, cares how kids are doing, wants them to have the best public education experience — and Green's here to listen, collaborate, and support kids and families.