Q&A with candidates running in 2025 Fire Board Election

There are six candidates running to be a Trustee on the Gabriola Fire Protection Improvement Board.

They are: Chris Bowers, Oliver Bussler, David Chorneyko, Paul Giffin, Rick Jackson, and Wayne Mercier.

The Election will be on June 18 at Fire Hall #1 on Church Street. There are three positions available to be filled. More information on the election here.

An All-Candidates Meeting will be happening on June 4 at the Agi Hall at 7pm.

Ahead of that ACM, the Sounder is presenting the following Questions and Answers as sent to the candidates on May 28.

1. What makes you an ideal candidate to be a Fire Board Trustee?

Bowers: I want to ensure Gabriolans have the option to vote for someone who will stand against handing our fire department over to the RDN, as some have suggested we should.

Beyond that I have skills in written communication, systems analysis (of the human variety), finding common ground between people and ideas, and thinking independently. And I have a good – if sometimes wonky – sense of humour.

Bussler: I bring a unique combination of experience in leadership, governance, and emergency services.  With five years as a volunteer firefighter, including wildfire deployments, and my current work as a paramedic, I bring firsthand knowledge of fire services. My background includes two degrees in economics, two decades of senior management experience in both public and private sectors, and expertise in leadership, policy, and sustainable development. I am well positioned to provide strong governance and oversight. As a BCEHS shop steward at the Gabriola ambulance station, I understand union dynamics, which will help guide the department post-unionization. I am committed to accountability, fiscal responsibility, and ensuring the fire department remains a vital, well-supported community asset.

Chorneyko:

• I retired as a GVFD Captain 2.5 years ago. I spent 8 years serving at the GVFD and 8 years at the City of Kimberley before that. I know firefighting. I know the people, the politics and the issues.

• I was Strata President of NES2947 for 8 years. There was no drama. I have governed.

• I have a BSc in Chemical Engineering. I have a full career in the operations, maintenance and commissioning of heavy industry. I know how well run organizations work.

• I ran a private company for 20 years. I understand financial reports and how to manage money. I’m financially fluent.

• Finally, I have a passion for the fire service. I have a deep and strong belief that the fire service should be run with integrity and be an honorable and respected part of the community.

Giffin: I have been a resident of Gabriola Island for over 25 years and was elected as a Trustee in 2019. I have an updated working knowledge and past experience of emergency/urgent response. This provides me with a good base to make informed decisions relative to Gabriola and the Fire District.

• involved in Emergency Response and Emergency Management on all 3 Canadian Coasts for over 50 years.

• A member of the Canadian Air Search and Rescue Association unit in Nanaimo.

• Regional Emergency Radio Representative for the Vancouver Island Region (North) with Emergency Management Climate Readiness British Columbia.

• Emergency Radio Coordinator(Amateur Radio) for Nanaimo and the southern half of the RDN (including Gabriola)

• Current president of the Coast Emergency Communications Association (35 members from Nanoose to the Nanaimo Airport)

• Serve as Secretary of Gabriola Emergency Communication society.

• Serve on a National committee of the Radio Amateurs of Canada to create a National digital radio network and develop training criteria.

• Have been a member of the Gabriola Island Lunch Bunch since 2008.

Jackson: While I don’t believe anyone is the ‘ideal’ candidate for a trustee position, I do bring over 40 years of service to the department, including 26 years as Fire Chief. This unique long term perspective equips me with both historic knowledge and operational insights that will benefit the GFPID as our community continues to evolve.

Mercier: I don’t think I’m an ideal candidate. I don’t think there is an ideal candidate.

I am tenacious, thorough, and accurate. I have no business dealings of any kind with any of the other candidates, trustees, firefighters, or other prominent stakeholders. My only interest is to see that my taxes, and yours, are carefully and transparently stewarded in the service of the community.

I have several qualities which count against me in the eyes of many. I am unkempt, rebarbative, and eccentric. I’ve lived on Gabriola for less than a decade. I wear unconventional trousers. It’s rumoured that I am an anarchist.

I’ve learned as much as possible about the inner workings of the GFPID, the obligations of improvement district trustees, and the laws about local governments.

I ask only that you pay close attention. You are the government.

2. What changes – if any – would you want to make to the current 10-year long-range plan?

Bussler: In my opinion, the 2025-2034 GFPID Long Range Plan lacks detail. I would like the plan to include specific, measurable, achievable, relevant and time-based goals. In its current form, it is difficult to measure whether progress is being made. It is also difficult to determine how the goals relate to costs. I believe that the costs associated with specific goals should be clear so that the taxpayer impact is made more evident. For example, the plan states that the firefighters will be transitioning from First Responders to Emergency Medical Responders however it is not clear over what time frame nor at what cost.

Chorneyko:

• Creation of Mission, Vision, and Values statements to anchor organizational culture.

• Accurately articulate the current GFPID organizational structure.

• Engage community on organizational structure – GFPID vs RDN

• Create an appropriate risk assessment that is focussed on informing fire regulations.

• Commit to dealing with fuel load on the island.

• Make fire department properties fire resilient.

• The current plan is structured a bit like a community savings plan. They plan to have over $2.3 million in the bank within ten years. The problem is that their capital replacement requirements are poorly articulated. There needs to be a perpetual vehicle replacement strategy, so that a credible ten year look ahead can be made.

• Create a long term water supply strategy in order to inform ten year plans.

• Nix the ladder truck.

• Get annual cost increases in line with inflation and “right size” the department.

Giffin: The 10 year plan is a living document which was recently adopted. It will be reviewed yearly and if necessary amended on a yearly basis. This would include input from the public. It provides a baseline (roadmap) for both the Board of Trustees and the Fire Department. It is not possible to predict what will happen in 10 years, but the plan shows when equipment etc will need to be replaced. The review of the plan coupled with work done on the annual levy will provide direction to both the Board and the Fire Department in making decisions in the future.

Jackson: The current 10 year plan is an updated version of the 1998 plan and does a good job of further assessing the island’s need. Some of those needs are Provincial, and not in the control of our local governments, such as the ongoing creation of important secondary access roads from various neighbourhoods. The GFPID should continue to actively lobby the appropriate entities to bring about needed changes. The rate of infilling of the estimated 200 plus existing unbuilt properties (consider this to be 200 plus families) is also a factor. Long term plans are known as ‘living documents’ and can and should be changed as required.

Mercier: The long range plan should include an assessment of the crown status of the land where Hall 2 is. If the GFPID is not granted that parcel, we will need to secure a new site for the hall. And build a hall.

With the increase in service from BCEHS, it’s time to have a close look at the real costs associated with the EMR agreement. This emphasis on medical first response is costly. The plan should consider an increase in the capacity to manage wildland-urban interface fires and evacuation.

GFPID must begin to consider the potential settlement of treaty matters with Snuneymuxw.

Increased care and attention needs to be applied to thinking about the role and scope of the improvement district – whether and how it is capable of meeting the administrative needs of a fire service managing increased responsibility and rapid change.

The plan should be actively developed alongside other stakeholders on the island, to take into account the complex web of networks and relationships that apply.

Bowers: The plan notes that: Fire Hall#2 is past its best before date; the board is currently focussed on acquiring title to the land; an engineer will be hired to assess “whether necessary upgrades are feasible and economically advisable”; but upgrades or replacement of the hall are not currently addressed in the plan.

As the plan is a living document and can be reviewed and amended as needed, this means that if/when title is acquired, upgrading or replacing the hall will need to be added to the plan.

3. Are there any recommendations from the Brownlee and Governance reviews you think should be implemented by the Fire Board?

Chorneyko: First off, thanks Wayne Mercier for getting these documents on the internet.

• Deal with the website. I want meeting agendas, meeting packages, draft meeting minutes etc. supplied to me on the website, as opposed to email. Policies, reports and public documents should all be on the website.

• In Camera Meetings need to be appropriately opened up and the Trustees need to build trust around this. There is a BC Ombudsman’s report called Open Meetings: Best Practices Guide for Local Governments. This should be adopted and put into practice.

• A clearer understanding of the division of operations and politics.

• Term limits for Trustees, written into bylaw

Giffin: The Governance review dealt with the the Board of Trustees and the Brownlee report dealt with a review of the operations of the Fire Department. With respect to the Governance Review all the recommendations have been dealt with. The Brownlee report had many recommendations some of which have already been dealt with while others remain outstanding. Both these documents are reviewed regularly. When applicable and feasible recommendations have been and will be implemented.

Jackson: Having read over the Brownlee report, I noted a couple of errors. My tenure as Fire Chief was 26 years, not 30 years, but more importantly, our department acquired the highly valuable FUS ‘Superior Tanker Shuttle Accreditation’ in 2007, not 2019 as reported. I believe it should be stressed how much money that achievement has saved Gabriola’s commercial and residential property owners in insurance costs over the years, 2 – 3 times the dollar amount of the annual GFPID taxation rates. It is also important to note that our department was the first Volunteer department west of Ontario to ever earn that status, unassisted by other fire departments. Also not mentioned in the report but should be noted is that the GFPID provides the lowest ‘mil rate’- cost for service- of any comparable fire service. The report also speaks to the Trustee’s relationship with the Fire Chief and other officers. As times change it is critical that all legal definitions etc., are clearly stated and understood. Overall, the Brownlee Report offers a solid basis for continued organizational improvement.

Mercier: The Brownlee report addresses the inadequate administration of the GFPID by noting the need to “more clearly outline the reporting structure”. It’s critical of “an ambiguous reporting structure from the GFPID Board of Trustees.”

This situation is also cited in the Governance report: “a lack of understanding of the role and responsibilities of the corporate officer”. It recommends that “ the obligations and responsibilities of the corporate officer should be clearly specified in writing”.

The Governance report notes “a lack of standardization of expectations for the content and timeliness of agendas, minutes, and reports” and makes a number of recommendations. And also makes recommendations about the proper use of in camera meetings.

Thoroughly resolving this disorganisation of responsibility within the GFPID would go a long way to address current and future problems.

Bowers: I’m still chuffed that Brownlee characterised the Fire Chief, Training and Operations officers, and the then-Corporate Officer/Admin as “innovative, attentive, and proactive” in his February 2023 review!

The Fire Board changed significantly after the report’s release, and work was soon well underway to address the recommendations.

Various reports note the work has continued – despite some particularly intense headwinds. If anything remains to be done, I’ve no doubt it will be.

The July 2022 Board Governance Review was also written during a time of internal turbulence – the centre of which has since transferred from the board to Facebook and/or meeting attendees.

Some recommendations have already been enacted – some before the review was submitted. Of those that apply to the current board’s makeup, many are reasonable.

Given the composition of the board at the time however, I’d hazard most would have disregarded the suggestion that they have an annual soiree.

Bussler: The Brownlee and Governance reviews are resources that are currently being underutilized. In my opinion, the recommendations should have helped to inform the GFPID Long Range Plan so that progress on their implementation could be clearly tracked. Key recommendations from the Brownlee Report that should be implemented, are Recommendations 1 and 22. Recommendation 1: clarifying the Chain of Command between the Fire Chief and GFPID Board to reduce confusion and support effective governance. Recommendation 22 is also vital—it calls for updated Operational Guidelines to ensure compliance with labour, safety, and privacy laws. A clear, up-to-date organizational chart is also essential to define roles, improve accountability, and support informed budgeting and staffing decisions.

4. What can local governments like Improvement Districts do to work towards the goals and recommendations of the Truth and Reconciliation Report?

Giffin: The Board strives to meet the goals of the Truth and Reconciliation Report. The local improvement district has a sole mandate which is fire fighting. While other improvement districts have multiple mandates. Locally we continue to work with local First Nations.

Jackson: The historic mistreatment of our First Nations people is now a well know reality, and all levels of government must work closely with them. The Snuneymuxw band owns a considerable amount of property on Gabriola, and it may come to pass that they choose to develop it in ways that are contradictory to the existing community bylaws. Fire protection and public safety is the mandate of the GFPID and regardless of their decisions, I am confident that clear communications with the band will result in outcomes that are satisfactory to all parties involved.

Mercier: GFPID could begin – formally and informally – to cultivate a relationship with the Snuneymuxw which recognises their right to participate in planning and stewardship of their territories. By inviting participation and information sharing – including traditional ecological knowledge and fire stewardship – the GFPID could begin to manage its responsibility in a way that integrates the interests of settler and indigenous cultures.

As in other areas, cultivation of a practice of openness and transparency in the planning and business of the GFPID would help to establish relationships of trust.

The GFPID would do well to consider the NCTR recommendations on creating engagement with Native communities in this work.

Intrinsically, an improvement district is bound up in colonial notions of land ownership. The issues involved are neither simple, nor amenable to easy solution, but as an arm of government – however small – the GFPID is obliged to engage with the land and history within its bounds.

Bowers: Most of the T and R recommendations are meant for senior levels of governments, media, the law, and churches, but there are some recommendations for the corporate sector that pertain, and it sounds like this work has already begun for the GVFD.

For example, I asked Fire Chief Will Sprogis about the status of a recommendation in the long term plan to reach out to First Nations to see if they would be interested in discussing fire protection on their lands. He said he has already done that, but has not yet heard back.

And when asked whether T and R recommendation 92 ii (“Ensure that Aboriginal peoples have equitable access to jobs, training, and education opportunities”), and courses in cultural competency have been added to their policy, Chief Sprogis said that GVFD has an Equity, Diversity, and Inclusiveness Committee, that they’d like to have a board member sit on it, and perhaps that person could make those suggestions there.

Ain’t no flies on our Fire Chief!

Bussler: I believe reconciliation starts right here in our own community. As a candidate for Trustee, I’m committed to listening, learning, and taking action to support the Truth and Reconciliation Commission’s Calls to Action. That means recognizing we’re on the traditional territory of the Snuneymuxw First Nation, encouraging cultural awareness in our fire services, and building respectful relationships. I want to see Indigenous knowledge and voices included in how we plan for safety and emergencies on Gabriola. Even small steps can make a real difference — and I believe our Fire Improvement District can be part of that change.

Chorneyko: Land acknowledgements need to be genuine.The GFPID needs to recognise and respect the Snuneymuxw land claims. This is the Kensington lands and Provincial land in the middle of the island, plus more. Stewardship of these lands becomes much more complex than we are accustomed to. It requires relationship building with the Snuneymuxw and working towards common goals, while recognizing and respecting that they have agency over their own goals.

5. Should Fire Trustee elections have advance-voting options available?

Jackson: I believe exploring alternative voting methods is reasonable, especially given the increase in public engagement in recent years. Those changes would involve a cost and an administrative effort, but good governance must reflect current and evolving community needs. Historically GFPID elections were low profile, sometimes begging individuals to run for vacant positions. However, notably since the fire hall construction decision- a now widely supported project- public interest has grown. Therefore, I would support investigating voting solutions that would enhance accessibility and eliminate concerns of transparency.

Mercier: When the Supreme Court of BC nullified the 2019 election the judgement specifically “ordered the District to also provide property owners with the ability to vote by way of absentee ballots, citing that with it being an election during a summer month, owners may not be on island to take part in the election in person.” Since then the GFPID has done little to improve the ability of landowners to exercise their franchise. Even if absentee ballots are determined to be too cumbersome, there should be an opportunity for advance voting.

The decisions of the GFPID trustees affect every Gabriolan, every day. It is worth the effort to provide as many people as possible with the opportunity to vote.

It is also the responsibility of the board to conduct itself in a way that encourages people to learn about, and participate in, this most critical public process.

Bowers: That would be ideal. From what I understand the option has been investigated, but the process was found to be costly and time-consuming, and both of those commodities have been in short supply for the board lately.

There are also issues about where to store the completed advance ballots until they can be counted after the polls close on election day.

Hopefully the storage issue can be resolved, one or both of the scarcities will diminish at some point, and the option can be revisited. I would certainly be willing to do that.

Bussler: Absolutely. In my opinion democracy works best when engaging with as many stakeholders as possible. In January 2023 a Ministerial Order was issued that permitted Improvement District Trustees to hold multiple voting days as well as mail in ballots. The GFPID Trustees chose not to implement these measures. If elected, I would champion their implementation.

Chorneyko: Yes

Giffin: The issue of advance voting and absentee voting was reviewed at length by the Board a couple of years ago and rejected. What did come out of that review were the extended voting hours. The extended hours have been implemented.

6: Any other statement you want to make with respect to this election and the GFPID?

Mercier: The GFPID has substantially increased its responsibility, planning, and taxation over the past 3 years. That change hasn’t brought an adequate attention to detail or duty.

We’re likely to hear a lot about how long people have lived on the island. I don’t think that’s important.

We’ll likely hear a lot about the many excellent firefighters, their devotion to community, and the huge commitment they make. Those are important things, but they don’t have much to do with the GFPID.

It’s not reasonable to accumulate millions of dollars of taxpayer money without being honest and forthright about how that money is managed. It’s not reasonable to make contracts in secret, or to commit taxpayer resources without review.

It’s not reasonable to make decisions without discussion or disclosure.

In order to meet its obligations – to do right by the taxpayers, to provide fire protection services, to be accountable in matters of money and law- the GFPID needs to shape up.

It’s a job worth doing right.

Bowers: For years, even after I became the Department of Everything for the Flying Shingle newspaper, I was oblivious to the work of the fire department. Then the Fire Board announced that the old fire hall was becoming uninsurable, that we needed a new one, and what it was actually going to cost.

The community exploded. And I had a few epiphanies: we have a damn fine fire department; the board had been planning for the new fire hall at their public meetings for years; most people weren’t aware of their plans; and as a reporter I should have been covering those meetings.

Our fire hall got built. Thanks to the quiet dedication of past trustees it’s magnificent and will soon be paid for. Sadly however the foofaraw seems to have become a permanent part of the package. And not just because it’s alliterative.

It would be hubris to suggest I can make that all better. But I can do my best to ensure our fire department remains ours. And I will.

Bussler: I believe the GFPID would benefit from fresh perspectives and new ideas. Its core mandate — to provide fire protection services — should be a straightforward, non-controversial task. Yet, the District is facing a wrongful dismissal lawsuit alleging a “culture of intimidation and hostility,” the GVFD has unionized, and tens of thousands have been spent on HR consultants, legal fees, information requests, and workplace investigations — costs that might have been avoided with stronger policy, transparency, and accountability. It’s time for a new, constructive approach that rebuilds trust and ensures the long-term strength of our fire services and the GFPID. I look forward to answering questions and sharing more about my reasons for running for Trustee at the All Candidates Meeting on June 4th.

Chorneyko: This is a consequential election for the fire department and the community. This organization has reached a scale where strong governance, accountability, and modern organizational practices are no longer optional—they are essential.

Progressive leadership is needed to bring GFPID into alignment with public expectations for agencies of its size and importance. This means adopting clear policies and managing resources with discipline and transparency. Continuing with ad hoc decision making undermines long term effectiveness and drives unnecessary costs. I hope that the public embraces progressive leadership in this upcoming election.

Giffin: Over the past two years the Board has been required to expend substantial amount of funds for professional fees. The bulk of these fees have been a result of Freedom of Information Act (FOI) requests. In addition both employees and contractors have been the subject of harassment via written correspondence, media and/or phone calls. Multiple efforts have been made by several Board members to meet with those who author both the FOI requests and the harassment issues. All this to no avail. It is indeed unfortunate that this continues despite the best efforts of the Board. While it is recognized you can’t please all of the people all of time every effort has been made to address the concerns brought to the Board. It must also be realized the Board has legal requirements that must be respected.

Jackson: There has been an undercurrent of disharmony that has evolved toward the GFPID over the last few years. It’s clear to many that this has evolved from the actions of a limited number of people. Personal egos can be a harmful thing and should be put aside when joining any organization. Our fire fighters deserve the full support of the community and these largely unnecessary politicizing distractions can be harmful to the good of the department. As a Trustee, my efforts would continue to be directed to reestablishing the harmony and good governance the community deserves.