• Repeal the 14 Tower Plan for Moody Centre – The current ‘framework’ allows 14 towers up to 40 storeys in just 4 city blocks around the SkyTrain. It was put into our Official Community Plan without community consultation or support. It rewards land speculation and inflates the price of our employment lands – pricing out the businesses we have and the employers we want to attract. We will remove it from our Official Community Plan and replace it with a new community-led vision for Moody Centre focused on jobs, public space, housing diversity, and local businesses.

• Create a Business & Jobs District in Moody Centre – For years, Port Moody has gone all-in on residential growth while economic development took a back seat. Residential development is not a substitute for economic development. Moody Centre offers a once-in-a-generation opportunity to diversify Port Moody’s tax base, create local jobs, and reduce pressure on residential property taxes. We will work with the community to:
➜ Transform Moody Centre from a residential tower district into a complete community and jobs centre
➜ Create a pedestrian-focused Spring Street lined with local businesses
➜ Protect and expand critical employment lands
➜ Attract employers, offices, and institutional uses that create good-paying jobs and year-round activity, while supporting the local businesses already here
➜ Support a mix of housing types which includes low- and mid-rise housing

• Reduce population growth to match infrastructure – The current Council’s plan would double Port Moody’s population. We will change the Official Community Plan to reduce future population growth to better align with our community’s ability to manage the impacts and costs of growth such as roads, parks, utilities, and other essential infrastructure. Future population growth should be driven by the types of housing our community actually needs, rather than simply maximizing the number of units built. Our commitment is that infrastructure gets planned alongside new homes, not decades behind them.

• Create neighbourhood plans to meet housing needs for South Side of St. Johns and Inlet Centre – Housing diversity is important so that families, seniors, and those starting out can all find appropriate homes in core areas of Port Moody. We will addressing community housing needs by:
➜ Planning South Side of St. Johns as a family housing area, including townhouses south of St. George
➜ Ensuring Inlet Centre can offer a balanced diversity of housing options, not only condos

• Develop a Housing Needs Implementation Strategy – Port Moody already has a Housing Needs Report that identifies the types of housing our community is lacking. We need to start getting it built, with more housing choices at a wider range of price points so families, seniors, young adults, and local workers can live in Port Moody. We will:
➜ Fast-track townhomes, multiplexes, affordable housing, co-op housing, seniors housing, and family-sized homes through designated housing areas and streamlined approval processes
➜ Prioritize approvals for housing types identified in the Housing Needs Report, rather than continuing to focus on very small condo units
➜ Discourage land banking through city policies and stop making land-use decisions that fuel speculation and drive up housing costs

• Deliver seniors and below-market housing – We will:
➜ Partner with BC Housing, the co-op sector, and non-profit housing providers, including the use of suitable city land, to deliver below-market homes
➜ Expand seniors housing and care options throughout the city: zone suitable sites, fast-track seniors-oriented projects, and press Fraser Health and the province for more care capacity so residents can age in the community they helped build

• Design better homes, without bigger price tags – Better standards shouldn’t mean pricier homes. We will pair every new requirement with faster approvals, exclude required space from density limits, and publish the rules up front, so the cost comes out of land speculation, not the price of a home. We will:
➜ Require developments to meet revised standards on minimum unit sizes, bedroom mix, below-market rental, and functional design
➜ Require functional in-home storage in new multi-family housing, so a separate paid locker is not the price of living there
➜ Require unit and building design that supports working from home, and require developments that count home-based jobs toward their employment numbers to design for them

• Make room for childcare – Secure childcare space in larger developments, allow licensed childcare across residential and suitable employment areas, and publish a running count of licensed childcare spaces against community need – so families can see whether growth is delivering the spaces it promises.

• Protect neighbourhood character and identity – We will:
➜ Make provincial housing legislation work for Port Moody, using every design, servicing, and planning tool the city controls to shape where and how new housing fits our neighbourhoods
➜ Deliver family housing while ensuring new development complements the character and scale of existing neighbourhoods
➜ Work with the community to guide investments in arts, culture, and public spaces that strengthen community connection, celebrate Port Moody’s identity, and make our city an even more vibrant place to live
➜ Recommit to protecting Port Moody’s heritage by supporting the preservation of heritage buildings where feasible and ensuring new development respects the scale and character of our heritage areas

• Clear, coordinated rules for development – We will:
➜ Bring development cost charges, amenity cost charges, and inclusionary zoning into one coordinated framework to be reviewed and updated together
➜ Set amenity and affordability contributions through clear formulas published up front, not case-by-case negotiation
➜ Notify and consult residents and businesses before construction of larger projects that affect their customers, parking, or access
➜ Create a public online development dashboard so residents can easily follow major applications from submission through construction (see our Trust & Transparency platform)

• Expand Rocky Point Park – As our population grows, our signature waterfront park must grow too. We will:
➜ Make significant expansion of Rocky Point Park a top priority
➜ Work with the community and landowners to identify a path forward
➜ Build a credible, funded acquisition path using the parkland tools available to BC local governments, including development cost charges, parkland dedication, partnerships, and work with senior governments for regional park funding
➜ Fund improvements to existing Rocky Point Park including pathway widening, increased tree canopy and shaded gathering spaces

• Murray Street corridor – We will:
➜ Oppose additional traffic lanes through Murray Street to protect its character as a vibrant waterfront, business, and recreation corridor. More lanes would mean more traffic, more noise, and a degradation of what makes that area special.
➜ Explore opportunities to enhance the pedestrian experience along Murray Street through improved access, connectivity, public spaces, and placemaking.

• City run family doctor clinic – The city can facilitate bringing more family doctors to Port Moody to meet the demands of a growing community. But it takes local leadership. This clinic would be fully funded by the Province and prioritize local residents. Similar efforts in other communities like Colwood, BC have demonstrated this is possible. Any initial costs would be funded from city reserves and be paid back within 5 years.

• Ensure growth pay for growth – Development charges in Port Moody are currently one of the lowest in Metro Vancouver. Development charges should fairly pay for the infrastructure and amenities that growth requires. And a jobs-focused Moody Centre builds a business tax base that pays the city back every year, not just once at rezoning. We will
➜ End the practice of approving growth without securing its fair share of infrastructure and amenity costs
➜ Review development charges to ensure growth contributes toward growth-related infrastructure and amenity costs
➜ Reduce the burden on existing taxpayers

• Catch up and plan for the future – Within our first year, publish a costed and prioritized capital plan, with funding sources and realistic timelines, for community projects including:
➜ A new expanded library
➜ A new Kyle Centre
➜ An indoor pool
➜ Additional community parks

• Build dedicated pickleball courts in appropriate locations, such as the Recreation Complex – sited and sound-managed to be good neighbours – ending the daily tug-of-war between pickleball and tennis over shared courts

• Get more out of the courts we have – add lighting where appropriate to extend playable hours, restripe underused surfaces for multi-sport play, and expand evening and weekend community access to school courts and gyms under the City’s existing joint-use agreement with School District 43

• Make booking fair and simple – a modern online booking system with posted schedules that balance drop-in play, lessons, and organized leagues

• Create additional designated off-leash dog parks and improve enforcement of leash regulations, with the basics done right: fencing, water, and regular maintenance

• Bring spending discipline to every budget and focus tax dollars on core services, city infrastructure, and the amenities residents depend on and value most. It’s also important to focus on implementing the key commitments council makes to the community rather than pet projects.

• Put major projects and programs through value-for-money review before costs reach the tax bill

• Fund new commitments from existing spending and city revenues before any new tax ask

• Fix parking – We will:
➜ Develop a parking strategy informed by a parking audit, working with local business owners to ensure their needs are met
➜ Add parking capacity in key areas, including the Recreation Centre
➜ Ensure future major community facilities such as a new Kyle Centre are planned with adequate parking capacity
➜ Create a citywide parking inventory covering both public and private spaces to guide parking and transportation decisions

• Parking pays for the plan – We will:
➜ Implement a low-cost resident parking pass
➜ Dedicate net pay-parking revenue to two priorities: Rocky Point Park improvements, and a comprehensive citywide traffic and transportation assessment for current and future growth – and use this to develop a costed, prioritized list of fixes
➜ Report each year on parking revenue collected and how it was spent

• Improve local traffic. The simple solutions are not always the best solutions. For example, adding extra lanes to prioritize non-local traffic will only be a temporary fix as latent and induced demand will cause regional traffic patterns to readjust and before long that extra lane will be congested resulting in more traffic problems. Instead, we’ll be focussing on practical and informed solutions that prioritize Port Moody residents. We will:
 ➜ Improve left turn throughput onto Ioco from St. John’s and Murray Street
➜ Implement real-time traffic signal coordination and adaptive traffic management technology
 ➜ Prioritize local traffic movement and practical roadway reconfiguration to remove bottlenecks and improve eastbound rush-hour flow
➜ Stop making traffic worse by requiring that any development along the St. Johns corridor and other high growth areas has realistic and comprehensive transportation planning
➜ Focus on practical improvements instead of costly projects that encourage more through-traffic at taxpayer expense and will only result in more congestion due to latent demand.

• Safer roads for everyone – We will:
➜ Undertake a city-wide review of problematic intersections, unsafe sidewalks, disrupted bike routes, and other transportation safety concerns, and implement priority safety improvements
➜ Work with the Port Moody Police Department to improve road safety enforcement and reduce dangerous speeding and excessive vehicle noise

• Establish a Citizens Advisory Group called together on major issues, with members chosen by random draw from applicants – preventing politicization and ensuring diverse perspectives

• Restore the Advisory Design Panel – reinstating independent expert review of development applications to ensure what gets built meets a standard the community can be proud of

• Improve outreach to renters, young people, seniors, families, local businesses, and residents who don’t traditionally participate in civic processes – because a decision made without hearing from you isn’t a fully informed one

• Conclude every major public engagement with a “What we heard and what we did” summary, ending the practice of consultations that don’t impact anything.

• Release quarterly public progress reports on platform commitments, strategic priorities, and major projects

• Launch a Public Information Hub on the City website where you can easily track community events, Council meetings, voting records, major projects, development applications, key decisions and reports in one place – replacing the fragmented system that makes it too hard to follow what’s happening at City Hall

• Publish plain-language summaries for major reports and development proposals – written for residents, not just Council

• Publish the data, reports, and analysis behind major recommendations in an easily accessible format, so you can see exactly what decisions are based on

• Introduce a lobbying disclosure registry so you can see when elected officials or senior staff meet with or receive correspondence from developers or lobby groups

• End the City’s paid membership in the Urban Development Institute (UDI) to reinforce public confidence in independent decision making

• Publish an annual “State of Community Report” showing how infrastructure, parks, recreation, transit, and services will keep pace with growth, along with regularly updated cost projections – giving you the full picture, not just the highlights

• Launch a public dashboard tracking development applications and approvals against the City’s identified housing needs – so housing needs are visible and you can hold Council accountable

• Improve public notices for development applications, including visual renderings and plain-language summaries – so you know with clarity what’s proposed in your neighbourhood