NELSON TILBURY’s Story,

Nelson Tilbury’s journey began in 1963 when his parents brought him, his brother, and sisters to Steelhead. Though resources were modest, the rural upbringing forged indelible memories. Mission quickly became home. A precocious leader, Nelson, at just 15, became President of the Steelhead Community Association, successfully advocating for the Steelhead school to serve as a community hall and recreation centre—his first foray into public service. He completed his education at Cedar Valley School and Mission Senior Secondary, graduating in 1972. Today, Nelson, his wife of 36 years, Sandy, two horses, three dogs, and five goats call a small rural property in Ferndale their cherished home.

After graduation, Nelson recognized the need to leave Mission to forge his career path. He embarked on a journey that saw him collaborate with some of British Columbia’s most esteemed professionals. Taking his work seriously, he acquired numerous trade certifications, beginning with a high-pressure welding ticket and extensive experience in steel fabrication. His dedication led him to an apprenticeship, becoming a ticketed Heavy Duty Mechanic, and further training as a Finning Caterpillar mechanic. His skills extended to the skies; holding a pilot’s license, he frequently flew himself, supplies, and field mechanics into remote BC camps to ensure operational continuity. This deep love for the trades was evident in his mentorship, with his last apprentice achieving the highest marks in the history of the Operating Engineers. Even in retirement, Nelson cherishes the ability to use these hands-on skills around his home and to assist friends.

His career trajectory evolved from the workshop floor to the executive suite. Through continuous training, Nelson ascended into administrative roles and eventually embraced entrepreneurship. He successfully built his own company, diversifying his portfolio into various interests including farming, marketing, real estate holdings, sales, and establishing a small rental portfolio. His expertise was recognized by government, leading to his involvement in successful First Nation negotiations and resolving other critical issues. His extensive training also encompassed finance, providing him with a profound understanding of balance sheets, profit and loss statements, and the intrinsic value of time and money. With companies employing up to 40 individuals, he gained considerable experience in employment management.

In 2011, Nelson was elected to Council, serving a three-year term. During his tenure, he diligently worked to restore fiscal order, notably overseeing the removal of the PSIT program and re-establishing drive-thru service, both of which had been subjects of prior contention.

Today, Nelson is retired. After navigating some serious health issues, for which he is profoundly grateful to Mission’s emergency department, he has successfully divested all his business interests, investing the capital with a trusted investment company. With all bills and expenses managed, his aspiration is to live out his life in his Ferndale home. He firmly believes his extensive experience and council can once again be an asset at City Hall.

Nelson Tilbury, ISSUES

For Nelson Tilbury, the current trajectory of the City of Mission raises significant concerns that demand immediate and transparent action. At the forefront is the escalating tax burden, a situation Tilbury describes as unsustainable. He notes that property taxes are rapidly approaching, and in some cases threatening to surpass, mortgage payments. This financial strain, disproportionately affecting businesses and single-family residents, necessitates a comprehensive review of the municipal budget. Tilbury advocates for a thorough, line-by-line explanation of expenditures, ensuring that spending aligns directly with core municipal services and is held at least to the cost of living, not merely using it as a baseline for increases.

A major flashpoint in Tilbury’s critique is the Bridgehead Development company. Established by the current mayor and council, this entity has become a symbol of opaque governance. Tilbury highlights the transfer of multiple properties and substantial capital into this corporation, coupled with the appointment of individuals perceived as allies to its board. The resulting secrecy, he argues, has eroded public trust, fostering rumours and widespread discontent. He points to the dismissive response to public concerns and the fact that financial transfers to support this corporation have already contributed to a 1% tax increase for homeowners, compounding existing levies.

To rebuild public confidence, Tilbury insists the municipal “books need to be opened up and exposed.” This call for full transparency extends to the problematic use of in-camera meetings, or "secrets." While acknowledging the necessity of confidential discussions for specific issues, Tilbury suggests the procedure may be abused, leading to a climate of mistrust. He urges the release of information not strictly adhering to legislative guidelines for secrecy and an immediate halt to the practice known as “Capture and Kill.”

Another contentious issue is the alleged pursuit of “personal vendettas” at taxpayer expense. Tilbury cites a litigation Ken Herar is defending himself from complaints reportedly supported by by the mayor and two councillors over a perceived issue. This legal action, estimated to have cost taxpayers between $200,000 and $350,000.00, with Ken Herar winning the case and of a reprimand of the city from the presiding judge. Tilbury views this as a significant misallocation of public funds, suggesting a professional conversation could have averted such a costly and reputation-damaging outcome.

Beyond these governance issues, Tilbury addresses specific infrastructure and service concerns. The 7th Avenue Bike Lane, for instance, requires a pragmatic re-evaluation, advocating for the removal of "nonsense" elements and the preservation of a simpler version, informed by direct discussions with residents. He also strongly condemns the "heavy tax deferral" program, which charges older residents 6.5% interest, likening it to a reverse mortgage that undermines a lifetime of hard work. Most critically, the closure of the Mission Emergency ward is deemed "completely unacceptable," particularly for residents requiring frequent critical care, a concern Tilbury illustrates with the deeply personal experience of needing cardioversion 38 times. He also criticizes parking charges at medical facilities as "penny pinching." While recognizing the need for safety, Tilbury firmly states that building more fire halls should not proceed until the municipality’s taxation issues are comprehensively resolved.

Nelson Tilbury’s Rational

Mission isn't just a dot on a map; it's the story of my life, the soil where my roots run deep. I grew up here, I live here, and my heart beats in sync with its rhythm. This isn't just about wanting a job; it's about a profound desire to see our beloved town flourish, to become everything it can be, not just for me, but for every family, every business, and every dream nurtured within its borders.

Lately, though, I've watched with growing concern as the compass for the City of Mission seems to have veered off course. The potential for things to worsen is real, and it’s why I feel compelled to step forward. The role of Councillor, for me, isn't about power; it's about offering sound, experienced counsel. I see the current Mayor and Council grappling with significant challenges, and I believe my unique blend of past experience as a Councillor, coupled with a lifetime of financial acumen, business insight, and an unwavering work ethic, makes me the ideal choice to help steer us back to prosperity. I’ve successfully navigated these waters before, and I’m ready to do it again.

Our city faces pressing issues that demand immediate and decisive action. First, the runaway spending and taxation have become unsustainable. Budgets are spiralling, threatening to make property taxes exceed mortgage payments – a path we simply cannot continue on. My prior experience managing municipal budgets gives me the insight to help the new Mayor and Council implement the necessary fiscal discipline to turn this around.

Then there’s the Bridgehead Development, a project shrouded in secrecy and suspicion. The whispers of public funds being diverted, accusations of corruption, personal vendettas, and costly litigation paint a picture of a project gone awry, built on shaky foundations and lacking proper oversight. This isn’t new territory for me. Years ago, I was directly instrumental in shutting down a remarkably similar initiative, recognizing its flaws before they could fully manifest. It feels like the same troubled file has been dusted off, and I’m prepared to make the tough decisions, including recommending its cessation, if a full, transparent review confirms the disaster it appears to be. The values assigned to the land and property purchases also raise serious questions that demand scrutiny.

Finally, the recent Herar complaint supported by Paul Horne, Mark Davies, and Danny Plecas is a stark reminder of the cost of unprofessionalism. The significant legal expenses, damages, and a judge's damning comments have cast a dark shadow over our city’s reputation. This avoidable black eye underscores the need for leadership that prioritizes collaboration, integrity, and the community's best interests above personal disputes.

I bring a wealth of hands-on experience, which I’m eager to share. I understand financial documents, I am retired and possess the invaluable luxury of time, and I have no financial conflicts of interest. I don’t need the money; I need Mission to thrive. My motivation is simple: to work hard, offer sound guidance, and help make our city the vibrant, responsible, and professional community we all deserve.