Jerry Anderson

Good morning, Chair, Directors, and staff,
Thank you for allowing me to share some feedback regarding the project in Mill Bay you are considering today.  My name is Jerry Anderson. I am a resident of Mill Bay. My family moved here in 2016, and we are deeply invested in this region—from my work as a developer in Area D to my daughter attending Grade 2 at Cobble Hill Elementary to my wife running the StrongStart program at Bonner Elementary.
Before I begin, I want to acknowledge that public speaking is not my forte; I am certainly out of my comfort zone today. I also want to sincerely thank the staff and directors I’ve worked with over the past decade. I’ve seen your dedication firsthand, and my comments today are not a criticism of any individual. I am here as a ten-year observer, sharing my experience so that we can collectively improve the system moving forward.
When I first moved here, I had a vision: to build a small, sustainable “pocket community” that supported affordability—a place where we could make our forever home alongside like-minded friends and family. We thought we had located the ideal property: an acreage in Cherry Point already zoned for cluster residential. On paper, it was exactly what the community needed.
But as we began the process, we realized we had entered a system of attrition. We were caught in a cycle of constantly changing conditions. Every time we solved one problem, another appeared. First, there was a lack of water. Then we had water, but lacked sewer capacity. Then we had capacity but faced new water-quality and delivery issues. At every stage, the goalposts shifted. Even when we provided a solution, the “insurmountable” hurdle would suddenly change.
What should have been a straightforward process turned into a ten-year journey. We are still awaiting final approval and have spent over $8 million to move from seven lots to eleven, while the original vision for the project was ultimately no longer viable. What began as an affordable, community-oriented development was pushed into a high-end product accessible only to wealthy buyers. That was never the intention. It does nothing to support working families and sends a chilling signal to anyone looking to deliver meaningful housing solutions in the Cowichan Valley.
Over the past decade, I’ve observed that a small but highly vocal minority—perhaps 20 percent—has consistently shaped these rooms, advisory boards, and committees. Meanwhile, the majority—the working families and business owners—are absent because they are busy raising kids and running the economy. The result is a system that no longer serves the residents who are most susceptible to economic downturns and rising taxes.
This brings me to the Purdy Group’s application on Handy Road. This is exactly the kind of developer we should be encouraging. They are well-capitalized, experienced, and have already made significant improvements in the community. While the neighbours’ concerns are valid, I strongly urge the Purdy Group to listen with an open mind during its public information meetings. Experience has taught me that keeping the public engaged can go a long way in easing fears and removing misconceptions stoked by outside interests.
We need to stop treating developers like the “boogeyman.” We are the partners who pay for the trails, parks, sidewalks, and underground pipes. Rather than demonizing builders, we need to work with them—just as we must work with our local First Nations and neighbouring municipalities.
Regarding the new MOCP and DPA amendments: I know the intentions are good, but the last thing our communities need is tighter control and more rigid regulation. We are already drowning in regulations that are nearly impossible to enforce. This is why so many residents have tuned out or do everything they can to avoid involving staff in minor property changes.
To offer an analogy: if you have a vehicle with a failing engine, repainting it over and over again doesn’t fix the problem. We have a lot of painters in this valley, but not enough mechanics. The “mechanics” are the people actually building—the staff and the builders working together to solve real problems.
Looking back over the last 15 years, we have to ask: Have we improved affordability? Have we solved our infrastructure challenges? Or have we made it harder and more expensive for families like mine to thrive?
We have an opportunity to choose a different path. I’m doing this for my daughter—and for all the young families who feel local government no longer serves them. Leadership isn’t about managing a process; it’s about moving things forward. Are we here to manage decline, or to build a future?
I’m asking you to choose the future. And I’m asking you to start today.

Thank you.