News profile1. What are your thoughts on city ownership of Saamis Solar, and what direction would you want to see council take with ownership of renewables?
Owning the Saamis Solar ‘play’ gives Medicine Hat a strong advantage as industries increasingly require renewable energy to meet their green environmental goals. The fact is, if we can’t provide local options, businesses may invest elsewhere. Any expansion must make financial sense and deliver clear benefits—creating local jobs, supporting business growth, and promoting sustainability. Council should continue to investigate public ownership while exploring smart partnerships that protect taxpayers and provide opportunities. Done right, renewables can attract new industry, help existing companies meet sustainability targets, and diversify the local economy. With a solid business case, accountability, and measurable community benefits, Saamis Solar could become an invaluable asset and a driver for long-term growth.
2. What are your thoughts on the future of the energy division, specifically the concept of turning it into a municipally controlled corporation?
Under a municipally controlled corporation (MCC) model, our utility will always remain publicly owned. This allows flexibility, innovation, and partnerships while keeping residents in control. Calgary and Edmonton have used Enmax and Epcor to return hundreds of millions of dollars to their communities to offset property taxes through their own MCC. Medicine Hat has the same potential if managed well. Likewise, linking the MCC to a Rate Review Committee (RRC) will ensure oversight, transparency, and fair rates. This model protects residents, supports jobs, and provides steady revenue to help keep taxes lower while positioning the utility for long-term success. We must do a better job of explaining the MCC model to the ratepayer before moving forward.
3. How would you look to balance taxation with the operation costs of running a city, as well as the services provided to residents?
City budgeting must balance essential services—safety, infrastructure, and utilities—with affordability. Before raising taxes, we should find efficiencies and ensure growth covers its costs, so current taxpayers aren’t overburdened. A regional approach—partnering with nearby communities on shared services and infrastructure—reduces duplication and costs. Strong local management combined with regional cooperation will ensure reliable, sustainable, and affordable services for residents now and in the future.
4. How would you approach economic development and any need to incentivize business to come to Medicine Hat?
Changes in Provincial legislation has positioned Medicine Hat with tools to attract and retain businesses, including property tax, offsite, and brownfield development incentives. While incentives help, the bigger goal is to create a community where companies want to stay—through strong infrastructure, a skilled workforce, and a high quality of life. Partnering with the Medicine Hat College ensures students are trained for local jobs, supporting current and future workforce development. Supporting small businesses and entrepreneurs alongside larger companies grows jobs, attracts investment, and strengthens the economy. Combining smart incentives with partnerships and a functional “business-friendly approach” will position Medicine Hat to remain competitive and thrive.
5. With the proposed north-side location for a permanent homeless shelter off the table following public concerns, what do you think are the essential priorities that a shelter location must provide?
A permanent homeless shelter must balance the needs of vulnerable residents with the interests of the wider community. Essential priorities include ensuring the site is safe, accessible by public transit, and in immediate proximity to all the core social and support services (such as the Navigation Centre approach Edmonton and Calgary have taken). It is also important to select a location that promotes dignity and stability for those using the shelter while addressing concerns of nearby residents and businesses. Open dialogue and careful planning will be critical to creating a shelter that works well for everyone in Medicine Hat.
6. A lot of focus during this election campaign has been on property taxes in Medicine Hat, though a majority of residents do not own property. What can or should the city be doing to ease cost-of-living issues for those who do not own property, such as renters?
I recognize that many residents in Medicine Hat are renters and face cost-of-living pressures beyond property taxes. The City can play a role in easing these challenges by supporting affordable housing initiatives, encouraging new rental development, and working with community partners to expand housing options. Maintaining reliable, reasonably priced utilities and accessible transit also helps keep living costs manageable. By promoting economic growth and local job opportunities, the City can further support residents’ ability to meet everyday needs. My goal is to ensure that policies and decisions benefit all residents, whether they own property or rent.
7. What are your thoughts on proposed recreational facilities such as the Southside Outdoor Aquatics Centre and Brier Run Sports Field? How much focus would you want the city to put toward adding recreational facilities?
I believe recreational facilities play a key role in strengthening community, promoting active lifestyles, and supporting youth and families. Proposals like the Southside Outdoor Aquatics Centre and Brier Run Sports Field show there is interest and demand, but it’s important to balance these opportunities with fiscal responsibility. I would support moving forward on projects where there is strong community backing, clear long-term value, and sustainable funding. The City should continue to plan for recreation as part of overall community development, ensuring facilities are accessible, affordable, and beneficial for all residents.
