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?
I support the idea of solar energy and the long-term benefits it can bring to Medicine Hat. A business case for Saamis Solar’s viability needs to be completed. If we were to proceed I believe there’s a better way to fund the Saamis Solar Field project than what’s currently proposed. Rather than relying solely on public funding, I advocate for a partnership model that brings together the City of Medicine Hat and private sector investment. This approach would reduce the financial burden on taxpayers while still allowing us to pursue clean energy goals. Current Medicine Hat heavy industry is already on board with concept of Saamis Solar. Many of them have global climate commitments and see this project as a strategic asset, not only for environmental impact but also for attracting complimentary new industry to our region. A solar field like this could be a major perk for companies looking to invest in communities with forward-thinking infrastructure. Above all, I believe in being accountable with taxpayer dollars. We need to be proactive, not reactive—because I don’t want to be in a position where we look back and say, “Well, that went wrong… but we learned a lesson.” Let’s get it right the first time, with smart planning, strong partnerships, and a clear return on investment.
2. What are your thoughts on the future of the energy division, specifically the concept of turning it into a municipally controlled corporation?
I believe our electric power generation division should remain under the direct control of the City of Medicine Hat. This is a vital public asset, and we must ensure it continues to serve the long-term interests of our community. That said, I’m open to exploring a blended approach. We should establish a working group that brings together our current staff, energy experts, city council members, local business leaders, and engaged residents. This diverse team would collaborate to assess all options and ensure that any future decisions are grounded in transparency, expertise, and community input. Once the working group has completed its review and developed recommendations, those findings would come to City Council for a full vote. That ensures any path forward is publicly debated, democratically decided, and accountable to the people of Medicine Hat. Before we make any structural changes, we need to get our house in order. That means understanding where we are today, identifying necessary upgrades, and planning for the future with clarity and accountability.
3. How would you look to balance taxation with the operation costs of running a city, as well as the services provided to residents?
I believe the key to balancing taxation with the costs of running our city lies in smart planning, strong budgeting, and community-driven priorities. I’m committed to protecting core services the ones residents rely on every day, from public safety to infrastructure to recreation. These are non-negotiables. But we also need to ensure that every dollar spent is delivering real value. I support the strategic review of city operations to identify efficiencies, reduce waste, and modernize where possible. That means working closely with city staff and residents to understand what’s working, what’s outdated, and where we can innovate. When it comes to taxation, it must be fair and accountable. We must be honest with residents about what services cost and how we’re funding them. If taxes are to be lowered or raised, we need to have a clear plan with measurable outcomes. I also want to explore alternative revenue streams; from partnerships with local businesses to provincial and federal grants with the idea to reduce pressure on taxpayers while still investing in our future. The goal as city council is to ensure residents feel confident that their tax dollars are being used wisely, and that the services they receive reflect the values and needs of our community.
4. How would you approach economic development and any need to incentivize business to come to Medicine Hat?
We can no longer stall progress! I fully support a collaborative approach to economic development. Through strategic action we need to build on Medicine Hat’s strengths using supports for local businesses and attraction of new investment. When potential investors consider Medicine Hat, a concierge-style approach that includes presentations of both city-owned and privately owned opportunities to help move quickly from concept to commitment. I will support the plan to review and update policies around off-site levy fees and infill developments, ensuring incentives are created in consultation with industry groups and developers for equitable and targeted land development. I believe whether it’s permitting, licensing, or development inquiries, businesses deserve clarity. I want to make sure our city team is aligned and empowered to deliver great service every time. Let’s take time to invest into training and goal setting for our city employees (frontline & management) to ensure success. We need to continue with a unified regional strategy that will amplify Medicine Hat, Bow Island, Redcliff, Forty Mile, and Cypress County’s strengths. I want to see more programs that help local entrepreneurs scale up, modernize, and compete. Industries like aerospace, defense, agriculture, advanced manufacturing, and petrochemicals are key to provide diversification and resiliency to our economic development. Look to for ways to advocate partnerships between businesses and institutions like Medicine Hat College to provide training for workforce needed.
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?
With the north-side location no longer moving forward, it’s essential that we approach a permanent shelter with both compassion and practicality. The right location must support our unhoused population while respecting the needs of surrounding neighborhoods and businesses. That means placing the shelter near key resources (or moving key resources to be closer to shelter) nonprofits, outreach programs, and police services so that prevention and crisis response are coordinated and effective. Equally important is how we fund and operate these services. To get the best value for every dollar, funding must be shared and coordinated between organizations to maximize impact and avoid duplication. We must engage the public in open discussion and set clear expectations. A successful shelter model integrates responsibly into the community, with transparency and trust at the forefront. While this is a provincial mandate, the City of Medicine Hat has a duty to advocate for a solution that reflects the good of the entire community. I’m believe in practical leadership that brings people together and finds a location that works for those seeking help and for the city as a whole.
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?
It’s important to recognize that many cost-of-living issues like housing affordability and income supports fall under federal and provincial jurisdiction. The City of Medicine can play a role in shaping how these challenges are felt locally. For renters and non-property owners, the city can influence affordability by streamlining permits, policies and processes for construction of more mixed-income housing developments. The city can ensure services like transit, recreation, and utilities are efficient and affordable to minimize impact to household budgets. As councillors, we must advocate to the province and federal government for fair funding, policy reform, and targeted support for our citizens.
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?
Southridge is growing quickly, and the need for recreational infrastructure is a real concern. Years ago, the city partnered with the Catholic Board of Education and the YMCA to build a shared facility that serves both students and the community. There was talk of adding a pool, but that part of the plan never came to life. We have proven that successful partnerships can be done, the City of Medicine Hat does not have to do these types of projects alone. We need to explore this type of model where we bring school boards, nonprofits, private investment and provincial support to share the cost to maximize the value of every dollar. Taxpayer dollars are limited, the city needs to be fiscally responsible with so many infrastructure upgrades on the horizon (roads, utilities, public facilities). Every new project must be weighed carefully against needs and wants. A pool can be a great asset, but only if it’s built through smart collaboration along with a plan of sustainable funding for upkeep. Let’s figure out ways to meet community needs without putting unnecessary strain on the budget.
