What is your plan to improve tax competitiveness, reduce municipal franchise fees, and streamline permitting and regulatory processes to help businesses grow and invest in our community?

ANSWER: I propose we replace our current system of Property Taxes with a Land Value Tax (LVT). Under our current property tax system, we pay tax on the value of the land, and the value of any "improvements" (ie buildings, structures, etc) to the land. With a LVT, we only pay tax on the value of the land itself. The research on LVTs show they will shift our tax burden away from workers, renters, middle income families, and small businesses, and onto people who own high value land (the rich). LVTs are also encourage development of empty and under-utilized land, making them a positive driving force in local economies.

I also want to make middle density, mixed use zoning the default throughout the city while actively working to achieve densification. In addition to making Lethbridge more affordable, more resilient against climate change, more interesting to live in, and strengthening our local communities, this change will also improve the average tax density in the city meaning each individual will need to pay less taxes on average. Low density sprawl is incredibly expensive to build and maintain and is a major contributor to high municipal taxes, so lowering taxes in a structurally sustainable way requires an end to sprawl.

Ultimately, my strategy for lowering taxes involves fixing the major structural problems, such as urban sprawl, which keep taxes high. This will likely require upfront investment in the short term to ultimately achieve sustainable long term tax reductions, but I plan to place that tax burden on the wealthy while giving the rest of us a tax break through smart changes to our tax system. I am firmly against short sighted under-investment and tax-axing as those strategies always lead to structural deficits which cost us more in the long run.

How should public consultation factor into major decision making? If the wants of residents and businesses, and advice given or needs identified by subject matter experts employed or contracted by The City of Lethbridge are at odds, how should both be weighed?

ANSWER: I believe that we should determine our desired outcomes through democratic processes while using expert knowledge to inform us on how best to achieve these outcomes.

What steps will you take to engage business leaders, strengthen communication with the private sector, and foster collaboration with economic development agencies to attract and retain investment?

ANSWER: I want to bring local businesses, such as corner stores, cafes, pubs, ice cream parlors, bike shops, and more, into neighbourhoods throughout the city. To achieve this, we must first legalize middle density, mixed use development throughout the city, and then we must actively work with our communities to develop these businesses.

How will you address housing shortages, improve public safety, and invest in transportation infrastructure while ensuring municipal budgets remain focused on core responsibilities?

ANSWER: As I described in response to Question 1, I propose comprehensive land use, zoning, and tax reform, to bring down the cost of housing while stimulating new developments and economic growth. Focusing on densification as we grow will allow us to make more efficient use of our existing infrastructure, lowering the cost per person to deliver city services. We can then leverage this increased efficiency to fund critical municipal services such as public transit. By focusing development and transit funding on key corridors such University Dr and Stafford Dr, we can maximize the benefits of our municipal investments.

What actions will you take to increase budget transparency, reduce the impact of taxes and fees, and improve clarity and consistency in municipal regulations and tax guidance?

ANSWER: All our municipal budgets, bylaws, city council sessions, etc, are currently available to the public, however, this information is also disorganized, full of legalese, and it can be difficult at times to find what you're looking for. I would be in favour of funding an initiative for the city administration to clean and organize this information while adopting modern best-practices for making it available and understandable to the public. If uncertainty or contradictions exist in any of our bylaws, I would also be in favour of amending them for clarity.

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What is your plan to improve tax competitiveness, reduce municipal franchise fees, and streamline permitting and regulatory processes to help businesses grow and invest in our community?

ANSWER: Business have told me they want council to commit to a multi-year plan to reduce the business tax ratio or have multiple options for business owners to choose from. They also want streamlined approval for signs, patios and renovations to save time and money and I'm hearing they want technology upgrades to improve internet access for businesses.

We also need to make the city's business tax rate the most competitive in southern Alberta. And provide business/industry with some type of idea about the long-term costs of property taxes and utilities so they can plan budgets and determine if they can be profitable doing business here.

How should public consultation factor into major decision making? If the wants of residents and businesses, and advice given or needs identified by subject matter experts employed or contracted by The City of Lethbridge are at odds, how should both be weighed?

ANSWER: I believe consultation is essential for council to make informed decisions and it's essential we get all the information available to make quality decisions. Knowledge is key for leaders to make the decisions that best serve our community.

What steps will you take to engage business leaders, strengthen communication with the private sector, and foster collaboration with economic development agencies to attract and retain investment?

ANSWER: Collaboration and communication are key in all elements of leadership to foster relationships and build understanding. The responsibility of a councillor is to work to advance the best interests of the city and all of its residents and to increase our economic base we need to work closely with the private sector and other partners. Councillors need to look at all issues from different angles and find the best approach that is sustainable for the future not only of the community but of existing and potential businesses.

How will you address housing shortages, improve public safety, and invest in transportation infrastructure while ensuring municipal budgets remain focused on core responsibilities?

ANSWER: Developers have told me we need to reduce red tape so they can build the kind of housing that residents want and need. And we need diverse types to satisfy the needs of existing community and potential employers who want to establish businesses here so there is suitable housing for their employees. That means making sure the updated land use bylaw will provide the opportunity to create housing types will provide affordable shelter for workers and their families.

As for public safety, we need to support the police in their efforts to address drug trafficking and the increasingly more sophisticated ways criminals do their activities here. A safe community is essential to attracting and keeping business and industry.

On the transportation side, it's becoming abundantly clear we need to address issues with our transit system which is not meeting the needs of many users including workers. I also feel we need more flow on major roads such as Mayor Magrath to reduce the frustration of stop and go traffic as residents try to do business. If more business is going to be created in West Lethbridge, we need to address the ongoing issues with Whoop-Up Drive and the Crowsnest Trail.

I believe council needs to focus on wants, not needs. What are the priorities to keep this city operating, businesses thriving and living affordable? We as council need to set those priorities and be focused on keeping non-essential spending down.

What actions will you take to increase budget transparency, reduce the impact of taxes and fees, and improve clarity and consistency in municipal regulations and tax guidance?

ANSWER: We need to listen closely to business on the impacts taxes and fees are having on them. I've been told it's important to freeze or reduce business licencing fees and permits because a high permit fee can be the difference between moving forward or cancelling a project that could create jobs.

The public is demanding that type of transparency and I would like to engage with administration and the public on ways of seeing that happen.

What is your plan to improve tax competitiveness, reduce municipal franchise fees, and streamline permitting and regulatory processes to help businesses grow and invest in our community?

ANSWER: Council has approved funding to implement an economic development strategy. That will be an important plan to attract businesses. So the new council will have to ensure that this entity strives to find solutions to tax issues and red tape. The Targeted Redevelopment Incentive would reduce municipal tax increases associated with renovations until post renovations. The Chamber would know that Lethbridge has a high number of tax exempt businesses. We need to lobby for more taxes in lieu from the provincial government.

How should public consultation factor into major decision making? If the wants of residents and businesses, and advice given or needs identified by subject matter experts employed or contracted by The City of Lethbridge are at odds, how should both be weighed?

ANSWER: Public input is vital for council making informed decisions. The community engagement events that have been held over the past couple of years has been a valuable tool to guage the public’s wants and non-wants. As always, councillors have to make an informed decision that they feel is the right answer to what should or shouldn’t be implemented. Some of those decisions can be very difficult to make. But that’s why we sign up for the job .

What steps will you take to engage business leaders, strengthen communication with the private sector, and foster collaboration with economic development agencies to attract and retain investment?

ANSWER: As I’ve said over my last 2 terms, Partnership is Leadership. We need to continue to invite The Chamber, Economic Development, Lethbridge Housing, Lethbridge Home Builders…and all similar groups to keep us informed as to what is going well and what is not going well.

How will you address housing shortages, improve public safety, and invest in transportation infrastructure while ensuring municipal budgets remain focused on core responsibilities?

ANSWER: When it comes to public safety, we have to continue to fund the Police and Fire Services. The city is getting bigger and we have to adapt accordingly to those needs. We need to keep looking for those government grants that will help build new housing projects. The recent Permanent Housing Complex that just opened was approved 8 years ago. It opens under budget. Hopefully we can reduce the time it takes to get approval and it come to fruition. I believe in building up not out to avoid urban sprawl and increased infrastructure costs…

What actions will you take to increase budget transparency, reduce the impact of taxes and fees, and improve clarity and consistency in municipal regulations and tax guidance?

ANSWER: I’d have to say that on council I haven’t seen egregious issues with a lack of transparency other than perhaps with the Exhibition project. That has taught us that regular reviews are a good thing and that organizations should welcome them. Sometimes the review reveals great things that need to be applauded.

What is your plan to improve tax competitiveness, reduce municipal franchise fees, and streamline permitting and regulatory processes to help businesses grow and invest in our community?

ANSWER: There are a wide number of things being done in this area and which needs to continue to be done.

First, one way the city can do this is by planning our community better, which would reduce costs for new roads, utilities, etc. This is why the Land Use Bylaw Renewal project is so vital, and I write more on that in later questions.

Second, it is also important to keep down overall costs for businesses. For example, we have some of the lowest water rates in the province. Related to this is ensuring that the infrastructure of the city is in place for existing and new businesses which is why we are working so diligently on building water and wastewater capacities. 

Third, we know we need to support existing businesses and bring in more businesses to the city. This is why we are currently working on the business incentives program to bring them in alignment with the present needs of business both to support existing businesses (both in retention but also in growth if they wish to move in that area) and to encourage new businesses to develop in Lethbridge.

Fourth, we are revising the economic strategy of the city. The new city council needs to set the vision for this strategy as early as feasible in their new term and work with the community to develop the strategy. 

Fifth, we are working on providing for the needs of the workforce of Lethbridge by looking at housing affordability and access (through the housing strategy and land use bylaw renewal project—both of which I look at in deeper way below). 

Sixth, when it comes to fees, we will have the opportunity to review them in the operational budget review. This will provide a year for the new council to meet with the community to do even more engagement into this area, look at the overall budget implications and determine the best way to move forward. 

While the above is being done or will be done, I would also love to sit down with you after the election to discuss more opportunities for collaboration. 

How should public consultation factor into major decision making? If the wants of residents and businesses, and advice given or needs identified by subject matter experts employed or contracted by The City of Lethbridge are at odds, how should both be weighed?

ANSWER: I am assuming you mean how should both be weighed by Council when they decide? If so, as you know, we operate under a representative system of democracy where nine members of the community are elected to represent the residents of Lethbridge. Fortunately, currently councillors in Lethbridge are still running as independents as not as members of parties, which means that each member of council determines the method they use to make decisions.

All I can do is tell you my process for making decisions.

For every matter in front of Council, I read through the agenda package, and sometimes we can have a package that is up to 1000 pages for a meeting. These packages are made up of a variety of materials and should include all the public engagement that administration conducted, as well as background information that has brought us to this decision and, additionally, if there are recommendations (or several options) and administration’s analysis of the results of each of those recommendations.

The agenda and its accompanying material are the starting point for my research into the matter. As a matter of course in this job, I try to attend as many public events as possible, including AGMs for organizations and discussions with residents. This is something ongoing throughout the entire council term. I also read through organizations strategic plans and online information from organizations to see how they align (or don’t) with what is on the agenda. And, when I have specific questions, I reach out to individuals to ask questions and get their opinions on subjects.

Additionally, for every meeting of Council (both council meetings and standing policy committee meetings), I post the agenda in advance of the meetings and encourage members of the public to ask questions, share concerns, and provide their perspectives on the topics at hand. I am a member of a wide number of organizations in Lethbridge and through the meetings of these organizations and their newsletters and emails, keep up on concerns and issues of their members and of the organizations.

I then take everything I’ve heard into the meeting and listen to my colleagues’ questions and debates, listen to any speakers at the meeting, ask my own questions and then formulate my opinion.

At heart, I am a consensus builder. Which is one of the reasons that if you follow Council meetings, I am frequently suggesting amendments, which I think can bring forward an option that works best. I’m not always successful with these amendments but I continue to persevere. 

But, at the end of the day, I must vote and make a choice and with all my advance work going into the meeting and the information from the meeting, I make my decision. While decisions are made issue by issue, note that my decision will always be what I think is best for Lethbridge and its residents. 
Now, having said all of that, what I have described is the end of the process.

If the question was about how this should be done prior to a matter being brought to Council, then it’s a different conversation. For public engagement to be truly effective, it must come much earlier in the process and be a consistent part of the process. Which is why council regularly meets with industry partners. Which is why administration is tasked with engaging throughout the process. Which is again why I try to be out and about and talk to as many people as possible. If all of this is done with respect, with a true desire to listen to each other, then there are likely to be few things that come to council where conversations and discussions haven’t already occurred.

What steps will you take to engage business leaders, strengthen communication with the private sector, and foster collaboration with economic development agencies to attract and retain investment?

ANSWER: One of the first things that needs to be done by the new council is to reverse the decision to have the deputy mayor set on the EDL board, rather than a councillor appointed by council who will set throughout the entire year. The plan with having the deputy mayor on the board was that as the mayor attended throughout the entire four-year term, having the other person from council rotate would provide all members of council information on how EDL works to better strengthen the connection. Unfortunately, because of the timing of when deputy mayors are chosen and the amount of work to orientate them, this hasn’t worked the way it was hoped and by having someone there throughout an entire year, it should help to strengthen that relationship and the reporting back to the rest of council. 

Further as I’ve done throughout the past eight years, I commit to attending as many AGMs and events as I can to build relationships, learn about issues and foster collaboration. I will also continue to have my regular office hours where I hope groups will come in to meet and to also set up coffee meetings and discussions throughout my time in office.

I also encourage the new council to continue the practice of coffees with council so that groups can meet council in an informal setting for frank discussions and conversations.

Further, when possible, I take the opportunity to walk through various neighbourhoods and drop in and visit businesses, sometimes to buy and sometimes just to talk to the people at the front desk. Rarely do I let them know who I am (if they don’t know me) but I just stop and chat to see how life is treating them. Of course, this only gets me out to meet those who operate certain types of businesses, but it’s a fun way to get to know more about Lethbridge and to see how things are doing. 

Whenever I can (and when invited), I visit businesses for behind-the-scenes tours and walk throughs. We need to get more of these set up throughout this upcoming council term as it is a great way to learn about a business and industry and for Council to ask questions and get updates. 

How will you address housing shortages, improve public safety, and invest in transportation infrastructure while ensuring municipal budgets remain focused on core responsibilities?

ANSWER: 

In my first term of Council, I chaired the first ever committee of council to develop a housing strategy. This housing strategy was then unanimously adopted by Council. Currently, we are on the 2nd iteration of the strategy and working through implementation. 

Further, I was honoured at the last operational budget deliberations to bring forward the Land Use Bylaw Project renewal. This is the 1st time in 40 years that we have completely looked to revise this Land Use Bylaw. The Land Use Bylaw is incredibly far-reaching and determines how our community is built and the costs of buildings our community. Research has shown, for example, that if we build in a way that doesn’t have urban sprawl, we reduce the number of roads required which decreases capital costs to build new roads and operational costs to maintain new roads (as well as extra utilities, extra costs of running transit to new areas, etc). Further, looking at how we address parking, especially for commercial properties, can help lower the costs for businesses and put them in charge of determining how to build for customer and business needs. These are but two examples of how positive changes to the Land Use Bylaw can bring down costs for individual homeowners and business-owners but also across the city.

The final version of the Land Use Bylaw will be determined by the new Council, and the housing strategy is still being implemented. These are both positive ways to address the housing shortage and bring budgets more in alignment with the financial realities of today, but they will take some time.
Fortunately, other work is also occurring. In this last term of Council, the Asset Management policy and plan was passed by Council.
This is something that likely should have been in place 50 years ago but, as it wasn’t, we’re now putting it into place. 

Essentially, the asset management plan is a hierarchy of policy, strategy and plans for both council (governance -- policy) and administration (operational – strategy and plans) that will implement asset management processes across the organization.

As noted in my motion, “asset management is critical to effectively planning, maintaining and operating municipal infrastructure, both on a short-term and long-term basis, by projecting total lifecycle costs, levels of service, risks and future demands and by helping municipalities to make informed decisions as well as improving their data management and evaluation of return on investments”; and “is a significant component to a municipality’s long-term planning, reserve policies, and processes for operating and capital budgets.” 

What actions will you take to increase budget transparency, reduce the impact of taxes and fees, and improve clarity and consistency in municipal regulations and tax guidance?

ANSWER: The city of Lethbridge recently brought forward a new dashboard on its website. If you haven’t had an opportunity to investigate it, I would encourage you to do so. But what else can be done?

Transparency and accountability. Virtually every person running for office promises it, but how to achieve it?

The city currently has Fee For Service agreements with most of the outside organizations contracted to offer services on behalf of the city but currently doesn’t have anything similar within the organization. 

Which is why at the last meeting of the Governance Standing Policy Committee I proposed that the next Governance committee do a gap analysis of missing policies and investigate whether the city needs a Service Level Policy and Program. 

Why? What is a service level? Why a service level policy?

A service level is a quantifiable metric that defines the quality and performance of a service, often expressed as a percentage of goals to be achieved, such as the percentage of customer calls answered within a specific timeframe or the percentage of time a system is operational. A service level establishes a benchmark for service performance, helps to manage customer expectations, and ensures that the money spent is getting the results needed/wanted -- that there is a return on investment -- and that there is a focus on the services required and desired by Council (and the public).

Service levels are set by City Council and a policy will set the expectations around them and outline expectations of administration and Council. 
What happens after a policy is written and approved by Council?

It would then go to Administration. The way I see it proceeding is that departments would then need to list the services they provide, develop metrics for them and links services (and service levels) with their budgets. Departments would use existing strategic plans and annual reports to help pull this information together. This would be an iterative process so the first attempts at these wouldn't be perfect but would be modified and adjusted over time.

Once this is done, then we would have the current baseline and Council (with the input of the community) would determine whether to increase, decrease or maintain service levels. These decisions would impact services provided to the community and budgets of various departments.

In time, each department would be required to formalize a Service Level Agreement that provided the information above and provides the accountability that Council and the public want to have around whether we are achieving a good return for the money spent. 

This would take some time to do across the entire corporation. But when people talk randomly of transparency and accountability, so often they don't say how this will be achieved. A service level policy and program with well-structured service level agreement and reporting would go a long way to providing this transparency and accountability as we will all know what is promised, how much money is spent and whether we are achieving what was promised. I have no about that when it is all compiled, it will be obvious that Lethbridge offers high levels of service across the departments. 

The service level policy (and plan) will complement what was already created by the last council with the Asset Management Policy and Plan. The Asset Management Policy sets out a vision whereby we take care of existing assets first and track all assets, so we know what needs to be replaced and when. The Asset Management Policy is about the assets in the city, maintaining them properly and ensuring they are there to serve the residents of Lethbridge. The Service Level Policy will do something similar for the activities and actions of the city -- the services provided by the city on behalf of, and for, the residents. When both policies/programs are in place, we will have objective information for Council to make budget decisions and for council to govern the city. 

With regards to taxes and fees, these are looked at during the operational budget deliberations, and I would work to set down with community groups and residents (as I would at any time) prior to the budget deliberations to talk about concerns specifically related here and bring those concerns and ideas to the budget through motion and debate.

What is your plan to improve tax competitiveness, reduce municipal franchise fees, and streamline permitting and regulatory processes to help businesses grow and invest in our community?

ANSWER: This is essentially a three  part question: 

1. Non-residential properties are currently taxed at  a rate of about 2.5 times that of a similarly assessed residential property.  Thus non-residential property owners are taxed at a higher rate with one argument to maintain a differential was that business property taxes could be written off of income.  In Calgary, at one time there was a factor of 5 that separated downtown business premises compared to residential properties and thus there were often comparisons made between the taxes paid by a similarly assessed residential property in Calgary versus Lethbridge with Calgary having a significantly lower rate.   That started to change when the downtown vacancies started occurring and the tax  collected difference had to be made up by taxing both non-downtown business properties higher as well as residential properties.  The morale of the story is that taxing businesses to keep residential  property taxes lower means that there will be sticker shock if the differential between tax rates is too high. Although the present rate differential does not approach the Calgary rate it should be reduced further to lessen the tax burden on businesses who supply employment for our citizens who buy property and pay taxes on that property.   I can’t say what the ‘sweet’ spot is but I am generally  in favour of the rates being closer and not so disparate.  
2. I am assuming that the franchise fees refer to the myriad of charges that appear on electrical bills such as the transmission  and distribution access fees as  well as the local access fees and various other riders.  Because the City owns the transmission lines some of those fees are paid directly to the City to fund electrical operations including personnel, maintenance and capital costs.  These fees are a cost recovery fee and not profit generating so any reduction to these fees for any specific segment of the electrical user population would mean that they would have to rise for another segment to make up the shortfall.   The bottom line is that I am not going to give you a typical politician answer (increase services raise taxes which, of course, is not sustainable) but rather make the promise that if a particular group of electrical consumers are able to provide a fact based reason why the fees and riders for one category of users is unfair or too high, I will look into it.  But always remember that a single Councillor (or mayor for that matter) has only one vote and you need five to pass a by-law that would change rates among classes of users.
3. The issue of streamlining  the permitting and regulatory system in place has been one that has faced ebbs and flows  over the years in terms of the extent to which they are a problem or hindrance to business development and success.   Some of the regulatory framework is out of our control as they are within Provincial or Federal purview but those that are within our control,  we can address.   Because Council’s role is governance and not operations we rely on our administration to tell us what they believe is appropriate but, we rely on the business community to tell us where we got it wrong.  So the reality is that council relies on the Chamber to let us know which regulations and processes operate in a fashion inimical to business viability and profitability.  Once we have both sides (and we don’t always) then options can be discussed to remove impediments.  So the plan really is to ensure that we get all points of view which then allows Council  to make an informed decision.

How should public consultation factor into major decision making? If the wants of residents and businesses, and advice given or needs identified by subject matter experts employed or contracted by The City of Lethbridge are at odds, how should both be weighed?

ANSWER: During Council Meetings, I often hear comments by my colleagues that they have heard something or other from the ‘public’.  Well the reality is that what they mean is that they have heard from a few people and not the more than 100,000 residents of our city.  So the term public usually refers to a specific, usually small group of people, which have a particular agenda or project that they believe is something that should be pursued.   Even the Community Conversations that are held on a regular basis do not attract more than a few hundred people so again we only receive limited feed back and can’t really draw a conclusion that they represent what the majority want.  In terms of your specific example where perhaps City experts  conclude ‘A’ is the solution and businesses say that ‘B’ is the correct way to proceed, I approach it having regard to my background as a litigation lawyer where two sides, with often completely opposing views ,present their ‘case’ to a Judge for a decison.  It is incumbent on Council to vigorously question the proponents of any particular view and then reach a decision based on facts.  Oftentimes, it may be  that only the administration is presenting a point of view but I have always questioned the presenter in cases where there may be a contentious issue involved.  In short, weigh the facts on  both sides and reach a fact based conclusion.

What steps will you take to engage business leaders, strengthen communication with the private sector, and foster collaboration with economic development agencies to attract and retain investment?

ANSWER: I think it is more productive to hear from  the collective view of businesses (that is,  the Chamber)  and I see limited utility in engaging, for example, a specific business leader unless the issue in question is limited or primarily affects that business and really doesn’t impact businesses as a whole.  In terms of engaging specific business leaders, I don’t know what I don’t know and thus I am always ready to listen. 

How will you address housing shortages, improve public safety, and invest in transportation infrastructure while ensuring municipal budgets remain focused on core responsibilities?

ANSWER: In my debates I have always spoke my mind when the City has strayed into other ‘jurisdictional lanes’ because the fact is that once we do stray into a non-municipal area  we tend to ‘own’ it.   In response to your specific examples, I see housing as more of a Provincial and Federal issue and we have always been ready to assist where possible in terms of housing initiatives proposed by those orders of government but I don’t believe we should take the lead on them.   We can facilitate but we shouldn’t be the primary funder.  In terms of public safety, I have always relied on the Police Commission to vet the budgets proposed to them by the Police and I don’t second guess those tasked with that duty and thus I have always supported the Police Budgets presented even where they require a tax increase.    The same holds true for Fire/EMS services although those budgets come directly to City Council for  review and discussion.   The issue of investing in traffic infrastructure really boils down to two  questions.   Transportation infrastructure includes our transit system as well as our roadways.  In terms of transportation, we are presently subsidizing the transit system by around 83 cents on the dollar.  Thus, for every dollar the City taxpayer spends to maintain the current system, we collect only 17% of that expenditure.  And yet, it doesn’t appear that the system has wholesale approval by its’ users and I expect that, even if the system were to be a 100% city funded, there would still be perceived deficiencies.  This issue, I do not have an answer  to other than to say that attempts to get folks to leave their cars at home and use the transit system hasn’t moved the needle to any great degree in terms of ridership.  Nevertheless, it is a service that we need to provide and I just keep hoping that the transit administration arrives at a solution that doesn’t break the bank and addresses most, if not all, of the issues raised by users.  In terms of the roadway system, of course we have to continue to build new ones as development occurs but also maintain the current roadways we have. I have been assured by administration that they are addressing the ‘potholes’ which I see as a metaphor to underline the importance of maintaining our existing roadways.   One issue that has come up has been the third river crossing.   In the 2021 election, there was a question on the ballot asking whether one was needed and a majority of people voted that a new crossing was needed.  Unfortunately, even though the City website had some details on a third crossing, it did not provide any financial implications of building such a crossing so one of the first things I did  after the 2021 election was to do a formal written inquiry that presupposed a cost of $200 million to $300 million  to build another river crossing with a question as to what the property tax implications would be.   We had previously been told that there was no Provincial money available for what was considered a ‘local’ project.   The written  answer was provided by Administration at the December 14, 2021 Council Meeting and the tax increases were calculated to be 14.5% for a $200 million project,  18.3% for $250 million and 22.1% for $300 million.  The response also noted that this didn’t include any ongoing maintenance costs.  So the question on the ballot should have been:  “Are you willing to have your property taxes go up between 14.5% to 22.1%  to have a third river crossing built?”

What actions will you take to increase budget transparency, reduce the impact of taxes and fees, and improve clarity and consistency in municipal regulations and tax guidance?

ANSWER: The operating budget process occurs over numerous months and involves presentations from Administration as well as Fee for Service Groups and others who receive funding from the City.  This culminates in an Economic Special Purpose Committee Meeting that often takes a week to go through the comprehensive proposed budget at which time anyone  can have input to any of the budget items proposed.  The process involves demonstrating the tax increase associated with maintaining the existing services at the same level and also includes new Initiatives that enhance services in the area where they are proposed whether it be Parks or the Police Services and so on.  Thus, to me, this part of the budgetary process is very transparent in that everyone can see what taxpayer money is earmarked for.   The same applies to those services that are funded through utility rates.  The difficult part is determining whether or not the status quo should be maintained or do we need to enhance services and that is  where the role of Council becomes particularly important and where discussion over the phrase ‘wants versus needs’ occur.  In terms of my specific actions,  all I can really promise is that I will listen to the information presented, read the accompanying material and ask questions and sometimes to the point of cross-examining presenters when the answer may not be as precise and responsive to the question asked.

What is your plan to improve tax competitiveness, reduce municipal franchise fees, and streamline permitting and regulatory processes to help businesses grow and invest in our community?

ANSWER: As a business owner and entrepreneur myself, I understand the challenges local businesses face. I will advocate for a streamlined, transparent permitting process and clearer regulations to reduce red tape. To improve tax competitiveness, I support a thorough review of municipal fees and franchise charges to ensure they are fair, efficient, and don’t hinder growth. I also support policies that empower small businesses, especially those in agribusiness and local innovation sectors, to thrive and invest confidently in our city.

How should public consultation factor into major decision making? If the wants of residents and businesses, and advice given or needs identified by subject matter experts employed or contracted by The City of Lethbridge are at odds, how should both be weighed?

ANSWER: Public consultation is not just a step in the decision-making process; it is an essential part of the process and a civic responsibility. Residents deserve to have a real voice in the decisions that shape their city, and I believe meaningful engagement builds stronger, more trusted governance. At the same time, we must respect and consider the insights provided by subject matter experts, who bring valuable data, long- term planning expertise, and professional analysis to the table.

When the views of residents or business owners appear to be at odds with subject matter expert advice, I believe the role of City Council is to bridge that gap with transparency and accountability. We need to ask the right questions, explain the reasoning behind recommendations, and make room for adjustments based on lived experience.

Good governance requires balance. Recognizing that expertise helps guide sound policy, but the real-world impact of those policies must be understood and accepted by the people who live with them. As a Council member, I would work to build that balance by fostering open communication, creating space for respectful dialogue, and ensuring all perspectives are weighed before final decisions are made.

What steps will you take to engage business leaders, strengthen communication with the private sector, and foster collaboration with economic development agencies to attract and retain investment?

ANSWER: Collaboration is key to economic growth. I will work to establish open channels of communication with business leaders, particularly in sectors like agriculture, innovation, and community services. I’ll foster partnerships with organizations such as Economic Development Lethbridge to create a unified strategy for investment attraction.

Supporting “Buy Local First” initiatives and championing Lethbridge’s agricultural heritage will also be central to our economic identity and competitiveness.

How will you address housing shortages, improve public safety, and invest in transportation infrastructure while ensuring municipal budgets remain focused on core responsibilities?

ANSWER: Addressing housing shortages, improving public safety, and investing in transportation infrastructure are critical priorities that must be balanced with responsible budget management. As someone deeply engaged in the community and experienced in public service, I believe that public safety begins with strong partnerships. I will advocate for closer collaboration between law enforcement, social services, and community organizations to ensure we are not only responding to crime but also preventing it by addressing its root causes. This includes greater support for mental health services, addiction treatment, and youth engagement programs. Keeping our neighbourhoods safe requires more than just enforcement; it requires compassion, connection, and proactive investment in people.

At the same time, tackling the housing shortage is essential to ensuring stability for individuals and families. I will work to encourage diverse and affordable housing developments through smart land use policies, reviewing policies for builders, and support for non-profit housing providers. Safe and secure housing is the foundation of a healthy community, and we must ensure that all residents, especially newcomers, seniors, and working families, have access to it. Infrastructure also plays a vital role in public well-being. I will support strategic investments in our transportation systems, including safer roads, reliable public transit, and improved walkability, so that residents can move around the city efficiently and safely.

Throughout all of these efforts, I will remain committed to budget discipline. Municipal spending must stay focused on core responsibilities, and tax dollars must be used transparently and effectively. I will advocate for clear priorities, outcome-driven budgeting, and regular public reporting to ensure residents know how their money is being spent. A strong, safe, and affordable Lethbridge is possible when we align our investments with the real needs of the community and hold ourselves accountable to the people we serve.

What actions will you take to increase budget transparency, reduce the impact of taxes and fees, and improve clarity and consistency in municipal regulations and tax guidance?

ANSWER: Transparency builds trust. I will push for clearer, more accessible municipal budgets, ensuring residents understand how their tax dollars are being used. By reviewing current tax structures and operating budget, we can find ways to lessen the burden on residents and businesses without sacrificing essential services. I will also work to simplify regulatory language and improve communication so that expectations and requirements are clear, consistent, and fair for everyone.

What is your plan to improve tax competitiveness, reduce municipal franchise fees, and streamline permitting and regulatory processes to help businesses grow and invest in our community?

ANSWER: Lethbridge needs to be competitive if we want to attract and retain businesses. My plan is to focus on three key areas:

1. Tax Competitiveness: I will advocate for responsible budgeting and spending restraint at City Hall to limit tax increases. We must live within our means, just like households and businesses do. A competitive tax environment is essential to keep and grow local jobs.
2. Municipal Franchise Fees: I support reviewing municipal franchise fees on utilities to ensure they are fair, transparent, and not simply used as a backdoor tax. Any savings found should go back to residents and businesses to ease the cost of operating in Lethbridge.
3. Permitting & Regulatory Processes: I will push for streamlining approvals so that businesses are not tied up in unnecessary red tape. Faster, more efficient permitting means businesses can get up and running sooner, which encourages investment and growth in our community.

In short, my focus will be on reducing unnecessary costs, removing barriers, and making Lethbridge a place where businesses want to invest and families want to stay.

How should public consultation factor into major decision making? If the wants of residents and businesses, and advice given or needs identified by subject matter experts employed or contracted by The City of Lethbridge are at odds, how should both be weighed?

ANSWER: Public consultation must be at the heart of major decision-making. Residents and businesses are the ones directly impacted by council’s choices, so their voices should always be heard and respected. At the same time, subject matter experts provide the data and professional insight we need to make informed, responsible decisions.

When these perspectives are at odds, I believe council’s role is to balance them—ensuring that expert advice is carefully considered but never losing sight of the fact that we are elected to represent the people of Lethbridge. That means listening to residents, weighing the long-term impacts, and making decisions that are both practical and reflective of community priorities.

In short: experts inform, but residents decide. Council’s job is to bring those perspectives together and choose the path that best serves the public interest.

What steps will you take to engage business leaders, strengthen communication with the private sector, and foster collaboration with economic development agencies to attract and retain investment?

ANSWER: Lethbridge’s future prosperity depends on strong partnerships with the business community. If elected, I will:

1. Engage Business Leaders Directly: Establish regular roundtables with local business owners and industry leaders to hear their challenges and ideas firsthand, ensuring council decisions reflect real-world needs.
2. Strengthen Communication with the Private Sector: Improve transparency and consistency from City Hall by cutting red tape, setting clear timelines for permits and approvals, and making it easier for businesses to plan with confidence.
3. Collaborate with Economic Development Agencies: Work closely with Economic Development Lethbridge, Lethbridge Chamber of Commerce, and other agencies to align city policies with proven strategies that attract and retain investment. Collaboration—not competition—should guide our approach.

By listening, communicating clearly, and building strong partnerships, I will ensure Lethbridge is seen as an open, welcoming, and competitive place to invest and grow.

How will you address housing shortages, improve public safety, and invest in transportation infrastructure while ensuring municipal budgets remain focused on core responsibilities?

ANSWER: City government must stay focused on its core responsibilities—safe communities, reliable infrastructure, and supporting attainable housing options. My approach will be:

1. Housing Shortages: Support attainable housing options and partnerships that help seniors age in place and families find affordable homes, without downloading costs onto taxpayers. Affordable Housing options should be done by utilizing Lethbridge Housing Authority and their access to provincial funds.  Attainable housing options should be done through proper zoning. 
2. Public Safety: Prioritize adequate funding for police and emergency services, while also addressing root causes of crime through partnerships with social agencies and community organizations. Residents deserve to feel safe in every part of Lethbridge.
3. Transportation Infrastructure: Invest in maintaining and improving roads, bridges, and transit in a cost-effective way, ensuring dollars are spent wisely on projects that serve the greatest need.

All of this must be done with disciplined budgeting. The city must live within its means, avoid unnecessary spending, and ensure that every tax dollar is focused on delivering essential services to residents

What actions will you take to increase budget transparency, reduce the impact of taxes and fees, and improve clarity and consistency in municipal regulations and tax guidance?

ANSWER: Residents and businesses deserve clarity and honesty from City Hall. To increase trust and reduce financial strain, I will:

1. Increase Budget Transparency: Push for plain-language reporting that makes it easier for taxpayers to see exactly where their money is going and how it benefits the community.
2. Reduce the Impact of Taxes and Fees: Advocate for disciplined spending, a review of municipal franchise fees, and a stronger focus on core services so we can limit tax increases and avoid unnecessary costs being passed on to residents and businesses.
3. Improve Clarity & Consistency in Regulations: Streamline and simplify municipal regulations and tax guidance so businesses know what to expect, timelines are predictable, and the rules are applied fairly across the board.

The bottom line is that every tax dollar should be respected, every fee should be justified, and City Hall must work with—not against—the people and businesses who keep Lethbridge strong.

DID NOT RESPOND

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What is your plan to improve tax competitiveness, reduce municipal franchise fees, and streamline permitting and regulatory processes to help businesses grow and invest in our community?

ANSWER: I support stabilizing taxes in Lethbridge (commercial and residential) - that means you don’t pay more and we (as city council, if I’m elected) find efficiencies to get the most out of what you already pay. I also support robust discussion around ways we can incentivize business investment in Lethbridge. My ideas include things like tax breaks for businesses just starting out here or large companies looking to set up operations. Programs that can help ease initial startup and/or relocation costs, while still growing our tax base long term. If elected, I will be a constant advocate for sustainable economic growth in Lethbridge. Growth that creates local jobs, retains talent (including post secondary graduates) and encourages investment.

I think exploring ways to streamline permitting and regulatory processes are a good thing, and a potential avenue to find some financial efficiencies. I’d want to consult with business stakeholders to identify some of the key pain points with permitting and regulatory first before proposing a formal plan.

On the topic of municipal franchise fees, I’d also like to gain a better understanding of their current impact on businesses before advocating for potential solutions. I think there needs to be a balanced approach here in terms of what rate of reduction businesses are looking for to stay competitive, and by what rate the municipality can afford to reduce by, without placing a financial burden elsewhere.

How should public consultation factor into major decision making? If the wants of residents and businesses, and advice given or needs identified by subject matter experts employed or contracted by The City of Lethbridge are at odds, how should both be weighed?

ANSWER: Public consultation should play a significant role in decision making. If there is something the broader public and/or business community is looking for, it’s critical we understand the need and work together to build consensus and find solutions.

I believe at the onset of any issue both sides should be weighed evenly. This allows for the opportunity, as an elected official, to understand the perspectives from each party and all the factors at play.

What steps will you take to engage business leaders, strengthen communication with the private sector, and foster collaboration with economic development agencies to attract and retain investment?

ANSWER: Regular consultations and touch bases with business leaders representing both big and small. What trends are we seeing? What are the pain points? Where is there red tape? How can we improve competitiveness? How can we retain our local talent? If there’s an emerging need I want to understand it, and as an elected official, advocate for you to find solutions. I would also support regular gatherings of municipal leaders, regional chambers of commerce, Economic Development Lethbridge, business leaders and others to collaborate on strategies to attract and retain investment in the Lethbridge region. We need to support ways to grow our commercial tax base, and if there’s a reluctance by companies to invest here we need to understand why and react at the municipal level with appropriate policy that makes investment here a no brainer.

How will you address housing shortages, improve public safety, and invest in transportation infrastructure while ensuring municipal budgets remain focused on core responsibilities?

ANSWER: Housing shortages - I will support policies that can provide greater flexibility in residential development. A few of my thoughts include zoning more lots for homes with legal secondary suites, or allowing for zone flexibility. Residential planning that can support more multi-family developments and planning that incorporates a variety of housing sizes so more first-time buyers aren’t priced out.

Public safety - We need to ensure our first responders (police, fire and EMS) have the staff and resources to do their job well. These are not places in the budget to go for savings, period. We must strive to ensure our emergency service providers are able to operate at industry standards. I support sustainable, predictable funding that ensures proper staffing, resources and response times.

Transportation infrastructure - When it comes to transportation infrastructure we need to be cautious of projects that risk putting all our financial eggs into one basket and thus reducing budgets for other important portfolios. I’m going to use this point to weigh in on the third bridge conversation. I support a third bridge, the city is going to ultimately need it to accommodate future growth, but we need to fund such projects in a way that does not present an incredible burden on the taxpayer. If elected, I will fight hard for provincial and or federal buy-in, be open to various alignments and designs, especially if there are alignments and designs that can reduce costs or get that provincial buy-in. I will also keep an open mind to different, and perhaps unconventional funding models that could ease municipal costs.

What actions will you take to increase budget transparency, reduce the impact of taxes and fees, and improve clarity and consistency in municipal regulations and tax guidance?

ANSWER: I will support ensuring budget and financial reporting documents are easy for the public to access and are not buried in a hard to find page on the city’s website. We need to find efficiencies to get the most out of the taxes residents and businesses already pay. If elected, I will support policies that can give confidence to taxpayers that they don’t have to worry about annual increases in the hundreds or even thousands of dollars each year.

We need municipal regulations that work for businesses and residents alike. If there are regulations presenting pain points, I want to hear about them so we can strive to find solutions that will work better.

What is your plan to improve tax competitiveness, reduce municipal franchise fees, and streamline permitting and regulatory processes to help businesses grow and invest in our community?

ANSWER: My plan is simple: keep taxes predictable, review and reduce unnecessary fees, and cut red tape. Businesses in Lethbridge need stability and efficiency, not added costs and delays. By focusing on fiscal discipline and streamlining our permitting processes, we can make it easier for businesses to grow, invest, and create jobs right here in our community.

How should public consultation factor into major decision making? If the wants of residents and businesses, and advice given or needs identified by subject matter experts employed or contracted by The City of Lethbridge are at odds, how should both be weighed?

ANSWER: Public consultation is essential—residents and businesses must have their voices heard. Experts give us the facts and data, but it’s council’s job to balance that with community values and affordability. At the end of the day, decisions should be informed by experts but guided by the people we serve.

What steps will you take to engage business leaders, strengthen communication with the private sector, and foster collaboration with economic development agencies to attract and retain investment?

ANSWER: I’ll strengthen communication with business leaders through regular engagement, work closely with groups like Economic Development Lethbridge, and focus on cutting red tape. The goal is simple: make Lethbridge a competitive, welcoming place for investment and job growth.

How will you address housing shortages, improve public safety, and invest in transportation infrastructure while ensuring municipal budgets remain focused on core responsibilities?

ANSWER: I’ll work with partners to expand housing options, invest in policing and community safety, and keep our roads and transit reliable. But we must do it with discipline—focusing on core services, cutting red tape, and protecting taxpayers from unnecessary spending.

What actions will you take to increase budget transparency, reduce the impact of taxes and fees, and improve clarity and consistency in municipal regulations and tax guidance?

ANSWER: I’ll push for clearer, more transparent budgets, focus spending on core services to keep taxes and fees down, and make our regulations consistent and easy to understand so residents and businesses know exactly what to expect from City Hall.

DID NOT RESPOND

What is your plan to improve tax competitiveness, reduce municipal franchise fees, and streamline permitting and regulatory processes to help businesses grow and invest in our community?

ANSWER: Lethbridge needs to stay competitive with other Alberta municipalities – not just on tax rates, but also on predictability and efficiency. Tax competitiveness is about the total cost of doing business in Lethbridge. Franchise fees on electricity and natural gas can hit energy-intensive businesses, such as manufacturers and agri-food processors, the hardest. If our fees are higher than other cities, we weaken our ability to attract and retain investment and put ourselves at a competitive disadvantage. I would be in favour of regularly reviewing and, where and when possible, reducing these fees to ensure we remain competitive.

I also co-sponsored the motion to create a Long-Term Financial Sustainability Framework.

The intent of that motion is to formalize the City’s longstanding financial principles into a clear, transparent system, so future Councils can make sustainable decisions while still retaining flexibility to achieve their strategic visions. This ensures our community gets the financial stability it needs while businesses get the predictability they deserve, and the confidence to invest.

We also need to make it easier and faster to do business here. That means:

• Where necessary, streamlining permitting and zoning processes to shorten timelines and reduce uncertainty.
• Invest in a robust business concierge service to provide single-window support for entrepreneurs and investors.
• Push for an open data portal with real-time information on permitting timelines, land inventory, and tax guidance.
• Support fixed timelines for zoning and bylaw reviews so businesses can plan with certainty.

As a current Chamber member and former Chamber Board member, I understand firsthand the importance of creating a predictable, responsive, and partnership-driven business environment. That’s why I’ve consistently supported efforts to reduce red tape and make Lethbridge more competitive for investment and entrepreneurship.

How should public consultation factor into major decision making? If the wants of residents and businesses, and advice given or needs identified by subject matter experts employed or contracted by The City of Lethbridge are at odds, how should both be weighed?

ANSWER: The Chamber emphasizes clear communication, predictability, and accountability in government decision-making, and public consultation only works if it’s meaningful, transparent, and tied directly to evidence and fiscal responsibility.

My time serving on the Chamber Board taught me the importance of bringing diverse voices to the table and grounding decisions in both evidence and real-world experience.

Consultation only works when those voices are heard and acted upon. When residents, businesses, and experts disagree, I do my own research and reach out to organizations and experts for information. My approach is to weigh:

• Evidence-based expertise – ensuring regulatory, legal, and financial compliance. Are we making a sound, data-driven decision?
• Public and business priorities – recognizing lived impacts and maintaining legitimacy. Are we listening to residents and businesses who live the outcomes?
• Fiscal sustainability – What are the long and short-term implications?

I’ve consistently supported strong engagement processes – from supporting the maintaining of Committees of Council to ensuring community groups are aware of and invited to meetings that involve them to encouraging consultation on the Community Wellness & Safety Strategy, and downtown activation. Consultation shouldn’t be a rubber stamp. It should inform real decisions that businesses and residents can trust.

What steps will you take to engage business leaders, strengthen communication with the private sector, and foster collaboration with economic development agencies to attract and retain investment?

ANSWER: Lethbridge thrives when business, government, and partners pull together in the same direction, and the Chamber’s priorities stress that businesses connected with officials are more likely to invest locally. As both a Chamber member and former Board member, I’ve worked directly with local business leaders and organizations to build stronger communication between Council and the private sector. For example, I brought forward the childcare needs assessment motion to Council because access to childcare is an economic issue that directly affects workforce retention and business growth. This is something the Chamber identified as a critical factor in Lethbridge’s competitiveness.

I’ve also supported the Lethbridge Chamber of Commerce, Economic Development Lethbridge, and Tourism Lethbridge in initiatives ranging from agri-food cluster growth to tourism marketing and talent attraction

Going forward, I would support:

• Regular dialogue with the Chamber and business leaders.
• Encourage the creation and publication of an annual KPI scorecard to guide course corrections and maintain economic development momentum.
• Support the development of a concierge-type service to help investors, entrepreneurs, and new residents navigate Lethbridge’s housing, education, childcare, education, employment, and business opportunities.
• Using investor, business owner, and local partner feedback loops, to find ways to boost competitiveness and retention.
• Represent Lethbridge at the provincial and national level to attract new capital and partnerships.

How will you address housing shortages, improve public safety, and invest in transportation infrastructure while ensuring municipal budgets remain focused on core responsibilities?

ANSWER: Housing, safety, and infrastructure are core and essential to business growth, and the Chamber stresses that building healthy communities is foundational for business success.

That means increasing housing supply, across the housing continuum, creating healthy and neighbourhoods, and ensuring strong infrastructure.

Over the past term, I’ve supported housing projects (YWCA Hope Program, Indigenous housing initiatives, Lethbridge Housing Authority’s Nokoowaayhi project), advanced the City’s Encampment Strategy, and supported Lethbridge Police Service, including funding for body-worn cameras.

My Chamber involvement has given me a clear understanding of how interconnected housing, workforce attraction, and infrastructure are to business success. These aren’t isolated issues, they’re economic enablers.

My commitments are:

• Housing: Continue to support both affordable and market housing.
• Public Safety: Support Lethbridge Police Service and bylaw services in the work that we are asking them to do, and ensure accountability.
• Infrastructure: Prioritize investment in critical infrastructure and service and ensure we are working towards an industrial-ready land bank.

All of this must remain grounded in the Long-Term Financial Sustainability Framework so that budgets focus on core municipal responsibilities while cutting duplication and avoiding unnecessary costs.

What actions will you take to increase budget transparency, reduce the impact of taxes and fees, and improve clarity and consistency in municipal regulations and tax guidance?

ANSWER: Businesses and residents deserve clarity and consistency, and the Chamber emphasizes the need for clear reporting, consistent regulation, and simplified tax guidance.

I will:

• Champion plain-language budget communications that show exactly where tax dollars go, so businesses and residents understand spending priorities.
• Work towards establishing a central open data portal for real-time demographics, tax information, land inventory, and permitting information.
• Work towards regulatory consistency across departments, ending contradictory or unclear requirements.
• Commit to assessing the impact of fees and charges on business growth and reducing or eliminating those that act as barriers.

Transparency creates confidence. Predictability builds stability. Together, they create the certainty businesses need to invest. As a Chamber member, I believe transparency and collaboration are the foundation of trust between the business community and municipal government.

What is your plan to improve tax competitiveness, reduce municipal franchise fees, and streamline permitting and regulatory processes to help businesses grow and invest in our community?

ANSWER: This has been the key point I my campaign.  Lethbridge is NOT open for business.  That’s not my opinion, it’s the overwhelming response I get when I talk to business leaders and developers, many of whom I’ve known personally for years.  Lethbridge business taxes are wildly higher than our closest neighbours:

• Lethbridge County is 41% of our tax rate, 
• Coaldale 47%, 
• Taber 52%, 
• Claresholm 53%, 
• Brooks 62%, 
• Okotoks 36%

And even higher than these:

• Calgary 85%
• Red Deer 83%
• Medicine Hat 77%

Where did I get these numbers…..from actual tax bills of people that do business here and in these other places.  

I’ve heard the excuses…..the hospital, polytechnic and university don’t pay taxes….as they shouldn’t.  Those institutions are jewels that attract people here (why my family came here), but they shouldn’t be used as excuses for higher taxes.  They should be the motivator to out compete other municipalities to attract more businesses here.  You don’t do that with some of the highest business taxes in the province. 

Lethbridge has a cost problem.  I’ve posted the per capita salaries and wages comparison that Coaldale proudly shares on their website.  The most alarming thing isn’t that Coaldale’s per capita number is less than half of Lethbridge but that that ours is 48% above the average of the 8 comparator cities in their survey.

Throughout this campaign I’ve highlighted ways to address this, one of the most effective is by contracted out more of the work we do with our own forces.  I’ve highlighted that the City does know how to do this already for instance through their sidewalk replacement contract.  The same could easily be done with paving and likely many other services.  It’s a falsehood to assume that to do things more efficiently results in a lower level of service.  That’s not been the case with sidewalk replacement, no reason to assume it we couldn’t have the same or higher level service at a lower cost by contracting out services like paving and other services.

A quick word on permitting.  When I talk with developers the initial turn around time is not the concern.  Its that when its rejected there is very little guidance as to what needs to be addressed in the resubmission.  They’re simply told to figure it out and resubmit.  That’s not helpful, the answer needs to be yes, the question needs to be how.  A City “open for business” should be more than happy to provide that help.  

How should public consultation factor into major decision making? If the wants of residents and businesses, and advice given or needs identified by subject matter experts employed or contracted by The City of Lethbridge are at odds, how should both be weighed?

ANSWER: Absolutely the needs of residents and businesses have to take precedence.  Too often during my door knocking I heard that the public consultation process appears to be more of a tick box exercise than a genuine process to take in feedback and incorporate it into the planning process. 

What steps will you take to engage business leaders, strengthen communication with the private sector, and foster collaboration with economic development agencies to attract and retain investment?

ANSWER: This my strong suit.  I’ve been a Lethbridge business leader for 15 years.  I’ve been on the Chamber of Commerce and Lethbridge Construction Association boards as well as past president of BILD.  I’ve known and interacted with Lethbridge business leaders (many of whom were my customers…..or my customers’ customers).  I will continue to strengthen those relationships, continue reaching out for their guidance and give them a voice on Council.  When Lethbridge business succeeds, we all succeed.

Economic Development Lethbridge (EDL) is key to how we attract new business here.  It does not bode well that the leader of that organization (for over a decade) has recently decided to leave, and my fear is, will be competing with our City.  He was one of the best ambassadors for this City and my sense is that his efforts were not well supported by administration.  EDL needs to remain independent as an arms length organization from the City but administration needs to work more collaboratively with them to out compete other municipalities to bring as many new businesses to Lethbridge as we can in order to expand the tax base to take the burden off residential taxpayers.

How will you address housing shortages, improve public safety, and invest in transportation infrastructure while ensuring municipal budgets remain focused on core responsibilities?

ANSWER: Addressing Housing Shortages

The city’s municipal housing strategy calls for increasing the supply of affordable housing, aiming for 15% of new units to be affordable for low-income households and 5% for moderate-income earners, with a particular focus on supportive housing and barrier-free units suitable for people with disabilities or experiencing homelessness.  City Council continues to seek provincial and federal support for additional investment, and is pursuing diverse housing options, including higher-density and rental-specific developments to stabilize the market.

Housing construction rose in the past year, with a 194% increase in starts compared to 2023, and new modular housing is being considered as a faster, cost-effective response.  Home building is still far below where it has been in the recent past and continues to be below potential because there are not enough new businesses coming to Lethbridge due to some of the highest business taxes in the Province.

Improving Public Safety

The 2025 Policing Plan prioritizes community safety and engagement, emphasizing crime prevention, addressing drug-related and property crimes and boosting visible community policing (which should include downtown walking “beat cops”).  The vast majority of violent and property crimes are conducted by a handful of repeat offenders which we need to find ways of more assertively taking off the streets.  Closing of the massive SCS that imported addicts here from all over the province, many of whom are still here, was a good start.

Investing in Transportation Infrastructure & a 3rd Bridge

Lethbridge’s infrastructure budget will rise in 2025, thanks to a 15% increase in capital funds from the province under the Local Government Fiscal Framework, supporting priority projects in transportation and essential community facilities.  New investments target road repairs, modernization, intersection improvements, and bridge safety enhancements.  

The City does need to encourage building a 3rd bridge but not on the current alignment.  To attract the maximum amount of Provincial and Federal money, the alignment needs to go further south to form part of a ring road that also incorporates better use of our airport.  The City needs to couple this with completion of annexation around the airport so that taxation related to redevelopment there comes to the City and not the County.

Ensuring Budgets Remain Focused & ExPark

The City annually reviews core services—emphasizing roads, emergency services, parks, and public safety—to ensure municipal spending aligns with essential responsibilities and service delivery expectations.  What it doesn’t do enough of though is consider other delivery methods, like contracting out some services, that could provide a higher level of service for lower cost.

Recently, council avoided a further property tax hike by using contingency and surplus funds to cover critical shortfalls such as for Exhibition.  With respect to Exhibition Park, what’s not often mentioned publicly is that Council voted to remove themselves from the board.  Had Council remained on the board throughout the process, over runs, ensuring the building was fit for purpose and included things like demolition of existing buildings could have been dealt with before construction began.  Despite Council voting to remove themselves from the board, its not well known that there were senior City administrative people that remained involved in the process throughout.  There needs to more City accountability for their role in the over runs and scope deficiencies.

What actions will you take to increase budget transparency, reduce the impact of taxes and fees, and improve clarity and consistency in municipal regulations and tax guidance?

ANSWER: Budget Transparency

The City attempts to have transparency through open council meetings, public access to annual budgets and financial reports, and detailed disclosures about council spending and decisions.  Residents can monitor council agendas, recorded meetings, and annual reports online. It could however do less “in camera” meetings that are not open to the public.

Reducing the Impact of Taxes and Fees

Despite upward pressure from fixed commitments and operational challenges, council voted to hold off additional tax hikes for 2025 (beyond the pre-planned 5.1%) by deploying reserve funds.  However, at a 5.1% increase, taxes will double every 14 years (by the Rule of 72 as I discussed in my Bridge City News interview).  The City needs to keep its tax increases within the rate of inflation. At the current CPI of 2%, taxes would only double in 36 years….a massive difference.

The City refinanced debt linked to major projects, achieving $15 million in long-term savings but as debt rolls over, and new debentures are added, they will be at higher rates costing taxpayers more.

Regulatory and Tax Guidance

Lethbridge provides guidance and explanations accompanying property tax bills, and maintains a section of the city website dedicated to policy development, compliance, and appeal processes for taxes, fees, and municipal regulations.  They should also add comparisons with other municipalities so taxpayers can see how Lethbridge stacks up against other Southern Alberta municipalities, like Coaldale does on their website.

DID NOT RESPOND

What is your plan to improve tax competitiveness, reduce municipal franchise fees, and streamline permitting and regulatory processes to help businesses grow and invest in our community?

ANSWER: Well, my plan is to consult and listen to groups like the Chambre and gather possible solutions and strategies for Council to discuss.  It is not my role "to have all the solutions".  I don't have the solutions.  Any candidate that does likely has ocean front property to sell in Arizona as well.  The answers need to pieced together through engagement with various stakeholders.

Broadly speaking, we need to control wasteful spending. Full stop.  I am the only candidate that has been attending the city council meetings (since July) and I have watched council spend money that did not need to be spent.  So, the first step to improving tax competitiveness is to control spending in order to avoid unreasonable tax increases.  The permitting and regulatory processes are in need of a massive culture change.  Council needs to advise management to alter the culture within these departments.  Employees need to feel that it is their role to foster and enable development and investment vs. the current arbitrary and combative environment that exists. 

How should public consultation factor into major decision making? If the wants of residents and businesses, and advice given or needs identified by subject matter experts employed or contracted by The City of Lethbridge are at odds, how should both be weighed?

ANSWER: Public consultation is important and necessary.  There will always be situations where certain parties are at odds.  It is important that all parties feel listened to and heard.  Compromise and mutual understanding should always be the goal.  In the end, council will work together to make informed decisions.

What steps will you take to engage business leaders, strengthen communication with the private sector, and foster collaboration with economic development agencies to attract and retain investment?

ANSWER: I am already doing this.  I have met with dozens of downtown business owners and have had them complete a survey.  One survey question asked if any sitting city councillors have visited the business to talk about their needs and concerns in the last 2 years.  All the businesses have answered that they have not had ANY such intentional visits.  I met with the owners of a local grocery store today who said the same thing.  My conscious efforts to meet and engage with these business owners already sets me apart from the other candidates.  I have met with the Deputy Reeve, County senior management and the folks at Economic Development.  I will continue to do this once I am elected.  I do not have all the answers and it is my job to get out into the community and identify the challenges and potential solutions.  

How will you address housing shortages, improve public safety, and invest in transportation infrastructure while ensuring municipal budgets remain focused on core responsibilities?

ANSWER: I will not fix any of these very complex issues.  I will depend on those who are getting paid to bring solutions to the council.   Part of the problem with these surveys is that they constantly place the burden on the individual councillor to have all the solutions.  This is ridiculous.  We pay many people very good salaries to look at their departments and find solutions.  That is what they are paid to do.  When necessary, I will actively engage with these folks to work to find solutions that work.  If there is wasted money and ineffective management, then they will need to be replaced.  As per question 1, once we get our financial house in order, we will be able to work with all these parties to make sure funds are being used effectively.

What actions will you take to increase budget transparency, reduce the impact of taxes and fees, and improve clarity and consistency in municipal regulations and tax guidance?

ANSWER: I have no idea if there is a lack of transparency.  If there is, it needs to be fixed and I am happy to do my part.  I look forward to learning more about these important issues and will work with council and stakeholders to find implementable solutions.  I would not claim to be an expert on these points (yet). If you actually read all these answers, then I look forward to talking more with you tonight

What is your plan to improve tax competitiveness, reduce municipal franchise fees, and streamline permitting and regulatory processes to help businesses grow and invest in our community?

ANSWER: I will use my mandate to implement targeted changes that reduce costs and bureaucratic friction right away.

• Fiscal Accountability: I will launch a line-by-line budget review to target wasteful spending. This ensures we maximize the value of your tax dollar before setting rates. I promise a review of taxes, not impossible cuts.
• Cost Relief: I will establish a Utilities Ombudsman. This position will immediately begin fighting for fairer fees and transparent billing, bringing quick relief from rising utility costs.
• Regulatory Streamlining: I will execute a focused review of zoning and permitting. I'll eliminate the most redundant steps and highest-cost delays immediately, making it easier to build housing and invest.
• Targeted Bylaw Reform: I will amend the Land Use Bylaw (LUB) to specifically incentivize the adaptive reuse of one or two large, vacant commercial sites. This is a practical, visible step to revitalize our economy.

How should public consultation factor into major decision making? If the wants of residents and businesses, and advice given or needs identified by subject matter experts employed or contracted by The City of Lethbridge are at odds, how should both be weighed?

ANSWER: My goal is to integrate data and community input transparently, ensuring decisions are sound and accepted.

• Immediate Transparency: I will launch "Lethbridge Listens," a weekly e-town hall program. You will have a direct line to me, ensuring your voice is heard constantly.
• Data-Informed Prudence: I will ensure major financial decisions are based on rigorous, current cost-benefit analysis. I will rely on expert advice, but fiscal prudence is the deciding factor.
• Protecting Neighborhoods: Development must be balanced. If expert density plans conflict with resident concerns about traffic or parking, I will require mitigation of those community impacts before approval.

What steps will you take to engage business leaders, strengthen communication with the private sector, and foster collaboration with economic development agencies to attract and retain investment?

ANSWER: I will open clear channels of communication and target small, impactful initiatives.

• Small Business Support: I will create a Co-op Development Office. This is a small, specialized office dedicated to supporting local entrepreneurs and fostering an inclusive ecosystem, not a massive new agency.
• Infrastructure Advocacy: I will relentlessly advocate for existing federal funding to ensure we secure the broadband infrastructure needed to keep us competitive.
• Proactive Site Use: I will direct Council to actively identify and publicly advocate for the new use of our most visible long-vacant commercial buildings.

How will you address housing shortages, improve public safety, and invest in transportation infrastructure while ensuring municipal budgets remain focused on core responsibilities?

ANSWER: I will concentrate the budget on core responsibilities: safety, roads, and housing stability.

• Housing Supply: I will streamline the permitting process to make it faster to build starter homes and secondary suites. This is the fastest, lowest-cost way for the City to increase supply.
• Public Safety Pilot: I will launch a Co-Responder Model pilot project in the downtown core. This sends mental health experts to non-violent crisis calls, stabilizing the downtown without hiring hundreds of new officers.
• Targeted Road Repair: I will ensure the capital budget prioritizes core road maintenance over "nice-to-have" projects. We will fix the worst of the potholes in our older neighbourhoods first.
• Transit and Walkability: I will focus on increasing the reliability and frequency of our core transit routes. I will also make practical, year-over-year investments in a connected bike lane and sidewalk network.

What actions will you take to increase budget transparency, reduce the impact of taxes and fees, and improve clarity and consistency in municipal regulations and tax guidance?

ANSWER: My administration will define a new standard for open and straightforward municipal government.

• Financial Control: I will demand strict financial controls and accountability on any new large capital projects. We will learn from past mismanagement.
• Clear Guidance: I will use the regulatory review to ensure permits and tax guidance are simple, consistent, and easy to understand, reducing confusion for both residents and small businesses.
• Transparency: The Utilities Ombudsman and the weekly e-town halls are my immediate, low-cost steps to increase budget transparency and public accountability

What is your plan to improve tax competitiveness, reduce municipal franchise fees, and streamline permitting and regulatory processes to help businesses grow and invest in our community?

ANSWER: My plan focuses on reviewing municipal franchise fees and identifying opportunities for gradual reductions without compromising essential services. I will launch a comprehensive permitting and regulatory review to cut red tape and move toward clear, predictable timelines for approvals. By creating a one-stop business support portal, we can make it easier for local and new investors to navigate City processes and focus on growth.

How should public consultation factor into major decision making? If the wants of residents and businesses, and advice given or needs identified by subject matter experts employed or contracted by The City of Lethbridge are at odds, how should both be weighed?

ANSWER: Public consultation must be meaningful and transparent. When resident or business input differs from expert advice, I believe decisions should weigh both: community priorities provide the democratic foundation, while expert analysis ensures evidence-based outcomes. I will advocate for publishing clear rationale that shows how both perspectives were considered before final decisions are made.

What steps will you take to engage business leaders, strengthen communication with the private sector, and foster collaboration with economic development agencies to attract and retain investment?

ANSWER: I will convene roundtables with local business leaders, Chamber representatives, and economic development partners to maintain open dialogue. Strengthening collaboration with Economic Development Lethbridge and post-secondary institutions will allow targeted investment attraction strategies, ensuring we retain and grow key industries like agri-food, logistics, and technology.

How will you address housing shortages, improve public safety, and invest in transportation infrastructure while ensuring municipal budgets remain focused on core responsibilities?

ANSWER: What actions will you take To address housing shortages, I will expand partnerships with developers, prioritize infill and shovel-ready lots, and explore incentives for diverse housing types. Public safety will be strengthened through support for community policing, mental health outreach, and crime prevention initiatives. Transportation investments will target high-impact projects that improve mobility and economic activity, all while keeping municipal budgets focused on essential services and avoiding unsustainable spending.

What actions will you take to increase budget transparency, reduce the impact of taxes and fees, and improve clarity and consistency in municipal regulations and tax guidance?

ANSWER: I will champion a more open budget process, including simplified reporting that allows residents and businesses to see where every dollar goes. Regular reviews of fees and property taxes will ensure predictability and fairness. Finally, I will direct administration to issue plain-language regulatory and tax guidance so businesses can confidently plan and invest.

These steps are designed to strengthen Lethbridge’s economic competitiveness, ensure fiscal responsibility, and build trust with residents and businesses alike.

What is your plan to improve tax competitiveness, reduce municipal franchise fees, and streamline permitting and regulatory processes to help businesses grow and invest in our community?

ANSWER: My plan is to attack this on two fronts: controlling the costs that are driving up taxes and actively removing the barriers that stifle growth.

First, we must tackle the spending side. My top priority is to end the pattern of fiscal mismanagement that led to nearly $50 million in budget overruns on just three major projects. By bringing discipline, accountability, and proper oversight to City Hall, we can stop the wasteful spending that directly leads to unsustainable tax hikes.

Second, I will initiate a comprehensive, top-to-bottom review of our permitting and regulatory processes with the clear goal of cutting red tape. We will also review all municipal franchise fees to ensure they are competitive and not an undue burden on our job creators. My goal is to make Lethbridge the most business-friendly city in Alberta.

How should public consultation factor into major decision making? If the wants of residents and businesses, and advice given or needs identified by subject matter experts employed or contracted by The City of Lethbridge are at odds, how should both be weighed?

ANSWER: Public consultation must be early, transparent, and meaningful—not just a box-ticking exercise after the real decisions have been made.

The recent approval of a 96-unit development with only 12 parking spots in the historic London Road area is a textbook example of a failed process. The city misapplied downtown development rules to an established neighbourhood and, when long-time residents and legacy business owners raised valid concerns, they were effectively told, "if you don't like it, just move." That is an unacceptable display of arrogance from a government.

The Mayor's job is to listen to both subject matter experts and the community. But when a decision clearly harms existing residents, threatens the viability of a 5th generation family business, and defies basic common sense, true leadership means finding a better solution, not steamrolling the very people you are supposed to serve.

What steps will you take to engage business leaders, strengthen communication with the private sector, and foster collaboration with economic development agencies to attract and retain investment?

ANSWER: My approach is simple: an open door and a constant, structured dialogue. As Mayor, I will establish a Mayor's Business Advisory Council, comprised of leaders from diverse sectors, which will meet regularly to provide direct, unfiltered feedback and advice to my office.

Furthermore, true collaboration requires a clear, cohesive strategy. The recent public disputes over the Destination Marketing Fund (DMF) and the lack of a unified tourism plan show a failure of leadership. As Mayor, I will work with the Chamber, Economic Development Lethbridge, and Tourism Lethbridge to build a unified, long-term economic and tourism strategy for our city, so that all our key partners are aligned and pulling in the same direction.

How will you address housing shortages, improve public safety, and invest in transportation infrastructure while ensuring municipal budgets remain focused on core responsibilities?

ANSWER: I believe public safety, critical infrastructure, and fostering a healthy housing market are the core responsibilities of a well-run municipal government. The premise that we must choose between these priorities and a balanced budget is a false one, created by years of fiscal mismanagement.

My plan funds these priorities by ending the $50 million in budget overruns. That wasted money is the key. By stopping the waste, we can:

• Properly fund our police service to restore order and safety.
• Aggressively advocate for provincial and federal housing funds to increase supply.
• Finally get the third bridge built without crippling taxpayers.

This isn't about spending more; it's about spending smarter on the things that actually matter.

What actions will you take to increase budget transparency, reduce the impact of taxes and fees, and improve clarity and consistency in municipal regulations and tax guidance?

ANSWER: Transparency isn't just a buzzword; it requires specific, concrete actions. As Mayor, I will champion the following initiatives:

• A Public Project Dashboard: A simple, online tool for taxpayers to track the budgets and timelines of all major city projects in real time.
• "Plain Language" Budgets: Annual budget summaries that are easy for any resident or business owner to understand, so you can see exactly where your money is going.
• A Red Tape Reduction Task Force: A formal group of business leaders and city staff tasked with identifying and eliminating unnecessary regulations.
• Predictable Multi-Year Budgeting: I will work to provide more predictable, multi-year operating budgets to provide stability and clarity for businesses and residents.

Restoring trust with the business community starts with transparency, and that will be a hallmark of my administration.

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