My Approach

I’ve spent ten years preparing for this job. I spent three years watching council from the gallery before I ran for council in 2017. I quit my job and became a full-time councillor from 2017 to 2021, which allowed me to attend every committee meeting to accelerate my learning. I spent the last two years working as a policy analyst for Alberta Municipalities. I got to travel around the province and see how other cities and towns were doing. I know many in Medicine Hat are struggling, but the city is in a better position than most municipalities. We have everything we need to get through this.

I was on city council during the pandemic. I saw the limits of government power. What our community needed was more than a united, effective city council could provide. We also needed a united community whose energy could be effectively mobilized to meet the challenges we face.

The reality is leaders cannot fix everything. Figuring out how to engage and mobilize our collective energy is what’s needed to make lasting impacts and actions.

I’d like to campaign in line with this idea. Rather than trying to raise as much money as possible or giving you easy answers, I’d like to focus on having conversations face-to-face with people. It’s not just about what I’m promising to do. I also want to know what you’re willing to do for your neighbourhoods and how we might harness that energy.  

Here is my approach.

Medicine Hat is a beautiful city

Elections tend to highlight only the problems in our community. We shouldn’t forget all the good things our city has to offer and to appreciate. ​As mayor I'd bring a balanced perspective, reasoned communication, shared responsibility and strategic focus.

Balanced perspective

There are always things we can​ improve on, but the core services City Hall provides, and the​ staff (people) who provide them, are in good shape and give us a solid foundation to build from.

Reasoned communication

My detailed positions are​ written in over 80 web articles on city issues. This next council team ​must make decisions on the future, balancing adaptation with stability.

​Shared responsibility

We don’t vote for a​ new council, then passively wait for them to fix everything. We need to work together, constructively and purposefully. 

​Strategic focus

My priorities are Affordability, Balance and Cooperation. But mayors don’t make decisions on their own. The new council team must choose priorities together, then work with staff and the public on solutions. 

Learn more my professional experiences here. About me.