Throughout my career, in politics, business, and through my volunteer initiatives, I am known for being solution-driven. I continually bring opportunities, people, and stakeholders together and create effective collaboration.

Across the Region

From a regional perspective, collaboration comes in all shapes and sizes, and collaboration must extend beyond city limits. As Mayor, I will champion the formalization of Invest NW—a partnership among the City of Grande Prairie, the County of Grande Prairie, and the MD of Greenview, where we coordinate efforts and align resources to spark new investment and regional opportunities.

At the same time, I will lead in establishing the Peace Country Coalition, an advisory and advocacy group that brings together elected leaders from Northwest Alberta and Northeast British Columbia. This coalition will:

• • Advocate for interprovincial trade-certification recognition to increase labour mobility.
  • Collaborate on cross-border public safety strategies.
  • Support industry-responsive post-secondary programming that meets evolving workforce needs.

Resources and markets don’t stop at provincial borders—and neither should our partnerships. By strengthening both Invest NW and the Peace Country Coalition, we can foster economic development, shape policy, and cultivate a well-connected, forward-thinking region. I have a proven record of establishing trusted relationships with Mayor's across Northern Alberta, including Dawson Creek, Fort St. John, and other northern communities. I will leverage these connections to foster authentic dialogue and a stronger regional action.

With Residents and Businesses

I recognize that collaboration with our residents and local businesses is critical to our success. It is our Indigenous and First Nations leaders, community groups, non-profit organizations, business leaders, and engaged residents who have the insight that Council needs to hear. If elected, I will host quarterly community roundtables, where I will listen and learn, providing a platform for you to share thoughts and ideas on how to make Grande Prairie an even more vibrant and thriving community.

With Institutions 

Partnering with Northwestern Polytechnic (NWP) and our local school boards is a vital opportunity for collaboration; we must advocate with them to create greater educational advantages in our city. City Council can assist by connecting the necessary regional stakeholders and industry partners to support their success. NWP is a gem within the post-secondary system, and ideas like establishing a Centre of Excellence are the forward-thinking actions we need to take, ensuring future success not only for the institution but also for the region.

Simply put, my mission is to lead Grande Prairie toward a stronger, more vibrant future. I aim to bring together all levels of government—from local to federal—highlighting the importance of our City and region as well as the invaluable contributions we make to both our province and our country. I will bring together our communities by creating opportunities for conversation and sharing ideas. I will always consider how we can work together to strengthen education, recreation, and safety in Grande Prairie.

Over the past four years, a key focus of my work as Mayor has been strong advocacy. 

Advocacy is key. It is extremely hard work and requires strong relationships.

Grande Prairie deserves its fair share of Provincial and Federal funding, and that requires regular, consistent conversations about the importance this region offers to Alberta and Canada. I’ve represented Grande Prairie and our region in conversations with every level of government, as well as with industry leaders, stakeholders, and investors. This advocacy has ensured that our priorities are heard and ultimately acted upon, from securing funding for critical healthcare and public safety to strengthening our economic partnerships and attracting investment.

This outward-facing work is more than just meetings and formal letters—it’s about leveraging existing relationships while building new ones, creating opportunities, and ensuring Grande Prairie’s voice is strong and respected in the decisions that shape our future. This work is something I am very passionate about; here are a few highlights.

Health Care Attraction & Retention
Although the priority remains unchanged, the specifics have evolved. Health care remains one of the most pressing concerns voiced by residents across our City and region. Over the past four years, we have successfully advocated for key initiatives—securing nearly 24 new specialists in just the past 18 months, advancing the Maskwa Medical Centre, and encouraging local training opportunities for physicians and specialists.

The next phase of this work focuses on attracting and retaining family doctors, general practitioners and ensuring that every household has timely access to primary care. To achieve this, City Council has endorsed a comprehensive Health Care Strategy & Action Plan. This plan increases awareness of Grande Prairie’s professional opportunities, highlights our city’s quality of life, and introduces targeted incentives to help recruit physicians, support their practices, and assist their families in making Grande Prairie home.

A key component of the plan is the new Healthcare Ambassador Program. This initiative brings together community leaders and volunteers to partner with Invest Grande Prairie, creating a welcoming pathway for health professionals and their families. From relocation support to networking opportunities, the program fast-tracks community integration and helps ensure new physicians feel rooted and valued.

Moving forward, our goals are clear:

• • Expand Local Training—Work with Northwestern Polytechnic and provincial partners to grow medical education and residency options in Grande Prairie.
  • Strengthen Retention Supports—Provide ongoing mentorship, spousal employment connections, family integration, and professional development opportunities to encourage doctors to stay long-term.
  • Enhance Regional Collaboration – Partner with neighbouring municipalities and Alberta Health Services to align incentives and share best practices, thereby enhancing recruitment efforts that benefit the entire Peace Region.

By combining targeted recruitment, a strong community welcome, and long-term professional support, Grande Prairie will continue to build a health-care system that meets today’s needs and supports tomorrow’s growth.

Electricity Distribution
Electricity distribution rates remain one of the most significant cost pressures on households and businesses in the ATCO service area, which includes Grande Prairie. On average, families here pay about $1,300 per year—more than three times the $385 paid in Edmonton and Calgary. For industrial users, the gap is even more striking: a facility with a 4,000 kW demand pays roughly $319,000 annually in distribution fees, compared to $67,000 to $152,000 in other service areas.

These disparities discourage investment, add to the cost of living, and undermine Alberta’s goal of attracting and retaining both industry and skilled workers.

As Mayor, I have led a coordinated and persistent response. Our role has included:

• • Educating and Gathering Data – Meeting with ATCO to obtain detailed cost information and clarify how rate structures are set, giving residents and businesses transparent facts. 
  • Uniting Municipal Voices—Bringing together all municipalities in the ATCO service area to build a common, province-wide case for change.
  • Providing Evidence and Tools – Compiling data, case studies, and economic analysis to show how unequal rates hurt job creation and long-term investment.
  • Supporting Collective Advocacy—Helping municipal partners prepare backgrounders, correspondence, and presentations for provincial leaders. This included co-signing and supporting the September 2025 letter to Premier Smith, Minister Nuedorf, and all Alberta MLAs, which called for legislative or regulatory action to equalize rates.

Our message to the province is clear: for Alberta to succeed, every corner of Alberta must succeed. Fair and predictable distribution rates are essential to keeping our region competitive. We are calling on the Government of Alberta and the Alberta Utilities Commission to:

• • Implement new legislation or regulatory mandates to equalize distribution costs across service areas.
  • Consider Performance-Based Regulation (PBR) and targeted financial support as immediate steps while longer-term reforms are developed.
  • Launch grid modernization pilot projects to improve efficiency and reliability in rural and northern communities.

ATCO has now pledged significant action—a planned $500 million in rate reductions between 2023 and 2028—but even with these cuts, the cost gap remains too wide.

Equalizing electricity distribution rates will lower costs for families, remove a significant barrier to new industrial investment, and strengthen the economic foundation of Grande Prairie and the entire Peace Region. In the next term, I will continue to lead these collaborative advocacy efforts until the province delivers lasting, province-wide fairness.

Seniors Housing & Long-Term Care

Advocating for sufficient, affordable, and appropriate housing for seniors, including long-term care and continuing care spaces. The transition beds announced in April 2025 are a step forward, but more capacity is still needed.

Economic Corridors

Grande Prairie’s long-term prosperity depends on reliable, competitive transportation links that move people, goods, and resources efficiently. Strong economic corridors—by road, rail, and air—are essential for attracting investment, supporting industry, and ensuring our residents can connect to opportunity.

Under my leadership, we will continue to:

• • Advance Key Infrastructure—Secure the timely construction of the Highway 40X connector, opening new industrial and residential lands and improving heavy-haul routes.
  • Strengthen Air Service—Collaborate with airlines and regional partners to increase direct flights and enhance schedules, enabling local businesses, resource companies, and families to access markets and talent.
  • Improve Rail Reliability and Transparency—Require rail companies to release critical performance data, such as car-fulfillment statistics, to help the industry plan investments and reduce supply-chain bottlenecks.

To drive this work, I helped create the Community Rail Advocacy Alliance (CRAA)—a partnership of municipalities, industries, and associations across the Peace Region. CRAA unites northern Alberta and potentially northeastern British Columbia in a single, powerful voice, urging federal and provincial governments and the rail industry to:

• • Modernize and expand rail infrastructure to meet the growing demand of industry.
  • Ensure fair and predictable service levels, so producers can move goods when markets need them.
  • Support long-term corridor planning that keeps pace with economic growth.

By combining efforts on road, rail, and air connectivity, we can secure the transportation backbone that industry and communities need. Building strong economic corridors will reduce costs, attract global capital, and help Grande Prairie and the entire Peace Region compete and thrive in the decades ahead.

One of my greatest strengths is relatability. I believe a true community leader must have a voice that speaks for everyone—a voice that listens, fights for what matters, and consistently works to represent the whole community. Leadership is about putting people first: prioritizing what’s important not just for a select few, but for the majority of residents, and making sure every voice has a place at the table.

I am committed to discussion, collaboration, and solution-finding. Whether it’s tackling complex industry needs, supporting local businesses, or creating opportunities for youth and families, I bring people together to identify practical solutions and turn ideas into action. It is essential that Grande Prairie residents know—and genuinely believe—that engagement with their City is easy, accessible, and consistent. Increased engagement means residents are informed and actively involved in community activities, discussions, and long-term planning.

I will work to amplify engagement across every platform—online, in person, and through community partnerships. Surveys, polls, and discussions will provide residents with an opportunity to view project details and provide their input, marking the first step toward better engagement.

Residents of Grande Prairie deserve a clear understanding of what is happening at City Hall. I will work with City Council to implement guidelines and timelines so that details about City business and transactions are easy to find and easy to understand. We can do better.

Going forward, I will champion:

• • Clear communication standards, ensuring updates are published in plain language and in multiple formats—from social media to printed marketing materials.
  • Early sharing of project information, giving residents ample time to ask questions and contribute ideas before decisions are made.
  • Expanded two-way channels, pop-up engagement booths at community events, and youth advisory opportunities to hear fresh perspectives.

By making engagement proactive, rather than reactive, we will strengthen trust, build stronger connections among residents, and ensure that City decisions reflect the community’s voice. Grande Prairie will thrive when residents feel their input genuinely shapes the future of our city.

Grande Prairie deserves city services that are both high-quality and cost-smart. Roads, recreation, policing, fire and emergency services, and reliable utilities are non-negotiable. They keep our community moving, safe, and connected. But delivering these essentials must also respect the realities of today’s economy.

Over the next couple of years, we need to continue operating in a tight fiscal environment. Inflation, changing property assessments, and reductions in provincial support are putting pressure on municipalities, families, and businesses. That’s why City Council and Administration, under my leadership, worked hard this term to hold the line on taxes. While other communities raised rates, we proved that prudent planning can lower the overall tax burden.

Cost-Smart City Services means:

• • Modernizing and streamlining systems continue to cut red tape, shorten permitting times, and enhance service delivery.
  • Sharing services regionally where practical—partnering with neighbouring municipalities on everything from paving projects and infrastructure to emergency response and equipment procurement, so we all spend less.
  • Data-driven decision-making and tracking service performance so dollars flow to what works and waste is eliminated.
  • Continuous efficiency reviews to find savings in energy use, snow removal, and facility maintenance, without compromising quality or safety.

Taxation  

I believe every budget should be presented with a 0% increase—so Council fully understands what it would take to keep taxes flat, because residents deserve that conversation.

Holding or lowering taxes can mean difficult trade-offs. Some services may need to be redesigned or phased differently. However, with creativity, collaboration, and careful prioritization, we can protect the essentials while keeping Grande Prairie affordable for families and competitive for businesses.

As Mayor, I will continue to:

• • Protect core services—policing, fire, roads, recreation, and utilities—while improving their efficiency.
  • Seek regional partnerships to share costs and create long-term savings.
  • Champion innovation that stretches every tax dollar.
  • Maintain stable tax rates to support household budgets and attract new investment.

Grande Prairie’s economy is growing; however, families are working hard to make ends meet, and small businesses are fighting to grow and even survive. Cost-Smart City Services is about delivering what matters most—safely and reliably—while respecting every dollar you contribute.

Public safety must be fair, accessible, and trusted in every neighbourhood. Over the past four years, we launched our own Grande Prairie Police Service (GPPS), a historic step that will provide residents with local accountability and a community-focused policing model.

In the next term, I will:

• • Complete the Grande Prairie Police Service Transition—support recruitment and training, ensure operational stability, and expand community-based policing as GPPS matures.
  • Strengthen Oversight and Transparency—Collaborate with the Police Commission to maintain clear performance metrics and regular public reporting and foster open channels for community feedback.
  • Enhance Emergency Response—advocate for improved provincial EMS support and shared funding for medical first response, ensuring every call receives a timely, professional response.
  • Advance Equity in Safety—prioritize neighbourhoods that have historically faced longer response times, expand culturally respectful policing partnerships with Indigenous and newcomer communities, and increase mental health and addiction outreach.
  • Invest in Prevention and Youth Engagement—expand school safety partnerships, mentorship programs, and violence-prevention education, providing young people with positive pathways and stronger connections to first responders.

Equitable public safety means more than policing—it is a comprehensive approach that keeps Grande Prairie safe, fair, and welcoming for everyone.

Our city’s future depends on smart, sustainable growth—growth that increases opportunity, broadens the tax base, supports quality of life, and ensures all residents benefit. To achieve an increase in revenues, we must continue to expand and diversify our economic opportunities, drawing on the natural strengths of our region and supporting transformative new projects.

Emerging Economic Opportunities

Grande Prairie is uniquely positioned to seize major opportunities that will drive long-term prosperity:

• • Wonder Valley & Greenview Industrial Gateway – This large-scale AI Data Centre and industrial hub will create thousands of construction and technology jobs, bring significant spin-off opportunities for local businesses, and showcase our capacity to supply low-cost, reliable energy. Our role is to ensure that infrastructure, workforce training, and permitting processes are ready so Grande Prairie fully benefits.
  • Energy Expansion: Natural Gas, Hydrogen and LNG – With abundant natural gas and world-class pipeline and storage assets, Grande Prairie is a natural leader in clean energy development. Supporting LNG expansion, hydrogen production, ammonia, and methanol projects, as well as renewable energy, will diversify our economy and meet global demand for responsible energy.
  • Agribusiness and Value-Added Processing – The Peace Country holds about five percent of Canada’s agricultural land and produces high-quality crops and livestock. By fostering value-added processing and food innovation ventures, we can retain more economic benefits locally and create new jobs in our community.
  • Regional Collaboration—As the urban hub for more than 300,000 people, we will continue to work with neighbouring municipalities on major projects such as Wonder Valley and other industrial and energy initiatives. What is good for the region is good for the City.

Key actions for the next term include:

• • Diversify the Economy—Build on our strength in energy, forestry, and agriculture by expanding opportunities in hydrogen, renewable energy, agri-food processing, value-added manufacturing, and technology.
  • Develop Hughes Lake Lands—Move forward on servicing and sustainable planning for 1,200 hectares of prime west-side land, creating room for housing, commerce, and innovation.
  • Expand Housing Supply & Affordability—Evaluate the results of fee rebates, fast-track approvals, and targeted tax incentives. Support a full spectrum of housing, from supportive and affordable units to seniors-focused developments like a proposed P3 near Montrose Cultural Centre.
  • Strengthen Transportation & Connectivity—Secure the Highway 40X connector, improve air links, and enhance rail logistics to keep Grande Prairie connected to markets and talent.
  • Grow Sport Tourism—Continue to attract provincial and national sporting events, creating jobs and new economic activity.
  • Advance Regional Collaboration—Formalize and leverage the Invest NW partnership to align and identify opportunities and investment strategies.

By embracing these opportunities and implementing these key actions, Grande Prairie will create new jobs, attract investment, and ensure our community thrives—economically, socially, and environmentally—for years to come.