Mayor

Mayor

1 To Be Elected

Victor Doerksen: • 15 years as MLA for Red Deer South under Premier Ralph Klein • Provincial Minister of Innovation and Science for 5 years • Current City Councillor serving Red Deer for the past 4 years • Professional Accountant - FCPA, FCGA designation • Commercial & Retail Banking experience with BMO • Executive Director, C.A.R.E. (now CARE for Newcomers) • Finance Director, Etana Supports Society (formerly Central Alberta Residence Society) All of my life work experiences have given me depth of understanding of finances and budgeting; understanding the difference between governance and operations; and good people relationship skills.

John Gallagher: No response.

Cindy Jefferies: I have served on Council 2004-2013, & 2021-present. I was elected to the Alberta Urban Municipalities Board representing mid-size cities (2010 -2012). I served as a public school trustee 1995-2004, 6 years as board chair. I have a degree in Communications from U of C. I worked in sales and marketing before staying home to raise a family.

Lawrence Lee: 30 years in corporate canada as a Director of Operations (Jim Pattison, Home Depot Store Leadership Program and Eye Recommend. Also, 3rd term city Councillor and 3 terms as School Board Chair for Red Deer Public Schools

Gareth Scott: I bring more than three decades of leadership and hands-on management experience across Alberta’s key industries — oil and gas, construction, manufacturing, forestry, and agriculture. Over the years, I’ve served as a general manager, area manager, and operations manager, leading large teams, negotiating union agreements, and managing multi-million-dollar budgets and infrastructure projects. I’ve also worked extensively with boards to strengthen governance and ensure policy is built on solid ground. Without governance that drives practical, accountable policy, you’re simply checking a box — and that’s not good enough for Red Deer. As both a tradesperson and a small business owner, I understand how decisions affect real people, from the shop floor to the boardroom. That’s the kind of balanced, common-sense leadership I’ll bring to City Hall: collaborative, accountable, and focused on delivering results that residents can see and trust.

Mayor

1 To Be Elected

Victor Doerksen: After you cut through all of the nagging issues the top priority of the next Council will be to reestablish confidence in our City finances. Everything else follows from that. Whether its water or wastewater, whether its playgrounds or parks, whether its snow clearing or grass cutting … none of that happens without a financial position that is sound, that is transparent, that has resiliency and an ability to respond to emerging issues. Citizens need to know that their city has a plan to manage. Through motions I introduced in budget debate the City has reconciled its capital commitments and has adopted a budget approach that stops the use of reserves to balance the budget, covers inflationary costs, and puts funds back into reserves.

John Gallagher: No response.

Cindy Jefferies: Housing, Economic Development,

Lawrence Lee: The unhoused population, community safety and economic development. Each of these are to varying degrees affected by different orders of government. The issues have to be dealt with public engagement, data driven decision making and common sense.

Gareth Scott: The biggest issue facing Red Deer right now is financial management. Our budget process has become inefficient, inconsistent, and disconnected from results. The Budget Review Board has failed to provide proper oversight, and the latest set of “new guidelines” has only made things worse. We need a full financial review, disciplined spending, and a clear focus on priorities that deliver real value for taxpayers. Beyond that, issues like homelessness, housing, economic development, and crime are deeply connected. My approach is straightforward — rebuild trust between City Council and our citizens by leading with accountability, transparency, and common sense. We can drive economic growth by cutting red tape, supporting private investment, and letting the City step aside so job creators can do what they do best. On housing and homelessness, we need practical partnerships, not more bureaucracy, and a plan that addresses both the human and community sides of the problem.. At the end of the day, everything comes back to trust. It’s been lost in recent years, and it’s time to earn it back through honest communication and responsible decision-making.

Mayor

1 To Be Elected

Victor Doerksen: Municipalities should concentrate on providing core services that matter to citizens: maintaining reliable infrastructure, keeping taxes fair and transparent, ensuring public safety, thoughtful development and investing in recreational spaces. The tendency of most cities is to think they are the answer to every problem. Two areas I have questioned over the past four years is whether our city should be in the residential development business and whether our city should be in the golf course business.

John Gallagher: No response.

Cindy Jefferies: Municipal Government is responsible for utilities, roads and snow removal, transit, parking, parks and recreation, fire and emergency services. Historically, the City also been involved in Land and Economic Development. Recent work through the Ad Hoc Economic Development Committee recommends economic development moving to an external partner. Council should also give consideration to our role in land development.

Lawrence Lee: For me municipal government should focus on core service delivery.

Gareth Scott: The role of municipal government is to deliver the essential services that directly affect people’s daily lives. That means maintaining water and sewer systems, keeping our streets and sidewalks safe and functional, preserving green spaces, supporting public transit, and providing quality recreation opportunities. These are the building blocks of a livable, accessible, and sustainable city. Over time, however, Red Deer has drifted beyond that core mandate. When a municipality starts competing with private developers, investing in golf courses, or building costly showcase projects like extravagant walking bridges, it loses focus on what truly matters. Those ventures rarely match the efficiency or responsiveness of private enterprise and often pull limited resources away from the infrastructure that residents rely on. Instead, the City should get back to basics — strengthening essential services while supporting initiatives that build real economic momentum, such as the newly formed ad hoc Economic Development Foundation. Partnerships like this foster growth without the City overreaching its capacity. We also need to recognize our limits. In areas like electrical delivery, the City doesn’t have the scale, expertise, or infrastructure to compete effectively. That’s why good governance means knowing where to lead and where to step back. Municipal government works best when it sticks to what it does best — serving the public with reliability, transparency, and accountable stewardship of essential services.

Mayor

1 To Be Elected

Victor Doerksen: Property taxes are always too high. Nevertheless, municipalities have limited scope to generate revenue to pay for services, so the challenge is always to find a balance between the tax levels and the kind of services you want delivered.

John Gallagher: No response.

Cindy Jefferies: Do we get good value for our tax dollars? Yes, I believe we do. Is it problematic to have a swing into double digit tax increases? Absolutely, but after years of zero or low tax increases we were faced with hard decisions. Slow and steady is my preferred position - keeping pace with inflation and growth, and maintaining healthy reserve accounts.

Lawrence Lee: Taxes are a reflection of the efficiencies of operations and Council's current priorities. If we look at the 10 year average of all mid-size cities in the Province we are following the same trends.

Gareth Scott: The mill rate is directly tied to the size of the City’s budget. When that budget grows, as we saw with the recent increase of more than 100 million dollars, the mill rate rises and so do property taxes. This Council has made some fundamental financial missteps that have led to unsustainable spending and, ultimately, higher tax bills for residents. Taxes are necessary to fund essential services, but ours have become excessive. We need a disciplined and balanced approach to budgeting that prioritizes core services, eliminates unnecessary spending, and reflects the financial realities faced by residents and businesses alike. Fiscal responsibility must be at the heart of every decision, ensuring taxpayers receive real value for their money without being overburdened. To ensure fairness and sustainability, the City’s budget should increase only in line with inflation and population growth. This approach keeps spending realistic and prevents unnecessary tax hikes. It is about living within our means while still planning responsibly for the future. But budgeting is not just about numbers. It is about trust. Citizens deserve a clear and transparent explanation of where their money is going and why. That means open communication, accessible budget documents, and honest conversations about priorities. When residents understand the reasoning behind spending decisions, they are far more likely to support them. We need to restore fiscal discipline and rebuild public confidence. Responsible budgeting, guided by real economic indicators and population trends, is the path forward.

Mayor

1 To Be Elected

Victor Doerksen: The following motion I introduced was adopted by Council and I think is the correct way for budget expenditures. “Resolved that Council of The City of Red Deer having considered the report from Growth & Finance dated April 29, 2025 re: 2026 Budget Strategy (Tax Supported & Utilities) hereby directs Administration to incorporate the following principles in preparing the 2026 capital and tax supported budgets, as amended: Tax Supported Budget Strategies – Principles: • Budget must be balanced without use of Operating Reserve Tax Supported reserve. • Budget expense increase should be limited to inflationary factors, plus 1%-2% of total Operating Budget Tax Supported to be applied to increasing the operating reserve account. • Windfall revenue (carbon tax relief, GIPOT, etc.) are to be used to build operating reserves and not used to support other areas of expenses. • Zero based budgeting will be used for in-depth review in select departments, to be identified by Council and may be referred to Audit Committee for review.”

John Gallagher: No response.

Cindy Jefferies: Slow and steady is my approach. We see higher tax rate increases when Council has implemented "no or low" tax increases in previous years. Reserves have been drawn down to cushion tax increases too often - that is not a sustainable practice. Under normal circumstances increasing by the rate of inflation and population growth makes sense, assuming provincial grants are not reduced further. Predictability is important for citizens and businesses.

Lawrence Lee: No response.

Gareth Scott: To ensure fairness and sustainability, the City’s budget should only grow in step with the rate of inflation and projected population growth. This approach keeps spending realistic and prevents unnecessary tax increases. It is about living within our means while still planning responsibly for the future. But budgeting is not just about numbers. It is about trust. Citizens deserve a clear and transparent explanation of where their money is going and why. That requires open communication, accessible budget documents, and honest conversations about priorities. When residents understand the reasoning behind spending decisions, they are far more likely to support them. We need to restore fiscal discipline and rebuild public confidence. Responsible budgeting, guided by real economic indicators and population trends, is the path forward.

Mayor

1 To Be Elected

Victor Doerksen: See above answer.

John Gallagher: No response.

Cindy Jefferies: It should be factored into the budget the next year reducing the overall tax increase for that year.

Lawrence Lee: In my view, there needs to be a zero based budget process implemented in key divisions and departments to actually see what the opportunities are to sharpen our budget estimates and to look for operational efficiencies.

Gareth Scott: When the city finds surplus funds at the end of the year, the priority should be transparency and responsible financial planning. Simply putting the money into savings without reviewing spending decisions or considering taxpayer relief misses the mark. If there’s extra money, residents deserve to know why—and they should have a say in whether it’s saved or returned through a tax rebate. More importantly, there should already be a structured savings plan built into the budget from the start. That way, we’re not scrambling to decide what to do with leftover funds. A better budget review system would help prevent overspending and ensure taxes stay as low as possible. With proper planning, we wouldn’t be forced into last-minute decisions—we’d be following a clear, disciplined financial roadmap. It’s time for the city to treat budgeting like the serious responsibility it is: plan ahead, spend wisely, and respect the taxpayers who fund it all.

Mayor

1 To Be Elected

Victor Doerksen: My starting point is to let the market operate and react to the pressures of supply and demand. Secondly, having a city that is focused on providing reliable infrastructure, having a responsive and efficient regulatory regime will attract investment and employment that will enable citizens to work and afford to pay for housing. Thirdly, there is a role for social housing and at this point it is primarily funded by other orders of government. The city should not become involved in the role of a social housing operator … perhaps could consider some incentives.

John Gallagher: No response.

Cindy Jefferies: Affordable housing - housing that people can attain and sustain using up to 30% of their monthly income. Having affordable housing means having a range of housing types available - ranging from multi-family dwellings to single family homes. The city plays a role in affordability through permits and fees, property taxes, and utility rates. Being mindful of the impact on citizens and businesses is critical.

Lawrence Lee: The City does not have the appropriate funding in place to even consider subsidizing housing. This responsibility falls squarely on the shoulders of the Provincial and Federal orders of government.

Gareth Scott: Affordable housing is a complex issue, and while the City already supports several programs, often in partnership with other levels of government and community organizations, it needs to take a more strategic and transparent role. One practical step is to make lower-cost City-owned land available to developers, with the clear expectation that those savings are passed on to buyers and renters. This approach encourages private sector participation while helping to keep costs manageable. We also need to be honest about the realities of the market. Pricing and wages ultimately move together, and as long as housing costs continue to rise faster than incomes, especially for those earning minimum wage, we will struggle to achieve true affordability. That is why collaboration is essential. The City must rebuild open, cooperative relationships with both the provincial and federal governments and, most importantly, with its own citizens. Decisions should be made transparently, with genuine engagement and accountability. It is time to put all the facts on the table, be upfront about the challenges, and work together toward practical, sustainable solutions that reflect both compassion and common sense.

Mayor

1 To Be Elected

Victor Doerksen: Labor unions operate under legislative authority, and we must work with them as they are our primary source of personnel. Negotiating settlements is always a balancing act between ensuring we retain good people, are in line with other jurisdictions, and are managing within our budgets. Other than negotiating contracts, the appropriate use and management of personnel is just as important to ensure personnel costs are managed appropriately. Personnel costs represent approx. 35% of the expenditure budget.

John Gallagher: No response.

Cindy Jefferies: We have been well served by city workers who are represented by public sector unions. The work they do is important. Maintaining good relationships between the City and its labour groups is critical to providing the best service for citizens, good working conditions for employees, and resolving issues at the local level.

Lawrence Lee: Unions are a reality in municipal operations - we need to better collaborate together to understand the delicate balance between what the role of unions and the impact of those negotiations our are rate payers.

Gareth Scott: Public sector unions play an important role in city operations. They represent dedicated workers who deliver essential services—from transit and sanitation to emergency response and administration. These are good people doing vital work, and unions help ensure fair treatment, safe working conditions, and job security. That said, collective bargaining agreements (CBAs) must be approached with financial discipline. Negotiations are a give-and-take process, and the city must come to the table prepared. If council hasn’t planned ahead for upcoming contracts—both in terms of budget and long-term impact—we’re already behind before talks begin. That’s not negotiation, that’s reaction. And it’s a recipe for financial strain. To protect the city’s fiscal health, we need: -Proactive financial planning for all labor agreements -Clear budget forecasts that account for wage growth and benefit costs -Transparent communication with unions and the public -A commitment to sustainability, ensuring agreements are fair but also affordable Unions are here to stay, and rightly so. But it’s the city’s responsibility to negotiate responsibly, plan ahead, and ensure that agreements support—not compromise—our long-term financial stability.

Mayor

1 To Be Elected

Victor Doerksen: Outstanding debentures have remained steady for the past 4 years, so I disagree with your second assumption. Refer to the Motion in a previous question that outlines a plan to build up reserves. It’s a question of both revenue and expenditures. The KPMG Financial Roadmap report indicated (based on their compatibles) that our spending was in line with other jurisdictions but that our revenues were less than comparable municipalities.

John Gallagher: No response.

Cindy Jefferies: It's a revenue problem and a spending problem, partially impacted by the pandemic. Overall growth in the city was flat. Grants from federal and provincial governments dropped substantially. The City was slow to adjust expenditures to a fall in revenue and economic realities and looked to reserves to cushion tax increases for a number of years rather than sustaining reserve accounts.

Lawrence Lee: It was both, the past few budgets were heavily subsidized by reserves in order to meet increasing price pressures due to inflation and contractual obligations. For me, there should have been a moderated tax rate from 2020 to 2023 in order to mitigate the 2024 tax rate

Gareth Scott: Having a financial reserve is a foundational business practice—and for good reason. Reserves are meant for true emergencies, not as a fallback for poor budgeting or overspending. When a city raises property taxes year after year without exhausting other options, it erodes public trust and signals a lack of financial discipline. Cities, like companies, must plan for inflation and adjust budgets accordingly. But that doesn’t mean passing every cost increase directly onto taxpayers. Responsible governance means forecasting, prioritizing, and building in safeguards—like a reserve fund that’s used only when absolutely necessary. Raising taxes without first tightening spending or reviewing priorities is a sign of mismanagement. Citizens deserve better: a city that plans ahead, respects their contributions, and treats their trust as its most valuable asset.

Mayor

1 To Be Elected

Victor Doerksen: I don’t think there is any dispute over the fact that overtime costs are too high and create challenges for our budgets. How we resolve the overtime is were the difference lies. I think we need to step aside and have a complete look at our model of service delivery that keeps our citizens safe and gives value for tax dollars.

John Gallagher: No response.

Cindy Jefferies: Overtime costs are a concern. Safety of staff is important. Working together, in a good way, to find realistic solutions is a priority. Local relationships matter. Over the years, Red Deer has benefitted from good relationships with EMS employees. Together, a balance can be found.

Lawrence Lee: First and foremost there has to be a rebalancing of staff. We need the right number of people in their positions in order to fully understand where overtime is necessary and where it is not. My view is that we need to look at a different structure within our EMS division but that should include having all relevant stakeholders at the table to move that forward.

Gareth Scott: Rising overtime costs in emergency services are a serious concern—but let’s be clear: this situation was created by the city itself. The $3 million in overtime wasn’t driven by union demands—it was the result of chronic understaffing in fire halls, despite an agreement to hire staff to the approved levels. When the city fails to follow through on its commitments, it forces existing personnel to work extra hours just to maintain public safety. We can’t blame external factors like lower grants or COVID for this. The responsibility lies with council’s failure to plan and act. If staffing levels had been met, overtime costs would be significantly lower, and our emergency services would be better equipped to serve the community. To balance financial responsibility with public safety, we need: -Full staffing according to agreed levels, not delayed or partial hiring -Transparent workforce planning tied to service demand and population growth -Collaborative union negotiations that respect both fiscal limits and frontline realities -Accountability from council to uphold agreements and avoid costly missteps Citizens deserve safe, reliable emergency services—and that starts with leadership that plans ahead and keeps its promises.

Mayor

1 To Be Elected

Victor Doerksen: The OPS was brought in by the provincial government and removed by the provincial government after a request from city Council. Our role should be one of strong advocacy on behalf of the citizens of Red Deer and not take ownership of an issue that is not part of our mandate.

John Gallagher: No response.

Cindy Jefferies: I supported keeping the OPS open - the facility could have been located in a more functional space. I see it as a continuum of needed services. No one has ever died in an OPS. People die when they are not using in a safe way - using at home, or in the streets & parks. I am not condoning drug use, but taking the service away doesn't solve anything. Decisions should be based on facts and evidence with understanding and consideration of consequences.

Lawrence Lee: The overdose prevention site was a reaction to a national problem that was also placed in a location that the City never had input on or ever wanted there.

Gareth Scott: Having a financial reserve is a cornerstone of good management — in business and in government. Reserves are there for genuine emergencies, not to cover poor planning or overspending. When a city raises property taxes year after year without first looking for internal savings, it sends a clear message: there’s a lack of financial discipline and accountability. Just like any well-run organization, the City must plan for inflation and build realistic budgets. But that doesn’t mean passing every new cost directly onto taxpayers. Responsible governance means forecasting carefully, setting priorities, and maintaining safeguards — including a reserve fund that’s used only when truly necessary. Raising taxes before tightening spending or reviewing priorities isn’t leadership; it’s mismanagement. Red Deer residents deserve better — a City that plans ahead, spends wisely, and treats their trust as its most valuable asset.

Mayor

1 To Be Elected

Victor Doerksen: This is a area of provincial responsibility and the city needs to be firm with the province to fulfill their obligation for shelter provision.

John Gallagher: No response.

Cindy Jefferies: This has been a very frustrating file in the past four years. We go around and around in circles. Pointing fingers and blaming others is getting us no where. We need to sit down with frontline workers/ agencies providing services/ city staff/ those with lived experience/citizens/ business representatives and our provincial government partners to outline the challenges our community is faced with. Together we can identify what is working, what is not working, and where the gaps are. What can we do to make a tangible difference in the short, medium, and long term? Advocating for more housing options is critical to getting people off the streets. Establishing shelter options in purpose built facilities is critical. We have not served any one well by keeping the shelter discussion in a state of uncertainty.

Lawrence Lee: For me the model of shelter should be built to get individuals back into being productive members of society. All I am certain of is the current situation whether provincial or municipal is not working. We need a better way forward.

Gareth Scott: The City needs to stop deflecting responsibility and start leading. Red Deer’s homelessness crisis demands urgent, coordinated action — and partnering with the newly formed Red Deer Homeless Foundation is a practical, community-driven way forward. After years of back-and-forth between the province and the City, our shelter system is stretched beyond its limit. Safe Harbour Society’s emergency shelter is bursting at the seams, with close to 800 people experiencing homelessness in 2024–25 — nearly double the number from the year before. Yet City Council continues to call homelessness a “provincial issue.” That’s not leadership — that’s avoidance. Yes, the province plays a major role in funding and policy, and recent federal-provincial agreements have committed $35 million toward addressing unsheltered homelessness across Alberta, including Red Deer. But the City has an equally critical role to play — especially when it comes to land, zoning, and local coordination. While Red Deer has advocated for a purpose-built, integrated shelter, progress has been painfully slow. That’s where the Red Deer Homeless Foundation comes in. As a newly formed local organization, it brings fresh energy, collaboration, and a community-first approach. The City should: -Work directly with the Foundation to identify suitable locations for shelter and transitional housing -Streamline zoning and permitting to get projects moving faster -Support and advocate for provincial and federal funding to ensure sustainability -Engage citizens transparently, giving the public a voice in both the process and the outcome Blaming other levels of government is no longer acceptable. This is our city — and our responsibility. Leadership means stepping up, building partnerships, and committing to real, lasting solutions. Red Deer deserves more than talk; it deserves action.

Mayor

1 To Be Elected

Victor Doerksen: I voted in favour of exploring the divesture option for several reasons: o An MCC of $40 million dollars is a small player in the utility business and we will be hard pressed to compete for talent with other larger utility companies. o With the city struggling to find confidence in its own financial situation I do not want that focus shifted to another entity. The only reason to proceed with an MCC is to retain the asset that has the potential to deliver long-term benefits to the city. This was the decision of Council and one that I would continue to pursue unless the mind of Council/or citizens changes.

John Gallagher: No response.

Cindy Jefferies: I supported the move to an MCC. Taxpayers/ratepayers have paid for the assets in our electrical utility. Citizens should benefit from the annual dividend from those utilities. In my view, the MCC will provide improved governance and oversight. Council will continue to have arms length oversight. Public ownership of our electrical utilities has served citizens well. Moving to a privatised model does not guarantee low costs or improved service.

Lawrence Lee: For me the appeal of an MCC is to create a division of the city that models the principles of self sustaining operations and creates dividends to the taxpayers which reduce the overall tax rate. I also appreciate that an MCC would deal with asset management which is critically needed given our aging infrastructure.

Gareth Scott: The City’s electric utility should be sold, but only with the right safeguards in place. This is not about a quick financial windfall; it is about making a responsible, well-structured decision that benefits Red Deer both now and in the long term. A smart approach would be for the City to retain a preferred share position, allowing it to continue receiving dividends while maintaining some influence over future decisions. This ensures a balance between financial return and long-term stability. The proceeds from the sale should be managed carefully and transparently. A portion should be reinvested in preferred shares to provide ongoing revenue for the City, while the remainder should be placed in a reserve fund and left untouched until there is a clear, well-justified, and transparent plan for its use. This kind of fiscal discipline protects taxpayers, builds public trust, and ensures that any sale serves the community’s long-term interests—not just short-term gains. This isn’t about rushing into new bureaucracy or speculative ventures. It’s about fiscal discipline and making sure any major asset sale truly benefits the community. Selling the utility without a plan is reckless—but selling it with a smart structure and a commitment to responsible stewardship is forward-thinking. Let’s make decisions that protect taxpayers, generate value, and reflect real leadership.

Mayor

1 To Be Elected

Victor Doerksen: • I am mostly neutral on this question as I see both benefits and drawbacks. • Nevertheless, as the city grows it will become inevitable at some point.

John Gallagher: No response.

Cindy Jefferies: Council has considered moving to a ward system several times in the past. I am not opposed to considering it. What I value about the current system is that we all make decisions with the whole city in mind. With wards you get one councillor advocating for the needs of their ward over the needs of the citizens in another ward. I also appreciate that citizens may reach out to any member of council to discuss their concerns. Having a member of council you connect with is important and that may not be your ward representative in a ward system.

Lawrence Lee: Certainly, Red Deer could look at the question of ward representation. This would be up to the majority of resident's wishes which could be captured in a question on the election ballot.

Gareth Scott: Yes, I support implementing a ward system in Red Deer—specifically, a four-ward model. A ward system would improve representation by ensuring that every part of the city has a dedicated voice on council. Right now, our at-large system can dilute accountability and leave some neighborhoods feeling unheard. With four wards, each councillor would be directly responsible for a defined area, making it easier for residents to know who represents them and for councillors to understand the unique needs of their communities. This isn’t about dividing the city—it’s about strengthening local democracy, improving responsiveness, and making sure every corner of Red Deer has a seat at the table. It’s time to modernize our governance and bring decision-making closer to the people.

Mayor

1 To Be Elected

Victor Doerksen: I served as MLA and Minister in the Ralph Klein PC government for almost 15 years so it won’t surprise many the I am a member of the Conservative Party federally and a member of the UCP party provincially. With respect to serving as a city Councillor I’ve appreciated the ability to be independent, while staying true to conservative philosophy. As Mayor, my focus is on practical solutions that work for our city and working with whomever is in government at the provincial and federal levels to get the best results for our residents.

John Gallagher: No response.

Cindy Jefferies: I am a centrist to the core. I hold memberships in both the UCP and the NDP. On some issues I lean a little right, on others, I lean a little left. I am not convinced that political parties serve us well. Parties spend so much time fighting the other team - the needs of the citizens often get overlooked.

Lawrence Lee: I am not currently affiliated with any political party

Gareth Scott: Local government should be about representing the people — not following a party line. Councillors must be free to bring forward their own ideas, listen to their constituents, and vote based on what’s best for their community, not what’s dictated by a party platform. I do hold conservative values, I am a member of the UCP. I believe in fiscal responsibility, efficiency, and respect for individual freedoms. I also believe leadership must include compassion. People who are struggling don’t need handouts; they need a hand up and a path forward. As a Leader, we must consider all Citizens of Red Deer and what they need. It is essential that we support our most vulnerable population and find solutions. I believe that we have a great community of people who have real answers to make that happen. We need a Mayor and Councillors who are open to other people's ideas and solutions. As a father and grandfather, I know how decisions made at City Hall affect families. I’m not a career politician — I’m about people first, not politics. Municipal leadership should be about service, not slogans. Let’s stay focused on real solutions that strengthen our community.