Councillor Survey

Rockford Rutledge:

I have several years in oilfield supervisory and managerial roles including project management as well as started my own business. From these roles I have learned skills in negotiating, compromise, team work, Human resources, fiscal responsibility and the ability to plan for the long term with an end goal in mind.

Robert Dumanowski:

Shila Sharps:

So in the past 30 years of my professional life as an HR consultant and an immigration consultant I have to work with different federal boards as well as people from all over the world to help facilitate either there or Immigration or the growth of a company. I’ve also sat on numerous boards throughout my years. It’s not that I have one specific set of skills that I bring to the table but rather I have a variety of experiences which provides me different perspective. And if you can imagine if each of us have different perspectives coming to the table what amazing solutions we can come up with.

Justin Wright:

I have 19 years of sales and management experience, 15 of which is management experience. I have managed business across this great province ranging from $15mil to $95 mil, and have been responsible for 400 associates. During covid, I went to work for myself and started a local food truck and catering business. I also have board governance experience through a few boards I have been apart of in the past. I believe this experience will allow me to identify and address inefficacies, address and predict trends, and build trust and rapport within the community.

Brad Gruszie:

When I had my satellite business I had 9 other people I worked with. We worked as a team to complete a common goal every day. If one was us had a problem all of the others were there to help and bounce ideas off. What I have learned is I don’t have the answer to every question however, when you have a good team around you that respect each other and you can trust you can learn without fear of mochery.

Immanuel Moritz:

Having lived in Medicine Hat for 65 years, gives me both history and experience. I graduated from McCoy High School and the University of Manitoba. My career has been in construction both in the family firm and as a construction company owner. Construction, like city council, is a collaborative process, you need to ask hard questions and make tough decisions, sometimes there needs to be compromise and sometimes you need to stand your ground. For the city, I sat on the Municipal Planning Commission (member, vice-chair) for ten years. I had the pleasure of serving two terms on the board of Medicine Hat Catholic (member, vice-chair, chair). These two roles give me insight into how governments operate and governance experience -- a similar model to how the city operates.

Rockford Rutledge:

First is wasteful spending. The city owns lots of facilities and equipment it shouldn’t. Things like paving units and vacuum trucks can be contracted locally and cost less in the end. Having buildings and equipment we don’t absolutely have to own always come with a pile of costs. Maintenance, Insurance, utilities, payroll and may other things. This would boost locally economy, increase the tax base from the sold buildings all while saving the city money. Second it the city’s attitude. Many business didn’t start in the city or left because those working in the city make every effort to stop them, especially if that business isn’t some they would support personally. They have the no attitude and it is killing business. I tried to open mine in the city and got shot down when the permit guy found a random cop to say it was too dangerous. Police have no say in business, but they did that day. Also, city inspectors have told businesses that things are done exactly as they say with no compromise or find somewhere else operate. Third is branding and promoting the city as “open for business”. Cutting red tape and revising bylaws that prevent business is a good place to start. Making the city an attractive place to live and work though quality services, working hard with business attraction and retention.

Robert Dumanowski:

Accelerated Financially Fit needs to continue to close the revenue gap (since world commodity prices dropped out). The Recreational Master Plan needs community input before the next council can make long term decisions on facilities.

Shila Sharps:

I believe our biggest issue currently is rash and quick decisions it’s like we’ve taken the stance of we can always apologize later. Except for some of these things are not gonna be fixable so we need to slow down and make good sound decisions with the moment of the community.

Justin Wright:

Medicine Hat is still living by an outdate brand/mantra, “slow growth is good growth.” Given the changing economic outlook and status in the province and country, I believe municipalities are becoming increasingly competitive with one another. Medicine Hat should be no different, we need to change our brand. Geographically speaking we are within a three-hour drive of one of the most aggressive entrepreneurial markets on the continent, Calgary. They have positioned themselves as a go to market for business development and economic growth, all while our current and existing council failed to change course to adapt to the increased competition for investment and population growth. As a city, we’ve scared away new investment with outdated tactics, stagnant population growth, and high taxation gap. If elected, I would move to review all fees the city currently charges, such as but not limited to permit costs for locals, utilities administration fees, etc, to bring them in line and slightly below other local municipalities. Doing this can spark local growth of entrepreneurialism, and investment. With the current heading, Medicine Hat is expected to have its population growth decrease from 0.8% to just 0.6% by 2050, and only a 0.5% YOY growth rate. The old mantra of “slow growth is good growth” I believe has stifled our mindset as a city towards population growth and by consequence, taxation vs. services. Meaning the population and businesses we have, pay more, thus making the Hat less desirable. This creates an infinite loop that plays out worse every time the loop completes itself. To stay relevant in the Southern Alberta Municipal landscape, Medicine Hat needs to be growing at a rate of 1.3 to 2.1%. Local examples of this are Lethbridge, Brooks, and Calgary which are growing at rates of 1.5, 1.64, and 1.9% last year respectively. We need to show we are open for business, and we are worth relocating to. Population growth is the key to making this possible, and vital for the Hat to change its brand when it comes to prosperity and growth.

Brad Gruszie:

There are probably to many to list so I will list a couple, the closure of pools and rinks and transit. We need to keep our rinks and pools in our neighborhoods. I believe that the multiplex ice surface is a is not going to be city owned but a private group building it. If this happens the cost of ice rental will go up for all citizens and minor hockey. I can not support a privately owned multiplex. Transit is another issue , buses start late in the morning and don’t run late enough at night. Both transit and parks and recreation are money losers fir any city. They are a service to the citizens and should be available to as my citizens as possible.

Immanuel Moritz:

From a civic perspective, the biggest challenge is growth, both in commerce and in population. We have many advantages that can be leveraged: the people who live here, utilities, sports and cultural venues, road and rail access, the College, Medalta, airport, parks and recreation facilities, water, sunshine, and, yes, the Tigers. We need to sell these advantages to outside investors, while retaining and allowing existing local companies to grow. Taxation and assessment, red tape reduction, offsite levies, planning and building costs, lessening complexity in dealing with the city, can all be done to attract business. Population and jobs are intertwined but certainly we can work on immigrants and items like reaching out to those who work remotely and have a desire to live in a smaller city.

Rockford Rutledge:

it is to provide good government, provide services, facilities or other things that are necessary or desirable and develop and maintain a safe and viable community. We definitely do to much. From over regulating and restricting business, to competing with business with an unfair advantage. In the past the city has taken pride in not growing or attracting new business. In the last few years the shift has started to change, and I would encourage that change if elected.

Robert Dumanowski:

Municipal government is the most front and centre level of government to the citizenry. Our role is to create public policy and bylaws that move the community forward and safeguards the public. The MGA (Municipal Government Act) guides what City Council has governance over.

Shila Sharps:

So I love this in my mind this is where citizens can make the biggest impact in their lives is right here and they’re all minister polity this is what we control. Personally I think cities can retain more of their responsibilities I don’t love the fact that our hospitals and our doctors are dictated by HS in terms of recruitment.

Justin Wright:

I believe it’s the city role to grow this city economically, social, in programs, and in general population. Municipal governments, I believe, have the biggest impact to our day to day lives. If done right they drive the morale in their sphere of influence higher. I do believe the city does too many things and should be looking at simplifying their work streams and tender process. Doing this would bring the city closer in line with many of the other municipalities in the region

Brad Gruszie:

The role of municipal government is make sure the citizens have affordable housing, affordable utilities, services such as transit and parks and recreation and other devices. Realistically to guide and have the best interest of the citizens of Medicine Hat. I believe the city lacks on a few issues. We need more things for the kids between 10 and 18 to do. Along with additional hours for transit and a few other things.

Immanuel Moritz:

The city and council have three major responsibilities: governance, taxation and assessment, and planning and development. Everything else may be done but these must be done. Selling the utilities is not currently a viable option. Recreation, parks, cultural facilities are what makes cities great, but they must be efficiently run. For land sales, campground, and other “for profit” enterprises there must be an itemized accounting to see if a business model can be made for continuing.

Rockford Rutledge:

Right now they are just right, and can stay that way if we elect experienced fiscally responsible people. Many candidates are making amazing promises without telling anyone that you will see a 15% tax increase in the 4 years to make those promises come true. If we do a really good job, the possibility of lowing taxes while maintain high quality services could be possible.

Robert Dumanowski:

According to an independent survey, Medicine Hat ranks lowest (or second lowest) for property taxes in Canada. Our residential to business tax ratio is below most mid-size communities. I will continue to work hard to grow the tax base so that property taxes can stay low.

Shila Sharps:

I think residential property taxes are right I believe the commercial is awful currently I have properties in both commercial and residential and I am paying 2 1/2 times more for the same value of property. It’s hard to encourage people to move here from a business perspective when it’s one of the highest business tax rates in the province.

Justin Wright:

I believe the tax gap need to be closed as our businesses are paying a higher tax, which is driving away new growth from our community.

Brad Gruszie:

Medicine Hat has the 9th highest out of 15 cities in the province , Lethbridge being the highest and Calgary being the lowest (stats from 2020). Ours could be lower but if we lower taxes now some services would have to go.

Immanuel Moritz:

We currently use utility profits and reserves to fund budget shortfalls, a situation that obviously has limits, sooner or later we will run out of money. While growth has costs, it is an opportunity to increase the tax base so that the burden can be shared. We need to continue to seek efficiencies and lower our costs.

Rockford Rutledge:

Spend less in absolute terms. Millions are wasted on unnecessary land, buildings and equipment that are mostly seasonal and could be privatized.

Robert Dumanowski:

Spending should be done with fiscal stability in mind. We are required to balance our budget. New spending on necessary items such as infrastructure and maintenance programs (ie water, sewer) is prudent. Capital spending on new items like pools etc must be measured and strategic.

Shila Sharps:

So right now we’re scheduled for a 4% tax increase to keep up with our debt. I’m going to advise that we have not looked at Waze of lowering our debt exhaustively that needs to be done first before any more increases.

Justin Wright:

In the last 5 years, the city has added 185% to its total overall debt and eliminated nearly 50% of its reserves. This is a fine line to walk, and based upon those numbers I should say spend less absolutely. However we do need to recognize that as inflation goes up, our money buys less. I would present another option, increase spending to inflation but less than population growth for the first 3 years and re-evaluate for the fourth.

Brad Gruszie:

I believe we should spend at a rate of inflation and population growth.

Immanuel Moritz:

As the population and business grow, costs will increase but the goal should be to spend less than the percentage growth.

Rockford Rutledge:

Affordable housing in my mind means allowing zoning for apartments, condos, fourplex’s etc. high and medium density neighborhoods allow for mor affordable options versus sprawling the city with large single family homes.

Robert Dumanowski:

Affordable housing means housing where the cost is offset by another means. The city has been a huge supporter of identifying and donating lands for new affordable housing developments. I support this continued approach.

Shila Sharps:

To be honest what I would like to see is the city control some of the lot pricing first and foremost I also think an area of the community for a tiny homes so we attract a different generation would be something we should consider.

Justin Wright:

Currently the city is subsidizing some housing in the city through community and governmental partnerships, and I believe it should continue to do so. The Medicine Hat Community Housing Society has constructed 85 units of Affordable Housing under an Affordable Housing Partnerships Initiative (AHPI) grant from the Provincial and Federal Governments and with the donation of land from the City of Medicine Hat and a variety of other private and government grants. I believe the housing market should be left to market conditions and not be meddled with at this point.

Brad Gruszie:

I believe we should be helping lower income households out. If we don’t help them then they will be homeless and their families will be homeless. I will fight to make sure that families that need help with shelter are taken care of.

Immanuel Moritz:

The Medicine Hat Community Housing Society is supported by all three levels of government. It has nearly 600 units to rent out as well as providing about 400 rent supplements. The city should continue to support this not for profit. While rent has seen an increase in the Hat, it still has some of the least expensive rates. Rental owners are subject to all the things that homeowners are: increased taxation and assessment, increased fees, and increased utility rates. For small local owners, margins are thin.

Rockford Rutledge:

In 2019 the Alberta gov’t introduced Bill 7, the Municipal Government (Property Tax Incentives) Amendment Act, gives municipalities new powers to pass bylaws to provide tax exemptions, reductions and deferrals. In April of 2019 the City of Medicine Hat introduced a bylaw in April that incorporated these new powers. This bill forced our hand to compete with other Alberta cities. It is a great way to get development done and an especially huge incentive to develop brown land. This also assists in the Waterfront District when companies are looking to build there. The cost doesn’t excite me much, but if we don’t do it while other cities are then we will lose out on growth and redevelopment that the other cities will enjoy.

Robert Dumanowski:

The MGA has been amended so that municipalities can be innovative and flexible with our greenfield and brownfield incentives. Tax abatement is also available to some extent. Regardless, an appropriate matrix of support needs to be developed commensurate with spending.

Shila Sharps:

Honestly in order to track businesses to Medicine Hat we just need to offer them fair conversations without all the red tape. I am an existing business owner and sometimes it is beyond frustrating trying to get an answer. The employees need to focus on customer service understanding that the end goal is to get people to stay so every interaction is an opportunity.

Justin Wright:

Again, we need to expand our population to allow for us to expand our income pool by adding residents vs increasing taxes. Doing this would allow us to begin reducing the 2.31% tax gap which is currently putting more pressure on our local businesses. Reducing this would make us more attractive to investments, and new industries. I would look at a “support local” permitting and grant program for the next 3 years to spur economic investment and recovery. This program would offer decreased permit costs for Hatters looking to start or continue operating the local businesses. During this time, I would also look to develop a one-time start up grant to help support local entrepreneurial growth, partnered with the previously mentioned closing of the tax gap, would encourage, and promote entrepreneurial investment in the Hat.

Brad Gruszie:

So this question really bothers me. I come this to cell phone companies that if you are a new customer we’ll give you the farm, if your an existing customer then you get nothing. You have small businesses that have been in town for over 40 years and have worked hard to keep a float. So now we raise taxes to bring in business and nothing for the little guy. How many times have we given away the farm and it doesn’t work out and the tax payers are on the hook.

Immanuel Moritz:

Reducing taxation, red tape, planning and building costs, offsite levies, and complexity when dealing with the City, are all tools to attract and retain businesses. Local small business creates more than 80% of all jobs.

Rockford Rutledge:

I don’t believe in defunding the police, although they need to be held more accountable. We have the highest paid police force and more police per capita in the province. They is little we can do as they are part of a union, but reviewing their budget against their benefit should be scrutinized. Addressing injustices needs to communicated to the police commission with clear plan of action.

Robert Dumanowski:

I absolutely and unequivocally do not support any defunding of police - period.

Shila Sharps:

I don’t believe we should defund the police. And I am up supporter of BLM:) What I do believe is that we need to ensure that the training of our current one is super force is exhaustive and it’s updated with different perspectives. I’ve asked various officers Regarding their training and it seems to be that they focus annually on their firearms oh but I’m not sure we have any racial sensitivity training or understanding. I believe getting back to the community-based policing model will really help the interaction regardless of colour.

Justin Wright:

Absolutely not. I believe the city and police are already working to address these concerns in many ways with partnering with stakeholders.

Brad Gruszie:

We should absolutely NOT be defunding police. It doesn’t matter where you go or what you do there is always a bad apple that makes things sour for the whole group. We can give more training to officers that walk that line but people sometimes make bad decisions in the spur of the moment and it doesn’t matter how much training they have, they can still make a mistake.

Immanuel Moritz:

The police service in Medicine Hat has done some excellent work in the past year dealing with people in crisis (self harm or harming others), incidents that were resolved, no one hurt, and with individuals receiving mental health support. In other jurisdictions they may have ended badly. By and large, the MHPS does a great job for the citizens. Is it perfect? We can always be better.

Rockford Rutledge:

IMH was slandered to the media by an individual within the city. They formed a company to compete alongside 16 other companies for their jobs. In their bid they had to disclose and conflicts and advantages. This would have put them at a disadvantage. Unfortunately the other 16 companies did not bid and therefore IMH pulled their bid before it was opened. The audit done, was released and as most of us expected it showed no wrong doing. The old IMH had the same anti-development and anti-growth attitude that the city has. The new IMH taken over a couple years ago have the opposite attitude. This created tension in the city when they put the city to task and found ways get businesses in and get development going. Privatizing them would save the city a pile of money and allow IMH to avoid the red tape and objections from within the city that they currently have deal with as a city department and city employees. Before another RFP is created, I believe they should find out why the last one was so undesirable to other firms and if Orka is the only bidder again, it should be dropped again.

Robert Dumanowski:

Invest Medicine Hat moving from in-house to a private enterprise was communicated out as the go forward plan from its onset. Moving outside of city hall gives them opportunities to access different funding grants etc not available while in-house. A fair and transparent approach to accomplishing this task is necessary.

Shila Sharps:

So right now I have never hidden my feelings on this organization and primarily because I know all the players and I know what they are doing and what they’re not doing. I do believe this needs to be in-house but not at the level that they’re at they need to be responsible to Council with a very clear KPI‘s. The employees need to be experts and economic development and potentially land development but they should not have unilateral decision making.

Justin Wright:

I believe the new council needs to thoroughly review this entire situation prior to moving forward in any direction.

Brad Gruszie:

I believe IMH should be dissolved and go to the private sector with a caveat that the city appoints someone to deal specifically with the private sector group to move things along at a rapid pace. To much red tape now.

Immanuel Moritz:

Invest Medicine Hat started as a private sector consulting group. In 2019, IMH was brought into the city fold. At that time, council indicated that this was a short term arrangement to try to figure out what the role of IMH should be. Taking it private was always the goal. The RFP was poorly handled, with tight timelines, poor advertisement, and changes to the standard contract wording. Sending it back to the private sector should be the goal, with clear targets and assessment criteria.

Rockford Rutledge:

I’m not certain who I am voting for yet, but Ted was the only one who would talk to me so far. Hopefully some others will be available in the next 10 days. I am not affiliated with any political party.

Robert Dumanowski:

Municipal politics is nonpartisan. The integrity of its institution must preclude organized partisanship from creeping into it.

Shila Sharps:

I have no problem saying let me answer this in reverse I have no federal political affiliation I’m actually very centrist in my beliefs. I can’t think of a provincial party right now that I even remotely align with. and hands-down Linnsie Clark has my vote.

Justin Wright:

Undecided on Mayor there is a few candidate who are neck and neck for me. Currently not affiliated.

Brad Gruszie:

-

Immanuel Moritz:

Local councils are the last bastion of democracy. Decisions made at this level should not be viewed through the lens of political partisanship. Council needs to do what is right for the people who live here, not their own agenda.