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Red Deer

The City of Red Deer’s Financial Troubles: Here Are The Candidates I Am Voting For And Why.

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11 hours ago

8 minute read

By Al Poole

This is the third and last article in a series concerning the October 20 municipal election, with an emphasis on the financial challenges facing our city.

There are multiple and variant ways to participate in our community.

I respect people who step up for a role in municipal politics. It is a commitment requiring courage and likely a disruption in their personal lives. I admire anyone who accepted the challenge to allow their names to stand as a candidate for public office.

Seeing an ongoing trend of wasted effort and money I believe the citizens of Red Deer could be getting better value for their tax contributions. For a time, I considered embarking on that journey myself, but in the end chose a different path which is represented by the publishing of this series of articles

In the past I have been active in several community roles, some as private citizen and some as part of my role at NOVA Chemicals, Joffre Site.

My decision to write these three articles is an aggregate of my work and personal experiences and my involvement in the community, but above all my interest in the success of our city and its citizens.

Based on my understanding of the challenges facing Red Deer and my experience leading a large complex organization, I have confidence in my ability to identify the talent I believe will help move our city forward while correcting financial problems.

 I have met with all the candidates I am endorsing and believe they represent an effective blend of diversity of professional, life, and government experience combined with personal skills, knowledge, and energy to help Council be productive in the next term.

 Mayoralty Candidates

This is not the time to select a person for mayor who does not have prior municipal government experience, in particular experience in Red Deer. To be effective and lead at the right level prior experience is a key asset.

I asked a person I would consider an insider and close to the candidates who they would vote for, they declined to name a candidate. However, I found their response most interesting. They said of the three incumbents running for mayor one is generally focused on social issues, one is difficult to pin down, and one has strong business acumen and shows discipline in his approach across all topic areas but in particular financial management.

It was not hard to link a name to each one of those descriptors.  I believe Cindy Jeffries and Lawrence Lee have had ample time for positive influence on the Council and have not delivered. I do not see either of them being impactful as mayor. In their case the adage ‘past behaviour is a very good predictor of future behaviour’ is fitting. I hear the words they use at forums to describe themselves – they are just words.  I see no evidence of action. You can talk about caring, collaborating and building relationships but it is only the actions that matter.

I believe Victor Doerksen is the right person to be mayor of Red Deer at this time. He has the experience and knowledge to be an effective leader of Council, guide the City back to financial health, and set the City up for effective and efficient delivery of important programs and services. Victor, along with Councilors Barnstable and Buruma, was instrumental in Council approving the addition of two outside experts to the Finance and Audit Committee. Although it was late in the term it will prove invaluable during the next Council term.  The fact they reached out for expert help gives me hope the next Council will see that as an opportunity and reach out in other areas.  There is a wealth of knowledge and experience in the city residing in citizens. I view this as an untapped resource.

 Further, listen to this short video with Councilor Higham on Councilor Doerksen:

https://www.facebook.com/share/v/1BCWahK3Mn/

Based on the reasons above I am pleased to endorse Victor Doerksen my choice for Mayor

Councilor Candidates

 To determine the candidates to endorse I sought a balance of some council experience, education, and leadership experience in a complex organization complimented by energy and curiosity to learn.

In terms of incumbents, I am endorsing Kraymer Barnstable, Bruce Buruma and Chad Krahn. Based on my observations I believe they did a reasonable job trying to curtail council spending. I believe they will benefit the next Council bringing forward continuity from past discussion of issues and know where to focus efforts.

In terms of new council candidates, I am endorsing Tristin Brisbois, Adam Goodwin, Calvin Goulet Jones and Gabriel Beck.

Tristin and Adam bring solid education and demonstrated leadership roles with increasing accountability.  I believe both will lead the way in asking the probing questions to get to root problems and will play an important role in facilitating and leading Council as a team focused on improving our community.

Calvin Goulet Jones and Gabriel Beck have impressed me with the level of investigation they did to understand the important issues facing our community.  I believe both bring passion, energy and a curiosity to learn.  Both are willing and happy to engage with citizens – an important change for this next council. In Gabriel’s case I must mention he on his own initiative and money organized the first open house on the Housing Accelerator Program.  Wow – that is a strong demonstration on taking action.

I am encouraged by the quality of several other candidates that if not successful in this election I hope will find other ways to be active and contribute to the wellbeing of the city.  They are Thomas Sypkes, Christian Comete, Hans Huizing and Cassandra Curtis.

Respectfully

 

Al Poole

Al is interested in effective leadership and governance at City Hall.

Al Poole is retired Site Leader of NOVA Chemicals, Joffre site.

This is the 3rd of three articles regarding the Oct 20 municipal election.

Part 1

The City of Red Deer’s financial mess – KPMG report outlines failure of council to control spending

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Red Deer

The City of Red Deer Financial Troubles: The Role of Good Governance, Effective Policies and Key Performance Metrics.

Published on October 5, 2025

By

By Al Poole

As referenced in the title of my first article “The City of Red Deer’s financial Mess – KPMG report outlines failure of council to control spending” changes are required to get back to financial health.  The City of Red Deer’s financial troubles are not the result of one Council term.  The pattern of declining performance has continued over several terms. To that end it is important to remind you that five members of the existing Council, including the Mayor, have served several terms.

It seems more Council experience does not necessarily lead to better performance or results. In fact I suggest extended time on Council is a negative where those individuals are more likely to keep repeating past actions / behavior. I am supportive of a maximum of two consecutive terms (one term equals 4 years) for Councillors and the Mayor. Two term limits would see Council with members having some previous experience for continuity of work and new people with new energy, fresh ideas and lots of questions. I am convinced we would see better performance over time.

I recall an old Human Resources adage: past behavior is the best predictor of future behavior unless there are some very specific, identifiable changes in behavior / actions. I believe it to be a general truth. Read that line again and then think about it as you read the next few paragraphs. 

As important as they are to guide decisions, our financial systems were allowed to become outdated and ineffective over several Council terms. How can we believe the same people providing oversight will make it better? Change has to start with the Council. Perhaps a significant change in Council will lead to more helpful guidance for the City Manager during the next Council term.

How did it get so bad? A very good question without an obvious answer. I have no doubt that the people involved in these roles as Councillors, Mayors, or City Managers were trying their very best to do good work. Sadly, if you are on the wrong course – you are sure to wander into trouble. The City Manager and the General Managers are key players to achieving the results expected by Red Deer citizens.

However, the Mayor and Council are accountable to provide the requisite structure, guidance and leadership as outlined in the Municipal Government Act (MGA) for the City Manager to deliver the expected results. I believe the recent Mayors and Councils have failed to provide the necessary leadership over a number of terms.

In addition to some new energy and talent on Council there are three structural areas that must change if we are to have any hope for a steep change in City performance: they are governance, policies and bylaws, and key performance metrics.

The MGA establishes Council accountability to deliver results through action by City Administration by:

  1. developing, reviewing, and enforcing the policies and bylaws required to achieve the services and programs expected by Red Deer citizens.
  2. providing guidance to the City Manager by setting clear performance expectations and regular performance reviews.
  3. assuring overall organizational performance and if necessary, engaging a 3rd party to assess and evaluate organizational performance.

As pointed out in the earlier referenced KPMG report “Current Analysis Section” Councils have failed to meet basic obligations as provided in the MGA. Throughout this period of declining performance the City Managers own a portion of this issue as well. In particular the MGA directs that the City Manager pay attention in particular to financial systems.

I have spent some time with the current City Manager and believe she has a reasonably good handle on organizational challenges within her departments and with Council relationships. It appears she was instrumental in starting a process to improve financial systems. I only wonder, does she have the leadership courage to effect change?

In my opinion there are three things that must happen when the next Council term begins:

1. Council with the City Manager must receive Governance training from a 3rd party (not staff). 

The provider of the training will prepare a complete set of revised polices for Council to review and approve. These policies will be written in a manner to have Council functioning at the proper level with clear understanding for the direction they provide the City Manager.

2. The City Manager should present a set of key performance indicators (KPI) for Council debate, discussion and approval. 

Here is a sample of what the KPIs should include:

  1. Safety Performance: incidents, recordables, lost time
  2. % overtime
  3. % turnover
  4. % unplanned work (this is the most expensive work and must be minimized)

If when measured performance against these KPIs is unsatisfactory it points to higher costs as well as employee morale / culture issues. If they are in a satisfactory performance range, the Council should have confidence in the organizational performance.

Other categories requiring metrics include by are not limited to: labour costs as a % of expenses (for employees and for contractors); complaints (internal and external); Policing; Emergency Services.

3. As recommended in the City Manager Handbook, the City manager and full Council will engage in a joint planning session and repeat if every year. 

The Handbook states that “This type of planning session should provide an opportunity for the council to establish priorities and objectives for the year and for the longer term. It will also serve as a forum through which a common vision/direction can be established not only between the council and the City Manager but also among the council members. Also, it serves as an opportunity for council members and City Manager to share and discuss ideas in a less formal setting and build a team environment.” The pursuit and establishment of shared goals and objectives is a powerful tool.

I recommend the first planning session should involve third party facilitator as this is specializes, important, and, it is hard work. Any initiatives / decisions arising from this planning session have to go to a formal Council meeting for further discussion and adoption.

I must point out that items like Strategic Plans and Red Deer 2050 are not helpful tools. They do nothing to delineate critical work from important or routine work.

I hope this is of some help as you decide on who to vote for on October 20th.

In my next article I will share who I am voting for and why.

Respectfully

Al Poole

Al is interested in effective leadership and governance at City Hall.

Al Poole is retired Site Leader of NOVA Chemicals, Joffre site.

This is the 2nd of three articles regarding the Oct 20 municipal election.

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Opinion

The City of Red Deer’s financial mess – KPMG report outlines failure of council to control spending

Published on September 29, 2025

By

From Red Deer Citizen Al Poole

Red Deer Municipal Election Oct 2025

My view of the current City Council:  current status, a comment on how we got here and suggestions on go forward requirements to effective City governance and City operations.
A brief look at me; I have lived in Red Deer since 1978 and I love this City. However, in part because of my background (retired as Site Leader, NOVA Chemicals, Joffre Site) and my nature, seeing an ongoing trend of wasted effort and money is unsettling. In particular, I believe the citizens of Red Deer could be getting better value for their tax contributions.
This is first of three articles:
2nd is on importance of governance and policies; 3rd is my take on who should be voted in as mayor and council.
As we head toward municipal election this October,  there is a long list of City issues to discuss during the election campaign: revitalizing downtown, homelessness, crime, infrastructure repairs and more. However, I believe there is one that needs a lot of attention: the financial health of our City. As long as it remains in disarray all other issues will be compromised.
The recent KPMG report points to very damning performance on part of City Council and City Manager. It indicates the City, without some significant changes within the organization and Council spending habits, is on a path of continuing declining financial performance.   As you read the current status or observation statements in these tables does it feel like acceptable performance by City Council? 
SCAN0382.JPGSCAN0383.JPG
I find it interesting that during the KPMG report discussion at the July 21 meeting several councillors commented that they were not surprised by the report findings. Even more surprising was the fact no one raised the question: How did we get into this situation? What does Council and Administration need to do differently going forward to correct the situation?  I did not see or hear any evidence of  accepting accountability for the current state. Holding yourself accountable is not about blame – – it signals a greater liklihood you will make meaningful changes.
[note: Capital Budget mgmt is in poor shape as well]
Recently, the General Manager of Finance, after leading the effort to improve the financial structure in the City, suddenly leaves the City. Why? For me it raises many questions about the relationships within City mgmt and relationship between Council and Administration.
The citizens of Red Deer need to elect a new council that has the necessary skills and experience to improve our financial health.  The new council members need to have  strong financial acumen, operational experience in a large organization and Human Resource skills and experience, in particular, performance management focused on outcomes.
We must elect a new mayor and council that have relevant experience and background to lead our City to⁸ financial health. We need strong voter turnout and voters who are able to make informed choices.
The following is for your consideration:
Informed voters believe they have a reasonable understanding for:
What the important skills and experience are needed on Council to lead our City back to sound financial health? The new council needs people with financial acumen, operational experience in a large organization, and Human Resource experience, in particular performance management (outcome focused).
What are the key financial issues facing the City?
    i) Hilites of the critical deficiencies and problems identified in the KPMG report.
    ii) Be aware and understand critical recommendations in the KPMG report.
Which people have the requisite skills and experience to lead our City to sound financial health while meeting service level targets?
How can you be confident the people you are voting for are capable and willing to do the job well?
Questions to ask candidates:
What are the current financial challenges facing the city? In your opinion, how did the city end up in this situation?
What  are the current state deficiencies in the KPMG report?
What are the key recommendations in the KPMG report?
If elected, what will you focus on to improve city performance?
Specifically, how will your skills and experience be an asset on council (or as mayor)?

RespectfullyAl

Al Poole is retired Site Leader of NOVA Chemicals, Joffre site.

 

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