Town of Coaldale election questions

Posted on October 16, 2025 by Sunny South News

As part of our ongoing municipal election coverage, the News provided all municipal and school board candidates with the opportunity to answer a series of questions relevant to the elected positions they seek. Below are the responses from the candidates in the Town of Coaldale race. 

Questions

1. How would you work with council to achieve the community’s goals and aspirations? What attributes do you feel you possess that will help you work with council as a team?

2. What do you view as the top infrastructure priorities for the town? 

3. Has the town been doing a good job in attracting industry, investment and jobs? 

4. What do you think are the biggest challenges facing the town in 2025?

Mayor

Jack Van Rijn

1) I would like to begin by emphasizing that we are fortunate to have an incredible team in the Town of Coaldale. From our dedicated members of council, who provide strong governance and strategic direction, to our hardworking senior management team, who turn that vision into action, we function as one unified team focused on delivering results for our community. This alignment between council and administration ensures that we are not only reducing red tape, attracting investment, and creating jobs, but also maintaining essential services while building the critical infrastructure our community needs for the future. 

Over the past four years I have seen firsthand the value of working together as a council. When we keep the community’s best interests at the heart of every decision, we can accomplish far more than any of us could do alone. I believe in open and respectful communication, listening to every voice at the table, and finding common ground so that decisions move forward with unity and purpose. 

I bring a collaborative approach, a willingness to listen, and the ability to build bridges. I also bring persistence and follow-up, making sure the priorities we set as a council are not just words on paper but are carried through to completion. Above all, I value integrity and accountability, which I believe are essential in building trust with both council and the community. 

2) The first priority is securing long term water for our community. With the potable water reservoir and pump station project nearly complete, Coaldale’s water needs will be in good hands for generations. 

Equally important are the projects that protect and prepare us for growth. The completion of the Malloy Drain Phase 2 project is critical for stormwater management and flood protection. The South Coaldale Regional Stormwater Management Facility will add further capacity and resiliency as new neighbourhoods develop. And the Phase 2 sanitary trunk main is another key project that will ensure our sanitary system can handle both current and future demands. As part of future growth, it will also increase capacity for new developments such as Malloy Landing. 

Transportation and connectivity also matter. I will continue to advocate for intersection upgrades to Highway 3 and Secondary Highway 845, including proper turning arrows and a consistent speed limit of 60 on Highway 3 through Coaldale. These improvements will make our community safer, more accessible, and better connected. 

Downtown revitalization is another priority. Investing in sidewalks, lighting, and public spaces will support small businesses and bring people back to the heart of town. I will continue to work on the beautification of our downtown building on the success of Civic Square that was completed this spring. That project has already created a central gathering place where families can enjoy events and activities, and it has given businesses a stronger, more welcoming environment to grow and succeed. Moving forward, we will build on this momentum with additional streetscape improvements, landscaping, and pedestrian-friendly features that will make our downtown the true heart of Coaldale. 

3) I believe we have made strong progress in attracting new investment. The NewCold facility represents the largest single private investment in Coaldale’s history, bringing in over 200 construction jobs, 68 permanent jobs, and a $222 million commitment to our community. The industrial rail spur project builds on this momentum and positions Coaldale as a major player in the premier food corridor. 

As a council, along with our senior administrative team, we have been working closely with the developers of our newest industrial park. Together we are helping to attract new commercial and industrial investment by providing serviced lots, improving access, and working to minimize red tape for businesses that want to locate here. This builds on the same approach we took when Prairie Winds Secondary School, the Shift Community Recreation Centre, and Civic Square were all advanced through collaborative planning and partnerships. Each of these projects has added to the attractiveness of Coaldale as a place to invest, work, and raise a family. 

On the residential side, we currently face a zero percent rental vacancy rate in Coaldale, which has created real challenges for families trying to find a place to live. That is why the development of two new subdivisions, Malloy Landing and Canal Crossing, is so important. These communities will provide a wide range of housing options, including rentals, and will begin coming on stream in the fall of 2025. This growth will relieve the rental housing pressure we are experiencing today and give more people the opportunity to call Coaldale home. 

We must continue to market our town, fill the lots in our industrial park, and encourage new commercial growth so that residential taxes remain affordable and our community continues to thrive. 

4) One of our biggest challenges is balancing growth with affordability. We are experiencing rapid development, and we need to make sure infrastructure keeps up without putting pressure on taxpayers. 

Another challenge is policing and public safety. The continuing discussions around RCMP policing in Coaldale remain important. Currently, we are subsidized by the Alberta government for $550,000 a year through a provincial policing equalization grant. This funding helps offset the unfair treatment of the federal government’s 70/30 split, which Coaldale does not benefit from. The challenge is that this grant is not guaranteed and must be applied for each year, creating uncertainty for our long-term policing costs. 

Finally, we must keep focusing on healthcare and seniors housing. I will continue to advocate for the return of urgent care to our health centre, and for the development of another senior home in Coaldale so residents do not have to leave the community they love when space is not available. These are essential to keeping Coaldale safe, healthy, and a place where people of all ages can thrive. 

Council

Jacen Abrey

1) I believe the strength of any council lies in its ability to collaborate respectfully, listen with intention, and keep the focus on what’s best for the community rather than individual agendas. I’m approachable, practical, and open-minded, and I value communication that builds understanding and trust. My approach has always been to ask questions, consider all perspectives, and work toward balanced decisions that reflect the needs and aspirations of Coaldale’s residents. Teamwork, accountability, and transparency are values I bring to every discussion at the council table.

2) Our growing population continues to put pressure on aging infrastructure, so it’s important that we invest wisely. Priorities include continued deep services (water and sewer), road and sidewalk maintenance and upgrades, efficient water and wastewater systems, plus stormwater management. I also see recreation and transportation as key pieces of our infrastructure, including exploring ways to enhance connectivity within town and with neighbouring communities, such as   pathways and potential regional transit options. Balancing these needs while maintaining fiscal responsibility will be critical in the years ahead.

3) Yes, Coaldale has made solid progress in recent years in creating a business-friendly environment. The Town’s strategic planning, industrial park development, and partnerships with regional economic organizations have laid a strong foundation for attracting new investment. That said, we can continue to do more, ensuring our policies, land use planning, and infrastructure keep pace with opportunities. Continued collaboration with local businesses, the Chamber of Commerce, and regional partners will be key to supporting sustainable growth and local job creation.

Jacen Abrey, continued

4) Balancing growth while maintaining affordability and the small-town values that make Coaldale special is one of our greatest challenges. Rising costs, inflation, and provincial funding pressures are realities that require careful financial management. At the same time, residents are asking for improved recreation opportunities, safe streets, and long-term planning for youth and families. As we grow, we must continue to engage the community, prioritize transparency, and make thoughtful decisions that support both present and future generations.

Lisa Reis

1) Over the past four years on council, I have fostered strong, collaborative relationships with my fellow council members. We operate as a cohesive team, leveraging each other’s strengths to make the best possible decisions for our community. My strong communication skills, commitment to transparency, and collaborative approach to achieving sustainable objectives will enable me to work effectively with council to meet our community’s goals and aspirations.

2) My top infrastructure priorities for the Town of Coaldale are water, roadways, natural spaces, and pathways. We’ve already secured reliable water services for the next 25 years with the new reservoir and pump station. Now, we need to focus on maintaining our roads for smooth traffic flow and reducing congestion at key intersections. Preserving our natural spaces is also key for community well-being and is a fundamental source of pride for our community. It’s crucial these valuable assets are protected for current and future generations. Finally, completing our pathway systems, including the LINK MPE pathway to Lethbridge, will provide sustainable transportation options for residents.

3) Yes, the town has been excelling at attracting industries, investments, and jobs. The recent attraction of NewCold, a multi-million dollar cold storage facility, demonstrates the potential for diverse industries to locate in our community. We were able to limit red tape and achieve one of the quickest turnarounds for an investment in Coaldale’s history. Building on this success by attracting new businesses that create jobs and meet the needs of our growing town will ensure a vibrant and sustainable future for Coaldale.

4) I believe the biggest challenge facing our town in 2025 will be managing growth while preserving our small-town feel. We need to continue attracting businesses and creating jobs, but we must also ensure we do not lose the unique qualities that make our town special.

Jason Beekman

1) The best way I can work with council to achieve the community’s goals is by always putting the needs of Coaldale and its residents first. A strong, united council that clearly identifies its priorities and supports one another is key to achieving meaningful progress. Over the past four years, I’ve had the privilege of serving on a council that demonstrated just how effective true teamwork and collaboration can be. Many of our successes were the direct result of working together with respect, focus, and a shared purpose.

As for my personal attributes, I bring several qualities that help me work well within a team setting. First, I consistently prioritize progress over personalities. I remain focused on the task at hand and never let personal differences interfere with sound decision-making. Second, I was raised with a strong work ethic, something my parents instilled in me from a young age. I bring that relentless drive and commitment to everything I do, especially when it comes to serving this community. Lastly, I lead with resilience and determination, particularly in challenging situations. I don’t shy away from problems; I face them head-on with courage and a clear focus on what’s best for the people of Coaldale.

2) Water is one of our greatest resources but if not properly managed, it can also become one of our biggest threats. One of the top infrastructure priorities is completing the potable water reservoir. This project is essential to support Coaldale’s continued growth without compromising the safety or well-being of our residents. Ensuring a stable, long-term water supply is foundational to both development and emergency preparedness.

Also tied to water is the completion of the Malloy Drain Phase 2B. Given Coaldale’s lower elevation compared to surrounding areas, we are especially vulnerable during large storm events. Water naturally flows downhill and that often means we’re left to deal with the consequences. Malloy 2B will provide approximately 380,000 m³ of stormwater storage capacity, offering critical protection against flooding and safeguarding our homes, roads, and public infrastructure.

Another major priority is the continued upgrade of the Phase 2 sanitary trunk main, particularly to support the growing north end of town. At the same time, preparing this system to tie into the southwest is key to enabling further residential and commercial growth in that area.

All of these projects are not just about keeping up. They’re about staying ahead, so we can build a safer, more resilient, and thriving Coaldale.

3) Absolutely. We’ve made strong progress, and I’m committed to seeing that momentum continue into the next term. I’m proud of the industrial growth Coaldale experienced over the past four years. We’ve laid a solid foundation for continued success by creating a business-friendly environment that attracts new investment while supporting existing businesses.

Coaldale now boasts one of the lowest non-residential tax rates in the region, along with a streamlined permitting process that cuts through red tape and reduces regulatory burdens. We’ve made it clear that Coaldale is open for business and we’re backing that up with real action and results.

Looking ahead, I believe we’re well-positioned to build on this progress, bringing more jobs, investment, and opportunities to our community.

4) Two of the biggest challenges facing Coaldale in 2025 are the rising cost of living and the ongoing labour dispute with our unionized Town staff.

The cost of living continues to be a pressing concern for families, businesses, and municipalities alike. As a councillor, it’s my responsibility to help strike a balance between “wants and needs,” ensuring that every decision we make is fiscally responsible and doesn’t create a long-term burden for taxpayers. We must continue to invest in the community but do so wisely, with a clear focus on value, sustainability, and impact.

The second major challenge is the current labour dispute. I fully acknowledge and respect the essential role that our Town staff play in keeping Coaldale running smoothly. They are the backbone of many vital services. My goal is to help find a path forward that results in an agreement that is fair to staff while also being fair and responsible to taxpayers. A respectful, balanced resolution is in the best interest of everyone in the community.

Eric Berns

1) I believe good decisions come from listening and making sure everyone has a clear understanding of the goals and desired outcomes. My approach is to build trust and collaboration by asking questions, sharing information, and keeping discussions focused on results that serve the community as a whole. I don’t assume I have all the answers, but I take the time to understand the issues, weigh the facts, and stay mindful of my own assumptions and biases when working toward well-supported decisions.

I know it sounds like a cliché to say I’m a “team player,” but I genuinely work best in a team that values open discussion and evidence-based thinking. I’m comfortable challenging ideas when it leads to a better outcome, and I’m open to finding alternative ways to achieve a goal when another approach might be more effective. Over the years, I’ve found that real progress happens when people feel understood and share a common purpose.

2) As we grow, dependable drinking water and adequate capacity are essential. The new reservoir and pumping station are key steps toward that, and we need to finish the project to ensure Coaldale’s long-term needs are met. We also need to continue advancing the greater Malloy water management project, which is critical for sustainability and flood prevention.

Traffic flow and safety are also becoming pressing issues. Several intersections are becoming congested during the day and need to be addressed before they worsen. And I think it’s time we seriously revisit the ongoing concerns around the CPKC line and the train whistle issue. I’m not sure what level of support there will be on council, but I believe it’s a discussion worth having. I know some people are used to it, but many haven’t, and it’s a real quality-of-life concern that impacts nearly everyone to some degree.

Finally, we need to stay on top of maintaining our existing infrastructure — our roads, sidewalks, and other core systems. Taking care of these valuable assets is far more cost-effective than waiting until they need to be replaced.

3) Yes, I believe that council has generally done a good job attracting industry, investment, and jobs to Coaldale. That said, there is always more we can do. Most of our residents are eager to see more services and businesses in town, and I share that goal. Every time we can provide goods and services locally, it keeps more of our dollars here instead of flowing to Lethbridge or elsewhere. That local spending supports jobs, encourages new investment, and builds confidence for future growth.

Continuing to attract and support businesses of all sizes is key to that success. It strengthens our local economy, makes Coaldale more convenient and vibrant for residents, and helps broaden our tax base so we can keep improving infrastructure and community amenities without putting extra strain on taxpayers.

4) As we finish 2025 and move into 2026, I think our first priority needs to be resolving the current labour situation and moving past it. We need to finish this in good faith, with respectful dialogue on all sides, and focus on rebuilding trust and teamwork so the community and those who serve it can move forward together.

Coaldale is also in a period of growth, and one of our biggest challenges will be keeping pace with that growth in a responsible way. Sustainable budgeting is essential, making sure we can maintain and improve our infrastructure without putting extra strain on taxpayers.

Housing will continue to be a challenge as we grow. We need to ensure a mix of housing types and densities across different areas of town so people have options that fit their needs and budgets. That means planning with flexibility while keeping Coaldale’s character intact.

Finally, and at the risk of repeating myself, traffic and congestion are also becoming issues. Several intersections are already under pressure, and we need to stay ahead of that through smart planning, working with provincial authorities, and continued safety improvements. At the same time, we need to stay mindful of our other infrastructure. We should keep working to attract new businesses and services while supporting and retaining the ones we already have, so residents can shop and access more services here in town, keeping more of our dollars in Coaldale instead of going elsewhere.

Gary Scherer

1) To achieve community goals and aspirations council should build a strong relationship through clear communication and collaboration, actively participate in local events and meetings to understand and advocate for resident’s needs through surveys to gather input and ensure a transparent process where feedback is collected, presented and then acted upon.

I have over 17 years’ experience in a municipal environment where I worked with many different councils to develop many programs, capital projects and transparent budgeting. Council and administration must work as a team to ensure resident’s needs are understood and developed. 

2) The Town has built or is going through the construction of many construction projects which were very much needed, but we should never lose site that aging infrastructure needs to be updated. In the Town’s 2019 Infrastructure Master Plan $30 million of road rehabilitation is needed and that’s just the start. It’s easier to build new because of the grants received but council needs to develop a plan to reinvest and replace aging infrastructure. 

3) The Town has done an excellent job in attracting industry, all you have to do is look at the NewCold project. This attracted $220 million investment into Coaldale creating many jobs, but this is a great starting point. The Town has now put themselves in a great position to attract other large companies to invest in Coaldale. Council needs to be open for business as many other businesses will be looking at Coaldale as their choice for locating here. 

4) The new council will have many challenges facing the Town, budgeting, reviewing council’s initiatives, and many more but the number one challenge will be resolving the Town’s union negotiations with our unionized staff. Both parties need to solve all issues so we can build a better and more effective working relationship. I wasn’t happy about the current council pushing the negotiations of the union contract to the next council, but it wasn’t unexpected, especially with the election in a few days. If elected I would welcome the opportunity to finish the negotiations as I have negotiated many union contracts throughout my numerous years of working for municipalities. The next council needs to settle the union contract as soon as possible, so we can start to rebuild a good working relationship with our unionized staff. 

Dale Pickering

1) To achieve the goals and aspirations of the community, council will need to collaborate with residents and businesses. Working together to understand concerns and ideas, council is able to move forward in building on their successes already accomplished. My knowledge of Coaldale will ensure I am able to work to achieve these goals.

2) My priorities for infrastructure would be to see the completion of Coaldale’s new potable water reservoir and upgrades to the waste water infrastructure. With growth, Coaldale has seen an increase in traffic. Infrastructure upgrades and maintenance of roads will be a priority to be addressed with strategic planning and budget.

3) Coaldale has worked diligently on attracting industry, investment and  jobs. There has been major growth with new industry such as NewCold, the largest investment in Coaldale’s history. Through the hard work of council and administration, the process for permits and regulations expedited the completion of this addition to our industrial park. The increase in revenue allows for Coaldale to meet its growing demand from the community. Local businesses have seen opportunities for growth. We will encourage new businesses to invest in Coaldale to meet these demands.

4) With growth comes challenges. Many families do not have access to a family doctor. We must work to ensure our residents have access to quality health care. Work with commercial developers to ensure there is space available for new businesses.

Bill Chapman 

1) We are a team, and I am a team player. I value our leadership from both the council side and the administration side.  As well, with my previous experience on council, and background knowledge for decision making, those will be great attributes to bring to the table.

Our record the past four years includes collaboration, transparency, balanced budgets, holding the line on taxes, and being open for business. Council is diligent about addressing the issues brought before it. Our attributes as a council are accountability, responsibility, and due diligence. As well, we are ensuring that our goals and aspirations be a key part of our Mmandate for the next four years.  

2) Our top priorities as a council will be to complete key projects already on schedule. This includes finalizing the new $13M potable water storage reservoir. In 2026, the Town will be upgrading 16th Avenue with new deep services. The Town will also finish the Malloy Phase 2B project and recommission the two reservoirs by the Quads for stormwater storage.  

Among many issues, council and administration will continue to address streets, sidewalks, alleys, snow removal, policing and regulatory matters, fire department, and recreation.

Council will be reviewing the results of the Downtown Area Redevelopment Plan. It will outline direction for what our downtown including our “community living room” will look like and what its features may look like.   

Seniors want to stay in Coaldale. Housing for them will be essential to allow them to reside and enjoy comforts of their longtime setting.  

Transportation for seniors through our Handi Ride Association will be of vital importance. The Handi Ride Association envisions expansion to its fleet to accommodate the growing demands for transit.

3) Over the past ten years, the Town has grown like never before, including homes, commerce, and industry.  Our industrial park is now at capacity. An industrial redevelopment plan will be commenced to address those growth opportunities.  

The most recent mega industrial cold storage facility, NewCold, is the largest single project in Coaldale’s history. This $222M facility adds over 50 personnel with a variety of technical expertise and supplements our non-residential tax base. A number of anchor and service industries are filling the scope of businesses which now service Coaldale and region.  

Housing is growing at a pace that complements residential needs as businesses move into Coaldale.

Council and administration will be updating the Land Use Bylaw. It is the guiding document for development that includes renovations and construction. It also outlines where development can occur. Administration adheres to best practices measures. New standards in modern development will make this document valuable for reducing red tape and make development more seamless.  

4) What is sustainable for the Town, and what are our needs and wants? While the Town will be achieving a 10,000 population, it will be important to now address transportation issues including connections onto Highway 3, internal interchanges, and corridors.  

Furthermore, administration will be introducing a growth study for Coaldale’s target of 10,000 population. How we begin to develop for the new population growth in the west Coaldale areas including that area west of the SHIFT Community Recreation Centre. It is about good growth!  

These, among other challenges, include that of money. Every municipality relies on provincial and federal grant funding to offset capital and maintenance costs.  

There is only one taxpayer, and council is accountable for where and how your dollars are spent!