Town of Coalhurst 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 Coalhurst 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

Deborah Florence 

1) I believe achieving the community’s goals comes from collaboration, transparency and keeping residents at the center of every decision. I work to listen first — to residents, council colleagues and staff who are true professionals in their fields and bring valuable expertise to the table. I focus on solutions, common sense and fiscal responsibility, ensuring we make practical, well-informed decisions that benefit the community. I bring energy and commitment to every discussion and work to foster teamwork that keeps the focus on achieving results for Coalhurst.

2) Infrastructure needs to match our growth — we don’t want to rush projects or outpace our systems. Roads, sidewalks, water, sewer and utilities all need to support both current needs and future expansion while remaining sustainable and fiscally responsible. Parks, recreation spaces and public amenities are also important to maintain quality of life.

It’s also critical to put “skin in the game” when planning infrastructure to attract business. That means having roads, utilities and services ready to support development which encourages investment and job creation in town. Smart planning ensures that growth happens in a way that strengthens the community without overburdening residents.

3) There has been progress but Coalhurst can do much more to actively attract investment. We need to build stronger relationships with developers and stakeholders and take a proactive approach to promote the town. Council can act as economic developers in a sense — working with the community and businesses to make Coalhurst a place where companies want to locate. It’s not enough to wait for business to come to us; we need to be intentional and strategic in making that happen, ensuring growth benefits residents and strengthens the local economy.

4) Our biggest challenges are balancing growth with affordability, maintaining services and infrastructure and keeping Coalhurst a safe vibrant community. Residents are feeling the pressure of rising taxes including school costs while expecting the town to remain well-maintained and attractive. We also need to be more proactive in attracting business and investment and in ensuring that bylaw enforcement, town beautification and community engagement are consistent and effective. Addressing these challenges requires common sense, careful planning and a commitment to solutions that benefit everyone.

Scott Akkermans

1) As mayor, I will create space for the community to provide feedback to council. Creating informal opportunities means conversations, thoughts and ideas can flow naturally and residents can be heard. Working with council I’ll champion an environment where all councillors can have their voices heard. The mayor is just one vote out of five, but they have the ability to create a culture where we challenge ideas and not individuals. 

2) The town’s most pressing infrastructure priorities are unlocking stalled economic and residential growth. First, creating spaces by resolving the shortage of serviced land for businesses to expand and grow. Secondly, the lots around Sundance storm pond are currently sitting vacant. By promoting housing development here, we will no longer have the town missing property tax revenue. If we can tackle these two priorities as a council, we will see expansion in the tax base.

3) Honestly, the town hasn’t been doing the best job. Having 95.5 per cent of taxes collected this year coming directly from residents is a direct reflection on the current burden on taxpayers. 2021-2025 council has taken some steps to start the shift from residential to non-residential through the changes in the Land Use Bylaw and an annexation request with the County of Lethbridge. I recognize the importance of attracting industry, investment and jobs and this will be a priority for myself through the next council term. Creating space for business not only will create jobs within town but will also help shake the reliance on heading to Lethbridge as often as we do.

4) Our two biggest challenges are the level of taxes in comparison to the services our community provides and having space to promote business expansion and growth. We have some great plans for the community through our Recreation Master Plan and the Wetlands Park proposal. If we can create spaces for business growth we can help use that generated income to help provide the services and amenities that the community has been asking for.

Dennis Cassie

1) If elected I am coming with maturity, strong leadership skills, substantial knowledge and history as I served as the Mayor of Coalhurst for 14 years. I build relationships, and deeply respect the value of community and the voices of our residents. There is a responsibility by myself and council to keep in the forefront the needs and dreams of our residents, balanced with our obligations for responsible governance. For so much of my 35 years in Coalhurst I have been walking through town (quite literally walking every day) and listening to residents is what I do. I look at what is happening, what needs to be addressed and how we can make Coalhurst a premier bedroom community that is welcoming for all people.

2) We need to look at what attracts people to live here and what will keep them here. Homes, good public schools, parks, green spaces, clean and safe environments that everyone can have pride in.

3) Coalhurst is uniquely situated very close to Lethbridge. A great majority of our residents work in Lethbridge, meaning daily they are stopping at a dollar store, grocery store and retail outlet in Lethbridge. Unlike other small towns, we are extremely close to the largest centre in southwest Alberta. As a result our economic growth will look different from that of Picture Butte or Fort Macleod. We need to think differently and look at what industries would thrive and attract consumers when our competition is Lethbridge. So have we done a good job? I can only answer that we need to explore and seek expertise on what those attractions would be and truly understand those economic drivers as we move forward in our planning.

4) Taxes increased substantially with the understanding that this was a direct result of  the downloading of costs from the province on municipalities. People are hurting financially, they are stressed. Our first actions need to be on the Town’s use of resources and what impacts we can have in reducing the pressure that residents have felt. Further, our society has become fragmented – blame it on whatever you need to – but we are not as supportive of our neighbours or communities as we used to be. Could be because of all the societal pressures, but building a community and leading a community takes effort and engagement beyond social media, newsletters and surveys. We need to invite interaction directly, we need to act and demonstrate we take our roles seriously. Transparency is more than a fancy term, we need to be open, honest and forthright in our decisions, building understanding and trust with those we are here to represent.

Council

Lori Harasem

1. I have sat on dozens and dozens of boards, taught boards about governance and leadership as well as conflict management. I myself have sat on boards that were very high-functioning and ones that had a lot of difficulties. I approach each board by looking at all the individuals around the table and recognizing each person’s strengths and always respecting that we all have different lived experiences. By acknowledging those and calling on those people for their ideas and expertise on matters that I am less familiar with, I believe we can all work together to achieve great things as a team. For example, I have a solid background in community engagement but less so in an area like engineering and so I’d  be very open to hearing from those with engineering knowledge on infrastructure projects about their view, while hoping the others would listen to and consider strongly my ideas for engagement. Finally, we all have to understand the roles and responsibilities of council in the governance role that elected officials fill, and how that relates to the employees of the Town.

2. As someone who has sat on the Wetlands committee since its inception, I am very excited to see some of the amenities come to fruition in that park as it will improve quality of life for many in relation to getting outdoors, social activity and connection, and being active. I also believe that we need to develop a strategy for business development, including understanding community needs and wants, as well as our current businesses’ perceptions of our support for them. This will enable us to incentivize the right businesses for our future and plan infrastructure accordingly.

3. In the last few years, council has laid the groundwork for the beginning phases of business and economic development, but we haven’t seen this progress as there is still work to be done.  I believe we have to build an understanding of what will be successful here before we start to incentivize businesses to move here, as just opening things up too quickly may lead to businesses that aren’t successful. In the long-term that could stain our reputation as a community to set up shop in, discouraging businesses we want and need from considering Coalhurst. A business advisory group made up of current business owners/managers should be formed to inform council and administration on successes and challenges they face, and engagement with the community to understand what would be supported, are both crucial next steps.

4. Property taxes are high. The town, in the past, hasn’t focused on provincial and federal grant funding that has become available, and hasn’t created sponsorship and donor packages to add new amenities, events, programs and activities. With my background in fund development, including significant experience with making things happen with external funding when I worked for the City of Lethbridge, I know the opportunities that exist to spend some time on finding alternative revenue sources and using a lens of developing revenue through new and innovative means, not just property taxes. Partnerships are also lacking for the town, and there are opportunities for us to be great partners and bring services and offerings to town that are greatly needed through that means.

Brody Prete

1) Successfully engaging the community starts with clearly defining goals that the council can easily understand and get excited about. Creating meaningful partnerships relies on respect, honesty, and working together with shared commitment. It’s wonderful to include a diverse mix of community members, which helps build trust and makes the effort more lively and inclusive. Sharing updates regularly with both the community and the council builds trust and keeps everyone inspired and connected. Remember, great engagement is a continuous process of listening, learning, and adjusting as we go.

Working effectively with a council relies on strong communication, active listening, respectful dialogue, integrity, accountability, embracing diverse perspectives, adaptability, problem-solving, strategic thinking, and teamwork—prioritizing the collective good. I am confident I possess these skills and can contribute positively.

2) The town should prioritize supporting senior living communities, which generate local jobs for healthcare workers, staff, and administrators, while also increasing property tax revenue and enhancing demand for local goods and services. Additionally, parks and recreation play a crucial economic role: they can raise property values, draw tourists, and boost local businesses, particularly in hospitality, retail, and dining sectors.

3) Offering amenities and a warm, welcoming living environment, including inviting public spaces and cultural activities, can truly attract talented community-oriented residents. Furthermore, having transparent and straightforward development processes with fewer bureaucratic barriers makes a municipality more appealing to private investors. When a place offers a high quality of life alongside efficient administration, it fosters a friendly and inviting atmosphere for both residents and investors. Continuing to build on these efforts will be essential for a bright future.

4) I don’t see any major challenges ahead; Coalhurst has done a wonderful job getting ready for what’s next. By keeping our communication open and honest, we can work together to make Coalhurst an even more wonderful place to live. 

Jesse Potrie

1) Over the past four years, I’ve been doing just that—working collaboratively with my fellow councillors to advance Coalhurst’s goals and aspirations. Many of these initiatives are long-term projects that require persistence, teamwork, and a clear understanding of process to bring to life.

I’ll continue to work with council by identifying community needs through our strategic plan, ensuring we have meaningful public input, and then pursuing those priorities together with focus and accountability. My experience allows me to approach decisions thoughtfully and strategically—balancing immediate needs with long-term sustainability.

As an architect, I’m no stranger to complex, multi-year projects that begin as ideas and end as tangible results. Most buildings take two to three years from start to finish and require careful coordination, compromise, and communication—skills that directly translate to council work.

I consider myself a pragmatic dreamer: someone who can see the big picture, but also understands budgets, timelines, and constraints. Working on large schools, recreation centres, and community facilities has taught me how to turn wish lists into realities by balancing ambition with practicality. On council, that same mindset helps me navigate competing priorities, listen to residents, and focus on solutions that deliver the most value for our community. I bring optimism, collaboration, and a steady commitment to seeing things through.

2) Our most pressing infrastructure priority continues to be stormwater management. It’s not the most glamorous work, but it’s essential—it protects homes, keeps roads safe, and ensures Coalhurst grows responsibly.

Beyond that, I want to see continued progress on Wetlands Park enhancements—a project I’ve been directly involved in through the Wetlands Committee. Implementing the concept plan with trees, pathways, and amenities like a skate park or pump track will create a community destination that connects families and supports recreation.

We also need to invest in public and community spaces, such as a library or multi-use community hub, to strengthen our social fabric and give residents places to gather, learn, and connect.

3) We’ve made some important steps in the right direction, but there’s still more work to do. The announcement of intent to annex the Pre-Con lands to the north is a major step forward—it provides space to attract new business and diversify our economy. Likewise, rezoning the northeast business park creates new opportunities for local entrepreneurs and small-to-medium-sized enterprises.

Moving forward, we need to be more proactive in economic development—identifying industries that fit Coalhurst’s strengths, building the necessary infrastructure, and marketing ourselves to investors and developers. With a clear plan and the right partnerships, we can bring more local jobs, services, and amenities closer to home.

4) Our biggest challenge is diversifying the tax base. Right now, Coalhurst relies heavily on residential taxes, which limits our ability to fund community amenities and future improvements. Encouraging commercial and light industrial growth is key to long-term stability and to reducing the burden on homeowners.

We also face a significant gap in seniors housing and care options, which forces many long-time residents to leave the community as they age. We need to continue pursuing this priority through partnerships and strategic planning.

Finally, ensuring the Town has the staffing capacity and resources to pursue grants and economic development opportunities will be critical. Building our internal capacity will allow us to better compete for funding and deliver the projects our community needs.

Heather Caldwell

1) The key is a solid strategic plan (a common vision of council and community) so that we can reference it when bringing forward resolutions or recommendations. It keeps us focussed on moving towards the goals to create that vision.

 I am a team builder and collaborator. Not to say I will sacrifice my debate if I believe the facts support me. But governance is often so nuanced that there is space to create a collective view, with compromise.

I am also a pretty good big picture thinker. I am forever the one putting pieces of information together to create a plan.

2) We have been doing the foundational work to create a business park. Our community is demanding more services with less taxes. Working with partners, servicing that park and getting it built is a top priority. We need to diversify our tax base. Currently over 90 per cent  of our taxes come from residents.

We also have a remarkable developer working with the community to create a commercial hub in their area structure plan. We need to support them to continue moving forward. We really need a great coffee shop.

3) Not so much, to date. It really has been about getting great reasonably priced lots for them, though: “If we build it, they will come”.

4) Our proximity to the city of Lethbridge is both a blessing and a challenge. It has been an interesting learning experience to discover how to appeal to developers to create commercial space and places for larger businesses.

And a challenge, always, is funding. We used to have a better shared tax model with the Province in recognition that we are front and center, providing for the majority of needs of their constituents. When the municipal sustainability initiative changed to the local government fiscal framework it was made clear that this funding would continue to decrease with the expectation that communities become more self-sufficient. When our primary funding comes from property taxes, it becomes incredibly difficult. I have no interest in increasing taxes on our families and seniors that are already paying a fair share of municipal, provincial, and federal tax. It would overburden them.