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Former Edmonton Stingers CEO Reed Clarke launches bid for city council

Former Edmonton Stingers CEO Reed Clarke launches bid for city council

Calgary Herald11-05-2025
A familiar name in Edmonton sports and business circles is entering the municipal politics arena for the first time.
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Reed Clarke, the former CEO and co-owner of the Edmonton Stingers and current CEO of Sport Edmonton, announced his candidacy for city council in Ward Nakota Isga this weekend, bringing what he describes as a 'fresh approach' rooted in collaboration, community and economic vitality.
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'I love this city,' Clarke told Postmedia ahead of the launch. 'As somebody who grew up and was raised in the ward, bought my first house there, learned to play the sport I love the most — basketball — and still coaches these kids at the Grovenor Community League in basketball, it's really a full circle moment for me.'
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Nakota Isga is the west-end ward that has been represented by Coun. Andrew Knack, who is not seeking another term as councillor but is reportedly considering a run for mayor.
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Clarke's platform is built around three pillars. The first is connected, which is all about building strong relationships among stakeholders, including the province, federal government, police, business leaders, and fellow council members. Clarke believes consensus-building and collaboration are essential to civic government's ability to 'get things done and to move forward with a better Edmonton.'
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The second pillar is community, emphasizing Clarke's deep roots in the area and commitment to enhancing Edmonton's unique network of community leagues.
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'Edmonton is one big community in my mind,' he said. 'I want to embrace and support them, and make everyone welcome in communities, especially in Nakota Isga, and make those safe, inviting places for everybody,' he said.
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The third pillar is commerce, reflecting Clarke's background and his desire to make Edmonton 'the best place in Canada to do business,' particularly among major cities. He said he will advocate for quicker permit and licence approvals and stronger partnerships with the private sector to drive 'equitable, responsible' development.
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'I think working with the business community and having a really good relationship with them is something that's needed in city council,' he added.
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Clarke's campaign will also lean on his experience in sports leadership. Under his tenure, the Edmonton Stingers became a 'community powerhouse,' selling out 70 per cent of their home games and winning the Canadian Elite Basketball League's Community Service award with over 1,000 volunteer hours logged.
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A lot of times I've been interviewed about the book, and not many have caught on to the poets and the plumbers, and I think it's key. Poets are people mostly in Ottawa, that are part of the government who work on policy issues, who work on liaison, on coordination or dealing with media or dealing with ministers so they define policy. Plumbers are the ones delivering services to Canadians. Plumbers are the ones you applied to for a passport, plumbers are the ones you applied to for old age pension or whatever program that you want to access; they're the ones that deliver programs and services to Canadians. So the differences between poets to plumbers is fairly pronounced. It's grown by leaps and bounds over the past 10 years. In 2014 it was 340,000, in 2025 we're up to 445,000, so you can see the difference there. It's over 100,000 more. The growth has clearly favoured the poets. And the reason I say that is just the sheer numbers of public servants in Ottawa — the number has grown. 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No country in the western world has concentrated as many employees in the national capital region as has Canada. There's no shortage of people in Ottawa trying to think big thoughts. I think if there's a problem it's at the service delivery. It's people trying to call Revenue Canada to get answers about income tax, and it's having issues with supplying passports. So, big thoughts, there's thousands of them in Ottawa paid to have big thoughts. I don't think there's a lack of big thoughts, there's a lack of people delivering services to Canadians. You don't need an army of people to come up with big thoughts. I think the private sector has no choice (but) to get it right, has no choice to strike a proper balance, because if a large private-sector firm doesn't strike a proper balance, the market will tell it to strike the proper balance. The competition will tell it to strike the proper balance. There is a natural equilibrium in the private sector that happens just because there's competition, there's market forces, there's all kinds of forces that dictate how important it is to run an efficient operation; those forces are not present in the public sector. What I can say is that I wish them well. I think a better solution would be, we have nearly 300 federal organizations, we have 100 federal government programs, I think a better solution would be for the federal government to take a strong look at all its organizations and all its programs and see which ones have long passed their best-by date. See which programs no longer resonate like they did when they were first established. I think there's a lot of pruning of organizations and programs that could take place. The 15 per cent cuts sends a message that every program, every organization holds the same priority, just squeeze 15 per cent. 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