Strategic Plan

The 2026–2031 Strategic Plan provides a clear, actionable framework to guide Council, administration, and community partners in supporting a safe, prosperous, and sustainable rural municipality. This plan builds on the District’s strong agricultural heritage while proactively addressing governance excellence, public safety, economic growth, infrastructure sustainability, and collaboration.

The plan establishes focused strategic priorities, measurable outcomes, and clear accountability to ensure progress is monitored, transparent, and aligned with community values. It is designed to be a living document, reviewed annually and adjusted as required to respond to emerging opportunities and challenges.

A resilient rural community that preserves, enhances and enriches our evolving rural way of life for all generations to live, work and prosper as members of this farming and ranching community.

To provide leadership that will ensure that all citizens can continue to enjoy a safe and sustainable rural community that recognizes agriculture as a cornerstone.

• People First: We value our residents, staff, volunteers, and partners.

• Heritage & Agriculture: We respect our history and recognize agriculture as the cornerstone of our community.

• Environmental Stewardship: We value our natural environment.

• Integrity & Accountability: We act with honesty, transparency, respect, and fairness in all decisions.

Community Centered Decision Making

Planning today with respect for future generations.

Accountability & Transparency

Open communication and responsible stewardship of public resources.

Economic Resilience

Supporting diversified growth while respecting all landowner rights and rural character.

Sustainable Infrastructure

Managing assets responsibly to deliver reliable services.

Collaboration

Leveraging the power of collaborative partnerships to improve outcomes for residents.

Strategic Priority 1.1: Modern, Effective Governance

Objective: Ensure bylaws, policies, and governance practices remain current, compliant, and effective.

Key Initiatives:

·         Conduct annual reviews of all bylaws and policies.

·         Update governance tools to reflect legislative and operational changes.

KPIs & Measures:

·         Percentage of bylaws reviewed annually (Target: 100%).

·         Percentage of policy manual reviewed and updated annually (Target: 100%).

·         Number of governance-related compliance issues identified (Target: 0).

·         Council satisfaction with governance framework (Target: Maintained or improved year-over-year).

Strategic Priority 1.2: Public Safety & Emergency Preparedness

Objective: Deliver consistent, high-quality emergency and protective services across the municipality.

Key Initiatives:

·         Monitor and strengthen the Intermunicipal Emergency Services Agreement.

·         Implement ongoing fire service training aligned with NFPA standards.

·         Support Rural Crime Watch initiatives in partnership with RCMP and community groups.

KPIs & Measures:

·         Emergency response time consistency across service areas (Target: No material variance).

·         Fire operating budget variance (Target: ±3% annually).

·         Percentage of firefighters certified to NFPA 1001 Level I within two years (Target: 90%).

·         Number of emergency service complaints (Target: Year-over-year decrease).

·         Reported rural crime incidents (Target: Year-over-year reduction).

Strategic Priority 1.3: Strong Community Organizations

Objective: Strengthen local community groups by improving access to resources and administrative support.

Key Initiatives:

·         Provide guidance and support for grant applications and governance.

KPIs & Measures:

·         Number of community groups assisted annually (Target: Equal or positive trend year-over-year).

·         Dollar value of grant funding accessed with municipal support. (Target: Equal or positive trend year-over-year).

·         Community group satisfaction with municipal support (Target: Positive trend).

Strategic Priority 1.4: Agricultural Sustainability

Objective: Protect agricultural land and support producers while promoting environmental stewardship.

Key Initiatives:

·         Support Agricultural Service Board (ASB) programs through annual budgets.

·         Limit the conversion of productive agricultural land through land-use planning.

KPIs & Measures:

·         Number of workshops held or supported by the Agricultural Service Board (Target: Maintained or improved year-over-year).

·         Number of Agricultural Service Board service and regulatory complaints (Target: Year-over-year decrease).

·         Weed and Pest management on public lands (Target: Year-over-year improvement).

Strategic Priority 2.1: Accessible & Transparent Information

Objective: Ensure residents and businesses can easily access accurate, timely municipal information.

Key Initiatives:

·         Modernize the municipal website and digital communication platforms.

·         Expand self-service tools and public education resources.

KPIs & Measures:

·         Website uptime and accessibility compliance (Target: Minimum of 95%).

·         Number of online self-service transactions (Target: Positive trend).

·         Public inquiries resolved through digital platforms (Target: Positive trend).

·         Resident satisfaction with access to information (Target: Improvement year-over-year).

Strategic Priority 3.1: Local and Regional Economic Development

Objective: Attract new residents, businesses, and investment while supporting existing industries.

Key Initiatives:

·         Promote development throughout the municipality including Willow Creek Business Park, Claresholm Airport and the Hamlet of Granum.

·         Participate actively in regional economic development initiatives.

KPIs & Measures:

·         Number of new businesses or industries established annually (Target: ≥1/year in Willow Creek Business Park, Claresholm Airport and Granum and a positive trend throughout the municipality).

·         Annual population growth rate (Target: >1%).

·         Annual assessment growth rate (Target: ≥2%).

·         Value of new construction permits issued annually (Target: Positive trend).

·         Business development inquiries arising from regional economic initiatives (Target: Equal or positive trend year-over-year).

Strategic Priority 4.1: Sustainable Service Delivery & Asset Management

Objective: Deliver reliable municipal services supported by sound financial and asset management practices.

Key Initiatives:

·         Integrate lifecycle costing, service level definitions, and risk frameworks into budgeting.

·         Fully implement asset management practices as standard operations.

KPIs & Measures:

·         Percentage of services with defined Levels of Service (Target: 100% by 2028).

·         Percentage of assets with lifecycle cost data captured (Target 100% by 2028).

·         Infrastructure condition ratings by asset class (Target 100% by 2027).

·         Budget variance on infrastructure program total (Target: ±10%).

·         Public satisfaction with core municipal services (Target: Equal or positive trend year-over-year).

Strategic Priority 4.2: Waste Management Innovation

Objective: Explore environmentally and economically responsible waste management solutions.

Key Initiatives:

·         Advocate for and evaluate regional waste-to-energy opportunities.

KPIs & Measures:

·         Completion of feasibility or business case by 2028.

Strategic Priority 5.1: Effective Intermunicipal Partnerships

Objective: Strengthen partnerships to deliver efficient, consistent services.

Key Initiatives:

·         Maintain and implement Intermunicipal Collaboration Frameworks and agreements.

KPIs & Measures:

·         Number of active intermunicipal agreements in good standing (Target: Equal or positive trend year-over-year).

·         Service level consistency achieved through agreements. (Target: Equal or positive trend year-over-year).

·         Cost savings or service enhancements realized through collaboration. (Target: Equal or positive trend year-over-year).

Strategic Priority 5.2: Internet Connectivity

Objective: Ensure reliable, affordable broadband access for rural residents and businesses.

Key Initiatives:

·         Advocate for broadband funding and partnerships.

·         Collaborate with public and private sector service providers.

KPIs & Measures:

·         Percentage of ratepayers with access to reliable broadband (Target: 90% by 2030).

·         Households and/or businesses reporting improved broadband service (Target: Positive trend year-over-year).

·         Broadband grant funding for improved fibre secured.

Strategic Priority 5.3: Provincial Relations & Advocacy

Objective: Improve communication and advocacy outcomes with the Government of Alberta and Quasi-Judicial Organizations.

Key Initiatives:

·         Regularly engage provincial ministries, quasi-judicial bodies, regulators, and elected officials.

·         Advocate for legislative and regulatory improvements affecting the community.

KPIs & Measures:

·         Number of formal advocacy engagements annually (Target: Improved year-over-year).

·         Response time and quality of engagement from provincial partners. (Target: Improved year-over-year).

·         Legislative or regulatory outcomes aligned with municipal advocacy efforts. (Target: 1 per year).

·         Annual Strategic Plan KPI report presented to Council.

·         Results integrated into annual budget and business planning.

·         Formal plan review at least once during the 2026–2031 period.

·         Adjustments made as required to respond to emerging risks and opportunities.