When considering a platform, or 'priorities' as many municipal campaigns have adapted, I may ask - what is the ground we stand upon? Our planning may be a ground-up process which begins with looking at what can be assessed, then working backwards before determining the broad outcomes.
We might begin with the questions: 1. How can this be funded? and 2. How can we measure & prove our success? In the area where grant funding is requested, documentation is needed - both in the beginning for the grant proposal, as well as after in the reporting period. Therefore, my platform planning process may be summarized as:
Funding (If applicable) > Assessment > Action > Objective > Outcome
My preference is to develop a platform which is research-driven & data-based. In essence, this platform is built upon feedback from residents - many eyes and minds are greater than one alone. It is feedback & connection which helps the development of a shared vision. Much like nature, I can 'grow where the gaps are.' One can view a platform as a working plan, which may shift and evolve - these are the people's priorities.
This in alignment with my own priority, to be the people's employee - a public servant.
Please click here to submit your feedback towards the platform: https://forms.gle/G2kReVzWPpkToMBa7
Below is an outline of the "Funding > Assessment > Action > Objective > Outcome" thought process behind my platform.
My research begins with building an awareness of potential funding sources for municipal governments - what is the source of revenue? Some examples of possible sources of revenue include: reserves, municipal grants, the Local Government Fiscal Framework (LGFF), fees, fines, taxes, community fundraising or natural community supports.
An assessment can be thought of as the specific & measurable end-product/the end-paper or documentation. Some examples may include reports, policies, feedback or satisfaction surveys, financial statements, written budgets, or by-laws. The additional of physical structures could be captured as a capital assets on a financial statement.
This summer, I asked residents, "Is there anything you would like to see in Carstairs?" Below is some of the feedback I've received from residents of possible "actions". I think of these as potential deliverables - what can council help support in bringing to Carstairs? Please note I do not commit to all these specifically at this time - this is a summarized feedback list of comments received:
Land designated for recreational multi-complex
Community newsletter, either print or digital version
Communication system for seniors, better methods for informing seniors of what's happening in Carstairs
A safer intersection at Gough Rd. & 10th Street
Greater frequency/communication about expected timeline of paving
Adequate parking in high density areas of the Carriage Lane neighborhood
Enforcement of parking infractions, duration and quantity of parked vehicles
Safe speed limits, lower speeds
End playground signage
Increased bicycle safety, safety for motorized bicycles, road/sidewalk sharing, helmet safety
Park enhancement, shade trees along exposed walking paths in Memorial Park area, planted on the south side of trail
Middle school, adequate staffing for students
Physical playground in the Nature Space
Addition of more senior lodges, increased placed for seniors to live
Place for teens or things for teens to do
Increased community volunteer base
Green compost bin system
Expanded splash park
Outdoor swimming pool (mentioned three times)
Inclusive playgrounds
Better playground option for East side of town
Expanded library
Enforcement of responsible dog ownership
Rodeo, derby for Beef & Barley Days
Sustainable development rate
Sustainable development density
Individual business suggestions - smoothie shop, hardware store, Mexican restaurant, sushi restaurant, faith-based boutique shop, arcade
Additional playground option in Scarlett Ranch
Developer accountability, enforcement of adherence to by-laws and building code regulations
Reducing frequency of grass moving, adjusting frequency of snow removal to accommodate warm weather
Increasing arts, music & cultural scene
Supporting urban agricultural planning, at-home food production
Police station
Adequate infrastructure
Long-term crime prevention
Consistent by-law enforcement
Handicap parking along Main Street
Connected park path/trail system
Protected natural areas
Volunteer hub or central method of communication, method of sharing resources
Job bank or place to communicate about job opportunities
Youth employment opportunities
Meeting minutes suggestions
Food bank
Return of programming for male youth - Scouts, Cadets
Courses for youth & younger generations - life skills, cooking, handicrafts, taxes, financial
No blanket zoning, mindful/segregated zoning of residential areas
Clotheslines approval in bylaw
Affordable housing for younger generations and seniors
Recycling program which can accept soft plastics
Improved social media presence from the municipality
In some cases, requests are out of the scope of what falls under municipal government (for example, as outlined in these helpful charts from Edmonton or Ontario). My thought process includes asking "Who's responsibility is this?" or "Is this in the works already?"
After discerning the above, actions may be grouped into main areas and themes.
Objectives are measureable goals which summarize the actions leading up to the overarching outcomes. (See SMARTER goals.)
Outcomes are the higher-level verbs/actions which summarize the objectives.
As a case study, here is an excellent question posed by a resident on September 30th, 2025, National Day for Truth and Reconciliation:
"On this National Day for Truth and Reconciliation, I ask all candidates running for Mayor and Council, what steps would you support to ensure Carstairs contributes meaningfully to reconciliation? The TRC’s Calls to Action highlight the role of local governments. Many municipalities begin meetings and events with land acknowledgements but what comes next? How would you embed reconciliation into municipal decision-making, services and partnerships in a way that is tangible and accountable?"
Examples of funding sources for reconciliation may include the Celebration and Commemoration Program: https://www.canada.ca/en/canadian-heritage/services/funding/commemorate-canada/legacy-residential-schools/application-guidelines.html, The Blanket Fund: https://downiewenjack.ca/The-Blanket-Fund/action/, or the Alberta Indigenous Reconciliation Initative (IRI), https://www.alberta.ca/indigenous-reconciliation-initiative
Note: these funds are not available to municipal governments themselves, but indigenous groups instead. From a councillor's perspective, this may mean partnering, supporting & connecting with indigenous groups to achieve this grant funding. The IRI states, "Non-Indigenous organizations can work in partnership with Indigenous communities or organizations as the joint applicant – the Indigenous organization would be the applicant – on initiatives."
Possible assessments may include:
the grant application itself
summary reports and satisfaction surveys from workshops
written feedback from indigenous individuals or organizations
research reports, policy development
tracking attendance, inbound and outbound referrals, ex. 'How did you hear about this event?'
Possible actions which council may do to support reconciliation include:
Speaking with and gathering feedback from indigenous individuals and organizations of what they envision as reconciliation. What initiatives, programming & spaces would indigenous individuals and organizations like to see, or other ideas may they have?
Researching indigenous lands and areas, taking action towards preserving significant indigenous spaces and historical sites.
Researching and reviewing what other municipalities are doing as reconciliation initiatives. For example, the City of Calgary Indigenous Policy and White Goose Flying Report provides excellent actionable items which may inspire Carstairs.
Approving or providing facilities or spaces for indigenous-led programming & waiving the fee. For example, offering the Carstairs Community Hall for an indigenous educational workshop, a speaker series, or live demonstration
Attending as a councillor in indigenous-led programming
Partnering with indigenous organizations focused on reconciliation or indigenous-awareness such as Hollow Bone Healing Lodge or Miskanawa
Partnering with indigenous organizations to help achieve reconciliation grants by volunteering to review grants or provide grant research
Expanding on existing community programming such as the Carstairs Indigenous Culture Days event. Summarizing the event to the public, gathering feedback from the participants
Improving communications between existing indigenous organizations and the relaying that back to the community , for example, bringing awareness to Mountain View Moccasin House Society and their program, the Indigenous Lending Library
Developing a policies and procedures to support indigenous relations and reconciliation
Some realistic objectives which can be met within a council term of 4 years may include:
Research indigenous reconciliation initiatives from surrounding & comparable municipalities
Participate in reconciliation and indigenous cultural programming
Promote communications between the municipality and residents about reconciliation initiatives
Collaborate with indigenous individuals and organizations to achieve grant funding
If the above objectives are achieved, progress may be made towards the outcome of 'Embed reconciliation into municipal decision-making, services and partnerships in a way that is tangible and accountable.' ('Integrate' could also be used instead of 'Embed'.)
My personal agenda is to learn as much as possible about the Town of Carstairs, and enter with open eyes and a willingness to listen, reminding myself - in many areas of my life - 'I am new'. I recognize decisions made during council may affect the town for decades later, and view my decisions as those which may extend far beyond my lifetime, 25 or 50 years down the road or more.
My homework has included familiarizing myself with the below documents:
Minutes from previous town council meetings
Town of Carstairs financial statements & budget
The financial statements of surrounding/comparable municipalities such as Didsbury and Olds.
Town of Carstairs Planning Process
Carstairs bylaws & policies
Carstairs planned developments & Municipal Development Plan (MDP)
As a current employee of a not-for-profit organization serving parents seeking support, I heave learned the nature of programs housed under government and the increased time/labour needed documentation, tracking and accountability. This experience has made me further value non-government funded initiatives which are volunteer-led and help as a stepping stone for neighbours, individuals, families and children to connect with each other and form their own natural support systems.
A philosophy which resonates with me is 'I've done my job when I'm not needed anymore'. I tend to view society with the lens of 'How can things be done more efficiently?', frequently asking what can be done to reduce administrative time and open up hours for other more productive, rewarding work.
I plan to continue with my existing volunteer efforts, respecting the policies in place for any pecuniary or conflicts of interest.