The Rural Municipality of Grahamdale has unveiled its first formal community-driven strategic plan, laying out a long-term vision aimed at growth, sustainability and stronger collaboration across the municipality.
The 2025-26 strategic plan, developed jointly by council and the Community Development Corporation (CDC), marks the first time municipal leadership, administration and community stakeholders have come together through a structured planning process to identify shared priorities.
“We were looking at the needs of the whole municipality and finding ways to fill gaps socially and economically to build up the RM,” said RM of Grahamdale economic development officer Jacqueline Keisman. “Our plan reflects the unique needs the community is seeing, focusing on what is needed most to make a difference based on their voices and opinions.”
Participants from various sectors — including volunteer groups, businesses, regional partners and service organizations — were invited to contribute ideas and help determine where resources should be focused.
More than 40 participants from across the municipality took part in three planning sessions held between August and November 2025, helping shape a roadmap that municipal leaders say will guide future investment and decision-making.
During the initial planning sessions, council members and stakeholders reviewed financial realities facing the municipality, including taxation, infrastructure pressures and population trends.
At the centre of the plan are nine key priorities identified as the most impactful and achievable initiatives for the community.
Those priorities include the development of return-of-service programs to help maintain critical services such as health care, education and trades; a campaign to attract permanent residents; and the expansion of age-in-place services and housing options for seniors.
The plan also calls for the creation of a tourism marketing strategy, a housing co-operative project, and increased efforts to maximize the use of existing community facilities.
Other priorities include building partnerships with First Nations communities, advocating for road paving and repairs to beach access routes, and reviewing and promoting business incentive programs aimed at economic growth.
“These priorities were created for our community members, and by our community members,” Keisman added. “The community chose these priorities, and if we are successful at achieving them, this will be a huge step forward for the RM — not only for the economy but for the quality of life of our residents.”
She noted the municipality’s goal is to create an environment where people want to live, work and play without having to leave for neighbouring communities to access services Grahamdale currently lacks.
Keisman used the analogy of a leaky bucket.
“Our bucket is full of the needs in our community, but when people go elsewhere to meet those needs — whether it’s for shopping, health care or social activities — those are the leaks in our bucket,” she explained. “We are looking for ways to plug those holes and keep our bucket filled.”
The document was officially signed March 18 by approximately 20 community members.
Next steps for the RM include hiring consultants, forming community-based working groups, and researching and gathering data on what is needed and wanted most in each of the nine priority areas.
This phase is expected to continue through the remainder of the year, with solutions and implementation efforts anticipated to begin in early 2027.
The RM is forming two community-based working groups focused on the “age-in-place” and “maximizing the use of existing facilities” priorities. Residents interested in participating can contact Keisman at the municipal office.
The groups will meet once a month to assess current situations, brainstorm ideas and offer suggestions on how to improve existing services and supports.
“We want to show residents we are serious about this plan,” Keisman added. “We are taking steps to make sure we turn these priorities into reality.”
She noted some priorities are not entirely within the RM’s control, such as paving roadways. However, the municipality will continue advocating to the province and Manitoba Transportation and Infrastructure on behalf of residents for improved road conditions.
Keisman said she is proud of what the community has created, adding the plan represents the entire municipality.
While the nine priorities will guide future work, the municipality will continue to maintain its ongoing responsibilities related to core services and infrastructure.
Current projects, including the Steep Rock development plan for commercial and residential lots and exploration of a regional waste disposal site, remain ongoing.
Looking ahead, the municipality and CDC will act as the “keepers of the plan,” responsible for monitoring progress, supporting working groups and maintaining communication with the public.
The plan is intended to be a living document that can be revisited as circumstances change and new opportunities arise. It is expected to guide the municipality for approximately the next five years.
The full strategic plan is available on the RM of Grahamdale website www.grahamdale.ca, and feedback can be shared through the municipal office.
