2017
Annual Report
02 Table of Contents City Council & Mission Statement
3
Message from the Mayor
4
Message from the CAO
5
Administration Charter
6
Corporate Structure
7
Infographic
8-9
Executive Summary
10-11
Office of the CAO
12-13
Canadian Rockies International Airport
14-15
Community Services
16-17
Cranbrook Public Library
18-19
Finance
20-21
Fire and Emergency Services
22-23
Infrastructure, Planning & Delivery
24-25
Office of Innovation and Collaboration
26-27
Public Works
28-29
R.C.M.P Cranbrook Detachment
30-31
Management’s Responsibility for Financial Reporting
32
Auditor’s Report
33
Financial Information
34-54
2017 Statement of Property Tax Exemptions
55
DECLARATION AND IDENTIFICATION OF DISQUALIFIED COUNCIL MEMBERS In accordance with Section 98(2)(e) of the Community Charter, there were no declarations of disqualification made under Section 111 of the Community Charter in the year 2017.
City of Cranbrook 2017 Annual Report
03 Cranbrook City Council
Left to Right: Councillor Danielle Eaton, Councillor Wesly Graham, Councillor Issac Hockley, Mayor Lee Pratt, Councillor Mike Peabody, Councillor Ron Popoff, Councillor Norma Blissett
Mission Statement The Council and staff are committed to the continuing development of the City of Cranbrook as a successful and progressive community, and to preserving, and further enhancing the high quality of life enjoyed by the citizens. Council will be responsive to concerns and provide an informed and committed leadership. A competent, skilled staff of high integrity will use available resources as efficiently as possible, providing high quality services to meet the needs and address the concerns of residents and employers. Council and staff will work cooperatively with the citizens of the City of Cranbrook, organizations within the community, other municipalities and other levels of government in order to achieve the maximum benefit for the community.
2017 Annual Report City of Cranbrook
04 Message from the Mayor •
Road and infrastructure repair on 13th Avenue South from 2nd Street to 4th Street.
Once again we experienced record building permits, just shy of $33 million. A very positive endorsement for the new growth the City is experiencing and our new Development Approval Process which was implemented in 2016. On behalf of Council, the Corporation of the City of Cranbrook and its citizens, I am pleased to present our 2017 Annual Report. It’s been another busy year in the community with many projects including: •
Continued work on Idlewild Park with new additions as well as replacement of some of the older amenities
•
Construction on the Joseph Creek rehabilitation from Idlewild Dam to the St. Mary’s river. This is an ongoing project which will take several years to complete. When complete, it will once again be a showcase for the City
•
Completion of the total rebuild of 2nd Street South from Highway 3/95 to 11th Avenue South which also included sewer and water main replacement and new sidewalks
•
Completion of major infrastructure and road replacement in Anderson Crescent
City of Cranbrook 2017 Annual Report
We received an award last year for the Dehumidification Project at the Aquatic Centre. This resulted in a savings of over $32,000 a year in operating costs. We will continue to work on energy savings and greenhouse gas emission projects to save our citizens money. In February, the City hosted Rogers Hometown Hockey bringing hundreds of people to the City and providing national exposure by showcasing our area on TV across Canada. Sam Steele Days was once again very successful and the use of Balment Park as a central location was very well received. In September we presented our first Annual Fall Festival which was very well attended and added greatly to our vision of revitalizing the downtown core of the City.
Over the last three and a half years this Council has delivered on all of its 2014 election promises:
financial responsibility
infrastructure replacement
economic growth for the City
We remain committed to these promises which will help us achieve our long term vision for the city. We are progressively minded and with the help of our dedicated staff, we have and will continue to achieve many benefits for the present and future citizens of Cranbrook.
Lee Pratt, Mayor City of Cranbrook
05 Message from the CAO •
Over the past couple of years, the Corporation of the City of Cranbrook has embraced a new corporate mindset and values, increasing our knowledge-capacity and successfully instilling changes in a variety of service deliveries. As a City, we are empathetic and open-minded when it comes to our customers’ needs. Critical thinking and hard work have become our new work-ethic and improving customer satisfaction is our top corporate goal. These changes allowed the City to make progressive decisions through transparent processes and due-diligence and led to delivering greater value and innovation to our citizens. New approaches were initiated to tackle the red tape, improve staff performance and align City Hall with citizens’ needs. Our focus continued to be on local economic growth, creating solutions around our infrastructure and improving City operations to improve the quality of our citizens’ lives. A few improvements are:
The new “311 one-call customer inquiry system” and “real-time infrastructure monitoring and reporting application”. The City created a multi-department contact centre to effectively manage the majority of calls to various City departments. The 311 app is also used by residents to initiate service requests that integrate into the City’s service request system.
•
Changes were made in bidding and procurement of capital construction projects, which improved engagement with local contractors, suppliers and consultants.
•
Significant cost savings were realized in capital investments through the application of asset management practice and innovative engineering design.
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Implemented innovative flood-management and snow removal.
•
Launched the “Multidisciplinary Staff Development Program” to increase our staff’s problem solving capacity. Through this program, staff increased their competency in dealing with the multi-faceted nature of the issues and operations they face and rendered more effective decisions.
I thank the staff in the corporation for embracing the change of mindset and choosing to accept these new values as their own. These changes have assisted in the advancement of their department goals in multiple fronts. Looking forward through 2018, a number of new initiatives, programs and projects and change of service delivery are underway to add value in our service and therefore, in our citizens’ lives. We will continue to use our resources and efforts innovatively and wisely to provide our customers the best value, while continuing to put them first.
David Kim, Chief Administrative Officer City of Cranbrook
2017 Annual Report City of Cranbrook
06 Administration Charter
City of Cranbrook
A dministration C harter The City of Cranbrook Administration Charter represents the commitment of its strategically aligned employees to deliver great value to its citizens, visitors and the business community.
Five Focus Areas: 1.
Continuous improvement of services and infrastructure through innovation, teamwork and mindset shift to a learning culture;
2.
Lead and promote Cranbrook’s strategic growth and change;
3.
Drive community livability and vibrancy by championing culture and recreation;
4.
Mitigate the impacts of climate change and protect the environment to maintain our healthy ecosystems;
5.
Foster partnerships with community members, provincial and municipal governments to reduce duplication of effort and lower costs.
Charter Commitments: •
Wow our customers through excellence, flexibility and empathy;
•
Value and practice integrity, hard work and ethical conduct;
•
Maximize organizational capacity by expanding multi-disciplinary knowledge base and decision-making capabilities;
•
Provide leadership and supervision that models and nurtures critical thinkers, accountability, character and sensible judgement;
•
Deliver holistic and balanced solutions through risk management practice;
•
Overcome fear and comfort; be open minded and commit to positive change.
Signed on behalf of the City:
Signed on this 9th day of June, 2017
David Kim, Chief Administrative Officer
WWW.Cr A n b rO O k .CA
City of Cranbrook 2017 Annual Report
Collaboration Development Approvals
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City of Cranbrook Organizational Structure
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Contracted e & Emergency Services Services
Contracted Services
Contracted Services
Finance
Public Works
Public Works
Finance
Public Works Contracted Services
Finance
Fin
08 Cranbrook Infographic
25 STUDENTS EMPLOYED
167 NEW BUSINESSES OF WHICH 61 WERE ICBL’S 32 BYLAWS ADOPTED
420 PARKING METERS
R U O
. Cranbrook: 3 1 1 . 164 ha Parks & Green Space 42 COUNCIL MEETINGS
Average 315 days of SUNSHINE 1,800 ACRES RANCHING SITE IRRIGATED
20 DEVELOPMENT PERMITS ISSUED
13,000 AIRCRAFT TAKEOFF & LANDINGS
8,976 TAX NOTICES ISSUED
130,342
Lib rar y Visitors
600 M OF CONCRETE SIDEWALKS LAID
266,774 PHYSICAL & DIGITAL CIRCULATION - LIBRARY
3,500 ATTENDANCE 1ST ANNUAL FALL FAIR
59 WATER & SEWER REPAIRS
1,300 FIRE SAFETY INSPECTIONS
80 AIRPORT EMPLOYEES
39% REDUCTION IN MENTAL HEALTH APPREHENSION
1,800 CF&ES EMERGENCY CALLS
26,782 General Admissions to Aquatic Centre
Website Visits
249 BUILDING PERMITS
. Cranbrook Beautiful Scenery . Cranbrook Affordable . Cranbrook Community 10,637 INVOICES PAID
7,800 METERS NEW PAVEMENT
134,000
Airport Passengers 34.4 MILLION DOLLARS CONSTRUCTION VALUE 6.32 MILLION DOLLARS GRANTS APPLIED FOR
City of Cranbrook 2017 Annual Report
H
20,047 POPULATION
1,176 DOG LICENCES ISSUED
350,741
TY I C
712 FIRE HYDRANTS
R U •O
E M O
73,391 LIBRARY COMPUTER & WIFI USEAGE
14,484 Event Tickets Sold
8,679 RCMP CALLS FOR SERVICE
63% REDUCTION IN IMPAIRED RELATED MOTOR VEHICLE ACCIDENTS
OVER 80 PROPERTIES WITH NEW WATER SERVICE 1,624 BUSINESS LICENCES
09 2017 REVENUE
Taxation 59% Utilities 15% User Fees 16% Grants 6% Other 4%
*Based on $300,000 before Provincial Home Owner Grant
2017 TAXES & UTILITIES
2017 EXPENSES
City Services $2,272 Utilities $996 Education & BC Assessment $678 Regional District & Hospital $101
Police & Fire 23% Utilities 19% Recreation & Culture 16% Administration 15% Public Works 15% IPD 7% Airport 6%
2017 Grants to Non-Profit
Each year, City Council provides financial assistance to non-profit Organizations organizations that provide services and improve the quality of life to the residents of Cranbrook. In 2017, Municipal Grants were provided to the following organizations: Monetary Grants: 1813 Cranbrook Army Cadet Parents Society.................................. 2,650. 1992 Sweetheart Society............................................................... 12,000. BC 55+ Games ................................................................................ 7,400. Big Brothers Big Sisters Cranbrook................................................... 3,000. Canada Day Celebrations.............................................................. 15,000. Cranbrook & District Arts Council................................................. 19,400. Cranbrook & District Restorative Justice Society............................. 8,500. Cranbrook & District Search & Rescue........................................... 16,000. Cranbrook Boys & Girls Club.......................................................... 18,000. Cranbrook Bugle Band.................................................................... 9,300. Cranbrook Community theatre Society........................................... 5,000. Cranbrook Farmer’s Market............................................................ 4,100. Cranbrook Food Action................................................................... 1,000. Cranbrook Food Bank Society............................................................. 495. Cranbrook Kimberley Hospice Society............................................. 1,000. Cranbrook Multicultural Society...................................................... 4,430. Cranbrook Society for Community Living........................................ 1,121. Girl Guides of Canada - Mountain View.......................................... 3,000. Key City Theatre Society ............................................................... 73,570. Ktunaxa Nation Council - Street Angel ......................................... 12,000. Mount Baker Scholarship................................................................ 3,500. Sam Steele Society.......................................................................... 7,065. Scouts Canada - 4th Cranbrook Scouts............................................... 450. Summit Community Services Soc (Victim Services)......................... 6,000. Symphony of the Kootenays Association......................................... 7,500. Youth Impact Youth Centre.............................................................. 4,500. Mount Baker Skills Canada Competition......................................... 1,000. Kootenay Children's Festival............................................................ 2,000.
In Kind Grants: BC Minor Hockey..................... 815. Ducks Unlimited...................... 465. Sam Steele Slo-pitch................ 716. Sunrise Rotary......................... 399.
Sam Steele Float
Sustainable Community Builder of the Year
2017 Annual Report City of Cranbrook
10 Executive Summary
The Corporation of the City of Cranbrook has embraced a new corporate mindset and values, increased knowledge-capacity and successfully instilled changes in a variety of service deliveries. As a City, we are empathetic and open-minded when it comes to our customers’ needs. Critical thinking and hard work have become our new work ethics and improving customer satisfaction is our top corporate goal. New approaches were initiated to tackle the red tape, improve staff performance and align City Hall with citizen needs. Our focus continued to be on local economic growth, creating solutions around our infrastructure and improving City operations to improve the quality of our citizens’ lives. Mayor and Council are pleased to have been able to deliver on the promises made during the 2014 election including: financial responsibility, infrastructure replacement and economic growth for the City. Committment remains to these priorities looking forward through 2018. A number of new initiatives, programs and projects and changed-service delivery are underway to add value in our service and in our citizens’ lives. We will continue to use our resources and efforts innovatively and wisely to provide our customers the best value, while continuing to put our customers first.
Finance
Fire & Emergency Services
The department continues to strive toward the delivery of exceptional service in the area of financial management for the corporation. Steps were taken in 2017 to improve the overall framework of the budget process to allow for the budget to be adopted earlier. The recruitment of a new IS Manager was also a key accomplishment in 2017.
The focus of Fire & Emergency Services in 2017 was to continue to build capacity while providing professional, cost effective full service operations to the community and regional areas. Negotiating and implementing a service agreement with ?aqam, along with emergency response and fire prevention services was an important goal recognized. Implementing CAD – a real-time incident response information and mapping technology – in all emergency apparatus was also a key goal.
Office of the CAO Continuous improvement of services and infrastructure through innovation, teamwork and a mindset shift to a learning culture, was the key focus of the CAO Office in 2017. Implementation of delegated authority, which encouraged and supported decision making and innovative thinking for staff was a key accomplishment. Improved customer service and reducing red tape through process streamlining was also key.
Infrastructure Planning & Delivery (IPD) It was a big year for the department, with the strong delivery of an expanded capital roads program – likely the most ambitious roads program to date in the City. At the top of the list in 2017 was the full reconstruction of 2nd Street South, along with management of the full road resurfacing contract.
Overall Goals For 2018 •
Team Building – strengthening synergistic relationships within the organization
•
Convert diversion traffic (those traveling to Calgary for their long haul flights) to Canadian Rockies International Airport
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Co-host the 2018 Kimberley/Cranbrook 55+ BC Games in September 2018
•
Roll out new budget software to Corporation-at-large and manage the 2019-2023 budget plans
•
Increase capacity and enhance training program for Fire & Emergency Services
City of Cranbrook 2017 Annual Report
11 Executive Summary
Canadian Rockies International Airport (C.R.I.A) The overarching focus of the Airport was to continue to grow air service. In mid-2018 WestJet will begin service three times daily between CRIA and the Calgary International Airport, while Pacific Coastal Airlines increased both its aircraft size and capacity.
Office of Innovation & Collaboration (OIC) The overall focus of the department is to encourage collaboration between all corporate departments, while providing direction and support in developing innovative ways to provide better service to our customers. The department supported the development and launch of the new Destination Marketing Organization (Cranbrook Tourism), which begins operation in mid-2018. OIC also worked closely with Community Services on the City’s Cycle Network Plan.
Community Services
Cranbrook Public Library
Community Services, (former Leisure Services department), continued to focus on upgrades and expansion to many recreational facilities, while working to to improve community vibrancy. The inaugural Cranbrook Fall Festival and the significant upgrades to Idlewild Park were two key accomplishments in 2017.
Providing exceptional library services and programming to the community was the key focus of the Library in 2017. Development and installation of a new phone system and the migration of the Library catalogue to an updated system were two key accomplishments.
Public Works
Sustainable management and the real-time monitoring of corporate assets was the key focus for the department in 2017. Development and implementation of the 311 phone system and 311 app launch to improve customer service and staff response times was a significant accomplishment. Further work on the municipalities’ sidewalk program was also a key project.
Royal Canadian Mounted Police R.C.M.P. Improvements in road safety with an overall reduction in crime in the City was the overarching focus of the Cranbrook detachment of the RCMP. Some key accomplishments in 2017 include a decrease in the number of impaired related motor vehicle incidents, along with a lower number of mental health calls requiring RCMP response.
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Long term planning for potable water and storm water management
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Planning for a new quiet space room at the Cranbrook Public Library
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Finalize and implement Negotiation Framework, in partnership with local development industry stakeholders
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Continued planning and strategy towards infrastructure improvement
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Increase R.C.M.P traffic enforcement; identify and management prolific offenders
2017 Annual Report City of Cranbrook
12
Office of the CAO Mission Statement:
The CAO Office provides sound leadership, management of public resources and overall governance and direction of the corporation. It facilitates and enables delivery of the City’s services and programs by building the organizational capacity and strengthening the culture required to deliver the vision, strategies and framework set out by Cranbrook City Council.
Primary Responsibilities The CAO Office is the primary communications link between City Council, staff and the community and exercises general management of the administration of our local government. The roles and responsibilities of the staff that encompass the CAO Office are: Chief Administrative Officer (CAO) This role is appointed by the Mayor and Council and provides strategic direction, operations and departmental leadership delivered by City employees to ensure quality services. This role establishes performance policies and systems, initiates organizational changes, and ensures resource utilization and staff development are utilized to ensure a high level of staff and management performance is
maintained. The CAO also promotes effective government relations, provides guidance and advice to Council regarding municipal operations and is responsible for executing Council’s decisions. City Clerk Responsible for legislative services including the accurate preparation and distribution of council agendas and minutes, preparation and adoption of bylaws and other records as well as preparation of all council correspondence. Coordinates council directives to city staff; administers the Freedom of Information and Protection of Privacy Act and administers oaths and affidavits.
Administrative Manager Assists the CAO in fulfilling responsibilities by supporting strategic and corporate planning, and by coordinating special projects, change management processes and corporate process improvement initiatives. This role also ensures the CAO’s directions are recorded and followed up on. Executive Assistant to the Mayor and CAO Responsible for providing a full range of administrative assistance for the CAO, Mayor and Council. Follows up on delegated inquiries and ensures issues are followed up on and resolved. Drafts a variety of complex correspondence and coordinates schedules and meetings.
2017 Key Projects
In 2017, the CAO Office continued with the culture transformation that was initiated the previous year. This was done by creating new behavioral operating norms and aligning the goals of individuals with the team goals. The focus was on enhancing innovation, productivity and collaboration, as well as reducing regulatory burden.
City of Cranbrook 2017 Annual Report
The CAO Office has also been working closely with staff to encourage decision making and innovative thinking. This Delegation of Authority increases job satisfaction and provides motivation and importance to their role, which in turn helps break monotony and encourages people to be more creative and efficient.
City Clerk and OIC staff finalized the implementation and setup of the electronic Agendas, Minutes and approvals for Council meetings.
Core Department Mandates:
13
• Continuous improvement of services and infrastructure through innovation, teamwork and mindset shift to a learning culture • Lead and promote Cranbrook’s strategic growth and change • Drive community livability and vibrancy by championing culture and recreation • Mitigate the impacts of climate change and protect the environment to maintain our healthy ecosystems • Foster partnerships with community members, provincial and municipal governments to reduce duplication of effort and lower costs
Sale of former Fire Hall No.1
Councillor Mike Peabody Oath of Office
2017 Priority: • Continuous improvement of services and infrastructure through innovation, teamwork and mindset shift to a learning culture 2017 Key Accomplishments: •
Streamlined processes to reduce red tape and improved customer service
•
Delegated Authority - Encouraged and supported decision making and innovative thinking for staff
2018 Goals: •
Team Building - Strengthening synergistic relationships within the organization
2017 Annual Report City of Cranbrook
14
Canadian Rockies International Airport Mission Statement:
To serve the region as airport of choice, providing the City of Cranbrook with a safe, friendly, clean, efficient and profitable airport with a local sense of pride.
Primary Responsibilities The diversity of activities within each day of running the airport makes for a stimulating work environment. Daily duties include the performance of a multitude of physical inspections and maintenance, communications and general management that vary with the seasons. At YXC we operate a robust Safety Management System, from simple checks to operational guidelines and directives, process guidance, risk analysis and mitigation, investigations and quality assurance, business partner and customer communications, marketing and service development, financial planning and management, project management and customer service.
With fifteen tenants operating a wide variety of businesses employing approximating 80 full time equivalent positions and facilitating over a thousand customers per month, the airport has most of the daily activities and needs of a tiny community, from building, grounds, roads/ runways, water system and HVAC system maintenance to Food and Beverage concessions and Lease Management. Operating within Federal Regulation, exceeding regulatory compliance while growing strong relationships with airlines and business partners is core to our success.
As a key catalyst for the economic growth and diversification of our entire region, the airports vision includes an expanding domestic and international market through a continued focus on air service development and the sustainability of air service providers.
engines and pedestrians accessing aircraft. These localized issues were removed and new concrete installed. The sealant in between the concrete panels was replaced. It is anticipated this project will greatly extend the service life of this concrete.
Winter Ops and Fire Suppression Activities Winter of 2016/2017 was one of the most extreme snowfall seasons on record at the airport. Airport technicians worked consistently to maintain airside surfaces in the safest possible configuration. The fire season saw an influx of forest fire suppression aircraft and support equipment which posed difficult operational challenges to accommodate their needs.
2017 Key Projects
Apron Lighting The lighting of the area where aircraft passengers enplane and deplane had insufficient lighting. New lighting will make it easier for passengers to see where they are going, for pilots to inspect aircraft, for aircraft ground crews to load baggage and fuel and for medevac aircraft to complete their operations. Concrete Apron Rehabilitation The concrete which is located on the apron was installed in 1969 and was experiencing localized failures which pose a risk to aircraft
City of Cranbrook 2017 Annual Report
Gate Replacement The vehicle access gate has been replaced with a stronger and more reliable gate which will reduce the risk of unauthorized access from vehicles and wildlife.
Core Department Mandates:
15
• Safe Operations and Regulatory Compliance • Air Service Development • Marketing & Economic Development • Asset Management • Sustainability: Financial, Social and Environmental
Air Tractor - Wildfire
Westjet Service Announcement
2017 Priority: •
Grow air service
2017 Key Accomplishments: •
Westjet to commence 3 times daily service in 2018
•
Pacific Coastal Airlines increased capacity and aircraft size
2018 Goals: •
Convert diversion traffic (those driving to Calgary for their long haul flights) to fly from YXC, utilizing the increased capacity and added value coming in 2018
2017 Annual Report City of Cranbrook
16
Community Services Mission Statement:
The Community Services Department promotes healthy lifestyles through the development of quality parks, facilities, recreation, and cultural opportunities. The Department upholds the bylaws of the municipality. We are leaders in the community facilitating services to residents and visitors, that enhance their quality of life. We provide a challenging work environment, which stresses personal responsibility and development, an opportunity to participate, and the recognition of being an important part of a successful team.
Primary Responsibilities Community Services is guided by the values of providing parks and recreation opportunities to everyone in our City, consistent with responsible use of financial resources, the lifestyle, and the natural setting of the community. In 2017 the department expanded to include Bylaw Services, which is responsible for business licensing, animal control, parking and enforcing municipal bylaws.
The department oversees the operations and maintenance of four arenas and an Aquatic Centre, and works closely with Public Works on operational and planning aspects of fields, trails and parks. A variety of community programming is provided that ranges from aquatic swim lessons to numerous courses for all ages.
The department contributes to community vibrancy by identifying and delivering unique community projects and activities such as the Fall Fair and organizes world class concerts and special events.
Major capital replacement of the roof at Western Financial Place (WFP) will take place in 2018. In 2017, major upgrades were completed at the Cranbrook Curling Club, including replacement of the mechanical room and the exterior siding. Additional capital projects included the replacement of the lighting at WFP to LED, replacement of the Direct Digital Control system at WFP, and Rotary Connector to the NorthStar Rails to Trails.
Cochrane, Nitty Gritty Dirt Band, Canada Day , Chris Hadfield and the Fall Fair. In 2018, the first half of the year will see Our Lady Peace / Mathew Good, Riverdance 20th Anniversary and the Price is Right.
2017 Key Projects
The completion of the first phase of recreation upgrades at Idlewild Park will be a high priority for the first half of the year. In 2017, projects included replacement of pier, installation of fishing docks, accessible paved trail, installation of washroom number 2, habitat enhancement and the construction of a family pavilion. In 2018 work will see completion of washroom number 1, installation of new playground and zip line, a new fireman’s pavilion, continuation of trail paving, landscaping, and new gathering spaces.
City of Cranbrook 2017 Annual Report
The City hosted a number of world class entertainment events which included Hometown Hockey, Smash Mouth, Dallas Smith, EDM (Electronic Dance Music), Tom
The Cycle Network Plan was completed and over 12 km of new cycling infrastructure is planned for 2018. The project will connect residential areas to business and recreation amenities, promoting active living, reducing greenhouse gas emissions and contributing to the overall development of Cranbrook becoming a cycling destination.
17 Core Department Mandates: • Expand the Trail System & accessibility • Improve and upgrade Park amenities • Improve indoor recreation opportunities • Financial accountability • Increase collaboration to deliver recreation opportunities and community vibrancy initiatives Chris Hadfield Stage
Idlewild Lake from Dam
Hometown Hockey Setup
2017 Priority: •
Western Financial Place and Curling Rink facility upgrades
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Expansion of Cycle Network Plan
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Community vibrancy
2017 Key Accomplishments: •
Significant upgrades to Idlewild Park
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Fall Fair
2018 Goals: •
Co-hosting the 2018 Cranbrook / Kimberley 55+ BC Games
2017 Annual Report City of Cranbrook
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Cranbrook Public Library Mission Statement:
The Cranbrook Public Library reaches out to support the needs and aspirations of everyone in our community by promoting literacy and providing access to the world’s information, ideas and culture through a diverse range of services in a welcoming, respectful environment.
Primary Responsibilities Through its services, programs and resources the library connects people of all ages with the information they need, helps them as they develop their literacy skills, facilitates the sharing of ideas in person and on-line, and encourages a lifelong habit of learning. Library staff work hard to make it possible for people to:
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borrow books, DVDs, audio books, ebooks, magazines, streaming videos and use subscription-based resources
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participate in literacybased programs for all ages (storytime, summer reading club, book clubs, author events, seminars, etc.)
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use the public access computers and free wireless Internet access to use on-line resources
2017 Key Projects With a grant from the Kootenay Library Federation we purchased Dot, Dash and Cue robots and tablets to use in coding the robots. We also purchased Lego sets with electrical and mechanical components. We will utilize these in 2018 to provide programs at the library.
2017 marked the final year of the current strategic plan and since it was a year of changes as long-time staff members either retired or temporarily stepped into new roles, a one-year addendum was created for the strategic plan to continue working on items not yet completed.
The Cranbrook Public Library also secured one of 35 new bike racks in the downtown core thanks to the City of Cranbrook and the Cranbrook Sunrise Rotary. This promotes a healthy life style and allows for safe locations for cyclists to lock their bikes.
This plan creates an opportunity for the Cranbrook Public Library to continue moving towards a fully collaborative work system that puts patrons at the centre and offers interesting and innovative programs to our community.
City of Cranbrook 2017 Annual Report
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ask any question they may have, from how to find a critical piece of information, to what they can read next, to how to use their tablet and anything else they may need help with
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meet with others, do homework, or even read
31 Core Department Mandates: • Provide universal access to information and creative works in a wide range of physical and digital formats • Offer literacy based programs that inspire a love of reading, foster social engagement and encourage lifelong learning • Provide reference and information services to help people find the information they need • Create a safe community space where all people are welcome • Foster the sharing of ideas and perspectives by providing a space where people can come together Bike Racks outside of Cranbrook Public Library
Robot Lights
Storytime with Cranbrook Firefighters
2017 Priority: •
Provide exceptional library services and programs to residents
2017 Key Accomplishments: •
New telephone system installed
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Catalogue system migration to system as a server
2018 Goals: •
Plan for a new quiet space room in the library
2017 Annual Report City of Cranbrook
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Finance Mission Statement:
With a focus on outstanding performance in areas of financial planning, management and reporting, accountability, and customer service, the Finance Department supports Council, individual departments, and residents of the City, by providing sound, strategic financial planning, accurate and timely financial information, and always searching for ways to improve service to our customers.
Primary Responsibilities The Finance Department is responsible for the financial administration of the City involving general accounting, payroll, accounts receivable and payable processing, as well as the collection of property taxes and other fees and charges.
The Finance Department also produces the City’s annual financial statements as well as other legislated financial reports.
Our staff support other City Departments by preparing historical financial data analysis, developing projections and forecasts, and assisting with grant applications and reporting. Finance staff help support the 311 call system as well as manage a large volume of inperson inquiries at City Hall.
a budget platform. The result was a format that will meet the needs of the Finance Department as well as all other users throughout the Corporation. The system will streamline the budget process and provide departments with access to better reporting throughout the year.
Auto-Attendant list for the system, developing the call-taker training outline and delivering parts of the training. Once the system went live, Finance management staff continued to play an active role in co-managing the call-takers and overseeing updates to the Playbook.
3-1-1 The Finance Department collaborated with Public Works and Community Services as well as other departments to bring the new 3-1-1 system on-line. As part of the management team responsible for the implementation of the call system, Finance participation included overseeing the development of the FAQ for the 3-1-1 Playbook, creating the
Bargaining Along with other members of the management group, Finance participated in negotiations with C.U.P.E. for a new collective agreement. The negotiations were productive, each side gaining appreciation for issues faced by the other. The resulting agreement provides stability and certainty for all stakeholders.
We oversee the annual budget process, corporate borrowing and investing, purchasing, insurance coverage and claims, and manage reserve and surplus balances.
2017 Key Projects
Budget Process Framework In 2017, the budget process framework was improved to complete the Five Year Financial Plan earlier than had been the practice in the past. The new schedule allows for better planning of projects once approved, and it takes full advantage of the relatively short construction season. Another important benefit is that it allows the Corporation’s project managers to get to the market with their competitive processes early in the season thereby securing better pricing. Budget Software The Finance Department undertook a competitive bid process to select a vendor to provide the City with
City of Cranbrook 2017 Annual Report
19 Core Department Mandates: • General Accounting • Budgeting • Financing • Payroll • Procurement
Climate & Energy Action Award Presentation
Idlewild Dock
Fall Festival
2017 Priority: •
Deliver exceptional service in the area of financial management
2017 Key Accomplishments: •
Improved budget process framework to facilitate earlier adoption
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Information Systems manager recruitment
2018 Goals: •
Roll out budget software to Corporation and manage 2019 - 2023 budget cycle entirely through new platform
2017 Annual Report City of Cranbrook
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Fire & Emergency Services Mission Statement:
To provide efficient, effective, professional emergency response and prevention services to our community. To build and maintain a positive work environment that encourages and supports personal and team initiative in service delivery.
Primary Responsibilities Cranbrook Fire and Emergency Services (CF&ES) functions at two operational levels: Emergency and Non-Emergency. The Emergency level involves emergency response to services specified by Council through the Fire Services Bylaw. Services prescribed by the City of Cranbrook Fire Services Bylaw include firefighting, medical emergencies, water and ice rescue, dangerous goods / hazardous materials incidents and transportation accidents.
Non-Emergency operations include maintaining a state of readiness and providing fire prevention / public education to the community. The state of readiness involves maintaining required certifications and training to ensure competencies to support the mandated services. Day to day duties are comprised of mandatory training sessions, company inspections of all public buildings and managing programs required to maintain apparatus and equipment in a state of readiness.
CF&ES utilizes two management systems to conduct operations. Emergency operations are managed utilizing an Incident Command System that has a rigid chain of command structure. Management of day to day duties is less formal, and reporting and program management is more linear.
In 2018 CF&ES will place a new fire engine in service. A wildland UTV (side-by-side) was purchased and will enhance our ability to respond in the wildland urban interface.
This initiative is aimed at increasing our auxiliary complement to provide adequate staffing to support emergency response operations.
2017 Key Projects
CF&ES is currently in the process of training and implementing Emergency Medical Response (EMR) level services. This undertaking, directed by Council, will enhance the medical response services to citizens within our response community.
City of Cranbrook 2017 Annual Report
Revise CF&ES Recruit Training Program. This will likely result in the new Auxiliary Program model in which CF&ES will train recruits to the NFPA 1001 standard.
21 Core Department Mandates: • Firefighting • Medical Emergencies • Water and Ice Rescue • Dangerous Goods Response • Motor Vehicle Accidents • Fire Prevention • Public Education • Coordinate City’s Emergency Program • Wildfire Fuel Reduction Program
Slater Road Industrial Fire
Award Presentation
CSCL Visit to FireHall
2017 Priority: •
Continue to build capacity to provide professional, cost effective full service operations. This focus aligns with Council’s policy declaration that the City of Cranbrook would strive to provide full service fire and emergency services to the community.
2017 Key Accomplishments: •
Implementation of mobile CAD. This technology provides real time incident response information and mapping that is available in all emergency response apparatus.
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Negotiated a service agreement and implemented emergency response and fire prevention services for ʔaq̓ am.
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Negotiated St Eugene Mission Resort Agreement and expanded the agreement to provide Emergency Medical Services.
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Spec’d and purchased new fire engine.
2018 Goals: •
To pursue avenues to increase capacity and enhance CF&ES’s Training Program. This will result in a day time training position and would create a benefit to the department’s staffing and operations capability.
2017 Annual Report City of Cranbrook
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Infrastructure Planning & Delivery (IPD) Mission Statement:
To deliver effective and sustainable Infrastructure solutions.
Primary Responsibilities Providing GIS and mapping services for all departments and external stakeholders to support internal projects, community programs and economic growth initiatives. These services provide direct support to planning and growth initiatives, Public Works inspection and maintenance programs as well as public initiated service requests.
IPD also manages the City’s Spray Irrigation Site Wastewater Effluent Disposal Operation. A 2,200 acre site under irrigation through 28 separate devices in partnership with 5 ranching families, 3 storage ponds, 3 pump stations, 2 UV disinfection faculties, an alum injection facility linked together with a wireless communication system linked to the City’s SCADA system and cloud software.
2nd Street South Reconstruction Highway 3 to 14th Avenue This section of road was identified through the City’s Asset Management Plan as including a high priority road surface, high priority sanitary and storm sewer, including sections of storm sewer that were failing and at risk of complete collapse.
This high traffic road serves as the main link between downtown and the residential areas to the south, and the underground utility network is the backbone that serves a very large portion of town via the main sanitary and storm sewer trunk lines as well as the large diameter water line providing potable water and fire flow.
potholes and drainage issues. The Paving Program addressed roads in all areas of the City and included local streets, arterial and collector roads, as well as roads in industrial and commercial areas.
The project included full replacement of water, sanitary sewer and storm sewer infrastructure, road structure and concrete curb, gutter and sidewalk, as well as a multi-use pathway as a part of the City’s pedestrian transportation network.
Paving Programs The City awarded two Paving Program contracts in 2018, which were completely designed, managed and administered by City Staff. These projects addressed approximately 20 sections of road which had failing pavement,
IPD leads the City wide Asset Management Framework to define the most effective and efficient asset replacement and maintenance priorities. IPD also uses this framework to manage infrastructure renewal, upgrade, and replacement projects using best practices with a focus on improved local service and delivery.
2017 Key Projects
City of Cranbrook 2017 Annual Report
Each road was reconstructed based on an analysis of the remaining lifespan of the underground infrastructure, as well as the type and volume of traffic, in order to provide the optimum level of asset investment.
23 Core Department Mandates: • Capital Works Program • Asset Management • Special Project Delivery • GIS and mapping solutions • Spray Irrigation Operations
Anderson Crescent - Before
Anderson Crescent - After
Victoria Avenue
2017 Priority: •
Strong delivery of expanded Capital Works program
2017 Key Accomplishments: •
2nd Street South reconstruction
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City managed Road Resurfacing contract
2018 Goals: •
Long term planning for potable water and storm water management
2017 Annual Report City of Cranbrook
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Office of Innovation & Collaboration (OIC) Mission Statement:
To use ingenuity, inspiration and inventiveness while working with, cooperating with, and assisting all City departments and external stakeholders in the OIC responsibilities of development approval, applying land use vision, facilitating business activities and developing the resources of City staff.
Primary Responsibilities The Office of Innovation and Collaboration (OIC) department manages a number of files for the municipality including: economic development, building, planning and communications. Also under the OIC umbrella is Records Management, Staff Recruitment, Retention and Training as well as Computer Network Support.
Planning staff advises both the public and Council on bylaws relating to subdivision, zoning and building in order to manage changes in land use that is consistent with the Official Community Plan (OCP) and helps guide the public through related development approval processes. While Building staff reviews and issues building permits for all buildings and structures constructed or altered within the City.
The Communications Office provides the public and the media with information on City issues and services.
Economic Development completed the creation and implementation of the Destination Marketing Organization (DMO) through Cranbrook Tourism and provided continued support to the Cranbrook-Kimberley Development Initiative (CKDI).
development agreement with the local construction and development community - to be rolled out in 2018.
OIC also oversees and maintains the corporate Records Management system in accordance with the LGMA classification and retention schedule. Computer Network and Support staff maintains and manages citywide computer networks, collects, stores and manages digital data and protects IT infrastructure and data from external threats.
2017 Key Projects
OIC Planners worked on a number of long range special projects including initiating a feasibility study for an inter-modal / logistics facility, began the 12th Avenue South Neighbourhood Plan and worked closely with Community Services on the Cranbrook Cycle Network Plan. Other initiatives included: the downtown bike rack program and community vibrancy. Notable Development Permits approved include the new Wildhorse Surgical office at Victoria Plaza, the new Fitness Inc. building, the Fire Hall Kitchen and Tap renovation of the City’s old Fire Hall No. 1 and the Train Sheds for the Cranbrook History Museum.
City of Cranbrook 2017 Annual Report
OIC staff, City Clerk and Communications staff provided support to the Chief Election Officer for the 2017 by-election. Communications overseen the significant updates and re-launch of the City’s main website @ www.cranbrook.ca. Work also continued toward completion of a negotiation framework for a master
Records Management included research and development of an electronic tracking software to be implemented in 2018 for the City’s legal documents.
25 Core Department Mandates: • Support development in the City through a negotiation framework developed in collaboration with industry • Encourage industrial and business investment through intellectual infrastructure and community vibrancy • Computer and Network, Communication and Records Management • Staff Recruitment, Retention and Training
Accelerate Kootenays - Electric Vehicle Charging Station Grand Opening
COTR Timberframe Pavillion Construction at Idlewild Park
Joseph Creek
2017 Priority: •
Promote innovation and collaboration
2017 Key Accomplishments: •
Completion and launch of Destination Marketing Organization (DMO) Cranbrook Tourism
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Participated in negotiations with C.U.P.E. for a new collective agreement
2018 Goals: •
Create and implement Negotiation Framework
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Design of a Corporate Response Library including intellectual infrastructure and on-line application process
2017 Annual Report City of Cranbrook
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Public Works Mission Statement:
Working to serve the public in a safe, prompt, courteous, efficient manner. Our dedicated employees, strive to plan, design, inspect, build, and maintain public infrastructure in a manner that adequately preserves these assets for succeeding generations.
Primary Responsibilities Public Works crews keep the City moving maintaining roads and lanes, providing potable water, looking after the sanitary and storm water systems and preforming water main repairs. Public works also enhances our citizen’s lives by beautifying our parks, streets and boulevards as well as uphold the city’s many playgrounds and recreational facilities.
Public Works aslo provides engineering approvals and quality control of new developments as wells as infrastructure upgrades. Fifty-three staff members with a vast skill set are designated to parks, waterworks, roads, fleet services, electrical, carpentry, plumbing and administration. Based on seasonal requirements, staff are allocated to the area they are most effective.
2017 Key Projects
Sanitary Flow Monitoring As a proactive measure to prevent sanitary backup as well as provide data for effective infrastructure upgrades Public Works is installing three sanitary sewer flow monitoring stations. These stations will be installed in key locations to provide early indication and trend data to the City’s existing SCADA system. In the event of a sewer overflow situation the monitoring will utilize the SCADA call out feature to notify call out staff.
City of Cranbrook 2017 Annual Report
City Roads Program Public works will be taking on another year of an aggressive roads and sidewalk repair program utilizing various techniques including year two of three crack sealing program. 2018 will include the purchase of an infrared asphalt heater for higher quality repairs, a recycler hotbox, a city owned crack sealer as well as a curber to help control storm water.
Baker Street Lighting As part of a planned replacement as well as beautification of downtown, Public Works will be replacing the street lights on Baker Street. The theme will be similar to 10th Avenue in front of City Hall utilizing a black pole with decorative fixtures.
27 Core Department Mandates: • Aggressive road maintenance repair program utilizing various repair techniques in multiple areas • Aggressive sidewalk maintenance and replacement program • Baker Street decorative street light replacement • R.C.M.P Cell Retrofit and secure booking area • Focus on real-time reporting, inspections and effective asset management Hydrant Testing at Jim Smith Lake
Joseph Creek at Baker Park
Walking Bridge Replacement at Kinsmen Park
2017 Priority: •
Sustainable management and real-time monitoring of assets
2017 Key Accomplishments: •
3-1-1 system
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Sidewalk program
2018 Goals: •
Continued planning and strategy towards infrastructure improvement
2017 Annual Report City of Cranbrook
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Royal Canadian Mounted Police (R.C.M.P.) Mission Statement:
The RCMP is Canada’s national police service. Proud of our traditions and confident in meeting future challenges, we commit to preserve the peace, uphold the law and provide quality service in partnership with our communities.
Primary Responsibilities The Cranbrook R.C.M.P consists of 34 municipal and provincial funded police officers. The Detachment General Duty Patrol Unit provides 24/7 coverage for Cranbrook and surrounding rural communities as first responders and provide the visibility through their day to day activities. The Community Policing Unit is responsible for Community, School, Restorative Justice and Media Liaison, Mental Health Liaison, oversight of all police volunteers,and working closely with our Victim Services Unit on high risk domestic violence issues.
Forensic Identification Services Unit provides operational support to Cranbrook and surrounding areas in analysis and processing of crime scenes and evidence. Police Dog Service provides operational support in apprehension of criminals, missing persons searchesnd avalanche rescue. General Investigation and Crime Reduction Unit is a plainclothes unit that investigates serious / complex crimes, and investigation of organized crime.
Digital Crime Assistance Unit provides technological support to all units when needed in a variety of investigations. First Nations Policing Unit liaises with the Ktunaxa First Nations and provides support. There are 15 municipal employees and a Public Service Employee who provide valuable administrative and day-to-day support to the Cranbrook R.C.M.P members.
2017 Key Projects
In 2017 there was a large turnover of police officers including ten new members transferrng into the Cranbrook Detachment. In April of 2017 members of the Cranbrook R.C.M.P Detachment, E Division Major Crimes out of Surrey and Major Crimes out of Kelowna converged to assist in a homicide investigation. With diligence, persistence and dedication, a suspect was identified and apprehended. This investigation was taxing for our membership and staff at Cranbrook Detachment and detracted from some of our goals in the area of traffic enforcement, property crime and prolific offender management. As a result we saw some increases due to the decrease in priorities that are normally high.
City of Cranbrook 2017 Annual Report
Other incidents were two fires in the immediate vicinity of Cranbrook starting in August 2017; Lamb Creek Fire and St Mary’s Fire. Cranbrook R.C.M.P members and staff worked many hours in the Emergency Operatins Center and within these communities and ensured they were safe from looting and that remaining occupants were safe. Again, these were taxing events that distracted us from accomplishing some of our goals mentioned above. On the positive front, Cst Erin STEVENSON continued to build strong connections with local mental health agencies and Interior Health resulting in very encouraging numbers in relation to the number of mental health related calls police respond
to and the number of people police apprehend under the Mental Health Act. The Cranbrook R.C.M.P are in the midst of entering a partnership with Interior Health Authority’s Urgent Response Psychiatric Assessment Services.
29 Core Department Mandates: • Enhanced Road Safety General traffic and impaired driving enforcement and education • Increased Visibility - Foot patrols, bar walks, street checks and presence at community events • Organized Crime - Drug Enforcement, administration of D.A.R.E. Program and fentanyl presentations
“Cram The Cruiser” Fundraising Event for Food Bank
• Prolific Offender Management - Identification and proactive oversight of prolific offenders in the community • Mental Health - Establishment of a liaison position and increased partnerships within the community
Members Gathering for Rememberance Day 2017 Clearing the Cruiser - Winter 2017
2017 Priority: •
Crime reduction
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Road safety
2017 Key Accomplishments: •
Lower mental health calls and apprehensions
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Decreased number of impaired related Motor Vehicle incidents
2018 Goals: •
Increase traffic enforcement
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Identify and manage prolific offenders
2017 Annual Report City of Cranbrook
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City of Cranbrook 2017 Annual Report
55 STATEMENT OF 2017 PROPERTY TAX EXEMPTIONS Following adoption of City of Cranbrook Annual Taxation Exemption Bylaw No. 3880, 2016, the following properties were provided a permissive property tax exemption by City Council for the year 2017, as per sections 224(2)(a) and 224(2)(g) of the Community Charter.
Roll Number 259.000 283.000 539.000 841.000 889.000 1040.000 1102.000 1118.000 1121.000 1190.000 1197.000 1259.000 1309.000 1310.000 1312.050 1520.000 1522.000 1524.000 1595.001 1822.000 1972.000 2120.000 2842.000 2967.000 3479.000 4525.000 4558.020 4673.500 4675.000 4748.000 4800.030 5199.000 5829.000 5961.025 8809.000 8829.010 8850.000 8852.000 9510.000 9890.000 10189.000 13016.001 18008.000 18008.015 18010.000 18010.500
Municipal Property Taxes Exempted
Address
Property Tax Exemption Recipient
219 - 15th Avenue South 202 - 13th Avenue South 201 - 7th Avenue South 821 - 1st Street South (100%) 125 - 10th Avenue South (83%) 38 - 13th Avenue South 2 - 12th Avenue South 39 - 13th Avenue South 45 - 13th Avenue South 1007 Baker Street 11 - 11th Avenue South 43 - 10th Avenue South 42 - 7th Avenue South 38 - 7th Avenue South 36 - 7th Avenue South 16 - 12th Avenue North (92%) 20 - 12th Avenue North 22 - 12th Avenue North 20 - 14th Avenue North 328 - 14th Avenue South 300 - 10th Avenue South 300 - 6th Avenue South 922 - 11th Avenue South 501 - 11th Avenue South 1100 - 11th Street South 2100 - 3rd Street South 2200 - 3rd Street South 19 - 15th Avenue South 1500 - 1st Street South (50%) 46 - 17th Avenue South 2324 - 2nd Street South 1601/1603 - 6th Street North 533 Slater Road NW 572 Industrial Road B 2001 - 21st Avenue North 2304 - 4th Street North Kootenay Street North Kootenay Street North (42%) 1200 Kootenay Street North 2210 - 2nd Street North 629 - 6th Street NW 1100 - 14th Avenue South 57 Van Horne Street South 75 Van Horne Street South 1 Van Horne Street North CP R/W Lease
Fred Scott Rotary Villa $ Ktunaxa Nation Council Ruthenian Greek Church New Apostolic Church Canada Summit Community Services Society Synod of the Diocese of Kootenay United Church of Canada Canadian Mental Health Association Canadian Mental Health Association Ktunaxa/Kinbasket Child & Family Cranbrook Community Theatre Society Roman Catholic Bishop of Nelson Cranbrook & District Search & Rescue Society Cranbrook & District Search & Rescue Society Cranbrook & District Search & Rescue Society Community Connections Society of Southeast BC Community Connections Society of Southeast BC Community Connections Society of Southeast BC Key City Theatre Society First Baptist Church of Canada Foursquare Gospel Church of Canada Seventh-Day Adventist Church (BC Conference) East Kootenay Lutheran Parish Pentecostal Assemblies of Canada Summit Community Services Society Knox Presbyterian Church Trustees of Mt Baker Congregation of Jehovah's Witnesses Cranbrook Society for Community Living Cranbrook Society for Community Living Ktunaxa Nation Council The Dwelling Place Church Ministries Rocky Mountain Housing Society Governing Council Salvation Army in Canada Cranbrook Food Bank Society Trustees of the Cranbrook Fellowship Baptist Church Cranbrook Society for Community Living Cranbrook Alliance Church Cranbrook Alliance Church Christian & Missionary Alliance, Canadian Pacific Div. Church of Jesus Christ of Latter-Day Saints Cranbrook Christian School Society Roman Catholic Bishop of Nelson Cranbrook Archives Museum & Landmark Foundation Cranbrook Archives Museum & Landmark Foundation Cranbrook Archives Museum & Landmark Foundation Cranbrook Archives Museum & Landmark Foundation
473 3,736 706 56 9,172 2,259 920 5,427 1,148 7,262 3,976 685 476 7,507 476 10,910 7,511 4,578 20,855 2,108 1,511 1,542 2,805 1,568 2,509 1,671 1,801 30,126 2,206 5,079 3,203 2,702 1,643 7,845 2,485 2,469 3,308 1,242 7,642 2,315 2,165 2,579 1,874 29,873 1,325 512
2017 Annual Report City of Cranbrook
CITY OF CRANBROOK 40-10th Avenue South CRANBROOK, BC V1C 2M8 WWW .CRA NBRO OK .CA
