2022 Business Plan

2022

Business Plan

The City of Cranbrook

Organizational Overview

MISSION STATEMENT

Cranbrook strives to be a progressive community, enhancing

MISSION the qualitySTATEMENT of life enjoyed by citizens through the delivery

With a focusand on out¬standing performance in areas of financial planning, of program service excellence while fostering management, and reporting, account¬ability, and customer service, a business-friendly climate. the Finance Department supports Council, individual departments, and residents of the City, by providing sound, strategic financial planning, accurate and timely financial

Values TRANSPARENCY 2022-23 Work Plan We are accountable to those we serve, and

GOOD GOVERNANCE

Table of Contents

PROJECT Finance End Work and Area we will ensure that weFront communicate

Study with our citizens on important engage ???? decisions wherever possible and appropriate.

COST $15,000

INTEGRITY We hold ourselves and our staffObligations to the PROJECT Asset Retirement

highest standards of personal conduct and Consultant treat ????. one another and the public with respect and dignity.

COST $25,000

INNOVATION PROJECT FMW Financial Statement De-

We are committed to ensuring that our citizens receive high quality and timely municipal services.

RESPONSIVENESS

The Finance Department is responsible for the financial administration of the City.

City Overview .............................................................

PAGE 3 This involves general accounting, payroll, accounts

We oversee the annual budget process, corporate borCanadian Rockies rowing and investing, purchasing, insurance coverage International Airport ........................................PAGE 5 and claims, and manage reserve and surplus balances.

ROBUST ECONOMY

receivable and payable processing, as well as the Human Resources ..............................................

4 collection of property taxes and other fees andPAGE charges.

We produce the City’s annual financial statements as Corporate Services well as other legislated financial reports. and Information Technology........... PAGE 6-7 Our staff support other City Departments by preparing reporting.

Financial 10-11 Finance staff Services support the..................................

311-call systemPAGE as well as

manage a large volume of in-person inquiries at City Finance Fire and Emergency Services.PAGE 12-13 Hall.

We listen carefully to the concerns and priorities of our citizens to ensure that our plans align with community needs. We will communicate regularly with those we serve so they understand why we make the choices we do.

Public Works.................................................. PAGE 14-15

Royal Canadian Mounted Police.................................................. PAGE 16 Director Public Library...................... PAGE 17 Cranbrook Finance

Recreation and Culture................... PAGE 18-19

Accounting Services Manager

Accounting Clerk

Accounts Payable Clerk

Business Plan| Page 2

Tax & Accounts Receivable Clerk

RCMP Admin Office Manager

Clerk/Cashier

Improved trust between Council and administration Strengthen relationships with other governments • Cranbrook has constructive regional, provincial, and federal relationships to rely on in the future.

Engineering historical financial data analysis, developing projections and forecasts, and assisting with grant applications and and Development Services ...............

PAGE 8-9

We take a creative and forward-thinking velopment approach to decision-making with the future ???? of our community in mind.

COST $20,000

SERVICE EXCELLENCE

2022 High Priority Strategies

Receptionist

RCMP CUPE Staff

Review and modify service levels as necessary • Service delivery is optimized based on the City’s current capacity.

Creating an on-line presence that provides a streamlined process for accessing city services • Informational barriers to accessing support and programs offered by the City is minimized.

Payroll Clerk

Creating a Downtown Revitalization Master Plan.

• Residents and visitors feel comfortable and welcome in all areas of the downtown.

• Downtown events and businesses are well attended.

Review downtown zoning to increase housing throughout the core.

• A diversity of housing options in the downtown core is available to those who want to live downtown.

• Official Community Plan is updated as necessary to densify the downtown core.

Provide incentives to increase the attainable housing stock.

• A diversity of housing options is available to new and current residents of Cranbook.

Update Economic Development Plan • Cranbrook’s Economic Development Plan is ENVIRONMENT aligned with Council’s strategic priorities and Creating a water quality and supply master plan current business needs.

• Completed and being brought before Council in • The City understands what the business community City of Cranbrook 2022. needs from the City.

Organizational Charts, December 1, 2021 Continue to support the Joseph Creek rehabilitation project Cranbrook Tourism Master Plan (CTMP) City of Cranbrook • A positive and multi-dimensional community impact • Creating a shared vision and strategy as it applies to Organizational Charts, December 1, 2021 is created by maintaining a healthy functioning creek tourism, destination marketing and visitor services. system.

Mayor & Council

City of Cranbrook Organizational Chart

Mayor & Council Executive Assistant Mayor and CAO Chief Administrative Officer

Executive Assistant Mayor and CAO

Chief Administrative Officer

Deputy Director

Financial Analyst

THRIVING COMMUNITY

Director Engineering & Development Director Services Engineering & Development Services

Director Finance

RCMP

Director Fire Services

Director Public Works

Director Finance

RCMP

Director Fire Services

Director Public Works

Organization Charts to be implemented for positions and reporting

Director Human Resources Director Human Resources

Director Recreation & Culture Director Recreation & Culture

Corporate Services Team Corporate Services Team

City of Cranbrook| Page 3

Human Resources

Canadian Rockies International Airport

MISSION STATEMENT

To provide the City with best practices in Human Resources delivery.

MISSION STATEMENT

2022 Work Plan

The diversity of activities within each day of running the airport makes for a stimulating work environment.

STAFF DEVELOPMENT INITIATIVE Senior Leadership Development and Certifications • Leadership and Team Development programs

• Elected Officials Orientation • Value-based culture Development Workshops and Workplace Assessment

BUDGET $45,000 Supervisor and Managers Development / Refreshers • Supervisory skills 101 (Delegation, Discipline

Human Resources (HR) provides the following strategic functions for the corporation:

and Performance Management • Conflict Management and Other Alternative Dispute Resolution Procedures • On-going review of Employment Legislation and Progressive Discipline Processes • Managing/Supervising in a Union environmentCBA Interpretation

• Leading the development and implementation of employee and labour Relations policies and best practices.

• Developing internal procedures and best practices for recruitment and selection.

• Designing a staff development and training model to strengthen service delivery to the citizens.

BUDGET $60,000 Corporate Staff Development Initiatives Special Certifications and Skills • Specialized Certifications Equipment Operators

• Reviewing compensation, benefits policies, and practices to ensure the City employees are equitably paid.

and Safety Sensitive positions • Records Management - Certification Human Resources

• Established an employee health and wellness culture in line with best practices and Worksafe BC legislation; and

OHS COVID-19 Strategies – Contingency measures

• Overall administration of all human resources functions and occupational health and safety needs of the City.

BUDGET $40,000 BUDGET $40,000

Financials 2022 BUDGET

Human Resources

OH&S Advisor

Business Plan| Page 4

HR Coordinator .5 FTE

With nineteen tenants operating a wide variety of businesses, the airport has most of the daily activities and needs of a tiny community, ranging 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 airport’s vision includes an expanding domestic and international market through a continued focus on air service development and the sustainability of air service providers.

Financials 2022 BUDGET

Revenue

Director Human Resources

Business Partner HR & Training

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. Other daily responsibilities include business partner and customer communications, marketing and service development, financial planning and management, project management and customer service.

Expenses 2122 HUMAN RESOURCES..................................777,060

HRIS Analyst

To serve the region by becoming the airport of choice and to provide the City of Cranbrook with a safe, friendly, clean, efficient, and profitable airport with a local sense of place.

2022-23 Work Plan Dump Truck and Plow

Purchase dump truck and plow to replace 1980 Mack truck.

BUDGET $520,000 Airfield Lighting and Guidance Signs, Cabling and Transformers Replace airfield lighting with LED, replace cabling, transformers and air side guidance signs.

BUDGET $2,298,507 LED Upgrade LED upgrade to Woodtick Hill beacon.

BUDGET $18,000 Sliding Doors

Replace sliding doors in ATB. Replace drive motors, bells, rollers and pulleys do to end of service life.

BUDGET $30,000 Energy Improvements

Replace fire hall furnaces and thermostat.

Upgrade wash bay lights to LED. Replace maintenance building exterior lights and thermostats.

1432 AIRFIELD....................................................(940,878) 1433 RENTALS...................................................... (74,722) 1434 AIR TERMINAL BUILDING........................ (148,405) 1435 GROUND SIDE.......................................... (433,908) 1439 SERVICE FEES & SUNDRY........................(170,339)

BUDGET $50,000

Expenses

Parking App

2191 AIRPORT MANAGEMENT............................. 914,200 2192 ADMINISTRATION........................................192,254 2193 OPERATIONS................................................792,458

BUDGET $10,000

Vehicle Charging Station Install 10x level 2 electric vehicle chargers.

BUDGET $200,000 Replace existing parking app with Way-to-Park.

City of Cranbrook| Page 5

Corporate Services

Information Technology

MISSION STATEMENT

Corporate Services is a professional and proactive team that is dedicated to enhancing partnerships, programs, and systems for the community and the corporation.

2022 Work Plan

2022 Work Plan CORPORATE SERVICES

Community Economic Development Strategy

Project Management Program

Corporation wide approach to project execution and methodology. Utilizing standardized Project Management processes and templates to maximize efficiencies, provide better quality and reduce risk.

BUDGET $50,000 Comprehensive Council Orientation

Hold the Municipal General Election and develop a new orientation package which encompasses information/education packages, content and schedules.

BUDGET $71,000 Electronic Document Management System

Engineering PPMP requirements, Human Corporate Services – Self Managed Team Resources, permanent files from storage.

BUDGET $50,000

Corporate Services Coordinator .50 FTE

Corporate Officer/City Clerk

Administrative Manager

CORPORATE SERVICES TEAM (Supports Whole Corporation)

Economic Development Officer

Business Plan| Page 6

Provide the citizens and buiness owners a clear vision of the city’s economic development objectives, goals and mission statement.

BUDGET $50,000 Tourism Master Plan

Creating a shared vision and goals as it relates to tourism, visitor experience and destination development..

BUDGET $93,500 Corporate Services provides a number of key functions to help support the entire organization: • Preparation and distribution of Council Agendas and the Recording of Minutes of the various select and standing Committees of Council.

• Administer Oaths, Take Affirmations, Affidavits and Declarations and FOIPP requests.

Chief Administrative Officer

Executive Assistant to Mayor & CAO

• Project Management.

• Maintain custody of Corporate Records, City Bylaws and Policies; and Corporate Services also support in Communications, Economic Development, and Information Technology (IT) Services Legislative & Policy Advisor

Communications Officer

Information Systems Manager

2022 Work Plan

ECONOMIC DEVELOPMENT BUDGET $369,500

Communications creates and maintains positive community and media relations and public awareness for the organization and the programs and services it delivers. It also coordinates and manages community engagement opportunities, management of emergency and crisis public messaging.

Economic Development supports existing and new business and development, helping them thrive and grow by providing access to important market research and business intelligence. Economic Development also works to facilitate local connections to help support the establishment of business operations.

Corporate Services Self Managed Team

INFORMATION TECHNOLOGY

2022-23 Work Plan CORPORATE SERVICES

Update Communications Strategy (annual)

Updated annually, this strategy helps identify information citizens frequently require from the City and ensures resources and staff activities are aligned to both the needs of the community and of the organization.

City Website and Social Media Presence Enhancements

Ongoing back-end website security and module maintenance & updates, content updates, image creation and development, website hosting and backup.

Capital Projects - Office/ Technological Equipment • Office Automation • ArcGiS and City Server • IT Interconnect Phase 2 • Ipads for New Council

BUDGET $274,000

Major Repairs - Equipment Information Technology

BUDGET $10,000

Information Technology

BUDGET $25,000 Support to 2022 Water Ambassador/Water

Conservation Education Work with Water/Waste Water Manager on developing public messaging and education tools and provide support to Water Ambassador position (COVID-19 PHO dependent).

BUDGET Funded through the Water Fund Develop Administration Code of Conduct/Employee Manual

Research is completed and will finalize policy in conjunction with Human Resources.

Support Development of Staff Intranet Web Portal

Work in conjunction with Human Resources and IT to create & provide content for portal.

BUDGET TBD Provide Information and Support

Public information for 2022 Capital Works Program, Phase 2 Influent Trunk Main and Lagoons Projects.

Financials 2022 BUDGET Expenses 2111 MAYOR AND COUNCIL ADMINISTRATION........ 332,384 2117 ELECTIONS AND REFERENDA (#10 121110).... 71,000 2121 CORPORATE SERVICES ADMINISTRATION... 1,373,926 2125 ECONOMIC DEVELOPMENT..............................198,500 2127 INFORMATION TECHNOLOGY SERVICES..........978,331 2128 BUILDING (CITY HALL)...................................... 174,755 2129 SPECIAL PROJECTS...........................................407,062 City of Cranbrook| Page 7

Engineering and Development Services MISSION STATEMENT

Financials 2022 BUDGET

To use creativity and innovation to enhance quality of life opportunities in the City.

Revenue

1253 PLANNING AND ZONING............................(18,600) 1252 BUILDING INSPECTION............................ (350,000) 1251 ENGINEERING.............................................(79,500) 1216 PARKING................................................... (160,200) 1213 ANIMAL CONTROL.......................................(35,000) 1212 BYLAW/BUSINESS LICENSES................. (195,000)

2022 Work Plan

PLANNING AND ENGINEERING Downtown Revitalization Master Plan Official Community Plan Update RFP for Development Approval Software Work with BC Transit on Transit Improvements Complete LAS with Shadow Mountain HOA Support Rehab Work at Mt Royal Estates

The Engineering and Development Services department is multi-disciplinary.

Expenses 2126 DOWNTOWN PARKING................................ 105,647 2131 DEVELOPMENT SERVICES ADMINISTRATION...........

1,891,454 2132 PLANNING & DEVELOPMENT......................... 7,000 2136 BUILDING SERVICES....................................... 3,550 2138 BYLAW SERVICES.......................................... 98,710 2139 DEVELOPMENT SERVICES - OTHER...........536,300 2148 BUILDING (ENGINEERING)......................... 197,000

It includes Planning and Development, Engineering, Building Services, and Bylaw Services. It handles development permit approvals, variances, OCP and Zoning Amendments, future planning, Subdivision Agreements, engineering designs and oversight, building permits, building inspections, and bylaw education and enforcement.

Work with Public Works on Trunkmain and City Lagoon Upgrades

Trunkmain to Victoria substantially complete in 2021 with a few outstanding issues to be finished in 2022. Est. cost $4.5 million.

Phase 1 of Lagoon Upgrades to be undertaken in 2022 will include desludging cell 1, bypass piping/outfall cell 1, new diffusers and dyke upgrades for cell 1. Est. cost $4.75 million.

Future phasing will include addressing cells 2 and 3 including completing all dyke work around the perimeter to prevent flood contamination into Joseph Creek. These works will add $4 million to the project cost. Overall project costs have increased due to higher material costs and more sludge than anticipated.

Work must be substantially complete by March 2025.* Scope and objectives of grant to be confirmed to minimize increased costs. *Province is looking at extending completion date.

2022 Work Plan

Engineering and Development Services

BUILDING AND BYLAW SERVICES Good Neighbours Bylaw Standards and Maintenance Bylaw Update Building Bylaw Implement Bylaw Notice Adjudication System Integrate new Development Approval Software for Building Permits Dozens of major developments anticipated • breweries, commercial construction, single family and multi-family developments

Continue to address social pressures as Cranbrook grows

Business Plan| Page 8

City of Cranbrook| Page 9

Financial Services MISSION STATEMENT

With a focus on outstanding performance in areas of financial planning,

MISSION STATEMENT management, and reporting, accountability, and customer service, the

With a focus on out¬standing in areas of financial planning, Finance Department supportsperformance Council, individual departments, management, and reporting, account¬ability, and customer service, and residents of the City, by providing sound, strategic the Finance Department supports Council, individual departments, financial planning, accurate and timely financial and residents of the City, by providing sound, strategic information, and always searching for ways to financial and timely financial improve planning, service toaccurate our customers.

2022 Work Plan FINANCE

Prepare for implementation of PS 3280, Asset Retirement Obligation, effective for year ending December 31, 2023 Amend Procurement Policy (in draft) Investment Policy Debt Policy Evaluate Procurement Card Program Complete transition of payroll to budget software (was expected to be completed in 2021, encountered incompatibility issues, working with vendor to resolve.)

Participate in the development of new Council Orientation Package Front end work area study

The Finance Department is responsible for the financial administration of the City.

This involves general accounting, payroll, accounts receivable and payable processing, as well as the collection of property taxes and other fees and charges.

We oversee the annual budget process, corporate borrowing and investing, purchasing, insurance coverage and claims, and manage reserve and surplus balances.

We produce 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 support the 311-call system as well as manage a large volume of in-person inquiries at City Hall.

Financial Services

Financials 2022 BUDGET Expenses 2141 FINANCE ADMINISTRATION......................1,288,113 2149 FINANCIAL MANAGEMENT - OTHER............. 82,000

SOLID WASTE Revenue 134 SOLID WASTE FEES................................. (2,229,792) 159 OTHER REVENUE......................................... (314,418)

Expenses 2481 ADMINISTRATION........................................ 122,610 2482 GARBAGE & WASTE COLLECTION..............438,579 2487 LANDFILL SITE OPERATIONS.................. 1,595,000 2489 OTHER..........................................................558,259

WATER Revenue 134 WATER FEES............................................ (3,210,346) 111 TAXES / ASSESSMENTS.......................... (1,632,312)

CORPORATION OF THE CITY OF CRANBROOK 2022 – 2026 FIVE YEAR FINANCIAL PLAN FIVE YEAR FINANCIAL PLAN BYLAW NO. 4073, 202 SCHEDULE B

In accordance with Section 165(3.1) of the Community Charter, the City is requ Year Financial Plan, objectives and policies regarding each of the following:

1. The proportion of total revenue that comes from each of the funding sou 165(7) of the Community Charter; 2. The distribution of property taxes among the property classes; and 3. The use of permissive tax exemptions.

Expenses

Total Revenues

2481 ADMINISTRATION........................................594,130 2482 WATER SYSTEM OPERATIONS................ 1,880,282 2483 WATER SYSTEM INFRASTRUCTURE........... 887,159 2489 OTHER.......................................................... 214,330

During its preparation of the Five Year Financial Plan, the City of Cranbrook mai Revenue objectives:

SEWER Revenue 134 SEWER FEES........................................... (2,448,634) 134 SPRAY IRRIGATION REVENUE.................... (200,000) 111 TAXES / ASSESSMENTS..............................(895,475)

PUBLIC TRANSIT

1232 PUBLIC TRANSIT...................................... (268,000) 1. To keep property taxes and user fees affordable for the City’s residents; Expenses 2. To provide sustainable levels of service; 2145 PUBLIC TRANSIT. ....................................

1,200,000in a good state of repa 3. To maintain City .owned assets and infrastructure 4. To lessen the tax burden on property owners by pursuing other revenue

The proposed 2022 total revenues by funding sources are:

The proposed 2022 total revenues by funding sources are:

Expenses 2481 ADMINISTRATION........................................ 582,172 2482 SEWER SYSTEM OPERATIONS.................... 674,029 2483 SEWER SYSTEM INFRASTRUCTURE...........340,633 2488 SPRAY IRRIGATION OPERATIONS............... 852,147 2489 OTHER..........................................................167,593

% of Total Revenue

Revenue Source Property Value Taxes Parcel Taxes User Fees & Utility Charges Other sources Reserves & Surplus Proceeds from Borrowing

Business Plan| Page 10

31% 3% 14% 16% 27% 10%

City of Cranbrook| Page 11 x

Property Value Taxes:

The majority of the City’s revenue is obtained through property taxes

Fire & Emergency Services

Fire and Emergency Services

Director – 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.

The role of the Fire & Emergency Services Department in Cranbrook is defined by Fire Services Bylaw No. 2676.

2022 Work Plan

Efficient, effective emergency response delivery.

Advance training, operational capacity and fire prevention activities to support growth in multi-family housing.

Wildfire risk reduction • Fuel reduction through Firesmart and

landscape treatment.

• Operational capacity building through staffing models and fleet planning.

• Education and experience via BC Wildfire, OFC initiative and Wildfire Urban Interface Symposium.

Leadership development • Safety • Accountability • Command • Control • Strategies • Tactics

Fire Department Master Plan Dry storage for City assets

Every member of the department works hard to provide effective and efficient “Full Service” fire and rescue response to our community. This requires a focus on education, training and planning and is grounded in a public service delivery model that puts firefighter safety as a prerequisite to service delivery.

Secretary Dispatcher

City Emergency Program (Contractor)

Fire and Emergency Services

Wildfire Risk Reduction (Contractor)

Deputy Fire Chief

Auxilliary Firefighter Program

Fire Prevention Coordinator

Fire Training Coordinator

Cranbrook Fire & Emergency Services prides itself on delivering exceptional value-added services to our community through Fire Prevention and Public Education Programs. We feel very strongly that the goal of helping to keep our community safe must include the prevention of emergencies. It is our goal to fully support our citizens in learning the skills they need to be safe.

This is complemented by our Inspection Program, mandated by the Fire Services Act, which requires a regular schedule of inspections for all public buildings. Through these inspections, the fire department engages property owners to better understand and maintain the fire safety features present in their facilities. These inspections help ensure that our public spaces remain safe for users and owners while the building is occupied.

Captain A Shift

Captain B Shift

Captain C Shift

Captain D Shift

A/Captain A Shift

A/Captain B Shift

A/Captain C Shift

A/Captain D Shift

Firefighters x 3

Firefighters x 3

Firefighters x 3

Firefighters x 3

Firehall meeting room to classroom Mental, Emotional and Physical Resilience

Firefighters have 4x the rate of psychological disorders that are seen in the average population.

Resilience can be learned and improved thus we have committed to nurturing and supporting this in our members.

Resilient staff serve our community better, and stay at work longer.

Business Plan| Page 12

Financials 2022 BUDGET

Revenue

1242 FIRE.........................................................(1,071,293)

Expenses 2221 FIRE OPERATIONS....................................3,983,024 2222 FIRE FIGHTING EQUIPMENT.......................233,399 2223 FIRE FIGHTER TRAINING.............................. 26,125 2224 FIRE MITIGATION MEASURES.....................621,490 2228 BUILDING (FIRE HALL)................................ 114,876

City of Cranbrook| Page 13

Public Works

2022 Work Plan WATER SUPPLY

Drinking Water Quality & Supply Master Plan

MISSION STATEMENT

Working to serve the public in a safe, MISSION STATEMENT prompt, courteous, efficient manner.

With a focus on out¬standing performance in areas of financial planning, Our dedicated and employees strive to plan, management, reporting, account¬ability, and customer service, design, inspect, build, and maintain public the Finance Department supports Council, individual departments, infrastructure in a manner adequately and residents of the City, bythat providing sound, strategic preserves these assets for succeeding financial planning, accurate and timely financial generations.

• PRV1 Upgrade Design •Phillips Reservoir Storage Capacity Modeling • Gold Creek Dam Design

Creek Flow Monitoring Program Water Operations

• Annual Maintenance Program •Leak Repairs •Water quality

CREEKS & STORMWATER

2022 Work Plan Bylaw Updates

(Waterworks, Cross Connection Control)

PRV8 Completion McPhee & Theatre Rd Rail Crossing Upgrades Balment Stairs Replacement 14th and 2nd St N Traffic lights

INFRASTRUCTURE

2022 Capital Works Program

• Paving & Resurfacing Program • Side Street Water and Sewer Reconstruction • Annual Road & Sidewalk Maintenance Program • Mt Royal Reconstruction Phase 2

Victoria Avenue and 4th Street North • Proposed 3 Year Program • 4th Street North: 2022 • Victoria Avenue Phase 1: 2023 • Victoria Avenue Phase 2: 2024

OTHER PROJECT

City Hall Council Chambers Renovation RCMP Upgrades

• Building Design and Renovation • CCVE – Public/Private/Interior Spaces

Westlawn Cemetery Master Plan City Hall DDC & HVAC Public Works Yard Upgrades (Sand Shed; Wash Ramp; Cold Storage)

Library Exterior Revitalization

Business Plan| Page 14

Public Works oversees the monitoring, maintenance, and renewal of all major infrastructure assets, including roads, water distribution, sanitary and storm sewer, parks, and outdoor recreation facilities.

Through the Infrastructure Planning & Delivery (IPD) Division, long term asset and infrastructure planning activities are undertaken as well as oversight of capital infrastructure projects.

Fifty-three staff members with a vast skill set are designated to parks, waterworks, roads, fleet services, electrical, carpentry, plumbing, engineering, and administration. Based on seasonal requirements staff is allocated to the area they are most effective in order to ensure a collaborative and efficient approach to providing the core services that make our City function.

WASTEWATER MANAGEMENT Sanitary Infrastructure Repair/ Replacement/Upgrade • Lagoon Sludge Dredging

• Aeration and Diffusers Replacement • Spray Irrigation Asset Management Plan • Effluent Pump Rebuild

Sanitary Operations

• Annual Flushing and Maintenance • CCTV Inspection and Condition Assessment • Inflow/Infiltration Management

Creek Flow Monitoring

Restore Joseph Creek Framework Creek and Drainage Upgrades Joseph Creek 15th Ave & 1st St Channel Construction

Public Works

Financials 2022 BUDGET

Revenue

1262 CEMETERIES...............................................(30,480) 153 OTHER PROPERTY RENTALS........................(66,800)

Expenses 2411 PUBLIC WORKS ADMINISTRATION..........1,027,483 2419 PUBLIC WORKS - OTHER.............................224,904 2421 GENERAL EQUIPMENT COSTS................. 1,184,076 2431 BUILDINGS................................................... 177,432 2433 OTHER CITY BUILDINGS............................. 170,727 2441 ROADS.......................................................2,212,219 2442 SNOW AND ICE CONTROL.......................... 760,506 2451 ENGINEERING & FIELD WORKS.................110,000 2461 CEMETERIES & MAUSOLEUM....................124,253 2471 PARKS, PLAYGROUNDS & CITY EVENTS. 1,371,737 2472 PARADES & FESTIVALS................................. 77,905

City of Cranbrook| Page 15

Royal Canadian Mounted Police

Cranbrook Public Library

WithRCMP a focus on out¬standing in areas planning, The is Canada’s nationalperformance police service.

Proudof offinancial our traditions management, and reporting, account¬ability, and customer service, and confident in meeting future challenges, we commit to the Finance supports individual departments, preserve theDepartment peace, uphold the law,Council, and provide quality and residents of the City, by providing sound, strategic service in partnership with our communities. financial planning, accurate and timely financial The Cranbrook RCMP is committed

MISSION STATEMENT

MISSION STATEMENT

2022 Work Plan

to working with all levels of government and non-government agencies to support safe communities to maintain the public’s confidence and trust in the services we provide (BC RCMP 2018-2020 Strategic Plan).

IT Support • Permanent 50% resource

• 1 year temporary increase to 100% • Funded from RCMP surplus • City IT Department provides oversight to position

Watch Clerk

This temporary position was created and staffed starting in March 2021 to manage administrative work typically performed by members during their shifts. This has increased the time available for members to answer calls for service and conduct proactive policing.

Our detachment is responsible for all emergency calls for service within the communities we serve and work in partnerships with dedicated Federal, Provincial and Municipal enforcement agencies for numerous overlapping mandates.

Our support staff address non-emergency requests for assistance between the hours of 8:00 am and 4:00 pm, Monday to Friday with after hour requests forwarded to our Operational Control Centre in Kelowna.

RCMP Beyond the initial police response, investigational tasks

Using existing funds in 2022, RCMP will convert the temporary position to permanent full-time and add a further part-time permanent resource. Additionally, Detachment RCMP surplus will be used to expand the program Commander further by an additional 1.5 temporary (1-year) RCMP fulltime positions.

are delegated to the appropriate internal resource including our Enhanced Response Unit, Indigenous Police Service and Forensic Identification Services.

RCMP

Detachment Commander RCMP

Royal Canadian Mounted Police

RCMPFinancials 2022 BUDGET

Detachment Commander RCMP

Revenue

1241 POLICE...................................................... (344,054)

Expenses 2211 POLICE ADMINISTRATION........................6,196,029 Chief Financial Officer .....................200,440 Office Manager City 2218 BUILDING (RCMP BUILDING).

(Admin)

RCMP Officers X 27 Office Manager

Chief Financial Officer (Admin)

Office Manager

Chief Financial Officer (Admin)

RCMP Officers X 27 RCMP Officers X 27 CPIC

CPIC

CPIC

Exhibits Custodian

PC Support Specialist

Exhibits Custodian

PC Support Specialist

Exhibits Custodian

PC Support Specialist

Business Plan| Page 16

IT‐ Extraction Specialist (Term) IT‐ Extraction Specialist (Term) IT‐ Extraction Specialist (Term)

The Cranbrook Public Library reaches out to support the needs and aspirations of everyone in our community. It promotes literacy and provides access to the world’s information, ideas, and cultures by offering a range of services in a welcoming, respectful environment.

Watch Clerks X3

Data Processing Clerk

Watch Clerks X3

Data Processing Clerk

Watch Clerks X3

Data Processing Clerk

Receptionist X2

Jail Guard X4

Receptionist X2 Receptionist Casual

Jail Guard 4 JailXGuard Casual

Receptionist X2 Receptionist

Jail Guard 4 JailXGuard

Receptionist

Jail Guard

Casual

Casual

Court Liaison Officer

Redesign the Library’s website

First Library Card The library recognizes that people love to read, need to keep learning throughout their lives and want to connect with each other to share ideas in a welcoming place.

Expand in person programming Adapt services to meet our communities’ evolving needs Work closely with City to get the Library Exterior Revitalization Centennial Project shovel ready

Each day, library staff is committed to meet people’s information and literacy-related needs by providing access to a diverse range of services, programs, and resources.

The library enables people to: • Borrow or access books, DVDs, audio books, eBooks, magazines, streaming videos, and digital resources.

• Participate in literacy-based programs for all ages, such as story times, author events, coding workshops, seminars.

• Find answers to any question they may have, from getting a critical piece of information to what they can read next.

City

Court Liaison Officer

Open Idea Lab and Reading Room

• Access on line resources by using the public computers, free wireless access, and printing services.

City

Court Liaison Officer

2022 Work Plan

Custodian

Custodian Custodian Casual Custodian Custodian Casual Custodian

• Get one-to-one technological assistance on topics such as how to: use a tablet, protect personal information on line, access government services, connect with others via email and social media, download and use apps; and • Meet with others, take exams, do homework, take a break from a busy day, or sit and read for a while.

Financials 2022 BUDGET Revenue 10-153220-100 LIBRARY BUILDING ......................(314,421)

Expenses 2147 CRANBROOK PUBLIC LIBRARY.........................831,286

City of Cranbrook| Page 17

Recreation and Culture

2022 Work Plan PROJECTS AND INITIATIVES

MISSION STATEMENT

The Recreation and Culture Department promotes healthy lifestyles through theSTATEMENT development of quality parks, facilities, recreation, MISSION and cultural With a focus opportunities. on out¬standing performance in areas of financial planning, management, reporting, account¬ability, and customer service, We are leadersand in the community facilitating services to the Finance Department supports Council, residents and visitors, which enhance theirindividual quality of departments, life. and residents of the City, by providing sound, strategic We provide a challenging work environment, financial planning, accurate and timely financial which stresses personal responsibility and development, an opportunity to The Recreation and Culture department participate, and the recognition strives to bring a sense of community to the of being an important citizens of Cranbrook through access to part of a successful recreation facilities, events, and programs. team.

The Department is guided by the values of providing

2022 Work Plan CAPITAL WORKS PROJECTS Parks & Trails

• Confederation Park Upgrades • Skatepark Expansion (grant dependent)

BUDGET $717,575 Western Financial Place - Complex • Diving Board Replacement • Entrance Doors

BUDGET $73,000 Western Financial Place – Equipment • Compressor Micro Panel Upgrade

• Outdoor LED Screen Replacement • Physical Space Review Front End (OH&S)

parks, recreation, and cultural opportunities to everyone in our City, consistent with the responsible use of financial resources, the lifestyle, and the natural setting of our community.

The department oversees the programming, operations and maintenance of Western Financial Place, the Memorial and Kinsmen Arenas, Aquatic Centre and numerous sports fields and parks. The department works closely with Public Works on outdoor facility maintenance and parks/trail development.

A variety of community programming is offered to all ages, including dog obedience for adults, fitness for seniors, youth sport programs, summer PLAY program, swim lessons and much more. The department also coordinates a variety of major concerts, community celebrations and sporting events, and works closely with many user groups who produce exciting local events.

Continue to attract special events, concerts and activities for our residents

• Attract four major concerts/events.

• Seek a community partner to host Canada Day and Winter Blitzville.

Arena Upgrades

Financials 2022 BUDGET

Revenue

0000 Recreation................................................ (435,400) 0001 Western Financial Place...........................(810,000)

Expenses

• Upgrades to WFP Front desk entrance and fire safety systems.

Replacement of outdoor LED screen, diving board, and lower level sport flooring.

• Install common area readerboard and catwalk extension to east concession.

Revitalization of Confederation Park • Contingent on funding, complete trail and

parking lot surfacing and the installation of toilets, shade structure and a bird watching tower.

Recreation & Culture

0000 Recreation............................................... 1,339,220 0001 Western Financial Place......................... 3,225,345

Director Recreation & Culture

Recreation & Culture Development Clerk

General Manager Venues & Events Aquatic & Program Manager

Operations & Events Manager

Recreation Program Contractors

Event & Facility Contractors

BUDGET $103,000 SPECIAL PROJECTS

Community Vibrancy Initiatives

BUDGET $20,000 MAJOR REPAIRS

Facility Assistant

WFP Facility Supervisor

Pool Desk & Office Upgrades Annual Allotments – WFP and Memorial/Kinsmen Arenas

BUDGET $80,000

Aquatic Supervisor

Office & Program Assistant

Recreation and Culture

Head Life Guard

Arena Technicians X 6 + X 1 Casual

Business Plan| Page 18

Memorial/ Kinsman Facility Supervisor

Arena Technicians X4

Reception‐Clerk X 2 PT > 20 hrs X 2 PT <20 hrs X 3 Casual

Lifeguard 2 X 4 > 20 hrs

Lifeguard 1 Relief Guards X 15

City of Cranbrook| Page 19