2023
Business Plan
The City of Cranbrook MISSION STATEMENT
Cranbrook strives to be a progressive community, enhancing the quality of life enjoyed by citizens through the delivery of program and service excellence while fostering a business-friendly climate.
Values
TRANSPARENCY
We are accountable to those we serve, and we will ensure that we communicate and engage with our citizens on important decisions wherever possible and appropriate.
INTEGRITY
We hold ourselves and our staff to the highest standards of personal conduct and treat one another and the public with respect and dignity.
INNOVATION VISION
The regional hub of the Kootenays, provides a unique lifestyle and the best place to call home.
We take a creative and forward-thinking approach to decision-making with the future of our community in mind.
SERVICE EXCELLENCE
We are committed to ensuring that our citizens receive high quality and timely municipal services.
RESPONSIVENESS
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.
Table of Contents
City Overview................................................................. PAGE 3 Canadian Rockies International Airport...................................... PAGE 4-5 Corporate Services and Information Technology................................ PAGE 6 Cranbrook Public Library............................. PAGE 7 Engineering and Development Services............................... PAGE 8-9
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Financial Services...................................... PAGE 10-11 Fire and Emergency Services.....................................................................PAGE 12-13 Human Resources............................................. PAGE 14 Royal Canadian Mounted Police...................................................... PAGE 15 Public Works...................................................... PAGE 16-17 Recreation and Culture...................... PAGE 18-19
Organizational Overview 2023 High Priority Strategies GOOD GOVERNANCE
ROBUST ECONOMY
Improved trust between Council and administration • Trust is ongoing • Completed review of Cuff Report and implementation of recommendations
Creating an online presence that provides a streamlined process for accessing city services • City website updated and Economic Development website launched alongside Data Portal
Updating organization chart and identify vacant positions and gaps • Completed organization chart and new structure implemented in December 2021 • Revisiting priority-based budgeting
THRIVING COMMUNITY
• Completion of the Downtown Revitalization master plan
ENVIRONMENT
Creating a Water Quality and Supply master plan • Completed and being brought before Council in 2023
Reviewing and adopting a draft reserve and surplus policy based on principles of effectiveness, transparency, and city sustainability City of Cranbrook • Reserve and Surplus Policy approved in July 2020 and Organizational Charts, December 1, 2021 City of Cranbrook Reserve Funds Establishment Bylaw adopted by Council in June 2021 Organizational Charts, December 1, 2021 Council is currently working on a
2024 Strategic Plan
Mayor & Council
City of Cranbrook Organizational Chart
new Strategic Plan for 2024.
Mayor & Council Executive Assistant Mayor and CAO Chief Administrative Officer
Executive Assistant Mayor and CAO
Chief Administrative Officer
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
Canadian Rockies International Airport MISSION STATEMENT
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.
2023 Work Plan
• Dump Truck and Plow Purchase dump truck and plow to replace 1980 Mack truck.
• Airfield Lighting and Guidance Signs
Replace airfield lighting with LED, replace cabling, transformers and air side guidance signs.
• Replace Staff 21 Pick-up Truck • Replace SMI Snow blower Existing 1984 snow blower will be at end of service life.
• Airport Security Cameras & Software
Replace obsolete and dysfunctional security cameras and support software, while increasing the number of cameras throughout the building and add cameras to the exterior.
• Airport Terminal Building Accessibility Audit/Updates Complete accessibility audit of ATB and implement recommendations.
• ATB-what does this stand for? Tourism & Advertising Infrastructure
Install tourism kiosk and add infrastructure for additional advertising spaces.
• Sliding Doors Replace sliding doors in ATB.
Replace drive motors, bells, rollers and pulleys due to end of service life.
• Condition Assessment of Airport Water & Sewer System Assess condition of Airport water/sewer system as the system is 50 years old (installed in 1972).
• Energy Improvements Replace fire hall
furnaces and thermostat. Upgrade wash bay lights to LED. Replace maintenance building exterior lights and thermostats.
• Charging Station Install 10x level 2 electric vehicle chargers.
• Parking App Replacement to HotSpot
Replace existing parking app (Way-to-Park).
Business Plan 2023| Page 4
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 Canadian Rockies International Airport (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. 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 Regulations, 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 2023 BUDGET
Revenue
AIRFIELD............................................................ 1,409,489 RENTALS.................................................................. 83,878 AIR TERMINAL BUILDING......................................129,525 GROUND SIDE....................................................... 744,024 SERVICE FEES & SUNDRY....................................232,949
Expenses AIRPORT MANAGEMENT................................... 1,038,662 ADMINISTRATION..................................................208,455 OPERATIONS...........................................................817,517 OTHER...................................................................... 30,000
City of Cranbrook| Page 5
Corporate Services 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.
2023 Work Plan CORPORATE SERVICES
INFORMATION TECHNOLOGY
• Strategic Planning Session • Community Housing Corporation Study • Recreation and Culture Service Review • Social Development Program Coordinator • Update Communications Strategy • Update Social Media Governance and Recording & Retention Policies • Develop ‘How To Access City Information’ public education campaign • Forest & Wildfire Safety Public Awareness • Digitizing Records • Develop internal Communications Strategy • Develop Waste Diversion Public Awareness Campaign Partnership With RDEK
• Backup and Disaster Recovery • Wireless Network Upgrades • Device Management • Hybrid Work Environment • Secure Access Service Edge
Corporate Services Self Managed Team Corporate Services provides a number of key functions to help support the entire organization: • Preparation and distribution of Council Agendas and the recording and storage of Minutes of the various select and standing Committees of Council. • Administer Oaths, take Affirmations, Affidavits and Declarations and FOIPP requests. • Project Management. • Maintain custody of Corporate Records, City Bylaws, Policies and supports all City departments. • Corporate Services includes Communications and Information Technology (IT) Services. 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.
Financials 2023 BUDGET Expenses MAYOR AND COUNCIL ADMINISTRATION...................341,864 CORPORATE SERVICES ADMINISTRATION............. 1,558,089 INFORMATION TECHNOLOGY SERVICES....................981,031 BUILDING (CITY HALL)............................................... 182,296 SPECIAL PROJECTS.....................................................314,656 Business Plan 2023| Page 6
Cranbrook Public Library MISSION STATEMENT
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.
2023 Work Plan • Apply for grants and finalize plans for Library Exterior Revitalization Centennial Project • Create a Business Continuity Plan for the Library
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.
• Write a new Strategic Plan • Expand programs to reach new audiences
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 and seminars. • Access on line resources by using the public computers, free wireless access, and printing services. • Find answers to any question patrons may have, from getting a critical piece of information to what they can read next. • 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 2023 BUDGET Revenue LIBRARY BUILDING .................................................... 320,171
Expenses CRANBROOK PUBLIC LIBRARY...................................894,813 City of Cranbrook| Page 7
Engineering and Development Services MISSION STATEMENT
To use creativity and innovation to enhance quality of life opportunities in the City.
2023 Work Plan • Implementation of Development Approval Software • Housing and Land Use Planning Strategy • Asset Management • Business and Economic Development
PLANNING • Complete Downtown Revitalizing Master Plan • Complete OCP Update • Initiate Zoning Bylaw Review and Update • Baker Park Master Plan • Housekeeping and administrative Bylaw Amendments (Delegation of Variances, Alternative Notice)
ENGINEERING & INFASTRUCTURE • Sanitary Sewer Master Plan Update • Transportation Master Plan Update • Active Transportation Master Plan • Subdivision and Development Servicing Bylaw Review and Update • 4th Street North Phase 2 Construction • Shadow Mountain Local Area Service Sanitary Sewer Construction • Gold Creek Dam Design
Business Plan 2023| Page 8
The Engineering and Development Services department is multi-disciplinary. It includes Planning and Development, Engineering, Building Services, Economic Development 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.
BUILDING AND BYLAW SERVICES • New Pet Registration Service – Docupet • Develop and Implement Good Neighbor’s Bylaw • Parking Meter review • Secondary Suites review • Automation of Business Licenses and Building Permits • Establish Cranbrook as a Building leader
ECONOMIC DEVELOPMENT • 95A Employment Lands Initiative / Industrial Lands • Canadian Rockies International Airport Employment Lands Development • ?aq’am Protocol Agreement • Ktunaxa Cultural Initiative • Foreign Direct Investment Initiative / CanExport grant • Renewable Energy / ETSI-BC grant • Tourism Master Plan Implementation • Event Strategy Master Plan
Financials 2023 BUDGET
Revenue
PLANNING AND ZONING......................................... 18,600 BUILDING INSPECTION.........................................350,000 ENGINEERING......................................................... 79,500 PARKING................................................................160,200 ANIMAL CONTROL................................................... 36,000 BYLAW/BUSINESS LICENSES...............................199,000
Expenses DOWNTOWN PARKING..........................................108,636 DEVELOPMENT SERVICES ADMINISTRATION.. 2,396,028 ECONOMIC DEVELOPMENT..................................221,750 PLANNING & DEVELOPMENT................................... 3,000 BUILDING SERVICES................................................. 3,600 BYLAW SERVICES..................................................109,500 DEVELOPMENT SERVICES - OTHER..................1,149,123 BUILDING (ENGINEERING)................................... 195,145
Engineering and Development Services
Director of Engineering & Development Services
City of Cranbrook| Page 9
Financial Services 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. We provide sound, strategic financial planning, accurate and timely financial information, and continually search for ways to improve customer service.
2023 Work Plan FINANCE
• Migrate to new payroll system • Prepare for implementation of PS 3280, Asset Retirement Obligation, effective for year ending December 31, 2023 • Amend Procurement Policy (in draft) • Investment Policy (in draft) • Debt Policy • Grants to Non-Profit Organizations • Front end work area study
Financials 2023 BUDGET
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.
Expenses
Finance staff support the 311-call system as well as manage a large volume of in-person inquiries at City Hall.
FINANCE ADMINISTRATION.............................. 1,335,675 FINANCIAL MANAGEMENT - OTHER....................... 69,219
Financial Services
Business Plan 2023| Page 10
SOLID WASTE CORPORATION OF THE CITY OF CRANBROOK
2022 – 2026 FIVE YEAR FINANCIAL PLAN FIVE YEAR FINANCIAL PLAN BYLAW NO. 4073, 202 SCHEDULE SOLID WASTE FEES........................................... 2,285,822B
Revenue
OTHER REVENUE...................................................263,070
WATER Revenue OTHER....................................................................693,000 WATER FEES.......................................................3,370,030 TAXES / ASSESSMENTS.................................... 1,626,032
In accordance with Section 165(3.1) of the Community Charter, the City is requ Expenses Year Financial Plan, objectives and policies regarding each of the following:
ADMINISTRATION..................................................140,969 1. The proportion of total revenue that comes from each of the funding sou GARBAGE & WASTE COLLECTION........................ 495,711 165(7) of the Community Charter; RECYCLING COLLECTION. .....................................401,399 2. The distribution of property taxes among the property classes; and LANDFILL SITEofOPERATIONS............................ 3. The use permissive tax exemptions. 1,625,000 OTHER...................................................................... 10,000
Expenses
Total Revenues
ADMINISTRATION..................................................654,240 WATER SYSTEM OPERATIONS...........................2,027,836 WATER SYSTEM INFRASTRUCTURE...................1,210,809 OTHER....................................................................343,526
During its preparation of the Five Year Financial Plan, the City of Cranbrook mai Revenue objectives:
SEWER Revenue SEWER FEES...................................................... 2,571,105 SPRAY IRRIGATION REVENUE...............................270,000 TAXES / ASSESSMENTS.................................... 1,089,448
PUBLIC TRANSIT
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; 3. ToTRANSIT. maintain................................................1,210,000 City owned assets and infrastructure in a good state of repa PUBLIC 4. To lessen the tax burden on property owners by pursuing other revenue
The proposed 2022 total revenues by funding sources are:
The proposed 2023 total revenues by funding sources are:
Expenses ADMINISTRATION..................................................638,030 SEWER SYSTEM OPERATIONS.............................. 696,479 SEWER SYSTEM INFRASTRUCTURE..................... 360,510 SPRAY IRRIGATION OPERATIONS......................1,271,549 OTHER....................................................................200,590
% of Total Revenue
Revenue Source Property Value Taxes Parcel Taxes User Fees & Utility Charges Other sources Reserves & Surplus Proceeds from Borrowing
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 and 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.
2023 Work Plan • Efficient, effective emergency response delivery • Fire Department Master Plan • Community Wildfire Protection Plan • Community Firesmart Committee • Large/Complex building pre-plans • Fire Department management software replacement- records management system • High-rise/Standpipe/Elevator focus in training
The role of the Fire & Emergency Services Department in Cranbrook is defined by Fire Services Bylaw No. 3676.2010. 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. 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.
Financials 2023 BUDGET
Revenue
1242 FIRE...........................................................1,115,675
Expenses 2221 FIRE OPERATIONS................................... 4,333,645 2222 FIRE FIGHTING EQUIPMENT....................... 221,701 2223 FIRE FIGHTER TRAINING.............................. 26,257 2224 FIRE MITIGATION MEASURES.....................878,535 2228 BUILDING (FIRE HALL)................................116,859
Business Plan 2023| Page 12
Fire & Emergency Services
Director – Fire & Emergency Services 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
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
City of Cranbrook| Page 13
Human Resources MISSION STATEMENT
To provide the City with best practices in Human Resources delivery.
2023 Work Plan • Develop a Diversity, Equity and Inclusion Accountability Framework • Continuous Learning & Staff Development Initiatives • Mental Health and Psychological Safety Programs • Positive Attitude Safety Programs • Managing in a Unionized Environment/ Collective Bargaining Agreement Interpretation • CUPE Job Evaluation (Comparable Benchmarks Human Resources Market Survey) • Project & Asset Management Skills
Human Resources Director Human Resources
Human Resources (HR) provides the following strategic functions for the corporation: • 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. • Reviewing compensation, benefits policies, and practices to ensure the City employees are equitably paid. • Established an employee health and wellness culture in line with best practices and Worksafe BC legislation; and • Overall administration of all human resources functions and occupational health and safety needs of the City.
Financials 2023 BUDGET Expenses HUMAN RESOURCES............................................ 985,109
Business Partner HR & Training
OH&S Advisor
Business Plan 2023| Page 14
HR Coordinator .5 FTE
HRIS Analyst
Royal Canadian Mounted Police
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.
The Cranbrook RCMP is committed
2023 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
• Extend temporary increase to 100% for a second year (2022 was funded @ 100%) • Funded from RCMP surplus • City IT Department provides oversight to position
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.
• Watch Clerk
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.
Where divisional staffing is unable to provide the required number of operational members, our local watch clerk team can absorb more of the regular members’ administrative function to help our members effectively respond to every call for service. Our current team has already shown value beyond our long-term goals and continue to take on more of the regular member administrative burdens. For budgetary and human resource reasons it is (was?) imperative we make all four positions permanent, as we know we will be relying on them more and more.
Beyond the initial police response, investigational tasks are delegated to the appropriate internal resource including our Enhanced Response Unit, Indigenous Police Service and Forensic Identification Services.
RCMP
Royal Canadian Mounted Police
Detachment Commander RCMP
Financials 2023 BUDGET
RCMPRevenue
Detachment Commander RCMP
POLICE...................................................................428,009
Expenses POLICE ADMINISTRATION..................................6,829,007 BUILDING (RCMP BUILDING)................................ 210,205
Office Manager
Chief Financial Officer (Admin)
City
Office Manager
Chief Financial Officer (Admin)
City
RCMP Officers X 27 RCMP Officers X 27
CPIC
Exhibits Custodian
PC Support Specialist
CPIC
Exhibits Custodian
PC Support Specialist
IT‐ Extraction Specialist (Term) IT‐ Extraction Specialist (Term)
Watch Clerks X3
Data Processing Clerk
Receptionist X2
Jail Guard X4
Court Liaison Officer
Custodian
Watch Clerks X3
Data Processing Clerk
Receptionist X2 Receptionist
Jail Guard 4 JailXGuard
Court Liaison Officer
Custodian Custodian
Receptionist Casual
Jail Guard Casual
Casual
City of Cranbrook| Page Casual Casual 15 Custodian Casual
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.
2023 Work Plan • Production Wells Emergency Power • Phillips Reservoir Slope Stabilization • Shallow Well Decommissioning (#1&2) • Rebuild of one Victoria Ave retaining wall • Design of gender inclusive public works change room • Boys and Girls club HVAC • Industrial area streetlights • Shop Crane upgrades • Shop Hoist replacement • Public Works HVAC replacement • Warehousing improvements • Certify mechanics to service emergency vehicles
SPRAY IRRIGATION CAPITAL PROJECTS • UV Reactor parts • Shop heater • Pivot E2 • Outfall pipeline inspection & outfall repairs • Community Buildings Greenhouse Gas (GHG) Reduction Study • Fleet policy and procedure and vehicle electrification plan • Public Works EV Chargers • Climate Action Plan • Snow and Ice Level Of Service Increase • Brine Storage & Wash Facility
Business Plan 2023| Page 16
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.
Financials 2023 BUDGET
Revenue
CEMETERIES............................................................ 30,480 OTHER PROPERTY RENTALS.................................. 66,800
Expenses PUBLIC WORKS ADMINISTRATION....................... 761,864 PUBLIC WORKS - OTHER.......................................633,627 GENERAL EQUIPMENT COSTS.......................... 1,525,960 BUILDINGS............................................................. 175,428 OTHER CITY BUILDINGS........................................204,650 ROADS................................................................ 2,383,204 SNOW AND ICE CONTROL.....................................854,025 ENGINEERING & FIELD WORKS...........................110,000 CEMETERIES & MAUSOLEUM...............................134,782 PARKS, PLAYGROUNDS & CITY EVENTS.......... 1,483,856 PARADES & FESTIVALS........................................... 84,261
Public Works
Director of Public Works
City of Cranbrook| Page 17
Recreation and Culture MISSION STATEMENT
The Recreation and Culture Department promotes healthy lifestyles through the development of quality parks, facilities, recreation, and cultural opportunities. We are leaders in the community facilitating services to residents and visitors, which 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.
2023 Work Plan PROJECTS AND INITIATIVES
• Continue to attract special events, concerts and activities for our residents • Arena Upgrades at Western Financial Place (WFP) • WFP Entrance Doors • WFP Fire Alarm Control, Annunciator Panel & Heat and Smoke Detectors • WFP Compressor Micro Panel Upgrade • Lower Arena Sports Flooring • Dehumidification System • Replace Mechanical variable-frquency drives (VFDs) • Outdoor LED Screen Replacement • Stage Drape House Curtain • Concession Security Gates
• Revitalization of Confederation Park • Skatepark Expansion
The Recreation and Culture department strives to bring a sense of community to the citizens of Cranbrook through access to recreation facilities, events, and programs. The department is guided by the values of providing 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, fitness, 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.
• Cycling/Pedestrian Trail Infrastructure
Financials 2023 BUDGET
Revenue
Recreation.............................................................435,450 Western Financial Place.......................................836.135
Expenses Recreation......................................................... 1,625,023 Western Financial Place....................................3,432,277
Business Plan 2023| Page 18
Recreation and Culture
City of Cranbrook| Page 19