2024 Annual Report
CITY OF CRANBROOK
Members of Council
Vision
Cranbrook is a vibrant community surrounded by natural beauty. Find your opportunities here.
Mission
Where a sense of belonging, innovation, and diversity meet. Cranbrook is a regional economic, social, and cultural centre. The best place to call home.
Top Left: Councillor Wesly Graham, Councillor Mike Peabody, Councillor Wayne Stetski, Councillor Ron Popoff. Bottom Left: Councillor Lynnette Wray, Mayor Wayne Price, Councillor Norma Blissett.
Message from the Mayor
We acknowledge that we as representatives of the City of Cranbrook, conduct business and support those who live, work and play within the traditional territory of the Ktunaxa Nation.
On behalf of Council and City staff, I am pleased to present the 2024 Annual Report which provides an overview of our performance for the 2024 year.
As a Council, we recognized the challenges faced by the community overall at a time when resources are limited. Thanks to our dedicated city administration and staff we saw a number of key accomplishments achieved that will have a positive impact on the community as we move forward.
• City Human Resources and CUPE Local 2090 worked tirelessly and reached a four-year collective agreement.
• The City conducted an in-depth service review of our Recreation and Culture Services that will assist in providing cost effective services and programs into the future.
• The City was awarded $9.5m in funding from the Federal and Provincial governments for a Phillips Reservoir UV Disinfection Facility which will ensure safe, clean drinking water for the future.
• A retrofit of the Memorial Arena was undertaken, and the arena was reopened with a new life expectancy of 50 plus years. The $3m project included a $500,000 contribution from the RDEK and funding from the Canada Community Building Fund. Our community is very fortunate to have extraordinary support from our local contractors and businesses who made it possible for this project to be cost effective and timely.
• The City launched an e-Scooter Pilot Project, partnering with Bird Canada, in an effort to promote active transportation.
• The City started automated curbside garbage collection in June. Weekly garbage collection and bi-weekly recycling collection will continue, as ongoing data will be reviewed to seek efficiency opportunities.
• The City undertook a public survey to gather feedback from parents and families about their child care needs.
• Final reports from the Mayor’s Taskforce on Housing, and Mayor’s Taskforce on Homelessness, Community Safety and Wellbeing were completed.
• Two townhall sessions on homelessness and social issues, hosted by the Mayor’s Taskforce on Homelessness, Community Safety and Wellbeing, took place in June. The sessions were open to the public to discuss key community challenges and help find solutions.
• The City launched a citizen survey to gather input on options to reduce taxes. Feedback from the survey will be considered for ongoing budgetary decisions and corporate change.
• Council adopted an amendment to the City’s Zoning Bylaw to ensure compliance with the Province’s new Bill 44 housing legislation.
• Mayor and Council had numerous meetings with Provincial Ministers to discuss legal, social and safety concerns and made requests for senior government support.
• 2024 saw the demolition of the Knights Hall building and approval for the demolition of the former Kootenay Springs water bottling building.
• City staff approved or processed approximately 38 subdivision applications, which represent more than 450 new doors.
The 2024 City Business Plan focused on asset management, policy development, and creating efficiencies, as reflected in the budget.
Local governments, like Cranbrook are facing the challenge of doing more with fewer resources, and Council aims to meet those challenges with responsible budgeting, planning, and essential spending. Ongoing advocacy and maintaining relationships with local businesses and senior governments is also key.
With global markets becoming unpredictable, financial management is critical. The City must remain diligent and disciplined to providea positive future for all citizens, with Council and staff committed to making the necessary decisions and working together to ensure that future.
Senior Management Team
Mark Fercho
Chief Administrative Officer
Charlotte Osborne, CPA,CGA
Director of Finance, Chief Financial Officer
Scott Driver
Director of Fire and Emergency Services
Trevor Thors
Director of Recreation and Culture
Corporate Partners
Staff Sergeant Barry Graham NCO, i/c Cranbrook Detachment Royal Canadian Mounted Police
Tristen Chernove, Airport Manager Canadian Rockies International Airport
Ursula Brigl, Chief Librarian Cranbrook Public Library
Mike Matejka, ASCT Director of Engineering & Development Services
Tony Hetu Director of Public Works
Ndaba Dube and Peter Choi Director of Human Resources
Legal Counsel
The Merged Law Firm of Lidstone and Company and Murdy & McAllister; Rockies Law Corporation
Bank - Bank of Montreal
Auditors - BDO Canada LLP
2024 Council Appointments & Representation - Committees
Advisory Planning Commission (APC)
Councillor Lynnette Wray
Councillor Wes Graham
Cranbrook Public Library Board
Councillor Wayne Stetski
Cranbrook History Centre
Councillor Mike Peabody
Cranbrook Social Planning Society of Cranbrook and Area
Councillor Wayne Stetski
Chamber of Commerce
Councillor Mike Peabody
Cranbrook Tourism Society Board
Councillor Ron Popoff
Ktunaxa Kinbasket Treaty
Advisory Committee
Councillor Wayne Stetski
Alternate Councillor Norma Blissett
Regional District of East Kootenay Board and Kootenay East Regional Hospital
District Board
Mayor Wayne Price, Councillor Norma Blissett
Alternates Councillor Lynnette Wray & Councillor Ron Popoff
Canadian Rockies International Airport (YXC)
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. Other daily responsibilities include business partner and customer communications, marketing and service development, financial planning, 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 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.
For the first time in five years, YXC is in a position to be looking toward growth and some exciting innovation. Both Westjet and Air Canada have demonstrated commitment to enhancing their schedules and seat capacity at YXC. In partnership with the Province of BC and several other BC Airports, including BC’s three largest hubs, YXC will continue work toward the goal of achieving carbon neutrality by 2030.
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.
Projects&Priorities
Key Projects Completed in 2024
Air Terminal Building HVAC System Upgrades
• The HVAC system controls and equipment for hydronic heating and cooling were upgraded to increase comfort for building occupants.
Top Projects/Priorities 2025
Holdroom Capacity Increase project
• Due to increasing aircraft size the holdroom is becoming cramped during peak periods. A reconfiguration and expansion of the space will increase the customer experience for the travelling public.
Vehicle Parking System Replacement
• The current parking pay stations have been unreliable which results in customer frustration and revenue loss. The existing system is approximately 9 years old and due for replacement.
Top Projects/Priorities 2026-2027
Repave main car parking lot and curbside road
• The main parking lot was last paved in 1991 and is beginning to fail.
Replace 2005 John Deere front end loader
• Existing unit will be at end of service life.
Electric Vehicle Charging Stations
• 5 EV charging stations were installed in 2024. The stations are frequently used by staff and occasionally the travelling public.
Replace Runway Snowblower
• The airport will replace the 1984 SMI Snowblower. The 2000 SMI Snowblower will become the secondary snowblower and the new Blower will become the primary unit for the 2025-2026 season. A reliable snowblower is critical to maintaining safe airside surfaces during winter operations.
Hold Room Expansion
• Phase two of holdroom reconfiguration/ expansion.
Corporate Services
Corporate Services bridges the strategic direction of the municipality to its operational activities. Council direction, corporate and community goals, and stakeholder interests are all considered. The department includes the roles and duties of Corporate Administration, Communications, Information Technology (IT) Services and the Social Development Coordinator. The core functions of Corporate Services are:
• Overall management of the day-to-day delivery of municipal services.
• Communication link between Administration and Council.
• Support to Mayor and Council, fulfillment of statutory requirements.
• Preparation and distribution of Council agendas and the recording of minutes of Council.
• Administer oaths, take affirmations, affidavits, and declarations, FOIPP and OIPC files.
• Strategic Plan implementation.
• Project Management.
• Maintain custody of corporate records, City bylaws and policies.
• Legislative services including bylaw and policy review, land sales, dispositions and Land Titles filings.
• Coordination of general local elections of Council and School District 5 and other processes requiring electoral approval.
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.
• Build and maintain community and media relations, public awareness of City programs and services, provide emergency and crisis public messaging and build advocacy and relationships across multi-levels of government.
• Information technology services primarily provides network, application, and desktop support, along with systems management support to all departments and the Cranbrook RCMP detachment.
• Provides technology infrastructure and automation within the organization.
Projects&Priorities
Key Projects Completed in 2024
• Recreation and Culture Service Review.
• Childcare Facility Planning – Application to ChildCare BC New Spaces Fund.
• Generative Artificial Intelligence (AI) Policy.
Top Projects/Priorities 2025
• Diversity, Equity, and Inclusion (DEI) program development.
• Network Storage Replacement.
• Public Works Network Redundancy.
• Review and update Communications Strategy.
• Research and implement alternative, non-traditional advertising options.
• Develop and implement corporate Public Engagement Plan.
Top Projects/Priorities 2026-2027
• 2026 Local Government and SD5 Local General Election (arrange contractor, provide support).
• Review and update Communications Strategy.
• Review and update Council policies and procedures.
• Mayor’s Task Force On Homelessness, Community Safety & Wellbeing and Mayor’s Task Force On Housing.
• Backfile scan of Building, Engineering, Cemetery and Reports.
• Review and update Council policies and procedures.
• Support other departments to update, replace, and revise bylaws.
• Streamline electronic records into official FileHold EDRM records management system such as Recreation and Culture and Planning.
• Scanning of historical bylaws, Council meeting minutes and agenda packages into FileHold.
• Support other departments to update, replace, and revise bylaws.
• Streamline electronic records into Official FileHold EDRM records management system.
Cranbrook Public Library
For a century, the Cranbrook Public Library has been a cornerstone of community life, serving the City of Cranbrook and surrounding areas on the traditional lands of the Ktunaxa Nation. In 2025, as the Library celebrates its 100th anniversary, it continues to welcome hundreds of residents each day who rely on its diverse programs, resources and services. The Library’s inviting space offers much more than books: people can borrow items from a large collection that includes audiobooks, eBooks, films, magazines, and even unique items like radon detectors and seed packets for spring gardens.
Membership is free for local residents, who can borrow up to 40 items at a time. The innovative Idea Lab empowers creativity, providing equipment for podcasting, digital art, and 3D printing. Programs for all ages foster learning, connection, and inspiration. They range from Storytime and Summer Reading Club to Science Saturdays, author talks, and creative workshops like Wine & Paint and Board Game Nights.
The library is also a vital support hub, offering free wi-fi, public computers, one-on-one technology help, and exam supervision for distance learners. Staff are dedicated to making every visit welcoming, helping patrons discover new interests and connect with others.
As a gathering place and trusted resource, the Cranbrook Public Library strives to enrich lives, advance literacy, and strengthen the social fabric of the community every single day.
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.
Projects&Priorities
Key Projects Completed in 2024
Programs to Spark Conversations and Curiosity
• Science Saturdays offer children fun hands-on activities focused on science, technology, engineering, arts, and math skills.
• The Senior Men’s Social held every week on Tuesday afternoon from 1 to 3 pm gives participants a place to gather, enjoy a cup of coffee and cookies, share information, talk about far-ranging topics, and from time-to-time try to solve the world’s problems. In the process, they forge new friendships, and gain a sense of being heard and valued by each other.
Top Projects/Priorities 2025
Celebrate the Library’s 100th Anniversary
• The Cranbrook Public Library turns 100 in 2025! Events and activities, both in the Library and throughout the community, will take place throughout the year to celebrate a century of service and look forward to the next 100 years.
• Spirit of the Rockies Festival theme is “100 Years of Stories”.
• Cranbrook & District Arts Council “100 Years of Stories” community art exhibition.
• Centenary book and artwork.
Top Projects/Priorities 2026-2027
Public Technology Coordinator
• Increasingly, essential government and life services are primarily available online. Yet many people lack the skills and confidence needed to navigate these digital platforms. The Library helps bridge this gap by providing free access to computers, internet and wi-fi, as well as knowledgeable staff to help people. The Library wants to create a permanent part-time public technology trainer position who will help people gain confidence using technological
Supporting Employees’ Psychological Well-Being
• Library staff participated in a workshop on mental health and well-being in the workplace from three perspectives: selfcare, supporting colleagues, and contributing to the overall well-being of the organization.
• Another session aimed to give employees the confidence and skills to safely respond to a range of potential patron conflicts.
• Skills learned in these workshops better equip staff to effectively deal with a wide range of situations to ensure that the Library remains a safe and welcoming space for everyone.
Business Continuity Plan
• The business continuity planning process that got underway in 2024 will be completed by the end of 2025. The business continuity plan will enable the library to minimize disruption of services, modify service levels or switch to alternate service delivery models in response to emergency situations and extreme weather events. It will make it possible for the library to continue serving our community during times of emergency.
devices and online services safely. The trainer will also offer regular workshops on computer basics, being safe online, building technological literacy skills and coding.
Library Exterior Revitalization
• The library will continue to work with the City on the Library Exterior Revitalization project to make its entrances safer and more welcoming to all who visit. The focus in 2026 will be to secure grants so that the project can proceed.
Engineering & Development Services
Responsible for shaping the long term growth and development of the City through strategic policy and planning related to land use and infrastructure, the Engineering and Development Services Department provides several core local government functions.
Land use planning via the Official Community Plan, Zoning Bylaw, and other policies and bylaws, sets the stage for permitted uses and development which encourage a vibrant community.
Our Engineering team oversees short term capital infrastructure upgrades, as well as long term infrastructure planning to ensure sustainability and resiliency of these services.
Day to day development and construction is overseen by our integrated team of professionals to facilitate the growth our community needs in a safe and proactive manner, including building inspection services and construction compliance.
Our Bylaw Enforcement team works to inform and educate citizens about our many bylaws that are meant to foster a safe and livable community, including supporting our more vulnerable populations.
The Engineering & Development Services Department is committed to serving the community and being proactive and agile in the way those services are delivered to the benefit of all stakeholders.
To use creativity and innovation to enhance quality of life opportunities in the City.
Projects&Priorities
Key Projects Completed in 2024
Official Community Plan Update
• It features updated map schedules, neighborhood plans, and other changes driven by public feedback and the implementation of Bill 44, a recent piece of Provincial legislation related to provision of housing.
• The updated OCP also includes guiding principles, integration of various plans, new policy sections, and revised Development Permit Areas.
Top Projects/Priorities 2025
Phillips Supply Line Condition Assessment
• Detailed condition assessment of the primary water supply trunk main feeding the City. This assessment will informed overall lifespan and replacement planning, as well as any proactive repairs or maintenance to extend lifespan and prevent major failures.
Updated Subdivision & Development Services
Bylaw and Revitalization Tax Exemption Bylaws
• Updated policies to better facilitate and incentivize sustainable development, with specific initiative to bring higher density and mixed-use development to target growth and development areas.
Active Transportation Plan
• The City of Cranbrook will develop its active transportation infrastructure and include active transportation impacts in its decision making to ensure active transportation is a more viable option for more people in the community, supporting livability, affordability, environmental and community health objectives.
Downtown Parking Study
• A review of current parking inventory, usage, and operations to inform future changes that will support downtown revitalization and sustainability.
Victoria Avenue Sewer Trunk Replacement
– Phase 1
• First phase of multi-year project to upgrade and upsize the Victoria Avenue Sewer Trunk Main. This project will allow for more growth and development to occur along Victoria Avenue’s strategic growth area, as well as set the stage for future additional upgrades that will support growth and development in a large portion of the City.
Financial Services
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. 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 financial analyses, developing projections and forecasts, and assisting with grant applications and reporting, including RCMP reporting. Finance staff support the 311-call system as well as manage a large volume of in-person enquiries at City Hall.
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.
Projects&Priorities
Key Projects Completed in 2024
HRIS - UKG
• Finance and Human Resources have partnered to implement the new HR, payroll and time and attendance solution - UKG. In 2024 union employees were transitioned to the new payroll platform for the first go live pay period in 2025.
Top Projects/Priorities 2025
HRIS - UKG
• Continuing the work with UKG, focusing on processes and ensuring that the new time and attendance solution is integrating accurately into payroll. Develop reports in UKG that managers can use for performance measurement.
Finalize Investment Policy
• The Policy will provide the framework for investment portfolio management targeting the optimal blend of investment security, and risk-adjusted returns while meeting short- and long-term cash flow demands.
Top Projects/Priorities 2026-2027
Financial Management
Policies
• Continue to expand the suite of financial management policies. Priority will remain policies that integrate and guide the funding mix for capital projects.
Budget Process
• Streamlined the annual budget process and enhanced the consultation with the public.
Public Sector Accounting Board (PSAB)
PS 3280
• Asset Retirement Obligation (ARO) was implemented for the 2023 financial statements (finalized in early 2024).
Re-engage with Debt Policy
• Policy work has been started but was postponed due to reassignment of priorities. The Policy will establish financial guidelines and appropriate controls for the issuance and use of debt and ensure the City maintains a sound financial position while supporting the City’s ability to meet current and future infrastructure challenges.
Asset Management
• Ongoing integration of the asset management plan into a long-term financial plan. As the City’s asset management plans mature, longer range financial planning is better informed.
Fire & Emergency Services
The role of Cranbrook Fire & Emergency Services (CF&ES) is to deliver safe, efficient, and effective fire and emergency response services to our community. This requires a dedicated commitment to understanding and preparing for each of the risks that are present in our community. Safety requires a focus on education, training and planning that is grounded in a model of public service keeping safety as a prerequisite to response.
Over the course of 2024, the Fire Department was called for service to a wide range of emergencies, many of which were challenging and impactful to our community. Demands for service continue to grow across the community, and across the broad range of call types that our department responds to. In 2024, there were 2,431 calls for service, up almost 6% from the year previous. The community continues to face challenges associated with the growing wildfire risk, and our mitigation program was very busy in 2024 performing fuel reduction activities throughout our community.
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.
Projects&Priorities
Key Projects Completed in 2024
• Efficient, effective emergency response and prevention services delivered to our community and its citizens 24 hours a day/7 days a week. This continues to be our primary focus, and most of our work effort goes into preparedness and response to this end. To note, 2024 saw an almost 6% increase in calls over the previous year.
Top Projects/Priorities 2025
• Efficient, effective emergency response and prevention services delivered to our community and its citizens 24 hours a day/7 days a week. This continues to be our primary focus, and most of our work effort goes into preparedness and response to this end.
• Complete the Community Wildfire Resilience Plan to steer efforts in community with respect to wildfire risk mitigation.
Top Projects/Priorities 2026-2027
• Align the changes in demand for service with operational and administrative structure of the department. As a demand driven organization, the Fire Department must respond to the volume and types of service needs experienced by the community.
• Wildfire mitigation work was completed in multiple locations across our community, with 3 prescribed burns taking place to complete projects on City owned land.
• Complete an updated and comprehensive Hazard, Risk and Vulnerability Analysis to assess the risks that the community faces and better guide our allocation of resources towards those higher priority challenges.
• Develop training and mentorship opportunities for staff in support of succession across all business lines within the organization. As projected turnover in the department increases in the coming years, succession planning is critical to support a smooth transition over time.
Human Resources
Human Resources is a strategic partner in the attraction, development and retention of our people, building a high performing, collaborative and inclusive culture aligned with the City’s strategic plan, best practices and our stakeholders’ interests.
Human Resources (HR) provides the following strategic functions for the corporation:
• Provide labour relations advice to all City employees, lead bargaining and maintain collaborative relations with unions within the City.
• Develop and implement Human Resources policies and best practices, including modernization of the record-keeping of staff records through a reliable HUman Resources Information System (HRIS).
• Designing and implementing staff development and training programs for the City.
• Provide recruitment and selection services.
• Staff development programs including performance and succession planning programs.
• Lead the Accessibility, Diversity, Equity, and Inclusion programs for the City.
Mission Statement
To provide the City with best practices in Human Resources delivery.
Projects&Priorities
Key Projects Completed in 2024
HRIS – UKG
• We contracted Ultimate Kronos Group (UKG), in partnership with the finance department to help transition the City’s paper-based human resources and payroll practices into online platforms. All employees were successfully transitioned to the new UKG payroll platform, and we also rolled out the Coaching module, Performance module, Onboarding module and more.
Top Projects/Priorities 2025
Development of a Strategic Plan for the HR Department
• Address gaps in tools, processes and documents.
• Map out long-term and short-term departmental priorities.
• Portfolio alignment of HR roles.
• Streamline delivery of core HR services.
Develop core HR programs around:
• Employee performance, development and succession.
• Recruitment and onboarding.
• Occupational Health and Safety services.
Top Projects/Priorities 2026-2027
Certificate of Recognition (COR)
• COR is a voluntary employer certification program intended to motivate employers to take a proactive role in health and safety. It recognizes and rewards employers who exceed regulatory requirements and implement an effective occupational health and safety management system (OHSMS), and then pass a certification audit. Once the OHSMS is fully implemented the city will strive for COR certification.
Corporate Staff Development Programs
• These programs will continue to be provided based on annual priorities from staff and departments. We believe a continuous
Municipal Safety Association (BCMSA) Audit
• A comprehensive review of the City’s health and safety management system was done in partnership with BCMSA to identify the strengths and weaknesses of the existing system, to make recommendations to encourage the continuous improvement of the system, and to help aid in the City’s preparation for Certificate of Recognition (COR) certification.
Continued implementation of online platforms to modernize and digitize services including:
• Recruitment and onboarding services.
• Records Management.
• Performance and development services.
• Occupational Health and Safety services.
learning culture will keep City employees abreast with the ever-changing world of municipal operations.
HRIS – UKG
• We contracted Ultimate Kronos Group (UKG), in partnership with the finance department to help transition the City’s paper-based human resources and payroll practices into online platforms. Additional modules will be launched through UKG over the next several years to consolidate best practices, improve service delivery, promote continuous learning, and so much more!
Public Works
The Public Works Department oversees the operations and maintenance of core City services and assets, including water treatment and distribution, sanitary sewer collection and treatment, storm sewer, roads, sidewalks, parks, and outdoor recreation facilities, and city-owned facilities.
Staff members with diverse skill sets are designated to various departments (water works, parks, roads, fleet services, electrical, carpentry, plumbing, and administration). Depending on the time of year, staff are allocated to different departments to meet the seasonal needs of the public works structure.
The core department mandates include:
• Park Maintenance
• Road & Sidewalk Maintenance
• Water & Wastewater Operations
• Spray Irrigation Operations
• Facilities Maintenance
• Fleet Management
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.
Projects&Priorities
Key Projects Completed in 2024
Cemetery Master Plan
• The Cemetery Master Plan was completed and implementaton is underway and will guide the operations, maintenance and development of the cemetery over the next 25+ years. When complete, this Master Plan will include a conceptual site plan and implementation strategy that ensures longterm sustainability and takes into account the needs of the community now and into the future.
Mechanized Garbage Trucks and Bins
• The City has implemented the automated garbage collection program. This project has modernize the garbage collection program in Cranbrook with
Top Projects/Priorities 2025
Waterworks or Wastewater
• Conduct Water Assets inventory and assessments.
• Implement proactive Leak detection program.
Facilities / Asset Management
• Update asset inventories, condition assessment, and Equipment tagging at the City’s facilities, including preventative maintenance work order updates.
Top Projects/Priorities 2026-2027
2027 - City Hall & Library HVAC Upgrade Design
• Assessment and design of HVAC upgrades.
Proactive Leak Detection Program
• Utilizing the City-owned meters to continually monitor leaks and plan proactive excavations.
Proactive Preventative Maintenance Program
• Focus on continuous improvements to the City’s Preventative Maintenance program.
standardized bins that are collected by automated collection trucks. Automated garbage trucks reduce injuries and can collect more efficiently than the previous manual collection.
Elizabeth
Lake Recreational Rejuvenation
• This project included trail surface improvements to enhance accessibility for wheelchairs, strollers and individuals with mobility challenges. Additional upgrades included a tank toilet, improved parking area, shade structure, new signage and a wildlife viewing tower and dock. The RDEK contributed $25,000 towards the project in partnership with the City of Cranbrook.
• Public Works building HVAC upgrades.
• Completion of RCMP building renovations design.
Rails to Trails Rock Scaling
• This is a multi-phase rock scaling project that will take place over the next two years along the Rails to Trails. The goal is to ensure the long-term safety and accessibility along the trail and preserve its value as a recreational destination and vital link between The City of Cranbrook and The City of Kimberley.
Asset Management Program
• The multi-year implementation of the Asset Management program will continue. This program will improve the City’s asset information, preventative maintenance and inspection programs, and provide consistent and reliable data for long-term planning initiatives.
Royal Canadian Mounted Police
The Royal Canadian Mounted Police (RCMP) is Canada’s national police force which provides many services from coast-to-coast at the community, provincial, and federal levels as well as national security intelligence gathering.
The Cranbrook Detachment is a hub and provides the community and surrounding rural areas with:
• 24-hour Municipal and Rural Police Services
• Forensic Services
• General Investigation
• Police Dog Services
• Indigenous Services
We have 10 holding cells and often assist surrounding detachments with holding prisoners that are being transported to court or to correctional facilities.
The Detachment Commander, S/Sgt. Barry GRAHAM is in charge of the Cranbrook Detachment which consists of:
• 2 Sergeants
• 6 Corporals
• 19 Municipally funded Constables
• 4 Provincially funded Constables
• 3 Provincially funded Indigenous Policing Section members
• 1 Provincially funded Police Dog Services Constable
• 1 Provincially funded and 1 Municipally funded Forensic Identification Service positions
The Municipal Operations Manager, who works for the City of Cranbrook out of the Cranbrook Detachment, is responsible for the supervision of 33 full-time, part-time and casual municipal employees at the Cranbrook Detachment, which includes:
• Records Clerks
• Court Liaison Officer
• Watch Clerks
• Exhibit Custodian
• Receptionist Clerks
• Jail Supervisors
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.
Projects&Priorities
Key Projects Completed in 2024
• Implementation of Body Worn Cameras for all uniformed officers.
• Creation of the new Community Engagement Coordinator position.
Top Projects/Priorities 2025
• Public consultation and feedback for the new Cranbrook RCMP Strategic Plan.
• Develop Cranbrook RCMP Strategic Plan.
Top Projects/Priorities 2026-2027
• Begin Cranbrook RCMP Detachment major renovation, ensuring continuity in operations through the process.
• Increased joint proactive patrols with City of Cranbrook Bylaw Officers.
• Continue to enhance crime reduction indicatives and grow the Cranbrook RCMP volunteer & Auxiliary programs.
Recreation & Culture
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 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.
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.
Projects&Priorities
Key Projects Completed in 2024
Boiler System – Emergency Replacement
• The 25-year-old boiler system was replaced with four brand-new IBC boilers. The outdated Visman unit system was no longer performing efficiently, prompting the need for an emergency replacement to ensure reliable heating and hot water services. The installation of the new IBC boilers has been completed successfully, with all four units now fully operational.
Aquatics
Columns – Emergency Repair
• The column repair project is 90% complete, with the majority of the work being carried out internally. The main structural repairs have been successfully finished, restoring the functionality of the columns. The remaining task involves addressing the aesthetics of the columns, which will be completed once the pool deck surface has been replaced.
Top Projects/Priorities 2025
Western Financial Place - Surge Tanks Repairs
• The surge tank repairs are set to proceed with a Request for Proposal (RFP) process. The project will involve extensive jackhammering work beneath the aquatic center to address the necessary repairs. This intensive work will ensure the proper functioning of the surge tanks, which are crucial for maintaining the stability and safety of the facility’s water systems.
Western Financial Place – Fire Alarm Panel
Replacement
• The fire alarm panel is set to be replaced, with two quotes currently on hand for the contract work. This replacement is part of a larger upgrade that includes the installation of a new public address system,
Top Projects/Priorities 2026-2027
Exterior Insulation and Finish System (EIFS) Study and Alternative Approval Process (AAP)
• The EIFS Study and AAP process will follow the Request for Proposal (RFP) procedure, aiming to generate proposals for necessary repairs, upgrades, or replacements related to the building’s exterior. This process will help identify and address the building’s exterior needs to ensure its long-term durability and functionality.
Western Financial Place – Secondary Coolant Study
• The secondary coolant study has been successfully completed, providing valuable insights into the system’s current condition and performance. This study was essential in evaluating the system’s efficiency and ensuring that it meets the necessary standards. The next step involves hiring contractors to implement the necessary adjustments and ensure full compliance with provincial regulations, specifically in relation to Technical Safety BC and secondary coolant standards. This phase will focus on bringing the system up to code and ensuring its safe and efficient operation moving forward.
which will enhance the building’s emergency communication capabilities. The goal is to integrate the new fire alarm panel with the public announcement system, allowing for automatic announcements to be generated during emergencies.
Western Financial Place - Emergency Generator Replacement
• The emergency generator replacement is currently in the procurement phase, with the project progressing through the budget process. The new generator will be an upgraded version designed to power all key safety components of the facility, ensuring greater reliability and efficiency during emergency situations.
Western Financial Place – HVAC Unit #1 Repair and Replacement
• An assessment is currently underway for the repair and replacement of HVAC unit #1 at Western Financial Place. The findings from this assessment will provide the city with a clear understanding of the scope of work required and help determine the associated budget for the project.
Statement of Financial Information
Fiscal Year Ending December 31, 2024
The Corporation of the City of Cranbrook Consolidated Statement of Financial Position
(Note 2)
(Note 3)
(Note 4)
Charlotte Osborne, CPA, CGA
Mark Fercho Director, Finance Chief Administrative Officer Chief
Officer
(Note 16)
The Corporation of the City of Cranbrook Consolidated Statement of Operations
$
(Note 16)
The Corporation of the City of Cranbrook Consolidated Statement of Operations
The Corporation of the City of Cranbrook Consolidated Statement of Operations
2024 Grants to Non-Profit Organziations
Each year, City Council provides financial assistance to non-profit organizations that provide services and improve the quality of life of the residents of Cranbrook. In 2024, Municipal Grants were provided to the following organizations:
