Business Plan
2025
City of Cranbrook
City of Cranbrook
Values Our Decision-Making Lens INCLUSIVITY
All are welcome in Cranbrook. We believe in the value of community and will enhance a sense of belonging as we look toward the future.
PROGRESSIVENESS
We will explore innovative opportunities with local and regional partners that will enhance the quality of life for all in Cranbrook.
RESPONSIVENES
We will enhance communication with our citizens and provide greater opportunities for input. We will listen and respond to community needs and concerns.
SERVICE EXCELLENCE
We are elected to provide the best services, programs, and amenities. We will focus on meeting community needs to the best of our ability and capacity every day.
TRANSPARENCY
We are committed to openness and accountability to our residents. Cranbrook will strive for continuous improvement through the use of best practices.
Mission Statement
HOW WE ACHIEVE OUR VISION
Where a sense of belonging, innovation, and diversity meet. Cranbrook is a regional economic, social, and cultural centre. The best place to call home.
Pillars and Goals
A ROBUST, RESILIENT AND DIVERSIFIED ECONOMY
1. Continue to Build a Safe and Vibrant Community in Which to Live and Work
2. Foster Strong and Diverse Economic Relationships
3. Create a Supportive Environment for Growth in Housing and Economic Development
Vision WHAT SUCCESS LOOKS LIKE
Cranbrook is a vibrant community surrounded by natural beauty. Find your opportunities here.
4. Focus on and Support our Community’s Key Economic Drivers
QUALITY INFRASTRUCTURE AND ENVIRONMENTAL STEWARDSHIP
1. Provide City Infrastructure that is Reliable and Responsive to our Current and Growing Community
2. Be Progressive in Protecting and Enhancing our Natural Environment
3. Explore ways to Reduce Cranbrook’s Overall Carbon Footprint A WELCOMING AND INCLUSIVE COMMUNITY
1. Enrich the Quality of Life for All Who Live in Cranbrook
2. Enable the Provision of Attainable and Accessible Housing
3. Foster a Caring Community LEADERSHIP AND ORGANIZATIONAL EXCELLENCE
1. Continuously Improve a Strong Governance Structure
2. Deliver Effective and Efficient Programs and Services to Residents Every Day
3. Focus on Partnerships and Relationships
2025 Financial Plan Overview
2025 Budget Process and Citizen Engagement
In May 2024, Council directed staff to target a maximum 5% increase for the 2025 tax levy. This would be a difficult challenge as the tax levy increase for 2025 was budgeted to be 8.59% which did not include increased costs and reduced revenues that were not known when the Five-Year Financial Plan was adopted in February 2024. To achieve 5% would mean reducing the tax levy by almost $1,300,000. Over the summer and through the fall of 2024, staff worked incredibly hard to find savings and identify revenue opportunities. Service types and service levels were evaluated for relevance and efficiencies, fee structures were examined for completeness and compared to market, staffing roles and schedules were analyzed for efficiencies, and community support payments were assessed.
Council directed staff to conduct a survey for residents to learn of the budget challenges and to provide their feedback to the 2025 budget. The survey conducted from September 18, 2024 to October 18, 2024 was twopronged in its approach – a statistically valid survey and a public opinion survey to consider options to reduce taxes to the target, or below, set by Council. Results from the Budget 2025 citizen survey were presented to Council on November 20, 2024. The survey was to determine public opinion on the options to cut service levels, cut services, raise fees, find new revenues beyond what has been done
of
Taxes paid in 2025 for typical house ($503,000)
to date, or a combination. The budget process was able to get underway with a very clear understanding of the community’s input early in the budget process rather than near the end of the process.
Since February 2024, when the tax levy increase for 2025 was expected to come in at 8.59%, cost increases and reduced revenues, in excess of $800,000 were identified. This would have pushed the 2025 tax levy increase to almost 11%. Through staff’s efforts, the impact of those changes was avoided by identifying cost savings and increased revenue elsewhere. The net result was a preliminary tax levy increase of 8.87% presented at the December 13, 2024 meeting.
Feedback from the public, as part of last fall’s Budget 2025 Citizen Survey, was key in the successful process of Council and City of Cranbrook administration in building and finalizing this year’s budget and setting the tax increase at 6.4% for 2025. The survey was one of the most in depth and detailed budget-related public consultation efforts ever undertaken by the City. This information helped inform Council through a very challenging budget process which required some very difficult decisions.
The 2025 budget process was also particularly challenging due to the inflationary cost pressures. Cranbrook is not alone in this issue of the inflationary costs affecting tax rates, with recent news reports and data from Statistics Canada highlighting the tax pressures being faced in BC and in Canada, with the average property tax increase in BC sitting at 8%.
2025 Capital Projects
Like most communities, Cranbrook faces significant costs related to the replacement and maintenance of our infrastructure. The projects identified in the 2025 – 2029 Five-Year Financial Plan have been identified as priority projects.
Whenever possible, capital projects are funded from reserve funds. In 2025, 61% of projects will be paid for by reserves and borrowing. The remainder will be funded from grants (30%) or other tax revenue (9%).
Impact of 2025 Utility Fees and Frontage Tax
For an average home in Cranbrook with solid waste collection, the projected annual 2025 utility and frontage tax fees will total $1,215.25 ($3.33 per day).
The 2025 monthly utility fees for water, sewer, and solid waste (including solid waste collection) will be $69.50 per month.
The monthly breakdown of user fees are:
Water $26.50
Solid Waste Landfill $10.50
Sewer
$23.00
Solid Waste Collection $9.50
The annual frontage tax charge for water and sewer in 2025 (based on an average lot size of 15.25m) will be $381.25 ($183.00 sewer; $198.25 water). Frontage tax appears on the annual Property Tax Notice.
2025 Capital Projects by Department
Canadian Rockies International Airport
Mission Statement
To serve the Kootenay Region as the airport of choice and to provide the City of Cranbrook with a safe, friendly, clean, efficient, and sustainable airport with a local sense of place.
WORK PLAN 2025
Air service at YXC continues to grow, with the smallest commercial passenger service aircraft now being the 76 seat Q400, facilities require upgrades and expansion to better serve our passengers. 2025 will see commencement of some projects to better accommodate expanding peak passenger numbers.
• Replace 20 ft Mower
• Repave Main Car Parking Lot & Airside Service Road
• Training Center (Firehall) Roof Replacement
• ATB Accessibility Audit/Updates
• Replace Airport Restaurant Equipment
• Replace Airside Pick-up Truck (Staff 20)
• Lidar Survey of Obstacle Limitation Surfaces
• Hold Room Space Utilization Project
• Online Accessibility Regulatory Requirements Project
• Vehicle Parking System Project (replacement of current parking terminals)
• Safety Management System Compliance Review
Department Overview
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 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 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.
City of Cranbrook
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.
WORK PLAN 2025
• Business Continuity
• Hardware Lifecycle Management
• 2025 Communications Strategy
• Corporate Public Engagement Plan
• Lead Project Management (proposed Daycare new build), pending provincial funding approval
• Complete a Social Assets map
• Work with community to secure location and operator for temporary winter shelter for 2025-2026 season
Department Overview
Corporate Services, which is a self-managed team, 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.
• 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
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.
Information Technology (IT) Services provides operational support to help improve productivity and efficiency. IT safeguards corporate technology infrastructure and networked resources to ensure business continuity, facilitate growth, communication and collaboration.
Municipal Social Development promotes community safety and wellbeing by facilitating communication between service providers and municipal government regarding local needs, such as poverty reduction, affordable housing, mental health support, homelessness, and senior care. The coordinator works with service providers to ensure that services are accessible, effective, and aligned with the municipality’s overarching social policies and objectives.
City of Cranbrook
Cranbrook Public Library
Mission Statement
The Cranbrook Public Library strives to provide access to the world of learning, information, and ideas for all.
WORK PLAN 2025
• Celebrate the Library’s 100th Anniversary through displays, programs and events taking place throughout the year.
• Strengthen partnerships with community organizations to expand the range and number
• Offer more STEAM (science, technology, engineering, arts and math) programs, increase use of the Idea Lab, and expand the type of items that can be borrowed from the Library of Things.
• Strengthen communications and marketing initiatives.
• Continue to work on revitalizing the outside entrances to make them safer, more accessible, and welcoming.
• Complete the business continuity plan to enhance the Library’s resilience during emergencies and other extraordinary situations.
Department Overview
Since 1925 the Cranbrook Public Library has striven to provide exceptional service to our communities. Through programs, collections, and services, the Library gives people opportunities to learn, share, and dream. Our Library offers welcoming and well-used spaces where people can meet, work, study, read, or just catch their breath.
Membership is always free for residents of Cranbrook and RDEK Area C, enabling members to borrow up to 40 items at a time from collections that have grown over the decades from focusing on books to include audiobooks, ebooks, films, ebooks, magazines, cake pans, radon detectors, and more. In the springtime, members can even borrow seeds to plant in their garden.
Members can also book a time use Idea Lab equipment. Record a podcast, interview or lay down a track in the sound recording booth, print an object with the
Programs include everything from the always-popular Storytime, Summer Reading Club and author readings, to programs that build social connections: Wine & Paint, Board Game Nights, Scrapbooking Weekends. Other programs inspire new ways of thinking: Science Saturdays, Coding Workshops, Slime-making Sessions.
Services range from access to wi-fi and computers, one-on-one tech help, to supervising exams for people furthering their education online. Our friendly and welcoming staff still helps people find their next favourite author, book or film.
Engineering & Development Services
Mission Statement
To use creativity and innovation to enhance quality of life opportunities in the City.
WORK PLAN 2025
PLANNING & DEVELOPMENT SERVICES
• Continue significant staff resources invested to support development projects and pre-development inquiries
• Downtown Revitalization/Revitalization Tax Exemption bylaws/Development Incentive projects
• BC Builds, Support BC Housing, update bylaws to meet Provincial Housing legislation
• Zoning bylaw rewrite
• Baker Park Plan
• Parking Study implementation
INFRASTRUCTURE & ENGINEERING
• UV disinfection, Gold Creek Dam, Phillips Supply Line Trunk Assessment
• Lagoons upgrades, Spray Irrigation Outfall, Liquid Waste Management Plan
• Victoria Sewershed Trunk Capacity upgrades, capital investment and grant application
• DCC bylaw, Subdivision & Development Servicing bylaw
• Water Meter implementation
Department Overview
The Engineering & Development Services department is multi-disciplinary and oversees many core services provided by the City. It includes Land Use Planning and Development, Engineering, Infrastructure Planning, Building Inspection Services, Bylaw Services, and Economic Development.
The department manages planning and approvals for new housing and developments as well as
infrastructure upgrades and renewals required to service a growing and changing city. Through Bylaw Services, the department focuses on education and compliance with the aim of providing a safe and healthy community. The Economic Development functions supports growth, development, and economic activity through industry attraction, land development, and strategic partnership initiatives.
WORK PLAN 2025
BUILDING & BYLAW SERVICES
• Bylaw Enforcement and Policy Development/RCMP cooperations
• Enhanced Public Safety initiatives and RCMP coordination
ECONOMIC DEVELOPMENT
• Wayfinding and Signage Plan (subject to successful grant funding)
• Development and Investment attraction
• Local and regional partnerships
City of Cranbrook
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, by providing sound, strategic financial planning, accurate and timely financial information, and always searching
• Complete transition of union payroll to UKG
• Complete EFT vendor payment initiative
• Policy work
Department Overview
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.
WATER
SOLID WASTE
SEWER
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.
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.
WORK PLAN 2025
• Continue, to the best of our ability, the delivery of efficient, effective emergency response and prevention services to our community
• Develop operational response strategy to address growing demand, emerging risks and regulatory changes
• Address emerging municipal obligations as a result of changes to the Emergency Disaster Management Act
• Expand scope of wildfire resilience work where appropriate and necessary to address real risks across the landscape to protect people, infra structure and natural assets (watershed)
Department Overview
The role of the Fire & Emergency Services Department in Cranbrook is defined by Fire Services Bylaw No. 2676.
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
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.
City of Cranbrook
Human Resources
Mission Statement
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.
WORK PLAN 2025
• Development of a Strategic Plan for the HR Department
- Map out long-term and short-term departmental priorities
- Portfolio alignment of HR roles
- Streamline delivery of core HR services
• 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
• Develop core HR programs around:
- Employee performance, development and succession
$668,854
- Recruitment and onboarding
- Occupational Health and Safety
• Addressing gaps in tools, processes and documents
Department Overview
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 HRIS system.
• Provide recruitment and selection services. Designing and implementing staff development and training programs for the city.
Staff development programs including performance and succession planning programs.
Lead the Accessibility, Diversity, Equity, and Inclusion programs for the city.
Provide advisory services on Occupational Health and Safety programs.
City of Cranbrook
Public Works
Mission Statement
Public Works is committed to delivering high levels of service while focusing on efficiency and continuous improvement. Asset delivery is managed through continuous assessments which inform the development and implementation of an effective preventative maintenance and replacement program.
WORK PLAN 2025
• Victoria Avenue Retaining Walls
• Public Works Building HVAC
• Policy and Bylaw reviews and updates
• Implementation of Cemetery Master Plan including cemetery infill and tree grove
• Rock Scaling along Northstar Rails to Trail
• Parks upgrades including Rotary Park playground equipment, bleacher replacements, auto locks at public washrooms and upgrades for playground and playfield irrigation systems.
• Asset inventories and condition assessments for Parks, Water and Wastewater assets.
• Facility Condition Assessments, Asset Tagging and Preventative Maintenance
• Library elevator controller and building mechanical upgrades.
• Completion of the RCMP renovation design
• Annual maintenance programs for roads including stormwater and sidewalk maintenance.
• Design for shallow well alteration to Bulk Water Fill Station
• Annual maintenance/monitoring programs for waterworks including leak repairs, water quality, creek flow monitoring, and flushing programs.
• Support Engineering department in water treatment design.
• Implementation of Shadow Mountain & Lagoons preventative maintenance program
Department Overview
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.
Public Works focuses on long-term asset management and effective preventative maintenance and replacement programs for the City’s infrastructure assets.
Fifty-three staff members with a vast skill set are designated to parks, waterworks, roads, fleet services, electrical, carpentry, plumbing and administration. Based on seasonal requirements, staff are allocated to the area where they are most effective in ensuring a collaborative and efficient approach to providing the core services that make our City function.
City of Cranbrook
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 an 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.
WORK PLAN 2025
• Continue to grow asset management program with daily repair and facility maintenance of Western Financial Place, the Curling Arena and the Memorial and Kinsmen Arenas taking full priority. Finalize our repair and maintenance program to work alongside of the asset management program.
• Memorial Arena
– replace spectator stands heaters
• Western Financial Place
– emergency generator replacement
– replace lighting components
– replace aquatic flow and tamper switches
– EIFS study
- Aquatic Column repairs phase 2
– Fire alarm system upgrade
– Compressor/ motor rebuild
– Condenser Replacement
Department Overview
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.
City of Cranbrook
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.
WORK PLAN 2025
•Expand Cranbrook RCMP volunteer program Increase crime reduction initiatives through Community Engagement Coordinator and volunteer programs
• Assist with the implementation of the Cranbrook RCMP strategic plan
Department Overview
The Cranbrook RCMP is committed to working with the community and all levels of government and partner agencies to support safe communities and maintain the public’s confidence and trust in the services we provide. Our areas of focus are informed by the municipality, the province of British Columbia, as well as national and federal priorities. We continue to work with our partners and stakeholders to identify and address pertinent issues that matter the most to our communities, to ensure we provide culturally responsive service delivery while increasing public trust.
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.
Beyond the initial police response, investigational tasks are delegated to the appropriate internal
City of Cranbrook
