10 Executive Summary
The Corporation of the City of Cranbrook has embraced a new corporate mindset and values, increased knowledge-capacity and successfully instilled changes in a variety of service deliveries. As a City, we are empathetic and open-minded when it comes to our customers’ needs. Critical thinking and hard work have become our new work ethics and improving customer satisfaction is our top corporate goal. New approaches were initiated to tackle the red tape, improve staff performance and align City Hall with citizen needs. Our focus continued to be on local economic growth, creating solutions around our infrastructure and improving City operations to improve the quality of our citizens’ lives. Mayor and Council are pleased to have been able to deliver on the promises made during the 2014 election including: financial responsibility, infrastructure replacement and economic growth for the City. Committment remains to these priorities looking forward through 2018. A number of new initiatives, programs and projects and changed-service delivery are underway to add value in our service and in our citizens’ lives. We will continue to use our resources and efforts innovatively and wisely to provide our customers the best value, while continuing to put our customers first.
Finance
Fire & Emergency Services
The department continues to strive toward the delivery of exceptional service in the area of financial management for the corporation. Steps were taken in 2017 to improve the overall framework of the budget process to allow for the budget to be adopted earlier. The recruitment of a new IS Manager was also a key accomplishment in 2017.
The focus of Fire & Emergency Services in 2017 was to continue to build capacity while providing professional, cost effective full service operations to the community and regional areas. Negotiating and implementing a service agreement with ?aqam, along with emergency response and fire prevention services was an important goal recognized. Implementing CAD – a real-time incident response information and mapping technology – in all emergency apparatus was also a key goal.
Office of the CAO Continuous improvement of services and infrastructure through innovation, teamwork and a mindset shift to a learning culture, was the key focus of the CAO Office in 2017. Implementation of delegated authority, which encouraged and supported decision making and innovative thinking for staff was a key accomplishment. Improved customer service and reducing red tape through process streamlining was also key.
Infrastructure Planning & Delivery (IPD) It was a big year for the department, with the strong delivery of an expanded capital roads program – likely the most ambitious roads program to date in the City. At the top of the list in 2017 was the full reconstruction of 2nd Street South, along with management of the full road resurfacing contract.
Overall Goals For 2018 •
Team Building – strengthening synergistic relationships within the organization
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Convert diversion traffic (those traveling to Calgary for their long haul flights) to Canadian Rockies International Airport
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Co-host the 2018 Kimberley/Cranbrook 55+ BC Games in September 2018
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Roll out new budget software to Corporation-at-large and manage the 2019-2023 budget plans
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Increase capacity and enhance training program for Fire & Emergency Services
City of Cranbrook 2017 Annual Report
