Cranbrook Citizens Survey - Budget 2025
“The biggest thing the City of Cranbrook can do is to be more transparent and actually value what the citizens are saying in this survey. There have been other surveys that the City has put out then completely disregarded the citizens input.” – anonymous survey comment (Cranbrook Citizen Survey Budget 2025)
I am in complete agreement with this public comment At the start of our term, Council made a commitment to both transparency and improved communication with you We believe that when we ask for input, we have a responsibility to listen and to provide answers beyond a statistical response As Mayor, I am responding on behalf of Council and staff to the most common comments that we received
With over 700 comments received relating to the survey questions, I have tried to summarize the most prominent issues highlighted and to address the comments and concerns that were provided by survey respondents.
Mayor Wayne Price.
Bylaws and Enforcement
11% very satisfied - 24% somewhat satisfied - 35% satisfaction rating
Public Comments
Do not cut Bylaw funding Increase the number of Bylaw officers Impose more fines for bylaw infractions Raise the cost of fines for bylaw violations Stronger enforcement of bylaws Increase downtown parking fees.
Response
Survey responses showed strong support for Bylaw staff Issues appeared to be related to enforcement of bylaws Historically, City of Cranbrook Bylaw response and enforcement has been complaint driven Voluntary compliance, through communication and education, has been the practice for remediation prior to enforcement
A number of survey respondents recommended that Bylaw issue more fines and increase the cost of fines for bylaw infractions Recognizing public support for a transition of our Bylaw response and enforcement policy, Administration will be working with our Bylaw department to review our response and enforcement policy and our penalties and fines bylaw.
I believe that Bylaw’s lower satisfaction rating is also attributed to their role in working with our homeless situation. There is an assumption that City Bylaw can move those living unhoused wherever and whenever they want. That is not the case. Supreme Court decisions have created limitations on local government’s ability to control camping and movement of those living unhoused. Bylaw staff are also required to have an RCMP member present when enforcing tent take down or removal. Reduced RCMP
staffing levels and increased workload challenges has made it difficult for a member to always be available to support Bylaw, which causes delays in enforcement In recent months, the RCMP have hired a Reserve Constable who has been assigned the job of community policing This new position has been acknowledged by other support agencies as an immediate difference maker
Bylaw Officers are doing everything within their authority and abilities to balance their responsibilities with our current staffing levels.
The bylaw department is shifting towards a more proactive approach to enforcement in the community.
Our officers will soon be doing regular patrols in vehicles and on bikes enforcing new bylaws like our new public nuisance bylaw, which will no longer tolerate any form of behaviour that takes away other’s enjoyment while in city facilities, parks, or open spaces.
We are also bringing in a new unsightly premises bylaw that will ask our neighbours to clean up their yards, and remove excess items. Bylaw will soon be doing investigations of designated areas with drones so that we can reach remote areas of the city and conduct investigations at any time of the day
The bylaw department is now working closely with the RCMP, to enforce trespassing on individuals who are illegally staying on private land in different parts of the city Our camping bylaw is being exercised to its full extent -allowing the homeless to find refuge in their tents at night, but during the day the tents will be taken down and will remain down due to regular patrols, drone fly overs and other means of ensuring that the tents do not get entrenched within key areas of the city.
We are presently working on a standards and maintenance bylaw that will force landowners who are not keeping their properties safe, and properly maintained, to address the matter in a timely way or the City will take action to clean up the building at the owner’s expense. The City was glad to collaborate with its private partners in bringing the Kootenay Springs Building down in a safe manner and remove a derelict structure that was a part of Cranbrook’s skyline for too long.
Development Services
19% very satisfied - 36% somewhat satisfied - 55% satisfaction rating
Public Comments
Cut the red tape in development approvals. Approval times are ridiculous, causing developers to stop projects. Approve development permits in a timely manner. Need more grants from government to help. Create incentives.
Response
Red tape is a common phrase we hear that is associated with development approvals Red tape refers to excessive regulations and bureaucracy that government requires.
Often the “red tape,” that creates delays, can result from other agencies which restrict City approval until their approvals are obtained For example, the Ministry of Environment may require an environmental site assessment and remediation prior to approval; BC Hydro must approve a development site plan; Ministry of Transport may require a traffic impact study and approve roadway realignment The City cannot legally give development approval until these types of requirements are approved and obtained first. The delays for such approvals can take months or years. Recently, Mayor and Council have met with the Provincial Ministers responsible for these various requirements, with recommended changes, in an attempt to speed up the approvals. Also, we have put UBCM resolutions forward to the Province pertaining to all these concerns, offering recommendations that could improve processes. Often our staff are the messengers and subsequent targets resulting from regulation delays beyond the City’s control.
Over the years we have seen zoning amendments and development projects, approved by Council and staff, which have yet to start. When larger scale projects are presented to staff, they often become a priority. It is disappointing when a tremendous amount of time and work goes into an approval that does not materialize. Also, the time requirement that goes into such unrealized projects can often delay the turn-around time for other projects in the queue. As a means of ensuring fairness and serious intention, we are considering an additional fee for priority application approvals, which will be returned when the project meets projected timelines and forfeited if conditions are not met. Hopefully, this will limit zoning changes for the purpose of speculation and will speed up the process for serious developers.
As well, Council and staff are currently working on a building and development incentive bylaw hoping to accelerate development The Incentive Bylaw could consider development type and provide tax and parking reductions for developers Of note, at this time the City has approved or are processing approximately 38 subdivision development applications, which represent approximately 457 new doors. Looking at these numbers adds clarity to how busy our Engineering and Planning departments have been
Over the past few years, the City of Cranbrook has added new building and planning staff to meet increasing demands for building and development. Also, PSD Citywide, a software program for submitting and processing applications, has been adopted by the City. It is currently being used internally and will be available to the public this spring. The software provides for online applications, processing and tracking for builders and developers. This new software will speed up the process and provide real time tracking and project amendments.
City Playgrounds, Parks, and Recreation Facilities
55% very satisfied – 35% somewhat satisfied - 90% satisfaction rating
Public Comments
Charge users’ full fees for recreation services Taxpayers subsidize this system too much Increase user fees Added fees for nonresidents RDEK needs to pay more for their share of City provided services.
Response
The overwhelming majority of respondents recommended that RDEK residents pay their share for recreational facilities, parks and playgrounds or implementation of a two-tier system Approximately 20% of City parks and recreation facility users are nontaxed residents from the RDEK
An Area “C” referendum would be required for the RDEK to tax residents for Parks and recreational services. A referendum, for taxation of Area “C” residents, was held when the Western Financial Place was built, and it was overwhelmingly defeated. It is unlikely that a referendum would pass if taken to the RDEK public at this time.
A two-tier system had been implemented in past years to try make up for the lack of tax funding support from Area “C.” That system did not bring about the necessary returns to make it sustainable, in addition to being extremely administration heavy. As a result, the two-tier system was withdrawn. Hopefully, a modernized two-tier system will not be required. If a nonresident user fee structure was implemented with the intention of recovering 20% of operating costs, it is likely that it would have a major impact on youth and senior users’ ability to participate in current programs. However, it is clearly apparent that the City cannot continue to subsidize outside facility and program users.
Recently, we have been in discussions with the RDEK about operational cost recovery for recreational facilities and services We are optimistic that some form of cost recovery or cost sharing agreement can be reached to offset a percentage of operational costs
The survey suggested that there was little appetite or no appetite to close facilities or eliminate services, rather respondents suggested increasing user fees for all users Even with a contribution from RDEK users, costs for recreational services will continue to rise at a rate that is beyond low tax increase budgeting In most communities, true costs for use have not traditionally been recovered for some users, such as youth and seniors
A time may be coming when municipal budgetary increases may be limited to mandated or core services. Typically, one of the first service areas to be impacted would be recreational services. Survey respondents recommended increased fees and user pay to make programs feasible. At the very least, changes in hours of service will have to be considered for the short term.
Garbage/Recycling Collection
73% very satisfied - 18% somewhat satisfied - 91% satisfaction rating
Public Comments
Contract garbage pick-up service out. Pick up garbage every 2 weeks. Alternate garbage pickup with recycle pickup weeks. Decrease frequency of garbage pickup. Buy used equipment.
Response
Garbage and recycling services had an overall satisfactory rating of 91%. Currently, garbage collection is completed weekly, and recycling is collected bi-weekly. Several respondents suggested that pickup
services could be rescheduled to every two weeks for each service As a result, staff will be reviewing data to consider moving the two programs to offsetting weeks.
Since the City implemented the Recycle Program in May 2021 we have collected over 1,900 tons of recyclable material. Well done, Cranbrook!! The downside is that we have not seen a change in our annual garbage pick-up tonnage, despite those optimistic recycling numbers. I think we all know that we can do better if we want to help create efficiencies in City services. A significant reduction in garbage volume could very well lead to biweekly garbage and recycling scheduling, which could reap a significant cost saving in operations. Of note, the fees the City pays the RDEK for solid waste costs for the landfill is not determined by volume or weight, it is based on the City’s assessment values.
Several respondents suggested contracting out garbage collection. Staff recently completed an analysis of the current cost of delivering the recycling program, which is contracted out, compared to City costs for the service. It was determined that the City can provide the service for less and integrating it with a revised garbage schedule would provide additional savings. Over the past years we have seen that contracting out is not always a cheaper option for service provision. Continuing this conversation, Staff is currently working on a public survey about our solid waste surveys. We will be seeking feedback from residents on the City’s Curbside Collection Program with a focus on collection frequency, container sizes, and organics collection. Your participation is encouraged!
Road Maintenance
8% very satisfied – 43% somewhat satisfied - 51% satisfaction rating
Public Comments
Some of the worst road maintenance ever. Curb budget for roads. Need long-term strategy for roads.
Response
Many residents are not aware that the City of Cranbrook was built on land that have geological conditions that create roadway stability issues and were not built to the standards we are applying today to ensure they last longer Recognizing the ongoing road maintenance challenges Cranbrook would continue to face, Council of the day in the mid 2000’s introduced a 1% per year dedicated road tax fund for the purpose of repairing, replacing, and improving existing roads. This year’s funding allotment from the dedicated is approximately $3.8 million with inclusion of the 1% road tax for 2025, which shows the results of this legacy decision.
Since Covid, costs of industrial scale goods and services has skyrocketed in comparison to inflation rates of domestic goods and services. Generally, a lot of the City’s parts, supplies and equipment requirements are industrial grade. Also consider that some of these goods are only available in the U.S. and are purchased with U.S. dollars. For example, in the last 6 years prices for one block of road and services replacement went from $750,000 to $1.3M, and that $358,000 represents 1% of the tax levy. This example shows that we are in a time when we are faced with doing less and costing more.
Infrastructure replacement and maintenance is the most expensive responsibility a municipality faces Maintaining local government infrastructure, in any community, is not sustainable without senior governments’ support The Federation of Canadian Municipalities have stated that current local government funding levels are insufficient to meet infrastructure needs and are urging senior government to consider alternative or innovative funding methods other than traditional property tax funding.
In recent years, Cranbrook’s success for Provincial and Federal government funding for infrastructure hasn’t been as successful as in years past. In spite of submitting stronger applications to all grants available, our success with non-per capita grant funding has not been adequate to keep up with critical replacement and maintenance.
In my opinion, there appears to be inequality or an inequity in competitive based funding. Whatever the reason, if we are not receiving our share, I feel our taxpayers are subsidizing programs in other communities that are more successful. As your elected officials we are focused on building better nonpartisan relationships with senior government over the course of our term, in hopes of garnering more support. To start off 2025 the City has been successful in securing $500,000 for the McPhee Road Active Transportation Improvements, this work will help reduce the costs of road replacement in this location, increasing efficiency of work and tax dollar spending
Strategies for capital road projects and maintenance are predominantly determined by information derived from the City’s Asset Management Plan (AMP) Development of the AMP started in 2006 and continues to be revised annually. The AMP Strategy prioritizes major roads, bus routes and emergency response routes as these roadways have the highest volumes and have higher speeds. These areas are also higher consequence if a major failure occurs. It is a reliable tool that is designed to assess infrastructure conditions and provide data for replacement and maintenance schedules for City infrastructure Last year Cranbrook won the Provincial community award for our Asset Management Program, which I believe is telling of staff’s planning and road and infrastructure strategic abilities.
Budget limitations have been and will continue to be a factor until such time that our new reserve, surplus and debt servicing policies can be fully realized. It has only been in recent years that such policies have been developed and implemented, and it will take some time to meet our minimum funding targets that have been determined for each fund.
This year Council has committed to10 year capital planning (with future consideration for 15 to 20 year) for infrastructure budgeting rather than the traditional 5-year requirement. Generally, infrastructure costs are the highest annual capital costs. This extended level of the high-cost capital budgeting will help minimize budgetary spikes, focus more attention on surplus and reserves, and smooth short and long borrowing.
Fire Protection
80% very satisfied – 19% somewhat satisfied - 99% satisfaction rating
Public Comments
Do first responders need to show up in fire trucks? Do we need as many fire fighters?
Response
Fire protection is not a mandatory service It is an optional service that local government chooses to provide when a community property values warrant the cost of a fire service
Fire protection is one of the only services that results in residents’ receiving a monetary benefit A property owner can receive an insurance financial benefit that may offset their entire tax assessment because fire protection is provided. Consider the following mock quote from a local insurance company.
An average dwelling in Cranbrook costs approximately $468,000. The insurance premiums for that dwelling without fire protection is approximately $6,306 per year. Semi protected (Volunteer or unsatisfactory distances from fire hydrants or fire hall) is approximately $3,325. Fully protected is $2,293 per year. Taxes for fire protection for that dwelling are approximately $325 per year. These figures demonstrate that it is pretty clear that this one service that the City provides can offset the majority if not all your annual municipal taxation if you have property insurance.
Consider that these values specified represent fire protection service only Your local fire department provides value-added services such all hazard types of response and emergency medical response
The fire department’s staffing complement meets the minimum WorkSafe, and industry safety standards required for the services currently provided The method of response and equipment utilized is based on resource availability and maintaining operational readiness.
Staff Positions and Wages
Public Comments
Review management and wage structure to reduce excess staffing Top heavy with management Wage cuts for non-union employees Conduct a full review of staffing It would be beneficial to cut managers Look at wages and benefits. Less office staff. Reduce management salaries/positions.
Response
Council, administration, and staff are aware of the financial, resource and operational challenges that the City faces and are committed to ensuring fiscal responsibility. This includes regular review of organizational structure, operations budget reviews, process improvement and refining work practices Over the past few years, a number of significant changes have been made throughout the organization to adapt to changing regulations, challenging market conditions, revenue challenges and meeting public expectations Organizational evaluation is now standard practice throughout the City and focus on operational efficiencies have become an expectation
Staff and wages are tied directly to service levels the City currently provides. Any significant reduction would have a diminishing impact on service levels. It should be realized that the City of Cranbrook
workplace is comprised of both union and exempt employees and that the City cannot arbitrarily dictate wages and working conditions Unionized worker wages and benefits are determined through a collective agreement, which essentially align with other unionized workers in the province City of Cranbrook unionized workers are paid relatively the same as their counterparts in other communities and pay increases are typically linked to cost-of-living increases. They receive an hourly wage, with prescribed hours of work, and any work beyond their regular hours is compensated with overtime pay. Our exempt or nonunion staff are paid a yearly salary, with benefits similar to union workers, and do not receive overtime compensation for hours worked beyond a standard work week. I can personally affirm that most of our exempt staff work well beyond the hours for which they are compensated. Exempt staff salaries are established through a peer assessment with comparable communities to Cranbrook. Their salary and job descriptions are similar to the average of their counterparts in similar cities.
In response to ongoing legislative requirements, and the need for high level local expertise, the City has refined a number of job descriptions and positions. There are circumstances when job requirements do not fit one specific position and have expanded duties beyond an established classification and pay grid. To adapt the City has created supervisor and manager positions that recognized the required higher expertise and qualifications for these positions. In today’s City workforce managers and supervisors are no longer simply delegation roles but involve hands-on operational responsibilities as well In the private and public workforce, recruitment and retention of some specialized required employees has become extremely difficult The City must be competitive with industry and other local governments if we expect high quality, professional workers To meet Corporate pay grids, based on professional designation, some of these workers are assigned as managers to accommodate the appropriate pay benchmark.
Property Taxes
Public Comments
Our taxes are ruthless. Our taxes are higher than the Okanagan and Lower Mainland.
Response
Cranbrook has been impacted by a limited tax base for a number of years We lack any industrial tax base and rely only on residential and commercial taxation revenues. As well, Cranbrook has lower property values than a number of communities that tax comparisons are often made.
Consider that an Industrial tax rate can have a multiplier of 5 times to 18 times a residential rate. And also realize, that industrial property values are significantly more than residential and commercial. Obviously, this can have a tremendous influence on a community’s tax levy. For example, Fernie, Elkford, Sparwood and Trail receive Industrial Tax Base Sharing Revenue that offsets between approximately 26% and 54% of their tax levy. The City of Nelson receives revenue from Bonnington Generation Station dividends. Further consider that Nelson is about half the population of Cranbrook, and property values are almost double Cranbrook’s, so a 1% tax increase in Nelson has the same dollar impact as in Cranbrook. As seen in these examples, often comparisons that are made are not apples to apples.
Residents in Area “C” in the RDEK do not contribute to the City for use of our recreation and culture facilities Also, last year 19% of Cranbrook RCMP Detachment response calls were in the RDEK and costs for City support staff has been fully paid by City taxpayers These costs are being borne by the Cranbrook taxpayer, which has an impact on residents’ taxes Recent meetings with the RDEK and RCMP relating to these issues have been positive on working towards a solution for some local taxpayer support.
Council and staff are looking for business and development opportunities to build a healthier tax base. As I pointed out in the Development response, the City has approved approximately 38 subdivision development projects, representing over 450 new doors of which a significant number have yet to commence. At an estimated $1,500 in taxes per door, completion of these projects would have a very positive impact on our current tax levy (considering 1% equals approximately $358,000).
A time may be coming, for many communities, when municipal budgetary increases may be limited to mandated or core services, such as infrastructure, garbage, and public safety. Holding a low tax rate without receiving adequate senior level government funding, for costly infrastructure expansion and replacement, is not sustainable. Hard choices may have to be made regarding service levels and/or fee structures to City programs. I think we all understand that the end options will likely not be well received.
Those Living Unhoused
Public Comments
Get rid of the homeless status and move them out of our city. Get rid of the homeless now, a waste of resources Get the homeless people out of our town Just deal with the homeless and crime
Response
Cranbrook has had homeless people for a number of years. They consisted of a small group of people who were known by the community, who had small circles of support and had little impact on the perceived safety and well-being of the community. However, over the past few years Cranbrook, like many cities across Canada, has experienced a rise in the visibly unhoused living in the community. The impact is seen more so in cities that are designated regional health care hubs, such as Cranbrook. This has had far reaching implications throughout the community and has created contention in the community.
Factors associated with those living unhoused like mental health, addictions, affordable housing, and crime are legislated responsibilities of the Provincial and Federal Governments Local government authority and control in dealing with those living unhoused is very limited, but we continue to advocate to senior levels of governments to develop a comprehensive solution that will improve the situation for communities
Recognizing that local governments have a responsibility for the social well-being of their community, this Council has taken some actions to reduce the impact of those living unhoused on business and the community. In January 2024, the Mayor’s Tsk Force on Homelessness and Community Safety and Wellbeing was formed. The Task Force includes representatives from various support agencies, municipal
staff, the faith community, a medical doctor, the business sector, the Social Development Coordinator, as well as the Mayor and a Council member. The purpose of the Task Force was to examine Cranbrook’s situation and make recommendations to Council that advance the safety and wellbeing of all members of our community Agencies within the group continue to collaborate with each other and are acting on a number of recommendations which have made a difference across the community.
A significant difference maker has been the development of a Camping Bylaw to aid the City in controlling the settlement of homeless campers. The Bylaw has made a difference in controlling some of the homeless movement, however, authority of the bylaw has some limits because of Supreme Court case law challenges across Canada. An enforcement response from our local Bylaw Department has some limitations as Bylaw members cannot enforce, take down or remove tents without the assistance of an RCMP member, and unfortunately the RCMP are facing staffing issues that impact their ability to respond. As previously mentioned, a new RCMP community policing position has been implemented which has immediately made an impact. The City continues to communicate and work with the Province to garner support for solutions, programs, and funding to reduce the impacts of our local homeless issues.
Obviously there have been operational costs associated with the community’s situation around those living unhoused The complexity of the social landscape necessitates municipal involvement. Increased clean-up efforts and emergency response measures are essential to ensuring the city operates efficiently for the benefit of all residents. In 2024, the City allocated approximately $80,000 toward addressing social challenges. This included $50,000 for the Social Development Coordinator position, supplemented by a $80,000 contribution from the RDEK, and $30,000 for program operations. Much of this operations funding remains available due to the Social Development Coordinator securing $150,000 from senior levels of government for social concerns. Over the past year, we have seen our homeless numbers stabilize, Bylaw resume its portfolio mandate, an increase in consistent crime reporting to RCMP, and a significant reduction in the demands of our Fire and Emergency Services I believe this progress is a direct result of the dedication and collaboration of the Task Force, the Social Development Coordinator, Bylaw, RCMP and our hardworking nonprofit and support agencies.
Additional housing is a major component in improving the situation in Cranbrook. The City and other service providers are working hard to address gaps in the housing continuum. The permanent shelter on 16th Avenue North is scheduled to open soon along with the new senior’s supportive housing in the Cozy Bear Lodge, and while they won’t necessarily increase bed supply, the lessons learned from these projects will help streamline the process for the next housing initiatives currently being discussed with BC Housing There is also a new affordable 35-unit housing unit is also planned for 2025 and some other BC Housing funded Indigenous housing coming to the community. These housing initiatives will have a significant impact on our unhoused community.
I realize that some residents do not want the City to be involved with the situation around those living unhoused. I can understand that. The systematic breakdowns that have led to the housing crisis, coupled with the toxic drug supply, and increased mental health issues, have resulted in a social situation with negative consequences for communities Nevertheless, there are human rights legislation and case law rulings that protect the rights of all citizens to occupy public spaces and have freedom of movement The
City of Cranbrook has taken a leadership role in doing everything within our reasonable control to lessen the impact of those living unhoused on our community, fully recognizing our limitations Council believes it is the right thing to do. The other option is to do nothing, and continue to blame senior government, while the problem gets much worse The work of the many agencies aligned under the Mayor’s Task Force on Homelessness has shown positive results in the reduction in calls for emergency services for the Fire Department and RCMP.
Crime Response
Crime has always been present in our community, however, it is undeniable that an increase can be connected in-part to those living unhoused where there is drug addiction and mental health issues resulting in survival crime. For the most part, our business community has been more prevalently affected. It is my opinion that dealing with crime locally is made more ineffective and cumbersome due to factors beyond local control. It is not as easy as telling local government or local police to fix it. I believe that our local RCMP, Crown Counsel and Judges are attempting to deal with crime utilizing the means and resources they have available, and within the limits of their authority and powers. The fact is, they face limitations and constraints that requires change by senior lawmakers I do not believe that significant control of crime will change without judicial reform at the federal level and a change in their policy direction that is imposed respecting arrests, prosecution, and sentencing
Most people are aware that the current crisis affecting RCMP recruiting is creating staffing issues that are seriously impacting communities A shortage in policing resources impacts community policing priorities, which affects the ability to deal with lower-level crime This level of crime management requires “boots on the ground.” To maximize time for frontline officers to focus on their operational role, Cranbrook Council has provided Cranbrook detachment with 4 Watch Clerk positions, who perform some of the administrative work that was previously done by frontline members The Watch Clerk positions have greatly reduced the administrative workload of frontline members, increasing the amount of time members spend on the road responding to calls for service. Cranbrook Council also approved funding to create a new Community Engagement Coordinator (CEC) position. The CEC works alongside Cranbrook RCMP members to implement and deliver crime reduction & prevention education and initiatives, including revitalizing the Cranbrook RCMP Volunteer Program and delivering the new RCMP Auxiliary program. The volunteer program and Auxiliary program will increase crime reduction education and initiatives delivered in our community.
The addition of the CEC position also allowed the Cranbrook RCMP to increase their support to City of Cranbrook Bylaw staff. Cranbrook RCMP members and City of Cranbrook Bylaw Officers conduct regular community patrols in areas such as Industrial Park and Moir Park. Additionally, the City is currently looking at ways we can influence a reduction in crime. At this time, the City is developing a pilot project that will provide real-time surveillance and reporting that can detect the occurrence of crime. The pilot program will be deployed in high crime areas, like the Industrial Park area, and can easily be shifted to other areas. We are optimistic that this program will have a significant impact on the crime rate in Cranbrook.
Final Comments
In closing, I would like to thank our citizens who took the time to respond and offer comments. Your comments do matter – your input is valued – and we do care. I can assure you that your city workers, emergency services, community support agencies and Council all care and work in the best interest of our community I know from personal contact and interaction that a lot of them give at a personal cost
I remind residents that we are not the only community with financial challenges We are at a time where “critical” financial management is required and we may be forced to limit spending directly to core services That is in part one of the purposes of the Citizens Survey and the significance of the public comments received My responses are not intended to be defensive in nature or to make excuses, rather, to provide acknowledgement, insight, and clarification Council and staff are doing our very best with what we have, while trying to meet the expectations of the community. Comments and recommendations provided in the survey will be considered in ongoing budgetary discussions and corporate change
Thank you again to everyone who provided feedback. If you would like to discuss these or other issues further, feel free to contact myself or a member of Council.
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