2025 Annual Report FOR THE YEAR ENDED DECEMBER 31, 2025
csrd.bc.ca
We acknowledge that the Columbia Shuswap Regional District is located on the traditional and unceded territories of the Secwépemc, Syilx Okanagan, Sinixt and Ktunaxa Nation. We are privileged and grateful to be able to live, work and play in this beautiful area.
Agathe Bernard, Dave Best, Stephanie Goodey, Google Earth, Viktoria Haack, Todd Kelly, Margaret McCormick, Rob Marshall, Natalya Melnychuk, Nick Nonis, Janis Smith, G. Wilson, and Kari Wilkinson.
7 ELECTORAL AREAS & 4 MUNICIPALITIES
ELECTORAL AREA A Rural Golden, Parson, Nicholson, Field, Blaeberry
ELECTORAL AREA B Rural Revelstoke, Trout Lake, Mt. Begbie
ELECTORAL AREA C Eagle Bay, White Lake, Sunnybrae, Tappen
ELECTORAL AREA D Falkland, Salmon Valley, Silver Creek, Deep Creek, Ranchero
ELECTORAL AREA E Rural Sicamous, Malakwa, Swansea Point, Annis Bay
ELECTORAL AREA F North Shuswap - Anglemont, Scotch Creek, Lee Creek, Magna Bay, Celista, Seymour Arm
ELECTORAL AREA G Blind Bay, Sorrento, Notch Hill, Carlin, Balmoral
TOWN OF Golden
CITY OF Revelstoke
DISTRICT OF Sicamous
CITY OF Salmon Arm
The CSRD delivers 118 distinct services, maintains infrastructure and assists with financing agreements for its municipalities and electoral areas.
The CSRD encompasses 28,929 square kilometres from the rugged peaks and glaciers through Golden and Revelstoke, to the more temperate landscapes of lakes, rivers and valleys in the Shuswap.
With Highways 1 and 97 and the CPKC Rail line passing through a large portion of the region, the CSRD has convenient access to Kamloops and the Okanagan, as well as the Lower Mainland and Alberta.
TOWN OF Revelstoke
OUR MISSION
As a regional government, the Columbia Shuswap Regional District provides a range of regional, sub-regional and local services to our citizens. These include legislated services such as general government and administration, land-use planning, solid waste management and emergency planning and response.
As a Board of Directors, we provide leadership for our communities by building relationships and collaborating with others on shared interests. We listen to, and share information with our communities, and advocate on their behalf on matters that are outside our responsibility.
As a Board, we are also responsible for overseeing and providing long-term direction to the CSRD organization in the delivery of its services and administrative responsibilities.
Columbia Shuswap Regional District 2025 Strategic Plan
The regional district also provides a variety of important and beneficial services to its citizens including, but not limited to, water and sewer systems, parks and recreation facilities, building inspection, fire and emergency services, and bylaw enforcement.
- 2025 STRATEGIC PLAN
2025 BOARD OF DIRECTORS
Board Chair | NATALYA MELNYCHUK
Vice Chair | KEVIN FLYNN
Electoral Area A – Rural Golden | KAREN CATHCART
Electoral Area B – Rural Revelstoke | DAVID BROOKS-HILL
Electoral Area C – Eagle Bay, White Lake, Tappen, Sunnybrae | MARTY GIBBONS
Electoral Area D – Falkland, Deep Creek, Ranchero, Salmon Valley | DEAN TRUMBLEY
Electoral Area E – Rural Sicamous, Malakwa | RHONA MARTIN
Electoral Area F – North Shuswap | JAY SIMPSON
Electoral Area G – Blind Bay, Sorrento, Notch Hill | NATALYA MELNYCHUK
Town of Golden | RON OSZUST
City of Revelstoke | GARY SULZ
District of Sicamous | COLLEEN ANDERSON
City of Salmon Arm | KEVIN FLYNN, TIM LAVERY
MESSAGE
FROM THE BOARD CHAIR
As we reflect on 2025, the strength of the Columbia Shuswap continues to lie in partnership, thoughtful planning, and resilient action. Over the past year, progress has been made in public safety, environmental stewardship, infrastructure development, and strategic governance — all grounded in collaboration with communities across the region.
COMMUNITY-TO-COMMUNITY RELATIONSHIP BUILDING
The CSRD continued to strengthen relationships with Secwépemc First Nations, advancing joint work on emergency management, environmental priorities, and long-term planning. These efforts reflect our commitment to reconciliation through trust-based partnerships that support better outcomes for all communities.
STRATEGIC PLANNING
In November 2025, the CSRD Board adopted a new Strategic Plan that outlines priorities in fiscal responsibility, community resilience, sustainable growth, organizational efficiency, and advocacy. This plan provides a clear framework to guide decisions and align future actions with the aspirations of residents, Indigenous neighbours, and regional partners.
TRAILS, RECREATION AND CONNECTIVITY
A major highlight of the year was the opening of 14 km of the Shuswap North Okanagan Rail Trail. This section welcomed thousands of users over the summer and represents an important milestone for regional active transportation. With Agricultural Land Commission approval now secured for farm crossings, momentum continues toward completing the full trail corridor between Sicamous and Armstrong.
ENVIRONMENTAL STEWARDSHIP
The CSRD advanced its Solid Waste Management Plan, engaging approximately 800 residents in shaping a long-term vision for waste diversion, recycling improvements, and landfill sustainability — a vital step given the projected $50 million cost of future landfill closures. To further support environmental health, the Board launched a SepticSmart rebate program, encouraging proper septic maintenance to protect watersheds and reduce risks to public health.
COMMUNITY SAFETY
Strong community support through Alternative Approval Processes in the North and South Shuswap enabled significant progress toward implementing road rescue services — an essential enhancement to rural emergency response. Work is now underway on training, purchasing equipment, and launching the service in 2026. Wildfire preparedness was also strengthened through a provincial mitigation grant to continue the CSRD’s FireSmart programs. In addition, the Scotch Creek-Lee Creek Fire Department celebrated the groundbreaking of its new fire hall to replace the one lost in the 2023 wildfire.
LOOKING AHEAD
The progress achieved in 2025 was made possible by collaboration with residents, Indigenous Nations, and local partners. Thank you for your trust, engagement, and shared dedication to this remarkable region.
Natalya Melnychuk CSRD Board Chair
As we look to 2026, our commitment remains steadfast: to build resilient, thriving communities that honour our natural environment and support a high quality of life for all.
— NATALYA MELNYCHUK, BOARD CHAIR
MESSAGE FROM THE CAO
As Chief Administrative Officer for the Columbia Shuswap Regional District, it is my goal to ensure we provide quality, professional service to our constituents and support the Board of Directors in responding to the needs, desires and challenges of our communities and those who reside, do business and recreate in our regional district.
A goal of this Annual Report is to help our residents understand the role of the CSRD relative to other levels of government and feel heard on issues that are important to them. This report will give you information to better understand what we do, how we do it, where your tax dollars are spent and why.
Outlined in our new Strategic Plan, our decision-making is guided by bringing community perspectives to the table, providing safe and respectful environments for our staff and elected officials, ensuring governance excellence and efficiency, being forwardlooking and communicating clearly and transparently with our citizens. Operating with these values in mind is our commitment to you.
At the forefront is the knowledge that our greatest resource is our people. I want to extend our sincere thanks to our dedicated staff, contractors and the many volunteers who contributed to the success of the CSRD in 2025. When we work together, we can achieve remarkable things.
In 2025, a focus was advancing our commitment to reconciliation. We continued work on developing an Indigenous relationship framework that will guide our efforts to embed reconciliation into all aspects of our operations.
As we look to the future, long-term fiscal responsibility is a priority. We must ensure services provided by the CSRD are financially sustainable – meaning that the services we provide are reviewed and adjusted as required, appropriate maintenance and replacement of our assets and infrastructure is budgeted for and undertaken, our tax and revenue streams are stable, and we have an equitable distribution of future costs that balances the building of reserves with long-term borrowing.
Outlined in our new Strategic Plan, our decision-making is guided by bringing community perspectives to the table, providing safe and respectful environments for our staff and elected officials, ensuring governance excellence and efficiency, being forward-looking and communicating clearly and transparently with our citizens.
I look forward to continuing to work with the CSRD Board of Directors, staff, partners and residents to meet the needs of the people we serve.
John MacLean Chief Administrative Officer
In 2025, a focus was advancing our commitment to reconciliation. We continued work on developing an Indigenous relationship framework that will guide our efforts to embed reconciliation into all aspects of our operations.
— JOHN MACLEAN, CAO
WHO DOES WHAT?
It can be confusing to figure out which level of government oversees which service.
Rural residents receive services from the CSRD, while those living in our member municipalities get some services from the CSRD and others directly from their town, city or district.
Some of the most common CSRD services are solid waste, recycling and emergency management.
Community services such as road maintenance, health care, education, employment insurance and policing are provided by other levels of government.
• Residential services outside municipal boundaries
• Regional parks and recreation
• Rural area planning and development
• 911 operation
• Rural fire protection
• Emergency management
• Bylaws
• Building regulation and inspection
• Water service
MUNICIPAL GOVERNMENT (CITY, VILLAGE, TOWN)
• Road maintenance
• Snow removal
• Water supply
• Sewer/storm water management
• Solid waste collection
• Parks, trails, and playgrounds
• Recreation facilities
• Bylaws
• Municipal RCMP
• Fire services
• Business licenses
• Community planning
• City Hall
• Municipal property tax
* Please note - these are not complete lists of all services at each level of government.
FEDERAL GOVERNMENT (CANADA)
• Income tax
• Employment Insurance
• Child Tax benefits
• Student loans
• Military
• National parks
• International travel
• Banking
• Criminal law
• Foreign affairs
• Crown land management
• Health care
• Social services
• WorkSafe
• ICBC
• Justice
• Post-secondary education
• All highway and rural road maintenance
• Provincial income tax
• Provincial property tax
• Sales tax
HIGHLIGHTS OF 2025
In November, the Rail Trail partners were pleased to announce that construction of the remainder of the trail could move forward after the Agricultural Land Commission provided long-awaited approvals. Construction south of Mara Lake between KM 15 and KM 42.6 began immediately, led by Yucwmenlúcwu (Caretakers of the Land) LLP, a subsidiary of Splatsin Development Corporation. The trail owners will continue to collaborate with farmers to finalize access permits or easements. All existing agricultural crossings will be incorporated into the construction of the rail trail, regardless of whether an easement or permit is in place.
A ribbon-cutting was held September 10, 2025, to celebrate the opening of the trail along Mara Lake from KM 0.5 to KM 14.8. Splatsin te Secwépemc Kukpi7 Michael Christian opened the event and was joined by regional leaders including CSRD Chair Natalya Melnychuk, RDNO Chair Shirley Fowler, District of Sicamous Mayor Colleen Anderson, CSRD Area E Director Rhona Martin, RDNO Area F Director Allysa Hopkins, and other representatives. Greetings were sent from the MLA, MP and the Government of Canada.
SHUSWAP NORTH OKANAGAN RAIL TRAIL
The Shuswap North Okanagan Rail Trail is one of the most ambitious active transportation and recreation projects in British Columbia. It’s a 50- kilometre nonmotorized corridor connecting Sicamous, Splatsin/ Enderby, Armstrong, and the rural landscapes between them. As each new segment opens, the trail is transforming the region from a set of separate communities into a connected, shared destination for walkers, cyclists, families, commuters, and visitors.
The rail trail is co-owned and guided by the partnership between:
• Columbia Shuswap Regional District (CSRD)
• Splatsin te Secwépemc
• Regional District of North Okanagan (RDNO)
The rail trail is designed as a continuous, safe, accessible route supporting:
• Active transportation
• Local commuting
• Daily walking and recreation
• Tourism and cycle touring
• Community health and wellness
• Economic development tied to trail-based visitation
• Splatsin te Secwépemc cultural visibility and storytelling along the corridor
In the summer, the Sicamous Ferry Society, a non-profit community group, ran a continuous shuttle loop from Martin Street Boat Launch to Sicamous Beach Park and the rail trail access point at 0.5 km, operating Monday to Saturday, 9 AM to 5:30 PM. This gave users a chance to try out a 14-kilomtere section of trail that is currently difficult to access due to construction on the R.W. Bruhn Bridge. Due to the delayed construction on Highway 1, full access from Sicamous to the rail trail is anticipated in 2027.
Design and costing for the remaining 6.5-kilometres between KM 42.6 and KM 49.15 was completed, including a design for a pedestrian and bicycle overpass on Highway 97A. Splatsin te Secwépemc has made an application for funding support for this section through the Infrastructure Canada’s Active Transportation Funding program.
Between May and September
2025, the Sicamous trail counter recorded 13,148 users on the rail trail, averaging nearly 300 users per day.
KARI WILKINSON PHOTO
2025 STRATEGIC PLAN
The CSRD Board of Directors endorsed its Strategic Plan in November 2025.
The CSRD Board of Directors endorsed its Strategic Plan in November 2025. The document is designed to guide the Board’s decision-making and set priorities for the coming years. It provides a roadmap for the public to better understand what the CSRD’s goals are and how it plans to achieve them.
It also provides a tool for sharing the Board’s priorities with its citizens, partners and other levels of government.
The plan was created after extensive input from Directors and staff and focuses on addressing the most pressing opportunities and challenges facing the region.
It establishes five main strategic priorities:
FISCAL RESPONSIBILITY – This includes focusing on long-term financial planning and asset management to ensure services remain sustainable and affordable.
RESILIENT COMMUNITIES – Enhancing emergency preparedness, updating waste and parks plans, and building self-reliance to adapt to climate and economic risks.
SUSTAINABLE GROWTH – Managing land use and infrastructure to respond to growth while preserving community character, especially in rural areas.
ORGANIZATIONAL EFFICIENCY – Improving governance and adopting new technologies to maintain high-quality service to residents.
ADVOCACY – Representing regional concerns to provincial and federal governments on issues such as food security, wildfire preparedness, infrastructure, and provincial downloading. As part of the discussions around endorsing the plan, the Board decided to take a closer look at the plan’s Advocacy. Additional review of this section will take place in 2026.
Regular progress reports on the plan’s priorities will keep it visible and relevant, ensuring accountability and transparency.
For more information and to view the full 2025 Strategic Plan, visit the Governance Reports section of the CSRD website.
SOLID WASTE MANAGEMENT PLAN
There is a significant cost to disposing of garbage and managing recycling. These costs continue to escalate. Careful planning today will keep the system fair, sustainable, and effective for the future.
The SWMP: What It Is and Why It Matters
The SWMP is the CSRD’s long-term roadmap for managing garbage, recycling, and waste reduction. The plan is designed to help the CSRD make smart decisions to protect the environment, meet provincial requirements, and secure the infrastructure we need for years to come.
Under the Environmental Management Act, all regional districts must prepare and submit an updated solid waste management plan for provincial approval. The CSRD is required to complete a full plan renewal by the end of 2028.
The CSRD began the update process in 2023. The SWMP update requires adequate consultation with the public, Indigenous communities, a range of interested parties and affected stakeholders. The focus of the project in 2025 was gathering public feedback on the draft plan.
WHAT WE HEARD
• Overall, there is support for waste reduction, reuse, and diversion initiatives, with many respondents expressing a desire to see expanded access to facilities and services.
• Accessibility, particularly related to the location and hours of operation of landfills and transfer stations, emerged as a recurring theme, with nearly one in five comments highlighting the need for improvements.
• Enhanced recycling options and more comprehensive curbside collection were also frequently mentioned, reflecting the community’s interest in convenient and equitable service delivery.
• Concerns about affordability, environmental protection, and the effectiveness of education and communication efforts were also prominent.
SWMP Strategies | The CSRD'S Public and Technical Advisory Committee identified 8 key strategies to guide the solid waste management plan. Understanding these strategies helps us see the value in reducing waste and making smarter choices for our community and environment.
Encourage Waste Prevention
1
5
Improve Transfer Station Network & Operation Efficiency
Enhance transfer stations with standardized hours, events and improved services for users.
2
Support programs that repair, reuse, and extend the life of items, including community initiatives like clothing mends, tool libraries, and upcycling workshops.
6
Responsibly Manage CSRD's Landfills to Maximize Capacity
Keep landfills safe and compliant while exploring new ways to increase energy recovery and reduce GHG emissions.
3
Improve Access to 3-Stream Curbside Collection and Diversion Capacity
Improve curbside collection, expand organics processing, and increase waste diversion at regional depots.
7
Encourage Waste Diversion
Improve education and enforcement of waste bylaws and explore additional regulations to increase diversion.
Review taxes and tipping fees (charges for disposing of waste at landfill and transfer stations) to cover costs and encourage waste reduction.
Improve Construction & Demolition (C&D) Waste Diversion
4
Improve C&D waste management through sorting and diversion programs. Explore alternative ways to divert non-recyclable materials.
WHAT'S NEXT
The feedback received through the CSRD’s survey, and in-person engagement was vital, as it is now being used to finalize the plan components, including strategies and actions that will guide the region in the coming decade.
The final plan will be drafted and submitted to the Ministry of Environment and Parks in 2026.
ORGANIZATIONAL STRUCTURE
Board of Directors Chief Administrative Officer
GENERAL MANAGER Corporate Services (Corporate Officer)
• Legislative Services
• Communications
• Information Technology
• Tourism & Film
MANAGER
Human Resources
GENERAL MANAGER Community & Protective Services
• Parks, Trails & Recreation
• Facilities
• Fire Services
• Emergency Management
GENERAL MANAGER Development Services
• Building Services
• Planning Services
• Bylaw Enforcement
• Dog Control
GENERAL MANAGER Financial Services (Chief Financial Officer)
• Accounting
• Financial Planning
• Procurement
• Asset Management
GENERAL MANAGER Environmental & Utility Services
• Waste Management
• Recycling & Waste Reduction
• Utilities
• Environmental Services - Milfoil, Mosquito Control
CORPORATE SERVICES
What We Do
To provide and administer governance services, Board and Committee meeting management, legal and legislative matters, election services, Freedom of Information and Protection of Privacy Act management and records management.
The Corporate Services Department generally plays a supporting role in helping other departments implement or achieve Strategic Plan goals.
Communications and Information Technology are also key functions of this department.
Highlights
• Corporate Services staff conducted a referendum of eligible voters in Electoral Areas G to determine the future funding of five community halls in the area. A majority of voters answered yes to the question of whether to support operational funding, with 508 votes cast. A total of 368 were cast for Yes, while 140 ballots were cast for No. Beginning in 2026, Electoral Area G taxpayers will contribute $10,000 per year in funding to each of the four halls, and $7,500 to each of the two societies that jointly operate the Sorrento Hall.
• In January, staff coordinated a pause on the activities of Shuswap Tourism and the Columbia Shuswap Film Commission. After consideration, most participants in the services, which includes the District of Sicamous, Electoral Areas C, D, E, F and G, voted in favour of re-evaluating the service following the withdrawal of the City of Salmon Arm. Later in the year, the Board approved contracting Film Commission services to the Okanagan Film Commission. Support was also given to continue with some of the previous Shuswap Tourism marketing and promotional materials in 2026.
• An Alternative Approval Process was held in May and June to determine whether taxpayers would support funding new road rescue services in the North Shuswap, Electoral Areas C and G and Falkland. Electoral assent was granted in the North and South Shuswap but was rejected in Falkland. Service will begin in 2026.
• An Alternative Approval Process was also held in Field in July to determine if the residents of Field were willing to accept the transfer of Field Fire & Rescue from Parks Canada to a CSRD-operated fire department and rescue service There was no opposition.
INFORMATION TECHNOLOGY
The role of Information Technology is to provide reliable, stable, and current technology systems to all Regional District departments. Information Systems maintains all servers, workstations, firewalls, printers, scanners, telephones, cellular phones, pagers, and security systems. Information Systems coordinates and manages short- and long-term information technology infrastructure planning, acquisition of corporate computer equipment, software services and telecommunications equipment and services.
Highlights
• Information Technology staff worked closely with consultant Government Frameworks to enhance the CSRD’s data collection and records management systems.
• Geographic Information System staff updated the CSRD’s web mapping functions to add information for emergency management, parks and water systems. The team worked with a consultant to update geohazard risk information, as well as create public evacuation route maps for the Shuswap Emergency Program.
• To help protecting the integrity and enhance the reliability of all the CSRD’s data, the department partnered with Field Effect Canada and Microsoft Canada to implement new hardware and software to protect our network against malicious cyberattacks.
COMMUNICATIONS
What We Do
The CSRD communications team works to inform residents about services, policies, and emergencies, while also managing public perception, countering misinformation, and enhancing two-way dialogue with residents. Various communication tools are used including websites, news releases, social media, newsletters and public meetings.
Highlights
• Communications staff worked with the Utilities Department to develop newsletters for each of the CSRD’s 10 water systems to educate and inform users about their system, the need to conserve water and the newly introduced multistage water restrictions.
• Working with the CSRD’s Environmental Services team and the project consultant, communications staff developed online surveys using the CSRD Connect engagement platform, helped to organize community open house and popup events, and assisted with the creation and distribution of news releases and promotional materials.
• Corporate communications continued to be enhanced through 49 press releases, monthly E-newsletters, social media platforms and the production of the Annual Report.
• A draft Shuswap Emergency Program (SEP) Crisis Communications plan was developed. The plan will be reviewed and brought to the SEP Executive Committee in 2026
MASS NOTIFICATION SYSTEM
SOCIAL MEDIA
In 2025, the CSRD had four social media platforms:
CSRD Facebook: 12,000 followers, 2.4 million impressions.
CSRD Instagram: 3,990 followers, and 443,033 views.
Shuswap Emergency Program Facebook: 13,000 followers, 595,640 impressions.
Shuswap Emergency Program Instagram (launched in April 2025): 152 followers, 6,215 views.
Garbage & Recycling
COMMUNITY SERVICES
What We Do
Plan, manage and operate CSRD parks and facilities including playgrounds, trails, the Golden & District and Sicamous & District Arenas, the Golden Curling Rink, Golden Library, the Revelstoke Airport and the CSRD Administrative Offices.
Highlights
• The upgrade to Eagle Bay Community Park was completed, which includes a new children’s playground, picnic shelter, multi-use sport courts and landscaping.
• The Board voted to support the emergency purchase of a new ice chiller to replace a broken unit at the Golden Curling Rink. The replacement unit will be funded with $100,000 from the Electoral Area A Community Works Fund, as well as a $51,000 contribution from the Golden Curling Rink capital reserve. The new unit was installed before the fall 2025 curling season.
• An effort to update the CSRD’s Parks and Recreation Plans for the Electoral Areas A, C, D, E, F and G was initiated, with funding approval from the Board. A consulting firm, Urban Systems, was brought on to assist with the parks planning process, which will include public engagement in 2026.
• The District of Sicamous initiated a statutory service review related to the management of the Sicamous Arena. Two meetings were held involving CSRD Board Chair Natalya Melnuchuk, Sicamous Mayor Colleen Anderson and Electoral Area E Director Rhona Martin. The participants did not arrive at a consensus for change. An impasse was declared and the service review was closed.
DID
YOU KNOW...
THE CSRD OWNS AND OPERATES THE REVELSTOKE AIRPORT, LOCATED APPROXIMATELY FIVE KILOMETRES SOUTH OF THE CITY OF REVELSTOKE.
It is a daytime-use facility used by charter operators, private, aircraft, the Revelstoke Flying Club and a Ministry of Forests Air Support tanker and initial attack base.
What we do?
This department delivers services relating to three core functions: fire services, emergency management and emergency fire dispatch (911 service) through the E-Comm program.
The CSRD operates 15 fire departments within 10 fire suppression areas including more than 65 apparatus and 16 fire halls. In 2025, the CSRD surpassed 400 firefighters in our programs.
The CSRD is responsible for emergency management in the region. The Shuswap Emergency Program is managed directly by the CSRD and includes Electoral Areas C, D, E, F, and G, as well as the District of Sicamous and the City of Salmon Arm. City of Revelstoke manages emergencies within the municipality and for Electoral Area B. The Town of Golden is contracted to manage emergencies within their boundaries, as well as in Electoral Area A.
Highlights - Fire Services & Emergency Management
• Effective January 1, 2025, residents of Kicking Horse Mountain Resort received fire protection for their area with services being provided by the Town of Golden until the stand-alone Kicking Horse Fire Department is operational.
• Plans for the CSRD’s takeover of the Field Fire Department from Parks Canada were finalized after a successful assent process. The CSRD assumed operations of the department January 1, 2026.
• Construction started on rebuilding the Scotch Creek-Lee Creek Firehall at a new site, located at 1435 Beatty Road.
• An Alternative Approval Process in Electoral Areas C, G and F supported the addition of road rescue services for the North and South Shuswap. Planning and preparation for the rollout of the program, which will be delivered through local fire departments, got underway. The service is scheduled to begin operating in 2026.
• The CSRD’s FireSmart team continued to work on reducing wildfire risks across the CSRD. The program is in the sixth year of service, funded by a two-year $1.1 million grant from the Community Resiliency Investment program.
• Emergency Management staff coordinated and delivered ongoing training and support for the Emergency Support Service volunteer program. A major focus was also expanding the capacity of trained staff to work in an Emergency Operations Centre.
• A Community Evacuation Guide was developed and distributed in print and digital formats to residents of the Shuswap. It included extensive evacuation route planning maps for residents. Evacuation Route planning was started for the City of Salmon Arm.
Ground-breaking for the rebuilding of the Lee Creek / Scotch Creek Firehall
For the first time in the past five years, the CSRD did not have to activate an Emergency Operations Centre above Level 1 in the region in 2025
More than 2,000 people attended the Shuswap Emergency Expo at the Salmon Arm Airport in June
46 neighbourhood emergency programs in place
68 TRAINED WHO LOST THEIR HOMES SUPPORT PROVIDED TO 14 FAMILIES
EMERGENCY SUPPORT VOLUNTEERS
1,500+ HOURS IN
ESS VOLUNTEER TRAINING AND EXERCISING
19 Local FireSmart Representatives trained and operating across the region
109 yard-waste bins filled during yard waste clean-ups (up from 27 bins in 2023)
BUILDING AND BYLAW SERVICES
Building activity in the CSRD continues to show strong growth:
2025 Building Permits issued: 340
2025 Site Inspections completed: 800
2025 Construction Value: $93.67 million (highest ever recorded)
Bylaw Enforcement responded to more than 2,500 combined inquiries, phone calls, inspections, referrals, letters and emails. The CSRD received 359 new bylaw enforcement complaints and 121 dog control complaints in 2025.
What We Do
Building inspection is a comprehensive assessment of a building’s structural integrity, safety, and compliance with building codes and regulations to ensure the health, safety and protection of people and property.
Building Regulation and Inspection in the CSRD is conducted in Electoral Areas B, C, E, F and G.
Bylaw Enforcement is responsible for processing, investigating and resolving contraventions of CSRD Bylaws throughout the regional district, as well as managing the CSRD's aggressive dog control service in four specified Electoral Areas.
Highlights
• Building Services staff continued to work on the rebuilding process from the 2023 Bush Creek East Wildfire, where 176 homes were destroyed. Building permit and planning applications for the areas impacted by the fire continued to be busy throughout 2025. So far, 74 total building permits, including 66 new-home building permits have been issued in the fire-impacted area.
• A benchmarking review was conducted of the CSRD’s building process to look at service standards and increase efficiency. The largest contributors to extended timelines are from factors outside the department’s control — most notably internal planning referrals and provincial agency review requirements. When you remove those issues, the Building Department typically spends about 3.5 weeks actively working on a permit, demonstrating a high standard of productivity when compared with other BC local governments.
• In the spring, Bylaw Enforcement staff were directed to convert the dog control programs in Electoral Areas C, D, F, and G from using external contractors to an in-house model. As part of the change, the Board decided the CSRD would only continue to enforce the aggressive and dangerous dog control provisions of its bylaws. A formal revision of dog control bylaws will take place in 2026. In addition, CSRD staff spent a significant amount of time working on complaint files regarding an aggressive dog situation in Silver Creek.
• After the Board denied a rezoning application to bring the Spa Hills Compost facility into compliance in April, the CSRD continued to make attempts to work with the owners on plans to bring the facility into compliance. Without any results, the Board voted in September to authorize staff to take all measures necessary to bring the property at 2223 Yankee Flats Road into compliance with CSRD bylaws, including the commencement of legal proceedings.
PLANNING SERVICES
Want to know what development applications are being considered near you?
You can get notified by email or text about development proposals in your area. Use the Notify Me feature of the CSRD website to sign up website to sign up for Public Notices.
What We Do
The CSRD's planning function is divided into two categories: Long Range Planning and Current Planning.
Long-Range Planning is primarily focused on developing and amending Official Community Plans (OCPs), Zoning Bylaws, and creating new and updated land-use policies.
Current Planning consists of application review and recommendations for land-use applications such as rezoning, development permits, Agricultural Land Commission proposals, Temporary Use Permits, variances and bylaw requirements.
Highlights
• The CSRD completed Interim Housing Needs Assessment for all Electoral Areas, as required by the Province. These reports updated previous assessments conducted between 2020 and 2022. The information is required to be available to the public and included in Official Community Plans.
• Short-term rentals continued to be a hot topic in 2025, with residents who operate short-term rental accommodation required to register with the Province of BC’s registry, while also needing to ensure their operation complies with CSRD land-use bylaws. Temporary-Use Permits are a tool to bring these operations into compliance. The short-term rental temporary use permit process was updated. Electoral Area B was the only CSRD area which opted into the Province’s Principal Residence requirement for short-term rentals. This provision limits short-term rentals to the host’s primary place of residence.
• Development Services worked with the IT/GIS department to see how Artificial Intelligence (AI) tools could be used to provide routine information, aid in the submission of complete land use applications, and improve the processing efficiency of applications.
• Planning applications totalled 275 in 2025, which is the thirdhighest level recorded over the past 10 years. Much of the Planning department’s time and effort is focused on processing planning applications as efficiently as possible.
ENVIRONMENTAL SERVICES
What We Do
The Environmental Services Division delivers services related to eight core functions: Solid Waste Management, Waste Reduction (Recycling), Climate Action, Milfoil Control, Noxious Weeds, Mosquito Control, Liquid Waste Management Planning, and Dike Maintenance. This function has one of the largest budget allocations, with more than 30 budgeted functions to be managed, ranging from hundreds to millions of dollars. The day-to-day management and supervision of these diverse services are delivered through staff and contract resources.
DID YOU KNOW...
A new milfoil harvester machine was purchased and put into use in Shuswap and Mara Lakes. The machine cuts back this invasive weed at the right depth to help control growth, provide healthier habitats for fish and wildlife, and improve conditions for swimmers.
Highlights
• A SepticSmart rebate program was introduced in each of the CSRD’s Liquid Waste Management Plan (LWMP) areas including Electoral Areas C, E, G, and portions of Electoral Area F, including Seymour Arm. The program covered up to 75% of the eligible expenses for specific septic services, subject to a maximum amount. It proved exceptionally popular and reached capacity in Electoral Area G and the North Shuswap within 24 hours of it being launched. Funds are in place to support rebate contributions for 2026.
• The Salmon Arm Landfill was awarded the top local government facility for the collection of used oil and antifreeze by Interchange Recycling in BC.
• A Used Oil Collection Depot was opened at the Sicamous landfill, making disposal more convenient for residents. The Sicamous program runs on Saturdays during regular hours of operation.
• The electric fence at the Revelstoke landfill — installed to restrict wildlife access — was fully replaced and upgraded in 2025.
• The Design, Operation and Closure Plan update, for the Golden Landfill, was completed and submitted to the Ministry of Environment and Parks.
Here’s a quick peek at what your recycling efforts kept out of the landfill:
10,460 905
3,018
12,457
17,211
257
57,620 8,580 Mattresses Child Car Seats Fridges / Freezers kg of Clothing Propane Tanks Fire Extinguishers litres of Used Oil kg Books
3,106 kg of Batteries
UTILITY SERVICES
What We Do
Utility Services manages services to four core functions: Community Water Services, Community Sewer Services, Street Lighting and Fire Hydrant servicing. This includes the operation of 11 CSRD-owned community water systems. The CSRD also owns and operates six small park/community hall and fire department water systems at Ranchero Deep Creek Firehall, Malakwa Park/Firehall, Silver Creek Park/Firehall, Swansea Point Firehall, White Lake Community Hall/Firehall and Yard Creek Campground.
Board of Directors
DID YOU KNOW...
In the summer, water use in the CSRD increases by three times the amount used in the winter. Lawn and garden watering is the primary culprit. You can reduce outdoor water use by:
• Watering in the early morning or at night to reduce evaporation.
• Letting your grass grow longer to shade roots and help retain moisture.
• Switching to drought-tolerant vegetation.
Highlights
• The department introduced new water conservation and a four-stage water restrictions plan to promote and encourage reduced water use for residents. The plan designed to help protect water supplies and reduce strain on CSRD water infrastructure. Across all systems, summer water use was noticeably less than in previous years.
• Construction of the expanded $4.1 million Scotch Creek Water System was completed, providing water service to 84 properties. The upgrade included building a water treatment plant, installing a trunk watermain and upgrading the water intake to increase treatment capacity and improve service.
• The department is looking at options for upgrading the lake water intake for the MacArthur Reedman Water System, which is experiencing challenges with low lake levels and end-of-life infrastructure. The system was moved to Stage 2 water restrictions for most of the summer to reduce the strain on the water system. A community information meeting was held in August to discuss upgrade options and funding methods. An assent process is planned for 2026.
Water conservation works −
CSRD water use in 2025 was 49,487 cubic meters lower than in 2024 and 85,975 cubic metres lower than in 2023.
1,299,280,000
1,176 85,261 LITRES OF WATER USED IN 2025
273 67
Meters of watermain CSRD-owned fire hydrants Ornamental street lights Private hydrants serviced by the CSRD in fire protection areas
Bacteriological samples tested from CSRD water systems
213
FINANCIAL SERVICES
What We Do
The Financial Services Department provides financial expertise, support, information and recommendations to all the CSRD’s departments, as well as the Board and public. Transparency and accountability are the cornerstones of fiscal management at the CSRD.
Approved by the Board of Directors each year, the Five-Year Financial Plan lays out the framework for how the CSRD spends tax dollars. The department also assists in developing policies and procedures to guide the Board and staff in shaping the direction of the organization.
The 2025 Financial Statements were audited by BDO Canada LLP, who have expressed that, in their opinion these statements present fairly, in all material aspects, the financial position of the regional district.
In addition to the preparation of these audited financial statements each year, the CSRD maintains a system of internal accounting controls to safeguard the assets of the regional district, as well as provide timely and reliable financial information. This ensures the full accounts of the regional district and the Regional Hospital District are prepared, maintained, kept safe and can be reviewed by the public.
Highlights
• The CSRD appointed a new Chief Financial Officer (CFO) following the retirement of longtime CFO Jodi Pierce, who announced her retirement plans early in 2025. Jeremy Sundin took over as the new General Manager, Financial Services (Chief Financial Officer) on September 2, 2025. A Chartered Professional Accountant, Sundin came to the regional district from the District of Coldstream, where he served as Director of Finance for the past four years.
• An Asset Management Program is continuing to be developed and enhanced. This function is designed to ensure the CSRD effectively maintains property, infrastructure and equipment throughout its entire life cycle, from planning and acquisition to operation, maintenance, disposal and replacement.
• A primary focus for the Finance team is the ongoing completion of all financial reporting, tax requisitions, parcel taxes, Community Works Fund projects and financial tracking and reporting for grants.
Understanding Your 2025 Property Tax
The CSRD calculates the cost of delivering each service to electoral area residents.
BC assessment determines the assessed value of your home based on age, size, location, etc. The value is calculated on July 1 of the previous year. Residents receive a notice from BC Assessment informing you of the assessed value at the beginning of each calendar year.
The province of BC calculates your taxes using a formula which includes your assessed property value and the costs to provide the services you receive from the CSRD, as well as other government agencies including:
• Provincial school tax
• Provincial rural road and police tax
The services Electoral Area residents receive from the CSRD differ from property to property. Property values also differ − even between you and your next-door neighbour − so no two taxpayers in a regional district will pay the same amount of property tax.
NOTE: Tax information for the CSRD’s four municipalities (Town of Golden, City of Revelstoke, District of Sicamous and City of Salmon Arm) differs from taxation in Electoral Areas. Tax information must be obtained directly from those municipal governments.
How are your taxes calculated?
Tax rates are described per $100,000 of assessed property value.
Where were your taxes spent in 2025?
The next pages outline rates and services for each of the Electoral Areas A through G.
When you are calculating your taxes, a service costs $1 per $100,000 of assessed property value.
For example, if a home is valued at $500,000, the cost for that service
AREA F
2025 TANGIBLE ASSETS 2025 GRANTS-IN-AID
2025 APPROVALS
COMMUNITY WORKS FUND
Golden Curling Rink MAY $100,000 AREA A CHILLER REPLACEMENT
Golden Curling Rink AUGUST $14,980 AREA A REPLACEMENT OF SECTION OF FLOOR
Revelstoke Landfill JUNE $120,000 AREA B ELECTRIC FENCE REPLACEMENT
White Lake Fire Hall SEPTEMBER $10,000 AREA C BAY DOOR REPLACEMENT
Lee Creek / Scotch Creek Fire Hall AUGUST $500,000 AREA F FIRE HALL REBUILD (post wildfire)
White Lake Fire Hall AUGUST $10,000 AREA G BAY DOOR REPLACEMENT
Harbour Road SEPTEMBER $80,927 AREA G BOAT LAUNCH and DOCK REPLACEMENT
Markwart Road SEPTEMBER $19,073 AREA G DOCK REPLACEMENT
