Goals & Objectives - 2014

The Goals and Objectives listed below are an excerpt from the most recent Annual Report. The Annual Report contains important information related to City operations, including a financial overview, highlights and accomplishments. View the 2014 Annual Report.

OBJECTIVE: Financial Stability
Plan for anticipated community needs. Long term Comprehensive Municipal Plan (CMP) updated annually.

To Council in March 2014.

Fund planned capital expenditures. Balance CMP without long-term borrowing. No long-term debt requiredin 2014 CMP.
Build reserves for unanticipated community needs. Have Unrestricted General Reserve Fund balance of $10 million by 2015. 2013 closing balance of $9.5 million. CMP includes an annual allocation to the Unrestricted Reserve.
Maintain a reasonable tax burden for taxpayers. Tax rate increase similar to rate increase of other local governments.

Chilliwack's 2014 tax increase was 2.44%, Abbotsford was 0.00%, Maple Ridge 3.25%, and Langley 2.59%.

Chilliwack remains the lowest for municipal taxation on a representative home when compared to similar communities in the lower mainland.

Chilliwack has the lowest taxation level of the 19 communities surveyed. With utilities and garbage collection included, Chilliwack remains the lowest by a significant margin.

Chilliwack remains the lowest for business taxation when compared to similar communities in the lower mainland. Chilliwack has the lowest class multiplier of 19 communities surveyed.
Other revenue opportunities explored.

Available Government Grants applied for. Received $3.23 million for flood infastructure projects. Applying for the next round of New Building Canada Fund grants.

Identify priority projects which will be eligible for infrastructure grants and save for municipal portion.

Incorporated a savings plan into the 10 Year Financial Plan for 1/3 funding for the Collinson, McGillivray and Hope River drainage pump stations.

New growth pays for itself.

DCC Bylaw reviewed and rates amended. Full cost recovery analysis prepared.

OBJECTIVE: Good Stewardship of Municipal Infrastructure
Maintain the road system. Average pavement quality index goals set at: Arterial 6.5, Collector 6.0, Local 5.5.

Investment into road rehabilitation program has been increased to $2.875 million in 2015 to allow additional paving, and rising to $3.725 million in 2023.

Maintain the utility systems. Service delivery interruptions minimized.

Flushed 130% of water system in 2014. Replaced 6,165 meters of aging cast iron and PVC water pipes. Over 300 life expired water meters replaced in 2014. Over 1,720 backflow prevention devices tested in 2014. Replaced 26 meters and installed 1,015 meters of sanitary sewer lines and flushed 135 km of sewer lines. Dismantled, serviced and rebuilt over 1,370 fire hydrants.

Maintain municipal fleet. Repair and replacement program planned and funded.

Vehicle Maintenance Management System in use. Equipment Replacement Reserve Fund in balance. Replaced aged items. Used 90 retreaded tires. 70 heavy duty vehicles / equipment serviced and inspected quarterly in 2013 and 90 light vehicles serviced. Completed over 2000 repairs to fleet vehicles in 2013.

Maintain civic facilities.

Extend the life of buildings and reduce unplanned costly repairs.

Maintain regular major maintenance program and roof inspection program for all civic facilities. Facility audit of Prospera Centre completed in 2014 to identify capital expenditure schedule.

Maintain municipal fleet. Repair and replacement program planned and funded.

Vehicle Maintenance Management System in use. Equipment Replacement Reserve Fund in balance. Replaced aged items. Used 36 retreaded tires. 70 heavy duty vehicles / equipment serviced and inspected quarterly in 2014 and 90 light vehicles serviced. Completed over 2,500 repairs to fleet vehicles in 2014.

Manage Airport Lease. Manage Airport Lease.

New management staff at the Chilliwack Airport are working with Transport Canada to ensure the airport is fully in compliance with Federal transportation regulations and are reporting progress to City staff on a monthly basis. The Global Navigation Staellite System (GNSS) has been submitted to Nav Canada for review and approval. Airport Operator is reviewing all subleases to ensure all activities and uses at the airport are in compliance with the individual sub-lease agreements. City staff to work with the Airport Operator to facilitate the build out of all available land at the airport to allow for the establishment of additional airport related business uses.

Protect the community from flood risk.

230,000 cubic meters of gravel removed from the Fraser River annually. 110,000 cubic meters of gravel removed from the Vedder River every second year.

No gravel removed from the Fraser River in 2014. Provincial Government developing a 10-year gravel management plan. 55,700 m3 of gravel was removed from the Vedder River in 2014. The reduced volume is due to lower than normal gravel deposition.

Existing funding opportunities for flood studies and dyke upgrades maximized. Senior levels of government lobbied for additional monies.

Secured $1.56 million for the Young Road Dyke Upgrades Project. Secured $1.6 million for the Collinson Pump Station upgrades. Supporting the development of a regional approach to flood management to maximize lobbying effort for senior government funding.

Open drainage watercourses and ditches in the floodplain cleaned on a 3 - 7 year cycle to maintain drainage integrity.

The 2014 drainage maintenance program saw a record accomplishment with 96,000 linear channel meters being cleaned with DFO approval.

Drainage pumping stations to be operable at all times.

McGillvray, Collinson and Wolfe Road drainage stations inspected. All discharge pipes from drainage pump stations were videoed and inspected in 2014. Major rebuild of Wolfe Road station pumps completed in 2014. Plans underway to replace flap gates at Wolfe Road drainage pump station. Preparations for major upgrade to Collinson Pump Station commenced in 2014.

Dykes maintained to Provincial standards.

All dykes inspected and maintained in 2014 prior to freshet. Machine brushed entire dyke system in 2014. Previously, east and west dyke systems alternated each year. West Dykes and Vedder Dykes inspected in fall 2014 prior to high winter stream flows.

Maximize utilizationof existing infrastructure. Development directed to serviced areas. Infill continued in 2014.
Ensure adequate water supply. Amount of water produced meeting daily demand.

Demand met. Lawn watering restrictions during summer. Approved 225applications for the toilet rebate program. A comprehensive water conservation plan is being designed and implemented.

Ensure quality drinking water. Meets drinking water standards.

Comprehensive and extensive drinking water quality testing program undertaken in 2014, with 1,750 water samples tested. Full time drinking water chlorination in operation maintaining a min 0.2ppm chlorine residual throughout the system. Drinking water quality has been maintained to meet drinking water quality guidelines throughout 2014.

OBJECTIVE: Good Stewardship of the Environment
Protect the waterways. Effluent meets or exceeds Provincial standards. Continues to meet Provincial standards. Expansion to Biological Treatment System at WWTP commenced in 2014 to meet demand.
Enhancement of fish habitat.

2014 drainage maintenance enhancements included improvements to the upper reaches of Atchelitz Creek which had previously been deemed "off limits" by DFO. Reinstating a previously impassable channel by reprofiling and removal of obstructions has restored over 2 km of viable fish habitate. Riparian planting of over a kilometer of the west branch of Salwein Creek was also completed.

Protect water course riparian areas. Consider scientifically determined stream setbacks in all new development applications.

Continued to protect riparian areas by maintaining RAR standards and enforcing Development Permit Area #3 rules.

Encourage waste diversion. Waste diversion rate increased to 40% by 2012, 41% by 2013 and 42$ by 2014.

Waste diversion rate of 34% in 2014. Review of Curbside Program underway, including investigating organics (food scrap) diversion.

Protect the air shed. Work with the Province to assess agricultural air quality impacts.

Best practices for nutrient management are addressed in the 2012 Agricultural Area Plan.

Explore economically viable methane extraction opportunities. Install a gas extraction system at the Bailey Landfill.

Continue to utilize methane produce at WWTP to run biogas boiler heat digesters. A gas extraction system was installed at the Bailey Landfill in 2014.

Reduced reliance on automobiles.

Budget increase in 2014 provided additional service hours for more trips in the early morning and late evening, these are especially important for work trips. Transit ridership in 2013 was 19% higher than 2012. Fraser Valley Express service will commence in April 2015, providing service to Abbotsford and Langley.

Protect the Air Shed by fostering a community to become more energy efficient.

Continued to facilitate sustainable transportation and encourage higher density, more efficient developments.

Minimize burning.

Continued to restrict burning through Open Air Burning Regulation Bylaw.

Minimize energy consumption in municipal facilities. Reduction in energy consumption.

Continued energy efficiency upgrades at municipal facilities in 2014, including LED lighting upgrades at Twin Rinks. Fortis BC completed an assessment in 2014 that identified upgrades for the Chilliwack Landing Leisure Centre.

Promote a "zero waste" philosophyto minimize the generation of solid waste in the City, while maximizing reuse and recycling initiatives.

Reduce the annual amount of residential garbage being generated per household and increase the diversion rate. Implement 2010 Waste Audit recommendations.

In 2014 the estimated annual waste generated was 460 kilograms per household, down from 2012 weight of 470 kg/residence.

Ensure a Financial Plan is in place for long term sustainability of the landfill.

Financial Plan projects a positive reserve fund balance, along with a plan to fund closure and post-closure costs.

Landfill Financial Plan reviewed in 2014 and disposal fees adjusted to ensure the economic sustainability of the Bailey Landfill.

OBJECTIVE: Facilitate a High Quality of Life
Provide quality parks and recreational opportunities. Comparison to other communities. Taxpayer feedback.

Chilliwack provides excellent parks, trails and recreational opportunities. Five neighbourhood parks have received new play equipment in 2014 – Topley, Appletree, Coote, Wells Landing and Victoria parks. Portage Park entrance and Yale Road completed. City website updated to allow Chilliwack residents to easily search online for parks and trails. In 2014 partnered with the Chilliwack School District for resurfacing the running track, funded through a joint track reserve fund. Opened new artificial turf field at Chilliwack Secondary School. The Parks, Recreation and Culture strategic plan identifies facility and service delivery needs for 2014 to 2023.

Facilitate the attraction of community events. Events held in local recreational facilities.

Heritage Park, Prospera Centre, and the Chilliwack Cultural Centre booked year-round, including large scale events. Partnership with the Active Communities Committee and Tourism Chilliwack for hosting health and wellness events and sport tourism opportunities. Assisted with Canada Day, Santa Parade, Terry Fox Run and Party in the Park.

Support cultural groups. Facility and funding assistance.

The Chilliwack Cultural Centre hosts many large scale shows and events attracting patrons from throughout the region as well as providing an important venue for developing and showcasing local artists and performers.

Support public art.

In 2014, adopted a Public Art Policy and created the Chilliwack Public Art Advisory Committee. First public art piece donated to the City by CADREB and installed at the Cultural Centre.

Foster community spirit. Recognize volunteers. Recognized volunteers through the Annual Community Sport Hero Recognition program. Recognized sport achievement and legacy through Chilliwack Sports Hall of Fame.
Support community organizations.

Funded $1,374,000 through Community Development Initiatives policy in 2014.

Maintain, enhance and promote the natural beauty of Chilliwack.

Promote tourism.

Contract with Tourism Chilliwack.

Portray a visually appealing image.

New parks signage / branding program underway. Townsend Park and Exhibition Field received new entrance feature signs. New signage installed at all access/egress points of the Landing block. Fifty new style parks informational signs installed throughout the community. New way finding and interpretive signs installed along GBHNR trails.

Street tree program continues with 250 new street trees planted in 2014.

Funded downtown greening initatives with Main Street greening completed in 2014.

Provide a pedestrian friendly community.

Partnered with community organizations and funded an annual trail enhancement program. Major trail construction and enhancements completed in the Promontory / mount Thom area in 2014. Ne Dhailwal Place connector trail provides a link down to Bridlewood Park and trails. Trail construction east of Weeden Park to expanded east side trails. Browne Creek Wetland project and Vedder South trail enhancement works ongoing in 2014, completion due in spring of 2015. Partnered with FVWC, DFO and Rotary to complete Browne Creek Wetlands. Increased public consultation for Parks projects in 2014.

Through innovation and flexibility, establish standards to successfully integrate hillside development within its unique natural context.

DP Area 2 - Hillside and Uplands Areas - was updated in the 2040 Official Community Plan and DP Area 8 - Hillside Development - was included.

OBJECTIVE: Attract & Maintain Business Growth
Contract with CEPCO for economic development. New business locating in Chilliwack.

Non-market business/industry assessment increased $10.6 million in 2014.

Work cooperatively with CEPCO in setting mutual priorities.

CEPCO contract renewed in 2014 for five years.

Encourage redevelopment in the downtown area. Revitalization exemptions applied for.

There was 1 application for RTE within thein 2014.

Facilitating an environment for downtown revitalization.

In April 2014, Council adopted a new bylaw for the regulation of commercial, industrial and multi-family vacant buildings within the City. An educational session on the new bylaw and how it will work on a proactive response was presented to the CADREB and the Chilliwack Chamber of Commerce. Improvements were made to Mill Street, a downtown park was created including available power connection for events and parking areas created.

Create an environment that is positive to business creation. Comparison of taxes and fees, and timing of service delivery. Chilliwack remains at the low end of taxes & fees.

Through the Industrial Revitalization Tax Exemption Bylaw (2011), the City had one application in 2014.

NAIOP 2014: City continues to be one of the best local governments for "Cost of Doing Business" survey. Chilliwack was rated number one for both the lowest commercial to residential property tax burden and the quickest turnaround times for development applications and permits; permitting and development fees cost.

Ensure plans are in place to facilitate regional growth predictions. Regional growth accommodatedin OCP and CMP.

The 2040 Official Community Plan was adopted in 2014, the Regional Growth Strategy goals were incorporated into the OCP.

OBJECTIVE: Engage the Community
Provide community forum venues on major issues under consideration. Public Meetings.

Held Open House on DCC's in conjunction with the Development Process Advisory Committee. Held public meetings in Ryder Lake, Yarrow, Rosedale and Greendale for the Rural Issues Advisory Committee. Held Public Open House and Community Cafe style meetings for the Official Community Plan Update.

Staff attended Canadian Homebuilders Association functions regularly; liaised and continued to build relationships with members of our development community.

Staff offered a "Plan Checking 101" seminar to approximately 50 local builders, developers, architects, engineers and designers. The process of permit application and issuance, and the tools that staff use were shared with this development group in an effort to provide better customer service and to improved building permit turn around times.

Provide relevant information through the City website, Greenheart News and the Leisure Guide. Leisure Guide, Greenheart News,Annual Report, Tax Insert made available. Updated website regularly. All done to satisfaction. Met statutory deadline for presentation of Annual Report.
Work closely with Committees of Council. Committees meet regularly, have Council representation, and provide feedback to Council. All Committees active during year.
Work cooperatively with senior government elected officials. Meet regularly with MLA's and MP to review mutual issues.

Individual meetings have occurred as needed to discuss specific issues. These meetings will continue and joint group meetings will be scheduled.

Ensure timely and accurate information to the community. Information provided.

A social media presence was established on Facebook and Twitter in 2011 and timely updates are provided on a regular basis. Staff regularly answer questions and concerns posted on social media and a social media policy is in place.

Meet regularly with Ratepayer groups. Meetings undertaken. Met with Promontory Ratepayers, Yarrow Ratepayers and BIA groups.
OBJECTIVE: Develop and Maintain a First Rate Work Force
Have recruiting strategies that attract the brightest and the best. Qualified applicants.

To date in 2014, 58 jobs have been posted and 8 jobs cancelled. As of October 20, 2014, 18 new employees have started with our organization.

Undertake on-site training for employee development, as well as encourage employee professional development.

Employees taking relevant professional training, approved by manager prior to training event.

530 transactions of employer-sponsored education sessions that provided employees training and professional development opportunities. A wide variety of courses were approved in 2014 from industry-driven and certification based courses that are required to enhance leadership to soft skill training that enhances productivity and a variety of other skill and abilities.

Provide opportunity forinternal advancement.

Employee movement and turnover.

39 employees have changed positions within the organization to date in 2014. In each move the employee obtained a new position within the organization to advance their careers. *Note: Some internal employees have made 1 or more career or job changes.

Offer a fair compensation package and employee programs. Periodic reviews of compensation in consideration of job content and internal

Completed in 2014.

Workplace Safety Number of workdays lost peryear due to injury.

40 workdays lost due to injury up to September 30th. As a comparison, 41 days days were lost in 2013, 197 days lost in 2012 and 267 days lost in 2011.

OBJECTIVE: Provide Excellent Customer Service
Provide customer servicetraining to employees. Training provided.

Provided group training for all employees.

Seek taxpayer/customer feedback. Customer feedback system in place and followed up on. Almost all feedback was positive. Complaints followed up on promptly.
Provide fast and efficient service. Timeliness of customer service.

Turn-around times met regularly. Reviewed 113 building permits (342 hours) under the premium plan review process for building permits in 2013. Year-to-date 2014, 88 building permits (255 hours) under the process.

OBJECTIVE: Provide a Safe Community
Provide the community with effective fire and life safety education in an effort to reduce the loss of life and property. Provide fire safety and emergency preparedness education to community groups and the public.

Delivered 170 fire safety and emergency preparedness education sessions to over 5,000 persons, including education for school children, seniors, community groups and local businesses.

Increase the fire and life safety in multi-family residential buildings. Continue to work with building owners to upgrade their fire and life safety protection in older apartment buildings.

One hundred and eight (108) multi-family residential buildings are currently on our fire safety upgrade program with 68% (73) upgrades completed.

Plan for the response and recovery of the City and community in times of disaster. Work with First Nations to integrate emergency plans. Exercise the City’s Emergency Preparedness (EP) Plan. Complete individual City department emergency plans and attach to City's response and recovery plan.

Completed 2 EP exercises. Worked with Operations staff in the development of a drinking water emergency plan. Currently working with Engineering staff to develop a comprehensive hazardous materials spill response program. Continue to work in partnership with Tzeachten First Nations and Sto:Lo Health.

Increase the number of on-duty firefighters to reduce response times and provide safe and efficient firefighting operations Increase staffing levels to 4 firefighters on both Engines 1 and 4 on a 24/7/365 basis.

Two "flex" firefighters hired in November 2012 increased the "in-service" time of Engine 4 to 83%. This provided a more reliable and faster response to incidents south of the freeway. One firefighter was added in the 2014 CMP.

Increase the quality and quantity of firefighter training.

Staff a fire trainer position and increase the use of staff and contracted training. Start working on the fire training site.

The CMP identifies the need for a firefighter trainer in 2015. On site work has commenced on the fire training site located west of Townsend Park. In 2014, career and paid-on-call (POC) firefighters completed 25,000 hours of training in core disciplines, such as firefighting, emergency scene management, hazardous materials, vehicle/technical rescue, pre-hospital care, apparatus operator and officer development. An additional 3,000 training hours was provided to the new POC recruit firefighters.

Support RCMP initiatives regarding drugs and drug-related crime. Health & Safety Team (Fire, Bylaw and RCMP) work together to close and clean up residential properties. Bylaw tickets issued.

In 2013, the Health and Safety Inspection Team (RCMP, Bylaw and Fire Departments, BC Safety Authority), was involved in shutting down nine controlled substance and marijuana grow operations and the Health and Safety Team conducted 105 health and safety inspections. For 2014-to-date, involved in shutting down six controlled substance and marijuana grow operations and conducted 96 health and safety inspections.

Increase the health, life and fire safety in buildings that have been used for the purpose of marijuana grow operations.

Health & Safety Team (Fire, Bylaw and RCMP) provide enforcement of Regulatory Bylaws, including remediation, in buildings that may have or have had either licenced or unlicenced marijuana grow operations.

Implement enforcement strategies including the issuance of fines, building permits and notices on title.

Support RCMP activities in the downtown area. Co-ordinate efforts with the RCMP and the downtown RCMP station.

Have worked co-operatively on trouble buildings and hotspots. Homeless lissues have been addressed.

Support RCMP activitiesin the downtown area. Fund bike patrols, downtown RCMP station. Feedback from taxpayers.

More police presence in the Downtown Core. Crime-free multi-family housing initiatives have helped reduce crime.

Maintain an adequate number of police officers, consistent with provincial averages. Police to population.

Funded 2 new members and increased funding to part-time civilian staff support positions, as well as funded a new Information Officer, increased contributions to the RCMP Teams, and maintained a population to member ratio of under 800.

Support RCMP initiatives regarding prolific offenders.

Crime trends.

While Chilliwack does have higher case loads, it has seen an overall reduction in crime trends

Improve traffic education.

Fund and Support the Safer City initiative working in cooperation with RCMP and ICBC.

Public Safety Specialist worked with RCMP and ICBC on programs and projects to educate motorists, pedestrians and cyclists to reduce accidents.

Improve the safety of parks and public places. Crime Prevention through Environmental Design (CPTED) principles are applied in park and public space upgrades.

Chilliwack Crime Prevention Services office has been conducting uniform police foot patrols. Crime Free Multi-Housing Program has been providing excellent intelligence dealing with drug trafficking and prostitution within the Crime Free Multi-Housing complexes.

Support improved coordination between social agencies in the community. Support establishment of Healthier Community Strategic Plan Stewardship Council.

A Chilliwack Healthier Community Stewardship Council has been established and the City has provided funding for a co-ordinator.

Description Date File Size
Objectives Measures Progress from 2013 2014-10-14 112KB