| STRATEGY |
MEASURE |
PROGRESS |
| Plan for anticipated community needs. |
Long term Comprehensive Municipal Plan (CMP) updated annually. |
To Council in March 2011. |
| Fund planned capital expenditures. |
Balance CMP without long-term borrowing. |
No long-term debt requiredin 2011 CMP. |
| Build reserves forunanticipated community needs. |
Have Unrestricted General Reserve Fund balance of $12 million by 2014. |
2011 closing balance of $7 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 2011 tax increase was 3.45%, Abbotsford 4.30%, Maple Ridge 5.00%, and Langley 3.95%. |
| Chilliwack remains at the low end of municipal taxation on a representative home when compared to similar communities in the lower mainland. |
Only Surrey is lower than Chilliwack of 19 communities surveyed. With Utilities and Other Gov't levies, Chilliwack is lowest. |
| Chilliwack remains at the low end of 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 $3,564,733 for the Bailey Landfill Gas Extraction System project under the RSP Gas Tax Program. Applying for the next round of flood infrastructure 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. |
| STRATEGY |
MEASURE |
PROGRESS |
| 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 was updated in 2011 to $2.375 million to allow additional paving, which was concentrated in the collector and local road classes. The 2012 and 2013 budget for road rehabilitation is $ 2.375 million per annum, rising to $2.5 million in 2014. Additional patch truck in operation in 2011. |
| Maintain the utility systems. |
Service delivery interruptions minimized. |
Flushed 150% of water system in 2011. Replaced 3,440 metres of aging cast iron water pipes. Over 600 life expired water metres replaced in 2011. Over 1,200 backflow prevention devices tested in 2011. Replaced 500 metres of sanitary sewer and flushed 135 km. |
| 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. |
| Maintain municipal facilities. |
Fund maintenance programs. |
Funded all major maintenanceidentified as required. |
| Manage Airport Lease. |
Manage Airport Lease. |
Compliance with Airport Head Lease and Operating Agreement as measured by breaches and recorded variance from contractual terms. Successfully completed upgrades to airport infrastructure. Completed airport roof and HVAC upgrading project in 2011. Completed vehicle access security upgrade in 2011. Completed pavement assessment in 2011. Planned replacement of apron pavement sections in 2012. GPS approach survey completed in 2011. |
| Protect the community from flood risk. |
420,000 cubic metres of gravel removed from the Fraser River annually .110,000 cubic metres of gravel removed from the Vedder River every second year. |
No gravel removed from the Fraser River in 2011. Provincial Government developing a 10-year gravel management plan. Gravel to be removed from the Vedder River in 2012. |
| Existing funding opportunities for gravel study and dyke upgrades maximized.Senior levels of government lobbied for additional monies. |
Applied for $4 million in provincial-federal funding for dyke and pump station upgrades in 2011-2014. |
| Open drainage watercourses and ditches in the floodplain cleaned on a 3 - 7 year cycle to maintain drainage integrity. |
Cleaned over 58,000 metres of open drainage channels with DFO and CEAA approval in 2011. |
| Drainage pumping stations to be operable at all times. |
Drainage pumping equipment at Collinson and McGillivray drainage stations received major overhauls in 2011. |
| Dykes maintained to Provincial standards. |
All dykes inspected and maintained in 2011 prior to freshet. Bank armour rock repairs to Vedder trail in 2011. |
| Maximize utilizationof existing infrastructure. |
Development directed to serviced areas. |
Infill continued in 2011. |
| Ensure adequate water supply. |
Amount of water producedmeeting daily demand. |
Demand met. Lawn watering restrictions during summer. Approved 180 applications 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 2011, with 2,200 water samples tested. High drinking water quality standards being maintained without chemical additives or treatment. Review of Drinking Water Emergency Response Plan in 2012 will be undertaken. |
| STRATEGY |
MEASURE |
PROGRESS |
| Protect the waterways. |
Effluent meets or exceeds Provincial standards. |
Continues to meet Provincial standards. New digester construction at the WWTP to meet demand. |
| Enhancement of fish habitat. |
Three salmonid habitat areas constructed as compensation for 2011 ditch clearing works. |
| 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 #11 rules. 5 km of streamside plantings undertaken after the completion of 2011 ditching program. |
| Encourage recycling. |
Diversion rate for recycling items increased to 40% by 2012, 41% by 2013 and 42% by 2014. |
Recycling rate 38% in 2011. Increasing education on requirements of recycling programs. |
| Protect the air shed. |
Work with the Province to assess agricultural air quality impacts. |
Community air quality, energy and greenhouse gas action plan completed. |
| Explore economically viable methane extraction opportunities. Install a gas extraction system at the Bailey Landfill. |
Exploring potential biogas utilization at the wastewater treatment plant. Gas Tax Funding ($3.5 M) was received for the installation of a gas extraction system at the Bailey Landfill. A biogas boiler will be installed at the WWTP to utilize the methane. |
| Reduced reliance on automobiles. |
Local transit fleet expansion from 6 to 7 buses in June 2012 will enable route redesign. Budget increase in 2013 of $250,000 will allow creation of Abbotsford to Chilliwack Express transit service, intended to provide an alternative to single occupancy automobile use for UFV students, commuters and shoppers. With possible trip extension, using the Abbotsford Transit system travellers could reach points west in the Metro Region. Additional funding in the 2014 proposed budget will provide for local fleet expansion from 7 to 8 buses to extend the length of our service day. New technologies investigated. City's "no idling" policy in effect. |
| Protect the Air Shed by fostering a community to become more energy efficient. |
Amended Building Regulation Bylaw to require that single family dwellings be constructed to facilitate the future installation of solar hot water system. |
| Minimize burning. |
Burning reduction measures included in community air quality, energy and greenhouse gas action plan. |
| Minimize energy consumption in municipal facilities |
Reduction in energy consumption. |
Civic facilities have been equipped with energy efficient systems to reduce consumption. Secured Gas Tax funding for an Energy Integration Study for the Chilliwack Landing Area. Received a 2012 Innovations Fund Grant for $22,500 for energy planning study for the Chilliwack Landing. |
| 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 the recommendations of the 2010 Waste Audit. |
2011 annual waste generated was 457 kilograms per household. A waste audit was undertaken in 2010 to identify opportunities for further diversion. |
| STRATEGY |
MEASURE |
PROGRESS |
| Provide quality parks and recreational opportunities. |
Comparison to other communities. Taxpayer feedback. |
Chilliwack provides excellent parks, trails and recreational opportunities. New facilities opened in 2011 included the Cheam Leisure Centre Spray Park, Museum Archives addition, and the Yarrow Skateboard Park. Established and provided CDI funding for community school recreation coordinates and Rosedale and Greendale community schools. A Parks, Recreation & Culture master plan process in 2012 will review and identify facility and service delivery needs. |
| 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. |
| Support cultural groups. |
Facility and funding assistance. |
The Chilliwack Cultural Centre completed its first year of operation having many shows and events. Renovations were completed on the Landing Sports Centre to be used by the Chilliwack Players Guild. |
| Foster community spirit. |
Recognize volunteers. |
Recognized volunteers through the Annual Community Sport Hero Recognition program. |
| Support community organizations. |
Funded $1,137,000 through Community Development Initiatives policy in 2011. |
| STRATEGY |
MEASURE |
PROGRESS |
| Contract with CEPCO for economic development. |
New business locating in Chilliwack. |
Non-market business/industry assessment increased $12.7 million in 2011. |
|
Work cooperatively with CEPCO in setting mutual priorities. |
CEPCO contract renewed in 2008 for 5 years. Work continues on development of the Canada Education Park. Worked together on Chilliwack Aviation and Aerospace Planning Committee. |
| Encourage redevelopment in the downtown area through initiatives such as the revitalization exemption. |
Revitalization exemptions applied for. |
5 new revitalization exemptions in 2010 and 2 new in 2011. The new focused bylaw came into effect on November 1, 2009. Established a Downtown Task Force to review options for the downtown. |
| 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. |
| In 2011, the City was awarded a National Association of Industrial & Office Properties (NAIOP) award. |
| Established a new Industrial Revitalization Tax Exemption Bylaw in 2011. |
| Ensure plans are in place to facilitate regional growth predictions. |
Regional growth accommodatedin OCP and CMP. |
Working with the ALC. |
| STRATEGY |
MEASURE |
PROGRESS |
| Provide community forum venues on major issues under consideration. |
Public Meetings. |
Held Open Houses 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 resident meetings for the Eastern Hillsides Comprehensive Area Plan. Held a public meeting for the Agricultural Area Plan. Held 5 public meetings for the Healthier Community Strategic Action Plan. Held an Open House for the new Sardis Library project. |
| Met with the Builders, Developers and Real Estate groups in the community to update them on the focus and direction of Community Development as it relates to the City’s Planning, Strategic Initiatives, Development and Regulatory Enforcement Services. |
| Provide relevant information through the City website, Greenheart News and the Leisure Guide. |
Leisure Guide, Greenheart News,Annual Report, Tax Insert madeavailable. Updated website regularly. |
All done to satisfaction. Met statutory deadline for presentation of Annual Report. |
| Work closely withCommittees of Council. |
Committees meet regularly, haveCouncil 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. |
Unable to coordinate a joint group meeting in 2011; however, did meet individually for specific issues. |
| Ensure timely and accurate information to the community. |
Information provided. |
Established social media presence in 2011. |
| Meet regularly withRatepayer groups. |
Meetings undertaken. |
Met with Promontory Ratepayers, Yarrow Ratepayers and BIA groups. |
| STRATEGY |
MEASURE |
PROGRESS |
| Have recruiting strategies that attract the brightest and the best. |
Qualified applicants. |
Successfully filled 66 posted positions in 2011 with qualified employees, including 43 new employees to the organization. |
| Undertake on-site training for employee development, as well as encourage employee professional development. |
On site training undertaken. Employees taking relevant professional training. |
There were 98 instances of employer-sponsored education programs provided for employees in areas of leadership development, conflict resolution and course tuition reimbursement for work-related courses. |
| Provide opportunity forinternal advancement. |
Employee turnover. |
33 employees obtained new positions within the organization to advance in their careers. |
| Offer a competitive compensation package and employee programs. |
Comparison to other communities. |
Spot surveys conducted to verify competitive rates on individual positions. |
| Workplace Safety |
Number of workdays lost peryear due to injury. |
190 workdays lost due to injury. |
| STRATEGY |
MEASURE |
PROGRESS |
| Provide customer servicetraining to employees. |
Training provided. |
Provided group training for all employees. |
| Seek taxpayer/customer feedback. |
Customer feedback system in placeand 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. Offer premium plan review service for building permits. |
| STRATEGY |
MEASURE |
PROGRESS |
| 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. |
Held over 200 education events involving over 6,000 persons. |
| Increase the fire and life safety in multi-family residential and senior housing properties. |
Participate in “Health and Safety” inspections for multi-family housing units program. Work towards achieving fire and life safety upgrades in older apartment buildings. |
Conducted over 1,300 fire inspections and over 100 health and safety inspections in conjunction with Bylaw Enforcement. |
| Plan for the response and recovery of the City and community in times of disaster. |
Exercise the City’s Emergency Preparedness (EP) Plan. Complete individual City department emergency plans. |
Completed two EP exercises at the City EOC involving senior staff. |
| Increase the number of firefighters in order to provide safe and efficient firefighting operations and reduce entry times at fires. |
Increase staffing levels to 4 firefighters on both Engines 1 and 4. |
Engine 1 (Hall 1) staffed with 3 firefighters 100% of the time and Engine 4 (Hall 4) with 2 firefighters approximately 80% of the time. |
| Increase the training capacity for firefighters. |
Staff a fire trainer position and increase the use of contracted training. Begin planning for a dedicated fire training site. |
Started preliminary planning for the use of the Parr Road site as a fire training grounds. Dedicated a paid-on-call member to CPR training. |
| 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. |
RCMP, Bylaw and Fire Departments involved in shutting down approximately 31 marijuana grow operations and conducted 143 health and safety inspections in 2011. |
| Support RCMP youth programs initiatives. |
Youth liaison positions funded. |
Funding continues. Prioritized high usage areas of youth, performed youth probation checks, ran the annual RCMP youth academy, ran the billiards club for high risk youths, and worked with schools on youth education programs. |
| 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 ofpolice officers, consistent with provincial averages. |
Police to population. |
Funded 1 new civilian member, 2 part-time civilian staff support positions, the equivalent of 2 new members in the RCMP Teams, and maintained a population to member ratio of under 800. In 2012, funding an additional civilian member, a full-time civilian support position and a part-time position. |
| Support RCMP initiatives regarding prolific offenders. |
Crime trends. |
Chilliwack has seen an overall reduction in crime trends. |
| Improve traffic education. |
Education undertaken. |
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. |
Three employees are CPTED trained. Improvements during year done with CPTED principles in mind. |
| Support improved coordination between social agencies in the community. |
Support establishment of Healthier Community Strategic Plan Stewardship Council. |
A Healthier Community Plan has been developed to address major social issues affecting the community; homelessness, mental health, addictions and crime. A Stewardship Council is proposed in the Plan to facilitate its implementation. |
