Goals & Objectives - 2013

To Council in February 2013.

Chilliwack's 2013 tax increase was 3.44%, Abbotsford was 2.06%, Maple Ridge 3.25%, and Langley 2.79%.

Only Surrey has lower taxation than Chilliwack, of the 19 communities surveyed. With Utilities and Other Gov't levies included, Chilliwack is lowest.

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.

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

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

Investment into road rehabilitation program has been increased to $2.875 million in 2014 to allow additional paving, and rising to $3.525 million in 2021.

Flushed 150% of water system in 2013. Replaced 300 meters of aging cast iron water pipes. Over 450 life expired water meters replaced in 2013. Over 1,600 backflow prevention devices tested in 2013. Replaced 45 meters of sanitary sewer and flushed 120 km of sewer lines.

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.

Compliance with Airport Head Lease and Operating Agreement being maintained through timely communications with Airport Operator. Issues are being resolved as they arise resulting in no contractual breaches. Completed concrete apron replacement in 2013. Global Navigation Satellite System (GNSS) approach and departure procedures proposal has been reviewed by Transport Canada and has been forwarded to Nav Canada for final review and approval expected in 2014.

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 2013. Provincial Government developing a 10-year gravel management plan. No gravel removed from the Vedder River in 2013 (only on even-numbered years).

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

Cleaned over 67,000 meters of open drainage channels with DFO approval in 2013.

McGillvray, Collinson and Wolfe Rd drainage stations inspected. Main hydro transformer replaced at McGillvray drainage station. Major rebuild of Wolfe Rd station pumps commenced in 2013.

All dykes inspected and maintained in 2013 prior to freshet. West dykes and Vedder Dykes inspected in fall 2013 prior to high winter stream flows.

Demand met. Lawn watering restrictions during summer. Approved 167 applications for the toilet rebate program. A comprehensive water conservation plan is being designed and implemented.

Comprehensive and extensive drinking water quality testing program undertaken in 2013, with 1,850 water samples tested. Full time chlorination commenced in March 2013 and water system has been operated with a min 0.2ppm chorine residual throughout. Since chlorination, water quality has been maintained to meet drinking water quality guidelines. Consultant study to identify most suitable full time disinfection system undertaken in 2013.

Fish habitat enhancement projects completed in 2013 included 2.3 km of streamside plantings completed along Big Ditch, Nevin Creek and Stewart Creek.

Continued to protect riparian areas by maintaining RAR standards and enforcing Development Permit Area #11 rules.

Recycling rate 32% in 2013. Increasing education on requirements of recycling programs. An organics (food scrap) diversion program will be investigated.

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

Continue to utilize methane produce at WWTP to run biogas boiler heat digesters. A gas extraction system will be installed at the Bailey Landfill in 2013.

Budget increase in 2013 will provide for local fleet expansion from 7 to 9 buses to extend the length of our service day and routes. A transit connection to Abbotsford is being planned by the FVRD, intended launch date is mid-2015.

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

Conducted review of open burning trends and assessed options to reduce open burning in Chilliwack.

Continued energy efficiency upgrades at municipal facilities in 2013. Upgrades included lighting improvements and working with Fortis BC to identify energy conservation measures for the pools at the Cheam Leisure Centre and Chilliwack Landing Leisure Centre.

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

In 2013 the estimated annual waste generated was 460 kilograms per household, down from 2012 weight of 470 kg/residence.

Chilliwack provides excellent parks, trails and recreational opportunities. New facilities and parks completed in 2013 included Exhibition Turf Field, Peach Creek Trail and the opening of the Sardis Library. Supported by CDI funding, the Rosedale and Greendale community schools successfully completed their second year of community programming. The Parks, Recreation & Culture strategic plan, identifying facility and service delivery needs for 2014 to 2023, was adopted.

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.

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.

Funded $1,296,000 through Community Development Initiatives policy in 2013.

Maintain, enhance and promote the natural beauty of Chilliwack.

Promote tourism.

Contract with Tourism Chilliwack.

Portray a visually appealing image.

Reviewed opportunities for improved signage. Introduced new parks sign program.

Street tree program continues and funded $70,000.00 in 2013 for downtown greening initiatives.

Partner with community organizations and fund an annual trail enhancement program. Pursue funding opportunities for pedestrian and cycling network improvements.

Provide a pedestrian friendly community.

Partner with community organizations and fund an annual trail enhancement program. Pursue funding opportunities for pedestrian and cycling network improvements.

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

In 2013, Hillside Development Standards Policy was adopted by Council. In addition, DP Area 13 for Form & Character was incorporated into the OCP.

Non-market business/industry assessment increased $9.6 million in 2013.

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.

There was 1 application for RTE within the Downtown area for each of 2012 and 2013.

Facilitating an environment for downtown revitalization.

After receiving a report from staff, direction to research and develop draft bylaws and/or policies with respect to minimum maintenance standards for vacant buildings was given by Council. Staff (Clerks Department & Bylaw) are working on preparing the Bylaw for Council's consideration.

Established a new Industrial Revitalization Tax Exemption Bylaw in 2011.

NAIOP 2013: City continues to be one of the best local governments for "Cost of Doing Business" survey. Quickest turn around times for development applications and permits; permitting and development fees cost (6th out of 18); lowest light industrial to residential tax ratio.

1 Industrial RTE application received for 2012 and 2 for 2013.

Assisting the FVRD with a new Regional Growth Strategy. Working with the ALC.

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. Held community focus groups meetings and completed public survey to provide input for Parks, Recreation & Culture Strategic Plan.

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

Staff provided the Commercial & Industrial division of the CADREB with an educational session on the processes involving land development. Topics covered included rezoning, TUP's, subdivisions, building permits and upcoming changes to Medical Marijuana Purposes Regulations.

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

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 have drafted a social media policy.

71 posted positions to date for 2013 filled with qualified employees, including 27 new employees to the organization.

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

400 transactions of employer-sponsored education sessions that provided employees training and professional development opportunities. A wide variety of courses were approved in 2013. From industry-driven and certification-based courses that are required or recommended to enhance leadership and soft skill training that enhances productivity and a variety of other skills and abilities. To date as of October 21, 2013, 76% of the training budget has been utilized.

Employee movement and turnover.

44 employee changes have occurred to date in 2013. 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.

Municipal group of 10 surveys conducted throughout 2013 to verify competitive rates on individual positions.

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

Provided group training for about 45 employees, including a focus on our front-line staff.

Turn-around times met regularly. Reviewed over 112 building permits (225 hours) under the premium plan review process for building permits.

Held approx. 250 education events involving over 5,900 persons, including education for school children, seniors, community and children's groups and local employers.

Conducted approx. 480 fire inspections of multi-family and senior's residential buildings, as well as 28 health and life safety inspections with Bylaw Enforcement. Since 2009, 117 multi-family buildings have been added to our fire safety upgrade program and 62% of those have had the upgrades completed to date.

Will conduct an EP exercise in November 2013. Participated in Tzeachten First Nations emergency exercise in October. Provided Public Information Officer training to 3 staff.

Two "flex" firefighters hired in November 2012 increased the "in-service" time of Engine 4 to 82%. This provided a more reliable and faster response to calls south of the freeway.

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

On site work has commenced on the fire training site west of Townsend Park. The CMP calls for a firefighter trainer in 2014.

In 2012 RCMP, Bylaw and Fire Departments involved in shutting down 8 controlled substance and marijuana grow operations and the Health & Safety team conducted 120 health and safety inspections. For 2013 (to-date), involved in shutting down 9 controlled substance and marijuana grow operations and conducted 105 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.

Funding continues. Prioritized youth high usage areas, performed youth probation checks, ran the annual RCMP youth academy, and worked with schools on youth education programs.

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

Funded 1 new member 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. Funding another new member and a full-time civilian support position In 2013.

Crime trends.

Chilliwack has seen an overall reduction in crime trends.

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.

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.

Implementation of the Healthier Community Plan (addressing homelessness, mental health, addictions and crime) begins with the establishment of a Stewardship Council and the identification of a coordinator to support it. A terms of reference for the Stewardship Council has been developed, and the inaugural meeting of the Council has occurred.