28 City of Chilliwack STRATEGIC GOAL #6: CONNECTED COMMUNITY Provide opportunities to hear from the community, meet with other levels of government and share information throughout the community. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2022 COMMUNITY FORUMS Provide platforms for community feedback on major issues. Hosted in-person engagement for active transportation and road safety improvements on Mary Street and Knight Road. Community feedback was collected online, in-person, via email, mail and phone for various initiatives. Surveys conducted for various initiatives. Parks Operations used Engage Chilliwack to receive input and feedback from residents on future park designs. Utilized Engage Chilliwack platform for resident input on: • Community and Corporate Greenhouse Action Plans • Parks, Recreation and Culture Master Plan • Short Term Rentals • Active Transportation • South Vedder Neighbourhood Plan • Boat Speeds on the Vedder River • Yarrow Neighbourhood Plan Continued working with Lees and Associates to develop the next 10-year Parks, Recreation and Culture Strategic Plan. Provided opportunities for residents to engage and participate in planning processes and projects, including open houses and rezoning consultations. SHARE INFORMATION Make timely and accurate information available to the community. Over 60 print ads placed and 4 radio campaigns run to communicate information. 41 press releases issued. Responded to 95 media enquiries. Shared monthly e-newsletters about general City news and transportation projects. City website updated regularly. Information shared through the City’s Facebook and Twitter accounts five days a week. The City has 14,941 Facebook and 8,375 Twitter followers. Created brochures and webpages about opening child care facilities and short-term rentals. RELATIONSHIPS Build and maintain relationships with other governments, organizations, and the community. Continued to build relationships with the development community. Ongoing dialogue between City elected officials and other municipal, provincial, federal and First Nations officials. STRATEGIC GOAL #7: ORGANIZATIONAL EXCELLENCE Employ recruitment strategies that focus on attracting the best workforce, while providing opportunity for internal advancement. Provide focus on workplace safety and on-site training while encouraging ongoing professional development. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2022 RECRUITMENT Strategize to attract and retain outstanding staff. Focus on opportunities for internal advancement for staff. Educational opportunities offered to promote advanced knowledge and qualifications. PROFESSIONAL DEVELOPMENT Encourage employee development and create opportunities for internal advancement. A combination of virtual and in-person training sessions were completed for a variety of educational courses. Provided refresher courses on important policy information. Provided refresher courses in relation to mental health, specifically related to psychological safety for first responders. Implemented trauma informed workplace training for first responders and staff who work at RCMP detachment. Provided more employer paid psychological services and counselling to all career firefighters. EFFICIENCY Provide fast and efficient service. Concerns and issues followed up on promptly. Maintained efficient turnaround times on approvals for all types of development. Building inspection reports recorded electronically and field reports sent directly by email to property owners, applicants and builders. Awarded funding under the Union of BC Municipalities Local Government Development Approvals Program to modernize municipal development workflow. The aim is to reduce application approval turnaround times by developing new processes and implementing electronic infrastructure. The project is expected to be completed in 2023. Introduced streamlined review process for minor development variances that can be issued by staff. Annual Report 2022 29
RkJQdWJsaXNoZXIy ODc2MA==