2025 ANNUAL REPORT Chilliwack, British Columbia For the fiscal year ended December 31, 2025
City of Chilliwack British Columbia, Canada 2025 Annual Municipal Report For the fiscal year ended December 31, 2025 PREPARED BY THE CITY OF CHILLIWACK FINANCE DEPARTMENT 8550 YOUNG ROAD ~ CHILLIWACK, BC ~ V2P 8A4
TERRITORY ACKNOWLEDGEMENT The City of Chilliwack acknowledges that we are honoured to live, work, and play on the traditional, ancestral and unceded territory of the Stó:lō Coast Salish peoples. Stó:lō Welcome Figures at City Hall Lise Oakley from Good Creative
7 2025 Annual Report CITY OF CHILLIWACK Table of Contents Introduction City Snapshot......................................................................................................10 Message from the Mayor..................................................................................11 Organizational Chart.........................................................................................13 City Council.........................................................................................................14 Boards and Committees...................................................................................15 2025 Highlights..................................................................................................16 Council’s Strategic Goals..................................................................................18 Departmental Overviews Administration ...................................................................................................42 Communications and Legislative Services ..................................................43 Development and Regulatory Enforcement Services (DARES).................44 Engineering ........................................................................................................46 Finance ................................................................................................................51 Fire .......................................................................................................................52 Human Resources ...............................................................................................53 Information Technology ..................................................................................54 Planning ..............................................................................................................55 Public Safety and Social Development .........................................................56 Public Works and Parks Operations ...............................................................58 Recreation and Culture.....................................................................................60 Utility Operations ..............................................................................................61 Subsidiaries Chilliwack Economic Partners Corporation (CEPCO) .................................62 Tourism Chilliwack Inc......................................................................................64 Financial Section KPMG LLP Auditor’s Report..............................................................................68 Consolidated Statement of: - Financial Position.......................................................................................71 - Operations and Accumulated Surplus...................................................72 - Change in Net Financial Assets................................................................73 - Cash Flows...................................................................................................74 Notes to Consolidated Financial Statements...............................................75 Chilliwack Economic Partners Corporation (CEPCO)..................................86 Tourism Chilliwack Inc. ..................................................................................104 Statistical Section Statistical Information.....................................................................................121 Permissive Tax Exemptions............................................................................129 Contact Information ...............................................................................132 Game Day Vibes at the Coliseum Lise Oakley from Good Creative
Introduction City Snapshot Message from the Mayor Organizational Chart City Council Boards and Committees 2025 Highlights Council’s Strategic Goals Gallery of Moments at the Museum Chilliwack City Staff
CITY OF CHILLIWACK 2025 Annual Report 10 11 2025 Annual Report CITY OF CHILLIWACK City Snapshot Message from the Mayor $756,550 Average House Price 66% Curbside Waste Diversion Rate 7 Off Leash Dog Areas 42,803 acres Farmland 835 New Business Licences Issued $286M Building Permit Construction Values 112,500 Population * * * * * * Image designed using resources by Freepik.com * Located in the heart of the Fraser Valley, British Columbia I am pleased to present the 2025 Annual Report for the City of Chilliwack on behalf of Council. In this report, you will find important information about City operations, including a financial overview, accomplishments and progress made on Council’s strategic goals. This report provides you with a brief summary of what we have accomplished in the year, as well as a look at the year ahead. After a year of extensive consultation, Chilliwack 2050, our Official Community Plan (OCP), was adopted in December 2025. The OCP represents a unified vision that brings together all of the City’s initiatives, work and plans to continue moving toward a healthy, engaged, and sustainable community. The plan sets clear direction for long-term growth strategies for residential (urban, rural, and hillside), commercial, industrial and institutional uses, including the protection of the Agricultural Land Reserve, protecting environmentally sensitive areas and assets, and incorporating social/cultural policies and healthy community goals. We were busy with exciting infrastructure projects in 2025, including the multi-use path on Knight Road, connecting Chilliwack River Road to the Valley Rail Trail. The bridge on Banford Road at McGuire was replaced, and capacity improvements were made to Watson Road in preparation for the construction of a multi-use path to begin this year. 2025 brought some exciting new features to our City parks, including a brand-new accessible swing at Bill Kelly Park as well as three new Spray Zones throughout Chilliwack to cool down during those hot summer days. We have some exciting recreation projects to look forward to in 2026, including the Landing Leisure Centre Annex project. This new multi-use building will be located in the Landing block between the existing Landing Sports Centre and Exhibition Field and will feature a 27,500 square foot multi-purpose space that can be configured for a variety of racquet sports, as well as other sports activities and community events. In addition, we’re adding two new squash courts and a viewing area to the Chilliwack Landing Leisure Centre. What we achieved in 2025 would not have been possible without the hard work and dedication of Council, advisory committee members, volunteers, City staff, and you, the citizens of Chilliwack. Thank you to anyone who called, emailed, took a survey, left a comment, participated in a public hearing, or attended a meeting this year. We look forward to hearing from even more of you in the future as we work to make Chilliwack a community where all residents have the opportunity to thrive. Enjoy the read! Mayor Ken Popove CAFE Source: Statistics Canada Source: CADREB (Chilliwack & District Real Estate Board) Source: DARES Department Source: Engineering Department Source: www.businessinchilliwack.com Source: Planning Department Source: www.chilliwack.com
13 2025 Annual Report CITY OF CHILLIWACK Deputy Chief Administrative Officer (DCAO) Jennifer Hahn RCMP Officer in Charge Superintendent Darren Pankratz Fire Chief Andrew Brown Director of Public Safety & Social Development Karen Stanton Director of Information Technology Cory Carruthers Director of Development & Regulatory Enforcement Glen White Director of Human Resources Heather Vegh Director of Planning Gillian Villeneuve Director of Recreation & Culture Darrell Lindhout Director of Communications & Legislative Services Jamie Best Director of Engineering Kara Jefford Director of Finance Glen Savard Director of Utility Operations Sandy Hamilton Corporate Project Manager Eric Dyck Mayor Ken Popove Councillors Chris Kloot Jason Lum Bud Mercer Nicole Read Jeff Shields Harv Westeringh Director of Public Works & Parks Joe Koczkur Chief Administrative Officer (CAO) David Blain December 31, 2025 Organizational Chart Views from the Mountains Chilliwack City Staff
CITY OF CHILLIWACK 2025 Annual Report 14 15 2025 Annual Report CITY OF CHILLIWACK City Council Mayor Ken Popove Councillor Chris Kloot Councillor Jason Lum Councillor Bud Mercer Councillor Jeff Shields Councillor Harv Westeringh Chilliwack City Council includes the Mayor and six Councillors who are elected for a four-year term. Members of the current City Council were elected in October 2022 and took office on November 1, 2022. Councillor Nicole Read Boards and Committees Affordable Housing and Development Advisory Committee Councillor Harv Westeringh (Chair) Councillor Nicole Read (Vice Chair) Agricultural and Rural Advisory Committee Councillor Chris Kloot (Chair) Councillor Harv Westeringh (Vice-Chair) Accessibility and Inclusion Advisory Committee Councillor Jason Lum (Chair) Councillor Jeff Shields (Vice-Chair) Chilliwack Business Improvement Association (BIA) Councillor Bud Mercer (Liaison) Chilliwack Arts and Cultural Centre Society Board Councillor Nicole Read (Liaison) Chilliwack Community Advisory Board (Reaching Home) Mayor Ken Popove Councillor Harv Westeringh Chilliwack Community Safety Governance Committee Councillor Bud Mercer (Chair) Clint Hames, Former Chilliwack City Mayor (Vice-Chair) Mayor Ken Popove Chilliwack Creative Commission Councillor Jason Lum (Liaison) Chilliwack Economic Partners Corporation Mayor Ken Popove (Ex-Officio) Councillor Nicole Read (Liaison) Chilliwack Healthier Community Mayor Ken Popove (Chair) Councillor Nicole Read (Alternate) Chilliwack Parks and Trails Advisory Committee Councillor Harv Westeringh(Chair) Councillor Jeff Shields (Vice-Chair) Design Review Advisory Committee Councillor Chris Kloot (Chair) Councillor Bud Mercer (Vice-Chair) Emergency Executive Committee Mayor Ken Popove (Chair) Councillor Jason Lum Councillor Chris Kloot Fraser Valley Regional District Board Mayor Ken Popove Councillor Jason Lum Councillor Chris Kloot Councillor Nicole Read Councillor Jeff Shields (First Alternate) Councillor Harv Westeringh (Second Alternate) Councillor Bud Mercer (Third Alternate) Fraser Valley Regional Hospital Board Mayor Ken Popove Councillor Jason Lum Councillor Chris Kloot Councillor Nicole Read Councillor Jeff Shields (First Alternate) Councillor Harv Westeringh (Second Alternate) Councillor Bud Mercer (Third Alternate) Fraser Valley Regional Library Councillor Jeff Shields Councillor Harv Westeringh (Alternate) Heritage Advisory Committee Councillor Bud Mercer (Chair) Councillor Jason Lum (Vice-Chair) Parcel Tax Roll Review Panel Councillor Jeff Shields Councillor Harv Westeringh Councillor Bud Mercer Public Art Advisory Committee Councillor Harv Westeringh (Chair) Councillor Jason Lum (Vice-Chair) Public Safety Advisory Committee Councillor Bud Mercer (Chair) Councillor Jeff Shields (Vice-Chair) Tourism Chilliwack Councillor Bud Mercer (Liaison) Transportation Advisory Committee Councillor Jason Lum (Chair) Councillor Chris Kloot (Vice-Chair)
CITY OF CHILLIWACK 2025 Annual Report 16 2025 HIGHLIGHTS GOOD STEWARDSHIP OF MUNICIPAL INFRASTRUCTURE Completed approximately 16,290 linear metres of crack sealing to increase longevity of road surface. Replaced three aging culvert crossings. Completed substantial mechanical repairs and upgrades at the Landing Leisure Centre. Completed LED lighting upgrades at the RCMP Detachment, Yarrow Community Hall, City Hall, and Evergreen Hall. Cleaned 49,000 linear channel metres of drainage watercourses and four shale traps. ENVIRONMENTAL STEWARDSHIP Achieved a curbside diversion rate of 66%. Adopted a new City policy, G-37 Watercourse Daylighting, to protect natural waterways and wildlife habitat. Continued lighting upgrades at the Chilliwack Cultural Centre and other municipal facilities to improve energy efficiency. Completed 25 site inspections at industrial facilities to support the implementations of responsible wastewater management. Retrofitted energy efficient LED streetlights in place of metal halide streetlights. STRONG NEIGHBOURHOODS Created a new neighbourhood park at Crestwood Drive. Installed the city's first fully accessible swing at Bill Kelly Park. Installed mini spray zones at three parks: Fairfield, Webster, and Philippson. Collaborated with Ch’íyáqtel First Nation on the construction of a multi-use pathway on Bailey Road, from Chilliwack River Road to Matheson Road. Installed paved parking stalls, for enhanced site accessibility, at the Vedder Greenway, Community Forest, and Qoqó:lem Park. VIBRANT ECONOMY Upgraded Yale Road, between the breezeway and Nowell Street, with new sidewalk, trees, and lighting. Provided support to the District 33 School Board in planning future school site acquisitions. Continued working with CEPCO to set mutual priorities for economic development. Continued to improve public art to enhance the downtown area. COMMUNITY SAFETY Installed GPS pre-emption systems at five signalized intersections for improved fire department response times. Continued the training passport system to support firefighter and fire officer training, including professional development. Hosted the annual Safety Fair, sharing safety tips from community partners with hundreds of community members. Completed substantial construction for corridor safety improvements on Luckakuck Way including a new traffic signal, concrete medians, designated left turn lanes, and a multi-use pathway. Chilliwack Curling & Community Centre Lise Oakley from Good Creative
CITY OF CHILLIWACK 2025 Annual Report 18 19 2025 Annual Report CITY OF CHILLIWACK COUNCIL’S STRATEGIC GOALS Council’s strategic goals provide a framework for the decisions made by Council and guide the City’s approach for delivering services to the community. Financial Stability Plan for current and anticipated community needs while maintaining reasonable property tax levels for taxpayers. Good Stewardship of Municipal Infrastructure Ensure proactive and preventative maintenance of roads, utility, water systems, civic facilities, municipal fleet, and other municipal infrastructure to maximize life span. Environmental Stewardship Encourage waste diversion and a "zero waste" philosophy, reducing energy consumption and greenhouse gases while protecting waterways, riparian zones and airsheds. Strong Neighbourhoods Support accessibility, inclusion, diversity, and truth and reconciliation. Fostering community spirit, attracting community events, supporting cultural groups, and offering diverse, high-quality parks and recreation. Vibrant Economy Contract with CEPCO for promotion of economic development and encouragement of focused development in critical areas. Work to create an environment that is positive to business creation. Connected Community Provide opportunities to hear from the community, meet with other levels of government, and share information throughout the community. 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. Customer Service Ensure employees receive customer service training in order to provide excellent and efficient service to the public. Community Safety Continue to enhance Emergency Management and Fire & Life Safety through a wide range of municipal services while supporting RCMP and public safety initiatives. STRATEGIC GOAL #1: FINANCIAL STABILITY Plan for current and anticipated community needs while maintaining reasonable property tax levels for taxpayers. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 ADDRESS COMMUNITY NEEDS Prepare for anticipated and unanticipated community needs. Completed the annual update to the City’s long-term Comprehensive Municipal Plan, identifying short-term priorities and anticipated longterm needs. Built planning and funding strategies into the Comprehensive Municipal Plan for projects that may be eligible for future infrastructure grants to ensure municipal funding portions are in place. BALANCED BUDGET Fund planned capital expenditures without long-term capital financing debt and identify grant opportunities for eligible capital initiatives. All capital expenditures funded without long-term debt in the Comprehensive Municipal Plan. Ongoing grant research for eligible project opportunities. RESPONSIBLE PROPERTY TAXATION Maintain responsible property tax levels and ensure new growth pays for itself. Chilliwack maintains the lowest general municipal taxation levy, on a representative home, when compared to 19 Lower Mainland communities surveyed. With the inclusion of water, sewer and curbside waste collection fees, Chilliwack’s total fees are lower by an even greater margin, while providing vast services and amenities. Chilliwack continues to have a low business class property tax multiplier. Reviewed Development Cost Charge (DCC) Bylaw and amended rates accordingly to ensure growth-driven capital needs are completed and funded by DCCs where eligible. Completed the Residential Development Financial Analysis project to determine feasible rates for potential Amenity Cost Charges (ACCs) and updates to the DCC program to ensure growth-driven capital needs on community amenities and infrastructure are aligned with new provincial legislation.
CITY OF CHILLIWACK 2025 Annual Report 20 21 2025 Annual Report CITY OF CHILLIWACK STRATEGIC GOAL #2: GOOD STEWARDSHIP OF MUNICIPAL INFRASTRUCTURE Ensure proactive and preventative maintenance of roads, utility, water systems, civic facilities, municipal fleet, and other municipal infrastructure to maximize life span. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 ROAD AND UTILITY SYSTEM MAINTENANCE Maintain utility systems, minimize service delivery interruptions, and meet pavement quality index goals for roadways. Ongoing investment in the road rehabilitation program, which resulted in eight kilometres of roads repaved including sub-surface repairs to road structure. Commenced installation of approximately 3,200 snow-plowable reflectors. Completed approximately 16,290 linear metres of crack sealing to increase longevity of the road surface. Completed inspections of 30 road culverts to ensure safe conditions and ongoing maintenance of assets. Replaced three aging culvert crossings. Repaired two vehicle-accessed timber bridge structures at Great Blue Heron Reserve and Parker Road. Inspected 23 bridges for repair priorities and long-term planning. Replaced the pavement at the Gibson Road railway crossing to adhere to whistle cessation guidelines. Completed construction for urbanization of Tyson Road, from Watson Road to Evans Road, and Keith Wilson Road, from Garrison Boulevard to Tyson Road, including full drainage improvements, curb and gutter, multi-use pathways, sidewalks, street lighting, and tree-lined boulevards. Upgraded detection equipment with more robust vehicle detection cameras at one signalized intersection. Installed a back-up battery system in the event of power outages at one signalized intersection. Commenced replacement of the aging Banford Bridge with a new concrete free-span bridge. Completed a flow monitoring program for sections of the SardisVedder trunk sewer to inform proactive planning for maintenance and upgrades to support future demands. Hired a consultant to facilitate and update the new sewer model to identify deficiencies, inform future capital planning, and support future growth. Completed the replacement of the 22,000 litre mix tank at the HighStrength Wastewater Pre-treatment Facility. Completed the construction of 1,125 metres of watermain extension on Hack Brown Road. Continued construction of the new 1,000 metres of Sanitary Pump Station (SPS #1) forcemain with approximately 500 metres of sewer forcemain upgrades already completed. STRATEGIC GOAL #2 CONTINUED: GOOD STEWARDSHIP OF MUNICIPAL INFRASTRUCTURE Ensure proactive and preventative maintenance of roads, utility, water systems, civic facilities, municipal fleet, and other municipal infrastructure to maximize life span. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 MUNICIPAL FACILITY AND FLEET MAINTENANCE Extend the life of buildings by funding repairs and maintenance in a timely manner. Maintain fleet for optimal performance and life span. 535 heavy duty vehicles/equipment serviced and inspected. Completed over 956 repairs and preventative maintenance work orders for equipment and fleet. Completed large-scale fitness upgrades at Cheam Leisure Centre including replacement of strength equipment and flooring. Completed domestic hot water mechanical upgrades at Sardis Sports Complex. Completed sauna revitalization at Landing Leisure Centre. Completed substantial mechanical repairs and upgrades at Landing Leisure Centre. Completed corrosion and structural investigations and relevant repairs at Landing Leisure Centre. Completed upgrades at the Chilliwack Coliseum, including refrigeration plant repairs and domestic hot water upgrades, to better support safety and best practices. Implemented a Preventative Maintenance Plan for the refrigeration plant at the Chilliwack Coliseum. Completed renovations for Building A at the fire training grounds. Completed renovations for Building A at Townsend Park including a new roof, siding, exterior accessible washrooms, and a new meeting room. Replaced 26,000 square feet of main and side roof at Cheam Leisure Centre. Completed facility assessments on various buildings to ensure timely maintenance or replacements. Engaged with an architect and cost consultant to plan and budget for long term facility replacements. Completed design works for major upgrades at the Chilliwack Coliseum. Completed energy-efficient LED lighting upgrades at the RCMP detachment, Yarrow Community Hall, City Hall, and Evergreen Hall. Completed renovations to Evergreen Hall including new flooring, interior and exterior paint, boiler replacement and upgraded accessibility.
CITY OF CHILLIWACK 2025 Annual Report 22 23 2025 Annual Report CITY OF CHILLIWACK STRATEGIC GOAL #2 CONTINUED: GOOD STEWARDSHIP OF MUNICIPAL INFRASTRUCTURE Ensure proactive and preventative maintenance of roads, utility, water systems, civic facilities, municipal fleet, and other municipal infrastructure to maximize life span. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 WATER QUALITY Ensure adequate water supply and maintain potable water standards. Watering restrictions were in place from May 1 to October 15 for Stage 1 of the annual outdoor watering restrictions. Achieved 6.6% reduction in peak water consumption during the Stage 1 restrictions. Participated in four community events to educate residents about the annual watering restrictions. Issued 40 educational letters for watering restrictions. Issued two warning letters for watering restriction violations. Promoted the Good as Gold contest which encourages residents to conserve water by maintaining their lawns in a dormant state while keeping them neat and mowed. Tested water samples weekly and quarterly through a drinking water quality testing program for a variety of parameters. Completed the semi-annual water main flushing, reservoir cleaning, and production well repairs. Continued water conservation initiatives including the Rain Barrel Rebate Program, Toilet Rebate Program, and distributing Water Conservation Kits. Completed irrigation well drilling at Fairfield Park and subsequently submitted the application for the Provincial Groundwater Licence, to reduce reliance on potable water usage for playing fields. Installed a second CE pump at the Wastewater Treatment Plant to allow for the reuse of treated wastewater effluent for operational processes, such as wash down of service equipment. STRATEGIC GOAL #2 CONTINUED: GOOD STEWARDSHIP OF MUNICIPAL INFRASTRUCTURE Ensure proactive and preventative maintenance of roads, utility, water systems, civic facilities, municipal fleet, and other municipal infrastructure to maximize life span. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 FLOOD PROTECTION Maintain dikes to provincial standards, ensure adequate drainage, and maximize funding opportunities. Cleaned 49,000 linear channel metres of drainage watercourses and four shale traps, with approval from Fisheries and Oceans Canada and the Ministry of Water, Land and Resource Stewardship. Inspected and maintained all dikes, pump stations, and flood boxes prior to high winter stream flows. Annual 2025 dike inspection reports submitted to BC Inspector of Dikes, as per the provincial Dike Maintenance Act requirements. Continued updating Flood Response Plans for the Fraser River and Vedder River to provide protocol for monitoring and responding to emergency conditions from high water levels on the respective rivers, under the City of Chilliwack’s Emergency Response Plan. Completed bathymetric survey and blank protection assessments on the Fraser River to support ongoing monitoring and planning for Fraser River flood protection. Started preliminary design and assessment for the future Chilliwack Creek Drainage Pump Station replacement project. Received $115,000 in provincial grant funding for continued flood mitigation planning efforts on the Chilliwack Creek Watershed. Continued development of a city-wide hydrologic and hydraulic stormwater model to identify deficiencies in the system and inform future capital plans. Adopted new City Policy G-37 Watercourse Daylighting to reduce flood risk associated with open piped drainage networks where feasible. Completed a master stormwater infrastructure asset study resulting in new capital stormwater investment plans.
CITY OF CHILLIWACK 2025 Annual Report 24 25 2025 Annual Report CITY OF CHILLIWACK STRATEGIC GOAL #3: ENVIRONMENTAL STEWARDSHIP Encourage waste diversion and a "zero waste" philosophy, reducing energy consumption and greenhouse gases while protecting waterways, riparian zones and airsheds. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 PROTECT WATERWAYS AND RIPARIAN AREAS Enhance fish habitat and maintain Riparian Areas Protection Regulation standards. Collaborated with First Nations, local businesses, schools, and community volunteers to remove invasive species and replant native trees and shrubs along creeks, including 550 new trees and shrubs along the Hope Slough. Installed a new mechanical aerator at Bell Slough to improve fish habitat and water quality. Continued with mitigative measures to preserve and enhance fish habitats during open channel drainage maintenance. Continued to support semi-annual Adopt-a-River events and other river cleanups undertaken by volunteers. Monitored and maintained new restoration and enhancement projects along sections of Atchelitz Creek, Bell Slough, Camp Slough, Hope Slough, and Chilliwack River. Adopted new City Policy G-37 Watercourse Daylighting to protect natural waterways and wildlife habitat. In support of the City’s initiative to improve the quality of treated effluent from the Wastewater Treatment Plant (WWTP) to the Fraser River, the city: • Issued seven new Waste Discharge Permits and renewed one existing permit to enhance wastewater source control. • Continued to pilot scale rotary drum thickener to reduce excess solids from the secondary treatment process, as part of the Sludge Thickener Pilot Project. • Completed 25 site inspections at industrial facilities to support the implementations of responsible wastewater management. • Issued 428 educational letters to restaurants and commercial kitchens on responsible wastewater management, with a focus on fats, oils, and grease. • Commenced construction to upgrade the biological treatment process at the WWTP. • Commenced the procurement process for Digester #4 construction to enhance treatment process reliability, improve operational flexibility, and support increased biogas production and utilization at the WWTP. STRATEGIC GOAL #3 CONTINUED: ENVIRONMENTAL STEWARDSHIP Encourage waste diversion and a "zero waste" philosophy, reducing energy consumption and greenhouse gases while protecting waterways, riparian zones and airsheds. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 WASTE DIVERSION Achieve a 75% curbside program waste diversion rate by 2025, promote a "zero waste" philosophy and maximize recycling initiatives. Achieved curbside diversion rate of 66%. Undertook zero waste initiatives including curbside recycling and compostable waste programs, Household Hazardous Waste Day, CityWide Garage Sales, Large Item Pick Ups, City-Wide Free Swap Event, and Shred-A-Thon events. Completed improvements to the Bailey Landfill Recycling Depot, including the installation of compactors for cardboard and mixed recyclables to add capacity at the site. Assisted Fraser Valley Regional District in meeting region-wide separation requirements for recycling and compostable materials through source separation requirements for all properties in Chilliwack and enforcement of surcharges on loads of garbage containing more than 5% compostable waste or recyclables at the Bailey Landfill. Reduced waste by introducing an online and bookmarking option for the community Leisure Guide. Continued promoting Waste Diversion Kits for event hosts, to provide three-stream collection bins for garbage, recycling, and compost. Provided presentations to over 790 students in local elementary schools to promote waste reduction and stewardship as part of the Environmental Educational Campaign. Launched a new Curbside Recycling Star Program to incentivize proper recycling to reduce contamination. Partnered with Fraser Valley Regional District and Reclaim Plastics to pilot a new Child Car Seat Recycling Program for a two-year period. AIR QUALITY Protect the airshed, measure greenhouse gas emissions and implement energy efficiency opportunities where feasible. Continued following the provincial Agricultural Environmental Management Code of Practice. Continued implementation of the Corporate and Community Climate Action Plans. Continued to utilize methane from the Wastewater Treatment Plant to run biogas boiler to heat anaerobic digesters. Extracted landfill gas at the Bailey Landfill through horizontal gas collectors and vertical wells. Completed the Radon Test Kit Challenge by providing residents with 100 free test kits, testing eight City-owned buildings, and testing 51 City-owned homes in partnership with Take Action on Radon and Fraser Valley Regional District. Continued working with the Ministry of Environment in response to air quality complaints. Enforced the Open Burning Bylaw and promoted alternatives to burning to reduce smoke.
CITY OF CHILLIWACK 2025 Annual Report 26 27 2025 Annual Report CITY OF CHILLIWACK STRATEGIC GOAL #3 CONTINUED: ENVIRONMENTAL STEWARDSHIP Encourage waste diversion and a "zero waste" philosophy, reducing energy consumption and greenhouse gases while protecting waterways, riparian zones and airsheds. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 SUSTAINABILITY Explore renewable energy opportunities, facilitate sustainable transportation, and prepare long-term plan for landfill. Supported provincially mandated free transit for children under 12. Expanded transit service hours and increased service frequency to improve connectivity and meet growing transit demand. Procured a new electric vehicle for the city fleet. Installed a multi-use path on Hocking Avenue and McIntosh Drive, from the Valley Rail Trail to the CN Railway underpass. Commenced installation of a multi-use path on Knight Road, between the Valley Rail Trail and Chilliwack River Road. Installed a multi-use path on Tyson Road between Watson Road and Evans Road. Installed a multi-use path and sidewalk on Keith Wilson Road between Garrison Boulevard and Tyson Road. Collaborated with Ch’íyáqtel First Nation for completion of a multi-use path on Bailey Road between Chilliwack River Road and Matheson Road. Installed bike lanes on Knight Road between Evans Road and Topaz Drive, and on Mary Street between Hodgins Avenue and Princess Avenue. Conducted Zero Carbon Step Code and Energy Step Code Super Series Workshops for the building community, in collaboration with the City of Abbotsford and the City of Mission. Commenced work on the Fraser Valley Zero Emission Mobility Strategy in partnership with the City of Abbotsford and the Fraser Valley Regional District. Commenced planning for a pilot project in 2026, in partnership with Fortis BC, for the beneficial use of gas produced at the Bailey Landfill. Utilized Local Government Climate Action Program funding to support home energy upgrade rebates through the CleanBC Better Homes program, to fund energy and greenhouse gas reduction studies and to support the Energy Manager position to oversee municipal building and fleet greenhouse gas reduction planning and implementation. Continued carrying out lighting upgrades at the Chilliwack Cultural Centre and other municipal facilities to improve energy efficiency. Retrofitted energy efficient LED streetlights in place of metal halide streetlights. Completed electric vehicle servicing mechanic training to support the increased inventory of electric vehicles in the municipal fleet. Completed a Greenhouse Gas Reduction Study for Sardis Sports Complex supported by Fortis BC grant funding. Received grant funding from Fortis BC for the design and construction costs to promote heat recovery initiatives at Sardis Sports Complex to reduce greenhouse gas emissions. STRATEGIC GOAL #4: STRONG NEIGHBOURHOODS Support accessibility, inclusion, diversity, and truth and reconciliation. Fostering community spirit, attracting community events, supporting cultural groups, and offering diverse, highquality parks and recreation. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 COMMUNITY CULTURE Foster community spirit by attracting community events and supporting cultural groups, community organizations, and public art initiatives. Funded block parties and neighbourhood gatherings through the Celebration and Activity Grant Program. The Chilliwack Public Art Advisory Committee continued to support public art initiatives. Consolidated and updated the Mobile Food Vending program. Created two large-scale murals on the Vedder Bridge retaining wall and the nearby pump station retaining wall, in partnership with Chilliwack Community Arts Council. Provided funding for various cultural events in partnership with Tourism Chilliwack. PARKS AND TRAILS Provide and enhance quality parks and recreational opportunities. Installed a new playground on an Enbridge-owned lot at Crestwood Drive, establishing a new neighbourhood park. Enhanced accessibility at Jinkerson Park with play structures and new rubberized play surface. Replaced accessible rubber surfacing on playgrounds at Cheam Park and Chehalis Park. Replaced wooden play structure, at Chehalis Park, with metal post structure. Installed a new playground at the Walker Creek Natural Area resulting in a new neighbourhood park for Promontory. Completed the installation of mini spray zones at three parks: Fairfield, Webster, and Philippson. Installed paved parking stalls to provide accessible parking along the Vedder Greenway, Community Forest, and Qoqó:lem Park. Completed phase three of the Little Mountain trail network. Completed phase one of the trail from Goldspring Place to Mt. Thom. Added wayfinding signage at Promontory and Mt. Thom, to help users navigate the trail network. Added a fully accessible swing at Bill Kelly Park. Continued working with the Fraser Valley Regional District to enhance regional connections in Chilliwack.
CITY OF CHILLIWACK 2025 Annual Report 28 29 2025 Annual Report CITY OF CHILLIWACK STRATEGIC GOAL #4 CONTINUED: STRONG NEIGHBOURHOODS Support accessibility, inclusion, diversity, and truth and reconciliation. Fostering community spirit, attracting community events, supporting cultural groups, and offering diverse, highquality parks and recreation. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 INCLUSIVENESS Identify and support projects and programs that nurture accessibility, inclusion, and diversity. Continued implementation of the Mayor’s Task Force on Inclusiveness, Diversity and Accessibility Action Plan. Continued with the Canada Day drone show, rather than traditional fireworks, to reduce the impact on pets and individuals that are sensitive to loud noises. Enhanced site accessibility through the installation of paved parking stalls along Vedder Greenway, Community Forest, and Qoqó:lem Park. Supported Pink Shirt Day and Orange Shirt Day. Continued to utilize alternative text on social media to make images more accessible. Provided funding for inclusive events through Community Development Initiatives and the Neighbourhood Grant Program. Continued to make accessible sidewalk and crosswalk improvements, including the installation of eight new curb letdowns and five pedestrian signal upgrades with new audible and push buttons. Playground accessibility improvements included within the 10-year Comprehensive Municipal Plan. Updated the rubber surfacing at Chehalis Park and Cheam Centre playground to improve accessibility. Purchased three new water accessible wheelchairs for Cheam Leisure Centre. Continued to work with the Rick Hansen Foundation to update interior and exterior signage and amenities to improve accessibility at recreational properties. Purchased two new adaptive hockey sleds for Sardis Sports Complex. Installed new seating at Rotary Hall to support accessibility needs. Continued offering Sensory Friendly Skates, for people who are neurodiverse, at the Chilliwack Coliseum and Sardis Sports Complex. Completed upgrades at Evergreen Hall to include new lever-style door handles, tactile attention indicators on exterior staircases and ramps, a new wheelchair lift, and power-operated doors at main entrances and washrooms. Created 16 new accessible parking stalls at nine local parks and trails to improve access to outdoor amenities. Installed Chilliwack’s first fully inclusive swing at Bill Kelly Park. Installed a new accessible washroom at Townsend Park. STRATEGIC GOAL #4 CONTINUED: STRONG NEIGHBOURHOODS Support accessibility, inclusion, diversity, and truth and reconciliation. Fostering community spirit, attracting community events, supporting cultural groups, and offering diverse, highquality parks and recreation. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 TRUTH AND RECONCILIATION Build relationships of mutual respect and understanding with local First Nations. Relationship building continues at the Council level. Ongoing support for Chilliwack Healthier Community and the Opening Doors Task Team, who hosted a National Indigenous Peoples Day Truth and Reconciliation event at Sqwá First Nation featuring Chief Prest, traditional drumming and song, and keynote speaker Brenda Wilson, an advocate for Missing and Murdered Indigenous Women and Girls. Engagement with local First Nations Elders, in support of Reaching Home, included the Community Advisory Board and Point in Time Count. Staff continued to utilize the Indigenous author library to further their education and understanding. Honoured the National Day for Truth and Reconciliation. Continued to host the “Rooted Waters” video series on the City’s website, which highlights Indigenous place names around Chilliwack. The video series was done in partnership with the Chilliwack Chamber of Commerce, Tourism Chilliwack, Chilliwack Economic Partners Corporation, Stó:lō Community Futures, and Ch’íyáqtel First Nation. Shared information on active transportation education and future road projects at the S.A.Y. Day event, hosted by SAY Lands Office, the administrative and land management office serving Skowkale, Aitchelitz, and Yakweakwioose First Nations. Wrote letters of support for Community to Community grant applications for educational opportunities developed by Tzeachten First Nation. Partnered with School District #33 in hosting a two-day Truth and Reconciliation event. Continued work with Sqwá First Nation for a new dike to expand the flood protection area. Provided free facility use for a Truth and Reconciliation event. Provided funding through Active Communities for Aboriginal Children’s Day activities. Continued working with the Province, Semá:th, Matsqui and Leq’á:mel First Nations, and the City of Abbotsford on the Sumas River Watershed Flood Mitigation Plan to make Sumas Prairie more resilient to flooding. Collaborated with Ch’íyáqtel First Nation on construction of a multi-use pathway on Bailey Road, from Chilliwack River Road to Matheson Road. Contributed funding to the Pelólxw First Nations public art at Five Corners.
CITY OF CHILLIWACK 2025 Annual Report 30 31 2025 Annual Report CITY OF CHILLIWACK STRATEGIC GOAL #5: VIBRANT ECONOMY Contract with CEPCO for promotion of economic development and encouragement of focused development in critical areas. Work to create an environment that is positive to business creation. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 OPEN FOR BUSINESS Attract and maintain business. Continued working with CEPCO to set mutual priorities for economic development. Continued to provide low business property taxes and fees, compared to other Lower Mainland communities, to attract and retain business within the city. Active participation as a member of the Inter-Municipal Transportation Network for ride hailing services as well as the Inter-Municipal Business Licence program for trades contractors and other professionals in the construction industry for Fraser Valley municipalities. Expanded the existing Inter-Municipal Business License program within the Fraser Valley to include home health care workers. Continued working with the Chilliwack Economic Resource Network to develop and facilitate strategies to assist and support local businesses. Continued construction of the Airport Electrical Upgrades project. Worked with CEPCO and Chilliwack Creative Commission to support the community’s film industry. TOURISM Maintain, enhance, and promote Chilliwack's natural beauty and walkability. Continued to implement improvements identified in the Cycle Vision and Active Transportation Plans to create connectivity with existing trails and facilities. STRATEGIC GOAL #5 CONTINUED: VIBRANT ECONOMY Contract with CEPCO for promotion of economic development and encouragement of focused development in critical areas. Work to create an environment that is positive to business creation. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 PLANNING Ensure plans are in place to facilitate regional growth predictions. Chilliwack's Comprehensive Municipal Plan continues to accommodate regional growth. Completed the Official Community Plan (OCP) update process to plan for the next 25 years of growth, which included workshops with stakeholders and staff, and public engagement opportunities. Continued implementing the Heritage Strategic Action Plan. Established the Mountain View Heritage Conservation Area and Community Heritage Register. Provided support to the District 33 School Board in planning future school site acquisitions. Submitted interim and Year 1 housing target reporting to the Province of BC, demonstrating the city exceeded the prescribed level of housing development. DOWNTOWN REVITALIZATION Encourage redevelopment in the downtown area. Revitalization tax exemptions available to promote business reinvestment in the downtown core. Issued the final building permit to complete the District 1881 development. Continued to approve public art to enhance the downtown area. Upgraded Yale Road, between the new Breezeway and Nowell Street, with new sidewalk, trees, and street lighting. Construction underway to add 25 new parking stalls in the Victoria Parking Lot at Young Road and Bole Avenue.
CITY OF CHILLIWACK 2025 Annual Report 32 33 2025 Annual Report 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 2025 COMMUNITY FORUMS Provide platforms for community feedback on major issues. Hosted in-person community engagement for the Downtown Transportation and Parking Study and OCP 2050. Community feedback was collected online, in-person, via email, mail, and phone for various initiatives. Surveys conducted for various initiatives. Utilized the online EngageChilliwack platform, which had over 29,900 site visitors providing input on a variety of projects, including curbside collection, the Official Community Plan, the 2026 Financial Plan and downtown transportation and parking. Utilized the online EngageChilliwack platform to receive input and feedback on budget priorities for the City’s Comprehensive Municipal Plan. Hosted five events and implemented an online portal to educate residents on changes to curbside program coming in 2026, including the selection of new cart sizes. 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. Hosted UFV students and the public for City Studio project showcase. STRATEGIC GOAL #6 CONTINUED: 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 2025 SHARE INFORMATION Make timely and accurate information available to the community Over 48 print ads placed and five radio campaigns run to communicate information. Utilized Meta advertising for OCP 2050 engagement to achieve a reach of 237,359. 21 press releases issued. Responded to more than 142 media enquiries. Shared monthly e-newsletters to 894 subscribers about general City news and transportation projects. City website updated regularly. Information shared through the City's Facebook, X (Twitter), and Instagram accounts five days a week. The City has 20,702 Facebook followers, 8,646 X (Twitter) followers, and 2,694 followers on LinkedIn. Continued to build the City’s Instagram presence with 2,896 followers. Continued utilization of the Alertable app helped amplify emergency communication to 12,509 subscribers. Created brochures and community information campaigns for the Chilliwack 2050 OCP update, POC firefighter recruitment, new curbside program, Downtown Parking Study, European Chafer Beetle and trail safety and etiquette. Provided education and service alerts through the Curbside Collection app, which has over 36,000 users. Engaged a consultant to facilitate community engagement on the Downtown Parking Study. Provided education through a Trail Safety and Etiquette event on the Rotary Trail, with Bylaw and RCMP partners.
CITY OF CHILLIWACK 2025 Annual Report 34 35 2025 Annual Report CITY OF CHILLIWACK 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 2025 RECRUITMENT Strategize to attract and retain staff. Focused on internal advancement opportunities for staff. Offered educational opportunities 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 to frontline workers. Delivered refresher training to all staff on the City’s Respectful Conduct in the Workplace Policy. Delivered PIECES (Progressive Institute of Education for Chilliwack Employees’ Success), an in-house leadership program facilitated by the Justice Institute of BC. Delivered Freedom of Information (FOI) training for all staff to educate on compliance with legal obligations and best practices. EFFICIENCY Provide fast and efficient service. Concerns and issues followed up on promptly. Maintained efficient turnaround times on approvals for all types of development. Continued using the web portal permitting system and cloud-based software associated with building permit applications with funding from the Union of BC Municipalities Local Government Development Approvals Program. The system was expanded to accept all forms of building permit applications resulting in one-half of applications being submitted electronically. Completed the Form and Character Design Guidelines update project to improve clarity for staff and the public, reduce uncertainty in the development process, and enable quicker City reviews. STRATEGIC GOAL #8: CUSTOMER SERVICE Ensure employees receive customer service training in order to provide excellent and efficient service to the public. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 TRAINING Train employees to provide quality customer service. Continued to provide Customer Service Training for new employees. WORKPLACE SAFETY Build and maintain a safe and respectful workplace that minimizes workdays lost due to injury. Continued to provide additional support to staff after an incident, resulting in less Lost Time Incidents and a stronger Return to Work process. Conducted monthly safety meetings to encourage greater staff engagement. Staff from all departments continued to represent on three active Joint Health and Safety Committees. Provided Respectful Conduct in the Workplace training for all staff. Provided staff with a Sleep Education Workshop to support long-term health and reduce risks of serious illnesses. Provided De-Escalating Potentially Violent Situations Training to all staff to practice strategies for effective communication. Provided further knowledge for psychological safety and health education through poster campaigns, educated toolbox talks and various courses. Continued utilizing an online platform to facilitate access and improve document quality for health and safety issues. Continued providing training specific to safety-sensitive work including Occupational First Aid, Traffic Control Certification, Blood Pathogens and Defensive Driving. Continued peer-to-peer training support to include Crane Operations, Bucket Truck Operations, Boom Lift, Snow and Ice Control, and Snow Plow Operations. Continued certification training for operationally relevant and safetysensitive courses including Fall Protection, Confined Space Entry and Rescue, Forklift, Trench and Evacuation, Utility Locating and Overhead Crane Operator. Continued annual hearing tests and respirator fit testing to maintain employee health and safety.
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