CITY OF CHILLIWACK 2025 Annual Report 38 39 2025 Annual Report CITY OF CHILLIWACK STRATEGIC GOAL #9 CONTINUED: 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. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 ADDRESS SOCIAL ISSUES Support improved inter-agency coordination and address homelessness. Continued support for Chilliwack Healthier Community initiatives to support healthy aging, poverty reduction, food security, mental wellness, housing, sexual and gender equity, improved service navigation, and advocacy for increased services for people experiencing substance use challenges. Continued working to implement the Chilliwack Community Safety Plan, including support for the Situation Table and Coordinated Outreach as well as advocacy for increased mental health and substance use services. Completed reports on Enumeration of People Experiencing Homelessness and Point in Time Count Survey, as required by the Reaching Home Program. Continued supporting programs to address homelessness, including the Wellness Centre offering one-stop health and wellness services, overdose prevention services, and additional supports for outreach. Renewed the Reaching Home contract to 2028. Continued providing CDI (Community Development Initiatives) funding to support Ruth and Naomi’s Peer Employment Program. Continued supporting the Reaching Home program, through the Community Advisory Board and allocation of funding to support projects operated by the following organizations to prevent and reduce homelessness: • Chilliwack and District Seniors’ Resource Society – Prevention and Diversion. • Salvation Army – Prevention and Diversion and Client Support Services. • Wilma’s Transition Society – Prevention and Diversion. • Pacific Community Resources Society (PCRS) and Cyrus Centre – Coordinated Community Outreach. • PCRS - Housing Hub – Case Management Services. • Connective Support Society – Prevention and Diversion and Client Support Services. • Mennonite Central Committee – Prevention and Diversion. STRATEGIC GOAL #9 CONTINUED: 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. HOW WE WILL GET THERE WHAT WE ACHIEVED IN 2025 RCMP SUPPORT Support RCMP activities and initiatives and maintain an adequate number of police officers. The RCMP’s Health and Safety Inspection Team shut down nine controlled substance/marijuana grow operations and conducted 24 health and safety inspections. City staff continued working cooperatively with the RCMP on trouble buildings and hotspots. Funded five additional members, 3.5 FTE support municipal employees and have funded 49 members over the past ten years. Maintained a population to member ratio of under 700. Continued renovations at the RCMP detachment to better serve the needs of public and staff. BYLAW ENFORCEMENT Provide enhanced bylaw enforcement. Nine full-time Bylaw Officers provided year-round service including evening, weekend, and statutory holiday coverage. Two casual Bylaw Officers supplemented the full-time staff during the busy season to enhance service. Two uniformed Assistant Managers assisted with day-to-day supervision and bylaw enforcement activities. Bylaw Officers continued to proactively patrol over 4,000 kilometres on bicycle and foot in the downtown area, parks and trails and other hotspot areas. Bylaw Officers increased inspections of vacant homes and issued over $235,000 in fines to the owners of derelict and nuisance vacant homes. Bylaw Officers regularly attended community events to assist residents and provide education. On average, Bylaw Officers had over 2,500 interactions with members of the public each month.
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