2026 Business Plan

Business Plan

City of Cranbrook

Values Our Decision-Making Lens INCLUSIVITY

All are welcome in Cranbrook. We believe in the value of community and will enhance a sense of belonging as we look toward the future.

PROGRESSIVENESS

We will explore innovative opportunities with local and regional partners that will enhance the quality of life for all in Cranbrook.

RESPONSIVENESS

We will enhance communication with our citizens and provide greater opportunities for input. We will listen and respond to community needs and concerns.

SERVICE EXCELLENCE

We are elected to provide the best services, programs, and amenities. We will focus on meeting community needs to the best of our ability and capacity every day.

TRANSPARENCY

We are committed to openness and accountability to our residents. Cranbrook will strive for continuous improvement through the use of best practices.

Mission Statement

HOW WE ACHIEVE OUR VISION

Where a sense of belonging, innovation, and diversity meet. Cranbrook is a regional economic, social, and cultural centre. The best place to call home.

Pillars and Goals

A ROBUST, RESILIENT AND DIVERSIFIED ECONOMY

1. Continue to Build a Safe and Vibrant Community in Which to Live and Work

2. Foster Strong and Diverse Economic Relationships

3. Create a Supportive Environment for Growth in Housing and Economic Development

Vision WHAT SUCCESS LOOKS LIKE

Cranbrook is a vibrant community surrounded by natural beauty. Find your opportunities here.

4. Focus on and Support our Community’s Key Economic Drivers

QUALITY INFRASTRUCTURE AND ENVIRONMENTAL STEWARDSHIP

1. Provide City Infrastructure that is Reliable and Responsive to our Current and Growing Community

2. Be Progressive in Protecting and Enhancing our Natural Environment

3. Explore ways to Reduce Cranbrook’s Overall Carbon Footprint A WELCOMING AND INCLUSIVE COMMUNITY

1. Enrich the Quality of Life for All Who Live in Cranbrook

2. Enable the Provision of Attainable and Accessible Housing

3. Foster a Caring Community LEADERSHIP AND ORGANIZATIONAL EXCELLENCE

1. Continuously Improve a Strong Governance Structure

2. Deliver Effective and Efficient Programs and Services to Residents Every Day

3. Focus on Partnerships and Relationships

2026 Financial Plan Overview

2026 Property Tax Overview and Public Input

The 2026 tax levy has been set at 4.99% following Council’s adoption of the City of Cranbrook’s 2026–2030 Five-Year Financial Plan in March 2026. This increase includes a 3.99% general tax increase and an additional 1% dedicated road tax to support road improvements.

For the average Cranbrook home, assessed at $517,000, this means an increase of about $150.53 per year, or approximately $12.53 per month for households on monthly payment plans.

Under the Community Charter, the City is required each year to prepare a five-year financial plan and seek public input before adopting the plan by May 15.

As part of this process, the City partnered with Discovery Research to conduct the statistically valid Budget 2026 Citizen Survey from September 2 to 19, 2025. Surveys were mailed to 1,600 randomly selected households, with 419 completed surveys returned, representing a 26% response rate.

Survey results showed high satisfaction with services such as fire protection, parks and trails, playgrounds, street lighting, garbage and recycling collection, and the airport. Lower satisfaction was noted in areas including economic development, snow plowing,

City of Cranbrook - 2026 General Municipal Tax Levy

City of Cranbrook 2026 General Municipal Tax Levy

road maintenance, development services, and bylaw enforcement. While 32% of respondents supported a tax increase to maintain current service levels, there was strong support for continued investment in community priorities, including the public library, community organizations, police services, and cultural events.

The survey provided Council with valuable insight early in the budget process, helping guide decisions about services and spending.

When the previous Five-Year Financial Plan was adopted in 2025, the projected tax increase for 2026 was 7.97%. As costs increased and some revenues fell short, staff worked to find savings and new revenues. A preliminary increase of 6.5% was presented in November 2025 and later reduced through several Council-directed changes.

Further adjustments approved in January 2026 resulted in a final tax levy increase of 4.99%.

Like households, the City continues to face rising costs due to inflation. Just as groceries cost more today than they did in 2025, it also costs more to deliver the same services residents rely on every year.

Impact of 2026 Utility Fees and Frontage Tax

For an average home in Cranbrook with solid waste collection, the projected annual 2026 utility and frontage tax fees total $1,293.75 or ($3.54 per day).

The 2026 monthly utility fees for water, sewer, and solid waste (including solid waste collection) will be $73.50 per month.

The monthly breakdown of user fees are:

Water $27.00

Solid Waste Landfill $12.00

Sewer

$24.00

Solid Waste Collection $10.50

Total $73.50

The annual frontage tax charge for water and sewer in 2026 (based on an average lot size of 15.25m) will be $411.75 ($183.00 sewer; $228.75 water). Frontage tax appears on the annual Property Tax Notice.

Capital Projects by Department - 2026

2026 Capital Projects

Like most communities, Cranbrook faces significant costs related to the replacement and maintenance of our infrastructure. The projects identified in the 2026-2030 Five-Year Financial Plan have been identified as priority projects.

Whenever possible, capital projects are funded by reserve funds. In 2026, 53.5% of projects will be paid by reserves and borrowing. The remainder will be funded from grants 38.6% or other tax revenue 7.9%.

2026 Capital Projects by Department

Public Safety

Building on Public Safety ImprovementsLooking Forward

A WELCOMING FUTURE

All are welcome in Cranbrook. We believe in the value of community and will enhance a sense of belonging as we look toward the future.

A NEW CHAPTER FOR BYLAW SERVICES

Beginning December 1, 2025, Bylaw Services aligned closer with RCMP policing operations and to strengthen collaboration between departments, while both modernizing and expanding. Operationally, Bylaw Services transitioned to an appointment-based service model, similar to other City departments. Updated web content and new public resources will guide residents on how to book appointments. This approach will provide more predictable service, improve efficiency, and ensure residents receive focused, timely support.

Bylaw Services has also undergone major modernization to improve safety, visibility, and effectiveness. The City added another Bylaw Officer and aligned the team more closely with RCMP operations, allowing for joint patrols and stronger on-the - ground presence. New bike patrols have increased activity and visibility in the downtown core, while the introduction of a Drone Program helps staff safely monitor hard-to -reach areas and safeguard City property.

These operational upgrades are supported by updated regulations, including the No Camping Bylaw (2023) and the Public Places Bylaw (2025), which provide clearer expectations for how public spaces can be used. Together, these initiatives support consistent enforcement and encourage respectful, responsible use of shared community spaces.

These changes are the result of thoughtful planning and strong collaboration among Bylaw staff, leadership, and City teams. The transition reflects a shared commitment to continuous improvement and to delivering consistent, high-quality service to the community.

SHIFTING FROM REACTIVE TO BEING PROACTIVE

Cranbrook shifted from a mostly reactive approach to public safety toward a proactive, coordinated model. A few years ago, limited staffing and coordination often led to slow or disconnected responses, especially during periods when visible encampments created tension near busy commercial and residential areas. Today, stronger partnerships with BC Housing, non-profits, Indigenous partners, Interior Health, and the Regional District of East Kootenay (RDEK) have helped reduce these conflicts and improve how social challenges are managed.

This shift is supported by better leadership alignment and new roles that connect enforcement with outreach. The City and RDEK jointly created a Social Development Coordinator to bring agencies together, close service gaps, and advocate for fair provincial support. A coordinated working group also helps guide operations around the “Step Beyond” shelter on 16th Avenue North, as well as outreach teams that support an outdoor sheltering site near Moir Park, ensuring issues are addressed quickly and safely. At the same time, RCMP capacity has increased through some new administrative positions, community engagement roles, and the relaunch of the Auxiliary Program—allowing officers to stay focused on frontline service.

Regular collaboration across City departments, RCMP, Fire, Bylaw, and social agencies now ensures more consistent information sharing and faster responses. Business engagement sessions and public input, including the 2024 and 2025 Citizen Surveys, continue to guide priorities. New education efforts like Crime

Prevention Through Environmental Design (CPTED) and the City’s first Health Canada grant further support prevention, overdose response, and community wellbeing. Altogether, Cranbrook’s approach now balances compassion with accountability, creating a safer and more coordinated community.

LOOKING AHEAD

Cranbrook has not solved every social issue, but it has changed how those challenges are approached. The City has moved from scattered, reactive responses to a coordinated, proactive model where enforcement and outreach work side by side. Community input guides priorities, and continued provincial advocacy pushes for fairer support systems and stronger tools. The recent changes within Bylaw Services are the next step in this evolution. With stronger leadership alignment, improved service delivery, and ongoing collaboration across agencies, Cranbrook is continuing to build on the public safety progress achieved in 2025. The community is increasingly recognized across the province for its balanced approach—one that pairs compassion with accountability. The work is not finished, but the path forward is clear: a safer, more coordinated, and more resilient community.

2026 Budget

Canadian Rockies International Airport

Mission Statement

To serve the Kootenay Region as the airport of choice and to provide the City of Cranbrook with a safe, friendly, clean, efficient, and sustainable airport with a local sense of place.

Department Overview

The day-to-day operations of the airport offer a dynamic and engaging work environment. Each day brings a diverse mix of physical inspections, maintenance activities, communications, and operational management tasks that shift with the seasons. At YXC, we operate a comprehensive and mature Safety Management System (SMS), encompassing everything from routine checks to operational guidelines, process oversight, risk analysis and mitigation, investigations, and ongoing quality assurance.

Daily responsibilities also extend to business partner and customer communications, marketing and service development, financial planning and oversight, project management, and customer service delivery.

With nineteen tenants representing a wide range of industries, the airport functions much like a small community. This includes managing buildings, grounds, roads and runways, water and HVAC systems, food and beverage concessions, and lease administration. Operating under Federal Regulations, we are committed to not only meeting but exceeding regulatory requirements while cultivating strong relationships with airlines and business partners.

As a key driver of economic growth and diversification for the region, the airport is focused on expanding both domestic and international markets. Our efforts center on strategic air service development and ensuring the long-term sustainability and success of current and future air service providers.

WORK PLAN 2026

Air service at YXC continues to grow, with the 76-seat Q400 now being the smallest commercial passenger aircraft. As a result, facility upgrades and expansions are needed to better serve our passengers. In 2026, several projects will begin to help accommodate increasing peak passenger volumes.

• Replace 20ft Mower

• Repave main car parking lot & airside service road

• ATB Accessibility/Audit updates

• Replacement of airport restaurant equipment

• Full replacement/rehab of airport water/sewer systems

• Replace front-end loader

• Electrical vehicle charging stations –infrastructure

• Airport HVAC system replacement – zone valve actuators

• Online accessibility; regulatory requirement project

• Safety management system compliance review

• Airport master plan

• Fire alarm panel upgrade and PROX card system update

• Air terminal building upgrade project

• Secondary crawlspace access project

2026 Budget

Mission Statement

Corporate Services is a professional and proactive team that is dedicated to enhancing partnerships, programs and systems for the community and the corporation.

WORK PLAN 2026

• Municipal Election including Council Orientation

• Childcare Centre construction

Scan and capture of select historical

Records Management

• Review of City lands and buildings

• Communication Strategy update

• New website structure and functionality planning

• Explore alternative, non-traditional advertising options

• Continued efforts by Social Development Coordinator

• Health Canada Homelessness Project

• Replace hyper-converged infrastructure and software (allows for computer servers, storage and networking functionality to be combined into one, managed through one piece of software to simplify IT management across the corporation)

• Western Financial Place Public Address System

• Provide assistance to the Cranbrook Public Library with their IT needs

Department Overview

Corporate Services, which is a self-managed team, provides a number of key functions to help support the entire organization:

• Preparation and distribution of Council Agendas and the Recording of Minutes of the various select and standing Committees of Council.

• Administer Oaths, Take Affirmations, Affidavits and Declarations and FOIPP requests.

• Project Management.

• Maintain custody of Corporate Records, City Bylaws and Policies; and Corporate Services also provides support in Communications and Information Technology (IT) Services

Our Communications Office creates and maintains positive community and media relations and public awareness for the organization and the programs and services it delivers. It also coordinates and manages community engagement opportunities, management of emergency and crisis public messaging.

Information Technology (IT) Services provides operational support to help improve productivity and efficiency. IT safeguards corporate technology infrastructure and networked resources to ensure business continuity, facilitate growth, communication and collaboration.

Municipal Social Development promotes community safety and wellbeing by facilitating communication between service providers and municipal government regarding local needs, such as poverty reduction, affordable housing, mental health support, homelessness, and senior care. The coordinator works with service providers to ensure that services are accessible, effective, and aligned with the municipality’s overarching social policies and objectives.

2026 Budget

Cranbrook Public Library

Mission Statement

The Cranbrook Public Library strives to provide access to the world of learning, information, and ideas for all.

WORK PLAN 2026

• Strengthen partnerships with community organizations to expand the range and number of programs.

• Expand the type of items that can be borrowed from the Library of Things. Strengthen communications and marketing

• Renovate the Library’s parking lot entrance to improve accessibility and safety.

• Complete the business continuity plan to enhance the Library’s resilience during emergencies and other extraordinary situations.

• Integrate the Library’s IT infrastructure into the City’s to improve its overall security, robustness and efficiency in a cost-effective manner.

Department Overview

Since its establishment in 1925, the Cranbrook Public Library has remained dedicated to providing exceptional service to the residents of Cranbrook and the communities in the RDEK’s Area C. Through a broad range of collections, programs, and services, the Library continues to promote learning, creativity, and community connection.

The Library offers welcoming, accessible spaces where people can read, study, work, or simply take time to relax. Beyond its role as an educational and cultural resource, it also serves as an officially desig-

nated warming, cooling, and clean-air refuge, providing year-round access to public washrooms and a water fountain.

Membership is free for residents of Cranbrook and RDEK Area C, providing access to an extensive and evolving collection that now includes books, digital media, and other specialized resources. The Library also supports access to technology through public Wi-Fi and computer stations, one-on-one technology assistance, supervision of online exams, and creative tools such as audio recording equipment, 3D printing, and digital design workstations.

From early literacy programs and author events to workshops and community gatherings, the Library’s programming fosters engagement, innovation, and lifelong learning.

FINANCIALS 2026 Budget

Engineering & Development Services

Mission Statement

To use creativity and innovation to enhance quality of life opportunities in the City.

WORK PLAN 2026

PLANNING & DEVELOPMENT SERVICES

• Cranbrook North Land Use Update & Development Strategy

Growth Management Strategy with RDEK

• Strategic Housing Supports (BC Builds, BC Housing, Non-Market Housing)

• Updated Development Guide

• Downtown Parking Upgrades

• Building Permitting and Inspection for Major Community Investments

INFRASTRUCTURE & ENGINEERING

• UV disinfection, Gold Creek Dam, Phillips Supply Line Trunk Assessment

• Victoria Sewershed Trunk Capacity Upgrade

• Bylaw and Policy Updates to support Growth and Sustainability

• Water Meter implementation & Utility Rate Study

ECONOMIC DEVELOPMENT

• Revitalization Tax Exemption Promotion

• Development and Investment attraction

• Strategic Local and Regional Economic Development partnerships

Department Overview

The Engineering & Development Services department is multi-disciplinary and oversees many core services provided by the City. It includes Land Use Planning and Development, Engineering, Infrastructure Planning, Building Inspection Services, and Economic Development.

The department oversees short term and long-term growth in the City through land use planning,

development approvals, and building permits and inspection. The department is also tasked with infrastructure upgrades and renewals required to service a growing and changing city. The Economic Development functions supports growth, development, and economic activity through industry attraction, land development, and strategic partnership initiatives.

Mission Statement

With a focus on outstanding performance in areas of financial planning, management and reporting, accountability, and customer service, the Finance department supports Council, individual departments, and residents of the City, by providing sound, strategic financial planning,

1,746,462

Department Overview

The Finance Department is responsible for the financial administration of the City.

This involves general accounting, payroll, accounts receivable and payable processing, as well as the collection of property taxes and other fees and charges.

We oversee the annual budget process, corporate borrowing and investing, purchasing, insurance coverage and claims, and manage reserve and surplus balances.

We produce the City’s annual financial statements as well as other legislated financial reports.

Our staff support other City Departments by preparing historical financial data analysis, developing projections and forecasts, and assisting with grant applications and reporting.

Finance staff support the 311-call system as well as manage a large volume of in-person inquiries at City Hall.

PUBLIC TRANSIT

Revenue

WORK PLAN 2026

• Prepare December 31, 2025 year-end files and financial statements

• Oversee year-end audit

• Prepare 2026 property tax calculations and bring forward 2026 Property Tax Rate Bylaw

• Lead budget process

• Administer Municipal Grant and Permissive Tax Exemption Programs

• Facilitate new debt per the budget

• Ongoing support of transition to UKG HRIS

• Ongoing policy work

• Serve customers – internal and external – in all City related financial matters

WATER

OTHER

SOLID WASTE

$5,173,844

$3,621,535

$2,042,000

SEWER

Revenue

Fire and Emergency Services

Mission Statement

To provide efficient, effective professional emergency response and prevention services to our community.

To build and maintain a positive work environment that encourages and supports personal and team initiative in service delivery.

WORK PLAN 2026

• Continue, to the best of our ability, the delivery of efficient, effective emergency response and prevention services to our community

• Develop technical and heavy rescue skills to address emerging risks and regulatory changes

• Expand Emergency Management capacity and preparedness as a result of changes to the Emergency Disaster Management Act

• Prepare strategic and operational plans to expand scope of wildfire resilience work to address risk across the landscape to protect people, infrastructure and natural assets (watershed)

Department Overview

The role of the Fire & Emergency Services Department in Cranbrook is defined by Fire Services Bylaw No. 2676.

Every member of the department works hard to provide effective and efficient “Full Service” fire and rescue response to our community. This requires a focus on education, training and planning and is grounded in a public service delivery model that puts firefighter safety as a prerequisite to service delivery.

Cranbrook Fire & Emergency Services prides itself on delivering exceptional value-added services to our

community through Fire Prevention and Public Education Programs. We feel very strongly that the goal of helping to keep our community safe must include the prevention of emergencies. It is our goal to fully support our citizens in learning the skills they need to be safe. This is complemented by our Inspection Program, mandated by the Fire Services Act, which requires a regular schedule of inspections for all public buildings. Through these inspections, the fire department engages property owners to better understand and maintain the fire safety features present in their facilities. These inspections help ensure that our public spaces remain safe for users and owners while

Human Resources

Mission Statement

Human Resources is a strategic partner in the attraction, development and retention of our People, building a high performing, collaborative and inclusive culture aligned with the City’s strategic plan, best practices and our stakeholders’ interests.

WORK PLAN 2026

• Development of a Strategic Plan for the HR Department

- Map out long-term and short-term departmental priorities

- Portfolio alignment of HR roles

- Streamline delivery of core HR services

• Continued implementation of online platforms to modernize and digitize services including:

- Recruitment and onboarding services

- Records Management

- Performance and development services

- Occupational Health and Safety services

• Develop core HR programs around:

- Employee performance, development and succession

- Recruitment and onboarding

- Occupational Health and Safety

• Addressing gaps in tools, processes and documents

Department Overview

Human Resources (HR) provides the following strategic functions for the corporation:

• Provide labour relations advice to all city employees, lead bargaining and maintain collaborative relations with unions within the city.

• Develop and implement Human Resources policies and best practices, including modernization of the record-keeping of staff records through a reliable HRIS system.

• Provide recruitment and selection services.

• Designing and implementing staff development and training programs for the city.

• Staff development programs including performance and succession planning programs.

• Lead the Accessibility, Diversity, Equity, and Inclusion programs for the city.

• Provide advisory services on Occupational Health and Safety programs.

Public Works

Mission Statement

Working to serve the public in a safe, prompt, courteous, and efficient manner. Our dedicated employees strive to plan, design, inspect, build, and maintain public infrastructure in a manner that adequately preserves these assets for succeeding generations.

WORK PLAN 2026

• Sidewalk upgrades focusing on outstanding trip hazards and larger replacements identified from annual inspections in Cityworks.

• Preventive maintenance of city facilities and assets as part of the asset management plan.

• Replacement of aging streetlight poles.

• Continued maintenance and upkeep of parks, green spaces, and cemetery grounds.

• Manage sports field readiness, decorative displays, pest and weed control, snow removal, cemetery operations, and supporting events held in parks.

• Park asset condition assessment and inventory update.

• Continued water systems operations, including unidirectional flushing, fire hydrant maintenance and teardowns, pressure reducing station maintenance, valve exercising, and water infrastructure repairs.

• Review and update the Outdoor Water Regulation Bylaw for future Council consideration.

• Water asset condition assessment and inventory update.

• Continued delivery of biweekly recycling and weekly garbage curbside collection, including issuing RFP to renew third-party recycling contract.

• Facility condition assessments involving professional evaluation of the city building’s physical condition, systems and infrastructure – used to inform responsible management and planning.

Department Overview

Public Works oversees the monitoring and maintenance of all major infrastructure assets, including roads, water distribution, sanitary and storm sewer, parks, and city facilities.

Public Works focuses on long-term asset management and effective preventative maintenance and replacement programs for the City’s infrastructure assets. Sixty-two staff members with a vast skill set are designated to parks, waterworks, roads, fleet services, electrical, carpentry, plumbing and administration. Based on seasonal requirements, staff are allocated to the area where they are most effective in ensuring a collaborative and efficient approach to providing the core services that make our City function.

WORK PLAN 2026

• Continue to work side by side with the City’s asset management team and grow the asset management program to care for, plan and prepare repairs and expenditures while being financially responsibly to the residents of Cranbrook.

• Establish new and evaluate current program offerings, ensuring the public feedback is heard and adapted where possible to meet the growing needs of the community.

• Meet with local and regional groups to foster a working relationship to grow inclusive recreation and culture opportunities throughout the city.

Recreation and Culture

Mission Statement

The Recreation and Culture department promotes healthy lifestyles through the development of quality parks, facilities, recreation, and cultural opportunities.

We are leaders in the community facilitating services to residents and visitors, which enhance their quality of life.

We provide a challenging work environment, which stresses personal responsibility and development, an opportunity to participate, and the recognition of being an important part of a successful team.

FINANCIALS 2026 Budget

Revenue

RECREATION

$414,700

FINANCIAL PLACE $1,046,300

$1,919,032

FINANCIAL PLACE $3,824,426

Department Overview

The Recreation and Culture department strives to bring a sense of community to the citizens of Cranbrook through access to recreation facilities, events, and programs.

The Department is guided by the values of providing parks, recreation, and cultural opportunities to everyone in our City, consistent with the responsible use of financial resources, the lifestyle, and the natural setting of our community.

The department oversees the programming and operations of Western Financial Place, the Memorial and Kinsmen Arenas, Aquatic Centre and numerous sports fields and parks. The department works closely with Public Works on indoor and outdoor facility maintenance and parks/trail development.

A variety of community programming is offered to all ages, including dog obedience for adults, fitness for

seniors, youth sport programs, summer PLAY program, swim lessons and much more. The department also coordinates a variety of major concerts, community celebrations and sporting events, and works closely with many user groups who produce exciting local events.

FINANCIALS 2026 Budget

Royal Canadian Mounted Police

Mission Statement

The RCMP is Canada’s national police service. Proud of our traditions and confident in meeting future challenges, we commit to preserve the peace, uphold the law, and provide quality service in partnership with our communities.

WORK PLAN 2026

Continue to expand Cranbrook RCMP volunteer program, including onboarding new volunteers and develop a volunteer training program.

• Increase crime reduction initiatives through Community Engagement Coordinator and volunteer programs, such as Business Block Watch, Lock Out Auto Crime and Volunteer Community Patrols.

• Increase youth engagement through education, school visits, community events and other initiatives.

Department Overview

The Cranbrook RCMP is committed to working with the community and all levels of government and partner agencies to support safe communities and maintain the public’s confidence and trust in the services we provide. Our areas of focus are informed by the municipality, the province of British Columbia, as well as national and federal priorities. We continue to work with our partners and stakeholders to identify and address pertinent issues that matter the most to our communities, to ensure we provide culturally responsive service delivery while increasing public trust. Our detachment is responsible for all emergency calls for service within the communities we serve and work in partnerships with dedicated Federal, Provincial and Municipal enforcement agencies for numerous

overlapping mandates. Our support staff address non-emergency requests for assistance between the hours of 8:00 am and 4:00 pm, Monday to Friday with after hour requests forwarded to our Operational Control Centre in Kelowna.

Beyond the initial police response, investigational tasks are delegated to the appropriate internal resource in0cluding our Enhanced Response Unit, Indigenous Police Service and Forensic Identification Services.