2023 Annual Report I CITY OF CHILLIWACK CITY OF CHILLIWACK I 2023 Annual Report 32 33 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 2023 COMMUNITY FORUMS Provide platforms for community feedback on major issues. Hosted in-person engagement for water conservation and environmental programs. Hosted an in-person community engagement event for active transportation and road safety. 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 feedback from residents on future park designs in their neighbourhoods. Utilized online Engage Chilliwack platform for resident input on City Studio projects with the University of the Fraser Valley, naming the City’s bike lane sweeper, the 2024 Financial Plan, and the upcoming curbside contract. Provided opportunities for residents to engage and participate in planning processes and projects, including open houses and rezoning consultations. Partnered with the BC Conservation Officer Service and WildSafe BC to host an information session for residents on waste storage requirements and best practices to reduce conflict with wildlife. Utilized online EngageChilliwack platform to receive input and feedback on budget priorities for the City's Comprehensive Municipal Plan. 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 2023 RECRUITMENT Strategize to attract and retain 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 to frontline workers. Implemented trauma informed workplace training for first responders and staff who work at the RCMP detachment. Continued to provide employer paid psychological services and counselling to all career firefighters. Organized a six-part leadership workshop for all Fire Department career staff. EFFICIENCY Provide fast and efficient service. Concerns and issues followed up on promptly. Maintained efficient turnaround times on approvals for all types of development. Established a web portal that ties into the existing permitting system and cloud-based software associated with building permit applications with funding from the Union of BC Municipalities Local Government Development Approvals Program. Updated the Design Guidelines for Development Permit Area No. 10 (Coach Houses and Garden Suites) to exempt properties in the Agricultural Land Reserve (ALR) and Ryder Lake.
RkJQdWJsaXNoZXIy ODc2MA==