2015-2018

CORPORATE STRATEGIC PLAN

(as updated by Council on September 4, 2018)
Message from Mayor McDougall .....................................................................................................................................................1
Summary & Background .................................................................................................................................................................2
Our Community ..................................................................................................................................................................3
Council for the District of Sparwood .....................................................................................................................................4
District of Sparwood Administrative Structure .........................................................................................................................5
Strategy Development Process .........................................................................................................................................................6
Achieving Our Goals ......................................................................................................................................................................7
Our Vision .....................................................................................................................................................................................8
Mission Statement ...........................................................................................................................................................................9
Guiding Principles ........................................................................................................................................................................10
The Action Plan ............................................................................................................................................................................11
Our Goals, Strategic Objectives & Priorities.........................................................................................................................12
Key Performance Indicators & Measures Scorecard ..............................................................................................................36

Adopted by Council at the regular meeting held on April 7, 2015

Updated by Council at the regular meeting held on April 18, 2016
Updated by Council at the special meeting held on December 12, 2016 (Revised)
Updated by Council at the regular meeting held on October 2, 2017
Updated by Council at the regular meeting held on November 6, 2017
Updated by Council at the regular meeting held on July 16, 2018
Updated by Council at the regular meeting held on September 4, 2018.
 On behalf of Council, I am
pleased to introduce the District
of Sparwood’s 2015-2018
Corporate Strategic Plan (the
“Plan”). We believe strongly in
planning for the future to ensure
that we continue to address the
needs of our community while
operating in a fiscally responsible
manner.
Our vision for Sparwood is to be a “progressive,
welcoming and livable community that
takes pride in its natural resources and
environment.” The Plan contains the goals and
related strategic objectives that provide a road map for
how we can strive to achieve this vision over the long
term.
The Plan is meant to inspire all of us to consider how we
can make a difference, in our neighbourhoods and in the
Elk Valley. While the Plan’s ambitious goals won’t be
reached overnight, progress will be made year by year
and the District will report to citizens regularly on how we
are doing. We believe that meaningful public
consultation is the foundation of any District effort and
thanks to the extensive community engagement during the
update of our new Official Community Plan, we believe
the Plan reflects the community’s priorities for the District
both now and for the future. We sincerely appreciate
those individuals, groups and businesses who stepped
forward to help set the future direction of Sparwood.
For Council and District staff, the development of the Plan
was the first step. The Plan will help guide us as we set
priorities, make decisions, and manage operations for
years to come. It will enhance organizational effectiveness
and continue to demonstrate accountability to the
community.
Our hope is that the impact of the Plan will extend well
beyond the walls of the District Office, into every home
and business in Sparwood. In keeping with the Plan’s
collaborative spirit, everyone in the community will have a
role to play in achieving it.
Cal McDougall, Mayor
The 2015–2018 Corporate Strategic Plan provides a focus for Council and District staff over the next four
years.

In March 2015, Council endorsed the corporate planning framework, which introduced new strategic
planning tools and enhances the District’s governance structure to integrate and align planning and
performance activities at all levels of the District. The priorities identified in the following pages define
what the District will accomplish over the 2015–2018 term and forms the basis of the Plan.

The Plan presents Council’s goals and strategic objectives, articulating what the District is seeking to
achieve, including a number of related strategic projects and initiatives that are the concrete actions and
tactical programs and services that will advance Council’s goals and strategic objectives.

The Corporate Strategic Plan builds on the vision, mission and guiding principles that were amended at
the March 9, 2015 strategic planning session. The Plan includes:

• A scorecard that includes key performance indicators that measure the progress of strategic
priorities.
• Assigned oversight responsibilities with respect to Council Priorities.
• Long-term sustainability goals that, when applied to actions and decision-making, will guide the
District towards a more sustainable, resilient and livable future.
• A four-year vision for the District of Sparwood.

The Plan will be reviewed annually and, if needed, adjusted to reflect changes in the operating
environment and community needs.
OUR COMMUNITY
We’re located on British Columbia’s other side. We’re a coal mining community and proud of it.
We’re thrilled to share our community with you.

We have a story that is desired by many people: a great community in a spectacular setting with lots
of opportunities and a welcoming spirit. We’re a good place to visit, and a great place to live.
Discover more about our story and how you can help us tell it best.
COUNCIL FOR THE DISTRICT OF SPARWOOD
The District of Sparwood is governed by an elected Council made up of a Mayor and 6 Councillors, who represent the
District as a whole. The Mayor and Councillors serve a four-year term. The current term began on December 1, 2014 and
will end in the fall of 2018.

Decisions made by Council have a direct impact on the residents of Sparwood and the municipal services provided to
residents. Council makes decisions based on a democratic system in which each member casts one vote and the majority
vote determines the decision.

Council usually meets twice a month on the first and third Mondays. Meetings take place in Council Chambers at the
Municipal Office and are open to the public. Videos can be viewed on demand on the District’s website at
www.sparwood.ca.
DISTRICT OF SPARWOOD ADMINISTRATIVE STRUCTURE
The administrative function of the District of Sparwood is headed by the Chief Administrative Officer
(CAO), Terry Melcer, who leads management and staff in implementing Council decisions.

Under the leadership of the CAO, staff works to provide crucial programs and services to residents such
as roads, emergency services, drinking water, waste collection, recreational activities, and social and
community services.

Chief Administrative
Officer (CAO)

Director of
Manager of Director of Director of Director of Fire Director of Director of
Community & Facility
Planning Engineering Operations Services Finance Corporate Services
Services

Summer Chief Facility Community

Planning Engineering Public Works Aquatic Executive
Clerk 2 Students Maintenance Journeyman Services Deputy Director Deputy Director
Assistant Assistant Foreman Superviosor Assistant
(seasonal Operator Assistant

Bylaw
Co-Op Student Maintenance Life Guards Office Clerks Program Paid On-Call
Buiilding Official Mechanic (2) Clerk 3 Enforcement
(seasonal) Operators 1, 2 Instructors Firefighters
Officer

Lifeguard Cashier
Co-Op Student Instructor 3
Operator 4 Labourer Casual On Clerk 2
(seasonal)
Call

Lifeguard
Rink Instructor 2
Operator 3 Casual Clerks
Attendants

Lifeguard
Operator 2 Instructor 1

Casual
Operator 1 Lifeguard

Renewal
Resource
Management

Labourer 3

Labourer 1
 Where We Want To Be How We Will Do How Are We Doing
Where We Are
It

• Environmental • Situation – Past, • Mission & Vision • Performance • Performance

Scan Present and Future Measurements Management

• Background • Significant Issues • Guiding Principles • Targets / Standards • Review Progress –

Information of Performance Balanced Scorecard

• Situational • Align / Fit with • Goals & Key • Initiatives and • Take Corrective
Analysis Capabilities Objectives Projects Actions

• SWOT • Gaps • Action Plans • Feedback

- Strength’s upstream
- Weaknesses - Revise plans
- Opportunities - Annual
- Threats Municipal Report
To effectively implement the Plan and achieve its goals, there are roles for everyone in the community to
play. Actions undertaken by Council and District staff to implement the Plan and monitor progress will be
critical. To this end, key priorities will be identified annually and Action Plans will be linked directly to the
goals and objectives in the Plan.

The Plan outlines the vision, mission, guiding principles and broad strategic goals for the District. The
Action Plan takes the high-level goals and strategic objectives and develops working priorities. The roles,
responsibilities, performance based measures, and required resources for specific projects and initiatives
will work towards achieving the goals and executing the overall strategic direction will be clearly identified.
Progress of the Plan is measured through an annual review of key performance indicators which are then
reported to the community within the Annual Municipal Report. The Annual Municipal Report reviews the
previous year results and evaluates whether the District successfully accomplished the goals and strategic
objectives set out in the Plan.

The Annual Municipal Report is prepared and made public prior to June 30th each year. In addition to
progress report on the objectives and measures established for the previous year, the Report includes: the
audited financial statements for the previous year; a list of properties exempted from property tax in the
previous year; any declarations of disqualifications; a statement of municipal objectives and measures for
the current and following years; and any other information which may be beneficial to the community.
A vision is a short statement describing the ideal state the organization is striving to achieve for its citizens
or the ideal state that the District sees for community. It answers the question, “What is the outcome for
the citizens of Sparwood if the organization achieves its mandate? It was during the strategic planning
session in March 2015 that Council supported a vision as one that is:

“A progressive, welcoming and livable community that takes pride

in its natural resources and environment.”
The mission is the agreed-upon statement by the organization and explains the reason for our existence. It
is necessarily broad to encompass the diversity within the District of Sparwood. The statement is not
precise in its measurements nor does it need to be, but it does need to be periodically reviewed by the
Council to see whether it still encompasses all of the relevant activities of the District. This statement was
reviewed in March 2015 and Council agreed the existing wording was still relevant, that it was our
mission to:
“Deliver quality services in a responsible manner.”
Values are the fundamental principles, which can be described as actions that guide the District’s
behaviour and decision making. Our guiding principles describe how we should act in order to
accomplish the tasks leading to achieving our mission. They create our desired culture as they are the
principles that guide the behaviors of all members of the organization.

The District of Sparwood’s guiding principles are:

• Responsible: We are approachable, responsive and accountable.
• Professional: We are ethical, respectful, efficient and skilled.
• Progressive: We are forward looking and innovative.
• Collaborative: We work with others to achieve mutual benefit.
The Action Plan identifies the specific steps that will be taken to achieve the strategic objectives that are
geared towards operations, procedures and processes. They describe who does what and how the
municipality knows when steps are completed.

Selecting key performance indicators is a critical step in developing a progress reporting system, and
perhaps one of the most difficult. Units of measurement are the tools in which the municipality assesses
whether the goals and objectives have been achieved. Indicators or measures are typically used to
evaluate the efficiency and effectiveness of a particular service or program and may be expressed as raw
numbers, data or percentages.
• Efficiency measures refer to the amount of resources used to produce a service and are usually expressed as unit
costs – e.g. the operating costs per tonne of garbage recycled.

• Effectiveness measures refer to the extent to which a service or program is achieving its intended result.

• Percentages and ratios are often used to express effectiveness measures – e.g. the number of water main breaks per
100 kilometres of water distribution pipe in a year.

The following points were considered when determining which performance indicators to use to evaluate
the efficiency and effectiveness of the project or service:
• It is relevant and ties into the importance to the objective;
It measures program outcomes;
• It is verifiable, understandable and easy to report and monitor;
• It is consistent over time;
• It is not subject to changing variables; and
• They are designed to motivate staff at all levels to contribute to organizational improvement.
OUR GOALS, STRATEGIC OBJECTIVES & PRIORITIES

Goal #1
“To support a strong local economy”
Strategic Objectives & Priorities

1.1. To encourage economic diversification and create a supportive climate for businesses.

1.1.2. Zoning Bylaw. Rewrite the Zoning Bylaw to bring it current and consistent with the new Official Target
Priority High
Community Plan (OCP). Status Underway
Depart Planning

1.1.4. Downtown Revitalization. Develop a plan for investment in the downtown to enhance its Target
Priority Low
vibrancy, including public sector investment, design guidelines and incentives for private sector Status Outstanding
investment, and community events. Depart Planning

1.1.5. Business Licence Bylaw. Review business licences fees and processes for submitting, tracking, Target
Priority High
reviewing and issuing business licences by the District of Sparwood with a focus on improved Status Outstanding
customer service. Depart Corporate Services

1.1.8. Marketing Plan for municipal lands1&2. Develop a marketing plan for municipal owned lands Target
Priority High
to enhance the District’s communications with potential buyers. Status Outstanding
Depart CAO

PROJECTS & STRATEGIES COMPLETED TO DATE:

✓ 1.1.3 Business Retention & Expansion (BR & E) Survey (Survey local businesses to gather data which will guide the Completed 2015/16
Depart Corporate Services
District’s projects in support of local business.)

✓ 1.1.6 Land Use (Development) Applications & Procedures Bylaw (Update the Land Use Applications and Procedures Completed 2015/16
Depart Planning
Bylaw to address new development permit approval processes adopted under the new OCP)

✓ 1.1.7 Building Permits Development Approvals (Develop administrative tools to enhance customer service.) Completed 2016
Depart Planning

✓ 1.1.9 New Business Welcome Package3. To create a comprehensive welcome package for new and expanding Completed 2016
Depart Corporate Services
businesses which includes essential contact information to help promote their business and get them started on
the right foot. It will assist them in understanding what is expected of them and eliminate miscommunication
by establishing boundaries, providing rules, explaining the best way to work with the District and answer
frequently asked questions.
✓ 1.1.10 Elk Valley Inter-Community Business Licence (ICBL). The establishment of an inter-community business licence Completed 2016
Depart Corporate Services
will be an addition to a municipal business licence that will allow mobile service businesses (e.g. contractors

1
Project 1.1.8 and 1.1.11 were added in April 2016. Project 1.1.11 was removed in July 2018.
2
Project 1.1.8 was amended in October 2017.
3
Projects 1.1.9 and 1.1.12 were added in April 2016.
 PROJECTS & STRATEGIES COMPLETED TO DATE:
and caterers) to operate within Sparwood, Elkford and Fernie. It will save businesses time and money by
purchasing one ICBL instead of two separate non-resident business licences in the other participating
communities, reduce administrative burden, allow businesses to operate where their services are needed, and
increase resident’s choice in service providers.

✓ 1.1.12 Baldy Ridge Extension Environmental Assessment (EA) Approval Legacy Agreement 3 (The purpose of this Completed 2016
Depart CAO & Planning
strategy is to assess the application from Teck to the EAO and to identify potential concerns, and work with
Teck to formalize an agreement which results in a “win-win” for Teck and residents of Sparwood)

PROJECTS & STRATEGIES REMOVED FROM ACTION PLAN:

 Action Item 1.1.1 Develop a Tourism and Marketing Strategy (Identify tourism and recreation opportunities and develop a strategy for marketing) was
removed from the Plan due to limited staff resources and that Council felt that this type of project should be completed by the Chamber of Commerce
as managers of the Visitor Information Centre.
 Action Item 1.1.8 Economic Development Strategy. (In developing a strategy, we will need to consider municipal assets, the business community,
sector strengths, and regional challenges and opportunities so that we may build on our Official Community Plan. It should be based on the
community’s vision, needs and priorities, and focus on strengthening existing businesses, workforces’ education and training, infrastructure
development and diversification of economy, such as small business development.) was replaced with a Marketing Plan for municipal lands.
 Action Item 1.1.11 Seniors Centre Hall Rental Policy (policy to purchase 10 hall rentals of the Seniors Centre from the Sparwood Old Age Pensioners
Society on an annual basis for District or community use) was removed from the Plan following a request from SOAPS that they did not want to be
paid in advance for rentals.

1.2. To develop a ‘Marketing Strategy’ and a ‘Marketing Communications Plan’ to support identified goals and
objectives for economic development and recreation programming.
PROJECTS & STRATEGIES COMPLETED TO DATE:
✓ 1.2.1 Community Profile (Update and rewrite the 2006 community profile, with current content to provide readily Completed 2016
Depart Corporate Services
assessable information on the community for potential and existing residents.)
✓ 1.2.2 Community Map (Develop a community map that incorporates recreational activities, in multiple formats) Completed 2015/16
Depart Corporate Services

✓ 1.2.3 Interactive Online Map (In partnership with the Chamber of Commerce, an interactive map will be developed Completed 2015/16
to aid residents and visitors in locating trails and other places of interest online and through handheld devices) Depart Corporate Services

1.3. To support the whole community by advocating for skills and trades training, and post-secondary opportunities.
PROJECTS & STRATEGIES REMOVED FROM ACTION PLAN:
 Action Item 1.3.1 College of the Rockies (Continue to work in partnership with the COTR to provide demand-driven educational programming within
Sparwood, with a focus on Heavy Duty Mechanic and Heavy Equipment training to start) was removed from the Plan as the College was not looking to
expand programs further at that time.
Goal #2
“To preserve a healthy natural
environment”
Strategic Objectives & Priorities

2.1. To reduce adverse effects to the water quality of water bodies that may receive storm water discharge.
PROJECTS & STRATEGIES COMPLETED TO DATE:
✓ 2.1.1 Storm Water Management Plan (Evaluate Storm Outfalls and create a plan and preliminary costs to improve the Completed 2018
Depart Operations
quality of discharge to the environment)

2.2. To educate the public on the values of a healthy natural environment.

2.2.1. Park Bylaw. Update the existing parks bylaw to ensure the healthy enjoyment of all public Target
Priority High
green spaces, recreation areas and sports fields. Status Underway
Depart Community & Facility
Services

2.2.2. Fruit Tree Replacement Program4. A new voluntary fruit tree removal program, where owners Target
Priority Medium
of residential fruit trees will be offered a chance to replace the wildlife attractant with a non-fruit Status Underway
bearing tree at no cost. Depart Planning

2.2.3. Adopt a Tree Program4. The adopt a tree program is aimed towards enhancing the urban Target
Priority Medium
forest through the planting of boulevard trees. Adjacent residents / property owners (who have Status Underway
requested a tree be planted) would be required to maintain the trees on an ongoing basis until Depart Planning
they are established.

2.3. To plan for growth and reduce demand on Sparwood’s municipal water and wastewater infrastructure.
PROJECTS & STRATEGIES COMPLETED TO DATE:
✓ 2.3.1 Wastewater Treatment Plant (Clarifier) (Perform scheduled maintenance, repair and replace worn parts as Completed 2015/16
Depart Operations
necessary)

✓ 2.3.3 Wastewater Treatment Plant Study (Undertake a study of the condition of the Waste Water Treatment Plant to Completed 2015/16
Depart Engineering
ensure that future capacity and regulatory requirements are met and to provide recommendations for future
improvements and preliminary costs)

4
Projects 2.2.2 and 2.2.3 were added in April 2016.
 PROJECTS & STRATEGIES COMPLETED TO DATE:
✓ 2.3.4 Infiltration Study – Sewer (Assess integrity of Sanitary Sewer Collection System, determine the extent of repairs Completed 2018
Depart Operations
required; fix localized repairs and where repairs are more extensive, they will be documented in a report to
Council for future planned infrastructure replacements)

✓ 2.3.5 Wastewater Treatment Plant (Sewer Plant Conveyor) (Repair and replace worn out screw conveyor with a Completed 2015/16
Depart Operations
heavier model and reduced speed to increase longevity)

✓ 2.3.6 Well Pump Maintenance (Well Pump will be removed from service temporarily for service and maintenance, Completed 2015/16
Depart Operations
during seasonal low demand)

PROJECTS & STRATEGIES REMOVED FROM ACTION PLAN:

 Action Item 2.3.2. Flushing and Camera Work. (Continue assessment of sewer and storm systems and determine conditions of the infrastructure and
future maintenance requirements) was removed from the Plan in 2017 as work has been completed within the past three years, and remaining work is
ongoing maintenance.

2.4. To encourage infrastructure systems to address energy conservation.

2.4.1. Outbuildings Energy Retrofits. Upgrade outbuildings (e.g. pump houses, lift stations, etc.) Target
Priority Medium
heating and cooling infrastructure and controls in order to reduce annual operating costs as Status Underway
recommended in the 2013 SES ASHRAE Level 1 Energy Study. Depart Community & Facility
Services

PROJECTS & STRATEGIES COMPLETED TO DATE:

✓ 2.4.3 Facility Entrance Doors (Replace the existing 30 year old facility doors located at the entrances to the arena and Completed 2016
Depart Community & Facility
the Leisure Centre to reduce energy loss, increase efficiencies and improve accessibility) Services

PROJECTS & STRATEGIES REMOVED FROM ACTION PLAN:

 Action Item 2.3.2. Flushing and Camera Work. (Continue assessment of sewer and storm systems and determine conditions of the infrastructure and
future maintenance requirements) was removed from the Plan in 2017 as work has been completed within the past three years, and remaining work is
ongoing maintenance.
 Action Item 2.4.2. Conversion of Street Lights to LED. (Replace all District owned ornamental streetlights with LED lights. Operations Department will
replace streetlights during regular maintenance repairs with new LED lights, with a full replacement program deferred to future budgets) was removed
from the Plan as this is an operational maintenance item, not a strategic priority.
2.5. To encourage and promote the efficient use and conservation of water resources.

2.5.4. Centralized Controls for Irrigation Systems. Install automated control system to reduce excess Target
Priority High
municipal irrigation water use and reduce maintenance costs. The system will monitor weather Status Underway
patterns and adjust watering schedules and times accordingly. Depart Operations

PROJECTS & STRATEGIES COMPLETED TO DATE:

✓ 2.5.1 Michel Creek Road Water (Complete remaining work on the Michel Creek Road Water – Local Service Area, Completed 2017
Depart Engineering
which include land acquisition and the completion of the relocation of the Matevic Pressure Regulating Valve
(PRV) to the Highway 43 / Aspen mechanical building)

✓ 2.5.3 Leisure Centre Pool Repair (Determine possible locations of water loss within the main pool and hot tub and Completed 2015/16
Depart Community & Facility
evaluate possible courses of action for the repair of any leaks detected) Services

PROJECTS & STRATEGIES REMOVED FROM ACTION PLAN:

 Action Item 2.5.2. Water Loss Management (Complete further night flow analyses and continue to monitor flow and water metering data. Identify and
repair leaks and mitigate other avoidable water losses, where possible) was removed from the Plan as this is an operational item, not a strategic
priority.

 Action Item 2.5.5. Water Meter Register Replacements5 (The replacement of water meter interpreter registers will expedite the District of Sparwood’s
metered billing process thereby enabling the District will be more efficient and effective) was removed from the Plan as this is an operational
maintenance item, not a strategic priority.

5
Projects 2.5.5 was added in April 2016 and removed in December 2016.
Goal #3
“To encourage an active, involved
and healthy community”
Strategic Objectives & Priorities

3.1. To meet the recreational needs of Sparwood’s youth.

3.1.4. Playground Equipment Policy6. Development of a playground equipment and inspection policy Target
Priority Low
will ensure the District provides a safe outdoor environment for children while using municipal Status Underway
facilities; that play spaces and playground equipment are clean and safe, and to ensure that all Depart Community & Facility
Services
playground equipment is checked, maintained, and inspected on a regular basis for
compliance with CSA guidelines.

PROJECTS & STRATEGIES COMPLETED TO DATE:

✓ 3.1.1 Minor Ball Field (Installation of an underground 50 AMP power supply to enable users to plug in equipment) Completed 2015/16
Depart Community & Facility
Services

✓ 3.1.2 Playground Renewal Project (Update and replace existing playground infrastructure (equipment at the end of Completed 2015/16
Depart Community & Facility
their useful life) at Lions Park, Juniper Park, Leisure Centre Grounds, Central Park and Cypress Park to ensure
Services
that equipment meets CSA standards)

✓ 3.1.3 Skate Park Development (Futures Society). Supporting the Futures Society on an ongoing basis as this project Completed 2018
Depart Community & Facility
which was identified as a high priority during the public open houses held in September 2012 and included in
Services
Phase 2 of the Leisure Centre Grounds Master Plan, consists of the construction of a 10,000 ft2 public concrete
skate park which will replace and relocate the old wood and steel frame to the Leisure Centre which is
Sparwood’s hub for youth activities)

✓ 3.1.5 Royal Canadian Air Cadets Facility Use Agreement 6 (The premises at Fire Hall #1 will provide a long term Completed 2016
Depart Community & Facility
solution to the Air Cadets’ need for appropriate training facility requirements and will help to foster an Services
emergency services commitment within the youth of our community)

3.2. To support increased access to diverse community services for all residents.

3.2.6. New Sparwood Heights Recreation Amenity. This project is community consultation with Target
Priority High
respect to the removal of the Sparwood Heights tennis courts and half basketball court due to Status Underway
the development of the Cherrywood subdivision, to receive public input on recreation priorities Depart Community & Facility
Services
for Sparwood Heights.

6
Projects 3.1.4 and 3.1.5 were added in April 2016.
 3.2.12. Off-Leash Dog Park7. Stakeholder consultation and research to determine community desire Target
Priority Medium
and location options for an off-leash (fenced area) for responsible pet owners to exercise their Status Underway
dogs. Depart Planning

PROJECTS & STRATEGIES COMPLETED TO DATE:

✓ 3.2.1. Lions Trail Extension (Completion of Lions Trail through Lions Park and the Leisure Centre grounds, creating a Completed 2016
trail loop and adding 500 metres of trail which will complete the 1.5 km walking trail as recommended in the Depart Community & Facility
Leisure Centre Grounds Master Plan) Services

✓ 3.2.2. Toddler Playgrounds (Early Years Committee) (Supporting the Sparwood Early Years Committee in their effort Completed 2016
to construct two toddler specific (0 – 6 years) playgrounds, one in Central Park and the other on the Leisure Depart Community & Facility
Services
Centre Grounds. Support is contingent successful fundraising by the Committee)

✓ 3.2.3. Joint Use Agreement with School District (Update the existing joint use agreement between School District 5 Completed 2016
Depart Community & Facility Services
and the District of Sparwood for Frank J. Mitchell Elementary School, Sparwood Senior Secondary School and
the Leisure Centre which expired in 2011)
✓ 3.2.4. Jewel Park Interpretive Trail (This project which consists of both a wetland enhancement and interpretive Completed 2017
Depart Community & Facility Services
signage component was included under Phase 3 of the Leisure Centre Grounds Master Plan. The anticipated
outcome is to improve the functionality of this area, while providing awareness and education around the
importance of this sensitive ecosystem)
✓ 3.2.5. Trail Mapping and Wayfinding Signage (Develop a walking trail guide and install trail markers and kiosks at Completed 2016
Depart Community & Facility Services
key areas of the trail network to assist in wayfinding)
✓ 3.2.7 Pool Chlorination System (This project includes the replacement of the saltwater chlorination system for the Completed 2017
Depart Community & Facility Services
main pool and hot tub at the Leisure Centre as the current system is no longer manufactured)
✓ 3.2.8. Heritage Park and Red Cedar Hill Landscape Design (Development of landscaping plans in order to enhance Completed 2016
Depart Community & Facility Services
the appearance of Heritage Park and Red Cedar Hill)
✓ 3.2.9. Coal Discovery Trail (CDT) (Continue to revitalize market and upgrade the CDT in order to increase usership of Completed 2016
Depart Community & Facility Services
the trail and increase public safety)
✓ 3.2.10. Trans Canada Trail (TCT) (Development, in conjunction with the Trans Canada Trail Society, Elk Valley trail Completed 2017
Depart Community & Facility Services
organizations, local municipalities and the RDEK, of a valley bottom trail connecting all of the communities of
the Elk Valley completing the TCT in southeastern British Columbia)
✓ 3.2.13. 24-Hour Fitness Centre Access Policy7 (Development of a policy to authorize 24-hour access to the fitness Completed 2018
Depart Community & Facility Services
centre at the Leisure Centre to increase opportunities for residents to lead an active healthy lifestyle)

7
Projects 3.2.12 and 3.2.13 were added in April 2016.
 PROJECTS & STRATEGIES REMOVED FROM ACTION PLAN:
 Action Item 3.2.11 Titan to Tunnel / Trail (Design and build the public space encompassing the area from the Chamber site through the proposed
pedestrian underpass through to Middletown Place) was removed from the Plan as the tunnel was removed from the Middletown Crossing project.

3.3. To increase the social interaction amongst the residents of Sparwood by supporting and encouraging multiple
community events throughout the year.
PROJECTS & STRATEGIES REMOVED FROM ACTION PLAN:
 Action Item 3.3.1 Community Events Fund (Promote the Community Events Fund Policy as an avenue for seed funding for community groups to host
annual events) was removed from the Plan as this is an operational item.

3.4. To develop, facilitate and monitor activities that contribute to an improved standard of cleanliness across
Sparwood that add value to existing cleanliness, beautification and environmental stewardship programs
delivered by the District and its partners.

3.4.2 Livability and the Environment8. Address the adverse effects of mining related activities on the Target
Priority High
natural environment and livability of Sparwood through Condition 21, and investigate funding Status Underway
mechanisms. Condition 21, as imposed by the Environment Assessment Office, requires Teck Depart Planning
Coal to work with the District through a committee structure to develop a plan to manage and
monitor socio-community and economic effects of the Baldy Ridge Extension Project.

PROJECTS & STRATEGIES COMPLETED TO DATE:

✓ 3.4.1 Self-Watering Baskets (Replacement of existing fiber baskets with self-watering baskets and planters in order Completed 2015/16
Depart Community & Facility Services
to reduce student time on watering and annual operating costs)

3.5. To enhance programs and services to address the growing needs of seniors.
PROJECTS & STRATEGIES COMPLETED TO DATE:
✓ 3.5.1 Age Friendly Community Plan (Development of an Age Friendly Community Plan that will provide direction Completed 2016
Depart Community & Facility Services
for future improvements for community projects related to access and aging in place)

8
New initiative added in November 2017.
Goal #4
“To foster an effective and
responsible local government”
Strategic Objectives & Priorities

4.1. To ensure that the District possesses adequate human resources to meet the organization’s strategic goals and
operational plans.

PROJECTS & STRATEGIES COMPLETED TO DATE:

Completed
✓ 4.1.1 Collective Agreement (Agreement was ratified by Council on March 20, 2017.) 2017
Depart CAO

✓ 4.1.4 Respectful Workplace Training (Implement training program for all District employees in accordance with the
Completed 2016
Depart Finance
District of Sparwood Bullying or Harassment Policy)
Completed
✓ 4.1.6 Summer Students Hiring Policy9 (Alignment between Council’s vision and the District’s resources that 2015/16
Depart CAO
demonstrates an understanding of the need to have appropriate staffing to achieve Council’s strategic
priorities)

PROJECTS & STRATEGIES REMOVED FROM ACTION PLAN:

 Action Item 4.1.2 Human Resources Policy Development.10 (Develop human resource policies to address broad employee effectiveness and help
ensure meaningful alignment between organizational goals and objectives and employees’ day-to-day work plans, accountabilities, and career
objectives) was removed from the Plan as this is an operational not strategic item.
 Action Item 4.1.3 Leadership Development (Develop educational workshops / training sessions for Council and staff to enhance governance and
improve local decision-making) was removed from the Plan as this is a regularly recurring operational task.
 Action Item 4.1.5 Performance Management & Succession Planning (Alignment between Council’s vision and the District’s resources that demonstrates
an understanding of the need to have appropriate staffing to achieve Council’s strategic priorities) was removed from the Plan as this is an ongoing
operational task.
 Action Item 4.1.6 Staff Operator Training (Provide professional operator training for Public Works, to provide best practices, safety and the ability for
employees to operate all types of equipment) was removed from the Plan as this is a regular, ongoing, service delivery requirement and not a special
project.

4.2. To ensure that the organization, as a whole, is allocating the right level of funding to each program, to do its
job and to ensure its long-term sustainability.

4.2.1. Upper Elk Valley Fire Services Negotiation Template. Develop template for next contract Target
Priority Medium
renewal based on analysis of comparative tax base. Status Underway
Depart Finance

9
Project 4.1.6 (Summer Students Hiring Policy) was added in April 2016.
10
The description for Action Item 4.1.2 was amended in October 2017.
 PROJECTS & STRATEGIES COMPLETED TO DATE:
✓ 4.2.3 Disaster Financial Assistance (Recovery of 2013 flood damage costs on completed work and Corbin Road yet Completed 2016
Depart Finance
to be repaired)

✓ 4.2.4 Plow Truck (Replace 2005 Freightliner plow truck) Completed 2015/16
Depart Operations

PROJECTS & STRATEGIES REMOVED FROM ACTION PLAN:

 Action Item 4.2.2 Financial Policies (Review and update financial policies to ensure that the District of Sparwood maintains prudent financial policies
regarding land management, asset replacement and long-range planning and budgeting so that taxpayers’ remain confident that tax dollars are
being spent wisely) was removed from the Plan as this is an operational task of the Finance Department.

4.3. To ensure effective and responsible stewardship of public funds within a supportive policy framework.
PROJECTS & STRATEGIES COMPLETED TO DATE:
✓ 4.3.1 Official Community Plan (OCP) Update (The update of the OCP is to create a strategic planning document that Completed 2015/16
Depart Planning
reflects the vision, goals and objectives of the community)

✓ 4.3.2 Equipment Use and Expenditure Reimbursement Policies (Review travel and expense policies and develop a Completed 2017
Depart Corporate Services
policy for the use of telecommunication devices)

✓ 4.3.3 Municipal Insurance. (Investigate options of changing property insurance provider to Municipal Insurance Completed 2018
Depart Finance
Association of British Columbia (MIABC))

✓ 4.3.4 Utility Rates. (Update Utility Rate Bylaw to prepare for metered billings and additional costs incurred from the Completed 2017
Depart Finance
Regional District of East Kootenay (RDEK) for waste management)

✓ 4.3.5 Capital Budget (templates) (Development of capital budget & major request forms template) Completed 2015/16
Depart Finance

✓ 4.3.6 Waste (Garbage) Collection (Investigate options for replacement of existing 2002 IHC garbage truck with an Completed 2018
Depart Operations
automated waste collection system)

✓ 4.3.7 Financial Reporting11 (Periodic financial reports will provide Council with a status update on current projects Completed 2016
and serve as a key source for making informed decisions on the use the District of Sparwood’s limited financial Depart Finance

resources. It also provides accountability on how the District manages and uses the resources taxpayers have
entrusted to them)

11
Project 4.37 was added in April 2016.
4.4. To ensure corporate fiscal targets are consistently met.
PROJECTS & STRATEGIES COMPLETED TO DATE:
✓ Review and issue a request for proposals for a new contract for the District’s land lines. Completed 2016
Depart Finance

4.5. To ensure openness and transparency of all public processes.

4.5.1. Records Management Strategy. Development of a strategy to manage recorded information in Target
Priority Medium
ways that promote transparency and openness, and to make records accessible to the public in Status Outstanding
accordance with provincial legislation. Depart Corporate Services

4.5.2. Review of Council Procedure Bylaw. This update will review the regulations set out in the Target
Priority Medium
bylaw for scheduling and notification of Regular and Special Meetings and Public Hearings; Status Outstanding
procedural rules (agenda preparation, quorum, voting, points of order, conduct and debate, Depart Corporate Services
motions, etc.), minute taking, readings of bylaws, passing of resolutions, and council
committees, etc.

4.5.3. Review of Freedom of Information and Protection of Privacy Bylaw. This review will ensure Target
Priority Medium
that the District’s bylaw meets the current legislation and that the District has the appropriate Status Outstanding
policies and procedures in place for responding to requests for information, whether they are Depart Corporate Services
requests for records that are routinely released or for those that fall under the Freedom of
Information and Protection of Privacy Act (FOIPPA).

4.5.5. Parking Bylaw. Update Sparwood’s parking requirements to better reflect actual parking needs Target
Priority Medium
and provide clarity to increase parking compliance. Status Underway
Depart Planning

4.5.6. Sign Bylaw. Enhance the clarity of Sign Bylaw and amend the regulations where necessary to Target
Priority Medium
minimize sign clutter in Sparwood while retaining a climate supportive of business interests. Status Underway
Depart Planning
 4.5.7. Special Events Policy12. Development of a policy that will establish guidelines for special events Target
Priority Low
to ensure that the responsibilities of all parties are agreed to and understood (including parking Status Underway
restrictions, road closures, and the use of barricades); and that all special events operate in a Depart Community & Facility
Services
safe and orderly fashion.
PROJECTS & STRATEGIES COMPLETED TO DATE:
✓ 4.5.4 Develop a Community Standards Bylaw (Replace various outdated District bylaws and polices related to public Completed 2018
Depart Corporate Services
nuisances (such as noise, unsightly properties, derelict vehicles, boulevard and sidewalk maintenance, etc.) into
one comprehensive bylaw and regulating the conduct and activities of citizens on privately owned property and
immediately adjacent areas in order to promote the safe, enjoyable and reasonable use of such property for
the benefit of all citizens of Sparwood)

✓ 4.5.8 Confidentiality and Privacy Policy12 (Development of a policy that will establish guidelines for the collection, Completed 2016
Depart Corporate Services
use, disclosure, alteration or disposal of personal information compliant with the Protection of Personal
Information Act and the Freedom of Information and Protection of Privacy Act)

4.6. To develop a corporate-wide customer service standards and policies to ensure consistent levels of service in all
departments and locations.

4.6.1. Bylaw Enforcement Strategy. Develop a bylaw enforcement strategy to increase public Target
Priority High
compliance and awareness, and develop an implementation plan. Status Underway
Depart Corporate Services

4.6.4. Animal Control Bylaw. Review regulations for domestic and exotic animals, poultry and wildlife Target
Priority Medium
in Sparwood. Status Outstanding
Depart Corporate Services

4.6.5. Develop a Cross Connection Control Bylaw13. The bylaw will help protect Sparwood’s Target
Priority High
drinking water from contamination through cross connections due to backflow. Our goal is to Status Underway
develop and implement a Cross Connection Control Program which will ensure that clean safe Depart Operations
water is delivered to citizens maintain and to assess the program in an ongoing and objective
manner.
PROJECTS & STRATEGIES COMPLETED TO DATE:
Completed 2015/16

12
Projects 4.5.7 and 4.5.8 were added in April 2016.
13
Project 4.6.5 was added in April 2016.
 Depart Corporate Services
✓ 4.6.2 Update Municipal Ticket Information (MTI) Bylaw (The purpose of this update to ensure that the Bylaw
Enforcement Officer has the tools to enforce District bylaws by ascertaining that all infractions identified within
District bylaws have been included within the MTI Bylaw, including associated fines for non-compliance)

✓ 4.6.3 Establish Service Level Standards and Develop Procedural Guides. The following guides were developed as part Completed 2015/16
of this ongoing strategy: Depart Corporate Services
▪ In 2015/16: Policy Preparation Guide
▪ 2016: Bylaw Preparation Guide, Media Release Guide, Records for Release Listing, Social Media Guide

PROJECTS & STRATEGIES REMOVED FROM ACTION PLAN:

 Action Item 4.6.3 Establish Service Level Standards and Develop Procedural Guides (Update key corporate and departmental service standards to
provide a foundation for continued service delivery assessment review and budget discussions) was removed from the Plan as this is an ongoing
operational task.

4.7. To ensure the District is aware, responsive and prepared to deal with emergency situations.

4.7.1. Emergency Program. Review of the District’s Emergency Program and Response Plans to Target
Priority High
increase the program efficiency and effectiveness, to ensure that the District meets their Status Underway
legislative requirements under the Emergency Program Act and Local Authority Emergency Depart Corporate Services
Management Regulation.

4.7.4. Fire Services Bylaw Review14. The Office of the Fire Commissioner (OFC) Playbook requires a Target
Priority High
commitment of the service level that the District of Sparwood will provide. In determining this Status Underway
level of service it is prudent to complete a review of the bylaw and make the appropriate Depart Fire Services and
Corporate Services
changes.
4.7.5. Development of Fire Fighters Certification Plan (FFCP)14. The District of Sparwood Fire Target
Priority High
Services has been training informally to meet the requirements of the National Fire Protection Status Underway
Association Code NFPA 1001 (Standard for Fire Fighter Professional Qualifications) for a Depart Fire Services
number of years. With the implementation of the OFC Playbook, the District of Sparwood is
now required to formally develop a plan to have Fire Fighters meet the NFPA 1001 certification.
4.7.7. Development of Training Facility15. The new training facility, constructed of sea containers, Target
Priority High
would enable the various training to be provided locally for fire fighters, search and rescue, Status Underway
confined space, incident command, fire suppression, high angle rescue, and rapid intervention Depart Fire Services
training, etc.

14
Projects 4.7.4, 4.7.5 and 4.7.6 were added in April 2016.
15
New project added in October 2017.
 PROJECTS & STRATEGIES COMPLETED TO DATE:
✓ 4.7.3 Replacement of Rescue 1444 (The completion of the road rescue vehicle retrofit. The new/used chassis which Completed 2015/16
Depart Fire Services
was purchased in fall of 2014 was intended to replace the old 1997 GMC Club Cab. The rescue vehicle
required replacement due to its age and insufficient storage space for essential response equipment such as
Jaws of Life and vehicle stabilizers)

PROJECTS & STRATEGIES REMOVED FROM ACTION PLAN:

 Action Item 4.7.2 Planning and Promotion of Emergency Preparedness (Annual community event during Emergency Preparedness Week (first week of
May) to raise awareness of the importance of having an emergency kit and making an emergency plan. In addition to an annual event, the
development of free Emergency Workshops for residents, schools and other organizations to help them become “emergency prepared”) was removed
from the Plan as this is an ongoing operational task.
 Action Item 4.7.6 Establishment of Fire Services Team Leaders14 (Annual community event during Emergency Preparedness Week (first week of May) to
raise awareness of the importance of having an emergency kit and making an emergency plan. In addition to an annual event, the development of
free Emergency Workshops for residents, schools and other organizations to help them become “emergency prepared”) was removed from the Plan as
this is an ongoing operational task.

4.8. To maximize technology to support timely, relevant and accurate information.

4.8.3. SCADA (Supervisory Control and Data Acquisition). The existing SCADA system is outdated Target

and some components are no longer available. The entire system will be replaced and Priority Medium
Status Underway
upgraded to modern standards, with communication over the District’s fibre optic network Depart Operations
where possible to reduce costs and increase reliability
PROJECTS & STRATEGIES COMPLETED TO DATE:
✓ 4.8.1 Electronic Task Tracking System (Implementation of Action Tracking and Meeting Manager Systems to optimize Completed 2015/16
Depart Corporate Services
the District’s digital governance and public responsiveness, including the development of procedural and best
practice guides)

✓ 4.8.2 Website Reorganization and Update. (As one of the District of Sparwood’s key communication tools, the website Completed 2016
Depart Corporate Services
will be updated to better reflect community information, economic development opportunities, current policy
framework, as well as the range of services provided by the District.)

✓ 4.8.4 GPS Base Station. (Install a Global Positioning System Base station to allow real time surveys of longitude, Completed 2018
Depart Engineering
latitude and elevation (X, Y, Z) coordinates of infrastructure or construction. This project includes the purchase of
a receiver & data collector for use by multiple departments.)

✓ 4.8.5 Computer Server (Investigate a server upgrade and review a shared server concept so that the District of Completed 2015/16
Depart Finance
Sparwood may continue to provide a secure, cost-effective and reliable infrastructure that supports the District’s
evolving technology and business capacity requirements)
4.9. To enhance and maintain existing facilities and infrastructure through adequate maintenance, rehabilitation
and replacement as appropriate.

4.9.1. Middletown Crossing - Highway 3/43 Intersection Improvements16. Construct multiple Target
Priority High
intersection improvements of Middletown Place, Highway #3 / #43 and Aspen Drive and Status Underway
Highway #43 for future development. This work includes numerous components, including but Depart Engineering
not limited to: Earthworks; Pavement; Traffic Controls; Street lighting; Sidewalks; Relocation of
overhead lines, relocation and addition of services and utilities.

4.9.3. Matevic Road – Phase I. Hill stabilization – Complete budgeted stabilization work on the Target
Priority Medium
Matevic Road hillside. The work will reduce surface movement of the hillside and stabilize the Status Underway
slopes, provide for vegetation growth and reduce future ditch maintenance costs. Depart Engineering

4.9.4. Matevic Road – Phase II. Hill stabilization – Submit Geotechnical Report to Council & Target
Priority Medium
commence process for road closure and disposition of excess road RW. This is the former road Status Underway
to Sparwood Heights that is no longer part of the Transportation Master Plan. Depart Engineering

4.9.5. Subdivision and Development Servicing Bylaw. Review and complete the re-write of the Target
Priority Medium
Subdivision Servicing & Development Bylaw so that it is modernized with up-to-date standards Status Underway
and ensure it is in compliance with the new OCP, once adopted. Depart Engineering

4.9.6. Gravel Source Investigation. Continue Site investigations to locate a suitable, reliable and Target
Priority High
economical aggregate source for municipal and development purposes within the District. If a Status Underway
suitable source(s) are located, the investigation will transition into a development phase of that Depart Engineering
aggregate source.

4.9.9. Whiskey Jack. This development has been ongoing for a number of years and the District has Target
Priority High
a Master Development Agreement with Whiskey Jack for construction of infrastructure that is Status Underway
required for the development and future expansion of Sparwood Heights. The cost of the Depart Engineering
infrastructure is shared as outlined in the agreement. The growth that was expected with the
initial sale of the Rolling Hills area to Whiskey Jack has not occurred and negations are taking
place to modify the agreement and recognize the changes in growth and reduce the
requirements of each party where possible. The goal is to realize the completion of the golf
course and ensure the development of necessary infrastructure without building excess capacity

16
Description was amended in October 2017.
 that is not needed. Work includes watermains, a new reservoir, roads, water, and wastewater
treatment plant expansions.
4.9.11. Watermain Looping and Douglas Fir Road Servicing. The infrastructure in Sparwood is aging Target
Priority Low
and some of the existing water system was not designed with sufficient redundancy or capacity Status Underway
for growth and fire flows for expansion. Looping will provide the proper fire flows and Depart Engineering
redundancy for future infrastructure replacement that could otherwise put sections of lower
Sparwood out of water for extended periods. Work is contingent on grant funds being available.
4.9.12. Transfer Station Intersection (Fiorentino access). The District of Sparwood acquired land for Target
Priority Medium
expansion of light industrial from Tembec a number of years ago and the land across from the Status Underway
Transfer Station is suited to larger un-serviced parcels for light industrial expansion. This work is Depart Engineering
contingent on sufficient land sales to fund construction.
4.9.13. Traffic Bylaw. The existing Traffic Bylaw is outdated and we are reviewing the bylaw. A new Target
Priority Medium
bylaw or amendment will be brought forward for consideration by Council. Status Underway
Depart Operations

PROJECTS & STRATEGIES COMPLETED TO DATE:

✓ 4.9.2 Aspen Drive Beautification (Underground beautification – complete conversion of overhead services to Completed 2015/16
Depart Engineering
underground, by Husky & ESSO)

✓ 4.9.8 Douglas Fir Road (resurfacing) (Douglas Fir Rd has been not been resurfaced for a number of years as attempts Completed 2015/16
Depart Engineering
continued to bring water and sewer servicing to the area with grants and local improvements. The road is now at
a point of failure and needs to be restored. All indications are that grants to bring servicing to the area are a
number of years away so we are planning to restore the lower section of Douglas Fir Rd, from 701 to 749)

✓ 4.9.10 Corbin Road (Corbin Road was downloaded to the District of Sparwood by the Province of BC in the late 1990’s. Completed 2015/16
Depart Engineering
During the June 2013 Flood a section of the road embankment in Michel Creek was washed away. The District
of Sparwood made numerous unsuccessful attempts to return Corbin Road to the Province and we are now faced
with completing the repairs prior to a boundary reduction which would result in the Province assuming future
responsibility for the road, if successful. Construction work to complete repairs from the 2013 flood damage in
2015, with the MOTI acknowledging the repairs as complete in October 2016

✓ 4.9.14 Cemetery Bylaw (This initiative will include a regulatory update and a consolidation of the Elk Valley (Michel) Completed 2018
Depart Corporate Services
Cemetery and Rivercrest Cemetery regulatory bylaws)

PROJECTS & STRATEGIES REMOVED FROM ACTION PLAN:

 Action Item 4.9.7 Street Maintenance Review - Gravel Roads & Paving Program Review (Work with our engineering consultants to study existing road
conditions and evaluate the costs associated with maintaining various levels of service on each road type. Report back to Council with costs and
options so Council can set policies on the desired levels of service. This will establish an ongoing road maintenance program and set the amounts to
put into operating or reserves for future requirements) was removed from the Plan as this is an ongoing operational task.
Goal #5
“To cultivate an engaged
community”
Strategic Objectives & Priorities

5.1. To actively engage citizens to help inform the municipal decision making processes.
PROJECTS & STRATEGIES COMPLETED TO DATE:
✓ 5.1.1 Council Written Reports (The provision of written reports from members of Council to be included in the Completed 2015/16
Depart Corporate Services
Council agenda package will help to ensure that the community is aware of the activities that members have
undertake on behalf of the Council and that their performance is meeting residents expectations. Links to the
Council Report will be included in the Council Facts)
✓ 5.1.2 Report Templates and Preparation Guide (The preparation of consistent and well articulated reports to Council Completed 2015/16
Depart Corporate Services
is critical to the effective operations of Council and the overall management of the District. The new templates
will include a section for public comments, encouraging staff to seek feedback from the community prior to
Council’s consideration of the project or initiative)

5.2. To develop strategies, policies and procedures based upon the recommendations within the Communications
Strategy.
PROJECTS & STRATEGIES COMPLETED TO DATE:
✓ 5.2.1 Implement Communications Strategy Recommendations. (Development of an Implementation Plan for the Completed 2017
Depart Corporate Services
recommendations within the Communications Strategy

5.3. To diversify ways we will get information out to the public. (2-way communication)

5.4. To develop strategies, policies and procedures based upon the objectives and recommendations within the
Community Engagement Strategy and the Official Community Plan.

PROJECTS & STRATEGIES COMPLETED TO DATE:

✓ 5.4.1 Wildlife Strategy17. (The strategy will establish the responsibilities, policies and resources to mitigate wildlife- Completed 2018
Depart Corporate Services
human conflicts in Sparwood. Essentially a food management program designed to lessen potentially
dangerous wildlife activity in human use areas such as recycling stations, schools, campgrounds and trails)
✓ 5.4.2 Youth Engagement Strategy17. (Through youth engagement, it is the goal of the District of Sparwood to do a Completed 2017
Depart Community & Facility
better job of creating services, opportunities, and supports that our youth need to develop in healthy ways. Services
Working with the Columbia Basin Trust, the District intends to develop a Community Youth Network that will
help the District to achieve these objectives)

17
Projects 5.4.1 and 5.4.2 were added in April 2016.
Goal #6
“To encourage, promote and
celebrate local heritage,
culture and arts”
Strategic Objectives & Priorities

6.1. To encourage the conservation, interpretation and celebration of the community’s heritage.

6.1.1. Heritage Conservation Initiatives. This project will identify the heritage values for Sparwood in Target
Priority High
order to better allocate resources that help to conserve, interpret, and celebrate the Status Underway
community’s heritage. Depart Planning

PROJECTS & STRATEGIES COMPLETED TO DATE:

✓ 6.1.2 Memorial & 50th Anniversary of the Balmer North Explosion18 (This includes the establishment of a working
Completed 2018
Depart CAO
group to organize an event to take place on April 3, 2017, the 50th Anniversary of the Balmer North explosion
that took the lives of 15 men and seriously injured 10 others)

✓ 6.1.3 Museum Relocation18 (The development of a lease agreement with the Michel-Natal-Sparwood Heritage Society
Completed 2016
Depart Community & Facility
which establishes specific conditions and deliverables that help the Society to develop public programming and Services
expand its collection)

✓ 6.1.4 Sparwood 50th Anniversary18 (Anniversary to include multiple events over the entire celebrating the
Completed 2016
Depart Community & Facility
incorporation of the municipality) Services

6.2. To encourage the growth of arts and culture in the community.

6.3. To enhance community facilities and spaces through arts and culture.

18
Projects 6.1.2, 6.1.3 and 6.1.4 were added in April 2016.
KEY PERFORMANCE INDICATORS & MEASURES SCORECARD
GOAL KEY PERFORMANCE INDICATORS MEASURES

▪ Efficiency and quality of customer service

▪ Number of business engagement opportunities (e.g. open houses, surveys, etc.)
▪ Number of business licences (new and renewals) issued and licence types
Business Growth ▪ Number of business incorporations
▪ Number of commercial property assessments
▪ Stakeholder satisfaction with doing business in Sparwood
GOAL #1: A strong local economy

▪ Activity in downtown for businesses and community events

▪ Increased commercial and industrial assessments

▪ Number of building and development permits issued and associated revenues
▪ Number of industrial property assessments
Economic Diversification
▪ Number of land use applications processed
▪ Number of OCP/zoning amendments adopted
▪ Stakeholder satisfaction with level of economic development provided by the District

▪ Number of citizens accessing the District’s website, following on Twitter or connected through
Facebook
▪ Number of Community Profile downloads
▪ Number of online services provided
Access to Information
▪ Number of bylaws, policies, reports, strategies, etc. provided online for public access
▪ Number of photographs uploaded to interactive online map
▪ Number of visits to District website, including interactive online map
▪ Percentage of citizens who feel that the District makes information easily available

▪ Citizen satisfaction with land use planning

▪ Citizen satisfaction with level of arts, culture and heritage
Quality of Life
▪ Citizen satisfaction with overall quality of life in Sparwood
▪ Citizen satisfaction with Sparwood as a place to find work, shop, retire or vacation
GOAL KEY PERFORMANCE INDICATORS MEASURES

▪ Average corporate greenhouse gas emissions (Tonnes of CO2e)

▪ Citizen satisfaction with District’s level of energy efficiency and conservation
▪ Energy consumption in municipal facilities
GOAL #2: A healthy natural environment

▪ Number of Community Emissions and Energy Plan (CEEP) recommendations implemented

Energy Conservation ▪ Number of energy efficient doors and/or windows installed
▪ Number of facilities audited for energy efficiency
▪ Number of LED lights installed
▪ Percentage of annual energy costs reductions
▪ Percentage of employees who commute to work by walking, cycling or carpooling

▪ Citizen satisfaction with environmental programs

▪ Citizen satisfaction with garbage and recycling collection services
Sustainable Services and ▪ Citizen satisfaction with level of service for water, wastewater and stormwater collections
▪ Number of boil water advisories
Infrastructure
▪ Number of repairs to water and sewer distribution systems
▪ Sewer volume per capita
▪ Utility fees collected per kilometre of water/sewer line

▪ Citizen utility bills

▪ Number of leaks found and repaired in the pool
Water Conservation ▪ Number of leaks found and repaired in the water distribution system
▪ Number of self-watering planters
▪ Water consumption

Community Beautification ▪ Citizen satisfaction of cleanliness of facilities

▪ Number of planters, including self-watering
and Cleanliness
▪ Number of waste & recycling receptacles
GOAL KEY PERFORMANCE INDICATORS MEASURES

▪ Citizen satisfaction with quality of life in Sparwood

▪ Citizen satisfaction with Sparwood as a place to raise children
Community Spirit ▪ Number of community events
▪ Number of public engagement opportunities
GOAL #3: An active, involved and healthy community

▪ Number of responses to citizen satisfaction survey

▪ Acres of municipal park land

▪ Citizen satisfaction with municipal parks, playgrounds, sports fields and green spaces
▪ Increased playground opportunities for toddlers
Parks, Playgrounds, Sports ▪ Metres of constructed multi-use trail surface
Fields and Green Spaces ▪ Number of ball field rentals
▪ Number of park rentals
▪ Playground equipment replaced
▪ Ratio of parkland per population

▪ Citizen satisfaction with recreation facilities

Recreation Facilities and ▪ New recreational infrastructure constructed or purchased
Infrastructure ▪ Pool admissions
▪ Recreation program registrations

▪ Citizen satisfaction with recreation programs

▪ Number of recreation programs offered
Recreation Programs ▪ Number of outdoor (seasonal) recreation programs
▪ Number of participants in recreation programs
▪ Number of pool programs

Seniors Health and ▪ Number of “aging in place” programs

Participation ▪ Number of seniors housing units per capita

▪ Increased awareness and usage of existing trails

▪ Number of interpretative / wayfinding signs and markers installed
Trails
▪ Number of kilometres of new trail development
▪ Number of trail improvements (e.g. reduced difficulty ratings)
GOAL KEY PERFORMANCE INDICATORS MEASURES

▪ Increased playground opportunities for toddlers

Youth Participation
▪ Number of youth recreation programs

Employee Engagement
▪
Creative Capacity
GOAL #4: An effective and responsible local

▪ Citizen satisfaction with quality of sidewalks

District Facilities and ▪ Citizen satisfaction with snow and ice removal
▪ Citizen satisfaction with street maintenance
Infrastructure
▪ Number of facility inspections completed
▪ Number of kilometres of new of sidewalk constructed or repaired

▪ Annual attendance during Fire Department open houses and the Emergency Preparedness Fair
▪ Citizen perception of safety in Sparwood
government.

▪ Citizen satisfaction with fire rescue services

▪ Number of “Fire Fit Challenge for Kids” participants
▪ Number of “Junior Firefighter Program” participants
▪ Number of emergency educational events held
▪ Number of emergency educational materials developed
▪ Number of Emergency Operations Centre (EOC) activations
Fire Safety and Emergency ▪ Number of emergency preparedness plans reviewed and updated
Preparedness ▪ Number of Emergency Social Services (ESS) volunteers
▪ Number of emergency training sessions held (including firefighter training)
▪ Number of exhibitors at the Emergency Preparedness Fair (during first week of May)
▪ Number of fire or MVA incidents responded to by Fire Department
▪ Number of auxiliary firefighters
▪ Number of fire safety presentations and visits to Day Cares and Service Clubs
▪ Number of participants taking the “Fire Safety for Babysitters” or “Fire Safety for Home Alone”
courses
▪ Ratio of disaster financial assistance received to (flood) damage
GOAL KEY PERFORMANCE INDICATORS MEASURES

▪ $ value of flooding costs recovered

▪ Annual municipal tax increase
GOAL #4: An effective and responsible local government.

▪ Citizen satisfaction with how tax dollars are spent

▪ Number of amendments to Financial Plan (annually)
▪ Number of and value of municipal grants awarded
Fiscal Responsibility
▪ Number of and value of provincial and federal grants secured
▪ Number of cash flow templates created
▪ Number of tax exempted properties
▪ Outstanding debt per capita
▪ Total District debt

Healthy (Safe) Work ▪ Number of accidents or WCB claims

Environment ▪ Number of policies and initiatives reviewed or developed

▪ Citizen satisfaction with District website and online services

▪ Citizen satisfaction with level of public engagement
▪ Frequency of citizen access to District
▪ Number of “Weekly Community Newsletter” and “Council Facts” subscribers
▪ Number of advertisements, notices, press releases, tweets, etc. posted
Openness and Transparency ▪ Number of Council and Committee meetings
▪ Number of delegations before Council
▪ Number of Freedom of Information & Protection of Privacy Act (FOIPPA) requests submitted
▪ Number of public consultations / engagement opportunities undertaken (e.g. OCP)
▪ Number of reports, strategies and plans made available on District website
▪ Percentage of citizens who feel that information is easily available

▪ Citizen satisfaction with staff competency and professionalism

▪ Number of conferences / workshops attended by Council and District staff
Professional Development ▪ Number of educational training opportunities
▪ Number of on-site (internal training) programs provided
▪ Percentage of FT/PT staff attending at least one training session/opportunity
GOAL KEY PERFORMANCE INDICATORS MEASURES

▪ Citizen satisfaction with level of bylaw enforcement

▪ Number of animal complaints received
GOAL #4: An effective and responsible local government.

▪ Number of animals impounded

▪ Number of building, development and sign permits issued
▪ Number of business licences (new and renewals) issued and licence types
▪ Number of bylaws and policies adopted
Regulatory Compliance ▪ Number of Communications Strategy recommendations implemented
▪ Number of land use applications processed
▪ Number of OCP recommendations implemented
▪ Number of OCP/zoning amendments adopted
▪ Number of tickets issued
▪ Number of vehicles towed
▪ Number of warning tickets or letters issued for non-compliance

▪ Citizen satisfaction with customer service

▪ Citizen satisfaction with level of service provided by the District
▪ Number of best practice guides developed
▪ Number of service requests received
Service Standards
▪ Number of human resource policies adopted
▪ Number of plans, strategies and studies obtained or developed
▪ Number of report and letter templates created
▪ Number of service reviews conducted

▪ Citizen satisfaction with bylaw enforcement practices

▪ Number of (Action Tracking) trackers completed
▪ Number of District employees
Staff Productivity
▪ Number of staff reports presented to Council
▪ Number of summer student opportunities
▪ Percentage of the records management system implemented
GOAL KEY PERFORMANCE INDICATORS MEASURES

▪ Number of bylaws and policies adopted

Team Effectiveness and ▪ Number of Council and Committee meetings
▪ Number of Council workshops facilitated
Leadership
▪ Number of decisions reconsidered
▪ Number of management / department meetings

▪ Number of employees trained on Action Tracking system

▪ Number of IT system upgrades
Use of Technology
▪ Number of online services
▪ Ratio of (Action Tracking) trackers assigned to completed

▪ Citizen satisfaction with level of public engagement

▪ Number of Citizen Satisfaction Surveys completed
Citizen Engagement ▪ Number of public engagement opportunities (e.g. open houses, surveys, etc.)
GOAL #5: An engaged community

▪ Number of tweets sent out annually

▪ Number of Twitter followers and Facebook connections

▪ Citizen satisfaction with District website and online services

▪ Number of “Weekly Community Newsletter” and “Council Facts” subscribers
Communications Strategy ▪ Number of citizens accessing the District’s website, following on Twitter or connected through
Facebook
▪ Number of recommendations implemented

▪ Number of discussions on the District’s Facebook page

2-Way Communications ▪ Attendance at Town Hall meetings
▪ Citizen satisfaction with level of public engagement

Community Engagement ▪ Number of recommendations implemented

Strategy ▪ Citizen satisfaction with level of public engagement

Official Community Plan

▪ Number of recommendations implemented
(OCP)
 GOAL KEY PERFORMANCE INDICATORS MEASURES

promote and celebrate local

heritage, culture and arts
GOAL #6: Encourage,

Heritage Conservation ▪ Citizen satisfaction with the availability of arts, culture and heritage

▪ Number of cultural events

Arts and Culture ▪ Number of organizations
▪ Municipal funding per capita for arts and culture

Note: The annual targets and data for the above scorecard will be reflected in the Annual Municipal Report.