OUR MAYOR AND COUNCIL

RON TOYOTA
MAYOR
JEN COMER
​COUNCILLOR
ARNOLD DEBOON
COUNCILLOR
JIM ELFORD
​COUNCILLOR
ELLEN TZAKIS
​COUNCILLOR
KAREN UNRAH
​COUNCILLOR
JOANNA WILSON
​COUNCILLOR

OUR VISION, MISSION AND GUIDING PRINCIPLES

We, the Council of the Town of Creston, believe that the following statements reflect the ethical foundation of our Council and Community, and our relationship with our public.

The Council of the Town of Creston is prepared and committed to increase responsiveness to the needs of our public and to focus our organization’s efforts on achieving the goals articulated through our Corporate Strategic Plan.
Our Vision
  • Our community working together to enhance the quality of life, now and into the future, for the Creston Valley.
Our Mission is to exhibit strong leadership by:
  • Providing excellent public service and value through good governance and continued improvement;
  • Maintaining a strong sense of community while embracing opportunities for growth that enhance our quality of life; and,
  • Nurturing and preserving pride in our arts, culture, heritage and lifestyle amenities.
As people who care, we treat each other with respect and act with integrity by fostering attitudes that are professional, fair and just, through prioritizing:​​​
  • Collaborative Leadership
  • Safety and Wellness
  • Innovation and Creativity
  • Quality of Life
  • Equitable Partnerships and Alliances
  • Recognition of Achievements
  • Sustainability (Social, Environmental,Cultural, Economic)
  • Transparency and Accountability
  • Fiscal Responsibility

THE BASIS OF OUR STRATEGIC PLAN

​Instead of choosing projects without context, Council spent significant time ensuring alignment around the focus areas.​​
​Council identified and linked the key plans in the Town (many created with significant community engagement) as well as the top priorities.
Under those broad headings, Council articulated the key initiatives that would impact the themes.
​At the end of this process, the top five projects or programs that will advance the strategic themes were identified.
Each of the projects that is planned or underway are linked to these Strategic Themes.
​
The progress towards the identified projects and initiatives will be measured throughout the term, with Council having ‘check ins’ to ensure the plan remains ‘live’ to the Town’s needs.
​A “STEP” Analysis is a framework used to analyze events and trends in four external forces that commonly
​affect the local government’s operations and performance. ​

SOCIOLOGICAL

​Events and trends that impact operations and performance OR changes in the beliefs of taxpayers. This section identifies sociological issues that directly or indirectly influence perception of the public related to service provision, including the level of service or the type of service provided.

TECHNOLOGICAL

Technological advancements are important for the efficiency of the municipality, but they can also negatively impact your organization. This section identifies technologies that benefit or negatively impact the municipality in either how the municipality operates or communication with the public.

ECONOMIC

External economic issues such as unemployment, inflation, and interest rates, amongst others factor into organizational purchasing power and influence the public spending practices. This section identifies economic issues that directly and indirectly influence the financial planning of the municipality.

​POLITICAL

Government policies such as changes in legislation, employment regulations, and insurance mandates affect the way in which local government operates. This section identifies elements in the political sphere which may have impacts on the municipality.
On May 18th, 2021, Council reviewed the Strategic Plan and considered how events and trends ​may affect this Strategic Plan.
​The STEP Analysis below is the result of Council’s discussions.

SOCIOLOGICAL

  • COVID-19 Pandemic
  • Changing demographics in the Creston Valley
  • Increase of new residents from urban setting​​
  • Public expectations exceed either local government mandate and/or capacity
  • Changing environmental legislation and regulations
  • Public perceptions and expectations related to climate change

TECHNOLOGICAL

  • Social Media
  • Increased opportunity to communicate with the public
  • Some demographic of community are challenged using technology for information​

ECONOMIC

  • Cost increases due to COVID-19 Pandemic
  • Low interest rates
  • Uncertainty of inflation
  • Dramatic increase in local building permits​
  • 2020 Creston Business Survey - 84% reported fair, good, or excellent year
  • Uncertainty of impact on local restaurants due to 2021 Public Health Orders
  • Potential loss of local business patronage when US Border re-opens​

​​POLITICAL

  • Provincial Public Health Orders
  • COVID-19 Safe Re-start Grant of $1.6 million
  • Changes in Climate Action Revenue Incentive Program (CARIP)
  • Local by-election created by two vacancies on Council
  • Inequitable Policing Cost Sharing Agreement with the Province

STRATEGIC FOCUS AREAS

The following represent the key "Focus Areas" that Council identified as having the most profound impact on the community.
These focus areas are further broken down into strategic initiatives, and finally, the projects that support
​them are identified and will be measured and tracked by Council throughout the term.

COMMUNITY SAFETY

ECONOMIC HEALTH

LIVABILITY

SERVICE EXCELLENCE

COUNCIL'S TOP FIVE

These projects are the highest priority over the next 12-24 months.
​Note there are significant initiatives not found on this list that enhance the Town in the Key Focus areas.

FIRE HALL REPLACEMENT

Construction of new emergency services building for the fire department and BC Ambulance Service. Estimated completion date August 2022

OCP IMPLEMENTATION

Hire an additional staff resource to work in development services to implement projects from the Official Community Plan.

CURBSIDE RECYCLING

Implement an “enhanced” curbside recycling program in 2022 that includes bi-weekly collection of recycling, bi-weekly collection of solid waste and weekly collection of organic waste.

ECONOMIC DEVELOPMENT STRATEGY

​Continue working with the Regional District of Central Kootenay in developing a sustainable economic development plan that maintains and improves the economic health of the Creston Valley.

EMERGENCY MANAGEMENT PROGRAM

​Work with the Regional District of Central Kootenay to have an inclusive emergency management program in preparedness, mitigation, response and recovery functions.

Thank you for reading our Strategic Plan

Please contact us if you have any questions
238 10th Avenue North
Box 1339, Creston, B.C. V0B 1G0
Phone: 250-428-2214
Fax: 250-428-9164
info@creston.ca
​ www.creston.ca