Town of Golden year in review: highlights of 2025

The Town of Golden takes a look back on 2025, highlighting some of the departmental accomplishments of the year. 

Executive Administration:

  • New Collective Agreement: Achieved through extensive bargaining, a new collective agreement was ratified between the Town of Golden and the Canadian Union of Public Employees (CUPE) local 2309, representing approximately 45 full and part-time workers. Highlights of the three-year agreement, which takes effect on January 1, 2026, include prioritizing equity among all Town staff through standardization on a 37.5-hour work week for all employees, an annual 3% general wage increase, a commitment to complete a joint job evaluation program during the life of the agreement, and expansion of the flexible work week program. Read the full media release.
  • Updated Municipal Strategic Plan: Over the course of three intensive workshops from July to September 2025, Council reviewed the Town of Golden’s Mission, Vision, Values, Goals, and Objectives. These were all crafted or reworked to better reflect the current challenges and opportunities of the municipality, both as a local government and as a community. These updates were made considering the social, economic, and environmental changes that have occurred since the previous versions were created nearly 3 years ago. The CAO’s staff report provides further details.
  • 2025-2027 Resort Development Strategy:  A new Resort Development Strategy (RDS) was developed in 2025 with the involvement of the RDS Advisory Committee, which represents industry stakeholders and operational partners. Aligned with the goals of the Province’s Resort Municipality Initiative, the RDS is using a performance measurement framework to achieve 7 key goals: Enhance cultural vibrancy and identity; Enhance key existing tourism product infrastructure; Diversify municipal tax revenue; Attract high-value, like-minded visitors to support industry sustainability and community values, rather than increasing visitor volume alone; Increase length of stay; Enhance environmental sustainability and climate adaptation; and Increase Indigenous tourism opportunities in collaboration with the Ktunaxa, Secwépemc, and Métis Nations. View the new RDS at www.golden.ca/rmi 

Corporate Services & Communications:

  • Public information and events: we published over 50 news releases, public notices, ads and newsletters, and posted over 230 times on Facebook and Instagram, about everything from job postings and infrastructure to public education and special events. Staff worked on 71 Temporary Licence of Occupations in 2025 to support community events and local businesses and responded to nine Freedom of Information Requests. 
  • Bylaw: Bylaw continues to focus on public education and enforcement. Bylaw increased two-hour parking patrols in the downtown core over the summer/fall months and our education-first approach proved successful in ensuring compliance in this area. Staff continue to work on identifying and prioritizing bylaws for updating and/or consolidation.
  • Information Technology (IT): The IT team joined Corporate Services in 2025. This year, they optimized IT infrastructure and services by consolidating printer leases, completing critical server upgrades, enhancing GIS web mapping, rolling out Microsoft Teams with internal backups, conducting licensing reviews for 2026, performing scheduled workstation refreshes, and maintaining 99.99% system uptime.
  • Policy and Bylaw Updates: Staff updated three key policies and two bylaws in 2025. A new Privacy Policy, Records Management Policy and Freedom of Information and Protection of Privacy Bylaw were adopted to protect personal information and corporate records. Council adopted a new Council Corporate Sponsorship Policy and process to make sure that the policy’s purpose, scope and authority remain aligned with Council’s current priorities and the community's needs. In December, a new Responsible Pet Ownership Bylaw was introduced, with adoption expected in early 2026. 
  • Social media: The Town’s social media audience and newsletter subscription list continue to see steady growth. Our audience has grown with over 570 new followers on Facebook and Instagram. Like or follow us at facebook.com/townofgolden or on Instagram @townofgolden or subscribe to the newsletter at golden.ca/newsletter to stay up-to-date on everything happening at the Town of Golden. 

Finance:

  • Strengthened Team Capacity: Successfully filled three vacancies within a five-person team by recruiting highly qualified staff and promoting an internal candidate - an outcome supported by thoughtful succession planning.
  • Advanced Digital Transformation: Expanded the use of digital processes to reduce paper consumption, streamline workflows, and lessen the Town’s environmental footprint.
  • Initiated Long-Term Financial Planning: Began the development of a comprehensive long-term financial plan that fully integrates asset management principles to support responsible, sustainable decision-making.
  • Supported Major Corporate Projects: Provided financial administration and oversight for more than 80 operating and capital projects across the organization, valued at over $9.5 million, including the management of more than 30 operational and project-related grants totaling over $2.5 million.
  • Improved Employee Benefits and Reduced Costs:  Engaged an Employee Benefits Consultant at no additional taxpayer cost to assist in the review the Town’s benefits program, leading to a transition to a new provider that delivers enhanced employee benefits while generating meaningful cost savings.

Planning and Development:

  • Development-Related Infrastructure Funding & Development Cost Charges (DCCs): A Development-Related Off-Site Capital Infrastructure Capital Cost Recovery Guide was created, which is a useful tool for explaining different mechanisms for developers to advance required infrastructure to support their developments. Significant work occurred on a new Development Cost Charge (DCC) Bylaw in 2025 with draft rates approved for consultation, which will be scheduled for early 2026. For more information, visit golden.ca/dccs
  • Housing Needs Report: An updated Housing Needs Report was completed, building on the 2024 Interim report. This report will provide background information for the new Official Community Plan (OCP). Stay tuned for OCP consultation coming soon! 
  • 12th Street Lift Station: Council approved front-ending development related upgrades to the 12th St Lift Station and pipes using a sewer connection fee approach. These upgrades will service the entire development community and, from an equity perspective, was a logical area where the Town could fund infrastructure with its limited resources.  
  • Short term rentals: a very significant number of applications were processed, with 110 bed and breakfast and short term rental business licences issued in 2025. For more information, visit golden.ca/strs.
  • Development/building files: In 2025, Riverstone, a mixed-use commercial building with 51 dwelling units, was completed. Notable building permits included upgrades at Golden Child Daycare (expanding childcare spaces from 32 to 40), the Interior Health Primary Care Facility, new businesses such as Pizza Pizza, Chai Bar and Dollarama, and the relocations of  Reposados, the Family Centre, and Personal Touch. Additional highlights include upgrades at CIBC, a shop addition at Banner Recreation, and the groundbreaking of the Golden CED Downtown Mixed-Use Housing Project. Fifteen secondary suite permits were issued, largely driven by the STR licensing process. Overall, 86 building permits were issued, representing over $28 million in construction value.

Public Works:

  • Road renewals: The 8th Street South Repaving Project was completed as recommended in the 2018 Road Condition Assessment and Upgrade Plan Report as an existing asset renewal.
  • New street sweeper: A replacement unit was acquired and put into service in 2025, renewing a heavy fleet asset that had reached the end of its lifecycle.
  • Well 7: The design for Well 7 has been finalized and publicly tendered for construction in 2026. This project will strengthen the community’s water system resiliency during emergencies and add pumping capacity to support growth over the next 20–25 years. Learn more at golden.ca/well7 
  • Sanitary asset renewals: Approximately 650 linear meters of sanitary pipe was rehabilitated using cast-in-place pipe (CIPP) lining. This renewal eliminates groundwater infiltration, increasing both pipe and treatment capacity to support future development while extending the life of existing infrastructure.
  • Water and Sewer utility rate review: A comprehensive water and sewer utility rate review was completed, with revised rates recommended for 2026. These adjustments aim to generate the additional revenue needed to cover rising operating costs and fund priority capital and renewal projects identified in recent infrastructure master plans.

Recreation Services:

  • Arena Extended Season: In the spring of 2025, a pilot program was approved to extend the operational season at the arena for two weeks over spring break. The response from local user groups was strong, with all available ice times being booked up. This extension was approved moving forward, and as a result, Minor Hockey has secured the U18 provincial championships for spring 2026.
  • Racquet Courts Project: As part of the Whitetooth Legacy Project, a contract was approved to construct four pickleball and two tennis courts at Keith King Memorial Park. Although the project was delayed due to endangered barn swallows nesting in the local pavement production plan, the project is now 90% completed, with surfacing work scheduled for the spring of 2026.
  • Training and Development: To ensure our facilities operate safely and meet all required regulations, staff must complete a significant amount of training and certifications. In 2025, our team achieved the following: two Pool Operator certifications, two Arena Refrigeration Operator certifications, four Arena Refrigeration Safety Awareness certifications, and one Swim Instructor certification. This year saw the highest-ever enrollment in the “Ready, Set, Guard! Program” with nine local participants completing their Bronze certifications, First Aid, National Lifeguard, and Swim Instructor courses. All nine are ready to lifeguard and teach swimming lessons for the 2026 season
  • Drop-in Programs: Key drop-in programs saw growth in 2025 with an increase of 65% for group fitness classes, 15% for summer day camps and 8% for drop-in volleyball.
  • Columbia Basin Trust REACH Funding: With support from the Trust’s Reach program and Town of Golden capital funding, we completed several accessibility upgrades at the Keith King Memorial Park baseball concession and soccer playground, including installing a ramp to the wheelchair-accessible swing. 

Fire Department

  • Safety: Through discipline, teamwork, and unwavering commitment, our crews responded to emergencies day and night, big and small, performing their tasks with zero workplace injuries. This is the ultimate measure of success for any fire service.
  • New recruits: We recruited new firefighters and transformed our department’s reliability by implementing a standby shift schedule for nights and weekends, solving a long-standing availability challenge to ensure our community is protected 24/7.
  • Fleet efficiencies: We optimized our fleet by adding Pump 1, selling E5 to our mutual aid neighbours at Kicking Horse, converting Truck 3 into our very own Sprinkler Protection Unit, and upgrading Unit 2 into a Type 7 initial-attack engine in the summer and a more efficient medical response vehicle in the winter. 
  • FireSmart: We continued to elevate Golden’s FireSmart program by securing major funding, completing neighbourhood assessments and helping hundreds of residents protect their homes. Learn more at golden.ca/firesmart 
  • We established a dedicated Training Division, raising the bar on firefighter safety, best practices, and physical standards. Our members trained harder, smarter, and with greater purpose to ensure we meet the challenges of both today and tomorrow.
Type
Media Releases