2016–2019 Strategic Plan
Our Vision for the Future
Coquitlam in 2021 will be a community of neighbourhoods within a vibrant city where people choose to live, learn, work and play.
Message from Mayor and Council The work of our City Council and staff is, ultimately, about people – the people who choose to live in Coquitlam, the businesses that establish themselves here and the students who are pursuing their education in our community.
Mayor Richard Stewart
Councillor Brent Asmundson
Councillor Craig Hodge
The work done every day at the City of Coquitlam is guided by a solid planning framework to ensure that where and how we spend your tax dollars is done in a strategic, coordinated and deliberate way. A key piece of this planning process – the Strategic Plan – represents our highest-level statement for our future aspirations. It is developed looking at a four-year timeframe and articulates
Councillor Dennis Marsden
Councillor Terry O’Neill
Coquitlam’s vision, mission, values and broad strategic goals. The Strategic Plan is our roadmap that tells us where we are going and what kind of community we hope to be. Coquitlam is one of the largest and fastest-growing communities in Metro Vancouver. This presents unique challenges for Council, but also great opportunities.
Councillor Mae Reid
Councillor Teri Towner
Councillor Chris Wilson
Councillor Bonita Zarrillo
We have the opportunity, as a Council, to set goals around the values that we know are important to Coquitlam residents: strong neighbourhoods, economic prosperity, health and activity, sustainable services and infrastructure and sound governance.
Plan priorities will put us on a path to achieve our vision for 2021: to be a community of neighbourhoods within a vibrant city, where people choose to live, learn, work and play.
Combined, these strategic goals and their associated annual Business
Richard Stewart Mayor
I look forward to watching this plan, and its supporting pieces, come to life over the next four years.
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Executive Summary
Coquitlam is located in the Northeast Sector of Metro Vancouver and is surrounded by a rich natural landscape. A welcoming and diverse community, Coquitlam is home to over 141,000 people and sets a high standard of living in the Lower Mainland. As a community we are positioned to experience significant growth over the next 25 years, with the population expected to reach over 220,000 by 2041. This growth will ensure an expanding customer base for businesses and access to a reliable, well-educated workforce. Together, these advantages and assets are attracting new residents and businesses to Coquitlam. In this new era of growth, opportunities to build and reshape our City are abundant — from major changes to the transportation infrastructure to a growing multicultural community. It’s a place where students and older adults, entrepreneurs and employees, new immigrants and families can fulfill their future promise and realize their goals.
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The intent of this Strategic Plan is to capture planning at a high level and then communicate in a concise, coherent and simple way: what needs to be done, who is going to do it and what the results will be. The Strategic Plan is supported by many functional, departmental and operational plans and studies. These documents provide the implementation details for many of the strategic directions. With unprecedented opportunities on the horizon, Coquitlam’s City Council is committed to carefully managing its future while continuing to deliver the highest level of service to the community. This plan helps to ensure Coquitlam continues to be a desirable place to live, learn, work and play. The community will see this Strategic Plan reflected in neighbourhood gatherings, community festivals, issue resolution both at the local and city-wide levels, and the promotion of publicly-led initiatives. Only with an engaged population will we ensure the sustainability of the Strategic Plan.
Our Vision is supported by five Strategic Goals Strengthen Neighbourhoods
Expand Local Jobs, Local Prosperity
Increase Active Participation and Creativity
Each goal identifies what we hope to achieve, communicates how we plan to achieve it and how we will measure success. To implement the Strategic Plan and link it to departmental work plans, the City develops annual Business Plan priorities and budgets to identify the specific actions and resources required to carry out the identified goals and achievements. Progress is monitored on a trimester basis and an annual performance report reviews the accomplishments during the year.
Enhance Sustainability of City Services and Infrastructure
Achieve Excellence in City Governance
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This plan will provide a sound framework for action and vision to move our City forward. This diagram illustrates the relationships, components and dependencies that make up Council’s City Planning Framework. Council, together with all of our key stakeholders, works to achieve the vision for the City through this framework.
Coquitlam in 2021 will be a community of neighbourhoods within a vibrant city where people choose to live, learn, work and play.
And Beyond
Strategic Plan
Official Plans
Master Plans Neighbourhood Plans Financial Plan
Planning Studies
Annual Initiatives & Projects that contribute to the success of our future Coquitlam
City wide Annual Business Plan
Every Year
Tim ing
Coquitlam City Budget
P Me ubl eti ic ng s
Gov ern Part ment ners
Residents
Businesses
y unit rs m m Co holde e Stak
y s Cit yee plo Em
Council Approved
Strengthen Neighbourhoods Expand Local Jobs, Local Prosperity Increase Active Participation & Creativity Enhance Sustainability of Services & Infrastructure 5. Achieve Excellence in City Governance
Pillars for change
Every 10 - 15 Years
Every 5 - 10 Years
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1. 2. 3. 4.
Vision Statement In 2006, the City undertook a comprehensive process to develop a vision, mission and key strategic goals to provide guiding direction for the next 15 years, up to 2021.
Vision
Mission
Corporate Values
Coquitlam in 2021 will be a community of neighbourhoods within a vibrant, city where people choose to live, learn, work and play.
To sustain Coquitlam’s high quality of life for current and future generations, we serve the public interest through leadership, innovation and a focus on community priorities and strengths.
Organizational values form the foundation for the City’s decisionmaking framework and relationships with its stakeholders – employees, citizens and customers. The City of Coquitlam strives to be an organization recognized for its excellence in City governance and employee, citizen and customer relations by living its values.
As an organization we will: >> Treat People Fairly >> Build Organizational and Community Capacity >> Inform, Involve and Inspire >> Innovate to Sustain Community Quality of Life
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Strengthen Neighbourhoods A community comprised of clean, safe, green and inclusive neighbourhoods that are connected to a convenient and affordable transportation network and vibrant commercial centres where residents can pursue education, recreation, sport and cultural interests that enhance their social well-being and strengthen their connection to each other and the community. Neighbourhoods that celebrate their uniqueness, history, heritage and character.
How We Will Measure Success:
Bylaw Enforcement • Citizen perception of quality of life and improvement • Crime rate • Property crimes • Calls for service (Police) • Injury/fatal collisions • Fire calls for service and fire incident responses • Housing inventory and mix • Rental vacancy rates • Supportive and subsidized housing
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What We Hope to Achieve & How We Plan to Achieve it 1. Develop complete, well connected neighbourhoods. >> New and updated area or neighbourhood plans based on a more efficient, timely process that delivers focused, effective policy level plans. 2. Enhance travel within and between neighbourhoods by building high quality transportation facilities and improving the quality of streets as a place for people. >> New multi-modal transportation infrastructure within urban centres and school areas. >> Major street network improvements and ongoing pavement rehabilitation. >> Transit accessibility and wayfinding improvements. >> Acquisition of parkland as identified in the City’s neighbourhood and capital plans. 3. Encourage a suitable mix of housing in our neighbourhoods. >> A strategy for housing affordability. >> Development policies and incentives that result in growing Coquitlam’s housing stock and range of housing choices. >> Leverage opportunities to encourage investment in community infrastructure and affordable housing in neighbourhoods. 4. Support the continued operations and refinement of the fire/safety, crime prevention and emergency response preparedness programs. >> Ongoing refinement of emergency services to best meet the needs of an evolving, diverse and growing community. 5. Protect and enhance the unique history, heritage and character of our neighbourhoods. >> Work with the Province and relevant stakeholders for the future of the Riverview Lands. >> Guide the retention and enhancement of Coquitlam’s distinct and valued heritage for the enjoyment of future generations. >> Provide leadership and investment in arts, culture and heritage. 6. Facilitate cultural and recreational experiences that foster interaction, connection, and a sense of belonging to neighbourhoods and communities. >> New cultural and recreational programs that promote community interaction and bring residents together at the neighbourhood level. >> Create a balanced system of facilities, parks and amenities to enhance connectivity and belonging within neighbourhoods. >> Develop open gathering spaces, and community places that support both informal and programmed experiences. 7. Collaborate with other organizations that support the physical and emotional health of our residents and enhance the overall social well-being of the community. >> Explore opportunities to partner with the school district, health authority and community-based groups that provide services that improve the social wellness of the community. >> Develop parks, recreation and culture infrastructure in step with community growth and re-development.
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Expand Local Jobs, Local Prosperity A prosperous, diverse and vibrant local economy.
How We Will Measure Success:
Construction values and housing starts • Industrial and commercial floor space • Business incorporations and business licenses • Filming permits and revenues • Festivals and events • QNet fibre utilization • Residents working/going to school in Coquitlam • Ratio of the City’s commercial/industrial to residential tax base
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What We Hope to Achieve & How We Plan to Achieve it 1. Focus on neighbourhood commercial development and revitalization. >> Rapid transit-oriented development that includes commercial space and creates new employment opportunities around rapid transit stations. 2. Foster local employment opportunities by working with other agencies and groups in promoting a business-friendly climate. >> New community partnerships that promote and enhance Coquitlam’s businesses and support events. 3. Support the retention, expansion and attraction of business to strengthen Coquitlam’s economic base. >> Policies and incentives that encourage commercial development, revitalization and optimize use of industrial/commercial land. >> A renewed Economic Development Strategy and successful business retention and expansion program. 4. Support a vital economy by moving people and goods efficiently and capitalize on major transportation infrastructure. >> Senior government support and investment in regional/provincial transportation infrastructure. 5. Facilitate vibrancy in sport, culture and recreation to enhance economic growth through partnerships, events, festivals and business development. >> Development of parks and facilities, building capacity for sport tournaments, community events and festivals. >> Build festival and event capacity. 6. Through a collaborative and holistic approach with citizens and businesses, create an inspiring public realm through public art, and natural and designed spaces, that enhance quality of life and encourages private sector investment. >> Effective use of landscaping and public art that enhance streets and City places, including the rapid transit line. 7. Create trade and investment opportunities by building our international relationships and promoting our cultural diversity. >> Support for international education programs in Coquitlam. >> Encourage business investment and formation by advancing business networks and strategic partnerships through local and international business engagement. 8. Leverage community assets to drive investment and job creation. >> Expansion of QNet infrastructure. >> Work with the Province and stakeholders to improve the economic viability of the Riverview Lands.
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Increase Active Participation and Creativity A healthy community that includes the physical, spiritual and social wellness of our residents and community.
How We Will Measure Success:
Participation in recreation activities • Admissions to key recreation facilities • Park land • Citizen satisfaction with recreational/culture programs • Evergreen Cultural Centre patrons • Library visitors • Place des Arts registrations • Low and no-cost programming
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What We Hope to Achieve & How We Plan to Achieve it 1. Create a balanced offering of programs and services accessible to all ages, abilities, genders, interests, income levels and cultures. >> Programs and amenities to address changing demographics including expanding the reach of older adult, youth and multicultural programs and services. 2. Encourage all citizens to be active through a wide-range of recreational activities in our facilities, parks and trails. >> Increase the variety of no/low-cost opportunities while supporting third-party partnerships to provide enhanced and elite opportunities. >> Recognize the evolving role of community recreation by ensuring there are opportunities for people to be active on an individual, informal basis. >> Deliver introductory programming in all service areas through a variety of delivery models. 3. Enhance creativity and cultural experiences through programs, performances, multicultural events and festivals. >> Partner with other agencies to provide enhanced programs and services. >> Implement long-term plans for the provision of parks, recreation and culture amenities, programs and services. 4. Develop a sustainable system of parks and open space that contribute to the ecological, social and economic well-being of our community. >> Active participation in drop-in programs. >> Work with community partners to increase awareness and participation in arts, culture and heritage experiences and opportunities. >> Enhance outdoor recreation opportunities by providing open space and parkland for passive and active pursuits. 5. Support a learning community where residents have access to life-long learning through formal and informal opportunities. >> Support for other organizations that provide learning and cultural opportunities, community festivals and cultural events. >> Celebrate and create community legacies from the Coquitlam 125 Anniversary commemoration. 6. Develop transportation infrastructure and services to support a healthy environment. >> Outreach initiatives (education and promotion) that increase the use of sustainable modes of transportation. >> Implement interconnected trails, City-wide greenways, sidewalks and bicycle routes. >> Continue implementation of the school walkability program.
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Enhance Sustainability of City Services and Infrastructure Greater capacity and better capability to deliver high quality services that are built on social, environmental and economically sustainable service models.
How We Will Measure Success:
Taxpayer confidence • Municipal taxes per capita • Waste volumes and diversion rates • Corporate and community GHG reduction • Annual water consumption • Average Road Condition Index • Infrastructure sustainability • Community grants • Reclaimed animals from Animal Shelter
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What We Hope to Achieve & How We Plan to Achieve it 1. Explore service improvements through new opportunities for partnership with community organizations. >> New partnerships to develop and provide community programs and services based on shared values and understanding. 2. Set high standards and demonstrate responsible public stewardship through social, environmental and economic sustainability practices. >> Review various operating and service delivery models to assess their effectiveness and efficiency. >> Strategic use of technology to enhance customer service and advancement of online services. 3. Create an energy-efficient community through conservation of environmental assets, resources and energy by increasing community and organizational awareness and stewardship. >> Policies and practice that retain and preserve the City’s parks and green spaces. >> Update long-term plan for cemetery services. 4. Minimize the impact of City processes and infrastructure on the environment by reducing the City’s air emissions, material consumption, energy and water usage. >> New initiatives for community recycling and diversion of organic waste. >> Integrate environmental and energy policies and plans across City departments. >> Policies to encourage higher performance buildings, passive design and renewable energy. 5. Manage the City’s transportation system efficiently as the community evolves and prioritize walking, cycling, transit, and other sustainable modes of transportation. >> Demonstrate leadership by promotion of sustainable commuting policies for City employees. >> Implement parking that promotes sustainable forms of transportation while supporting the economic vitality of the City. >> Promote transit options that integrate with the new rapid transit line. 6. Ensure sustainable, equitable and effective funding strategies to enable the City to provide high quality services and an appropriate level of infrastructure. >> Explore alternate funding models for facilities, amenities, programs and services, wherever financially viable while ensuring standards of quality and service are being met. >> Strengthen stewardship activities and programming by collaborating with a variety of partners. 7. Support the continued viability and sustainability of community organizations in their implementation of services, events and programs to the community. >> Leverage partnerships with public and private sector operators to achieve sustainability objectives.
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Achieve Excellence in City Governance A strong governance model that is based on the principles of openness, fairness, and accountability and that ensures informed decision making throughout the organization and draws on the energies of citizen participation.
How We Will Measure Success:
Citizen satisfaction with services • Citizen satisfaction with customer service • Number of volunteers and volunteer hours • Employee turnover and vacancy rates • Public participation and civic engagement • Online transactions • Number of business improvement initiatives • Social media contact
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What We Hope to Achieve & How We Plan to Achieve it 1. Maintain prudent financial management policies regarding land management, asset replacement and long-range planning and budgeting so that taxpayers remain confident that tax dollars are being spent wisely. >> A focussed organization that results in the most effective use of staff time and resources, accomplishment of key projects in a timely and cost-effective manner and improved communication and collaboration with City Council and throughout the organization. 2. Develop strategic partnerships and positive working relationships with businesses, community groups and many government organizations who work with, for and in Coquitlam. >> Continue to build collaborative partnerships with neighbouring communities, and senior and regional levels of government. 3. Support, encourage and empower employees by living the City’s values, recognizing success and fostering a positive team environment. >> Employee training that supports the implementation of strategic directions. >> Engage in meaningful succession planning to reflect the future needs of the City. 4. Encourage citizen and neighbourhood engagement so that residents contribute to the affairs of the whole community. >> Provide volunteer programs that engage and retain volunteers in a way that reflects the changing nature of our community. >> New public engagement opportunities and initiatives that increase public participation. 5. Improve customer service and enhance efficiency and effectiveness through innovation, high customer service standards, and a commitment to continuous improvement. >> Continue the work of the Staff Committee on Business Improvements and Customer Service. >> Focus on the City’s customer service values and their application across departments and services. >> Enhanced focus on the Stop Doing List to meet the future needs of the City in effective and efficient service delivery. 6. Foster awareness of diverse cultural groups and encourage increased understanding of different cultures to further enrich the community. >> Consideration of the City’s cultural diversity when developing new programs, communication materials and staff programs. 7. Demonstrate achievement of plans through accomplishments and measured performance with a focus on results. >> Corporate performance reporting that reflects strategic plan achievement and the City’s commitment to corporate social responsibility. 8. A long-term plan for public facilities and amenities that balances community needs, funding availability and operating efficiencies. >> Informed and prioritized facility maintenance, repair and renewal and an infrastructure sustainability plan.
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How will the Strategic Plan come alive? The overall planning for the City will take its direction from the Strategic Plan.
We will use the Strategic Plan to: >> Define the City’s priorities, processes, and short and longterm plans; >> Guide annual working priorities through the Business Plan; >> Prioritize budget and resource allocations through the Five-Year Financial Plan; >> Shape the City through land use; infrastructure, service and asset management; operations and planning; >> Provide context for staff reports to Council, communications and events; >> Inform the Official Community Plan; and >> Collect and evaluate performance measures. Ultimately, the success of the Strategic Plan will be measured in its ability to activate the vision for our city. We should be able to see positive change all around us, as Coquitlam becomes, even more than today, an energetic city that attracts people, jobs and opportunities. It will be a location of choice for people who want to live, learn, work and play It will be a city where people and businesses choose to be.
Strengthen Neighbourhoods Expand Local Jobs, Local Prosperity Increase Active Participation and Creativity Enhance Sustainability of City Services and Infrastructure Achieve Excellence in City Governance
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As Coquitlam has evolved, we’ve had strong leadership, a vibrant economic base, and a community that’s shown passion and pride – all of which are critical elements to building and maintaining a great city. Yet the process of building a great city is never finished and neither is the process to create strategic change.
City of Coquitlam 3000 Guildford Way, Coquitlam, BC, V3B 7N2 coquitlam.ca/strategicplan
CityofCoquitlam