2020 ANNUAL DASHBOARD REPORT
Coquitlam Corporate Dashboard Coquitlam’s Corporate Dashboard provides a visual summary of the items on the 2020 Business Plan. Coquitlam’s integrated planning framework comprises separate but complementary planning processes that enable us to align activities and resources to achieve the strategic goals and annual business plan priorities set by Council. These processes result in a set of integrated plans that include the Strategic Plan, Business Plan and Financial Plan. We monitor our progress on the Business Plan through reports to Council every four months. Coquitlam’s Corporate Dashboard provides a visual summary of these trimester reports and the items on the 2020 Business Plan. The final trimester dashboard also includes annual achievements and a review of key performance indicators from the 2020-2023 Strategic Plan.
revi ewed every 10–15 years :
Strategic Plan Supported by five strategic goals:
Safe & Complete Neighbourhoods
Council approves all plans & projects Community Engagement through: J Public meetings J Community stakeholders J Government partners J City employees J Businesses J Residents
Local Economy & Local Jobs
Healthy Community & Active Citizens
Sustainable Services, Environment & Infrastructure
Excellence In City Governance
revi ewed every 5 –10 years :
Official Plans & Planning Studies: Transportation Plan | Official Community Plan | Financial Plan | Master Plans
revi ewed every year :
City-wide Annual Business Plan: Tactical priorities that help achieve the City’s Strategic Goals and Vision.
revi ewed every year :
Coquitlam City Budget Supports the Business Plan and day-to-day operations of the City.
coquitlam.ca/businessplan
1 | City of Coquitlam | Annual Dashboard Report 2020
2020 ANNUAL DASHBOARD REPORT
Coquitlam Corporate Dashboard Status by Strategic Goal 6%
17%
13%
29% 50%
54%
33%
65%
33%
Safe and Complete Neighbourhoods
Local Economy and Local Jobs
15%
Healthy Community and Active Citizens
21%
8% 7%
46%
50%
31%
ON TRACK
22%
MINOR DELAY MAJOR DELAY
Excellence in City Governance
Sustainable Services, Environment and Infrastructure
ON HOLD
Status by Business Priority 15%
16%
4% 53%
A
47% 38%
B
12% 55%
C
50%
16%
Annual Dashboard Report 2020 | City of Coquitlam | 2
Safe & Complete Neighbourhoods PR IOR ITY
A
BUSI N ESS PL AN ITEM
CU R R ENT TR IMESTER U PDATE & N EXT STEPS
ON TR AC K
> Project scoping report received by Council in T2, 2020. Council update scheduled for T3, 2020.
> Council updated in T3, 2020. Following Council direction, next update is scheduled for T2, 2021.
Housing Affordability Initiatives
ON TR AC K
> Council updated in T2, 2020. Annual HAS progress report and update scheduled for T3, 2020.
> Council updated in T3, 2020. Areas of focus for 2021 include Housing Needs Report Scope and Process, a draft Tenant Relocation Policy and update on supportive housing.
> Update to Council scheduled for T3, 2020.
> Update to Council delayed to T1, 2021.
MINOR DELAY
City Centre Area Plan
ON TR AC K
> Council updated in T2, 2020 including approval of the servicing assessment. Final adoption anticipated in T3, 2020.
> Plan and associated bylaw amendments updated by Council in T3, 2020.
Burke Mountain Land Sales and Marketing
ON TR AC K
> Rezoning and servicing of next phase underway; assessment of optimal time to bring to market underway, with next land sale offering expected T1, 2021.
> Phase 2A & Phase 6A received third reading in T3, 2020 with land sales projected in 2021 pending final regulatory approvals and market conditions.
> Update to Council expected in T3, 2020, including updates to proposed development strategy and potential OCP amendments.
> Update to Council delayed to T1, 2021.
> Since moving to Phase 3 of COVID-19 recovery there has been a marked increase in car volumes and enforcement.
> The total number of violation tickets issued by the traffic unit in T3, 2020 was reduced by 8% compared to T2, 2020, potentially impacted by the restrictions due to the second wave of the pandemic.
> Work continues with partner organizations to investigate implementation of a mental health mobile unit. Minor delay due to COVID and labour vacancies.
> Discussions ongoing with Fraser Health Authority-Mental Health and Addictions in partnership with Port Moody Police.
Partington Creek Neighbourhood Plan Density Review Enhanced Road Safety Initiatives
Community Mental Health Response
C
PR EVIOUS TR IMESTER U PDATE
Four Corners Master Plan
Burke Mountain Neighbourhood Village
B
STATUS
MINOR DELAY
ON TR AC K
MINOR DELAY
Hazel/Coy Neighbourhood Plan
ON TR AC K
> Scope and process report to Council and project initiation scheduled for T3, 2020.
> Council updated and project initiated in T3, 2020. Initial public engagement is scheduled for T1, 2021.
Burke Mountain Discovery Centre
ON TR AC K
> Approval to proceed to procurement received in T2, 2020. Construction expected to begin T3, 2020.
> Discovery Centre is under construction with completion anticipated by T3, 2021.
Southwest Housing Review
ON TR AC K
> Scope and process report approved by Council in T2, 2020. Public engagement to begin in T3, 2020 with an update to Council scheduled for T1, 2021.
> First round of public engagement completed and will be presented to Council in T1, 2021. The launch of public consultation for phases 2 and 3 expected in T1, 2021.
Place Maillardville Seniors’ Housing Feasibility
MINOR DELAY
> Feasibility study underway. Update to Council expected in T3, 2020.
> Feasibility study completed. Update to Council expected in T1, 2021.
Heritage Management Strategy
MINOR DELAY
> Phase 1 summary report received and supported by Council in T2, 2020. Draft strategy targeted by the end of 2020.
> Update to Council delayed to T1, 2021.
RCMP Strategic Plan Renewal
MAJOR DELAY
> On Hold—awaiting new Officer in Charge.
> Project will be initiated in T1, 2021 with new RCMP Officer-in-Charge.
RCMP Safe Place Initiative
MAJOR DELAY
> On Hold—will resume alongside the return of volunteers in T3, 2020.
> Project will be initiated in T1, 2021 with new RCMP Officer-in-Charge.
2020 Second Trimester Report | 3 | City of Coquitlam
Local Economy & Local Jobs PR IOR ITY
A
BUSI N ESS PL AN ITEM
STATUS
PR EVIOUS TR IMESTER U PDATE
CU R R ENT TR IMESTER U PDATE & N EXT STEPS
FortisBC Pipeline Impact Management
ON TR AC K
> BC Court of Appeal documents are being prepared. Staff continue to work with FortisBC on contributions related to road rehabilitation.
> Agreement completed with Fortis BC on contributions related to road rehabilitation. Preparation and filing of materials in the BC Court of Appeal process expected in T1, 2021.
Trans Mountain Pipeline Impact Management
ON TR AC K
> Trans Mountain Pipeline crossing of the Fraser River is expected to start in T3, 2020. Staff are continuing negotiation on agreements for ROWs on City lands and access to roads.
> Trans Mountain Pipeline work in Coquitlam is expected to start in early T1, 2021. Staff continue to negotiate with Trans Mountain on agreements for ROWs on City lands and access to roads.
> Phase 1 requirements adopted by Council in T2, 2020. Phase 2 expected to be completed in T3, 2020.
> Update to Council on Phase 2 scheduled for T1, 2021.
> The Property Tax Deadline was extended until September 30, 2020. Staff are managing tax collection within pandemic health and safety protocols.
> The provincial government implemented an online deferral program in 2020 and has announced that they will be taking over the administration of the Home Owner Grant for 2021 property taxes.
City-Wide Parking Review
Property Tax Initiatives
MINOR DELAY
MINOR DELAY
> The tax sale for 2020 was deferred until 2021 as per the Ministerial Order.
B
C
> Update to Council on tax pre-authorized payment plans scheduled for T1, 2021.
> Update received by Council in T2, 2020. Early works planned for 2021 with full construction in 2022.
> Geotechnical analysis for project completed in T3, 2020. Completion of design and environmental approvals, and completion of property acquisitions expected to be completed in 2021. First phase of construction, the sewer system expansion, is planned to start in 2022.
Cedar Drive Utility and Road Planning
ON TR AC K
Pitt River & Colony Farm Roads Grade Separation Impact Management
MINOR DELAY
> Council updated in T2, 2020. Subject to Port of Vancouver’s acceptance of the City’s conditions, City staff will recommend to Council supporting of the project.
> Negotiations between the parties, the Port and CP Rail, including consultation with Port Coquitlam, to continue in 2021.
Pipeline Road Improvements
ON HOLD
> Water main work by Metro Vancouver now planned for 2022. This project will be deferred until 2023.
> Water main work by Metro Vancouver now planned for 2022. This project will be deferred until 2023.
Economic Development Strategies
ON HOLD
> The Economic Development Strategy is delayed until the division review is complete and presented to Council.
> The Economic Development Strategy is delayed until the division review is complete and presented to Council.
Local Road and Lane Paving Strategy
ON TR AC K
> Report to Council presented in T2, 2020. Approval received to proceed with enhanced Local Road Network rehabilitation program in 2021.
> Budget for enhanced Local Road and Lane Paving projects was formally approved in the 2021-2025 Financial Plan in T3, 2020.
Commercial Zones Review
ON TR AC K
> Bylaw updates adopted by Council in T2, 2020. Item completed.
> Bylaw updates adopted by Council in T2, 2020. Item completed.
Ride-Hailing Implementation
ON TR AC K
> Item completed in T1, 2020.
> Item completed in T1, 2020.
> Operating agreement with Port Moody is under development, and it is anticipated to complete in T3, 2020. Preliminary cost-sharing agreement on the Fremont Connector achieved.
> The operating agreement with Port Moody is in the final stages and is anticipated to be complete in T1, 2021.
Municipal Boundary Road Initiatives
MINOR DELAY
2020 Second Trimester Report | 4 | City of Coquitlam
Healthy Community & Active Citizens PR IOR ITY
A
BUSI N ESS PL AN ITEM
CU R R ENT TR IMESTER U PDATE & N EXT STEPS
MINOR DELAY
> Council updated in T1, 2020. Next update to Council scheduled for T3, 2020.
> Minor delay to allow for preparation of options including budget and financing implications for Council consideration in T1, 2021.
Place Maillardville Construction
MINOR DELAY
> Construction management contract awarded; construction expected to begin in T3, 2020.
> Start of construction delayed to T1, 2021.
Southwest Arts and Heritage Centre Planning
MINOR DELAY
> Initial report to Council scheduled for T3, 2020.
> Update to Council delayed to T1, 2021.
Arena Services Strategy Initiatives
ON TR AC K
> Update to Council delayed until T3, 2020.
> Item completed in T3, 2020.
Major Recreation and Cultural Facilities Strategy
ON TR AC K
> Council updated in T2, 2020.
> Next Council update scheduled for T1, 2021.
Public Safety Building and Buchanan Square Upgrades
ON TR AC K
> Membrane construction and replacement underway. Final landscape design approval targeted for T3, 2020.
> Construction on schedule to be completed in T2, 2021.
> Public engagement activities set to commence in T3, 2020.
> Public engagement activities delayed to T1, 2021.
ON TR AC K
> Council updated on initial park design in T2, 2020. Public engagement underway for T3, 2020.
> Detailed design on schedule. Update to Council scheduled for T2, 2021.
Town Centre Park Improvements
ON TR AC K
> Festival lawn expansion including the servery and washroom will be open in T3, 2020; Lake Loop Improvements and Lafarge Lake washroom design will be brought forward to Council in T3, 2020.
> Construction completed on Festival lawn expansion, servery and washroom in T3, 2020. Lafarge Lake washroom at Evergreen is in construction with opening scheduled for T2, 2021. Lake Loop improvements undergoing detailed design and will be brought forward to Council in T2, 2021.
Cottonwood Park
ON TR AC K
> Report to Council on park design scheduled for T3, 2020.
> Final design and procurement approved T3, 2020. Opening of sport court and park amenities expected in T3, 2021, with opening of sports field after turf establishment in T2, 2022.
CCAC Fitness Centre Expansion and Upgrade
ON TR AC K
> Detailed design and costing underway. Update to Council scheduled for T3, 2020.
> Council approved plans and budget in T3, 2020. Construction scheduled to begin in T1, 2021.
> Construction underway and expected to be complete T3, 2020.
> Construction has been delayed and is now scheduled to be complete in T1, 2021.
Sheffield Park
PSLC Arena Three Expansion
C
PR EVIOUS TR IMESTER U PDATE
Northeast Recreation Centre Planning
Blue Mountain Park
B
STATUS
MINOR DELAY
MINOR DELAY
Sydney Avenue Development Site (Burquitlam Lions)
ON TR AC K
> Council update scheduled for T3, 2020.
> Public procurement process to choose non-profit seniors’ housing provider/ developer expected in T1, 2021.
Spani Pool Renewal Study
ON TR AC K
> Terms of reference approved by Council in T2, 2020. Public engagement to commence in T3, 2020.
> Public engagement is being finalized. Update to Council scheduled for T1, 2021.
Sports Field Strategy Update
ON TR AC K
> Work is proceeding as outlined.
> Work is proceeding as outlined.
Coquitlam Crunch Trail Improvements
ON TR AC K
> Council updated in T2, 2020. Detailed design and budget approval planned for T3, 2020.
> Wayfinding signage installed and Lansdowne parking lot paving to be complete T2, 2021. Community engagement on Coquitlam Crunch South Extension to commence in T1, 2021.
> Project to be initiated in T3, 2020.
> Project identified for deferment due to COVID-19.
Glen Park Phase Three
ON HOLD
2020 Second Trimester Report | 5 | City of Coquitlam
Sustainable Services, Environment & Infrastructure PR IOR ITY
BUSI N ESS PL AN ITEM Environmental Sustainability Plan
YMCA Facility
A
MINOR DELAY
ON TR AC K
Austin Works Yard Renewal
MINOR DELAY
Water Conservation Strategy
ON TR AC K
Coquitlam Metro Vancouver Water Main #4
ON TR AC K
Burke Mountain Joint School/Park Site Planning
B
STATUS
Centennial Turf Field
Neighbourhood Enhancement—Public Works
PR EVIOUS TR IMESTER U PDATE
CU R R ENT TR IMESTER U PDATE & N EXT STEPS
> Council updated in T2, 2020. Public feedback of a draft plan is scheduled for
> Update provided to Sustainability and Environmental Advisory Committee in T3,
T1, 2021.
2020. Public feedback of a draft plan is scheduled for T2, 2021.
> Project is under construction and on track.
> Update to Council anticipated on conceptual design of Phase 1 building anticipated in T3, 2020.
> Awaiting hire of new Director of Utilities who will lead this project. It is expected this project will launch in T3, 2020.
> Presentation by Metro Vancouver to Council in T1, 2020. Construction anticipated
ON HOLD
MINOR DELAY
ON TR AC K
to begin in 2022. Consultation with key land owners along corridor expected T3, 2020.
> Project awaiting partner action.
> Project design initiated. Update to Council scheduled for T3, 2020.
> Majority of work expected to be completed by T3, 2020.
> Project is under construction and on track.
> Update to Council on conceptual design of Phase 1 building anticipated in T1, 2021.
> New Director of Utilities hired in T3, 2020. Project initiated in T3, 2020.
> Public engagement of affected property owners initiated by Metro Vancouver in T3, 2020. Construction of project anticipated to begin in 2022.
> Project awaiting partner action.
> Report to Council for approval of detailed design and authorization to move to procurement planned for T1, 2021. Construction anticipated to be complete T3, 2021.
> Program modified due to COVID-19-related challenges. Item is complete.
> Mundy Park Playground under construction and on track for completion in T3, Neighbourhood Enhancement—Parks
Coquitlam Diking District
Brunette Interchange
MINOR DELAY
ON HOLD
MAJOR DELAY
C
2020; Mackin Park Lighting project scheduled to begin construction in T3, 2020; Nestor Playground construction to begin in T3, 2020.
> Provincial staff are working to defer the repeal of the Drainage Ditch and Dike Act beyond December 31, 2020 which will extend any decision on the City’s proposal.
> Waiting for Province to complete option revisions and schedule a meeting with stakeholders. Meeting expected in T3, 2020.
Innovation Centre Usage Study
ON TR AC K
> Update report targeted for T3, 2020.
City Radio System
ON TR AC K
> New RFP to be issued and work to begin in T3, 2020.
2020 Second Trimester Report | 6 | City of Coquitlam
> Nestor Park playground proceeding in T1, 2021.
> The Province has deferred repeal of the Drainage, Ditch and Dike Act for five years. > Staff continue to have discussions with the Province on advancing improvements to the Brunette Interchange. Letter sent to Province in T3, 2020 outlining the City’s concerns has not yet received a response.
> Council updated in T3, 2020. Next report with concept plan is targeted for T3, 2021. > Installation of technical radio infrastructure has been completed. Staff anticipate initial deployment of radios in T1, 2021, with project completion in T2, 2021.
Excellence in City Governance PR IOR ITY
BUSI N ESS PL AN ITEM
Development Application Review Process
STATUS
PR EVIOUS TR IMESTER U PDATE
CU R R ENT TR IMESTER U PDATE & N EXT STEPS
> Improvements updated in the second trimester include increased automation to financial calculations, integration of DocuSign pilot into development and building permit application processes, introduction of updated performance security process and tools, and the launch of the expedited temporary permit for patio expansion. Active testing and preparation of AMANDA 7 are underway, with implementation targeting T3, 2020. Update to Council is scheduled for T3, 2020.
> Council updated in T3, 2020. Majority of key initiatives are on track and yielding results, however, delays in the AMANDA 7 upgrade, due to ongoing COVID-19 related IT demands, have resulted in some functionality being delayed to T1, 2021.
ON TR AC K
> Project is proceeding on schedule for launch by the end of the year.
> New website launched in T3, 2020.
MINOR DELAY
> Project is substantially completed and will be finalized in T3, 2020.
> Project is substantially completed. Due to COVID-19, some elements have not been fully operationalized due to limited service offerings.
MINOR DELAY
A Corporate Website Update PRC Management System Replacement
B
HR2020 Initiatives
ON TR AC K
> Business efficiencies and training resulting from the T1, 2020 transition to a new online applicant tracking software. Continued work on emerging HR issues as a result of COVID-19 pandemic as required.
> Continued work on emerging HR issues as a result of COVID-19 pandemic as required including mandatory mask requirements and COVID-19 screening policies.
Business Improvement Committee Work Plan
ON TR AC K
> Annual update received by Council in T1, 2020. Initiatives are proceeding as outlined in the work plan.
> Initiatives are proceeding as outlined in the work plan. Annual update to Council scheduled for T1, 2021.
> Update to Council scheduled for T3, 2020.
> A focused strategy on City lands in City Centre Area will be initiated with an update to Council expected in T2, 2021.
> Work advanced on the 3030 Gordon Task Force implementation. In T2, 2020, Council received an update on the Child Care Strategy and provided direction to advance work on this policy area.
> Work on the Child Care Strategy has advanced with an update to Council to be provided in T2, 2021.
> This item is currently on hold due to COVID-19.
> This item is currently on hold due to COVID-19.
> Preliminary review of background materials completed and project charter drafted. Update to Council expected in T3, 2020.
> Update to Council delayed to T1, 2021.
Civic Lands Portfolio Strategy
Community Social Development Initiatives
Collective Bargaining Development Application Financial Contribution Review
C
MAJOR DELAY
ON TR AC K
ON HOLD
MINOR DELAY
Wood Frame Building Regulations
ON TR AC K
> Background research underway. Staff are working to determine appropriate locations for 12-storey wood frame buildings and to develop appropriate zoning regulations and design guidelines.
> Staff are preparing policy options, location criteria, and Zoning Bylaw amendments to permit 12-storey wood frame buildings. Update to Council scheduled for T1, 2021.
Finance Review—Operating Tied to Growth
ON TR AC K
> The results of the Operating Tied to Growth Review will be incorporated into a Long-Term Tax Strategy that will be initiated as part of the 2021 budget process.
> 10-Year Operating Plan Forecast completed in T2, 2020. The Long-Term Tax Strategy will be initiated in T1, 2021 with an update to Council scheduled for T2, 2021.
Cannabis Regulatory Framework
ON TR AC K
> Council updated in T2, 2020. Formal scope and process anticipated in T3, 2020.
> Scope and process adopted in T3, 2020. Public engagement scheduled for T1, 2021.
Public Works Service Level Review
ON HOLD
> This item is currently on hold.
> This work will be incorporated into the 2021 Roadway and Streetscape Enhancement Program Business Plan item.
Community Engagement Strategy
ON HOLD
> Project currently on hold due to COVID-19.
> Project to launch in T1, 2021.
2020 Second Trimester Report | 7 | City of Coquitlam
Safe and Complete Neighbourhoods
What we hope to achieve How we plan to achieve it > Completed the City Centre Area Plan, finalizing the plan for the economic, civic and cultural Develop complete, hub of Coquitlam and the northeast sector of Metro Vancouver. well-connected neighbourhoods. > Finalized design and began construction on the Burke Mountain Village Discovery Centre the gateway to the future village in the up-and-coming mountainside community in Northeast Coquitlam. > Completed the scope, process and consultation strategy for the Hazel/Coy Neighbourhood Plan. > Continued to manage the City’s land portfolio in a strategic manner, ensuring that this legacy remains intact for future residents.
Support a multi-disciplinary approach to public safety.
> Supported the provincial government by providing education and enforcement of COVID-19 related health orders. > Continued work with the Fraser Health Authority and Port Moody Police on advancing community mental health response initiatives. > Conducted 4,559 fire inspections in line with COVID-19 protocols. > Responded to 22,335 RCMP calls for service and 4,361 Fire incidents. > Began work on a new live fire training facility at the Town Centre Fire Hall.
10 km of new multi-modal pathways for a total of 655 km across the City of Coquitlam
Rental Units In Development or Under Construction Purpose Built
Encourage a mix of housing in our neighbourhoods to improve housing affordability.
5,495
3,434
Police Calls for Service 2019: 25,287 2020: 22,335
> Improved the City’s development processes by introducing a suite of improvements to facilitate more timely responses to applicants.
Fire Inspections 2019: 5,562 2020: 4,559
2020
Non-Market
(Annual inspections suspended Mar. 16 to June 1 and again Nov. 30 to year-end due to COVID-19)
1,097
682
(Street and traffic tickets down 31% due to suspension of pay, timed and 48-hour parking enforcement Mar.–June) 8 | City of Coquitlam | Annual Dashboard Report 2020
> Continued to be a municipal leader by implementing the Housing Affordability Strategy; over 6,500 rental units are currently in development or under construction in Coquitlam, the second highest in Metro Vancouver. > Contributed $25,000 to SHARE Community Services Rent Bank.
2019
Bylaw Enforcement Notices 2019: 17,297 2020: 11,938
> Completed the scope and process and first round of public engagement on the Southwest Housing Review, supporting more affordable housing options in Southwest Coquitlam.
Enhance travel in and between neighbourhoods by building multi-modal transportation options and improving the quality of streets as a place for people.
> Developed 10 km of new multi-modal transportation infrastructure, increasing the total network to over 650 km. > Finalized City Wayfinding in the Austin Heights neighbourhood and introduced standardized branding throughout the City. > As part of the Community Response and Recovery Plan, began work to introduce ‘Pop-Up Green Streets’ throughout the City. > Completed approximately 900m of frontage works projects, improving street appearances and functionality.
2019
2020
Annual Dashboard Report 2020 | City of Coquitlam | 9
Local Economy and Local Jobs
What we hope to achieve How we plan to achieve it Focus on neighbourhood commercial development and revitalization.
> Facilitated 7,753 m2 of new commercial floor space, the highest in three years, of which 379 m2 was retail space.
Support the retention, expansion and attraction of business to strengthen Coquitlam’s economic base.
> Completed an update of the City’s Commercial Zones, consolidating the City’s 13 commercial zones to 7, and removing nearly fifty pages from the zoning bylaw.
> As part of the newly approved City Centre Area Plan, focus on commercial opportunities and employment-generating floor space and an entertainment district in Coquitlam’s downtown.
> Through the CSRP, used a variety of outreach tools for Coquitlam businesses to gain marketing exposure. > Issued 6,700 total Business Licences (5,518 renewed and 1,182 new). > In compliance with Provincial Health Officer guidelines, conducted 110 in-person Business LinQ inquiries, 359 email inquiries and 197 telephone inquiries.
Business Licences Issued
26% of all purchase orders were issued to a business in the Tri-Cities
5,498
5,518
Facilitate vibrancy in sport, culture and recreation to enhance economic growth through partnerships, events, festivals, and business development.
> Leverage media partnerships to maximize the value and extend the frequency of economic development campaigns such as 75 Days of Summer and Give Local. > Partnered with five corporate partners to deliver Coquitlam Celebrates Canada Day at Home. > Held five in-person events, prior to restrictions, and two virtual events with joint participation of approximately 20,000 people.
$63,292,676 worth of construction value in industrial, commercial and institutional streams
666
1,406
636 2019 2020 Renewals
inquiries
2019
1,182
2
2020
24,219 m2 2019
of industrial, commercial and institutional floor space added
2020
8
3,841 m
2020
2019
New buildings connected to QNET:
9
5,500 m
> Connected nine new buildings to QNET and added 5,500 metres of fibre to the network.
Create trade and investment opportunities by building our international relationships and promoting our cultural diversity.
> Held the six-part virtual summer concert series featuring artists that highlight Coquitlam’s cultural diversity. 88,000 people engaged with the series, which also offered partnerships with local restaurants.
Advance the region’s transportation network by supporting local infrastructure projects that allow people and goods to move more efficiently.
> Continued to advocate for Coquitlam’s interests regarding third-party projects in Coquitlam. In 2020, these projects included the Port of Vancouver Gateway Project, Trans Mountain Pipeline, Fortis BC, and Coquitlam Metro Vancouver Water Main 4.
> Provided 30 filming permits for a total value of approximately $38,000.
2019 2020 New
16,364 m
(in-person, email, phone)
Leverage community assets to drive investment and job creation.
> Partnered with Webnames.ca, a BC-based domain registrar, to host two free one-hour webinars for Coquitlam businesses to improve their online presence and marketing.
> Adopted the inter-municipal business licence for ride-hailing, improving transportation options for Coquitlam residents. > Completed work on a Local Road Network rehabilitation program, identifying roads to be paved in Central and Southwest Coquitlam.
Metres of fibre added to the network 10 | City of Coquitlam | Annual Dashboard Report 2020
Annual Dashboard Report 2020 | City of Coquitlam | 11
Healthy Community and Active Citizens
What we hope to achieve How we plan to achieve it Create a balanced offering of programs and services accessible to all ages, abilities, genders, interests, income levels and cultures.
> Introduced virtual recreation programs through the Fitness at Home series, allowing residents to participate in City programs despite pandemic-related facility and class closures. These videos have seen nearly 30,000 views since being introduced. > As part of the CSRP, introduced temporary $2 drop-in fees to reduce financial barriers to City recreation programs. > Facilitated 25 physically distanced block parties.
• 1,555 monthly • 328 120 days
registered
• 368 annual • 4,396 punch passes
306,396 drop-in
9
2019
3,665 square metres
2020
New or Upgraded Parks
3 new 6 upgraded
> Developed comprehensive recreation and facility COVID-19 safety plans allowing the City to offer a wide-range of recreation services during the pandemic.
Develop a system of parks, recreation and open space that contributes to the ecological, social and economic well-being of Coquitlam residents.
> Restored over 3,800 square metres of parkland and planted over 2,400 native plants and shrubs in City Parks.
3,825 square metres
> Completed initiatives related to the Arena Services Strategy.
> Upgraded six, and built three new City Parks. > Updated the Coquitlam Crunch Expansion Plan, prioritizing a 1.3-kilometre trail extension and making short-term improvements to parking, street crossings, trail realignment, signage and public safety education. > Completed the initial design for Sheffield Park and final design for Cottonwood Park.
Participants in recreation activities
20,743
6,647 ONE Passes Sold
Encourage all citizens to be active through a wide-range of recreational activities in our facilities, parks and trails.
Support community learning through partnerships that provide formal and informal opportunities for life-long learning.
> Introduced the Seniors’ Meal Program, funded by the City with the help of volunteers, to assist this vulnerable population during the pandemic. Over 15,000 meals were delivered in 2020.
Develop plans and capital assets to ensure the capacity of parks, recreation and culture services throughout the city, now and in the future.
> Made significant progress on the Major Recreation and Cultural Facilities Roadmap, outlining a forward-looking strategy for integrating completed facilities with future planning initiatives.
> As part of the CoquitlamSPIRIT initiative, provided multiple virtual activities and guides to facilitate at-home learning opportunities for all ages.
> Completed construction on the festival lawn expansion and washroom in Town Centre Park. > Finalized plans to expand and upgrade the fitness centre at CCAC and continued plans on the Northeast Recreation Centre. > Continued construction on the arena three expansion at PSLC.
Natural areas restored 12 | City of Coquitlam | Annual Dashboard Report 2020
Annual Dashboard Report 2020 | City of Coquitlam | 13
Sustainable Services, Environment and Infrastructure
What we hope to achieve How we plan to achieve it Demonstrate responsible public stewardship through environmental sustainability practices.
> Reduced the city’s corporate greenhouse gas emissions by 28% compared to the base year (2007).
> Decreased total water consumption (litres per capita, per day) to 355, the lowest in five years, and delivered over 2.6 million litres of water.
> Continued work on the City’s Environmental Sustainability Plan and Water Conservation Strategy.
> Received national recognition for programs promoting environmental action and youth involvement from the Communities in Bloom competition.
Explore service improvements and partnerships with community organizations.
> Continued to facilitate the construction of the Burquitlam YMCA. > Worked with Metro Vancouver to finalize the design and route for upgraded water main capacity through Coquitlam.
> Finalized agreement between School District 43, Wesbild and the City for an artificial turf field and other amenities at the new middle/secondary school on Burke Mountain.
> Through a grant from the Federation of Canadian Municipalities, finalized the City’s Climate Adaptation Strategy.
Reduction in GHGs since 2007
15 total electric vehicle charging ports. 4,443 charging sessions for 426,763
minutes.
2019
15%
Support the continued viability and sustainability of community organizations in their implementation of services, events, and programs to the community.
> Through the CSRP, developed a series of community grants for not-for-profit groups that
Manage the City’s assets and infrastructure in a manner that promotes financial and environmental sustainability.
> Expanded the City’s park spaces through partnerships, such as Durant Linear Park.
address pandemic-related service delivery challenges and revenue loss.
> Contributed $25,000 to SHARE Community Services Food Bank. > In partnership with the Government of Canada, implemented the City’s largest expansion of electric vehicle charging stations. The City now has 15 electric vehicle charging ports that saw over 425,000 minutes of charging in 2020.
2020
28%
307 litres residential water consumption
Sanitary sewers cleaned
355 litres total water consumption
2019: 119 km | 2020:
(litres per capita, per day)
128 km
(litres per capita, per day)
Lane kms of roads swept
Water mains cleaned 2019: 72 km | 2020: 46 km
> As part of the City’s Capital Program, invested $140 million in parks and facilities upgrades. > Continued to maintain the City’s linear assets by cleaning 128 kms of water mains, 46 kms of sanitary sewers and sweeping 11,798 lane kms of road.
> Maintained an average road condition index (good/very good) of 70%. > Completed Public Works and Parks upgrades as part of the Neighbourhood Enhancement Program.
2019: 10,419 km | 2020: 11,798 km 14 | City of Coquitlam | Annual Dashboard Report 2020
Annual Dashboard Report 2020 | City of Coquitlam | 15
Excellence in City Governance
What we hope to achieve How we plan to achieve it Explore service improvements through investment in technology, people and process improvement.
> Substantively completed and implemented PerfectMind, the City’s new recreation registration system. > Continued to increase the City’s online service offerings, including new payment methods and information-sharing protocols. These initiatives helped increase the amount of online transactions with the City to an all-time high of 65%. > As part of the Development Application Process Review, increased automation to financial calculations, implemented DocuSign for virtual signatures and introduced expedited temporary patio permits and performance security processes. > Developed and launched a new corporate website. > As part of the Business Improvement Committee, completed 72 work plan and stop-doing list items. > Expanded digital parking signage at Town Centre Park, improving driver and pedestrian safety and alleviating traffic congestion.
Social Media Engagement
6,059
9,764
Instagram Followers
14,340
Facebook Likes
2019 50,343
Instagram Followers
15,249
Facebook Likes
2020
10,100
Twitter Followers
Support, encourage and empower employees by living the City’s organizational values, recognizing success and fostering a positive work environment.
> Led the municipal sector in the health and safety response to COVID-19 through screening tool development and best practice sharing. The City was awarded the BC Municipal Safety Association 2020 Organizational Safety Excellence Award. > Received WorkSafe BC Certificate of Recognition Rebate for $249,287 and maintained an experience rating under industry standards, saving a further $424,000 in insurance costs. > Recognized as a 2020 BC Top Employer, the third year in a row. > Developed a sector-leading phased re-opening plan for City services and worked with colleagues across the region on coordination and information sharing.
11,289
Twitter Followers
49,843
YouTube Views
YouTube Views
Maintain prudent financial and human resource policies and practices with a focus on long-range planning budgeting.
> Continued to build the City’s employment brand and implemented a new applicant tracking system. > Developed flexible and region-leading human resource policies to respond to the workforce challenges of COVID-19. > Completed a review of operating tied to growth costs and incorporated them recommendations into future budget processes.
Community Engagement Website visits 2019: 1,241,880 2020: 1,062,729
Total survey participation: 2019: 9392 over 22 surveys 2020: 8088 over 15 surveys
2019: 52% | 2020: 65% of all transactions done online
2019: 60 | 2020: 72 Business Improvement and Stop-Doing List Initiatives Completed 16 | City of Coquitlam | Annual Dashboard Report 2020
Encourage citizen and neighbourhood engagement that allows all residents to contribute to the affairs of the community.
> Continued to refine and adapt the City’s public communication practices to respond to the unique communication needs of the COVID-19 pandemic. > Launched the CoquitlamSPIRIT initiative, providing free activities and resources to help residents stay active, healthy and connected during the COVID-19 pandemic.
Annual Dashboard Report 2020 | City of Coquitlam | 17