City of Coquitlam 2023 Annual Dashboard Report

Coquitlam Corporate Dashboard

Coquitlam’s Corporate Dashboard provides a visual summary of the items on the 2023 Business Plan, which advance the five strategic goals in the 2020 – 2023 Strategic 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 2023 Business Plan

The final trimester dashboard also includes annual achievements and a review of key performance indicators from the 2020 – 2023 Strategic Plan.

Reviewed Every 10 – 15 Years: Strategic Plan

Supported by five strategic goals:

Council approves all plans & projects

Community Engagement through:

J Public meetings

J Community stakeholders

J Government partners

J City employees

J Businesses

J Residents

Reviewed Every 5 – 10 Years: Official Plans & Planning Studies: Transportation Plan | Official Community Plan | Financial Plan | Master Plans

Reviewed Every Year: City-wide Annual Business Plan: Tactical priorities that help achieve the City’s Strategic Goals and Vision.

Reviewed Every Year: Coquitlam City Budget

Supports the Business Plan and day-to-day operations of the City.

Coquitlam Corporate Dashboard

Status by Strategic Goal

New Item

Impacted by Provincial Mandates

Status by Business Priority

Safe and Complete Neighbourhoods

Priority Business Plan Item Status

Building Safer Communities Program On Track

Community Wildfire Preparedness On Track

AHousing Affordability Strategy Initiatives

B2023 Second Trimester Update

• Council and Community Safety Advisory Committee update expected in T3, 2023. Program set to launch through T3, 2023 with identified non-profit partners, focusing on after school programming with at risk youth.

• 2023–2024 UBCM grant-funded work in progress; Council updated in T2, 2023.

• Progress continues to be made on the HAS 2023 work program, with Zoning Bylaw text amendments, additional policy amendments, and other 2023 work program updates to Council expected in T3, 2023.

Impacted by Provincial Mandates

Land Development Activities On Track

Official Community Plan Review On Track

RCMP Strategic Plan Implementation On Track

• Council updated in T2, 2023 on activities completed to date, including 1185 Westwood rezoning. Land development activities continue to progress with updates to Council scheduled for T3, 2023.

• Council updated in T2, 2023 with preliminary work plan, focusing on analysis of existing policy context and positioning the OCP for potential updates at the provincial level. Update to Council expected in T1, 2024.

• RCMP Strategic Plan integrated into key messages from the Coquitlam RCMP in T2, 2023. Annual metrics will be reported in the T3, 2023 report.

2023 Final Trimester Update and Future Considerations

• Updates to Council and Community Safety Advisory Committee completed. Program launched in T3, 2023, with annual updates to Council expected. Presentation with SD43 scheduled for T1, 2024.

• Coordination with the Province regarding fuel prescriptions complete. The contractor is targeting T2, 2024 to finalize treatment plans. Engagement with kʷikʷəƛəm to follow.

• The partnership with S.U.C.C.E.S.S on two City-owned sites is on track with the key milestone dates outlined in the signed Memorandum of Understanding. Future policy improvements impacted by provincial legislation include the Housing Affordability Strategy policy framework, which relies on development revenue for incentivized rental housing (density bonus) and for funding of the Affordable Housing Reserve Fund (AHRF). Council recently suspended future disbursements from the AHRF, and resources will need to be dedicated to align the rental incentive program with the new legislative framework and to confirm an appropriate AHRF funding source.

• Council update anticipated in T1, 2024 on land management activities and continued progress on key development objectives.

• Preliminary analysis of the Official Community Plan (OCP) completed. Work will now focus on the Provincially mandated OCP updates. Depending on other priorities, work to further streamline the OCP could be brought forward to Council later in 2024.

• Strategic plan completed; action items incorporated into annual work plans.

Safe and Complete Neighbourhoods

Priority Business Plan Item Status

Child Care Partnership Strategy Implementation

Impacted by Provincial Mandates

Community Police Office Strategy On Track

First Responder Pre-Hospital Care

CHazel/Coy Neighbourhood Plan

Awaiting Partner Action

2023 Second Trimester Update

• Information sharing and networking event for child care providers and stakeholders hosted by staff in T2, 2023. Staff continue to engage with partners and stakeholders, including SD43, to support development of new childcare spaces and provide feedback on referrals for new spaces delivered via rezoning.

• Consultation with internal partners complete; external outreach and information gathering underway.

• Awaiting pre-hospital care agreement from the provincial government; Council update expected in T3, 2023.

2023 Final Trimester Update and Future Considerations

• During T3, 2023 staff continued to facilitate on-going partnerships and utilization of development incentives. However, the current child care development incentives, and funding for the Child Care Partnership Reserve Fund (CCPRF), are impacted by recent provincial legislation. Resources will need to be dedicated to amend the incentive program and CCPRF funding source to align with legislative changes.

• External outreach complete and policy options identified for the first part of the project. Initial list of potential neighbourhoods expected in T1, 2024.

• Council updated in T3, 2023. Provincial government considering next steps.

Impacted by Provincial Mandates

Heritage Management Strategy Major Delay

• Work continues to understand servicing requirements and financial impacts of greenfield development, with focus on creating an implementable land use concept. Discussions with kʷikʷəƛəm ongoing. Update to Council expected in T3, 2023.

• Update to Council, seeking input on the draft strategy and HRA (Heritage Revitalization or Alteration) framework, expected in T3, 2023. Staff will also be seeking Council input on the engagement process with targeted stakeholders.

• Council updated in T2, 2023 and work continues on the additional analysis of infrastructure, termed Community Baseline, with an update to Council anticipated in T3, 2023 or T1, 2024.

• Work continued on refining the draft land use concept and draft servicing assessment in T3. As resources and capacity going forward will be redirected to implement recent provincial legislation, this item will potentially be placed on hold, depending on resource availability and priorities that will be determined following an assessment of provincial legislative impacts on City priorities and capacity.

• Progress and next steps on the plan will be dependent on resources and priorities determined by Council.

Southwest Housing Review

Impacted by Provincial Mandates

• The Southwest Housing Review (SWHR) as proposed will be significantly impacted by the provincial legislation. As resources and capacity going forward will be redirected to implement recent provincial legislation, this item will potentially be placed on hold, depending on resource availability and priorities that will be determined following an assessment of provincial legislative impacts on City priorities and capacity. As capacity and priority setting allows, staff will explore options to align the SWHR initiatives with the Small-Scale Multi-Unit Housing and Transit-Oriented Area provincial mandates.

Local Economy and Local Jobs

Priority Business Plan Item Status

A Strategic Transportation Plan Update On Track

Cedar Drive Utility and Road Implementation On Track

B

Economic Development Strategy On Track

CFremont Connector Planning and Design Awaiting Partner Action

Rail Crossing Grade Separation Projects

Road Safety Strategy

Streetscape Enhancement Initiatives

Major Delay

Major Delay

On Track

2023 Second Trimester Update

• Vision, Goals & Themes presented to and supported by Council. Phase 3 community engagement complete. Update to Council expected in T3, 2023.

• Sewer system on track to be complete by end of 2023. Federal Grant agreement finalized. DFO and Provincial permits anticipated by end of 2023.

• Final EDS approved by Council in T2, 2023. Priority items identified for action include an Economic Development Competitiveness Study and the establishment of new business improvement associations.

• Awaiting on-going discussions with Port Coquitlam.

• Steering Committee created two new working groups to define further work needed to enable further study funding applications.

• Public and stakeholder engagement completed. Consultant developing initial list of actions with update to Council deferred to T3, 2023.

• Council updated in T2, 2023 with progress on initiatives: Brunette feature lights installed, Lougheed gateway sign lighting added, and murals completed across from City Hall and on Brunette. Testing for seasonal light and bike rack location and design underway.

2023 Final Trimester Update and Future Considerations

• Council updated in T3, 2023 with highlights from the Phase 3 community engagement results.

• Sewer system is operational. Fisheries and Oceans Canada and Provincial Permits received. Preparing for tender for 2024 work on drainage/environmental channel.

• Implementation of key items underway include: BIA for North Road; Competitive Study scope; business outreach program started; Canada Export Community Investment Grant secured. Implementation in 2024 expected to be re-prioritized pending assessment of provincial legislation on finite organizational capacity.

• On-going staff discussions with Port Coquitlam.

• Undertook additional meetings for Pitt River Interchange; awaiting further partner work and meetings.

• Update to Council expected in T1, 2024 with engagement results.

• Seasonal light installation in City Centre underway; expected completion by T1, 2024. Installation of decorative bike racks expected in T2, 2024. The kʷikʷəƛəm team is underway with mural design for the Town Centre Park Community Centre. Plans for Pinetree activation are being coordinated with the library.

Healthy Community and Active Citizens

Priority Business Plan Item Status

Town Centre Park Community Centre Renovations

ANorth East Community Centre (NECC) and Park Design

Spani Pool Renewal and Expansion Construction

CBBlue Mountain Park Master Plan

Library Services and Spaces Study

Glen Park Phase 3 Planning

Major Recreation and Cultural Facilities Roadmap

Planet Ice Future Planning

Urban Forest Management Strategy

On Track

On Track

On Track

Minor Delay

On Track

Major Delay

On Track

On Track

On Track

2023 Second Trimester Update

• Construction is underway; expected completion T2, 2024.

• Council updated in T2, 2023. Finalized facility program and facility design will be initiated in T3, 2023.

• Construction is underway; expected completion T2, 2024.

• Amenity review and Land Use Plan in development; updates to Council scheduled for T3, 2023.

• CPL is currently in process of onboarding new Executive Director. Revised schedule includes planned workshops for Council and Library Board for T3, 2023.

• Public engagement underway; report to Council with public engagement results expected in T3, 2023.

• Workshop with Council scheduled for T3, 2023. Final plan to be completed in 2024.

• Consultant selected with research and analysis planned for T3, 2023.

• Council updated in T2, 2023 with project initiation report. Consultant selection, research, and community engagement planned for T3, 2023.

2023 Final Trimester Update and Future Considerations

• No change since previous trimester update – construction is underway; expected completion T2, 2024.

• Request for Proposal for design consultant underway; consultant-led engagement expected in T2, 2024.

• No change since previous trimester update – construction is underway; expected completion T2, 2024.

• Update to Council to review proposed park amenities expected in T1, 2024. Outcomes to inform next steps of master plan process.

• Development of draft strategy currently underway and will be presented to Council and Library Board in T2, 2024.

• Update to Council with engagement results and concept plan expected in T2, 2024.

• Workshop completed as scheduled in T3, 2023. Refinement of financial strategy scheduled for completion T2, 2024. Review of the new Provincial Legislation may impact schedule.

• Consultant research and analysis work completed as scheduled. Future planning and needs analysis underway; expected completion in T3, 2024.

• Consultant engaged, research and background research underway. Community engagement planned for T1, 2024.

Sustainable Services, Environment and Infrastructure

2023 Second Trimester Update

AAustin Works Yard Renewal On Track

Burke Mountain Joint School/Park Site Planning Minor Delay

• Construction underway; minor schedule delay to T3, 2024 due to supply chain issues.

• Conservation permit received and site works are continuing. Site works funding scheduled for Council approval in T3, 2023. Park conceptual design underway, scheduled to be presented to Council in T3, 2023.

• Phase 1 completed in T2, 2023 including GHG inventories, first staff workshop, and technical presentation to Council. Phase 2 underway on GHG modeling, second staff workshop, and launching Plan engagement initiatives in T3, 2023.

BCoquitlam Metro Vancouver Water Projects On Track

Environmental Sustainability Plan Implementation On Track

CAsset Retirement Obligations On Track

E-Mobility Strategy Minor Delay

• The first phase of the project began in T2, 2023 and will take approximately 2.5 years. Metro Vancouver is planning the next phases, including the Tunnel section.

• Implementation of year two of the Plan underway, with 2023 priority actions selected and in progress. Update to Council scheduled for T3, 2023.

• Retirement obligation identification for individual assets completed in T2, 2023. Measurement of identified obligations is underway with expected completion in T3, 2023. The City’s auditors will perform their review work in T3, 2023.

• Consultants completed first phase of work. Proceeding with workshops and update to Council expected in T3, 2023.

2023 Final Trimester Update and Future Considerations

• Project completion expected in T2, 2024.

• Initial civil/earthworks underway. Update to Council with conceptual park design expected in T1, 2024; final park design approval anticipated in T3, 2024.

• Phase 2 completed in T3, 2023 including public engagement. Continued engagement with kʷikʷəƛəm, a second staff workshop, and initiated Greenhouse Gas modeling. Phase 3 underway to identify policy bundles and finalize scenario modeling in T1, 2024.

• Metro Vancouver contractor working on Guildford to David section. Open House for tunnel section planned for T2, 2024.

• Council updated in T3, 2023 with 2022 implementation update. 2023 priority actions underway; staff workshop planned for T1, 2024 to identify 2024 priority actions.

• Council updated with completed measurement of identified obligations in T3, 2023. The Business Plan item is complete; Asset Retirement Obligations total value will be included in the 2023 Consolidated Financial Statements of the City.

• Update to Council deferred to T1, 2024 to provide update on E-Mobility Strategy and Shared Micromobility Pilot.

Excellence in City Governance

Priority Business Plan Item Status

2023 Second Trimester Update

Development Application Process Review Initiatives

Impacted by Provincial Mandates

Equity, Diversity and Inclusion Initiatives On Track

AHybrid Work Implementation On Track

Organizational Transition On Track

• Development Application Portal launched in T2, 2023. Annual DAPR report highlighting progress made in areas such as automated communication, and increased flexibility for development securities presented to Council in T2, 2023.

• Council updated in T2, 2023 on the Accessible BC Act and its requirements as it relates to the City, specifically development of an Accessibility Plan. Next update expected in T3, 2023/early T1, 2024 with a scope and process report to initiate the Accessibility Plan.

• Hybrid Work Implementation complete and transitioning to ongoing operations. Update to Council expected in T3, 2023.

• Senior level recruitments completed in T2, 2023.

Property Tax Initiatives On Track

Reconciliation Initiatives On Track

• Council updated in T2, 2023 with an analysis of the Development Potential Tax Relief program. Staff will continue to monitor the experience of other municipalities and will report back if needed. Council-supported letter, outlining concerns with the new Development Potential Tax Relief legislation, expected to be sent to the Province in T3, 2023.

• Council approved an updated Permissive Property Tax Exemption Policy, and a new 4 year bylaw will be going forward in T3, 2023.

• Reconciliation efforts are ongoing with the City collaborating to build a government–to–government relationship with kʷikʷəƛəm and collaborating on initiatives to support Reconciliation. In T2, 2023, Council attended kʷikʷəƛəm day celebrations and hosted Reconciliation learning events for City staff to support Truth and Reconciliation Call to Action #57.

Business Improvement Initiatives Minor Delay

• Some work items are delayed due to staff and vendor capacity. Annual update to Council scheduled for T1, 2024.

• Bargaining to commence in T3, 2023.

Collective Bargaining On Track

2023 Final Trimester Update and Future Considerations

• Initiatives in the Building Permit division – including streamlining process review, expansion of digital reviews, and online payments – are ongoing to support expansion of the online application submission portal. Staff resources will be reallocated to focus support of system/process changes resulting from the implementation of Provincial legislation. This reallocation of resources may limit the capacity to complete some of the previously planned initiatives for 2024.

• Update to Council regarding the Accessibility Plan scope and process is scheduled for T1, 2024

• Hybrid work fully operationalized. Updates to be brought forward to Council when needed.

• Item completed in T3, 2023.

• Letter to the Province sent in T3, 2023; Taxation Exemption Bylaw No. 5333, 2023 received adoption in T3, 2023. The Business Plan item is complete.

• Reconciliation initiatives remain a significant focus with the City continuing to partner with kʷikʷəƛəm to strengthen the existing government–to–government relationship as well as collaborate with other partners on initiatives that support Reconciliation. In T3, 2023, the City and kʷikʷəƛəm jointly participated in a blessing ceremony to celebrate the completion of the mural by Raven Tacuara (an Indigenous Collective with connections to kʷikʷəƛəm) at 1198 Pinetree Way. The City’s support for staff learning events to advance Truth and Reconciliation Call to Action #57 continues.

• Some work items are delayed due to staff and vendor capacity. Annual update to Council scheduled for T1, 2024.

• Memorandum of Understanding with CUPE 386 signed in T3, 2023.

Excellence in City Governance

Priority Business Plan Item Status

2023 Second Trimester Update

• Council updated in T2, 2023 on Phase One review. Next update expected in T3, 2023/early T1, 2024 with a scope and process report on Phases Two and Three.

BDigital Services Strategy Renewal On Track

Hazard, Risk and Vulnerability Analysis Update

Minor Delay

Information and Communications Technology Infrastructure Upgrades On Track

CBylaw Enforcement Review

Financial Systems Replacement Planning

Space Planning Strategy

Strategic Plan Renewal

On Track

Major Delay

On Hold

On Track

• Initial hazard identification work has been undertaken and project will resume once consultant expertise is retained to complete remaining phases.

• Council updated in T2, 2023 as part of Digital Services Strategy Renewal. Initiatives completed through T2 include the upgrade of the City’s intranet site (CorQboard), core network replacements, as well as other software updates to business applications. Next update to Council expected in T3, 2023/early T1, 2024 as part of Digital Services Strategy Renewal update to Council.

• Review expected to be completed in T3, 2023 with implementation phased over subsequent years.

• Staff vacancies and emerging priorities have necessitated a rethink of the approach for the project. An internal review and prioritization of actions is currently underway and will inform Phase I of the project.

• Draft strategy for Council’s review expected in T3, 2023 or T1, 2024.

• Community engagement completed in T2, 2023. Update to Council on engagement results expected in T3, 2023, with draft plan expected in T3, 2023 or T1, 2024.

2023 Final Trimester Update and Future Considerations

• Update to Council regarding Technology Modernization Strategy Phase Two and Three (formerly Digital Services Strategy Renewal) is expected in T1/early T2, 2024.

• A consultant has been identified to complete the remaining phases of the project. Information gathering to begin in T1, 2024.

• Update to Council expected in T1/early T2, 2024 as part of Technology Modernization Strategy Phase Two and Three.

• Item completed in T3, 2023.

• Internal review completed in T3, 2023 with a revised approach determined for Phase 1 of the project. Phase 1 project charter drafted and under review.

• Project is on hold pending an assessment of City priorities.

• Engagement results shared with Council in T3, 2023.

Draft 2024 – 2027 Strategic Plan expected for Council review in T1, 2024.

What we hope to achieve How we plan to achieve it

Develop complete, well-connected neighbourhoods.

Support a multidisciplinary approach to public safety.

• Continued to manage the City’s land portfolio in a strategic manner, ensuring that this legacy remains intact for future residents.

• To enhance adherence to the Good Neighbourhood Development Policy, identified initiatives to further mitigate and manage the impacts of construction activity on the community.

• Conducted 4,951 fire inspections and delivered public education initiatives to 6,539 residents.

• Responded to 23,777 RCMP calls for service and 8,325 Fire incidents.

• With funding support from the federal Building Safer Communities Fund, developed a three-year strategy to address youth gun and gang violence.

• Advanced development of a Community Police Office Strategy by completing consultation with internal partners as well as external outreach.

• In collaboration with local First Nations and in support of reconciliation – including the advancement of the Truth and Reconciliation Commission’s Call to Action #57 –implemented an Indigenous-led Cultural Safety and Humility Training program to deepen staff’s understanding of Indigenous perspectives in emergency management situations.

Encourage a mix of housing in our neighbourhoods to improve housing affordability.

Enhance travel in and between neighbourhoods by building multi-modal transportation options and improving the quality of streets as a place for people.

• Continued to be a municipal leader by implementing the Housing Affordability Strategy; over 13,000 rental units are currently in development or under construction in Coquitlam.

• Partnered with S.U.C.C.E.S.S. to deliver two new seniors’ rental housing developments that will provide up to 140 new housing units using City-owned land.

• Developed 7 km of new multi-modal transportation infrastructure, increasing the total network to over 672 km.

• With funding support from the provincial government and TransLink, completed phase 1 of the Guildford Greenway Micromobility Project to improve safety of the micromobility experience.

Local Economy and Local Jobs

Tourism activity:

2022: 343* 2023: 512 inquiries

252,042 visits to VisitCoquitlam.ca

(in-person, email, phone)

11 New buildings connected to QNET

26% of all purchase orders were issued to a business in the Tri-Cities

m 2022 2,980 m

What we hope to achieve How we plan to achieve it

Focus on neighbourhood commercial development and revitalization.

Support the retention, expansion and attraction of business to strengthen Coquitlam’s economic base.

Facilitate vibrancy in sport, culture and recreation to enhance economic growth through partnerships, events, festivals, and business development.

Leverage community assets to drive investment and job creation.

Create trade and investment opportunities by building our international relationships and promoting our cultural diversity.

Advance the region’s transportation network by supporting local infrastructure projects that allow people and goods to move more efficiently.

• Adopted the Economic Development Strategy, which provides a forward-looking roadmap to support the development of a resilient and sustainable local economy.

• Issued over 7,500 total business licences (6,022 renewed, 1,400 new, 118 inter-municipal).

• Conducted 512 Business LinQ inquiries through email, phone, or in-person customer service.

• Through the City’s procurement policies, 26% of all City purchase orders were issued to a business in the Tri-Cities.

• Held 54 in-person events with joint participation of approximately 252,000 people.

• Hosted the Kaleidoscope Arts Festival, which featured a free outdoor music concert at Town Centre Park and interactive arts and cultural activities at Blue Mountain Park.

• Held the Summer Concert Series, which featured diverse genres of musical performances and food vendors.

• Connected 11 new buildings to QNet and added 4,100 metres of fibre to the network.

• Provided 39 filming permits for a total value of approximately $88,757.

• Celebrated Culture Days, which included an Indigenous arts and culture event, as well as other interactive events that showcased and promoted engagement with the community’s cultural diversity and commitment to reconciliation.

• Held the second annual BC Dumpling Festival and the Caribbean Days Festival at Town Centre Park, bringing the community together in celebration of its diversity.

• Launched the E-Scooter Pilot Project to expand safe and sustainable options for how people choose to move in designated areas of the community.

• Approved two shared-service providers to increase choice and competition of safe e-mobility options and advance the success of the E-Scooter Pilot Project.

• Advanced development of the City’s new Strategic Transportation Plan, including through robust and inclusive community engagement.

Healthy Community and Active Citizens

Participants in recreation activities

32,484 ONE Passes sold

• 7,893 monthly and continuous

• 589 annual

• 24,002 punch passes Drop-in

Parkland restored

2022: 1,001 hectares

2023: 1,005 hectares

1,800+ square metres of natural areas restored

13

Upgraded parks

2,100+ native plants and shrubs in City parks planted

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.

Encourage all citizens to be active through a widerange of recreational activities in our facilities, parks and trails.

• Facilitated 98 block parties.

• To reduce financial barriers to accessing recreation, kept rates at 2022 price levels for drop-in and One Pass activities.

• Facilitated nearly 1.2M people through registered or drop-in programs at City facilities.

• Received funding from the federal government to upgrade the Lake Loop Trail experience in Town Centre Park, including through pathway improvements, updated lighting and landscaping, as well as bench installations for enhanced accessibility. Develop a system of parks, recreation and open space that contributes to the ecological, social and economic well-being of Coquitlam residents.

• Restored over 1,800 square metres of natural areas and planted over 2,100 native plants and shrubs in City parks.

• Received the Communities in Bloom’s Environmental Action, Tree Management and Plants Love You outstanding achievement awards.

• Continued progress on the construction of Spani Pool and Town Centre Park Community Centre.

• Upgraded 13 of the City’s parks.

Support community learning through partnerships that provide formal and informal opportunities for life-long learning.

Develop plans and capital assets to ensure the capacity of parks, recreation and culture services throughout the city, now and in the future.

• Participated in a blessing ceremony with kʷikʷəƛəm to celebrate the completion of the mural by Raven Tacuara (an Indigenous Collective with connections to kʷikʷəƛəm).

• In conjunction with the Tri City Local Immigration Partnership, co-hosted the Growing Together Employment Forum.

• Continued planning for the Northeast Community Centre (NECC) and Park.

• Completed research and analysis for the Urban Forest Management Strategy.

• Continued to advance the Major Recreation and Cultural Facilities Road Map.

• Launched the City’s first Project Greenlight initiative, which will use data to inform and improve the delivery of park designs in addition to transportation safety and sustainable local economic development.

Sustainable Services, Environment and Infrastructure

Sanitary sewers cleaned 2022: 48 km | 2023: 41 km

Water mains cleaned

2022: 70 km | 2023: 79 km

Residential water consumption

Charging ports 2022:

Charging sessions 2022:

Charging minutes 2022:

What we hope to achieve How we plan to achieve it

Demonstrate responsible public stewardship through environmental sustainability practices.

Explore service improvements and partnerships with community organizations.

Support the continued viability and sustainability of community organizations in their implementation of services, events, and programs to the community.

Manage the City’s assets and infrastructure in a manner that promotes financial and environmental sustainability.

• Through City-facilitated charging stations, saw an increase in charging sessions and minutes charging of over 25%.

• Advanced policies and initiatives to enhance water quality and sewer system performance in the Stoney Creek watershed.

• Received federal Disaster Mitigation and Adaptation funding to support a project that will enhance the community’s resilience to climate-related risks by relocating and raising Cedar Drive.

• Launched new rebate top-ups for eligible households who switch to an electric heat pump.

• Continued implementation of priority actions in the Environmental Sustainability Plan, as well as development of a Climate Action Plan.

• Partnered with Crohn’s and Colitis Canada to increase equitable washroom access by adding municipal washroom facilities in parks and recreation centres to its GoHere App.

• Awarded grant funding by the Rick Hansen Foundation to improve the accessibility of City services and facilities through staff training as well as Rick Hansen Foundation Accessibility Certification evaluations and upgrades to community facilities.

• Provided $324,266 in Spirit of Coquitlam grants across 43 projects led by local non-profit and community-based organizations.

• In partnership with the YMCA and Concert Properties, opened the Bettie Allard YMCA in Burquitlam, providing public amenities and a Community Police Office for the community.

• Continued to maintain the City’s linear assets by cleaning 79 km of water mains, 41 km of sanitary sewers and sweeping 6,450 lane km of road.

• Maintained an average road condition index (good/very good) of 70%.

• Advanced the Sidewalk Improvement Program, including the completion of the Austin Avenue Sidewalk and Multi-Use Pathway Project, to expand and enhance the City’s sidewalk system.

• Completed the LED Street Light Conversion Program, improving visibility, energy efficiency, and safety with the conversion of 9,800 streetlights to LEDs.

What we hope to achieve How we plan to achieve it

Explore service improvements through investment in technology, people and process improvement.

Support, encourage and empower employees by living the City’s organizational values, recognizing success and fostering a positive work environment.

• As part of the Business Improvement Committee, completed 97 work plan and additional business improvements list items.

• Supported low-income residents with income tax filing by providing volunteers with space at civic facilities to host appointments.

• Launched the online Development Application Portal, streamlining the process that supports new housing projects for the community.

• Launched an online map to improve access to information on how safe, clean and reliable drinking water gets to homes in the community.

• Received the WorkSafeBC Certificate of Recognition rebate for $279,474 and maintained an experience rating under industry standards, saving a further $850,662 in insurance costs.

• Received the BC Top Employer Award for the sixth consecutive year.

• Recognized as a Smart21 Community of 2023 by the Intelligent Community Forum, demonstrating the City’s competitive advantage with using technology to improve economic, social, and environmental conditions for the community.

• Continued to champion organizational Equity, Diversity and Inclusion objectives, including by introducing a Recruitment and Retention EDI Action Plan, and reviewing public facing communications with an EDI lens.

• Hosted Reconciliation learning events for City staff to support Truth and Reconciliation Call to Action #57.

Maintain prudent financial and human resource policies and practices with a focus on long-range planning budgeting.

Encourage citizen and neighbourhood engagement that allows all residents to contribute to the affairs of the community.

• To improve the convenience and accessibility of customer service, added the option of paying property tax payments by credit card.

• To provide a framework for equitable and respectful decision-making by existing and future elected officials, adopted the City’s first code of conduct for Council.

• Updated the Permissive Tax Exemption Policy to ensure a balance between support for non-profit organizations and the impact on taxpayers.

• Continued to conduct robust community engagement on important City issues. In 2023, 5,300 survey submissions were received, and there were 23,700 visits to LetsTalkCoquitlam.ca

• To ensure the community is aware of opportunities for input into City decisions, improved the accessibility of statutory notices through a variety of digital channels and public bulletin boards.