City of Coquitlam
Canada Day at the Town Centre Festival Site
2015 Business Plan Coquitlam’s integrated planning framework is
These processes result in a set of integrated
comprised of three separate but complementary
plans that support the overall vision and
planning processes.
values of the City and align activities and resources to achieve the strategic goals and annual business plan priorities.
Establishes Vision, Mission, Values and Goals for the City of Coquitlam
n Pla
ncial Plan a n Fi
Strate gic
out the organization’s highest priorities, to be initiated and/or completed in 2015. This plan is one of the key tools used by the City to ensure Council priorities are delivered
Identifies high level activities for the organization that align with Strategic Goals and minimize Enterprise Risk. Develops Annual A, B, C Business Plan Priorities
Bu s
Plan ess in
JANUARY 2015
Provides the Five-Year Finanical Plan including budget for revenues, expenditures and capital projects
The City of Coquitlam’s business plan lays
in an effective and efficient manner.
City of Coquitlam
2015 Business Plan In Coquitlam the path to achieving our vision rests on our five strategic goals.
Strengthen Neighborhoods Departments by Colour CITY MANAGER/DEPUTY CITY MANAGER (CM/DCM) AND INCLUDES FIRE/RESCUE AND RCMP PARKS RECREATION & CULTURE (PRC) ENGINEERING & PUBLIC WORKS (EPW)
A community comprised of clean, safe, green and inclusive neighbourhoods, connected to a convenient and affordable transportation network and vibrant commercial centres where residents can pursue education, recreation, sport and cultural interests.
PLANNING & DEVELOPMENT (PD) STRATEGIC INITIATIVES (SI)
LEGEND
Major Events and Public Engagement Initiatives
Town Centre Festival Site 2016 55+ BC Games 125th Anniversary
Priorities: Priority: Initiatives that are most strongly supported as top priorities for the current year because they meet the majority of the following criteria:
Neighbourhood and Area Plans
• considerable budget impact; • human resource effort;
• significant Council or community interest; • dependence on external partners; • mandatory or legislated. Priority: Initiatives that are supported as priorities because they meet some of the above criteria, however, they may be deferred if circumstances throughout the year dictate. Priority: Initiatives that are important but may be deferred if time and resources are not available.
Burquitlam/ Lougheed Neighbourhood Plan North West Burke Vision Process Partington Creek Village Centre Heritage Management Plan Middle School Walk/Bike Accessibility Program City Centre Area Plan Update
Protective Services (Police, Fire and Emergency Management) RCMP Strategic Plan Implementation Fire Response Plan
Expand Local Jobs, Local Prosperity A prosperous, diverse and vibrant local economy.
Transportation Improvements and Initiatives
Pinetree Way Construction Coast Meridian Road Construction Bailey Bridge Implementation David Avenue Review Brunette Interchange Lougheed Highway Riverview Section Functional Plan City Centre On-Street Parking City Wayfinding Plan Joint Coquitlam/Port Coquitlam Transportation Study
Evergreen Line Public Parking in Rapid Transit Areas Parking Structure Review Evergreen Line Public Art
Business and Development Support
Industrial Zones Update Tourism Program Economic Development–Advisory Committee Startup Commercial Zones Update WiFi and Cellular Networks
Vision
Coquitlam in 2021 will be a community of neighbourhoods within a vibrant urban city where people choose to live, learn, work and play.
Values
The City of Coquitlam will be an organization recognized for its excellence in City governance and employee, citizen and customer relations by living its values. In Coquitlam we: • • • •
Treat People Fairly Build Organizational and Community Capacity Inform, Involve and Inspire Innovate to Sustain Community Quality-of-Life
Increase Active Participation and Creativity
Enhance Sustainability of City Services and Infrastructure
A healthy community that includes the physical, spiritual and social wellness of our residents.
Greater capacity and better capability to deliver high quality services that are built on social, environmental and economically sustainable service models.
Community Amenities Artificial Turf User Fee and Policy Review Maillardville Community Centre
Environment, Climate Change and Sustainable Energy
Parks Trails and Green Space Planning and Construction
Corporate Energy Goals Review Civic Recycling Depots Review Parks Waste Management Strategy
Rochester Park Plan Charles Best Turf Replacement Smiling Creek Joint Park/School Site Plan Leigh Park Plan Victoria Park Plan Parks Protection Sheffield Park Plan Princeton Park Plan
Parks Trails and Green Space Improvements and Upgrades
Blue Mountain Spray Pad Upgrade Town Centre Park Plan Mundy Park Forest Management Plan Booth Farm Strategy Mundy Park Field House Replacement
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.
Continuous Improvement and Customer Service Activities
Strategic Partnerships
Achieve Excellence in Governance
YMCA Facility Future of the Riverview Lands Strategic Interests in North East Coquitlam • Schools • Transit Service Sponsorship Framework/Program Transfer Station Continuity SD43 Master Joint Use Agreement Service Agreements with Cultural Organizations
City Infrastructure City Centre Sanitary System Capacity Upgrade North East Water, Sewer and Drainage Infrastructure Service Centre and Satellite Works Yard Plan
Community Engagement and Public Consultation Framework Business Improvement and Customer Service Work Plan & Stop Doing List Human Resources Review Electronic Plans Management
Key Plans, Strategies and Policy Updates
Parks Recreation and Cultural Master Plan: • Arena Services Study • Park Infrastructure Assessment • Aquatic Infrastructure Study • Arts, Culture and Heritage Strategic Plan • Senior Centre Parking Assesment Community Amenity Contribution and Bonus Density Policy Review Housing Affordability Strategy Parks, Recreation and Culture Allocation Policy Update Trans Mountain Kinder Morgan Pipeline Project “Big House” RS-1 Zoning Regulations Housing Choices Review Street Naming Policy
coquitlam.ca/strategicplan
cityofcoquitlam
Highlight of Successes in Coquitlam Where Coquitlam Residents Live West Coquitlam: 30% Central Coquitlam: 27% Coquitlam City Centre: 21% North Coquitlam: 21%
9 in 10 citizens say they receive good value for their tax dollars
TopReasons Five Quality of Life has Improved in Coquitlam: 1. Improved Transportation 2. Improved Recreation Facilities 3. Improved Infrastructure 4. More Development 5. More Businesses
Highlight of Successes from the 2014 Business Plan • Presentation of the Parks, Recreation and Culture Master Plan • Maintain construction of the Burke Mountain Fire Hall • Implementation of new Solid Waste Collection System • Coquitlam’s Vision for the Riverview Lands, “The Coquitlam Health Campus”
98% of Coquitlam residents rate their quality of life as “good” or “very good”.
98%
Coquitlam has over 950 hectares of municipal park land and 97% of residents are satisfied with the parks, trails and green spaces available to them in Coquitlam.
Almost ¼ of Coquitlam residents over the age of 18 work or go to school in Coquitlam.
Just over 50% of Coquitlam residents have personally dealt with City staff in the last 12 months and 9 in 10 of those citizens were satisfied or very satisfied with the overall service received.