City of Coquitlam
2017 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
Provides the Five-Year Financial Plan, including budget for revenues, expenditures and capital projects
Establishes the vision, mission, values and goals for the City of Coquitlam
The City of Coquitlam’s business plan lays out the organization’s highest priorities, to be initiated and/or completed in 2017. 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
in an effective and efficient manner.
Bu s
Plan ess in
DECEMBER 2016
annual business plan priorities.
n Pla
cial Plan n a Fin
Strate gic
City of Coquitlam
2017 Business Plan In Coquitlam, the path to achieving our vision rests on our five strategic goals.
Strengthen Neighbourhoods Departments by Colour CITY MANAGER/DEPUTY CITY MANAGER (CM/DCM) AND INCLUDES FIRE/RESCUE AND RCMP
Major Events and Public Engagement Initiatives Canada 150 Celebration Communities in Bloom
PARKS RECREATION & CULTURE (PRC)
ENGINEERING & PUBLIC WORKS (EPW)
Neighbourhood and Area Plans
PLANNING & DEVELOPMENT (PD) STRATEGIC INITIATIVES (SI)
LEGEND Priorities: Priority: Initiatives that are most strongly supported as top priorities for the current year because they meet the majority of the following criteria:
Burquitlam/Lougheed Neighbourhood Plan Housing Affordability Strategy Implementation Residential Parking Standards Review Austin Heights Density and Height Review Fraser Mills Plan Update North West Burke Vision Process Partington Creek Neighbourhood Centre Master Plan City Centre Area Plan Coquitlam Centre Mall Master Plan Heritage Management Plan
• considerable budget impact; • human resource effort; • s ignificant Council or community interest; • d ependence 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.
Protective Services Burquitlam Community Police Station Fire Prevention and Awareness Program
Expand Local Jobs, Local Prosperity Transportation Improvements and Initiatives Brunette Interchange
Middle School Walk/Bike Program
City Wayfinding Implementation Plan David Avenue Extension Employee Sustainable Commute Program
Evergreen Line Policing Strategies for Evergreen Line
Public Parking Management in Rapid Transit Areas
Business and Development Support
Burquitlam QNET Data Centre Economic Development Strategy Film Strategy Tourism Strategy Implementation Development Cost Charges Update
Vision
Coquitlam in 2021 will be a community of neighbourhoods within a vibrant 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
Community Amenities
Environment, Climate Change and Sustainable Energy
Continuous Improvements and Customer Service Activities
Tree Risk Management Corporate and Community GHG Reduction Strategy Recycling Depot Implementation Strategy Transfer Station Continuity Wildlife Management Strategy
Departmental Transitions • Finance • Strategic Initiatives Business Improvement and Customer Service Work Plan and Stop Doing List Community Engagement Framework Development Services Transition Electronic Plans Management Phase II Technology Roadmap Strategy
Place Maillardville Planning Cemetery Plan Facility Allocation Policy Implementation
Parks, Trails and Green Space Planning and Consultation
Cottonwood Park Town Centre Park Master Plan Riley Park Coquitlam River Park Master Plan Galette Park Wesbild D9 Park Site
Parks, Trails and Green Space Improvements and Upgrades
Rochester Park Smiling Creek Park South West Parks Revitalization Mackin Park Mountain View Park Brookmere Park Coquitlam Crunch Riverview Forest Trails Victoria Park
Achieve Excellence in City Governance
Strategic Partnerships Phased City-Owned Land Development, Sales and Marketing Strategic Interests in North East Coquitlam YMCA Facility
Key Plans, Strategies and Policy Updates
Foster Tennis Facility Replacement
Riverview Master Plan Process Pinetree Agreement Review
City Infrastructure Crouch Reservoir and Trunk Water Main Emergency Services Communications Review North East Works Yard City Radio System Civic Space Needs Assessment North East Water, Sewer and Drainage Infrastructure
Arts, Culture & Heritage Strategy Implementation Corporate Social Media Strategy Frontage Works Program Housing Choices Review Seniors Strategy Tennis and Pickleball Strategy Artificial Turf Field Replacement Reserve Facility Asset Management Process Improvements Multiculturalism Strategic Plan Park Infrastructure Assessment Permissive Exemption Review Trans Mountain Kinder Morgan Pipeline Project Youth Strategy
CityofCoquitlam
coquitlam.ca/bizplan
CITY OF COQUITLAM 2016 CITIZEN SURVEY QUALITY OF LIFE
98%
82%
COMMUNICATIONS
TRANSPORTATION
of residents ranked their quality of life as “good” or “very good”.
residents say their quality of life has stayed the same or improved in the last five years.
Transportation is important to our residents! Transportation is the most important issue affecting quality of life for Coquitlam residents.
The quality of public transportation, traffic and congestion, and Evergreen Line construction are the most frequently mentioned transportation issues.
31%
of residents prefer to hear from the City via email.
81%
of residents would rather contact the City by phone.
CityofCoquitlam
67%
like to provide feedback through online channels on the website.