Coquitlam financial plan 2015

City of Coquitlam British Columbia

Coquitlam Mayor and City Council

Mayor Richard Stewart

Councillor Brent Asmundson

Councillor Craig Hodge

Councillor Dennis Marsden

Councillor Terry O’Neill

Councillor Mae Reid

Councillor Teri Towner

Councillor Chris Wilson

Councillor Bonita Zarrillo

Auditors: KPMG LLP Bank: Scotiabank

City of Coquitlam British Columbia

2015-2019 Five-Year Financial Plan

Distinguished Budget Presentation Award

The Government Finance Officers Association (GFOA) of the United States and Canada presented a Distinguished Budget Presentation Award to City of Coquitlam, BC for its annual budget for the fiscal year beginning January 1, 2014. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, operations guide, financial plan and as a communications device. This award is valid for a one-year period only. We believe our current budget continues to conform to the program requirements and we are submitting it to GFOA to determine its eligibility for another award.

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City of Coquitlam Five-Year Financial Plan 2015 - 2019

Message From Mayor Richard Stewart This Financial Plan provides the five-year operating and capital budget for the City of Coquitlam. City Council and staff have worked together to address the priorities identified by our residents and the businesses in our community with this 2015-2019 Financial Plan.

The overall economic and financial climate remains steady this year, but we cannot take that for granted; this Council has embraced fiscal discipline and will continue to do so. Our City is focused on ensuring that we diligently and prudently manage the City’s assets and operations, and that we continue to shift as much as possible away from property taxes to other revenue sources.

Though the annual budget is large and complex, this year’s plan can be divided into six key areas: 1.

2.

3.

4.

5.

6.

Public Safety; Planning for our growing community; Burke Mountain; Transportation and Infrastructure; Parks, Recreation and Culture; and Business

By far the largest area of new investment in 2015 – 50% of our new spending ­­– is the addition of six new RCMP members, to continue our focus on crime reduction and community safety.

We are planning for the Evergreen Line and all that will come with it, including new development, parking, public art, enhancing public spaces, and improving transit corridors such as Pinetree Way, North Road and Clarke Road.

Planning for our growing community includes a focus on Burke Mountain, where approximately one quarter of our new residents over the next 30 years will find their new homes. Our significant investments this year and in coming years will include new road infrastructure such as the widening of Coast Meridian Road and the extension of David Avenue. We will also continue to ensure that all the required municipal services are in place to serve this new community.

Consistently, one of the top priorities for residents is transportation; more than $84 million will be spent over the next five years through our Capital Expenditure Program, including $32 million in road rehabilitation/improvement, along with continued investment in our school walkability and bikeability programs.

Parks, Recreation and Culture will see substantial investment, with $500,000 provided to facility capital maintenance, plus $500,000 to support enhancements identified in the Parks Recreation and Culture Master Planning Process including Rochester and Leigh Parks, new turf at Charles Best Senior Secondary, a new Mundy Park Fieldhouse and a spray pad upgrade at Blue Mountain Park.

We’ve also funded a $218,000 replacement/ upgrade to the Coquitlam Public Library outdated computer and library systems technology, to enhance our libraries’ service to our residents.

We want to continue to be one of the best cities for work in BC, creating and fostering new jobs for our residents; to that end, we have created an Economic Development Advisory Committee, and will continue investment in our Tourism program to bring visitors to Coquitlam.

Looking ahead, the coming months will be busy as we prepare for Coquitlam’s 125th Anniversary in 2016, which is also the year our new Evergreen Line Rapid Transit system opens. There is much reason for optimism and excitement.

Our financial priorities define the long-term vision for our community to prosper well into the future and we continue to be a community where our residents know and help their neighbours, and where our residents enjoy a good quality of life.

Richard Stewart Mayor City of Coquitlam Five-Year Financial Plan 2015 - 2019

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Table of Contents Distinguished Budget Presentation Award. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv Message From Mayor Richard Stewart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v Table of Contents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii Chapter 1 – Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Chapter 2 – Coquitlam – A Community of Neighbourhoods within a Vibrant Urban City. . . . . 3 Coquitlam Profile and Demographics City Government Overview 2015 City Organization

Chapter 3 – Integrated Planning Framework. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Strategic Planning Business Planning 2015 Business Plan Priorities Financial Planning

Chapter 4 – Financial Policies and Fund Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Financial Policies Fund Structure

Chapter 5 – 2015 Financial Plan Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 The Challenge—Principal Issues Affecting Financial Planning Key Budget Assumptions Consolidated Statement of Financial Activities Major Fund Balances Statement of Cash Flow Consolidated Revenues by Type Taxation Fees, Rates And Charges Grants Investment Income Casino Revenue Other Revenue Revenues—Sewer and Drainage Revenues—Water Expenditures by Department

Chapter 6 – 2015 Five-Year Operating Plan Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 2015 Financial Plan City Manager’s Office Deputy City Manager’s Office Fire/Rescue RCMP Coquitlam Detachment Engineering and Public Works Planning and Development Parks, Recreation and Culture Services Strategic Initiatives

Chapter 7 – Five-Year Capital Plan Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83 Sustainability Challenges for Infrastructure Tangible Capital Assets Funding Sources Debt Borrowing 2015–2019 Capital Plan Capital Expenditure Program 2015–2019 Reserve Funding Capital Process 2015 Capital Projects

Chapter 8 – Appendix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97 Glossary of Terms City of Coquitlam Five-Year Financial Plan 2015 - 2019

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Chapter 1

Executive Summary

The Burke Mountain Fire Hall opened in March of 2015.

Coquitlam’s 2015 Five-Year Financial Plan, adopted by City Council in March 2015, originates with Coquitlam 2021, 2012-2015 Strategic Plan and provides detailed analysis and planning for City revenues and expenditures. In compliance with the Community Charter, the Financial Plan is developed through public consultation and Council direction along with a City-wide perspective. The Financial Plan also complements and supports Coquitlam’s Business Plan objectives which, in turn, support achieving the City’s strategic goals.

As our community grows our planning will focus on Burke Mountain where approximately one quarter of residents new to Coquitlam in the next 30 years will be moving to – and our significant investments this year and in coming years include infrastructure investments such as the widening of Coast Meridian Road and the extension of David Avenue. We will also continue to ensure that all the required municipal services are in place to serve this new community. The combined capital funding allocated to transportation, community safety and recreational facilities in the Five Year Financial Plan is $157 million representing 63% of the budget.

The 2015 budget includes additional funding for 6 police officers, increased funding for facility upgrades, park infrastructure, road rehabilitation, operating costs for new infrastructure, several new initiatives such as funding for an Arts and Culture manager as well as funding for the Library’s information technology system upgrades.

The current Five-Year Financial Plan incorporates an average tax increase of 2.34%, a water rate increase of 1%, sewer and drainage rate increase of 3% and solid waste increase of 3%.

For an average residential home, the total municipal property taxes and utility levies will be approximately $2,982, an increase of $73 over the 2014 level. The anticipated property tax rate increase for 2016 to 2019 is approximately 3% per year.

The City recognizes that, historically, Coquitlam has had residential tax rates in the average range in comparison to other jurisdictions, while our commercial tax rates were comparatively higher. To work toward a more balanced distribution of the tax burden, the City has been shifting the tax burden from commercial property classes to residential.

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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Executive Summary

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Enthusiasts come from all over the lower mainland to challenge the stairs on the Coquitlam Crunch.

Executive Summary (continued) In 2015, the City shifted 1.0% of the tax burden to further support business in Coquitlam. The impact of this policy is a reduction to the business tax rate from the average of 2.34% to 1.71% and an increased rate for residential property uses of 2.71%. This policy has been in place for the past 19 years with a cumulative impact of an 19% shift in the tax burden from business properties to residential properties.

The revenues and expenditures identified within the Financial Plan are necessary to deliver City services and programs to the standards established by Council, and to address the requirements of the Community Charter and other regulatory bodies. Council has approved initiatives that have been established in accordance with priorities and issues identified by the community and in a manner that adheres to the core principles of sustainability.

This Financial Plan provides an overview of Coquitlam’s community profile and demographics, as well as the City government’s organizational structure and governance.

Coquitlam also has a number of financial policies that provide for fiscal responsibility and protect its long-term, financial sustainability.

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The financial planning process begins with the City’s Strategic Plan and includes community consultation, staff input and deliberations by Council.

The financial details included in this Five-Year Financial Plan are the Consolidated Statement of Financial Activities, the FiveYear Operating Plan Overview and the Five-Year Capital Plan Overview. In each section, Coquitlam provides examples of how this funding allocation supports the goals of the organization, with particular emphasis on the first year of the Five-Year Financial Plan.

Coquitlam reports on its progress towards achieving its strategic goals and how the financial activities and priorities in the budget align with these goals. Together, these components provide a comprehensive report on the City of Coquitlam’s financial planning for the next five years. The result is a wellformulated approach to financial and strategic management that will enable Coquitlam to meet the needs of the community and move toward achieving its vision of a community where people choose to live, learn, work and play.

Executive Summary

Chapter 2

Coquitlam: A Community of Neighbourhoods within a Vibrant Urban City Anmore

West Vancouver

North

Coquitlam

North Vancouver Belcarra Port Moody Vancouver

Port Coquitlam

Burnaby

Maple Ridge

Pitt Meadows

New Westminster

Surrey

Richmond Delta

Langley

White Rock

An active and vibrant community, Coquitlam is attracting new residents and businesses that appreciate its quality of life, central location in Metro Vancouver and countless opportunities for recreational, cultural and outdoor pursuits. We’re the fifth-largest city in BC – home to over 141,000 people who rank among the highest in the province in terms of overall health and education levels.

Characterized by diverse and varied neighbourhoods and supported by a strong fiscal foundation and progressive municipal government, Coquitlam sets the standard for living in Metro Vancouver.

The community is known for its well-maintained infrastructure and excellent recreation facilities nestled within well-planned neighbourhoods that offer housing options and economic opportunities.

Coquitlam is one of the fastest-growing municipalities in Metro Vancouver and is positioned to grow from its current population of 141,000 to 224,000 residents by 2041. With the much anticipated completion of the Evergreen Rapid Transit Line set for 2016, Coquitlam is committed to managing growth that reflects and benefits community interests.

To that end, the City continues to invest in projects that align with the City’s strategic goals – such as strengthening neighbourhoods, increasing residents’ active participation in the community and encouraging a prosperous and vibrant local economy. For example, the Partington Creek Neighbourhood Plan integrates natural features and incorporates opportunities for 3,500 to 5,700 new housing units, in a variety of housing types, to support a socially diverse community. In June 2014, Council endorsed a draft Parks, Recreation & Culture Master Plan that proposes strategic directions that will ensure our services and infrastructure continue to meet the needs of growing population.

With our convenient access to an exceptional transportation network, the City is partnering with other levels of government and the private sector to ensure the infrastructure is in place to support ongoing community development. The Port Mann Bridge, Highway 1 expansion, Evergreen Line construction and other recent infrastructure investments reinforce the City’s forward-looking approach to growth.

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Coquitlam - Thriving City with Community Focus

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Coquitlam Profile and Demographics Coquitlam - The Early Years The earliest residents of the Coquitlam area were the Coast Salish. Although Simon Fraser passed through the region in 1808, European settlement did not begin until the 1860s.

Coquitlam began as a “place-in-between” and its early history is one of settlement and agriculture. Growth was slow and steady and, in 1891, the municipality of Coquitlam was officially incorporated. The young municipality got its first boost in the latter years of the 19th century with the opening of Fraser Mills, a state-of-the-art lumber mill on the north bank of the Fraser River. By 1908, a mill town of 20 houses, a store, post office, hospital, office block, barbershop and pool hall had been established around the mill. The following year, one of the most significant events in Coquitlam’s history took place when a contingent of 110 French Canadians recruited for work at Fraser Mills arrived. With the influx of a second contingent in June 1910, Maillardville was established.

Maillardville, named for Father Maillard, a young oblate from France, was more than just a French-Canadian enclave in Western Canada. It was a vibrant community, the largest Francophone centre west of Manitoba, and the seed of Coquitlam’s future growth.

Coquitlam is poised for significant growth over the next decade, making it one of the fastest-growing municipalities in the Region.

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Coquitlam - Thriving City with Community Focus

Population

Housing

Coquitlam’s current population is 141,132 based on the 2014 Municipal estimates reported by the Population Section from BC Statistics. The City is working towards a population target of 224,000 by 2041.

The April 2015 Housing Price Index produced by the Real Estate Board of Greater Vancouver (REBGV) indicates a benchmark price of $826,000 for a detached dwelling in Coquitlam, $406,900 for an attached/ townhouse unit and $269,200 for an apartment. The benchmark represents a typical property within the market.

Household Income In 2010, Coquitlam’s median income for households within the City was $67,700.

2010 Under $20,000 13% $20,000–$39,999 16% $40,000–$59,999 15% $60,000–$79,999 13% $80,000- $99,999 11% $100,000 and over 31% Source: Statistics Canada, National Household Survey

Immigration and Languages In 2011, 42% of Coquitlam’s population were immigrants. The top three source countries continue to include China, South Korea and Iran.

After English at 72%, the top five languages* spoken most often at home in Coquitlam according to the 2011 Census were: • Chinese (including Mandarin, Cantonese and not otherwise specified) . . . . . . . . . . . . . . . . . .

11 % • Korean . . . . . . . . . . . . . . . . . . . . . . . . . . . .

5% • Persian (Farsi) . . . . . . . . . . . . . . . . . . . . . . . .

4% • Spanish . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1% • Russian . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1% * % of people who gave a single response Source: Statistics Canada, 2011 Census

2011 • Single-family/duplex . . . . . . . . . . . . . . . . 61 % • Low-rise apartment buildings (under 5 storeys) . . . . . . . . . . . . . . . . . . 23 % • Townhouse . . . . . . . . . . . . . . . . . . . . . . . 8 % • High-rise apartment buildings (5 storeys and over) . . . . . . . . . . . . . . . . . 8 % • Total number of housing units . . . . . . . . . 45,745 Source: 2011 Census (revised)

Business Community Major Employers in Coquitlam (200 or more) Source: City of Coquitlam Business License Data,

April, 2014 Name The Real Canadian Superstore (2) Ikea Hard Rock Casino Vancouver Factors Group of Nutritional Companies, Inc. McDonald’s Restaurants (6) Tim Hortons/Wendy’s WN Pharmaceuticals Superior Poultry Processors Ltd. Canada Safeway Leavitt Machinery Jack Cewe Ltd.

Description Retail Sales Retail Sales Casino Manufacturer Restaurants Restaurants Warehouse Industrial Retail Sales Warehouse Manufacturer

Schools: hh School District #43 hh Douglas College (David Lam Campus) hh Coquitlam College

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Coquitlam - Thriving City with Community Focus

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City Government Overview Advisory Committees, Task Forces, and Boards

City Council

Advisory Committees and Boards are created by Council to provide information, well-considered advice, and recommendations for consideration by Council and staff on specific issues of civic concern. Advisory Committees and Task Forces are made up of citizen representatives and one or two Council members appointed by Council. Council adopts Terms of Reference for each Advisory Committee, which outlines the Committee’s mandate, term, composition and procedures.

Coquitlam City Council is comprised of a Mayor and eight Councillors who are democratically elected and hold office for a four-year term. City Council is responsible for local government leadership and decision making in the City of Coquitlam, and is granted its powers by the Provincial Government. The legal framework and foundation for all local governments in British Columbia is set out in the Local Government Act and the Community Charter, which provide City Councils the necessary powers and discretion to address existing and future community needs, the authority to determine the public interest in their community within the established legislative framework and the ability to draw on financial and other resources that are required to support community needs.

City Council has the authority to enact and enforce bylaws and policies that relate directly to community needs along with the ability to collect taxes and fees to fund those activities and services. City Council is ultimately responsible for establishing the policies of the City of Coquitlam, for carrying out those policies and for the general and overall administration of civic business.

City Council generally meets as whole two to three Mondays a month (with some exceptions), usually starting with a Councilin-Committee meeting in the afternoon and ending with a Regular Council Meeting that same evening. It is during these meetings that Council considers and votes on the bylaws and policies referred to above. These meetings are open to the public and webcast live via the City’s web-streaming service.

Standing Committees In addition to Council-in-Committee, the Mayor has also established a Finance Standing Committee and Strategic Priorities Standing Committee to address high-level strategic budget and policy decisions. The Mayor serves as Chair of both Committees and the current Acting Mayor (according to the approved schedule) serves as Vice-Chair. These Committees are comprised of all members of Council and meet as required or at the call of the Chair.

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For 2015, Council has established or participates on the following Advisory Committees: Arts and Culture Advisory Committee Celebrate Coquitlam Advisory Panel Coquitlam River Aggregate Advisory Committee Coquitlam Evergreen Line Public Art Task Force Coquitlam 125th Anniversary Steering Task Force Economic Development Advisory Committee Maillardville Commercial and Cultural Revitalization Advisory Committee Multiculturalism Advisory Committee Riverview Lands Advisory Committee Sport Council Strategic Investment Advisory Panel Sustainability and Environmental Advisory Committee Tri-Cities Homelessness and Housing Task Group Universal Access-Ability Advisory Committee

Statutory Committees Statutory Committees or Boards are established pursuant to a specific enabling statute and have a unique function within the municipal framework. Statutory Committee membership is determined by the Committee or Board’s enabling legislation.

Following are the City’s Statutory Committees/Boards: Board of Variance Joint Family Court and Youth Justice Committee Library Board Parcel Tax Roll Review Panel

Coquitlam - Thriving City with Community Focus

2015 City Organization (Effective June 2015)

City of Coquitlam Residents Mayor & Council

City Manager P. Steblin

General Manager Financial Services S. MacLeod

General Manager Engineering & Public Works J. Dioszeghy

General Manager Planning & Development J. McIntyre

General Manager Parks, Recreation & Culture R. Allueva

General Manager Strategic Initiatives P. Staniscia

RCMP Superintendent S. Maloney

Manager Accounting & Financial Reporting S. Edwards

Director Public Works Division J. Umpleby

Manager Building Permits - Approvals J. Bontempo

Director Planning & Business Services M. Hunt

Director Strategic Projects I. Radnidge

Fire Chief Fire/Rescue W. Pierlot

Manager Budgets A. Uy

Manager Design & Construction M. Zaborniak

Manager Building Permits - Inspections D. Vance

Manager Community, Recreation & Culture Services M. Morrison-Clark

Manager Capital Construction J. Clark

Director Human Resources R. Price

Acting Manager Payroll K. Hall

Manager Environmental Services S. Warriner

Acting Manager Community Planning S. Gauley

Manager Parks K. Reinheimer

Manager Facilities Vacant

City Solicitor

Manager Purchasing D. Trudeau

Manager Transportation Planning C. Mohoruk

Acting Manager Development Services C. Johannsen

Manager Revenure Services G. Jackson

Manager Utility Programs D. Soong

Deputy City Manager J. DuMont

City Clerk J. Gilbert

H. Bradfield

Manager Corporate Communications K. Vincent

Manager Lands & Properties H.Clark

Manager Corporate Planning N. Caulfield

Manager Economic Development D. Munro

Manager Information & Communications Technology R. Adams

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Coquitlam - Thriving City with Community Focus

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Chapter 3

Integrated Planning Framework

These processes result in a set of integrated plans that support the overall vision and mission of the City and align activities and resources to achieve the strategic goals and annual business plan priorities set by Council.

2.

The Business Plan translates the high level strategic goals into annual business plan priorities. The priorities and associated work items are established annually by Council. Trimester Reports inform Council of the progress in implementing these work items. A set of performance measures are reviewed annually to monitor success of the business plan.

Lastly, the Financial Plan provides the resourcing strategy to support the strategic and business plans. Updated annually, it is a five-year plan that includes both operating and capital components.

The primary objective of the planning framework is to implement the City’s vision through integration of its strategic goals, business plan priorities and allocation of resources. The final step in each of the processes is to evaluate achievements which in turn inform the next cycle of planning. The following pages describe each planning and reporting element in more detail.

Strate gic Establishes the vision, mission, values and goals for the City of Coquitlam

n Pla

3.

The Strategic Plan describes the City’s aspirations for the future. It is developed with a long timeframe in mind and is updated every four years following the municipal election. It articulates the vision, mission, values and broad strategic goals. Progress of the plan is monitored through an annual review of key performance measures and accomplishments.

Provides the Five-Year Financial Plan, including budget for revenues, expenditures and capital projects

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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Executive Summary

Bu s

Identifies high-level activities for the organization that align with strategic goals and minimize enterprise risk

Plan ess in

1.

The City’s performance is reviewed every four months with a Trimester Report to Council. It includes an update on the progress of the work items under the Business Plan priorities and a review of operating and capital budget variances, labour vacancies, economic indicators including construction and development activities, and major spending during the trimester. The intent of the report is to view the City’s activities and progress balanced with the status of the City’s financial and human resources.

ncial Plan a n Fi

Coquitlam’s integrated planning framework is comprised of three separate but complementary planning processes.

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Integrated Planning Framework

Strategic Planning Coquitlam 2021 Strategic Plan 2012-2015

Strategic Planning Review Process

Coquitlam’s 2012-2015 Strategic Plan is goal-oriented and includes the City’s vision, mission, values, strategic goals and directions and anticipated outcomes and results. This plan forms the foundation for all other long-range planning for the City government, including the Business Plan, Financial Plan, Official Community Plans and other targeted plans related to transportation, land use and parks planning. The Strategic Plan includes the following components:

Vision Coquitlam in 2021 will be a community of neighbourhoods within a vibrant urban city where people choose to live, learn, work and play.

Mission 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.

In 2006, Coquitlam’s City Council established a fifteen-year vision, mission, values and goals for the entire organization based upon input from the community, employees and other stakeholders. In 2012, the plan was reviewed and updated to ensure it continues to align with Council’s vision and priorities and it will again get updated in 2016.

Monitoring Success Measurement of the goals occurs annually with a review of the key performance measures and other significant accomplishiments. They are listed on the following pages, and it will again get updated in 2016.

Performance by Strategic Goal How did we do in 2014? In the following pages, we review our five strategic goals, looking at what we set out to accomplish and what we actually achieved. We also include key performance indicators that provide concrete data to help us identify where we are on track and where we need to focus our efforts.

Values Organizational values are very important and form the foundation for the City’s decision-making framework and relationships with its stakeholders, employees, citizens and customers. By living its values, the City of Coquitlam will be an organization recognized for its excellence in City governance and employee, citizen and customer engagement.

Coquitlam has four key values to help achieve this goal: 1. Treat People Fairly; 2. Build Organizational and Community Capacity; 3. Inform, Involve and Inspire; and 4. Innovate to Sustain Community Quality-of-Life Strategic Goals.

Coquitlam has identified five strategic goals to support its vision: 1. Strengthen Neighbourhoods; 2. Expand Local Jobs, Local Prosperity; 3. Increase Active Participation and Creativity; 4. Enhance Sustainability of City Services and Infrastructure; and 5. Achieve Excellence in City Governance.

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Integrated Planning Framework

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Performance by Strategic Goal

Strategic Goal 1: Strengthen Neighbourhoods

Key Performance Indicators

Strategic Outcome: 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.

Crime Rate (Crimes per 1,000 people)1 Police Calls for Service Injury/Fatal Collisions Fire Response Events Bylaw Complaints Received Rental Vacancy Rate Housing (New Units Added) Apartments Townhouses Single Family Other Total Existing Supportive and Strategic Goal 1: Key Performance IndicatorsSubsidized Housing Units Quality of Life

Change1 in Quality of Life

96%

99%

96%

98%

2010

2011

2012

2013

% Citizens rating quality of life as very good/good

Key Performance Indicators

%

12

Change in Quality of Life 98% 31% 22%

2013

14%

2010

29% 13%

2011

2012

17%

2013

% Citizens say quality of life has improved % Citizens say quality of life has worsened

of life as

12

2011

2012

2013

2014

61.8

57.6

55.7

57

N/A1

39,417

36,305

36,604

38,029

37,419

288

270

362

257

346

5,838

5,728

6,245

6,088

6,128

3,641

3,231

3,689

3,796

4,7202

2.7%

3.1%

3.4%

3.2%

3.1%

480

733

1,008

698

679

288

284

196

233

214

138

317

186

206

235

128

215

236

177

236

1,034

1,549

1,612

1,320

1,364

2,762

2,762

2,762

2,7263

2,6614

Crime Rate is calculated by the Minister of Public Safety and Solicitor General. Data is from the 2013 Police Resources Report issued in December 2014. Crime rate is the number of Criminal Code offences 31% 29% 28% (excluding drugs and traffic) reported for every 1,000 people.

22% 14% 2 17% 17% Bylaw complaints increased due to a higher volume related to a change 13% in the City’s solid waste collection services; solid waste collection complaints increased from 4 in 2013 to 624 in 2014.

2010 3 In2011 2013 at the L.J. Christmas Manor seniors’ facility created 2013,2012 renovations % Citizens say quality life has units, improvedresulting in a decreased total. larger, butoffewer 4 % Citizens say quality of life has worsened The total number of units of supportive and subsidized housing decreased due to demolition of Foyer Maillard for new facility construction, which temporarily decreased the number of seniors’ care housing units.

28% 17%

2010

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Integrated Planning Framework

What We Set Out to Achieve

What We Achieved

Develop complete, well-connected neighbourhoods.

hh Completed and adopted the Maillardville Neighbourhood Plan. hh Started work on the Burquitlam/Lougheed Neighbourhood Plan.

Enhance travel within and between neighbourhoods by building high quality transportation facilities and improving the quality of streets as a place for people.

hh Continued to work with the Province on the Evergreen Line, which is nearing completion in both the Burquitlam and Town Centre areas. hh Made progress on the functional planning, design and construction for northeast roads, such as Coast Meridian Road. hh Completed work on the City wayfinding plan.

Create a balanced system of facilities, parks and amenities to enhance connectivity and belonging within neighbourhoods.

hh Substantially completed construction of the Poirier Forum, which was officially opened on February 7, 2015. hh Completed upgrades at Cottonwood Park and the Coquitlam Crunch Trail. hh Completed design work for Leigh and Victoria parks. hh Substantially completed construction of Queenston Park.

Encourage a suitable mix of housing in our neighbourhoods.

hh Continued our work on the Draft Housing Affordability Strategy, focusing on research and public consultation in advance of a strategic framework. hh Developed a Neighbourhood Plan for Partington Creek that incorporates opportunities for a variety of housing types to support a socially diverse community.

Support the continued operations and refinement of the fire/safety, crime prevention and emergency response preparedness programs.

hh Substantially completed construction of the Burke Mountain Fire Hall. hh Began developing fire response protocols for the introduction of the Evergreen Line in 2016.

Protect and enhance the unique history, heritage and character of our neighbourhoods.

hh Initiated Arts, Culture and Heritage Plan to manage, preserve and inspire the unique history, heritage and character of neighbourhoods across Coquitlam. hh Continued work on a policy framework for the City’s archives, including sourcing an archival management software system and working with the historical community.

Facilitate cultural and recreational experiences that foster interaction, connection and a sense of belonging to neighbourhoods and communities.

hh Prepared for the 2016 BC 55+ Games to be held in Coquitlam, which aim to improve the health, lifestyle and image of British Columbia’s 55+ population. hh Began developing programs and plans for the Coquitlam 125 Anniversary Celebrations in 2016.

Collaborate with other organizations that support the physical and emotional health of our residents and enhance the overall social well-being of the community.

hh Simplified the Spirit Grant process to make it easier to process applications and ensure selected initiatives align with key City and community directions.

6,000

$372,000

2,000 acres

number of calls Coquitlam’s 158 full-time firefighters responded to annually

provided in Spirit Grants in 2014 to local non-profits and community groups

of Municipal green space and parks in Coquitlam

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Performance by Strategic Goal

Strategic Goal 2: Expand Local Jobs, Local Prosperity

Strategic Outcome: A prosperous, diverse and vibrant local economy.

Key Performance Indicators

2010

2011

2012

2013

2014

1,131

1,442

1,802

1,390

1,598

5,564

16,372

6,127

9,268

8,461

76

66

75

85

101

$51,236

$123,809

$53,296

$55,570

$75,859

64

71

81

66

69

Participants

88,060

93,357

130,015

122,806

125,100

QNet Fibre Utilization1

48,295

51,162

56,605

58,341

62,149

Housing Starts Additional Industrial & Commercial m2 Filming Permits Revenues Festivals & Events Number

1

Culmative metres firbre added per year.

Strategic Goal 2: Key Performance Indicators Business Licences Issued

Value of Construction Permits

$394

$378

$347

$352

$272

2010

2011

2012

2013

2014

$ in millions

14

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5,935 1,161

6,043 1,229

5,932 1,165

6,263 1,342

6,250 1,281

4,774

4,814

4,767

4,921

4,969

2010

2011

2012

57 2013

99 2014

Renewed

New

Inter-Municipal Business License

What We Set Out to Achieve

What We Achieved

Focus on neighbourhood commercial development and revitalization.

hh Initiated new commercial space in developments such as Onni Group’s Oasis (2,564 square metres), Bosa’s Evergreen (3,211 square metres), Beedie’s Austin Tower (372 square metres) and Cressey Development’s M3 (195 square metres).

Foster local employment opportunities by working with other agencies and groups to promote a business-friendly climate.

hh Partnered with the Tri-Cities Chamber of Commerce on Small Business Week, Social Media Mondays, a Business and Assessment Taxation Workshop, a Procurement Workshop and the Evergreen Line 2016 and Beyond seminar.

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

hh Held 212 business retention and expansion meetings with local businesses and completed 346 requests for assistance. hh Held 103 business attraction meetings with various businesses, government agencies and consulates and received over 77 business attraction inquiries. hh Received 101 film permits with over $75,000 in filming revenues distributed to various City departments. hh Developed Coquitlam Business Connects communications material to provide information on business retention and expansion program services. hh Developed an online Coquitlam profile with BC Business magazine, including an overview, Q&A section and video of Coquitlam.

Support a vital economy by moving people and goods efficiently and capitalize on major transportation infrastructure.

hh Worked with New Westminster to identify solutions for the Bailey Bridge replacement. hh Began working with the Province on potential options for improving the Brunette Interchange.

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

hh Approved a three-year Tourism Program to build Coquitlam’s tourism capacity, raise the City’s tourism presence and help implement the Celebrate Coquitlam strategy. hh Worked with partners and participated in a variety of events that attracted visitors to Coquitlam, such as the BC Highland Games, Festival du Bois, MEC Century Ride, Pacific Spring Showcase Hockey Tournament, and Play On! Vancouver Street Hockey Tournament.

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 encourage private sector investment.

hh Through the Coquitlam Evergreen Line Public Art Task Force, provided advice and support to Council on the public art along the Evergreen Line. hh Selected artists and work is under way with the Province, TransLink and the artists.

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

hh Met with New Zealand Trade and Enterprise and the United Korean Commerce and Industry Association, and attended the Consulate General of the Republic of Korea’s 2014 YuYang Dnu banquet.

101

885

number of film permits issued, generating $75,000 in revenues

number of building permit applications issued, with a total value of approximately $375 million

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Performance by Strategic Goal

Strategic Goal 3: Increase Active Participation & Creativity

Strategic Outcome: A healthy community that includes the physical, spiritual and social wellness of our residents and community.

Key Performance Indicators

2010

2011

2012

2013

2014

Admissions to CCAC & PSLC 1

776,475

802,617

802,950

818,092

791,7512

Registered number of Low/No Cost Programs

14,399

14,457

14,593

15,444

11,7403

936

945

947

950

954

Evergreen Cultural Centre Patrons

75,656

77,200

79,800

78,000

81,450

Place des Arts Visitors

71,651

72,146

79,929

91,552

91,551

621,087

644,929

556,030 4

706,889

764,097

Parkland (hectares)

Library Visitors

CCAC is City Centre Aquatic Complex; PSLC is Poirier Sport & Leisure Complex. “Admissions” includes admission purchased for swimming, skating and fitness facilities.

2 The slightly decreased number of total admissions is due to the counter at the CCAC being non-functional due to repair in the fall of 2014.

3 The decrease in the number of registered low and no cost programs for 2014 reflects that the majority of low and no cost programs were moved from registered to drop-in programs, such as the Westminster Savings free swim and toonie skates.

4 The library’s annual visitors were lower in 2012 due to a one month closure of the City Centre Branch while it moved to its new location.

Strategic Goal 3: Key Performance Indicators 1

Citizens Satisfaction (With recreation/culture opportunities)

Citizen Satisfaction (with Parks, trails, green space)

16

City of Coquitlam Five-Year Financial Plan 2015 - 2019

95%

94%

96%

97%

2010

2011

2012

2013

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Integrated Planning Framework

91%

91%

92%

93%

2010

2011

2012

2013

What We Set Out to Achieve

What We Achieved

Create a balanced offering of programs and services accessible to all ages, abilities, genders, interests, income levels and cultures.

hh Approved the draft Parks, Recreation and Culture Master Plan after ongoing public consultation. This plan: outlines the community’s values and aspirations for Coquitlam’s parks, recreation and culture, provides a baseline assessment of our service areas, and works to create a balance of programs and services in the short, medium and long term. hh Hosted the iStand Youth Summit at Pinetree Community Centre in collaboration with the Canadian Mental Health Association and School District 43; over 200 youth participated in the session, which focused on anti-stigma strategies for youth with mental illness.

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

hh In partnership with Westminster Savings, provided 36 free swim and skate sessions that were attended by 9,225 individuals. hh Implemented a new One Pass fitness pass to provide universal access to the City’s facilities and drop-in fitness programs.

Enhance creativity and cultural experiences through programs, performances, multi-cultural events and festivals.

hh Supported 69 festivals and cultural events; Canada Day was the most popular, with an estimated attendance of 60,000. hh Hosted Neighbourhood Nights – free activities and entertainment at a variety of parks throughout the City – that were attended by over 1,000 Coquitlam residents.

Develop a sustainable system of parks and open space that contribute to the ecological, social and economic well-being of our community.

hh Reviewed the draft Mundy Park Forest Management Plan, which outlines a strategy to ensure the 400 acres of unfragmented second-growth forest, two lakes and streams are able to foster a healthy forest ecosystem. hh Launched the Park Spark volunteer program; more than 900 residents have participated, volunteering over 715 hours alongside eight partner organizations. hh Planted 3,515 native shrubs and trees in City parks. hh Restored over 4,100 square metres of natural areas, with 325 volunteers participating in 18 weed pulling/tree-planting events totaling over 810 volunteer hours.

Support a learning community where residents have access to life-long learning through formal and informal opportunities.

hh Hosted HEROS training sessions, attended by over 1,110 Coquitlam residents to learn about emergency preparedness, a 25% increase from the prior year. hh Held school tour programs at the Inspiration Garden, attended by almost 500 preschoolers and grade three students.

Develop transportation infrastructure and services to support a healthy environment.

hh Identified City priorities for the five-year Greenway and Bike Route Planning and Implementation. hh Advanced plans for streetscape enhancement along the Evergreen Line and Pinetree Way.

9,225

+1,000

3,515

number of people who attended our free swim and skate programs

number of people who had a chance to meet their neighbours at our popular Neighbourhood Nights events last summer

number of trees and shrubs planted in Coquitlam parks

60,000 number of people who came out to celebrate Canada Day

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Performance by Strategic Goal

Strategic Goal 4: Enhance Sustainability of City Services & Infrastructure

Strategic Outcome: Greater capacity and better capability to deliver high quality services that are built on social, environmental and economically sustainable service models.

Key Performance Indicators

2010

2011

2012

2013

2014

Community Grants1

$328,323

$317,208

$438,093

$341,200

$403,633

Solid Waste (Tonnes per single family home)

0.57

0.54

0.53

0.53

0.43

52.2%

54.9%

55.0%

54.5%

63.8%

Annual Tonnes CO2

476

529

875

1,301

1,464

Cumulative Tonnes CO2

953

1,482

2,351

5,658

5,122

Annual Water Consumption per Capita

150

140

140

149

150

Animals Reclaimed from Animal Shelter

369

305

378

339

375

Garbage Diversion (% Recycled) Corporate GHG Reduction

Grants to sports, cultural and non-profit community organizations funded mainly

by Casino revenues.

Strategic Goal 4: Key Performance Indicators 1

Taxpayer Confidence

Municipal Taxes per Capita (Total)

81%

81%

83%

88%

$849

$857

$907

$913

$895

2010

2011

2012

2013

2010

2011

2012

2013

2014

Citizens who believe they get good value for their taxes

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What We Set Out to Achieve

What We Achieved

Explore service improvements through new opportunities for partnership with community organizations.

hh Revised our solid waste and recycling services and secured a new contract with BFI Canada and an agreement with Multi-Materials BC for blue box collections; this new contract saved residents 20% on utility fees. hh Undertook an inventory and analysis of potential sponsorship opportunities for civic facilities, programs and events with stakeholders and businesses as a way to enhance the sustainability of current services and facilities in partnership with others.

Set high standards and demonstrate responsible public stewardship through social, environmental and economic sustainability practices.

hh Implemented a new Stream and Drainage System Protection Bylaw to ensure responsible environmental development practices. hh Completed substantial work on the Parks Waste Management Strategy to ensure we are using the best practices and tools from around the region in our park waste management. hh Implemented and enhanced recycling programs at City Hall, Austin Works Yard, the Animal Shelter and three fire halls.

Create an energy-efficient community through conservation of environmental assets, resources and energy by increasing community and organizational awareness and stewardship.

hh Conducted presentations on waste reduction to residents, schools and community groups. hh Delivered Urban Wildlife presentations to students across Coquitlam.

Minimize the impact of City processes and infrastructure on the environment by reducing the City’s air emissions, material consumption, energy and water usage.

hh Approved and constructed the City Centre District Energy Project, which uses the same Thermenex technology in use at the Poirier Sport and Leisure Complex. hh Analyzed the City’s electrical vehicle pilot program and made plans to establish an electrical vehicle charging station at City Hall in 2015 to increase use and visibility of the vehicle.

Manage the City’s transportation system efficiently as the community evolves and prioritize walking, cycling, transit, and other sustainable modes of transportation.

hh Continued support for the School Walkability Program and Sidewalk Program to encourage citizens to adopt walking as an alternative to driving. hh Partnered with TransLink’s TravelSmart program and conducted outreach to schools.

Ensure sustainable, equitable and effective funding strategies to enable the City to provide a high quality and appropriate level of infrastructure services.

hh Continued to partner with Westminster Savings Credit Union, which sponsors free public swim and skate programs for the community. hh Analyzed potential sponsorship opportunities for Coquitlam’s facilities, programs and events.

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

hh Improved the Spirit Grant process to ensure ease of processing and alignment with key City and community directions.

63%

525 km

20%

of household waste was diverted from the landfill through green waste and recycling programs

of sidewalks support walking as an alternative to driving

average amount saved by property owners on their utility bill after introduction of our new waste management program

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Performance by Strategic Goal

Strategic Goal 5: Achieve Excellence in City Governance

Strategic Outcome: 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.

Key Performance Indicators

2010

2011

2012

2013

2014

38,590

51,284

52,945

47,723

49,923

-

111

112

121

123

7.3%

6.4%

4.1%

5.5%

5.3%

12.0%

9.9%

9.5%

10.9%

9.7%

Facebook Likes

735

1093

1,529

2,472

3,573

Twitter Followers

-

-

875

1,968

3,319

-

-

13

10

19

24

37

35

19

471

Parks, Recreation & Culture Volunteer Hours Committee Volunteers Employee Vacancy Rate (at Dec 31) Employee Annual Turnover Social Media Contact

Public Open Meetings Business Improvements Initiatives Completed

The Business Improvements initiatives included both the work plan for the Business Improvements and Customer Service Committee and the Stop Doing List.

Strategic Goal 5: Key Performance Indicators 1

Citizens Satisfied with City Services 95%

2010

96%

2011

94%

2012

97%

2013

(% Very/Somewhat Satisfied)

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Customer Service Contact 85%

2010

76%

76%

2011

2012

(% Very/Somewhat Satisfied)

89%

2013

What We Set Out to Achieve

What We Achieved

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.

hh Approved the draft Parks, Recreation and Culture Master Plan after ongoing public consultation. The Plan encompasses an arena services study, park and aquatic infrastructure assessments and an Art, Culture and Heritage Strategic Plan. hh Awarded a new solid waste collection contract to BFI Canada Inc. that uses an automated collection system, which resulted in an estimated net savings of $2.3 million per year (including savings through recycling by MultiMaterials BC).

Develop strategic partnerships and positive working relationships with the businesses, community groups and many government organizations who work with, for and in Coquitlam.

hh Continued to work with the YMCA to develop an agreement to build and operate a community centre in the Burquitlam-Lougheed area. hh Engaged in discussions with School District 43 to develop joint agreements for use of school facilities and amenities. hh Participated in the Tri-Cities Transportation Task Force to provide a united voice for transportation improvements in the northeast sector of Metro Vancouver.

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

hh Numerous employee teams continued to lead initiatives such as Carbon Cutters and Team GoFitlam, and the Business Improvements and Customer Service Committee continued to seek ways to improve City business processes. hh Offered training programs to staff, including skills for supervisors, human resources training, computer upgrade training, and training for specific workgroups on business writing, teambuilding and communication. hh Launched a leadership development program.

Encourage citizen and neighbourhood engagement so that residents contribute to the affairs of the whole community.

hh Attracted 123 residents and organization representatives to volunteer on the City’s 15 advisory committees and boards in 2014 to provide input and advice on a wide range of City programs and policies. hh Held our annual Welcome to Coquitlam event, attended by over 700 people, with 60 volunteers providing information on all aspects of Coquitlam to the city’s new residents.

Improve customer service and enhance efficiency and effectiveness through innovation, high customer service standards and a commitment to continuous improvement.

hh The Business Improvements and Customer Service Committee added the Stop Doing List to its mandate – and created efficiencies and service enhancements by addressing 16 items from the Business Improvements work plan and identifying 31 items for the Stop Doing List. hh Implemented a One Pass program for the City’s recreational facilities to make it easier for residents to participate in activities at any of the City’s community facilities.

Foster awareness of diverse cultural groups and encourage increased understanding of different cultures to further enrich the community.

hh Held a staff workshop on strategies to engage, connect and communicate with people from many different cultures during multicultural week; staff from all City departments attended to foster awareness and enhance customer service.

123

97%

number of residents and organizations that volunteered on the City’s 15 advisory committees and boards

of Coquitlam residents are satisfied with the overall level and quality of City services, according to our annual Ipsos Reid survey

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Business Planning Whereas Coquitlam’s Strategic Plan outlines five major strategic goals for the City, the Business Plan provides the annual action plan for the organization. The City provides a broad range of services to the community and the Business Plan assists staff in focusing resources, including staff time, on the most important city priorities each year. Council bases the Business Plan priorities on the following criteria: hh hh hh hh hh

22

strategic goals and directives; council priorities; public priorities based on Ipsos Reid and feedback; initiatives currently underway and budgeted; and required externally driven initiatives.

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Although the City’s budgeted resources are aligned on a departmental basis to facilitate resource management, the Business Plan priorities assist each manager in determining and assigning the work performed by various staff to ensure that the organization, as a whole, focuses on what is most important.

The Business Plan priorities are not meant to capture the day-to-day activities of the organization, but rather those initiatives that are in addition to those duties. Moreover, the stated priorities ensure that staff time in all areas of the organization are directed toward the most important priorities in addition to the day-to-day responsibilities, and that the City’s support services (i.e. Finance, Administration, Human Resources) recognize these priorities and provide administrative support accordingly.

Integrated Planning Framework

Business Planning Process

Monitoring Progress

The Business Plan priorities established at the beginning of each year assist staff in focusing resources on the most important tasks that will accomplish the goals in the City’s Strategic Plan. Specifically, the Business Plan Priorities link strategy with action by:

Staff work on the priorities during the year and trimester reports prepared for Council summarize their progress. The purpose of the trimester reports are to allow Council to view the City’s activities and progress balanced with the status of the City’s financial and human resources. As part of the trimester update, each priority is colour coded to signify the following:

hh ensuring consistency between our strategic goals and departmental work plan priorities; hh linking our financial plan, including staff time and capital budgets, to those items identified as strategic priorities; hh aligning corporate efforts to mitigate key risks and challenges facing the City; and hh using an enterprise risk management framework to manage its strategic risks in a proactive, ongoing and positive manner.

hh Green: The majority of the tasks within the Business Plan priority are expected to be achieved on time and on budget. hh Yellow: The Business Plan priority has one or more tasks that require attention to ensure on time and on budget completion. hh Red: The Business Plan priority has several tasks that are delayed and the priority is currently on hold.

On an annual basis, operational performance measures are reviewed to ensure that the work items within the Business Plan priorities are accomplishing what was intended.

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Looking Forward – 2015 Business Plan What are our priorities for the year ahead?

Our 2015 Business Plan is where we make the connection between strategy and action. Using our Strategic Plan as a guide, we develop the priorities that will be initiated and/or completed in the year ahead.

The annual Business Plan priorities help Council and staff allocate resources on the most important City priorities each year.

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: • 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.

Neighbourhood and Area Plans 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

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

2015 Business Plan Priorities

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Integrated Planning Framework

A he phy our

Com

Par and

Evergreen Line

The Business Plan priorities have been organized into themes under each of the City’s five strategic goals. Each theme has direct work items which are the responsability of a City department and are ranked to indicate relative importance.

24

Inc Pa Cre

Par Imp

al

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.

d

ort

Achieve Excellence in 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.

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

Continuous Improvement and Customer Service Activities Community Engagement and Public Consultation Framework Business Improvement and Customer Service Work Plan & Stop Doing List Human Resources Review Electronic Plans Management

Strategic Partnerships 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

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

City Infrastructure City Centre Sanitary System Capacity Upgrade North East Water, Sewer and Drainage Infrastructure Service Centre and Satellite Works Yard Plan

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Financial Planning

Key Steps

The City of Coquitlam develops its Five-Year Financial Plan in a manner that follows generally accepted accounting principles (GAAP). The City uses the accrual method of accounting in which revenues and expenses are recognized at the time they are incurred. The budget is prepared on the same basis. The budget is organized by type of operation (i.e. general fund and utility funds), with each operation considered a separate budgeting and accounting entity. Funds are budgeted and reported along departmental lines, with accountability and authority for budgetary approval and amendments resting with Council. Council delegates the authority for actual disbursement and implementation of the Five-Year Financial Plan to the City Manager, Deputy City Manager and General Managers. All financial and operational policies related to accounting practices are adhered to in the development of the Five-Year Financial Plan.

Financial Planning Process The City of Coquitlam’s Financial Plan development process begins with strategic planning and includes public consultation, extensive background briefings for Council and comprehensive discussion sessions that culminate in a proposed Five-Year Financial Plan for Council approval. The process also includes a number of key budget assumptions.

Using this as a basis, work plans are developed for each department with resource needs identified. Major capital expenditures are identified on a five-year cycle, with annual reviews and updates. The Five-Year Capital Plan reflects projects consistent with corporate objectives and long-range plans. Together with the Strategic Plan and Business Plan, this approach to financial planning provides for a thorough, strategic focus in the budget deliberations.

1. Identify Community Priorities a. Statistically valid telephone survey of residents provides opportunity to gain feedback on priorities, issues and progress towards goals (results are accurate to a ±4.4 percentage point, 19 times out of 20). b. Online Budget Survey for community members to provide input and recommendations on programs and services 2. Develop Business Plan Priorities and Align Activities a. Business Plan priorities established by Council, (refer to Page 24). b. City processes and projects are reviewed, updated as needed and aligned with objectives as part of the departmental work plans.

3. Align Financial Plan with Business Plan Priorities a. New budget requests require strategic alignment rationale – how they support Coquitlam’s goals and objectives. b. Evaluation of each request is based on Business Plan Priorities.

4. Review Budget Priorities and Requirements a. Review operational budget to ensure base budget funding is sufficient for the outlined work plan as defined by the City’s objectives. If insufficient resources exist, the manager must: identify improved cost efficiencies; re-allocate resources; request additional funding; and adjust the assigned work plan to align with existing resources.

5. Cyclical Operational Reviews a. Beginning in 2009, the City has performed detailed reviews of individual City services on a cyclical basis.

The reviews are operational in nature but often include a detailed budget review. The reviews may include: Review of business processes to ensure efficient, ethical and effective use of resources.

Options for system and process improvements.

Identification of key performance measures to assess the ongoing success of the function.

26

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Financial Planning Process Schedule April 12, 2014

Town Hall Meeting

July-August, 2014

Department Budget Submissions

July 23, 2014

2015 Preliminary Financial Plan Overview

August, 2014

Financial Department Detailed Review

September 15 to October 15, 2014

Citizen Budget - On-Line Budget Survey

October 29, 2014

Executive Team Review of the Budget

November 24, 2014

Overview presentation of the Five Year Financial Plan provided to Council for city-wide context. Financial Plan information packages distributed to Council

December 1, 2014

Financial Plan workshop with Council on the Base Capital Plan and Utilities

December 8, 2014

1st, 2nd, 3rd readings of the 2015 Utilities Bylaw and the Fees and Charges Bylaw and Council resolution approving the Base Capital Plan

December 15, 2014

Adoption of the of the 2015 Utilities Bylaw and the Fees and Charges Bylaw

January 19-20, 2015

Departments and cultural groups deliver presentations on budget requests, including both capital and operating components during regular Council meetings

February 10-11, 2015

Financial Planning Workshops with Council

March 2, 2015

1st, 2nd, 3rd readings of the Five-Year Financial Plan given by Council

March 23, 2015

2015-2019 Financial Plan adopted by Council

Budget Monitoring

Measuring, Evaluating & Reporting

The City monitors its financial performance as it relates to its budget through a trimester variance analysis. Each General Manager provides a detailed analysis of revenues and expenditures as it compares to the approved budget. This regular monitoring provides management and Council time to decide on any changes that might be necessary to ensure the year’s actual revenues and expenditures are within budget.

The Business Plan priorities and associated work items are reported with a review of operating and capital budget variances, labour vacancies, major spending and economic activity during the trimester. It is intended to provide Council with a holistic view of the City’s activities and progress, balanced with the status of financial and human resources.

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Chapter 4

Financial Policies and Fund Structure Financial Policies Governing Policy and Regulatory Requirements The Community Charter requires that a Five-Year Financial Plan for both the operating and capital expenditures be adopted

by May 15th of the first year of the plan. In addition, the Community Charter directs that the public must be consulted prior to adoption of the Financial Plan.

Long-range Financial Policies Based on one of Council’s key goals to take steps to make Coquitlam financially sustainable, City management reviewed the City’s long-range financial needs. The result of this work was a series of financial sustainability policies adopted by Council. These policies are a significant step toward achieving financial sustainability and ensuring municipal services and infrastructure continue to be provided for future generations.

The City’s Long-range Financial Plan is updated periodically to reflect significant directional changes, as determined during Strategic Plan updates.

The long-range financial planning policies adopted by City Council include: hh Increases in operating expenditures to be funded through increases in operating revenues including property taxes and fees and charges. hh A focus on maintaining core services: new services will be added as, and when, they become fully funded. hh The City’s Accumulated Surplus will be maintained at a level appropriate to provide working capital, interest earnings and an emergency fund. hh The surplus achieved each year, in excess of the amount required to maintain the Accumulated Surplus, will be contributed to an infrastructure reserve to fund infrastructure renewal. hh A contribution of 2% of construction cost for newly built facilities, will be made to the Periodic Component Replacement Reserve, and included in the Base Budget. hh Unspent insurance funding be transferred to an insurance reserve at the end of each year for self-insurance. hh Revenue received from casino operations will be contributed to a Capital Legacy Fund made up as follows; 12.5% Community Capitial Fund and 87.5% Municipal Capitial Fund; hh Savings achieved as a result of debt retirement will be used to increase the City’s annual contribution to the capital program. Subsequently, Council directed that this funding form part of the Municipal contribution of the Transportation and Parkland Development Cost Charges (DCC) Program.

hh The City strives to create and maintain sustainable land based resources, both land inventory and land reserve funds, for the benefit of the community now and in the future by adhering to the following principles for Strategic Land Management in the City: i. Strategically acquire and dispose of lands in a way that ensures maximum benefit to the community; ii. Establish a Long-Term Land Based resource (reserve) within the existing Land Sales Reserve (LSR) fund to receive land inventory sale proceeds; iii. Set aside a portion of the ongoing land sale proceeds to offset the decrease in land inventory and to be used for strategic acquisition and development of properties; iv. The LSR funds will be available to borrow and repay those funds over a pre-defined period of time with interest; v. Actively pursue opportunities for Public-Private Partnerships as a means to achieve maximum benefit from City lands.

Balanced Budget In compliance with Section 165 of the Community Charter, the City’s Five-Year Financial Plan must be balanced. The total of proposed expenditures and transfers to other funds for a year must not exceed the total of proposed funding sources and transfers from other funds for the year.

Investment Policy It is the policy of the City of Coquitlam to invest City funds in a manner that will provide the optimal blend of investment security and return, while meeting the daily cash flow demands of the City and complying with the statutory requirements of the Community Charter.

Debt Management Policy The City’s policy is to minimize external debt borrowings and, if required, use existing reserves as a means to internally finance required capital expenditures. As well, the City adheres to the Debt Limit and Liability Servicing Limit requirements as outlined in the Community Charter (Refer to Section on Debt Borrowing in Chapter 7.)

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Fund Structure Deputy City Manager’s Office: responsible for strategic planning and business planning and provides support for all other City departments.

The resources and operations of the City are segregated into: General; Sewer and Drainage Utility; Water Utility; Trust; and Reserve funds for budgeting and accounting purposes. Each fund is treated as a separate entity, as identified in the budget reports provided in this document.

General Fund

Sewer and Drainage Utility

Water Utility

Trust Funds

Sewer and Drainage Utility Fund The Coquitlam Sewer and Drainage Utility is a self-funded entity that operates, maintains, regulates and extends sewage collection and storm drainage systems that serve residential, commercial and industrial premises in Coquitlam. The services in this fund are provided by the Engineering and Public Works department.

Reserve Funds

Coquitlam is in the Fraser Sewerage Area (FSA) of the Metro Vancouver Sewerage and Drainage District (MVS&DD), which operates and maintains regional systems of trunk sewers, pumping stations and sewage treatment plants. Sewage from Coquitlam is conveyed to the regional system for treatment and disposal. The Utility also collects and conveys storm water to receiving waters to reduce the risk of property damage due to flooding and landslides.

General Fund The General Fund is the primary fund for most municipal services and departments. This Fund has a number of revenue sources—the largest of which is property taxation. This fund includes the following departments that provide a number of services to the community including: Engineering and Public Works Department: provides Road Maintenance and Traffic Control Services through the repair road pavement, signs, streetlights, sidewalks, traffic signals, bridges and culverts. provides waste collection and disposal services constructs and rehabilitates roads, traffic intersections, neighbourhood improvements, parks, trails, recreational and leisure facilities, drainage requirements and public safety projects.

Water Utility Fund

Police Services: provides law enforcement, prevent crime and maintain order via the RCMP and municipal staff.

Trust Funds

Fire/Rescue Services: provides fire suppression, search and rescue, Emergency Preparedness, First Responder and non-emergency services.

Strategic Initiatives: manages the City’s land holdings as well as the construction and repair of civic facilities.

Parks, Recreation and Culture: provides programs and maintains recreational facilities provides and maintains parks, open spaces and trails provides services through the Library, Evergreen Cultural Centre, Place des Arts, Place Maillardville, Mackin House Museum and others.

Planning and Development: provides community and transportation planning, environment, building and development approval services.

The Coquitlam Water Utility is a self-funded entity that delivers water to residential, commercial and industrial premises in Coquitlam for domestic use, irrigation, and cooling and fire suppression. The services in this fund are provided by the Engineering and Public Works department. This Utility is a member of the Metro Vancouver Water District (MVWD) which operates and maintains regional systems of supply works, transmission mains, reservoirs and treatment facilities.

The Trust Funds have been created to hold assets which are administered as directed by agreement or statute for certain beneficiaries.

Reserve Funds The City’s Operating Reserve Funds will be used to fund ongoing projects and potential liabilities such as tax appeals and insurance claims. Capital reserves, along with development cost charges, will be used to finance additional capital projects in future years. Despite the size of these reserves, there are needs that have been identified in the capital planning process for which no funding sources currently exist. The reserve amounts available for expenditures over the 2015-2019 planning period are in the Schedule of Reserve Projections shown in Chapter 7.

In conformance with reporting standards of the Public Sector Accounting and Auditing board of the Canadian Institute of Chartered Accountants, reserve transactions are identified separately from expenditures and revenues in portions of the 2015 budget document.

Manager’s Office: oversees the organization and provides advice to Council.

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Chapter 5

2015 Financial Plan Overview The Challenge—Principal Issues Affecting Financial Planning The City of Coquitlam’s principal activities include the provision of local government services to residents. Services provided include police and fire protection, solid waste collection, management of roads, water, sanitary and storm sewers and parks infrastructure, along with the delivery of recreation and cultural services. The City also acts as a regulatory body with respect to business licensing, building permits and inspection, land use, development planning and subdivision approval services. Services such as library and cultural pursuits are provided through other boards and partnerships with other governments.

Through the adoption of Regional Context Statements, Council has committed to working towards the Growth Management Targets set by Metro Vancouver. This growth rate will increase the current population to 224,000 by 2041. This growth will need to be supported by services related to transportation, utilities, schools and other infrastructure that are costly and require more than just civic support. There are two major factors that influence most of the issues facing the City of Coquitlam both in the near term and distant future. These are sustainability and fiscal reality.

The City of Coquitlam faces consequences because of economic challenges confronting the federal and provincial governments. These include: hh new or expanded service requirements as a result of a shift in responsibility from other levels of government to the municipal level; hh the decline in direct financial support of municipal operations; and hh requirements to provide infrastructure to support the population growth resulting from senior government policy decisions.

Internally, as government grants and interest rate-sensitive revenues decline, property taxes and user fees become the principal funding sources for increased service deliverycosts and maintenance of an expanding infrastructure base.

Coquitlam currently operates with residential tax rates that are comparable to other municipalities of a similar size as well as its neighbours in the Metro Vancouver area.

In 2015, the City shifted 1.0% of the tax burden to further support business in Coquitlam. The impact of this policy is a reduction to the business tax rate from the average of 2.34% to 1.71% and an increased rate for residential property uses of 2.71%. This policy has been in place for the past 19 years with a cumulative impact of an 19% shift in the tax burden from business properties to residential properties.

Coquitlam has also investigated alternative revenue sources and is gradually shifting to a more comprehensive userpay approach in an attempt to become more financially sustainable.

Over the years, the City of Coquitlam has invested heavily in new capital infrastructure including buildings, roads and underground utilities but now needs to develop a better replacement and maintenance program to provide ongoing financial stability. Recognizing the importance of sound sustainability plans for our infrastructure, Council has initiated the development of long-range financial policies. (Refer to Chapter 4 for the list of long-range financial policies.)

With sound goals and community direction established, the challenge now facing Coquitlam is how to manage the significant economic realities while dealing with: hh public expectations of receiving the same or even enhanced service levels; hh rising labour costs; hh increasing demands for infrastructure to support a growing community; and hh financial management policies that contribute to future asset replacement and improved financial sustainability of the City.

In order to continue providing adequate services under these conditions, Council will continue to examine and prioritize City services in order to provide services acceptable to the public while continuing to achieve the longer-term vision of making Coquitlam a City where people choose to live, learn, work and play.

However, the City’s commercial and industrial tax rates are less competitive. To protect the sustainability of its emerging business sector, Coquitlam is taking steps to develop a better balance between its industrial and commercial rates and residential rates. This difficult process will take time, but it is necessary to provide a more competitive footing for existing business and to attract new business.

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Allowable Inflationary Increases and Budget Reductions The recent years have seen increased pressure on municipalities to reduce costs in order to cut taxes. The most significant cost driver for the City continues to be labour and other contractual costs which have increased at a rate greater than inflation.

The Consumer Price Index (CPI) in the Vancouver area was approximately 1.5% at the time of this budget. However, the City’s inflation rate is approximately 2.0% as a result of contractual commitments including labour.

Cost pressures, together with increasing demands placed upon the City’s infrastructure and services by a growing community challenge the City’s financial resources and organizational capability. It is important to carefully consider our financial choices to ensure that we adequately resource each project without impairing our ability to respond in the future.

Budget Bylaw Amendment As outlined in the Community Charter, the Five-Year Financial Plan is to be adopted by May 15th of the first year of the Plan.

At any time, subsequent to the original adoption, an amended financial planning bylaw can be adopted by Council for that year.

Key Budget Assumptions

Tax Rates

Economy The municipal financial climate in British Columbia is generally positive. Increased revenues from assessment growth continue to exceed historic averages and help to offset the impact of inflation in the City’s budget.

During 2014, development activity remained robust although not quite as high as the all-time high of 2013. Development fees also help to offset the impact of inflation, while Development Cost Charges help to finance much needed growth-related infrastructure. (For more information on the Financial Plan, please refer to chapter 6.)

Specific tax rates must be approved each year by May 15. The Tax Rates Bylaw was presented to Council for adoption in the spring of 2015 once final information related to the growth in taxation assessment is received from the BC Assessment Authority.

The tax rate bylaw was adopted in May 2015.

2014 Actuals

Municipal Levy $ Other Governments School Levy Greater Vancouver Transporation Authority BC Assessment

Municipal Finance Authority Greater Vancouver Regional District

$ Total

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2015 Budget

140,129,243 $ 145,506,935 65,299,402 65,000,000 13,093,924 15,000,000 2,116,594 2,000,000 6,639 5,000 2,003,778 1,900,000 82,520,337 $ 83,905,000

$ 222,649,580 $ 229,411,935

Consolidated Statement of Financial Activities Years ended December 31 (000’s) Revenue: Taxation Fees, rates and service charges Grants and grants in lieu Investment income Casino revenue Municipal land sales Cost recoveries Penalties and interest on taxes Other Developer’s Contribution *

2012 2012 2013 2013 2014 2014 2015 Budget Actual Budget Actual Budget Actual Budget

$127,043 $126,366 $132,982 $133,105 $139,346 $140,093 $146,102 64,114 71,714 70,249 80,056 66,244 69,060 66,969 9,944 17,084 8,822 8,778 10,011 9,286 9,258 3,553 4,438 3,861 5,859 4,029 5,130 5,057 7,200 7,556 7,200 6,731 7,200 6,443 6,500 0 15,705 0 1,265 0 15,409 0 5,530 8,526 7,004 6,869 4,904 6,890 4,649 836 1,047 906 1,111 966 1,167 1,066 79 1,060 68 2,517 85 1,116 73 0 27,249 0 36,210 0 22,352 0

Total revenue 218,299 280,745 231,092 282,501 232,785 276,946 239,674

Expenditure: General government 15,258 15,901 16,150 16,143 17,152 16,517 17,627 Police protection 30,058 28,714 31,112 29,429 31,934 29,545 33,828 Fire protection 21,705 22,060 22,763 22,422 24,985 24,445 26,175 Other protection 2,322 2,183 2,579 2,416 2,700 2,395 2,788 Engineering 25,186 26,395 25,913 28,318 26,731 28,443 26,554 Solid waste 8,732 8,766 8,764 8,892 7,583 7,648 6,141 Planning and development 6,351 6,371 6,505 6,476 6,835 6,605 6,980 Parks, recreation and culture 41,345 43,272 43,253 45,767 45,140 46,853 47,622 Water utilty 20,696 21,050 20,294 21,447 21,117 21,583 23,091 Sanitary sewer and drainage 24,384 24,883 25,154 26,120 25,266 26,207 26,265 Contribution to Evergreen Line** 0 15,412 0 0 0 0 0

Total Expenditure 196,037 215,007 202,487 207,430 $ 209,443 210,241 217,071

Surplus Before Capital Expenditures $ 22,261 $ 65,737 $ 28,604 $ 75,072 $ 23,340 $ 66,703 $ 22,602 * Developer’s Contribution are Capital Assets that were built by developers at no cost to the City. These assets are now owned and maintained by the City. We started to record these assets in 2008 in order to conform with PSAB 3150 and PSAB 1200. ** In 2012 the City signed an agreement with the Province of British Columbia to contribute to the cost of constructing the Lincoln Station of the Evergreen Line. This represents the City’s cost which is funded by a combination of land rights of way and a P3 Canada Grant.

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Major Fund Balances Projected at December 31, 2015

Year ended December 31 (000’s)

General Fund

Sewer and Drainage Utility

Water Utility

Library

Revenue Taxation $ 125,650 $ 20,452 $ - $ Fees, rates and service charges 32,279 7,376 27,305 10 Grants and grants in lieu 8,973 0 0 5,169 Investment income 4,547 153 345 11 Casino revenue 6,500 0 0 Municipal land sales 0 0 0 Cost recoveries 4,644 5 0 Penalties and interest on taxes 1,006 0 0 60 Other 38 0 0 34

Total revenue 178,844 26,438 27,106 4,992

Expenditure

General Government 17,627 0 0 Police protection 33,828 0 0 Fire protection 24,043 0 0 Engineering 24,911 0 0 Solid waste 6,141 0 0 Planning & development 6,980 0 0 Parks, recreation and culture 47,222 0 0 5,284 Water utilty 0 0 23,091 Sanitary sewer and drainage 0 26,265 0 Debt interest payments 1,309 105 228 Other 4,920 0 0

Total Expenditure 166,981 26,370 23,319 5,284

SURPLUS BEFORE CAPITAL EXPENDITURE $ 16,656 $ 1,615 $ 4,331 $ 0

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Statement of Cash Flow

(000’s) 2015 Budget 2014 Actual Net Cash From Operations $ 22,602 $

Cash Used to Acquire Tangible Capital Assets (61,415)

Items not involving cash: Depreciation 34,200 Gain on disposal of Capital Asset Developer Built asset

Cash generated from (required for): Decrease (increase) in accounts receivable - Decrease in land held for sale Decrease (increase) in prepaid expenses - Decrease (increase) in Inventory - Increase (decrease) in accounts payable and accrued liabilities - Increase (decrease) in deferred revenue - Increase in deposits -

Change in Temporary Investments -

Principal payments on tangible capital lease obligations - Debt Principal Repayments (7,641)

Increase (decrease) in cash (8,480)

Opening cash and temporary investments 72,251

Cash and temporary investments, end of Year $ 63,771 $

66,703 (54,435) 35,285 (14,025) (22,352)

1,171 1,231 6 9 (5,235) 1,931 (1,033) 57,593 (27) (9,236) 57,586 14,665 72,251

Consolidated Revenues by Type 2015 Budgeted Revenue Sources ($240-million)

2014 Budgeted Revenue Sources ($233 Million) 2015

61% - Taxation 28% - Fees, Rates and Service Charges 4% - Grants 3% - Casino Revenue 2% - Cost Recoveries & Sundry 2% - Investment Income

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Taxation Trends - 2011 to 2015

Taxation Taxation ($) Taxation as % of Total Revenue

160

60%

120

50%

100

40%

80

30%

60

20%

40

10%

20

0%

0 2012 Actual 2013 Actual

Property Taxation from Development Growth 2012 - 2015 Property taxes have increased approximately $16 million from 2012-2015. Of this increase, a cumulative total of $7 million is from development growth in the community which is equivalent to 7% property tax increase during the same period. The balance of $9 million in property taxation revenue has been a result of property taxation increases approved by Council.

Property Taxation Development Growth 2012 - 20152012 to 2015 Property Taxation Development Growth Total Residential Revenue Growth

Property Taxation Development Growth in dollars (millions)

3

Total Non-Residential Revenue Growth Property Tax Impact 2.2%

Property Tax Impact 2.2%

2014

2015

2.5 Property Tax Impact 1.5%

2 1.5

Property Tax Impact 1.1%

1 0.5 0 2012

2013

-0.5

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City of Coquitlam Five-Year Financial Plan 2015 - 2019

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70%

140

2015 Financial Plan Overview

2014 Actual 2015 Budget

Taxation as % of Total Revenue

The City’s property tax collection has increased from $109 million in 2012 to $125 million in 2015. The dollar amount of taxation has increased and the City’s dependence on this revenue source has also increased because of the decline in other sources of revenue such as investment income. In 2012 the City increased its land sales, which reduced the ratio of taxation to total revenue to approximately 50%.

Taxation Trends 2012 - 2015

Taxation in dollars (millions)

The primary funding source for city services in the 2015 Financial Plan is taxation at $146 million or 61% of the total revenues on a consolidated basis. This includes a property tax levy increase of $5.4 million made up of approximately $2.6 million from new assessment growth and $2.8 million rate increase to provide for inflation and increased services, for an average property tax increase of $48 per household.

Fees, Rates And Charges The 2015 Financial Plan includes a total of $67 million in Fees, Rates and Other Charges.

2015 Budgeted Fees, Rates and Charges ($67 Million)

2014 Budgeted Fees, Rates and Charges

48% - Water, Sewer and Drainage User Rates 17% - Fees Charged 13% - Development Cost Charges 11% - Solid Waste Levies 4% - Other Charges 4% - Admissions 3% - Rents & Other Property Fees

Fees, Rates & Charges Trends - 2012 to 2015 (000’s) Solid Waste fee decrease of 20% in 2014.

The budget for 2015 is based on all of the following assumptions:

Fees, Rates and Service Charges ($) Fees, Rates and Service Charges as % of Total Revenue

90

35%

80

30%

70

25%

60 50

20%

40

15%

30

10%

20

5%

10 0

0% 2012 Actual 2013 Actual

Fees & Charges as % of Total Revenue

Council approved fee increases for water, sewer and drainage user rates and an increase in solid waste levies is also included in this category. Each of these utilities is part of a regional system run by Metro Vancouver Regional District (MVRD) and a significant portion of the costs of managing the utility comes from MVRD levies.

Fees, Rates and Charges Trends 2012 - 2015

Fees & Charges in dollars (millions)

Fees, Rates and Charges Trends 2012 - 2015 The revenue from Fees, Rates and Charges ranges from $60M to $80M. The increase in 2013 is due the increase in Development Cost Charge (DCC) funding to Capital Projects.

Transfer from DCCs are treated as Fees, Rates and Charges in our financial statements. Due to increased development activities, the number of growth related projects funded from DCCs has also increased.

2014 Actual 2015 Budget

hh The rates for each utility have been set based on a blending of the 5-year average MVRD rate increase and the City’s inflationary costs. In 2015, the 5 year MVRD rate increase is 5% for water, 5.3% for sewer and 6.5% for solid waste tipping fees, while the City’s inflationary costs increased by 2% for both Water and Sewer utilities. hh Starting mid-2014, the City’s Solid Waste collection costs have been reduced due the transfer of recycling responsibilities to Multi Materials BC (MMBC). The cost of garbage collection was also reduced as the frequency of garbage collection from residents was changed from weekly to every 2 weeks. This initiative was introduced to encourage residents to become more environmentally conscious by reducing waste. Council chose to reflect the full value of the anticipated costs savings by approving a City of Coquitlam Five-Year Financial Plan 2015 - 2019

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Grants

Investment Income

This funding source includes capital grants that are in progress, annual grants provided to the municipality by TransLink, a Provincial Traffic Fine revenue grant, grants in lieu of taxes, as well as a number of smaller grants. These estimates are based on applications in progress or on firm estimates provided by the grantor.

Due to the unprecedented interest rate cuts made by the Bank of Canada in 2009, the City has experienced a substantial reduction in investment income. The 2015 investment income budget was based on the expectation that interest rates would remain low in 2015.

Grant Revenue in dollars (millions)

8% 7%

20

6% 5%

15

4% 10

3% 2%

5

1% 0%

0 2012 Actual 2013 Actual

38

Grants Revenue as % of Total Revenue

Grants ($) Grants as % of Total Revenue

25

Investment Income Trends 2012 - 2015 Investment Income ($) Investment Income as % of Total Revenue

Investment Income in dollars (millions)

Grant Revenue Trends 2012 - 2015

Municpal Finance Authority (MFA). Sinking fund surplus was used for the early retirement of part of the City’s long term-debt.

2.5%

7 6

2%

5 4

2.5%

3

1%

2 0.5%

1 0

0% 2012 Actual 2013 Actual

2014 Actual 2015 Budget

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2014 Actual 2015 Budget

Investment Income as % of Total Revenue

As can be seen below, the City’s grant revenue increased in 2012. The City applied for and received a grant of Grant Revenue Trends - 2012 to 2015 approximately $7 million from P3 Canada to offset the City’s (000’s) to the cost of building an additional Skytrain contribution station on Lincoln Avenue. The 2015 budget was based on 2014 levels as the P3Grant is non-recurring.

Investment Trends 2015 to The increase inIncome investment income-in2012 2013 isto attributed sinking fund surplus related to the City’s borrowings through the (000’s)

Other Revenue

Casino Revenue Trends 2012 - 2015

8

3.5%

7

3%

6

2.5%

5

2%

4

1.5%

3 2

1%

1

.5%

0

0% 2012 Actual 2013 Actual

Casino Revenue as % of Total Revenue

Casino Revenue in dollars (millions)

Casino Revenue ($) Casino Revenue as % of Total Revenue

Other Revenue Trends - 2012 to 2015 The revenue from other sources has been volatile. The increase (000’s) in 2012 and 2014 was mostly due to an increase in municipal land sales.

Other Revenue Trends 2012 - 2015 Other Revenue ($) Other Revenue as % of Total Revenue

30

20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0%

25 20 15 10 5 0 2012 Actual 2013 Actual

Other Revenue as % of Total Revenue

In October 2001, the City of Coquitlam began to receive revenue from a casino operation. The City receives 10% of the net earnings from casino operations. Casino revenues are variable as a result of new casinos in the region. In the last few years, casino revenues have steadily declined from $7.5 million Casino Trends - 2012 to 2015 in 2012Revenue to $6.4 million in 2014.

This decline is attributed to increased online gambling and an increase in the number of (000’s) casinos in the Lower Mainland. The 2015 budget was set based on the expectation that revenues would remain low in 2015.

Other Revenue in dollars (millions)

Casino Revenue

2014 Actual 2015 Budget

2014 Actual 2015 Budget

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Revenues—Sewer and Drainage Sewer and Drainage Utility Revenues In 2015, the City of Coquitlam will collect $28 million in revenues from a number of sources including taxes, user rates, fees and service charges, investment income, and inspection and other fees. This compares with $26.4 million in 2014.

The increase in revenue from 2014 to 2015 is mostly due to the increase in tax revenue. The following graph shows the proportional funding from each of these sources for the 2015 Five-Year Financial Plan.

2015 Budgeted Sewer and Drainage Revenues ($28 Million)

2014 Budgeted Sewer and Drainage Revenues ($26.4 Million)

73% - Taxation 20% - User Rates 5% - Fees and Service Charges 2% - Inspections & Other Revenue 1% - Investment Income

Sewer and Drainage Tax Revenue

Sewer and Drainage User Rate Revenue

The largest source of revenue is the sewer frontage tax which is the flat rate charged to homeowners. In 2015, Council approved an increase of 3% from $378 to $389 per home to support requirements. drainage tax revenue Sewer expenditure and Drainage Trends The - 2012 to 2015 per home increased an average of $54 from $56 per home.

(000’s) Sewer and Drainage Tax Trends 2012 - 2015

The second largest source of revenue is user rates, which includes the flat rate charged to rental units and suites, metered customers, as well as penalty revenue. The revenue in 2015 reflects the 3% increase

by Council and volume Sewer and Drainage Userapproved Rates Trends - 2012 to 2015 adjustment.

(000’s) Sewer and Drainage User Rates Trends 2012 - 2015

70%

20

60% 50%

15

40% 10

30% 20%

5

10% 0%

0 2012 Actual 2013 Actual

40

2014 Actual 2015 Budget

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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6

35%

5

30% 25%

4

20%

3

15%

2

10%

1

5% 0%

0 2012 Actual 2013 Actual

2015 Financial Plan Overview

2014 Actual 2015 Budget

Sewer and Drainage Rates as % of Total Revenue

80%

Sewer and Drainage Rates in dollars (millions)

25

User Rates ($) User Rates as % of Total Revenue

Sewer and Drainage Tax as % of Total Revenue

Sewer and Drainage Tax in dollars (millions)

Tax ($) Tax as % of Total Revenue

Sewer and Drainage Fees and Service Charges Revenue This revenue source is a result of the connection fees bylaw approved in July 2004. Connection fees are tied to development.

Revenues wereDrainage high in 2012Fees due to increased development Sewer and and Service Charge Trends activity in Northeast Coquitlam.

2012 to 2015 (000’s)

Fees and Service Charges in dollars (millions)

Fees and Service Charges ($) Fees and Service Charges as % of Total Revenue

3

14%

3

12%

2

10%

2

8% 6%

1

4%

1

2%

0

0%

Fees and Service Charges as % of Total Revenue

Sewer and Drainage Fees and Service Charges Trends 2012 - 2015

2012 Actual 2013 Actual 2014 Actual 2015 Budget

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Revenues—Water Water Utilities Revenue In 2015, the City of Coquitlam will collect $27.6 million in revenues from a number of sources including user rates, investment income, and inspection and other fees. The following pie chart shows the proportional funding from each of these sources for the 2015 Five-Year Financial Plan.

2015 Budgeted Water Revenue ($27.6 million)

2015 Budgeted Water Revenues ($27.6 Million)

96% - User Rates 2% - Fees and Charges 1% - Investment Income 1% - Inspections & Other Revenue

Water Fees and Service Charges Revenue

Water User Rates Trends 2012 - 2015

30

120%

25

100%

20

80%

15

60%

10

40%

5

20%

0

0% 2012 Actual 2013 Actual

42

Water User Rates as % of Total Revenue

Water User Rates in dollars (millions)

User Rates ($) User Rates as % of Total Revenue

This revenue source is a result of the connection fees bylaw approved in July 2004. Connection fees are tied to development.

For 2014, revenuesTrends are projected to be Fees and Service Charges - 2012 tohigh 2015 as a result of ongoing development activity, particularly in (000’s) Northeast Coquitlam.

Water Fees and Service Charges Trends 2012 - 2015 Fees and Service Charges ($) Fees and Service Charges as % of Total Revenue

2.0

14.0% 12.0%

1.5

10.0% 8.0%

1.0

6.0% 4.0%

0.5

2.0% 0.0

0.0% 2012 Actual 2013 Actual

2014 Actual 2015 Budget

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2014 Actual 2015 Budget

Water Fees and Service Charges as % of Total Revenue

The largest source of revenue is the user rate which is the flat rate charged to homeowners. In 2015, Council approved a 1% rate increase from the average rate of $436 to $440 per home to support increased assessments from MVRD’s 5-year average rate increase of 5% in combined with a 2% increase in the City’s inflationary costs. In 2015, Council approved a variable rate for residential water usage to be phased in over a 5-year period.

This would ultimately lead to multi-family water rates being Water User Rates Trends - 2012 toThe 2015 reduced to 60% of the single-family rate. rationale for this (000’s) decision is related to both equity and housing affordability.

Multi-family homes require less piping infrastructure and consume less water than single family homes.

Water Fees and Service Charges in dollars (millions)

Water User Rate Revenue

Expenditures by Department The approved 2015 resource allocation to the various departments is shown below.

2015 Budgeted Department Expenditures ($217 million)

Cost for the Average Home in Coquitlam in 2015 The average cost for a home valued at $594,500 is $2,982 2015 Budgeted Expenditures and Capital Program $217 Million (excluding collections on behalf of other government 22% - Parks,agencies).

Recreation & Culture 16% - Police Services

What each home receives for $2,982

12% - Sewer & Drainage 11% - Engineering

2015

2014

Average Home Value $594,500 $567,000

Water Utility Utility Bill (March): General Government Planning & Development Water (Average) 440 436 Garbage Pick-up & Recycling 287 279 Solid Waste

11% - Fire Protection 11% 8% 3% 3% -

2% - Debt Interest Payments & Other

ed Expenditures and Capital Program $217 Million 22% - Parks, Recreation & Culture 16% - Police Services 12% - Sewer & Drainage 11% - Engineering 11% - Fire Protection 11% - Water Utility 8% - General Government 3% - Planning & Development 3% - Solid Waste 2% - Debt Interest Payments & Other 1% - Other Protection

Sub-total: Police Services Sewer & Drainage Fire Services Strategic Initiatives Recreation Services Parks Services Street Maintenance Arts and Culture Traffic Management Planning & Development

1% - Other Protection

Sub-total:

Total Collection for City Services:

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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727 715 447 423 445 432 384 370 318 315 204 205 142 136 121 128 113 111 48 46 33 28 2,255 2,194 $2,982

2015 Financial Plan Overview

$2,909

43

Chapter 6

2015 Five-Year Operating Plan Overview

2015 Financial Plan The City of Coquitlam continues to grow and prosper with a number of projects underway that will have significant impact and benefit for the future of the City. Over the next 5 years, the City will invest $248 million in capital infrastructure to improve transportation, enhance recreational opportunities and expand water, sewer and drainage infrastructure within the City.

The municipal financial climate in British Columbia is generally positive. Increased revenues from assessment growth continue to exceed historic averages and help to offset the impact of inflation in the City’s budget. During 2014, development activity remained robust although not quite as high as the alltime high of 2013. Development fees help to offset the impact of inflation, while Development Cost Charges (DCCs) help to finance much needed growth-related infrastructure.

The Consumer Price Index (CPI) in the Vancouver area was around 1.5%. However, as a result of contractual commitments, particularly labour, which is impacted by regional settlements and contractual step increments, the City’s inflation rate is approximately 2%. Cost pressures, together with increasing demands placed upon the City’s infrastructure and services by a growing community challenge the City’s financial choices to ensure that we adequately resource each project without impairing our ability to respond in the future.

The Financial Plan incorporates an overall increase in taxes of 2.34% for 2015. This Financial Plan has been prepared with public consultation completed in accordance with the provisions of the Local Government Act. The public consultation process includes a statistically-valid public opinion survey completed by Ipsos Reid to solicit information from residents about their service preferences and satisfaction levels.

In 2015, the City started using Citizen Budget, which is an online engagement tool that replaced the Public Budget meetings which for many years had minimal participation.

The goals of this online budget tool were to assist the City in educating citizens about how their service level choices impact the tax bill and to allow citizens to register their preferences for how Council might make budget choices on their behalf.

The participation rate for this online tool was substantially higher than the traditional budget meetings. The top priorities revealed through these consultation processes continue to be transportation, public safety and recreational facilities, which are clearly emphasized in this Financial Plan.

Council was presented with a range of options for the 2015 Financial Plan which included a base Financial Plan as well as a summary of requests for additional funding. Included in the Base Budget is $717,000 of operating costs related to the capital program, of which $564,000 is in the General Fund.

In 2015, the City will see continued support from senior levels of government. Provincial Traffic Fine Revenues are forecasted to remain at 2014 levels of $1.4 million. In 2015, Translink will provide approximately $3.5M for Operation, Maintenance and Rehabilitation of the major road network located in Coquitlam As always, the challenge facing Coquitlam Council is to balance current financial resources to meet the needs of a growing community and its capacity and willingness for increased taxes. (For more on challenges facing Coquitlam, please refer to Chapter 5.)

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Operating Plan Overview

45

2015 Key Budget Drivers The following chart shows the key drivers for the 2015 tax increase of 2.34%.

The City’s labour contracts, which make up almost half of the operating budget, are the main drivers of the tax increase. Increase in policing costs is another key driver of the tax increase. In 2015, the City added 6 new RCMP positions. These costs and other new initiatives were offset by additional revenues from assessment growth and other revenue increases.

23.

2015 KEY BUDGET DRIVERS Tax Increase 2.34% TAX INCREASE 2.34%

TAX DECREASE

TAX INCREASE Labour Contracts 1.72% 6 New RCMP Officers 0.75% RCMP Contract Inflation 0.70% Operating Costs for New Facilities 0.47% Fleet and Utilities Costs 0.34% Increase in Contribution to Capital 0.34% Reserve Fund Contributions 0.32% Other New Initiatives 0.29% Cultural 0.11% Revenue Increase -0.52% Assessment Growth -2.18%

-3%

-2.5% -2%

-1.5% -1%

0%

1%

1.5%

2%

2.5%

Financial Impact Per Household The following chart shows the key drivers for the 2015 tax increase of 2.34%. The City’s labour contracts, which make up almost half of the operating budget, are the main drivers of the tax increase. Increase in policing costs is another key driver of the tax increase. In 2015, the City added 6 new RCMP positions. These costs and other new initiatives were offset by additional revenues from assessment growth and other revenue 24. 2015increases. vs. 2014 Chart Result

Increased 2015 to the Average Homeowner in Coquitlam Cost in 2015Cost to theinAverage Homeowner in Coquitlam

Police Services

$24

Fire Services

$14

Sewer & Drainage

$13

Waste Management

$8

Parks Services

$6

Planning & Development

$5

Water

$4

Strategic Initiatives

$3 $2

Traffic Manaagement

$2

Arts and Culture

$ -1

Recreation Services

$-7

Street Maintenance $73

$-20

46

$-10

$0

$10

City of Coquitlam Five-Year Financial Plan 2015 - 2019

$20

|

$30

$40

$50

$60

$70

$80

2015 Five-Year Operating Plan Overview

Total

Employee Base - Full-Time Equivalent (FTE) Analysis The City of Coquitlam budgets for full staff complement in all departments. Accordingly, 1154.5 full-time equivalents (FTEs) are budgeted for 2015, including full-time, part-time, auxiliary, casual staff and RCMP members.

Historical comparisons for departmental FTEs are shown below: Full-Time Equivalents (FTEs) Per Department Including RCMP Members

Department

2012 2012 2013 2013 2014 2014 2015 Budget Actual Budget Actual Budget Actual Budget FTE FTE FTE FTE FTE FTE FTE

Deputy City Manager (no Fire or Police) 83.7 85.0 84.7 83.8 89.7 90.6 93.3 Engineering and Public Works 169.7 163.5 175.3 165.8 178.8 178.7 180.1 Fire/Rescue Services 172.7 168.8 182.3 175.4 186.1 181.4 186.7 Manager’s Office 41.4 41.5 43.4 42.6 43.4 44.7 45.5 Parks, Recreation and Cultural Services 287.5 284.6 276.1 272.2 284.7 274.6 239.3 Planning and Development 65.0 62.8 66.0 63.0 69.0 65.5 69.0 Police Services (includes RCMP members) 246.3 236.0 246.7 239.9 250.8 232.5 256.7 Strategic Initiatives 13.0 7.8 27.2 23.5 30.7 25.1 84.0

1079.4 1050.1 1101.6 1066.1 1133.2 1093.1 1154.5

Note: A reorganization in 2015 resulted in the transfer of 50.7 FTE from Parks, Recreation and Culture to Strategic Initiatives

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Operating Plan Overview

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Budgeted FTEs Per Department 2011 to 2014 Including RCMP Members As seen in the chart below, this 2015 estimate of 1154.5 FTEs has increased from 2012-2015 Budgeted Per(Including Department a budget of 1133.2 FTE FTE's in 2014 RCMP members). including RCMP members 2012

350

2013

2014

2015

300 250 200 150 100 50

(in clu de P s R oli CM ce P Ser me vic mb es ers Pa ) rks ,R e an cre d C at ult ion ur e* En gin Fir e/ ee Re rin scu g& e Pu bli cW or (ex Dep ks clu uty de Cit sF yM ire a an nag d R er Str CM at eg P) ic Ini tia tiv es * Pla nn De in g ve a lop nd me M nt an ag er’ sO ffi ce

0

* In 2015, 50.7 FTEs were transfered fromIncrease Parks, Increase in Budgeted FTEs including RCMP In Budgeted Fte's Including Rcmp Members From 2014 To 2015 Recreation and Culture & Strategic Inititatives members from 2014 to 2015 Â The Full Time Equivalents (FTEs) increased by 21.3 in 2015. Council approved 20.5 new positions and 0.8 conversion of existing auxiliary hours to New Permanent permanent positions. As the City continues to 20.5 Positions grow and demand for a variety of new services emerges, reallocation of existing resources is sometimes required as it is not possible to fund every new service demand in the community with a tax increase. Many of these positions Conversions 0.8 were funded from additional revenue and the reallocation of existing resources to meet emerging needs without a tax impact.

TOTAL FTE CHANGE FROM 2014 TO 2015

21.3

0

48

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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5

10

2015 Five-Year Operating Plan Overview

15

20

25

New Permanent Positions in 2015 Including Conversions Department Manager’s Office 1.0 Manager’s Office 0.5 Parks, Recreation & Culture Services 1.0 Parks, Recreation & Culture Services 6.8 Engineering and Public Works 1.0 Deputy City Manager (no Fire or Police) 1.0 Deputy City Manager (no Fire or Police) 0.6 Strategic Initiatives 1.0 Strategic Initiatives 1.5 Strategic Initiatives 0.2 Police Services 6.0

Position Title Records Officer Auxiliary Cashiers Arts and Culture Manager Auxiliary positions Environmental Projects Manager Bylaw Inspector 2 Auxiliary Payroll Clerk Trades 2 Electrician Auxiliary positions Auxiliary Building Service Worker Police members

20.5

Conversions of Auxiliary Positions Engineering and Public Works 0.3 Regular Part-time Clerk3 Fire/Rescue Services 0.6 Fire Clerk Typist 2 Police Services -0.2 Auxiliary Cadet Field Training Program Coordinator 0.8

21.3 City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Operating Plan Overview

49

City Manager’s Office

he City Manager’s Office in municipal government operates much like an executive office in a corporation, overseeing the broad requirements of the organization with the City Manager as Chief Administrative Officer. The City Manager attends meetings of Council and is responsible for providing advice to Council in executing their decisions.

T

The City Manager works with the Deputy City Manager and all the City departments to ensure effective and efficient delivery of City services. Periodically, the City Manager reviews the performance of each department with the General Managers, assisting with problems in the department or in interdepartmental initiatives.

50

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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The Manager’s Office also directly oversees the City Clerk’s Office and Financial Services.

The City Clerk’s Office provides the primary communications link between City Council, staff and the community including the responsibility for the preparation of the agendas and minutes for Council and Committee meetings; maintenance and access to corporate records including City bylaws; administrative support to Council and its Committees; and local government elections.

Financial Services provides long-term financial planning; annual budget development; property tax and utility calculation and collection; investments; accounting; treasury and cash management; purchasing requirements; and all statutory financial reporting.

2015 Five-Year Operating Plan Overview

Key Performance Measures:

City Manager

2009

2010

2011

2012

2013

2014

Citizen’s Rating of Quality of Life

98%

96%

99%

96%

98%

N/A1

Citizen’s Overall Satisfaction of City Services

95%

95%

96%

94%

97%

N/A1

Taxpayer Confidence

86%

81%

81%

83%

88%

N/A1

39,222

40,429

41,054

41,914

42,800

44,601

Property Tax Folios 1

Statistics not available for 2014 as the City did not conduct its Ipsos Read Survey in 2014.

City Manager’s Office Manager's Expenditures

by Type Office Budgeted Expenditures by Type

City Manager’s Office Expenditures Manager's

by FunctionOffice Budgeted Divisional Expenditures

75% - Labour 15% - Others

59% - Financial S

4% - Shipping Courier Charges and Postage

30% - City Clerk

4% Budgeted - Consultant Divisional and Contractor Manager's Office Expenditures

11% - City Manag

1% - Audit Fees 1% - Courses and Memberships

Office Budgeted Expenditures by Type

75% - Labour

59% - Financial Services

15% - Others

30% - City Clerk

4% - Shipping Courier Charges and Postage

11% - City Manager Administration

4% - Consultant and Contractor 1% - Audit Fees 1% - Courses and Memberships City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Operating Plan Overview

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52

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Operating Plan Overview

2015 City of Coquitlam Budget General Operating Department: Manager

2013 2014 2015 2016 2017 2018 2019 Actual Budget Budget Budget Budget Budget Budget

Expenditures Division: (120) City Manager City Manager Administration Total Division: (120) City Manager

494,853 557,223 565,679 565,679 564,031 565,679 565,679 494,853 557,223 565,679 565,679 564,031 565,679 565,679

Division: (230) City Clerk City Clerk Administration 685,912 701,172 713,535 716,342 710,523 712,484 712,484 Records Management 194,102 199,310 201,274 201,274 200,771 201,274 201,274 Elections 357,227 330,000 0 0 0 300,000 0 Central Mail and Switchboard 323,536 353,522 391,223 356,441 356,240 356,441 356,441 City Archives 138,310 117,410 213,799 195,692 197,920 201,594 204,728 Total Division: (230) City Clerk 1,699,089 1,701,414 1,519,831 1,469,749 1,465,454 1,771,793 1,474,927 Division: (270) Financial Services Financial Services Administration 488,468 447,056 448,230 448,230 447,149 448,230 448,230 Accounting 843,123 819,301 836,822 838,946 836,110 838,946 838,946 Revenue Services 564,381.94 614,918 615,427 615,427 613,812 615,427 615,427 Budgeting 283,261 334,520 334,684 338,580 339,383 340,645 340,645 Purchasing 535,307 523,595 536,071 536,071 534,054 536,071 536,071 Stores 259,356 299,455 285,885 285,885 284,951 285,885 285,885 Total Division: (270) Financial Services 2,973,898 3,038,845 3,057,119 3,063,139 3,055,459 3,065,204 3,065,204 Total Expenditures

5,167,841 5,297,482 5,142,629 5,098,567 5,084,944 5,402,676 5,105,810

Revenues

Division: (230) City Clerk City Clerk Administration (8,774) (7,000) (7,000) (7,000) (7,000) (7,000) (7,000) Records Management (295) 0 0 0 0 0 0 Elections (357,227) (330,000) 0 0 0 (300,000) 0 Central Mail and Switchboard 0 0 (34,782) 0 0 0 0 City Archives 0 0 (20,899) 0 0 0 0 Total Division: (230) City Clerk (366,296) (337,000) (62,681) (7,000) (7,000) (307,000) (7,000) Division: (270) Financial Services Financial Services Administration (48,268) (56,750) (50,750) (50,750) (50,750) (50,750) (50,750) Accounting (17,481) (21,000) (27,500) (27,500) (27,500) (27,500) (27,500) Revenue Services (129,174,189) (127,800,182) (133,370,113) (137,785,373) (142,244,460) (147,133,893) (152,674,381) Purchasing (46,376) 0 0 0 0 0 0 Total Division: (270) Financial Services (129,286,315) (127,877,932) (133,448,363) (137,863,623) (142,322,710) (147,212,143) (152,752,631) Total Revenues

(129,652,612) (128,214,932) (133,511,044) (137,870,623) (142,329,710) (147,519,143) (152,759,631)

Net Expenditure (Contribution):

(124,484,770) (122,917,450) (128,368,415) (132,772,056) (137,244,766) (142,116,467) (147,653,821)

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Operating Plan Overview

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Deputy City Manager’s Office

he Deputy City Manager is responsible for many City divisions. The position leads a variety of corporate initiatives. The Deputy City Manager provides support for departments in their delivery of a variety of projects and initiatives. This position is responsible for a number of City departments and sections including: Corporate Communications; Corporate Planning; Economic Development and Tourism; Emergency Programs; Fire/Rescue Services; Human Resources; Information and Communication Technology; Legal Services; and administrative support to the Mayor’s office. The Deputy City Manager is also the City liaison to the RCMP.

T

The Corporate Communications Division provides communication support to improve the effectiveness of internal and external communications, including advertising, marketing, media relations, strategic multi-media advice and management of the Print Shop, as well as content development, design and management of the City website and Social Media channels.

The Manager Corporate Planning is responsible for coordinating the Strategic Planning and Business Planning processes, which determine the long- and short-term goals and objectives for the organization. An important part of the process includes working with Council, staff and the public to establish the vision, mission and values for the community and City organization. This position also develops the Strategic Plan that serves as a guide for all other long-range planning for the City such as the Financial Plan and the City-wide Official Community Plan.

54

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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Economic Development and Tourism are responsible for delivering the City of Coquitlam’s Economic Action Plan, which focuses on increasing the economic vitality of the City of Coquitlam. The division is responsible for advancing these goals by working closely with the local business community and various partners to increase employment opportunities, market the City and attract investors and tourists.

Human Resources is responsible for developing and managing corporate programs that impact employees such as: Recruitment and Selection, Labour Relations, Collective Bargaining, Training, Staff Development, Health and Safety, Payroll, Benefits, and Job Evaluation.

The Information and Communications Technology (ICT) staff support all of the City’s integrated software applications and coordinate telecommunications requirements such as telephones, cell phones and mobile devices. They engage in the long-term capital and strategic planning for hardware acquisitions and information systems for the City of Coquitlam and provide technical support to the City’s Internet and Intranet applications. The Manager, ICT also supports QNet, a municipal corporation owned by the City of Coquitlam, which enables community access to fibre optics and competitive telecommunications services.

The Legal, Bylaw Enforcement, Business Licensing and Animal Services Division oversee all legal matters for the City, as well as bylaw enforcement and business licensing. In addition, they operate Coquitlam’s Animal Shelter and animal care services, including volunteer coordination at the facility. The City Solicitor is responsible for legal counsel at the City.

2015 Five-Year Operating Plan Overview

Key Performance Measures:

Deputy City Manager

2009

2010

2011

2012

2013

2014

73%

85%

76%

76%

89%

N/A1

Employee Turnover

12.0%

12.0%

9.9%

9.5%

10.0%

9.7%

Employee Vacancy

6.3%

7.3%

6.4%

4.1%

5.5%

5.3%

Bylaw Enforcement Notices

5,477

5,586

7,918

9,554

14,489

15,384

24%

25%

29%

32%

35%

39%

2015 Five-Year Operating Plan Overview

55

Customer Contact Satisfaction

Online Transactions 1

Statistics not available for 2014 as the City did not conduct its Ipsos Read Survey in 2014.

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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Deputy City Manager’s Office ExpendituresDeputy

by Type City Manager Budgeted Expenditures by Type

Deputy City Manager’s Office Expenditures

by Function Deputy City Manager Budgeted Divisional Expenditures 47% - Police Protection 34% - Fire Protection

51% - Labour

7% - Information and Technology (ICT)

34% - RCMP Contract Costs 11% - Other

4% - Legal Services

3% - Equipment and Related Charges

4% - Human Resource

2% - Corporate Comm

1% - General, Clothing & Safety Supplies

nager Budgeted Expenditures by Type

1% - Deputy City Man Administration

0.43% - Utilities

Deputy City Manager Budgeted Divisional Expenditures 51% - Labour

47% - Police Protection

34% - RCMP Contract Costs

34% - Fire Protection

11% - Other

1% - Economic Develo & Public Affairs

7% - Information and Communication Technology (ICT)

3% - Equipment and Related Charges

4% - Legal Services

1% - General, Clothing & Safety Supplies

4% - Human Resources 2% - Corporate Communications

0.43% - Utilities

1% - Deputy City Manager Administration 1% - Economic Development & Public Affairs

2015 City of Coquitlam Budget General Operating Department: Deputy City Manager

2013 2014 2015 2016 2017 2018 2019 Actual Budget Budget Budget Budget Budget Budget

Expenditures Division: (220) Legal Services Legal Services Bylaw Enforcement Licensing Total Division: (220) Legal Services

852,530 751,445 770,283 775,991 773,811 776,053 776,053 1,646,820 1,809,404 1,861,521 1,872,314 1,875,560 1,882,057 1,882,081 554,749 521,320 530,419 530,419 528,905 530,419 530,419 3,054,101 3,082,169 3,162,223 3,178,724 3,178,276 3,188,529 3,188,553

Division: (240) Information and Communications Technology Information and Communications Technology Administration 293,605 324,187 328,584 328,584 327,634 328,584 328,584 Technical Services 2,024,865 2,023,982 2,077,342 2,092,406 2,098,976 2,112,766 2,113,385 Application Services 2,306,931 2,211,127 2,315,700 2,363,126 2,401,989 2,452,033 2,499,877 Telecom Services 62,670 87,273 97,524 97,672 97,503 97,920 98,073 Total Division: (240) Information and Communications Technology 4,688,072 4,646,569 4,819,150 4,881,788 4,926,102 4,991,303 5,039,919 Division: (620) Deputy City Manager Administration Deputy City Manager Administration 692,169 827,492 837,704 842,159 841,516 844,355 846,355 Total Division: (620) Deputy City Manager Administration 692,169 827,492 837,704 842,159 841,516 844,355 846,355

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City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Operating Plan Overview

2015 City of Coquitlam Budget General Operating Department: Deputy City Manager

2013 2014 2015 2016 2017 2018 2019 Actual Budget Budget Budget Budget Budget Budget

Division: (250) Human Resources Human Resources Administration 1,426,124 1,246,944 1,237,742 1,235,032 1,234,163 1,240,552 1,242,099 Employee Development, Safety & Health 698,180 722,956 738,259 738,404 736,526 738,404 738,404 Benefits & Compensation 645,336 608,587 602,271 606,552 607,247 609,174 609,174 Total Division: (250) Human Resources 2,769,641 2,578,487 2,578,272 2,579,988 2,577,936 2,588,130 2,589,677 Division: (280) Corporate Communications Corporate Communication 1,056,196 1,106,763 1,422,983 1,422,730 1,421,668 1,425,033 1,425,033 Total Division: (280) Corporate Communications 1,056,196 1,106,763 1,422,983 1,422,730 1,421,668 1,425,033 1,425,033 Division: (610) Fire Protection Coquitlam Emergency Program 240,907 320,676 348,103 348,103 347,600 348,103 348,103 Fire Administration 1,851,886 1,777,725 1,826,044 1,848,266 1,854,604 1,865,413 1,869,142 Fire Communications 1,092,862 1,209,930 1,260,242 1,272,665 1,271,466 1,271,466 1,271,914 Fire Prevention 887,763 885,554 914,007 914,007 910,874 920,262 920,262 Fire Suppression 18,200,858 18,570,624 19,156,153 19,441,406 19,554,978 19,691,400 19,755,613 Fire Training Division 756,244 456,386 460,310 460,310 459,207 460,310 460,310 Fire Facility Maintenance 283,869 298,419 345,402 352,003 357,434 363,514 370,379 Total Division: (610) Fire Protection 23,314,392 23,519,314 24,310,261 24,636,760 24,756,163 24,920,468 24,995,723 Division: (630) Police Protection Police Administration Operations 6,341,905 6,516,370 6,782,103 6,820,848 6,820,961 6,860,924 6,873,981 Community Policing 910,334 1,126,024 1,002,277 1,000,354 997,879 1,000,795 1,001,089 Police Contract 21,542,825 23,405,690 25,133,392 25,622,644 26,120,840 26,501,665 26,853,491 Police Facility Management 605,010 511,391 536,684 542,469 548,051 553,305 560,358 E-Comm 135,265 151,819 151,819 151,819 151,819 151,819 151,819 Total Division: (630) Police Protection 29,535,340 31,711,294 33,606,275 34,138,134 34,639,550 35,068,508 35,440,738 Division: (650) Economic Development Economic Development 512,144 493,932 546,882 546,882 345,978 346,882 346,882 Total Division: (650) Economic Development 512,144 493,932 546,882 546,882 345,978 346,882 346,882 Total Expenditures

65,622,058 67,966,020 71,283,750 72,227,165 72,687,189 73,373,208 73,872,880

Revenues Division: (220) Legal Services Legal Services (15,639) (8,000) (8,000) (8,000) (8,000) (8,000) (8,000) Bylaw Enforcement (1,004,978) (971,140) (986,812) (986,812) (986,812) (986,812) (986,812) Licensing (1,624,375) (1,516,451) (1,516,915) (1,516,915) (1,516,915) (1,516,915) (1,516,915) Total Division: (220) Legal Services (2,644,993) (2,495,591) (2,511,727) (2,511,727) (2,511,727) (2,511,727) (2,511,727)

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Operating Plan Overview

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2015 City of Coquitlam Budget General Operating Department: Deputy City Manager

2013 2014 2015 2016 2017 2018 2019 Actual Budget Budget Budget Budget Budget Budget

Division: (240) Information and Communications Technology Telecom Services (178,736) (131,209) (214,439) (214,439) (214,439) (214,439) (214,439) Total Division: (240) Information and Communications Technology (178,736) (131,209) (214,439) (214,439) (214,439) (214,439) (214,439) Division: (250) Human Resources Human Resources Administration (230,412) (110,000) (110,000) (110,000) (110,000) (110,000) (110,000) Employee Development, Safety & Health (180,125) (170,478) (170,478) (170,478) (170,478) (170,478) (170,478) Benefits & Compensation (750) (1,125) (1,125) (1,125) (1,125) (1,125) (1,125) Total Division: (250) Human Resources (411,288) (281,603) (281,603) (281,603) (281,603) (281,603) (281,603) Division: (280) Corporate Communications Corporate Communication (10,362) (5,000) (15,000) (5,000) (5,000) (5,000) (5,000) Total Division: (280) Corporate Communications (10,362) (5,000) (15,000) (5,000) (5,000) (5,000) (5,000) Division: (610) Fire Protection Coquitlam Emergency Program (820) (20,750) (20,750) (20,750) (20,750) (20,750) (20,750) Fire Administration (11,174) 0 0 0 0 0 0 Fire Communications (22,408) (40,000) 0 0 0 0 0 Fire Prevention (94,930) (120,415) (120,415) (120,415) (120,415) (120,415) (120,415) Fire Suppression (238,370) (6,000) (6,000) (6,000) (6,000) (6,000) (6,000) Fire Training Division (7,081) 0 0 0 0 0 0 Total Division: (610) Fire Protection (374,785) (187,165) (147,165) (147,165) (147,165) (147,165) (147,165) Division: (630) Police Protection Police Administration Operations (1,591,638) (1,624,400) (1,624,400) (1,624,400) (1,624,400) (1,624,400) (1,624,400) Community Policing (94,548) (86,990) (86,990) (86,990) (86,990) (86,990) (86,990) Police Contract (3,854,957) (3,283,028) (3,682,434) (3,729,050) (3,535,345) (3,561,592) (3,576,808) Police Facility Management (53,350) (55,000) (55,000) (55,000) (55,000) (55,000) (55,000) Total Division: (630) Police Protection (5,594,495) (5,049,418) (5,448,824) (5,495,440) (5,301,735) (5,327,982) (5,343,198) Division: (650) Economic Development Economic Development (227,497) (200,000) (240,000) (240,000) (40,000) (40,000) (40,000) Total Division: (650) Economic Development (227,497) (200,000) (240,000) (240,000) (40,000) (40,000) (40,000) Total Revenues

(9,442,158) (8,349,986) (8,858,758) (8,895,374) (8,501,669) (8,527,916) (8,543,132)

Net Expenditure (Contribution):

56,179,899 59,616,034 62,424,992 63,331,791 64,185,520 64,845,292 65,329,748

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City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Operating Plan Overview

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Operating Plan Overview

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Fire/Rescue

mergency response to structure fires is only one of the Coquitlam Fire/Rescue’s (CFR) core roles and responsibilities with medical emergencies, motor vehicle incidents, public assistance requests, and animal rescues all adding to the service to our citizens.

E

Additionally, CFR provides emergency response to specialized and technical rescues such as those involving heights, industry, confined space, trench and water. Chemical, Biological, Radiation, Nuclear, and Explosives (CBRNE) incidents at railways, trucking or other modes of transport are mitigated by highly trained, equipped and certified personnel operating out of the Austin Heights Fire Station. CFR is also trained and equipped in wild-land urban interface firefighting and can provide exterior structural sprinkler protection in that environment.

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City of Coquitlam Five-Year Financial Plan 2015 - 2019

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CFR is very active in promoting Fire Prevention and Education Programs which aid in reducing the number of firerelated injuries or death and property loss. Citizens benefited from various prevention programs available such as school education, fire extinguisher training, fire reduction instruction, juvenile fire setter interventions and public relation events.

Inspections of multi-family residences, industrial, institutional and commercial buildings take place each year. As well as their commitment to public life safety, fire prevention staff are also trained to conduct fire investigations for cause determination as well as prepare pre-incident plans and conduct plan checking for new construction compliance to the Fire Code related to life-safety issues.

The Emergency Program Manager is responsible for coordinating the emergency planning of all internal and external resources to address any man-made or natural disaster that may occur in the City. Emergency Preparedness includes the preparation and planning to safeguard the health, safety and welfare of Coquitlam citizens and to provide effective response and recovery as much as possible. This office is also responsible for the effective use of the emergency operations centres, the organization and preparedness of staff and volunteers, and for the promotion of public and corporate emergency preparedness.

2015 Five-Year Operating Plan Overview

Key Performance Measures:

Fire / Rescue

2009

2010

2011

2012

2013

2014

N/A

N/A

6,808

7,374

7,144

769

5,810

5,838

5,728

6,245

6,088

1,310

6.1

6.2

6.2

6.3

6.0

6.3

Training Hours

N/A

N/A

35,364

39,852

32,316

26,8121

Citizen Satisfaction with Fire Services

96%

95%

93%

96%

98%

N/A2

Dispatch Call Volume Fire Incident Responses Fire Response Times

Note: New measures were implemented in 2011.

1 Statistics not available for 2014 as the City did not conduct its Ipsos Read Survey in 2014.

2 Fire/Rescue training hours reduction is due to a business improvement process for effective and efficient training program for all Fire/Rescue staff.

Fire Services Services Budgeted Expenditures by Type Expenditures Fire

by Type

Fire Services Fire Services Budgeted Divisional Expenditure Expenditures by Function

79% - Suppressi

84% - Labour 9% - Equipment and Related Charges

8% - Administr

4% - Other

4% - Preventio

2% - General, Clothing & Safety Supplies

2% - Training D

5% - Communi

Fire Services Budgeted Divisional Expenditure 1% - Utilities

es Budgeted Expenditures by Type

1% - Fire Facili

79% - Suppression

84% - Labour 9% - Equipment and Related Charges

8% - Administration

4% - Other

4% - Prevention

2% - General, Clothing & Safety Supplies

2% - Training Division

5% - Communications

1% - Coquitlam Emergency Program

1% - Utilities City of Coquitlam Five-Year Financial Plan 2015 - 2019

1% - Coquitlam

1% - Fire Facility Maintenance |

2015 Five-Year Operating Plan Overview

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RCMP Coquitlam Detachment

hh Regional and integrated policing allows Coquitlam RCMP to share information and resources with other law enforcement agencies to address “borderless” public safety such as organized crime and gang violence, as well as access to specialized services that require specific and costly training and equipment such as police service dogs and forensic identification services.

rom 24/7 patrol and criminal investigations to community-based education and crime prevention programs, the Coquitlam RCMP team of sworn police officers, municipal employees and volunteers is committed to delivering top quality, client-focused policing and public safety services to the citizens of Coquitlam.

F

The City of Coquitlam shares the Coquitlam RCMP’s costs and services with the City of Port Coquitlam; a partnership that provides both communities with effective, efficient and affordable policing.

The Coquitlam RCMP team works in partnership with the City and its staff to make Coquitlam a healthy, vibrant and safe community for residents, businesses and visitors.

Focusing on three long-term strategic outcomes— building a strong organization, practicing strategic service delivery, and creating safe, secure communities—the Coquitlam RCMP team’s projects, programs and initiatives fall into the following three categories: hh Reactive- and response-oriented policing includes responses to calls by 9-1-1 call-takers and uniformed General Duty and Traffic Services officers, as well as the work of support sections such as Major Crimes and Victim Services. Most of the Coquitlam RCMP team either does this work directly or supports those who do. hh Strategic and proactive policing goes beyond policing’s “enforcement” mandate to allow the Coquitlam RCMP team to work on preventing and reducing crime and disorder rather than just responding after the fact.

The support of stakeholders in local government and community organizations is vital to the success of these approaches.

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2015 Five-Year Operating Plan Overview

Key Performance Measures:

Police Services

2009

2010

2011

2012

2013

2014

719

776

670

825

905

769

1,368

1,308

1,510

1,332

1,400

1,310

834

855

841

828

880

N/A1

55

54

49

48

50

N/A1

Calls for service

N/A

39,417

36,305

36,604

38,029

37,419

Citizen Satisfaction with Police Services

90%

93%

92%

92%

95%

N/A2

Break & Enter - Business & Residents Theft from Vehicle Officer per Population Ratio Case Load per Officer

1 2

Data is compiled and distributed annually by the BC Ministry of Justice, Police Services Division.

Statistics not available for 2014 as the City did not conduct its Ipsos Read Survey in 2014.

Police Services Budgeted Expenditures by Type Police Services Expenditures by Type

Police Services Police Services Expenditures by Function

Budgeted Divisional Expenditures

75% - RCMP Poli 75% - RCMP Contract

20% - Administra Records M Clerical Su

22% - Labour 2% - Other

3% - Communit

1% - Utilities

Services Budgeted Expenditures by Type

2% - Police Faci

0.5% - Radio Dispatch

Police Services Budgeted Divisional Expenditures

75% - RCMP Contract

75% - RCMP Police Contact

22% - Labour

20% - Administration, Dispatch, Records Management & Clerical Support

2% - Other 1% - Utilities

0.5% - Radio/Rem

3% - Community Policing

0.5% - Radio Dispatch

2% - Police Facility Managmemt 0.5% - Radio/Remote Dispatch Levies

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Operating Plan Overview

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Engineering and Public Works

T

he Engineering and Public Works Department plans, designs, constructs, operates, and maintains the core service systems that supply water for drinking and fire fighting, disposes of sanitary sewage and drainage, as well as multi-modal transportation facilities, including roads, bridges, walkways, street lighting and traffic signal systems. The Department also maintains the corporate fleet that includes passenger vehicles, trucks and construction equipment.

Engineering and Public Works conducts studies and plans and coordinates the capital works program as it relates to the provision transportation, drainage, water and sewer systems.

The department also maintains record drawings and high quality maps of the City. The Coquitlam Engineering and Public Works Department was the first agency in Canada accredited by the American Public Works Association in 1998.

To meet the needs of the citizens of Coquitlam, the Engineering and Public Works Department is comprised of the following divisions: hh hh hh hh hh

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Design and Construction Environment Services Infrastructure Planning Transportation Planning Public Works

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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Engineering and Public Works is also responsible for the City’s environmental services, including: energy management and climate action; development and implementation of environmental programs, policies and objectives; City-wide waste reduction and recycling; water conservation; and environmental protection.

2015 Five-Year Operating Plan Overview

Key Performance Measures:

Engineering & Public Works

2009

2010

2011

2012

2013

2014

5,147

5,807

5,020

4,545

4,319

4,221

# Sewer Sanitary Backups

54

67

57

38

37

69

# Low Water Pressure Complaints

77

79

58

58

25

83

Public Works

97%

97%

98%

98%

98%

N/A1

Recycling & Garbage

76%

88%

84%

88%

92%

N/A1

Road Maintenance

72%

74%

71%

76%

83%

N/A1

$266,000

$524,000

$519,000

805,000

504,000

571,712

Customer Service Requests

Citizen Satisfaction with:

Inspection Fee Revenues 1

Statistics not available for 2014 as the City did not conduct its Ipsos Read Survey in 2014.

EngineeringEngineering and Public&Works Engineering and Public Works Public Works - General Fund Expenditures by Type ExpendituresEngineering

by Fund & Public Works Budgeted Expenditures byBudgeted Budgeted Expenditures by Type Fund

38% - Labour

36% - Sewer & Drainage Utility

29% - Contracto

36% - Water Utility

10% - Disposal C

18% - Engineering & Public Works (General Fund)

& Public Works Budgeted Expenditures by Fund

7% - Equipmen

Engineering & Public - General Fund 10% Works - Solid Waste Budgeted Expenditures by Type

6% - General S 5% - Utilities 5% - Other

36% - Sewer & Drainage Utility

38% - Labour

36% - Water Utility

29% - Contractor

18% - Engineering & Public Works (General Fund)

10% - Disposal Costs

10% - Solid Waste

6% - General Supplies

7% - Equipment & Related Charges 5% - Utilities 5% - Other

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Operating Plan Overview

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Engineering and Public Works Budgeted Expenditures by Function

Engineering and Public Works – Solid Waste Budgeted Expenditures Engineeringby & Type Public Works - Solid Waste

Engineering & Public Works Budgeted Divisional Expenditure

Budgeted Expenditures by Type

67% - Infrastructure Maintenance 8% - Design & Construction

59% - Contractor

8% - Environmental Services

29% - Disposal Costs

8% - Utiliity Programs

7% - Other

Transportation Engineering6%&- Public WorksServices - Solid Waste 3% Operations Management Budgeted Expenditures by Type

5% - Labour

& Customer Service

ublic Works Budgeted Divisional Expenditure

67% - Infrastructure Maintenance

59% - Contractor

8% - Design & Construction

29% - Disposal Costs

8% - Environmental Services

7% - Other

8% - Utiliity Programs

5% - Labour

6% - Transportation Services 3% - Operations Management & Customer Service

Engineering & Public Works - Sewer and Drainage Utility

Engineering and Public Works – Water Utility Budgeted Expenditures

by Type Water by OC

Engineering and Public Works – Sewer & Drainage Utility Budgeted Expenditures by Type Budgeted Expenditures by Type

44% - Water District Purchase Costs

52% - Sewer & Drainag

17% - Other

20% - Contributions to C

16% - Contributions to Capital Program

14% - Labour

11% - Labour

7% - Contractor

3% - Equipment & Related Charges

4% - Equipment & Clie Related Charges

2% - Contractor

Engineering & Public Sewer and Drainage Utility 2% -Works General-Supplies Budgeted Expenditures

by Type 2% - Utilities

52% - Sewer & Drainage District Levy

44% - Water District Purchase Costs

20% - Contributions to Capital Program

17% - Other

14% - Labour

16% - Contributions to Capital Program

7% - Contractor

11% - Labour

4% - Equipment & Client Related Charges

3% - Equipment & Related Charges 2% - Contractor

2% - General Supplies

2% - General Supplies

1% - Utilities

2% - Utilities

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2015 Five-Year Operating Plan Overview

2% - General Supplies 1% - Utilities

2015 City of Coquitlam Budget General Operating Dept.: Engineering & Public Works

2013 Actual

2014 Budget

2015 Budget

2016 Budget

2017 Budget

2018 Budget

2019 Budget

Expenditures Division: (410) Engineering Management Operations General Management Administration Total Division: (410) Engineering Management

335,494 326,018 339,081 342,337 341,948 343,126 343,126 335,494 326,018 339,081 342,337 341,948 343,126 343,126

Division: (420) Design and Construction Customer Service 273,771 233,197 255,458 257,967 259,732 262,284 262,284 Administrative Support 189,709 222,549 217,780 220,152 221,904 225,274 226,927 Infrastructure Inspections 583,053 645,532 675,598 678,966 679,932 686,078 686,098 Project Management 74,710 101,300 13,196 16,288 16,752 20,533 20,533 Total Division: (420) Design and Construction 1,121,244 1,202,578 1,162,032 1,173,373 1,178,320 1,194,169 1,195,842 Division: (450) Public Works Public Works Administration 428,719 447,774 455,279 455,279 453,848 455,279 455,279 Communication 20,156 6,778 7,001 7,001 7,001 7,001 7,001 Service Centre Administration 65,672 36,611 38,998 39,115 39,234 39,354 39,475 Fleet 107,839.45 0 0 0 0 0 0 Work Control 227,899 242,838 255,396 258,773 259,619 260,557 260,557 Roads 5,118,296.85 5,541,869 4,970,227 4,986,827 4,994,436 5,001,030 5,018,646 Methane Recovery System 99,719 98,000 99,796 99,818 99,818 99,840 99,840 Traffic Operations 3,075,847 3,400,596 3,484,173 3,552,302 3,605,763 3,671,715 3,741,727 Total Division: (450) Public Works 9,144,151 9,774,466 9,310,870 9,399,115 9,459,719 9,534,776 9,622,525 Division: (460) Transportation Services Transportation Planning 755,078 769,832 774,246 780,254 780,976 787,443 791,092 Total Division: (460) Transportation Services 755,078 769,832 774,246 780,254 780,976 787,443 791,092 Division: (490) Infrastructure Planning Survey 252,537.22 311,442 309,702 316,465 321,938 326,152 328,459 Mapping 648,826 623,962 648,140 653,433 655,275 660,165 662,472 Utility Programming 156,381 154,794 157,696 157,696 157,125 157,696 157,696 Total Division: (490) Infrastructure Planning 1,057,745 1,090,198 1,115,538 1,127,594 1,134,338 1,144,013 1,148,627 Division: (160) Environmental Services Environmental Services 1,162,239 1,076,010 1,159,696 1,056,345 1,054,113 1,027,052 1,027,052 Waste Management 7,827,075 7,889,572 7,321,612 7,743,354 8,181,151 8,632,513 9,101,007 Total Division: (160) Environmental Services 8,989,315 8,965,582 8,481,308 8,799,699 9,235,264 9,659,565 10,128,059 Total Expenditures

21,403,029 22,128,674 21,183,075 21,622,372 22,130,565 22,663,092 23,229,271

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2015 Five-Year Operating Plan Overview

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2015 City of Coquitlam Budget General Operating Dept.: Engineering & Public Works

2013 Actual

2014 Budget

2015 Budget

2016 Budget

2017 Budget

2018 Budget

2019 Budget

Revenues Division: (420) Design and Construction Customer Service (3,739) (2,000) (8,000) (8,000) (8,000) (8,000) (8,000) Infrastructure Inspections (571,711) (759,549) (709,549) (709,549) (709,549) (709,549) (709,549) Project Management (110,098) (65,500) (145,500) (145,500) (145,500) (145,500) (145,500) Total Division: (420) Design and Construction (685,550) (827,049) (863,049) (863,049) (863,049) (863,049) (863,049) Division: (450) Public Works Service Centre Administration (1,985) 0 0 0 0 0 0 Fleet (27,683) 0 0 0 0 0 0 Roads (909,625) (954,865) (947,000) (963,600) (980,532) (997,803) (1,015,419) Methane Recovery System (99,719) (98,000) (99,840) (99,840) (99,840) (99,840) (99,840) Traffic Operations (1,303,518) (1,233,850) (1,270,600) (1,283,924) (1,297,484) (1,311,377) (1,325,516) Total Division: (450) Public Works (2,342,532) (2,286,715) (2,317,440) (2,347,364) (2,377,856) (2,409,020) (2,440,775) Division: (490) Infrastructure Planning Mapping (21,635) (22,000) (22,000) (22,000) (22,000) (22,000) (22,000) Total Division: (490) Infrastructure Planning (21,635) (22,000) (22,000) (22,000) (22,000) (22,000) (22,000) Division: (160) Environmental Services Environmental Services (189,031) (74,000) (76,000) (76,000) (76,000) (76,000) (76,000) Waste Management (7,827,075) (7,889,571) (7,321,612) (7,739,448) (8,173,630) (8,624,590) (9,093,083) Total Division: (160) Environmental Services (8,016,106) (7,963,571) (7,397,612) (7,815,448) (8,249,630) (8,700,590) (9,169,083) Total Revenues Net Expenditure (Contribution):

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(11,065,824) (11,099,335) (10,600,101) (11,047,861) (11,512,535) (11,994,659) (12,494,907) 10,337,205 11,029,339 10,582,974 10,574,511 10,618,030 10,668,433 10,734,364

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Operating Plan Overview

2015 City of Coquitlam Budget Sewer & Drainage Operating Dept.: Engineering & Public Works

2013 Actual

2014 Budget

2015 Budget

2016 Budget

2017 Budget

2018 Budget

2019 Budget

Expenditures

Division: (450) Public Works Storm Sewerage 3,692,096 3,236,849 3,923,482 4,503,648 4,595,729 4,704,530 4,729,986 Sanitary Sewerage 2,881,935 2,370,354 2,734,893 2,803,186 2,823,252 2,853,735 2,861,205 Total Division: (450) Public Works 6,574,032 5,607,203 6,658,375 7,306,834 7,418,981 7,558,265 7,591,191 Division: (490) Infrastructure Planning Sewer Infrastructure Management 18,522,945 19,831,112 20,802,863 21,716,281 23,239,884 24,810,305 26,564,008 Total Division: (490) Infrastructure Planning 18,522,945 19,831,112 20,802,863 21,716,281 23,239,884 24,810,305 26,564,008 Division: (160) Environmental Services Environmental Services 25,000 162,795 136,147 140,150 140,790 141,167 141,167 Total Division: (160) Environmental Services 25,000 162,795 136,147 140,150 140,790 141,167 141,167 Total Expenditures

25,121,978 25,601,110 27,597,385 29,163,265 30,799,655 32,509,737 34,296,366

Revenues Division: (450) Public Works Storm Sewerage (4,515,260) (4,533,411) (4,904,077) (5,158,073) (5,423,635) (5,701,574) (5,992,276) Sanitary Sewerage (345,671) (380,000) (350,000) (350,000) (350,000) (350,000) (350,000) Total Division: (450) Public Works (4,860,932) (4,913,411) (5,254,077) (5,508,073) (5,773,635) (6,051,574) (6,342,276) Division: (490) Infrastructure Planning Sewer Infrastructure Management (21,318,602) (20,687,699) (22,343,308) (23,655,192) (25,026,020) (26,458,163) (27,954,090) Total Division: (490) Infrastructure Planning (21,318,602) (20,687,699) (22,343,308) (23,655,192) (25,026,020) (26,458,163) (27,954,090) Total Revenues

(26,179,535) (25,601,110) (27,597,385) (29,163,265) (30,799,655) (32,509,737) (34,296,366)

Net Expenditure (Contribution): (1,057,557) 0 0 0 0 0 0

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Operating Plan Overview

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2015 City of Coquitlam Budget Water Operating Dept.: Engineering & Public Works

2013 Actual

2014 Budget

2015 Budget

2016 Budget

2017 Budget

2018 Budget

2019 Budget

Expenditures

Division: (450) Public Works Water Infrastructure Maintenance 15,945,576 15,804,150 17,602,886 19,043,318 20,734,764 22,015,237 22,810,094 Construction Crew 354 34 0 0 0 0 0 Total Division: (450) Public Works 15,945,931 15,804,184 17,602,886 19,043,318 20,734,764 22,015,237 22,810,094 Division: (490) Infrastructure Planning Water Infrastructure Management 8,555,014 9,939,705 9,702,364 11,193,421 12,415,564 14,170,475 16,635,107 Total Division: (490) Infrastructure Planning 8,555,014 9,939,705 9,702,364 11,193,421 12,415,564 14,170,475 16,635,107 Division: (160) Environmental Services Environmental Services 142,485 211,756 219,472 222,250 224,451 226,556 228,061 Total Division: (160) Environmental Services 142,485 211,756 219,472 222,250 224,451 226,556 228,061 Total Expenditures

24,643,431 25,955,645 27,524,722 30,458,989 33,374,779 36,412,268 39,673,262

Revenues Division: (450) Public Works Water Infrastructure Maintenance (337,959) (345,000) (345,000) (345,000) (345,000) (345,000) (345,000) Construction Crew (242) 0 0 0 0 0 0 Total Division: (450) Public Works (338,201) (345,000) (345,000) (345,000) (345,000) (345,000) (345,000) Division: (490) Infrastructure Planning Water Infrastructure Management (26,206,132) (25,610,645) (27,179,722) (30,113,989) (33,029,779) (36,067,268) (39,328,262) Total Division: (490) Infrastructure Planning (26,206,132) (25,610,645) (27,179,722) (30,113,989) (33,029,779) (36,067,268) (39,328,262) Division: (160) Environmental Services

Environmental Services (4,581) 0 0 0 0 0 0 Total Division: (160) Environmental Services (4,581) 0 0 0 0 0 0 Total Revenues

(26,548,915) (25,955,645) (27,524,722) (30,458,989) (33,374,779) (36,412,268) (39,673,262)

Net Expenditure (Contribution): (1,905,483) 0 0 0 0 0 0

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2015 Five-Year Operating Plan Overview

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Operating Plan Overview

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Planning and Development

T

he Planning and Development Department is responsible for developing a wide range of land use plans and strategies and for processing applications for buildings and subdivisions, site preparation, land use changes and development proposals.

Guided by Council’s vision, staff works with the public, the private sector and other levels of government to ensure that the City’s planning and development reflect the community’s needs and is consistent with local, regional, provincial and federal plans and projects.

Planning for the future needs of the community includes policies and plans for shaping urban development and growth. Plans for guiding the growth of Coquitlam incorporate land use concepts and policies, transportation systems, environmental considerations, infrastructure requirements, business and service opportunities, heritage planning and neighbourhood characteristics and amenities. Planning of this scope requires extensive consultation and research.

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The City of Coquitlam has a Citywide Official Community Plan that includes policies and plans at a general level for the whole City, as well as individual Area and Neighbourhood plans. By following these plans and policies, Coquitlam can manage growth and change appropriately, so residents and businesses will have the amenities and infrastructure necessary for a safe and desirable community life.

Using these policies and plans as a guide, the Planning and Development Department reviews proposed development projects and advises Council on how and where development should proceed along with specific considerations, such as urban design, heritage and environmental protection, and servicing requirements. On subdivision, plumbing and building matters, department staff are responsible for approving applications as well as conducting inspections on new buildings and construction to ensure public safety and consistency and conformance with legislation, City Bylaws and Council policies.

2015 Five-Year Operating Plan Overview

Key Performance Measures:

Planning & Development

2009

2010

2011

2012

2013

2014

Total Building Permits Issued

884

879

1,091

968

888

885

Total Inspections Performed

14,261

14,832

18,017

19,629

17,926

18,760

328

464

539

447

373

345

80%

79%

68%

78%

80%

NA1

Total Development Applications Citizen Satisfaction with Neighbourhood Planning 1

Statistics not available for 2014 as the City did not conduct its Ipsos Read Survey in 2014.

Planning and Development Expenditures by Type

Planning and Development Expenditures by Function

Planning and Development Budgeted Expenditures by Type

Planning and Development Budgeted Activities

96% - Labour

43% - Building Pe

3% - Consultant and Contractor

29% - Developme

1% - Mileage

20% - Community

0.6% - Other

d Development Budgeted Expenditures by Type

Planning and Development Budgeted Activities

8% - Administra

43% - Building Permits

96% - Labour 3% - Consultant and Contractor

29% - Development Services

1% - Mileage

20% - Community Planning 8% - Administration

0.6% - Other

2015 City of Coquitlam Budget General Operating Department: Planning and Development

2013 2014 2015 2016 2017 2018 2019 Actual Budget Budget Budget Budget Budget Budget

Expenditures Division: (510) Planning and Development Administration Planning & Development Administration 809,464 573,514 544,411 544,411 542,755 544,411 544,411 Total Division: (510) Planning and Development Administration 809,464 573,514 544,411 544,411 542,755 544,411 544,411 Division: (520) Community Planning Community Planning 1,041,247 1,428,222 1,411,921 1,437,255 1,452,698 1,475,208 1,493,578 Total Division: (520) Community Planning 1,041,247 1,428,222 1,411,921 1,437,255 1,452,698 1,475,208 1,493,578 City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 City of Coquitlam Budget General Operating Department: Planning and Development

2013 Actual

2014 Budget

2015 Budget

2016 Budget

2017 Bud get

2018 Budget

2019 Budget

Division: (530) Development Services Development Services Administration 236,118 212,328 214,801 214,801 214,128 214,801 214,801 Development Planning 1,105,000 1,207,192 1,245,210 1,267,839 1,282,584 1,300,855 1,305,349 Development Servicing 433,419 557,411 568,621 571,799 572,999 578,628 582,232 Total Division: (530) Development Services 1,774,537 1,976,931 2,028,632 2,054,439 2,069,711 2,094,284 2,102,382 Division: (540) Building Permits Inspections 1,231,453 1,274,640 1,310,805 1,322,021 1,324,123 1,332,507 1,332,949 Permits 1,743,456 1,584,725 1,687,586 1,699,932 1,705,276 1,719,169 1,723,934 Total Division: (540) Building Permits 2,974,910 2,859,365 2,998,391 3,021,953 3,029,399 3,051,676 3,056,883 Total Expenditures

6,600,159 6,838,032 6,983,355 7,058,058 7,094,563 7,165,579 7,197,254

Revenues Division: (510) Planning and Development Administration

Planning & Development Administration (239,306) 0 0 0 0 0 0 Total Division: (510) Planning and Development Administration (239,306) 0 0 0 0 0 0 Division: (530) Development Services Development Services Administration (22,053) (15,344) (15,344) (15,344) (15,344) (15,344) (15,344) Development Planning (599,461) (671,336) (544,905) (544,905) (544,905) (544,905) (544,905) Development Servicing (3,675) (5,518) (5,518) (5,518) (5,518) (5,518) (5,518) Total Division: (530) Development Services (625,190) (692,198) (565,767) (565,767) (565,767) (565,767) (565,767) Division: (540) Building Permits Inspections 53 0 0 0 0 0 0 Permits (3,810,969) (4,433,540) (4,338,010) (4,338,010) (4,338,010) (4,338,010) (4,338,010) Total Division: (540) Building Permits (3,810,916) (4,433,540) (4,338,010) (4,338,010) (4,338,010) (4,338,010) (4,338,010) Total Revenues Net Expenditure (Contribution):

74

(4,675,412) (5,125,738) (4,903,777) (4,903,777) (4,903,777) (4,903,777) (4,903,777) 1,924,747 1,712,294 2,079,578 2,154,281 2,190,786 2,261,802 2,293,477

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Parks, Recreation and Culture Services

arks, Recreation and Culture Services’ vision is to create exceptional experiences for everyone in Coquitlam by creating parks, recreation, and cultural experiences that are innovative, balanced and accessible to all while supporting healthy lifestyles and social connections.

Encouraging the development of new skills, fostering an appreciation of nature, protecting parks and cultural assets for future generations and contributing to economic vibrancy of the City are key goals for the Department.

P

City facilities are designed and maintained to create a positive experience whether for organized groups or casual activity. The City’s recreation and cultural centres encourage active participation for all ages and ability levels in friendly, welcoming environments. Whether interests are in health and fitness, sports, performing arts, swimming, skating, arts and crafts, day camps and more, there is always something new to learn or a new friend to meet through Coquitlam’s recreation and cultural opportunities.

The Department also liaises with community clubs and organizations including cultural groups who utilize civic facilities and services to deliver a wide range of programs and events such as the Coquitlam Public Library, Place des Arts, Evergreen Cultural Centre, Mackin House and Place Maillardville.

Recreation Services and Facilities, including: hh Aquatics hh Arena Sports hh Community Centres hh Indoor Sports and Physical Activity hh Racquet Sports hh Sport Hosting Events Parks Services and Amenities, including: hh Cemetery hh Community Beautification hh Developed Parks hh Natural Green Spaces hh Outdoor Recreation hh Sports Fields Arts and Culture Services and Facilities, including: hh Community Heritage hh Cultural Festivals & Events hh Literacy and Learning hh Performing Arts hh Public Art hh Visual Arts

Parks, Recreation and Cultural assets, programs and services are among the most treasured of the City’s services are comprised of the following service areas:

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Key Performance Measures:

Parks, Recreation & Culture

2009

2010

2011

2012

2013

2014

786,603

776,475

802,617

802,950

818,092

791,7512

-

14,399

14,457

14,593

15,444

11,7403

% Sportsfield Use

89%

97%

91%

86%

84%

N/A

Online Registrations

25%

23%

26%

29%

30%

37%

Parks, trails, green space

93%

95%

94%

96%

97%

N/A1

Recreational and cultural opportunities

90%

91%

91%

92%

93%

N/A1

Sports fields

89%

89%

90%

92%

94%

N/A1

Total Recreation Admissions Number of Low/No Cost Program Participants

Citizen Satisfaction with:

1

Statistics not available for 2014 as the City did not conduct its Ipsos Read Survey in 2014.

2

The slightly decreased number of total admissions is due to the counter at the CCAC being non-functional due to repair in the fall of 2014.

The decrease in the number of registered low and no cost programs for 2014 reflects that the majority of low and no cost programs were moved from registered to drop-in programs, such as the Westminster Savings free swim and toonie skates.

3

Parks, Recreation & Culture Services Parks, Recreation & Culture Services Expenditures by Type Expenditures

by Function Parks, Recreation and Culture Budgeted Expenditures

by Type Parks, Recreation and Culture Budgeted Divisional Expenditures

8% - General & Program Supplies

49% - Community, Rec & Culture Servic

6% - Equipment Costs

40% - Parks

4% - Other

9% - Planning & Busin Services

77% - Labour

4% - Contractor 1% - Utilities

ion and Culture Budgeted Expenditures by Type Parks, Recreation and Culture Budgeted Divisional Expenditures

8% - General & Program Supplies

49% - Community, Recreation & Culture Services

6% - Equipment Costs

40% - Parks

4% - Other

9% - Planning & Business Services

77% - Labour

4% - Contractor

2% - Parks, Recreation & Culture Administration

1% - Utilities

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2% - Parks, Recreation Administration

2015 City of Coquitlam Budget General Operating Department: Parks, Recreation & Culture Services

2013 2014 2015 2016 2017 2018 2019 Actual Budget Budget Budget Budget Budget Budget

Expenditures Division: (310) Parks, Recreation and Culture Services Admin Parks, Recreation and Culture Administration 385,241 388,796 380,020 380,020 378,878 380,020 380,020 Total Division: (310) Parks, Recreation and Culture Services Admin 385,241 388,796 380,020 380,020 378,878 380,020 380,020 Division: (320) Planning and Business Services Admin Services 1,428,092 1,473,966 259,802 262,054 263,599 266,778 267,085 Agreements & Bookings 180,752 183,303 194,228 196,493 198,455 199,650 199,650 Performance Analysis 83,963 83,508 85,231 85,231 84,905 85,231 85,231 Business Services Admin 291,027 289,225 291,440 291,440 290,872 291,440 291,440 Planning & Business Services Admin 211,357 189,845 186,534 187,173 186,471 187,173 187,173 Partnerships & Policies Admin 0 0 303,769 308,651 312,473 313,673 313,673 Planning & Design 728,276 888,800 631,493 641,178 645,285 653,171 655,992 Total Division: (320) Planning and Business Services 2,923,468 3,108,647 1,952,497 1,972,220 1,982,060 1,997,116 2,000,244 Division: (330) Parks Parks Administration 247,546 203,874 203,681 203,681 203,032 203,681 203,681 Cemetery Services 498,410 503,461 455,218 423,082 470,596 474,862 486,502 Urban Parks Operations 632,682 676,501 379,621 379,729 379,839 379,952 380,067 Westwood Plateau Specified Area Maintenance 140,665 97,761 97,761 97,761 97,761 97,761 97,761 Pacific Reach Specified Area Maintenance 109,412 158,000 110,000 110,000 110,000 110,000 110,000 Parks Services Community Programs and Events 213 (700) 67,777 67,777 67,464 67,777 67,777 Landscape Management 2,402,620 2,481,503 2,570,904 2,571,087 2,566,233 2,571,448 2,571,636 Sport Services 1,614,018 1,683,268 1,999,630 2,004,800 2,005,739 2,014,854 2,020,406 Infrastructure Maintenance 1,343,552 1,349,672 1,828,780 1,829,844 1,826,520 1,831,669 1,832,771 Urban Forestry Operations 1,494,870 1,419,036 1,486,191 1,490,317 1,488,082 1,491,644 1,492,459 Sportsfield Coordination 300,056 315,468 0 0 0 0 0 Total Division: (330) Parks 8,784,049 8,887,844 9,199,563 9,178,078 9,215,266 9,243,648 9,263,060

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2015 City of Coquitlam Budget General Operating Department: Parks, Recreation & Culture Services

2013 2014 2015 2016 2017 2018 2019 Actual Budget Budget Budget Budget Budget Budget

Division: (390) Community Rec and Culture Services Marketing 268,094 275,070 0 0 0 0 0 Comm. Recreation, Aquatics, Arenas and Fitness Adm 367,046 184,178 138,744 144,251 149,347 149,915 149,915 Community Rec- Program Health & Wellness Admin 199,423 231,273 209,106 182,572 182,004 182,572 182,572 Poirier Sports & Leisure Complex-Arenas 1,983,930 1,994,765 367,461 367,461 366,815 367,461 367,461 Poirier Community Centre 521,538 505,363 500,734 500,734 500,163 500,734 500,734 Dogwood Pavilion 566,781 567,733 712,526 712,526 711,114 712,526 712,526 Planet Ice 765,773 764,729 783,254 783,254 783,254 783,254 783,254 Scout Hall 18 0 0 0 0 0 0 Centennial Activity Center 217,749 172,882 185,408 185,408 185,408 185,408 185,408 Poirier Sports & Leisure

Complex-Aquatic 2,593,606 2,387,712 2,153,465 2,154,888 2,152,668 2,154,888 2,154,888 Outdoor Pools 503,108 565,873 311,792 311,792 311,792 311,792 311,792 Cultural Services 400,093 383,555 606,724 683,528 494,297 495,489 495,489 Community Rec & Culture Admin 238,437 155,699 239,641 244,689 243,752 244,689 244,689 City Centre Aquatics Complex 2,961,959 3,199,443 2,446,947 2,451,314 2,450,864 2,452,379 2,452,379 Pinetree Community Centre 912,543 1,008,371 1,203,827 1,209,736 1,211,280 1,215,204 1,215,626 Victoria Hall 24,726 0 55,236 55,236 55,236 55,236 55,236 Summit Community Centre 51,457 67,620 68,808 68,808 68,808 68,808 68,808 Glen Pine Pavilion 572,807 579,483 748,117 704,373 705,494 709,092 709,454 Community Services 270,910 339,921 347,299 350,456 349,947 350,819 350,819 Neighbourhood and Outdoor Recreation 141,482 135,323 136,453 136,453 136,164 136,453 136,453 Covered Dry Floor 0 17,917 56,160 56,160 56,160 56,160 56,160 Total Division: (390) Community Rec and Culture Services 13,561,490 13,536,910 11,271,702 11,303,639 11,114,567 11,132,879 11,133,663 Total Expenditures

25,654,249 25,922,197 22,803,782 22,833,957 22,690,771 22,753,663 22,776,987

Revenues Division: (310) Parks, Recreation and Culture Services Admin Parks, Recreation and Culture Administration (11,582) 0 0 0 0 0 0 Total Division: (310) Parks, Recreation and Culture Services Admin (11,582) 0 0 0 0 0 0 Division: (320) Planning and Business Services Business Services Admin (61,290) (60,505) (60,831) (60,831) (60,831) (60,831) (60,831) Planning & Business Services Admin (479) 0 0 0 0 0 0 Total Division: (320) Planning and Business Services (61,769) (60,505) (60,831) (60,831) (60,831) (60,831) (60,831)

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2015 City of Coquitlam Budget General Operating Department: Parks, Recreation & Culture Services

2013 2014 2015 2016 2017 2018 2019 Actual Budget Budget Budget Budget Budget Budget

Division: (330) Parks Parks Administration (9,000) (9,000) (9,000) (9,000) (9,000) (9,000) (9,000) Cemetery Services (498,410) (503,461) (455,300) (423,122) (470,635) (474,860) (486,499) Urban Parks Operations (11,905) (12,166) (12,166) (12,166) (12,166) (12,166) (12,166) Westwood Plateau Specified Area Maintenance (140,665) (97,761) (97,761) (97,761) (97,761) (97,761) (97,761) Pacific Reach Specified Area Maintenance (109,412) (158,000) (110,000) (110,000) (110,000) (110,000) (110,000) Landscape Management (9,464) 0 0 0 0 0 0 Sport Services (39,775) (38,840) (176,873) (177,573) (177,573) (177,573) (177,573) Infrastructure Maintenance (21,738) 0 0 0 0 0 0 Urban Forestry Operations (12,007) (4,000) (4,000) (4,000) (4,000) (4,000) (4,000) Sportsfield Coordination (114,463) (146,833) 0 0 0 0 0 Total Division: (330) Parks (966,843) (970,061) (865,100) (833,622) (881,135) (885,360) (896,999) Division: (390) Community Rec and Culture Services Marketing (4,500) 0 0 0 0 0 0 Comm. Recreation, Aquatics, Arenas and Fitness Adm (5,795) (41,000) (26,000) (26,000) (26,000) (26,000) (26,000) Community Rec- Program Health & Wellness Admin (80,602) (117,500) (117,175) (88,700) (88,700) (88,700) (88,700) Poirier Sports & Leisure Complex-Arenas (1,077,271) (939,341) (1,019,056) (1,023,226) (1,023,226) (1,023,226) (1,023,226) Poirier Community Centre (329,696) (275,237) (261,737) (261,737) (261,737) (261,737) (261,737) Dogwood Pavilion (380,818) (342,043) (342,043) (342,043) (342,043) (342,043) (342,043) Planet Ice (305,358) (289,630) (289,630) (289,630) (289,630) (289,630) (289,630) Scout Hall (8,685) (12,000) (12,120) (12,150) (12,150) (12,150) (12,150) Centennial Activity Center (162,452) (125,000) (135,000) (135,000) (135,000) (135,000) (135,000) Poirier Sports & Leisure Complex-Aquatic (1,827,442) (1,714,902) (1,837,717) (1,839,287) (1,839,287) (1,839,287) (1,839,287) Outdoor Pools (174,279) (167,693) (148,843) (148,843) (148,843) (148,843) (148,843) Cultural Services (71,899) (92,000) (184,831) (253,974) (52,000) (52,000) (52,000) City Centre Aquatics Complex (1,914,402) (2,021,150) (2,022,910) (2,023,760) (2,023,760) (2,023,760) (2,023,760) Pinetree Community Centre (761,084) (637,793) (629,968) (630,148) (630,148) (630,148) (630,148) Victoria Hall (33,677) (20,267) (52,267) (52,267) (52,267) (52,267) (52,267) Summit Community Centre (43,558) (50,110) (50,110) (50,110) (50,110) (50,110) (50,110) Glen Pine Pavilion (343,330) (341,406) (366,406) (341,406) (341,406) (341,406) (341,406) Community Services 0 (4,000) (2,000) (2,000) (2,000) (2,000) (2,000) Neighbourhood and Outdoor Recreation (52,133) (50,000) (48,800) (48,800) (48,800) (48,800) (48,800) Covered Dry Floor 0 (17,534) (65,636) (65,636) (65,636) (65,636) (65,636) Total Division: (390) Community Rec and Culture Services (7,576,989) (7,258,606) (7,612,249) (7,634,717) (7,432,743) (7,432,743) (7,432,743) Total Revenues

(8,617,185) (8,289,172) (8,538,180) (8,529,170) (8,374,709) (8,378,934) (8,390,573)

Net Expenditure (Contribution):

17,037,063 17,633,025 14,265,602 14,304,787 14,316,062 14,374,729 14,386,414

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Strategic Initiatives

T

he Strategic Initiatives Department is responsible for providing vision, leadership and strategic direction to the City’s land portfolio, facility and parks construction, facilities operations and management, major external projects and on matters of cross-departmental strategic corporate interest.

The Strategic Initiatives Department provides a centralized and coordinated approach to project management, which enables the City’s skills and expertise to be captured while ensuring the oversight of major projects is properly coordinated.

Given the broad scope of large infrastructure construction and improvement projects, a number of other City departments and divisions such as transportation planning and construction, parks planning, and land management are involved and consulted in the process.

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Key Performance Measures:

Strategic Initiatives

2009

2010

2011

2012

2013

2014

$0.3

$3.6

$9.4

$15.7

$1.3

$15.4

Land Sale Revenues ($ in millions)

Strategic Initiatives ExpendituresStrategic

by Type Projects Budgeted Expenditures by Type

Strategic Initiatives Expenditures Strategic

by Function Projects Budgeted Divisional Expenditures

91% - Facilities P & Constru

67% - Labour 23% - Other

6% - Strategic Managem

10% - Consultant and Contractor

3% - Lands and

ojects Budgeted Expenditures by Type

Strategic Projects Budgeted Divisional Expenditures

67% - Labour

91% - Facilities Planning & Construction

23% - Other

6% - Strategic Initiatives Management

10% - Consultant and Contractor

3% - Lands and Properties

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2015 City of Coquitlam Budget General Operating Department: Strategic Initiatives

2013 2014 2015 2016 2017 2018 2019 Actual Budget Budget Budget Budget Budget Budget

Expenditures Division: (190) Land and Properties Land Management 154,096 308,945 288,003 298,000 305,998 310,987 315,151 Total Division: (190) Land and Properties 154,096 308,945 288,003 298,000 305,998 310,987 315,151 Division: (710) Strategic Initiatives Management Strategic Initiatives Administration 438,326 551,017 557,730 546,134 697,537 705,219 710,547 Total Division: (710) Strategic Initiatives Management 438,326 551,017 557,730 546,134 697,537 705,219 710,547 Division: (720) Facilities, Planning and Operations Facilities Operations, Maintenance & Security 845,008 760,555 825,166 825,166 824,185 825,166 825,166 Facilities Management & Construction 219,982 105,565 (182,457) (186,862) (186,594) (186,359) (186,359) Building Services 1,745,280 1,719,519 2,089,404 2,084,411 2,081,417 2,085,727 2,085,727 Facility Maintenance 1,949,249 1,835,891 5,409,117 5,518,327 5,585,412 5,676,604 5,769,707 Facilities Planning and Construction 434,703 486,242 493,566 492,411 490,963 492,560 492,635 Total Division: (720) Facilities, Planning and Operations 5,194,224 4,907,772 8,634,796 8,733,453 8,795,383 8,893,698 8,986,876 Division: (730) Capital Construction Capital Construction 0 0 571,762 581,930 590,115 595,649 595,649 Total Division: (730) Capital Construction 0 0 571,762 581,930 590,115 595,649 595,649 Total Expenditures

5,786,648 5,767,734 10,052,291 10,159,517 10,389,033 10,505,553 10,608,223

Revenues

Division: (190) Land and Properties Land Management (54,789) (76,671) (72,616) (72,616) (72,616) (72,616) (72,616) Total Division: (190) Land and Properties (54,789) (76,671) (72,616) (72,616) (72,616) (72,616) (72,616) Division: (710) Strategic Initiatives Management Strategic Initiatives Administration (55,199) (175,000) (175,000) (100,000) 0 0 0 Total Division: (710) Strategic Initiatives Management (55,199) (175,000) (175,000) (100,000) 0 0 0 Division: (720) Facilities, Planning and Operations Facilities Operations, Maintenance & Security (675,698) (593,560) (651,465) (651,465) (651,465) (651,465) (651,465) Facility Maintenance (8,068) 0 0 0 0 0 0 Facilities Planning and Construction (166,513) (163,500) (163,500) (163,500) (163,500) (163,500) (163,500) Total Division: (720) Facilities, Planning and Operations (850,279) (757,060) (814,965) (814,965) (814,965) (814,965) (814,965) Total Revenues

(960,269) (1,008,731) (1,062,581) (987,581) (887,581) (887,581) (887,581)

Net Expenditure (Contribution): 4,826,378 4,759,003 8,989,710 9,171,936 9,501,452 9,617,972 9,720,642

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Chapter 7

Five-Year Capital Plan Overview Sustainability Challenges For Infrastructure

Debt Borrowing

The City owns infrastructure with a historic value of $1.8 billion. Over time, this infrastructure will need to be replaced at a significantly higher value and additional infrastructure will be required to support a growing community. Although the community’s needs are large, it is estimated that with effective corporate planning and financial policies and direction, the City will continue to operate successfully in a complex and changing world.

Tangible Capital Assets The City of Coquitlam, like all other local governments, was required to meet new financial reporting standards with respect to our Tangible Capital Assets on January 1, 2009. The new standard requires that all physical assets that support municipal services be inventoried and depreciated to reflect the annual cost of asset-use to decision makers and residents.

The City embarked on a multi-year project of collecting and reporting the required information to meet the reporting standard and facilitate improved asset management.

The 2015-2019 Capital Program does not include any borrowing. The use of long-term debt is challenging for the City because it requires an elector approval process. In the past, the City used long-term borrowing to fund infrastructure projects that support growth in the community and that are funded

by Development Cost Charge (DCC) collections. Infrastructure usually precedes development and the use of long-term borrowing spreads the payment stream over time so it can be matched to the DCC revenue stream. This ensures that these assets will be paid for by future development revenues rather than increasing taxes. Currently, the City has approximately $22M of long-term debt outstanding related to roads, sanitary sewer and water utilities works in Northeast Coquitlam as well as local-road improvements where costs are shared between the City and the property owners. While the City has significant unused debt capacity, the limiting factor on greater debt usage is the DCC cash flow needed to support long-term annual debt payments.

Outstanding long-term debt at the end of 2014 was $23 million or $177 per capita. The City’s total debt level is at $25 million at the end of 2015.

Funding Sources Funding for capital expenditures comes from a number of sources including general tax revenues, reserves, trust funds, grants, contributions from developers, businesses or partners and borrowed funds. The capital portion of the 2015 Five-Year Financial Plan is funded from the following sources:

Grants & Contributions Sanitary 6% Sewer Water & Solid Waste 12%

DCCs 19%

2015 - 2019 Capital Plan Funding Sources

Reserves & Trusts 44%

($248 Million)

General Revenue 19%

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2015 Five-Year Capital Plan Overview

83

Projected Debt Levels 2015 – 2019 Debt, Ending Balance

Projected Debt Levels in dollars (millions)

25

20

15

10

5

0 2015

2016

2017

2018

2019

Projected Debt Principal Payments 2015 – 2019

Projected Debt Principal Payments 2015 - 2019 2015

1.5

2016

2017

2018

dollars (millions)

1

0.5

0

84

General Fund

Sewer & Drainage Fund

Water Fund

2015

$1,370,000

$95,000

$207,000

2016

$1,204,000

$99,000

$215,000

2017

$1,161,000

$103,000

$224,000

2018

$1,083,000

$107,000

$233,000

2019

$1,027,000

$112,000

$242,000

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Capital Plan Overview

2019

Projected Debt Interest Payments 2015 - 2019 Projected Debt Interest Payments 2015 – 2019 2015

1.5

2016

2017

2018

2019

dollars (millions)

1

0.5

0

General Fund

Sewer & Drainage Fund

Water Fund

2015

$1,050,000

$105,000

$228,000

2016

$795,000

$105,000

$228,000

2017

$747,000

$105,000

$228,000

2018

$664,000

$105,000

$228,000

2019

$598,000

$105,000

$228,000

The City’s debt limit as defined by the Community Charter: (a) 20 percent of the capital assets of the municipality. (b) 20 percent of the three-year historical average of the value of land and improvements in the municipality. For the City of Coquitlam, this debt limit is $1 billion in 2014 and remains relatively static over the five-year financial planning period. This limit far exceeds the budgeted borrowings of $22 million in 2015.

62. Debt Limit 2015–2019 Debt Limits 2015 – 2019 Additional Borrowing Power Projected Borrowing

1.5

dollars (billions)

1

0.5

0

2015

2016

2017

2018

City of Coquitlam Five-Year Financial Plan 2015 - 2019

2019

|

2015 Five-Year Capital Plan Overview

85

Liability Servicing Limits 20152016 – 2019 to 2019 Liability Servicing Limit Additional Liability Servicing Available Projected Liability Payments

60

50

dollars (millions)

40

30

20

10

0

2015

2016

2017

2018

The liability servicing limit is set by the Community Charter and is defined as 25% of a municipality’s controllable and sustainable revenues for the previous year. For the City of Coquitlam, this liability servicing limit is $53 million in 2014.

The budgeted cost of principal and interest debt payments range from $3 million in the 2015-2019 financial planning period which is below the allowable limit.

2019

Reserve Funding The 2015 to 2019 Capital Plan includes funding for the Southwest Community Centre, Facility Upgrade Program, replacement vehicles and the acquisition and development of parkland for a growing community. Some of these are ongoing projects that will continue into the 2015 to 2019 budget period. Many of these projects are funded from reserves that will result in a drawdown of the fund balances from 2015 to 2019. The following reserve balances will experience significant changes as a result of project expenditures that meet the criteria for which the reserve was intended: hh Vehicle Replacement Reserve – funding ongoing vehicles replacement including 4 fire trucks planned for replacement in 2016. hh Casino Revenue Reserve – funding Burke Mountain Fire Hall. hh Land Sale Reserve – funding technical work related to Cityowned land hh DCC Parkland Acquisition Reserve – funding parkland acquisitions. hh Infrastructure Reserve – funding upgrades for aging facilities hh Periodic Component Replacement – funding facility component replacements hh Density Bonus Reserve – funding park enhancements and developments in City Centre as well as Southwest Coquitlam

86

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Capital Plan Overview

The following is the Schedule of Reserve Projections for 2015 – 2019.

City of Coquitlam

RESERVE PROJECTIONS (Funds Available For Use)

2015

2016

2017

2018

2019

GENERAL FUND

Statutory Reserves: DCC Drainage Reserve 5,500,734 6,411,734 Additions 1,700,000 1,700,000 Withdrawals 789,000 4,500,000 Balance @ December 31st 6,411,734 3,611,734

DCC Parkland Interest Reserve 2,007,388 2,007,388 Additions - - Withdrawals - - Balance @ December 31st 2,007,388 2,007,388

DCC Parkland Acquisition Reserve 65,202 1,065,202 Additions 1,000,000 1,000,000 Withdrawals - 3,139,000 Balance @ December 31st 1,065,202 (1,073,798)

DCC Parkland Development Reserve 2,440,868 1,850,868 Additions 1,000,000 1,000,000 Withdrawals 1,590,000 607,000 Balance @ December 31st 1,850,868 2,243,868

DCC Sewer Reserve 431,979 187,672 Additions 300,000 300,000 Withdrawals 544,307 304,563 Balance @ December 31st 187,672 183,109

DCC Water Reserve 918,575 (235,530) Additions 250,000 (300,000) Withdrawals 1,404,105 1,002,310 Balance @ December 31st (235,530) (1,537,840)

DCC Transportation Reserve 7,661,601 4,324,024 Additions 3,000,000 2,000,000 Withdrawals 6,337,577 5,861,577 Balance @ December 31st 4,324,024 462,446

DCC Drainage Area 2 - Reserve 364,324 364,324 Additions - - Withdrawals - - Balance @ December 31st 364,324 364,324

Land Sales - Reserve 36,055,049 64,189,441 Additions 45,731,537 15,896,537 Withdrawals 17,597,144 17,480,000 Balance @ December 31st 64,189,441 62,605,978

Vehicle Replacement Reserve 16,033,398 10,539,976 Additions 2,600,000 2,773,703 Withdrawals 8,093,422 4,674,000 Balance @ December 31st 10,539,976 8,639,679

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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3,611,734 1,700,000 1,930,000 3,381,734

3,381,734 1,700,000 2,050,000 3,031,734

3,031,734 1,700,000 3,303,000 1,428,734

2,007,388 - - 2,007,388

2,007,388 - - 2,007,388

2,007,388 2,007,388

(1,073,798) 1,000,000 3,139,000 (3,212,798)

(3,212,798) 1,000,000 2,000,000 (4,212,798)

(4,212,798) 1,000,000 2,336,000 (5,548,798)

2,243,868 1,000,000 1,455,000 1,788,868

1,788,868 1,000,000 1,411,000 1,377,868

1,377,868 1,000,000 1,188,000 1,189,868

183,109 300,000 312,667 170,442

170,442 300,000 316,963 153,479

153,479 300,000 316,963 136,516

(1,537,840) 1,000,000 918,270 (1,456,110)

(1,456,110) 1,500,000 1,699,270 (1,655,380)

(1,655,380) 1,500,000 461,270 (616,650)

462,446 2,000,000 5,282,577 (2,820,131)

(2,820,131) 2,000,000 5,717,577 (6,537,708)

(6,537,708) 2,000,000 2,424,577 (6,962,285)

364,324 - - 364,324

364,324 - - 364,324

364,324 364,324

62,605,978 17,161,537 7,080,000 72,687,515

72,687,515 17,161,537 1,080,000 88,769,052

88,769,052 17,161,537 1,080,000 104,850,589

8,639,679 2,823,703 656,000 10,807,382

10,807,382 2,873,703 2,313,000 11,368,085

11,368,085 2,923,703 2,313,000 11,978,788

2015 Five-Year Capital Plan Overview

87

City of Coquitlam

RESERVE PROJECTIONS (Funds Available For Use)

2015

2016

2017

2018

2019

Non- Statutory Reserves Affordable Housing Reserve 1,377,753 1,377,753 Additions - - Withdrawals - - Balance @ December 31st 1,377,753 1,377,753

Casino Community Reserve 792,757 667,757 Additions 750,000 750,000 Withdrawals 875,000 875,000 Balance @ December 31st 667,757 542,757

Casino Municipal Reserve 5,510,686 4,760,686 Additions 5,400,000 5,300,000 Withdrawals 6,150,000 6,550,000 Balance @ December 31st 4,760,686 3,510,686

Computer Infrastructure Reserve 552,722 9,057 Additions 450,000 450,000 Withdrawals 993,665 450,000 Balance @ December 31st 9,057 9,057

Community Amenity Reserve 9,014 3,105 Additions - - Withdrawals 5,909 - Balance @ December 31st 3,105 3,105

Community Amenity Reserve 230,432 578,595 Additions 348,163 - Withdrawals - - Balance @ December 31st 578,595 578,595

Density Bonus - Austin Heights Reserve 574,998 574,998 Additions - - Withdrawals - - Balance @ December 31st 574,998 574,998

Density Bonus - City Centre Reserve 11,340,582 5,815,259 Additions - - Withdrawals 5,525,323 1,134,000 Balance @ December 31st 5,815,259 4,681,259

Density Bonus - Lougheed Burquitlam Reserve 1,549,278 2,266,118 Additions 1,716,840 - Withdrawals 1,000,000 - Balance @ December 31st 2,266,118 2,266,118

DCC Matching Reserve 6,772,930 5,351,995 Additions 2,622,065 2,622,065 Withdrawals 4,043,000 1,627,000 Balance @ December 31st 5,351,995 6,347,060

Fire Equipment Replacement Reserve 15,986 15,986 Additions - - Withdrawals - - Balance @ December 31st 15,986 15,986

88

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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1,377,753 - - 1,377,753

1,377,753 - - 1,377,753

1,377,753 1,377,753

542,757 750,000 675,000 617,757

617,757 750,000 875,000 492,757

492,757 750,000 875,000 367,757

3,510,686 5,300,000 6,050,000 2,760,686

2,760,686 5,300,000 6,050,000 2,010,686

2,010,686 5,300,000 5,650,000 1,660,686

9,057 450,000 450,000 9,057

9,057 450,000 450,000 9,057

9,057 450,000 450,000 9,057

3,105 - - 3,105

3,105 - - 3,105

3,105 3,105

578,595 - - 578,595

578,595 - - 578,595

578,595 578,595

574,998 - - 574,998

574,998 - - 574,998

574,998 574,998

4,681,259 - - 4,681,259

4,681,259 - - 4,681,259

4,681,259 4,681,259

2,266,118 - - 2,266,118

2,266,118 - - 2,266,118

2,266,118 2,266,118

6,347,060 2,622,065 1,440,000 7,529,125

7,529,125 2,622,065 1,941,000 8,210,190

8,210,190 2,622,065 1,970,000 8,862,255

15,986 - - 15,986

15,986 - - 15,986

15,986 15,986

2015 Five-Year Capital Plan Overview

City of Coquitlam

RESERVE PROJECTIONS (Funds Available For Use)

2015

2016

Information Technology Reserve 1,109,974 1,109,974 Additions - - Withdrawals - - Balance @ December 31st 1,109,974 1,109,974

Infrastructure Reserve 10,060,594 8,004,185 Additions 1,236,269 - Withdrawals 3,292,678 500,000 Balance @ December 31st 8,004,185 7,504,185

Internal Financing - Reserve 546,528 546,528 Additions - - Withdrawals - - Balance @ December 31st 546,528 546,528

Legacy Building Replacement Fund Reserve 22,474,909 14,336,214 Additions 3,024,974 3,281,583 Withdrawals 11,163,669 - Balance @ December 31st 14,336,214 17,617,797

Legacy Road Replacement Fund Reserve 8,573,228 8,179,265 Additions 1,061,312 1,156,969 Withdrawals 1,455,275 260,000 Balance @ December 31st 8,179,265 9,076,234

Local Area Service Reserve 1,906,626 1,706,626 Additions 300,000 300,000 Withdrawals 500,000 500,000 Balance @ December 31st 1,706,626 1,506,626

Multi Sport Facility Reserve 209,215 209,215 Additions - - Withdrawals - - Balance @ December 31st 209,215 209,215

New Vehicle Reserve 31,068 31,068 Additions 190,000 190,000 Withdrawals 190,000 190,000 Balance @ December 31st 31,068 31,068

Parkland Acquisition 5% Cash In Lieu Reserve 9,309,068 4,617,723 Additions - - Withdrawals 4,691,345 - Balance @ December 31st 4,617,723 4,617,723

Periodic Component Replacement Reserve 2,374,663 2,479,163 Additions 2,654,500 1,654,500 Withdrawals 2,550,000 1,550,000 Balance @ December 31st 2,479,163 2,583,663

Parking Facilities Reserve 26,272 26,272 Additions - - Withdrawals - - Balance @ December 31st 26,272 26,272

City of Coquitlam Five-Year Financial Plan 2015 - 2019

|

2017

2018

2019

1,109,974 - - 1,109,974

1,109,974 - - 1,109,974

1,109,974 1,109,974

7,504,185 - 500,000 7,004,185

7,004,185 - 500,000 6,504,185

6,504,185 500,000 6,004,185

546,528 - - 546,528

546,528 - - 546,528

546,528 546,528

17,617,797 3,616,354 - 21,234,151

21,234,151 3,522,105 - 24,756,256

24,756,256 3,522,105 28,278,362

9,076,234 1,252,626 260,000 10,068,860

10,068,860 1,156,969 1,260,000 9,965,829

9,965,829 1,156,969 180,000 10,942,798

1,506,626 500,000 500,000 1,506,626

1,506,626 500,000 500,000 1,506,626

1,506,626 500,000 500,000 1,506,626

209,215 - - 209,215

209,215 - - 209,215

209,215 209,215

31,068 190,000 190,000 31,068

31,068 190,000 190,000 31,068

31,068 190,000 190,000 31,068

4,617,723 - - 4,617,723

4,617,723 - - 4,617,723

4,617,723 4,617,723

2,583,663 1,654,500 1,550,000 2,688,163

2,688,163 1,654,500 1,550,000 2,792,663

2,792,663 1,654,500 1,550,000 2,897,163

26,272 - - 26,272

26,272 - - 26,272

26,272 26,272

2015 Five-Year Capital Plan Overview

89

City of Coquitlam

RESERVE PROJECTIONS (Funds Available For Use)

2015

2016

Pavement Cut Restoration Reserve 671,444 671,444 Additions - - Withdrawals - - Balance @ December 31st 671,444 671,444

Printing Equipment Replacement Reserve 585,072 740,072 Additions 180,000 180,000 Withdrawals 25,000 25,000 Balance @ December 31st 740,072 895,072

Restricted Debt General Fund Reserve 2,399,779 2,399,779 Additions - - Withdrawals - - Balance @ December 31st 2,399,779 2,399,779

Telecommunications Infrastructure Reserve 198,186 4,062 Additions 300,000 300,000 Withdrawals 494,124 300,000 Balance @ December 31st 4,062 4,062

TransLink Road Rehabilitation Reserve 116,951 53,000 Additions 1,530,000 1,560,600 Withdrawals 1,593,951 1,489,000 Balance @ December 31st 53,000 124,600

TransLink Road Rehabilitation Non-Pavement Reserve 1,170,075 174,800 Additions 604,000 616,080 Withdrawals 1,599,275 614,000 Balance @ December 31st 174,800 176,880

Waste Utility Capital Reserve 589,642 1,035,642 Additions 446,000 446,000 Withdrawals - - Balance @ December 31st 1,035,642 1,481,642

Sewer Asset Replacement Reserve 3,945,073 3,945,073 Additions - - Withdrawals - - Balance @ December 31st 3,945,073 3,945,073

Capital Projects General Fund Reserve 12,447,336 6,292,668 Additions 69,000 69,000 Withdrawals 6,223,668 3,146,334 Balance @ December 31st 6,292,668 3,215,334

Capital Projects Sewer Fund Reserve 5,265,511 5,265,511 Additions 3,177,000 2,998,000 Withdrawals 3,177,000 2,998,000 Balance @ December 31st 5,265,511 5,265,511

Capital Projects Water Fund Reserve 2,195,369 2,195,369 Additions - - Withdrawals - - Balance @ December 31st 2,195,369 2,195,369

90

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2017

2018

2019

671,444 - - 671,444

671,444 - - 671,444

671,444 671,444

895,072 180,000 25,000 1,050,072

1,050,072 180,000 25,000 1,205,072

1,205,072 180,000 25,000 1,360,072

2,399,779 - - 2,399,779

2,399,779 - - 2,399,779

2,399,779 2,399,779

4,062 300,000 300,000 4,062

4,062 300,000 300,000 4,062

4,062 300,000 300,000 4,062

124,600 1,591,812 1,489,000 227,412

227,412 1,623,648 1,489,000 362,061

362,061 1,656,121 1,489,000 529,182

176,880 628,402 614,000 191,282

191,282 640,970 614,000 218,251

218,251 653,789 814,000 58,040

1,481,642 446,000 - 1,927,642

1,927,642 446,000 - 2,373,642

2,373,642 446,000 2,819,642

3,945,073 - - 3,945,073

3,945,073 - - 3,945,073

3,945,073 3,945,073

3,215,334 69,000 1,607,667 1,676,667

1,676,667 69,000 838,333 907,333

907,333 907,333

5,265,511 2,723,000 2,723,000 5,265,511

5,265,511 2,723,000 2,723,000 5,265,511

5,265,511 2,723,000 2,723,000 5,265,511

2,195,369 - - 2,195,369

2,195,369 - - 2,195,369

2,195,369 2,195,369

2015 Five-Year Capital Plan Overview

City of Coquitlam

RESERVE PROJECTIONS (Funds Available For Use)

2015

Prepaid Watermain Surplus Reserve Additions Withdrawals Balance @ December 31st

37,505 - - 37,505

2016 37,505 - - 37,505

2017

2018

2019

37,505 - - 37,505

37,505 - - 37,505

37,505 37,505

253,708 - - 253,708

253,708 - - 253,708

253,708 253,708

2,822,131 940,543 800,000 2,962,674

2,962,674 940,543 800,000 3,103,217

3,103,217 940,543 800,000 3,243,760

329,638 95,027 70,000 354,665

354,665 95,027 70,000 379,692

379,692 95,027 70,000 404,719

294,155 83,721 90,000 287,876

287,876 83,721 90,000 281,597

281,597 83,721 90,000 275,318

1,324,465 145,000 - 1,469,465

1,469,465 145,000 - 1,614,465

1,614,465 145,000 1,759,465

115,079 48,750 40,000 123,829

123,829 48,750 40,000 132,579

132,579 48,750 40,000 141,329

14,252 6,000 5,000 15,252

15,252 6,000 5,000 16,252

16,252 6,000 5,000 17,252

629,275 138,333 330,000 1,097,608

522,608 138,333 - 660,941

660,941 138,333 200,000 999,274

2,027,281 - - 2,027,281

2,027,281 - - 2,027,281

2,027,281 2,027,281

2,000,000 - - 2,000,000

2,000,000 - - 2,000,000

2,000,000 2,000,000

Operating Reserves RCMP Leased Accommodation (ATTF) Reserve 253,708 253,708 Additions - - Withdrawals - - Balance @ December 31st 253,708 253,708

Building Maintenance General Fund Reserve 2,541,045 2,681,588 Additions 940,543 940,543 Withdrawals 800,000 800,000 Balance @ December 31st 2,681,588 2,822,131

Building Maintenance Public Safety Building Reserve 279,584 304,611 Additions 95,027 95,027 Withdrawals 70,000 70,000 Balance @ December 31st 304,611 329,638

Carbon Offsets Reserve 306,713 300,434 Additions 83,721 83,721 Withdrawals 90,000 90,000 Balance @ December 31st 300,434 294,155

Commodity Tax Payable Reserve 1,034,465 1,179,465 Additions 145,000 145,000 Withdrawals - - Balance @ December 31st 1,179,465 1,324,465

EAP Program CUPE Reserve 97,579 106,329 Additions 48,750 48,750 Withdrawals 40,000 40,000 Balance @ December 31st 106,329 115,079

EAP Program Excluded Reserve 12,252 13,252 Additions 6,000 6,000 Withdrawals 5,000 5,000 Balance @ December 31st 13,252 14,252

Election Reserve 382,609 605,942 Additions 138,333 138,333 Withdrawals - 200,000 Balance @ December 31st 520,942 944,275

Future Expenditure Reserve 2,027,281 2,027,281 Additions - - Withdrawals - - Balance @ December 31st 2,027,281 2,027,281

Snow and Ice Removal Reserve 2,000,000 2,000,000 Additions - - Withdrawals - - Balance @ December 31st 2,000,000 2,000,000

City of Coquitlam Five-Year Financial Plan 2015 - 2019

|

2015 Five-Year Capital Plan Overview

91

City of Coquitlam

RESERVE PROJECTIONS (Funds Available For Use)

2015

2016

Specified Area Reserve 841,566 841,566 Additions - - Withdrawals - - Balance @ December 31st 841,566 841,566

Tax Appeal Reserve 1,194,254 1,194,254 Additions - - Withdrawals - - Balance @ December 31st 1,194,254 1,194,254

Insurance Reserve 9,942,540 9,942,540 Additions - - Withdrawals - - Balance @ December 31st 9,942,540 9,942,540

Methane System Pacific Reach Reserve 370,641 427,863 Additions 97,222 97,222 Withdrawals 40,000 40,000 Balance @ December 31st 427,863 485,086

Soil Removal Reserve 785,641 423,641 Additions 160,000 160,000 Withdrawals 522,000 22,000 Balance @ December 31st 423,641 561,641

Traffic Fines Reserve 446,890 3,674 Additions - - Withdrawals 443,216 - Balance @ December 31st 3,674 3,674

Waste Utility Operating Reserve 394,022 394,022 Additions - - Withdrawals - - Balance @ December 31st 394,022 394,022

WCB Reserve 141,942 169,264 Additions 127,800 127,800 Withdrawals 100,478 100,478 Balance @ December 31st 169,264 196,586

Building Maintenance Sewer Reserve 428,940 456,624 Additions 27,684 27,684 Withdrawals - - Balance @ December 31st 456,624 484,308

Building Maintenance Water Reserve 39,950 42,608 Additions 2,658 2,658 Withdrawals - - Balance @ December 31st 42,608 45,266

92

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2017

2018

2019

841,566 - - 841,566

841,566 - - 841,566

841,566 841,566

1,194,254 - - 1,194,254

1,194,254 - - 1,194,254

1,194,254 1,194,254

9,942,540 - - 9,942,540

9,942,540 - - 9,942,540

9,942,540 9,942,540

485,086 97,222 40,000 542,308

542,308 97,222 40,000 599,531

599,531 97,222 40,000 736,753

561,641 160,000 22,000 699,641

699,641 160,000 372,000 487,641

487,641 160,000 22,000 625,641

3,674 - - 3,674

3,674 - - 3,674

3,674 3,674

394,022 - - 394,022

394,022 - - 394,022

394,022 394,022

196,586 127,800 100,478 223,908

223,908 127,800 100,478 251,230

251,230 127,800 100,478 278,552

484,308 27,684 - 511,992

511,992 27,684 - 539,676

539,676 27,684 567,360

45,266 2,658 - 47,924

47,924 2,658 - 50,582

50,582 2,658 53,240

2015 Five-Year Capital Plan Overview

Capital Process Definition Of Capital Assets

Operating Cost Impact of Capital Projects

Capital assets provide a benefit to the community beyond one year. Such items typically require operating and maintenance expenditures, and may need to be replaced in the future.

Examples include infrastructure such as buildings, roads, bridges, water and sewer facilities, as well as vehicles, computer equipment and furniture. The City’s policy is to plan for major capital expenditures on a five-year cycle with annual reviews and updates. The Five-Year Capital Plan presented to Council includes projects that are consistent with corporate objectives and long-range plans.

Each capital project in the plan is reviewed to assess the impact it will have on the operating budget. Projects providing new infrastructure will typically require additional expenditures each year for operation and maintenance.

Projects that replace or rehabilitate existing infrastructure will typically reduce operating costs; however, this does not generally result in an overall reduction of operating costs as other aging City infrastructure not replaced are progressively more expensive to operate and maintain. An additional $717,000 is required for the maintenance of new infrastructure and was included in the 2015 Financial Plan.

The City of Coquitlam emphasizes a city-wide perspective in developing the Five-Year Capital Plan. This provides a balanced review of submissions to ensure they are consistent with the corporate objectives as outlined in the Business Plan, Strategic Plan, Official Citywide Community Plan (OCP) and approved Master Plans. Within this context, teams consisting of staff from one or more departments submit a prioritized list of projects within the available funding envelope to the Finance Department who coordinates the submissions. The summarized project list is then presented to the Executive Team who evaluates and prioritizes the capital projects for the Financial Plan. This prioritization is based on selected criteria with an emphasis on corporate direction and fit with City strategies. The City’s strategic goals form the capital evaluation criteria as follows: hh hh hh hh

Strengthen Neighbourhoods, Grow Local Jobs, Local Prosperity, Increase Active Participation and Creativity, Enhance Sustainability of City Services and Infrastructure, and hh Achieve Excellence in Governance.

Based on standard unit costs for maintenance for the City’s existing infrastructure extrapolated for the new incentives volume, the following capital projects have an operating cost impact in 2015.

2015 Operating Costs for New Capital Projects (000’s) Parks and Stereetscapes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229 Contribution to Periodic Component Replacement Reserve for Covered Multi-Sport Facility and Burke Mountain Fire Hall. . . . . . . . . . . . . . . . . . . . 222 Maintenance for New Hardware and Software. . . . . . . . . . . . 55 Maintenance for New Street Lights and Traffic Signals. . . . . 27 Maintenance for New Road Construction. . . . . . . . . . . . . . . . . 22 Operating Costs for Booth Farm 9 564 Maintenance for New Utility Infrastructure 153 TOTAL $717

The finalized plan is presented to Council for review and approval.

City of Coquitlam Five-Year Financial Plan 2015 - 2019

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2015 Five-Year Capital Plan Overview

93

2015 – 2019 Capital Plan The 2015 - 2019 capital expenditure program adopted by Council includes approximately $248 million to be expended on a number of projects.

Capital Expenditure Program 2015 to 2019 ($248 million)

2015 Budgeted Expenditures and Capital Program $217 Million 2015 Budgeted Expenditures and Capital Program $217 Million 22% -Recreation Parks, Recreation & Culture 22% - Parks, & Culture 16% -Services Police Services 16% - Police 12% - &Sewer & Drainage 12% - Sewer Drainage 11% - Engineering 11% - Engineering 11%Protection - Fire Protection 11% - Fire 11% - Utility Water Utility 11% - Water 8% - General Government 8% - General Government 3% - Planning & Development 3% - Planning & Development 3% Waste - Solid Waste 3% - Solid 2% Interest - Debt Interest Payments 2% - Debt Payments & Other& Other 1% - Protection Other Protection 1% - Other

Capital Expenditure Program 2015 – 2019 ($000’s)

2015 2016 2017 2018 2019 Total

Civic Facilities 10,550 14,550 6,550 2,050 2,050 35,750 Sportsfields Design/Development 775 775 775 775 775 3,875 Parkland Acquisition 3,170 3,170 3,170 3,170 2,359 15,039 Sports & Park Infrastructure Design Development 1,640 1,495 1,095 790 1,095 6,115 Trail & Pathway Design/Development 444 40 0 323 321 1,128 Parks Facilities Design/Development 5,000 278 1,379 1,478 808 8,943 Aquatic Facilities & Amenities 345 0 0 0 0 345 PRC Other 370 300 300 300 280 1,550 Roads - Facility Rehabilitation 6,551 6,223 6,379 6,729 6,499 32,381 Roads - Facility Expansion 10,497 9,528 9,002 11,205 4,322 44,554 Roads - Infrastructure Management 1,513 1,262 1,442 1,262 1,742 7,221 Waste 20 0 0 0 0 20 Drainage - Facility Rehabilitation 1,645 1,285 1,160 1,010 1,010 6,110 Drainage - Facility Expansion 500 4,453 1,657 1,643 2,963 11,216 Drainage - Infrastructure Management 135 155 170 100 100 660 Sewer - Facility Rehabilitation 525 125 100 100 100 950 Sewer - Facility Expansion 1,800 300 300 300 400 3,100 Sewer - Infrastructure Management 45 665 580 510 610 2,410 Water - Facility Rehabilitation 2,480 2,145 2,260 2,105 1,920 10,910 Water - Facility Expansion 0 160 550 1,160 3,750 5,620 Water - Infrastructure Management 510 65 80 10 10 675 Land Development 4,900 6,700 3,900 1,000 1,000 17,500 Information Systems & Other Asset Replacement 1,779 1,490 1,490 1,490 1,490 7,739 Fleet 5,250 6,535 1,488 2,594 1,102 16,969 Environmental Services 25 25 25 25 25 125 Planning 232 232 232 232 232 1,160 Other 714 464 1,664 1,664 1,664 6,170

Total Capital Expenditure 61,415 62,420 45,748 42,025 36,627 248,235

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2015 Capital Projects GROUPS

AMOUNT

DESCRIPTION

Civic & Sports Facilities

10.5M

Funds have been allocated for the Facility Upgrade Program and a Community Centre in Southwest Coquitlam.

Sports Fields

0.8M

For an improved park experience, ongoing Sportsfield and Sport Court programs to maintain sportsfields and ball diamonds used by sport groups and residents throughout the City.

Park Purchase and Park Infrastructure and Facilities Development

11.0M

Purchase of parkland for current and future community needs within Coquitlam, as approved by Council.

Community/Neighbourhood Park Development: Mundy Park Fieldhouse Rochester Park Heritage Festival Site in Town Centre Park SW Coquitlam Park Enhancements Town CentreArea Park Enhancements

Roads – Facility Rehabilitation

6.5M

Pavement Rehabilitation for Major Road Network, Local Road Network and Community Collector Road Network in the following areas: Gatensbury Street, Winslow Avenue to Como Lake Avenue Dartmoor Drive, Mariner Way to Hickey Drive Inlet Street, Pipeline Road to Ozada Avenue United Blvd, East of King Edward Street to Burbidge Street

Roads – Facility Expansion

10.5M

Evergreen Line Streetscape Enhancements Greenways Crosstown Cycling Routes

Roads – Infrastructure Management

1.5M

Drainage – Facility Rehabilitation and Expansion

2.3M

Culvert Upgrade – Booth Creek at Myrnam Drive Scott and Hoy Creek Diversion Pipe Flow Control Manholes Environmental Monitoring Program Roadway Drainage and Icing Rehabilitation

Sewer – Facility Rehabilitation and Expansion

2.3M

City Centre Pumpstation to Grean Acres Pumpstation Forcemain Sanitary Sewer Structural Rehabilitation Pump Station Mechanical Upgrades

Water – Facility Rehabilitation and Expansion

3.0M

Road Program Water Repairs Supply Point Metering Watermain Replacement Program

Other

13.0M

Ongoing program to replace outdated and aged pieces of equipment and fleet to ensure functionality and dependability Ongoing program to upgrade and maintain current hardware, software and application requirements Neighbourhood Planning program to assist in planning for growth anticipated over the next 15 years Purchase of small assets and equipment Northeast Smiling Creek and Partington Creek Land Development

TOTAL

61.4M

Local Area Service Program Intelligent Transportation System Northeast Coquitlam River Crossing Study – Lincoln Wayfinding Planning and Implementation Parking Program

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Chapter 8

Appendix Glossary of Terms

CAPITAL PLAN

The following terms are defined specifically for use in the Strategic Plan, Business Plan and Five-Year Financial Plan for the City of Coquitlam.

ACCOUNTING PRINCIPLES A set of generally accepted principles for administering accounting activities and regulating financial reporting.

A comprehensive five-year corporate plan that identifies the proposed capital project expenditures and sources of financing for all departmental projects. Projects within the capital plan are ranked using departmental and corporate criteria to determine which will be funded. The ‘funded’ portion of the Plan is accommodated within the given financial constraints and means of the City, and therefore, can be undertaken at the required time.

CFR

ACCRUAL METHOD OF ACCOUNTING A method of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent.

APPROPRIATION

Coquitlam Fire and Rescue

CBRNE Chemical, Biological, Radiation, Nuclear Explosive

DEFICIT

The act of setting aside funds for a specific purpose.

Appropriation enables the City to make spending commitments on a specific program.

The excess of an entity’s liabilities over its assets or excess of expenditures over revenues during a single accounting period.

DENSITY BONUS

BALANCED BUDGET A budget in which revenues are equal to expenditures, where no budget deficit or a budget surplus exists.

BUDGET A set of plans that quantitatively describe an entity’s projected future operations. A budget is used as a yardstick against which to measure actual operating results, for the allocation of funding, and as a plan for future operations.

BUDGET AMENDMENT Significant amendments may be made to the approved FiveYear Financial Plan by completion and adoption of a revised Five-Year Financial Plan. Other adjustments to the capital plan may be made per the guidelines outlined in the City’s Purchasing Policy. This Policy states that a change, in excess of $100,000, must be reported to and approved by Council prior to implementation of the requested amendment. Changes to departmental operating budgets are at the discretion of the General Manager provided these changes occur within the approved departmental budget.

CAPITAL ASSETS Assets of significant value and have a useful life of greater than one year.

Density Bonuses offer developments a level of density that surpasses the allowable Floor Area Ratio (FAR) in exchange for additional amenities needed by the community. It is essentially an exchange system which allows local governments to permit developers to build larger apartment buildings in exchange for their contribution to amenities which benefit the community.

DEVELOPMENT COST CHARGES (DCCs) A fee imposed on new development to assist in the funding of growth-related infrastructure.

EXPENDITURES The cost of goods and services received for both the regular City operations and the capital plan.

FINANCIAL PLAN Provides the statutory approval to expend funds, once approved by City Council. Approval for the Five-Year Financial Plan is granted on an annual basis for operating purposes and for the life of capital projects beginning in the first year of the Plan period.

FTE Full-time Equivalent staffing positions.

FUND A fiscal entity of self-balancing accounts which are segregated for the purpose of providing a specific service or activity.

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FUND BALANCE The cumulative total of the fund’s revenue, expenditures, debt payments, debt proceeds and inter-fund transfers.

GAAP Generally Accepted Accounting Principles, which are the conventions, rules and procedures that define accepted accounting practices.

PROCESS Processes are the repetitive activities that take place throughout the organization—the tasks, responsibilities and day-to-day operations. Some are focused on customers, others are step-by-step practices towards specific outcomes and others are focused on internal operations.

PROJECT GHG Greenhouse Gas

A project has a clearly defined start and end point; it is not a repetitive activity.

GENERAL FUND ACTIVITIES

PSAAB

Departments that are funded wholly or in part through property tax and user fees.

Public Sector Accounting and Auditing Board of the Canadian Institute of Chartered Accountants

GOAL

RCMP

A goal is a specific outcome that the organization strives to accomplish over a 15 – 20-year time frame in order to achieve its vision. The City of Coquitlam has five goals that relate to the cornerstones of its vision – Live, Work, Play and Leadership.

Royal Canadian Mounted Police

GRANT

TANGIBLE CAPITAL ASSETS

A financial contribution to/or from governments.

Greater Vancouver Water District.

Tangible capital assets are non-financial assets having physical substance that: (i) are held for use in the production or supply of goods and services, for rental to others, for administrative purposes or for the development, construction, maintenance or repair of other tangible capital assets; (ii) have useful economic lives extending beyond an accounting period; (iii) are to be used on a continuing basis; and (iv) are not for sale in the ordinary course of operations.

HEROS

TAX LEVY

Home Emergency Response Organization System

The total amount to be raised through property and business taxation for purposes specified in the annual Operating Budget.

GVS & DD Greater Vancouver Sewerage and Drainage District.

GVTA Greater Vancouver Transportation Authority.

GVWD

HRA

RFP Request for Proposal

Heritage Revitalization Agreements

TAX RATE MISSION How the organization will work to achieve the vision to sustain Coquitlam’s high quality of life for current and future generations. Coquitlam’s mission is to serve the public interest through leadership, innovation and a commitment to community priorities and strengths.

Municipal property tax revenue is calculated by applying the tax rate to the projected assessment base. In the context of the property tax calculation, one mill is one thousandth of the assessment base. Additional property tax revenue is generated through an increase in the mill rate and/or growth in the assessment base.

MLS

UTILITY OPERATION

Multiple Listing Services provided by realtors from across Canada through the Canadian Real Estate Association.

A separate City entity providing a service to its customers at rates regulated by City Council.

OBJECTIVE

VISION

An objective is a measurable target that the organization works toward over a one – five year time frame. Coquitlam’s corporate objectives support the achievement of its strategic goals. Coquitlam has 15 corporate objectives, and each department has a work plan that supports these corporate objectives.

The ultimate achievement for the City of Coquitlam in the future—what a perfect Coquitlam would look like. Coquitlam’s vision is to be a community where people choose to live, learn, work and play.

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Schedule “A” City of Coquitlam 2015 Five-Year Financial Plan Bylaw No. 4545, 2015 Consolidated Summary of Revenues & Expenditures

2015 2016 2017 2018 Revenues: Taxation, net Grants & Contributions from Others Fees and Service Charges Other

(157,082,111) (10,341,736) (76,986,454) (5,609,189)

(163,118,468) (10,372,900) (80,866,552) (5,875,140)

(169,871,944) (9,604,655) (84,971,810) (6,214,338)

Transfers:

Collections for Other Governments (84,261,369) (84,265,220) (84,269,187) Transfer from Reserves (44,730,144) (40,369,396) (18,148,559) Transfer from DCC’s (8,794,398) (14,360,898) (13,184,148)

(84,273,273) (15,392,559) (12,462,648)

(84,277,481) (9,749,559) (11,316,648)

(146,101,935) (9,326,320) (69,965,882) (5,083,905)

(151,539,707) (9,536,244) (73,442,188) (5,309,834)

2019

(368,263,953) (378,823,487) (365,621,384) (372,361,540) (376,006,435)

Expenditures:

Other Municipal Purposes 236,572,858 247,285,659 256,761,250 Debt Payments 9,783,911 8,939,379 3,096,844 Capital Expenditures (Note 1)

61,415,000 62,420,000 45,748,000

267,556,855 2,948,162 42,025,000

276,850,625 2,896,899 36,627,000

Transfers: Transfer to Other Governments

84,261,369 84,265,220 84,269,187 84,273,273 84,277,481 Transfer to Statutory Reserve

366,500 346,500 346,500 346,500 346,500 Transfer to Land Sale Reserve 3,155,964 3,123,571 3,171,638 3,174,910 3,186,283 Transfer to DCC Matching Fund

2,622,065 2,622,065 2,622,065 2,646,133 2,646,133 Transfer to Coquitlam Legacy Fund

4,086,286 4,521,093 5,005,900 5,490,707 5,975,514 Non-Cash Expenditure of Depreciation (34,000,000) (34,700,000) (35,400,000) (36,100,000) (36,800,000)

368,263,953

378,823,487

365,621,384

372,361,540

376,006,435

Note 1: Excludes work-in-progress expenditures approved in previous budgets estimated at $90M

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Schedule “B�

2015 Five-Year Financial Plan Bylaw No. 4545, 2015 Revenue Plan Objectives and Policies

Sources of Revenue The pie chart below depicts the proportionate share of revenue received from the various funding sources in 2015.

SOURCES OF REVENUE SOURCES OF REVENUE Consolidated Financial Plan 2015

Consolidated Financial Plan 2015

Investment Income 2%

Cost Recoveries & Sundry 6%

Casino Grants Revenue 4% 3%

Fees, Rates and Service Charges 25%

52% - Property Tax 25% - Fees, Rates and Service Charges 8% - Sewer Parcel Fee Property Tax 6% - Cost Recoveries & Sundry 52% 4% - Grants 3% - Casino Revenue 2% - Investment Income Sewer Parcel Fee 8%

Financial Planning Principles, as they relate to Revenue: Growth Pays for Itself - New development should substantially pay for the increased infrastructure required to service it.

User Pay - It is preferable to charge a user fee for services that are identifiable to specific users instead of levying a general tax to all property owners.

Equity - Property owners in Coquitlam should be treated in a fair and consistent manner. The tax calculation methodology must be consistent, transparent, understandable and comparable to neighbouring jurisdictions.

File #: 05-1705-01/000/2015-1 Doc #: 1917320.v1

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Schedule “B” Property Tax Revenue % by Class PROPERTY TAX- REVENUE % BY CLASS PROPERTY TAX REVENUE % BY CLASS - 2010 2014

20102010 - 2014 (Source: City of Coquitlam Financial Services Department) Percent

2011

2012

2013

2014

(Source: City of Coquitlal Financial Services Departlent)

70.00 60.00

2010

70%

2011

2012

2013

2014

60% 50.00

50% 40.00

40%

30.00 30% 20.00 20% 10.00

10% 0%

0.00

Residential Residential

Commercial Commercial

Industrial Industry

Others Others

In an effort to maintain or strengthen the financial health of the City, it is desirable to attract residential, commercial and industrial development to ensure the City of Coquitlam’s economic and employment base can keep pace with population growth. The financial plan includes a strategy to facilitate commercial and industrial development in conjunction with residential growth.

Coquitlam residents have historically benefited from low-to-mid level residential property taxes in comparison to our neighbours in the lower mainland, while our business-class rates have been among the highest. In an effort to address this historical inequity in tax distribution between residential and business classes, Coquitlam Council has been attempting to lessen the impact of tax increases on business classes by shifting the tax burden each year to other classes, primarily residential. In 2015, Coquitlam continued the 1.0% to further support business in Coquitlam.

The impact of this policy in 2015 is a reduced increase to the business tax rate from the average of 2.34% to 1.71% and an increased rate for residential property uses of 2.71%. This policy has been in place for the past 20 years with a cumulative impact of a 19% shift in the tax burden from business properties to residential properties. This can be seen in the graph which shows a gradual increase in percentage of the property tax revenue coming from the residential property uses and a decreasing percentage coming from commercial property uses.

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City of Coquitlam Financial Services Department 3000 Guildford Way Coquitlam, B.C. V3B 7N2 Tel 604-927-3030 Fax 604-927-3035