2015-2019 Financial Plan by City of Port Coquitlam

2015-2019 City of Port Coquitlam Financial Plan www.portcoquitlam.ca/budget

Table of Contents Introduction City Profile Reader’s Guide

2015-2019 Capital Program 1 6

Financial Plan Overview 2015 Budget Message Plan Background Future Outlook Expenditure Levels Tax Impact Restricted Reserves Consolidated 2015-2019 Financial Plan

8 9 10 11 12 14 15

Revenues 2014 Revenues Property Tax User Fees Interest Income Grants in Lieu of Taxes

18 18 20 21 22

Introduc on Financial Summaries Infrastructure Categories Funding Opera ng Impacts of the Capital Program Project Details by Category

136 137 140 142 143 144

Appendices Appendix A – Business Planning and Budget Guidelines Appendix B – Financial Plan Development and Timetable Appendix C – Financial Management Policy Appendix D – Corporate Strategic Plan Appendix E – Organiza on and Commi ee Structure Appendix F – Organiza on Chart and Staﬃng Levels Appendix G – Municipal Funds Appendix H – General Sta s cs Appendix I – Glossary

188 189 190 196 199 200 201 202 203

Enhancements, Savings and Service Level Changes Overview Enhancements Savings and Eﬃciencies

24 25 26

Department Business Plans Introduc on Oﬃce of the Chief Administra ve Oﬃcer Corporate Support Development Services Engineering & Opera ons Finance Fire & Emergency Services Human Resources Parks & Recrea on Policing

28 31 37 54 70 95 100 109 114 130

City of Port Coquitlam

City Profile

Port Coquitlam is a community of 58,000 with a strategic loca on in Metro Vancouver, a healthy base of businesses, new commercial and industrial areas, 271 hectares of parkland including the 25-km Traboulay PoCo Trail, wellestablished neighbourhoods, and a strong sense of community spirit known as PoCo Pride. It also has a growing reputa on for progressive governance and for its innova ve approaches to managing waste, sustainable development and using technology to engage the community. Since it was incorporated on March 7, 1913, Port Coquitlam has experienced significant growth and has strived to remain relevant to the changing mes. At the same me, the City has retained its small-town charm, its authen c historic downtown core, and a tradi on of community involvement. The City strives to balance social, environmental and economic values while fulfilling the priori es set by our ci zens. Our annual budget public consulta on is an example of how we engage the community in our City’s governance.

A Livable City It came as li le surprise to Port Coquitlam residents when their community earned na onal recogni on in 2013 for being a livable city. Family-friendly Port Coquitlam was named B.C.’s third most livable city, and 33rd out of 200 in Canada, in Moneysense magazine’s annual Best Places to Live ranking.

2015-2019 Financial Plan

Those who call Port Coquitlam home are well aware of its special quali es, including aﬀordability, an accessible loca on, parks and trails, family-oriented services, a quaint historic downtown core, and a strong sense of community spirit. These are just some of the reasons 63% of the City’s residents have lived in Port Coquitlam for more than five years, and why families and investors from elsewhere have started taking a closer look at this hidden gem. Con nued on next page

City Profile Con nued from previous page

Aﬀordability Housing and land in Port Coquitlam are among the most aﬀordable in the region north of the Fraser River. At the same me, property owners benefit from some of the lowest tax rates in Metro Vancouver.

Thriving The heart of the community is the historic and authen c downtown, which is bustling these days with new business and residen al growth, a vibrant cultural scene and a Farmers Market.

Loca on Port Coquitlam’s central loca on means Vancouver is only 35 minutes away by car or commuter rail. Access is be er than ever, thanks to regional projects such as the Port Mann, Pi River and Golden Ears bridges, and the upcoming Evergreen Line extension. These complement local improvements such the Coast Meridian Overpass and upgraded Broadway Street.

We’re also seeing significant growth in the up-and-coming Dominion Triangle area – bringing an exci ng mix of retail, residen al, ins tu onal and light industrial developments.

It’s also easy to get around on bike or foot using the extensive network of trails and bike lanes.

Healthy and ac ve Port Coquitlam promotes a healthy and ac ve lifestyle with many indoor and outdoor opportuni es. Op ons include recrea on centres with pools and arenas, sports fields, outdoor pools, the 25-km Traboulay PoCo Trail and free trailside gym sta ons.

Community Spirit Port Coquitlam’s old-fashioned community spirit is unique in an urban se ng. Residents love to celebrate their PoCo Pride at numerous fes vals and civic events throughout the year, and volunteer their me to make their community be er. A large propor on of residents took part in the City’s 100th year birthday celebra ons throughout 2013. Port Coquitlam is one of the few B.C. communi es that has retained its volunteer Spirit Commi ee following the 2010 Olympics.

City of Port Coquitlam

City Profile City Services City Council represents the ci zens of Port Coquitlam, provides leadership, establishes City policies and priori es, and reviews and establishes budget levels. Repor ng directly to Council is the Chief Administra ve Oﬃcer (CAO). Seven City departments report to the CAO: • • • • • • •

Corporate Support Development Services Engineering & Opera ons Finance Fire & Emergency Services Human Resources Parks & Recrea on

Policing Services are provided by the Coquitlam RCMP.

The City of Port Coquitlam is strategically located in the heart of Metro Vancouver, B.C.

2015-2019 Financial Plan

City Profile Community Budget Priorities The City had a high level of public par cipa on in its 2015 budget consulta on process. In February, budget details were mailed to every home and provided online to encourage public feedback on the dra budget. In total, 867 people filled out surveys or provided other forms of feedback. Residents were asked whether they feel they are ge ng good value for their dollar for City services, as well as targeted ques ons related to budget decisions for 2015.

Strong themes emerged from the results: • • • •

Support for a new Community Recrea on Complex Desire for improved recrea on and cultural services Desire for road and traﬃc improvements Support for comprehensive budget informa on provided by the City • High level of sa sfac on with City services, in par cular fire, parks and trails, policing and waste services

Based on the results, 77% of residents – up 1% from 2014 – believe they receive good value for their tax dollars.

Selected Results from Budget 2015 Survey Ques on: Do you feel that you get good value for your tax dollars in Port Coquitlam?

Ques on: Are you sa sfied with the budget informa on available to you this year?

City of Port Coquitlam

City Profile Transit, 2% Ques on: If you had to pick three infrastructure projects for the City, what would they be?

Visual, 3% Ligh ng, 3%

Pedestrian, 15%

Parks, 12% Recrea on, 14%

Breakdown: Roads & Traﬃc Paving Intersec ons Traﬃc calming Widen roads Fremont route Rail crossings Bike lanes Wave (coordinated) signals Downtown Lines Lanes Coast Meridian Overpass Bridges

Breakdown: Recrea on Projects PoCo Rec Complex Ice Library Swimming Hyde Creek Outdoor pools Other Seniors Youth

2015-2019 Financial Plan

Reader’s Guide The Reader’s Guide is intended to provide the reader with a brief descrip on of the contents of each major sec on of the document. The Financial Plan provides detailed funding requirements over the next five years and also serves as: • A Policy Document, that outlines the financial policies (Appendix C) that guides the development of the plan; • An Opera ons Guide, that helps staﬀ manage dayto-day opera ons by providing financial and policy informa on and by iden fying financial and staﬃng resources available to provide services; and • A Communica ons Device, that gives all readers a comprehensive look at the services provided by the City and the costs and revenues related to those services. The financial summaries within this document detail the City’s total budget for the fiscal year of 2015. This includes the addi on of one- me expenses and decision packages endorsed by Council. However, the subsequent years of 2016-2019 include only a “base”. The base budget reflects revenue and expense required to maintain the same levels of service (including infla onary costs) as provided in 2015, as well as any known changes due to growth and/or service level changes approved by Council.

Document Organization The document is separated into six major sec ons. Explana ons of each of these sec ons are as follows: 1. Overview This sec on is intended to provide the reader with an understanding of the City’s overall financial posi on and highlights cost drivers and issues with the proposed 2015-2019 Financial Plan.

2. Revenue This sec on provides an overview of the sources of revenue for the City and policies around how the City acquires the funds needed to pay for the numerous services it provides. 3. Departmental Business Plans This sec on includes Business Plans for each City department and the RCMP Detachment. The Business Plans contain informa on about the department its fiveyear financial plan and related strategies and goals for 2015. Financial informa on for major non-department budgets is also listed here. 4. Capital Program This sec on contains a summary of all of the capital expenditures budgeted for the 2015-2019 period. Also included are individual project descrip ons. Departments were asked to iden fy funding sources for these projects as well as include the ongoing opera ng costs. 5. Savings and Service Level Changes This sec on contains a summary of all of the opera ng savings and service level changes which were adopted by Council for the 2015 fiscal year in order to balance rising costs with community priori es. Departments were asked to propose eﬃciencies that could be sustained over me. 6. Appendices This sec on includes a variety of informa on that may be useful to Council or the public in assessing the financial plan proposal and/or understanding the City’s financial situa on, policy and prac ces.

City of Port Coquitlam

Financial Plan Overview 2015-2019 FINANCIAL PLAN

www.portcoquitlam.ca/budget

Financial Plan Overview

2015 Budget Message The 2015-2019 Financial Plan is based on the Business Planning and Budget Guidelines, adopted in 2014 by the Finance and Intergovernmental Commi ee, which includes all members of City Council. The guidelines reflect Council’s desire for the City to run as eﬃciently as possible, in order to both meet community needs and address the public’s decreasing appe te for higher municipal taxes. Direc on provided by the guidelines included the following: • An addi onal 1% tax increase was to be included for long-term infrastructure replacement (see page 14 under Long-term Infrastructure). • Department business plans must show how budgets and work plans address Council’s priori es (see below). • Departments were asked to iden fy poten al budget reduc ons of 1%, 2% and 3% and explain their impacts. • The City’s Department Heads were to iden fy two key areas or processes to undergo a Con nuous Improvement Assessment in 2015. (CIAs scru nize current ac vi es and seek opportuni es for improvement.) • Budget decision packages were to include a ra onale to support requests for new programs, projects and staﬀ. • All vacant full- me posi ons would be subject to a detailed review by a Corporate Management Team subcommi ee prior to being filled. The complete guidelines can be viewed in Appendix A.

Council Priori es Since 2013, Council has directed staﬀ to focus on three priori es that grew from the Corporate Strategic Plan. The Strategic Plan has a large number of direc ons and desired outcomes; targe ng a few priori es at a me enable the City to meet its goals more eﬀec vely.

These priori es will change as the needs of the community evolve. The current three priori es are: • Develop the organiza on, increase employee engagement and improve customer service, • Maximize the life of infrastructure assets (e.g. roads and buildings) and save for their replacement, and • Plan for the new Community Recrea on Complex to replace aging recrea on facili es in the downtown area.

Other Factors Affec ng the Plan In addi on to Council priori es, a variety of other factors affect each year’s plan, both posi vely and nega vely. For 2015, the City is seeing addi onal revenue from development in the community as well as an ini a ve from BC Assessment to capture previously unrecorded construc on. At the same me, expenses have increased due to labour contract obliga ons, and a rise in library and RCMP costs. The City also con nued to dedicate an addi onal 1% of tax revenue for future infrastructure replacement. This is in accordance with the Budget Guidelines. Priori es for the Coming Year In 2015, the City will plan, design and set aside funds for the new Community Recrea on Complex, one of Council’s priori es. Council’s decisions regarding scope and phasing of this project will have a significant impact on the City’s long term financial picture. Determining the short-term and longterm implica ons of Council’s decision was a key staff priority for 2014 and con nues into 2015 and beyond. Another priority for 2015 is conduc ng Con nuous Improvement Assessments on City func ons, as directed by the Budget Guidelines. As we move through the CIA process, it is cri cal that staff monitor the financial implica ons of any recommended changes.

City of Port Coquitlam

Financial Plan Overview Strategic Plan Port Coquitlam adopted the Vision 2020 Corporate Strategic Plan in 2011. The plan outlines the community’s vision for the future and will guide the City’s policy, opera ons and financial decisions through to 2020. Vision 2020 is as follows: Port Coquitlam is a happy, vibrant, safe community of healthy, engaged residents and thriving businesses supported by sustainable resources and services. Sustainability of the City’s finances will ensure the services enjoyed by the residents today will be there for future genera ons. Sustainability requires diﬃcult decisions to balance current aﬀordability with long-term pressures. These decisions occur annually during the financial plan prepara on process, budget delibera ons, public consulta on and final approval.

Regulatory Requirements In accordance with the laws of Bri sh Columbia through the Community Charter, municipali es must prepare a five-year financial plan each year. These plans must be adopted by municipal Councils before May 15 and they are required to iden fy the proposed expenditures, funding sources, and transfers to or between funds. The Community Charter also directs City Council to engage the public in a consulta on process prior to adop on of the proposed financial plan. For more details on the Financial Planning Process please consult Appendices A, B and C.

Budget Best Practices The Government Finance Oﬃcers Associa on of the United States and Canada (GFOA) has established the Dis nguished Budget Presenta on Award to encourage governments to prepare budget documents of the highest quality to meet the needs of decision-makers and residents. Each budget document submi ed is evaluated using a comprehensive evalua on checklist and those which are judged proficient receive the award (www.gfoa.org). The City received the Dis nguished Budget Presenta on Award for the 2014-2018 Financial Plan for the 17th year. This award is valid for one year only. The City believes our current budget process con nues to conform to program requirements, and it is being submi ed to GFOA to determine its eligibility for another award.

Corporate Financial Goal That the City work towards full annual funding of opera ons, maintenance, growth and asset deple on applying the following measures: • Limit addi on of new services or programs for the next five years. • Apply only sustainable service and program cuts to reduce annual tax rate increases. • Set funds aside for long term financial needs including the infrastructure gap, growth and opportuni es.

2015-2019 Financial Plan

• Pursue revenues to oﬀset funding needs. • Apply new revenues to reduce tax rates only if assured, sustainable, stable and incremental. • Maintain transparency and accountability to the community by communica ng developments with the strategy at each Commi ee and Council session on the budget. That once the service levels are set, the budget contains the necessary infla onary increases to maintain the remaining services.

Financial Plan Overview Future Outlook The City will con nue to face a number of challenges in the future, the most significant of which is to provide suﬃcient funding for maintaining and replacing the City’s infrastructure and major assets. The “infrastructure gap” is the diﬀerence between the reserves set aside to fund maintenance and replacement and the current replacement cost of the depreciated por on of City assets.

City Financial Health The Corporate Strategic Plan’s vision for the future is only possible if we leverage our strengths and address our challenges. The City’s major financial challenge is the infrastructure gap. This gap is not unique to our City, as many ci es around the world have not set aside suﬃcient funds for replacement of infrastructure assets as they deplete. Recent news reports have highlighted ci es that have seen failures of their bridges, tunnels, roads, facili es and water and sewer systems. The City of Port Coquitlam has adopted a proac ve and financially prudent strategy of funding long-term asset replacement to avoid the much higher costs of repairs, maintenance and replacement should funding be delayed and assets be replaced past the point of op mum renewal. City funds are also required to support today’s needs for our mul -faceted municipal services. Pressures from the community highlight the need for upgrades to exis ng facili es and expansion of services for growth. The Corporate Financial Goal sets the City’s financial direc on of long-term financial sustainability.

Debt and Debt Limits The maximum amount of debt that may be held by a municipality is restricted by its ability to repay that debt (both interest and principle). This is represented as a Liability Servicing Limit and is set by the Provincial Government in the Community Charter. The current limit for 2015 is $22.5 million (of which the City is servicing $1.48 million).

The City has begun to set aside funds for long-term needs and our reserves are building. Port Coquitlam has adopted a proac ve and financially prudent strategy of saving for the future replacement of infrastructure assets – including roads, buildings and equipment – while establishing plans and prac ces to maximize their lifespan.(e.g. preventa ve maintenance). Council created a Budget and Infrastructure subcommi ee to the Finance and Intergovernmental Commi ee in 2014 to review our budge ng process and to develop a more sustainable model for planning and funding infrastructure. The 2016-2020 Financial Plan will start to reflect the outcomes of these ac vi es. City funds are also required to provide mul -faceted municipal services to support today’s needs, and to plan for upgrades to facili es and expansion of services to accommodate future needs.

The Financial Plan includes an annual cost of interest and principal payments of $1,478,300. For 2015, debt payments represented approximately 2.4% of the City’s net budget. The City’s debt is minimally aﬀected by changes in borrowing interest rates. Therefore any risk to a rising Prime interest rate is low.

Outstanding Debt

Project

Annual Payment (inc. Interest)

Expira on

Lender

$22,788,200

Coast Meridian Overpass (2009)

$1,478,300 ($1,032,500 interest)

October, 2039

MFA of BC

City of Port Coquitlam

Financial Plan Overview 2015 Base Plan â&#x20AC;&#x201C; Expenditure Levels

2015 Services Provided to the Community ).2

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The graph shows the Cityâ&#x20AC;&#x2122;s ongoing expenditures for opera ng which are funded from ongoing revenue sources. Ongoing Expenditures Parks & Recrea on Policing Fire and Emergency Water Engineering Sewer Corporate Support Finance Development Services Human Resources Fiscal Services OďŹ&#x192;ce of the CAO TOTAL

2015-2019 Financial Plan

2015 $16,448,700 14,010,100 9,633,100 9,146,300 7,901,800 6,507,700 3,847,500 3,394,000 3,089,400 888,200 837,100 495,000 $76,198,900

% of Total 22% 18% 13% 12% 10% 9% 5% 4% 4% 1% 1% 1% 100%

Financial Plan Overview Tax Impact

U lity User Fees

Port Coquitlam property owners pay separate property tax and u lity bills. The amounts for both bills are combined in the charts below to show the full impact on a household.

Water, sewer and solid waste (garbage/green cart) levies are flat annual user fees, and are the same for each single-family dwelling. Townhouse and apartments have lower water and sewer rates, and do not pay a garbage levy because they are not required to use City collec on services.

Property Taxes The City’s residen al property tax rates in 2015 increased by 1.46%. The impact on an average single-family home, townhouse and apartment are shown in the charts below. These calcula ons use the value of a “representa ve house” in 2014 as defined by the Ministry of Community, Sport and Cultural Development. The proposed property tax rate will be applied equally on a percentage basis to all property classifica ons. See the Enhancements, Savings & Eﬃciencies sec on for decisions that aﬀected these figures.

The levies are approved by Council prior to the approval of the Financial Plan to meet billing deadlines in early 2015. There was no increase to the sewer or water levies. The 3.4% garbage levy increase was due to increased service delivery costs and disposal fees. The City’s Cost Recovery Policy states that user fees are to be set to recover the full cost of services, unless Council determines a subsidy is in the general public interest. The policy is detailed in Appendix C.

Average Single-family Dwelling Assessed at $527,408 Property Taxes Water Levy Sewer Levy Garbage Levy Total

2014 $1,978.20 427.00 306.00 176.00 $2,887.20

2015 $2,007.22 427.00 306.00 182.00 $2,922.22

$ Change $29.02 6.00 $35.02

2015 $1,580.56 400.00 287.00 $2,267.56

$ Change $22.85 $22.85

2015 927.00 380.00 272.00 $1,579.00

$ Change 13.00 $13.00

Average Townhouse Assessed at $383,481 Property Taxes Water Levy Sewer Levy Total

2014 $1,557.71 400.00 287.00 $2,244.71

Average Apartment Assessed at $258,309 Property Taxes Water Levy Sewer Levy Total

2014 914.00 380.00 272.00 $1,566.00

City of Port Coquitlam

Financial Plan Overview Fund Structure General Fund The General Fund is the primary opera ng fund used to manage a majority of the City’s financial resources and obliga ons. Some of the services that are provided from this fund include policing; fire services; recrea on programs and facili es; and solid waste. Water Fund The Water U lity is a user pay u lity that supplies water services to the proper es in the City and is funded from user fees. Sewer Fund This is also a user pay u lity that provides sanitary sewer services to proper es and is funded from user fees. The City’s Financial Plan and Financial Statements are consolidated and include the accounts of all funds in the City. Inter-fund transac ons and balances are eliminated from the financial statements but are included as internal recoveries between departments for budge ng purposes. A fund is a fiscal en ty of balanced accounts used by governments to control common financial ac vi es.

Financial Position (Reserves and Surplus) The City has Reserve Funds (Statutory Reserves) that are authorized by the Community Charter and/or City bylaw. The purpose of se ng aside reserves is to provide funding for various an cipated future expenditures to ensure suﬃcient funds are available when required and where possible to avoid the need to incur debt.

Statutory Reserves may only be used as authorized by the Community Charter and the related Council Bylaw. City reserves are further detailed on the next page. Surplus funds are the result of past budget surpluses (i.e. where actual revenues have been in excess of actual expenditures) and may be used for any municipal capital or opera ng purpose as authorized by Council. Currently, the City uses its surplus to finance opera ons prior to tax and u lity collec ons and, based on availability, to fund one- me opera ng and capital items.

The financial content in this document was prepared based on informa on available at the me of Financial Plan development and supported by management es mates. The Financial Plan is not audited. Certain prior year figures have been re-classified to conform with the presenta on adopted for the current year. These amounts are presented for compara ve purposes. The City prepares its Financial Plan in accordance with Part 6 of Bri sh Columbia’s Community Charter. The City uses an accrual basis of accoun ng for its financial repor ng except where this basis diﬀers from provincial legisla on.

2015-2019 Financial Plan

Financial Plan Overview Restricted Reserves A breakdown of the various City reserves and a brief descrip on of their uses are contained in the following table: Actual

Budgeted

Balance at To (from) Balance at 12/31/2014 Reserve 2015 12/31/2015 Equipment

Uses & Funding Source Subsidiary accounts maintained for Public Works, Parks, Fire equipment and Informa on Systems. Funds are used primarily for the purchase of replacement equipment with the excep on of the IS por on, which is available for new equipment and so ware. City por on of all Roads and Drainage projects. Funding source – primarily property taxa on, also includes funding from TransLink for Major Road Network maintenance. Funding for new capital works that exceed the limits prescribed in the City's Financial Policy for use of capital funding envelopes. Funding source – land sales and voluntary internal repayments. City por on of all Sewer projects. Funding source – u lity fees.

$10,168,988

$(1,496,600)

$8,672,388

Roads / Drainage

7,155,970

(947,600)

6,208,370

Land Sale

8,056,312

898,900

8,955,212

Sewer

3,272,443

(512,200)

2,760,243

Water

346,989

(90,300)

256,689

Parking

2,587,153

72,400

2,659,553

Funding collected in the development process to provide for future parking.

Public Works Special

2,256,483

40,400

2,296,883

Interest earned on $2 million principal allocated for minor public works projects. Principal not available for use as per establishing bylaw.

Opera ng

1,524,608

6,400

1,531,008

Funding for self-insurance; snow and ice removal; arts, heritage & culture; and elec on.

Parks & Recrea on

1,278,148

(369,000)

909,148

City por on of all Parks & Recrea on projects. Funding source – property taxes and developers (in lieu of parkland).

Public Safety Buildings

602,531

(435,600)

166,931

City por on for capital improvements to public safety buildings.

Building Maintenance

2,896,320

(254,000)

2,642,320

Solid Waste

150,479

For Solid Waste projects. Funding source is property taxes.

Special Needs Housing/ Community Ameni es Reserves

390,625

(19,000)

371,625

Funding collected in the development process to provide for social housing needs.

98,327

(100,400)

(2,073)

1,672,003

3,021,200

4,693,203

Funding for as yet undetermined capital projects/programs. This also includes the contribu ons from the Federal Gas Tax program.

702,600

Funding for replacement of the exis ng Port Coquitlam Recrea on Complex. Funding source is property taxes.

10,243,634

3,868,200

14,111,834

Funding for replacement of capital assets including, but not limited to, buildings, transporta on infrastructure, water infrastructure, sewer infrastructure. This reserve is expected to help to address the significant infrastructure gap.

Cemetery Expansion Unallocated Capital Reserves Community Recrea on Complex Reserve Long-term Infrastructure Replacement Total

$52,701,013

City por on of all Water projects. Funding source – u lity fees.

Major maintenance type projects (such as roof replacement, HVAC systems) on all civic buildings.

Funding collected from cemetery sales to fund future cemetery expansion.

$4,385,400 $57,086,413

City of Port Coquitlam

Financial Plan Overview Consolidated 2015-2019 Financial Plan The 2015-2019 Financial Plan is summarized below. This chart iden fies all major revenues and expenses by opera ng department. 2014

2015

2016

2017

2018

2019

Revenues Taxa on Corporate Support Development Services Engineering Finance Fire and Emergency Parks & Recrea on Policing Water Sewer Tax Penal es & Interest Interest Land Sales Provincial Opera ng Grants Misc. Revenues Special Opera ng One- me Special Opera ng Projects CIP Funding - Grants, DCC etc. SP Funding - Grants, DCC etc. Developersâ&#x20AC;&#x2122; Contribu ons Total Revenues

$(56,124,500) $(58,445,300) $(61,121,100) $(62,952,100) $(64,773,000) $(66,583,100) (1,157,000) (1,086,300) (1,097,300) (1,108,300) (1,119,600) (1,130,800) (950,800) (1,100,000) (1,103,200) (1,106,500) (1,109,900) (1,113,300) (6,239,400) (4,508,800) (4,548,800) (4,589,300) (4,630,000) (4,671,000) (326,500) (1,418,000) (1,440,900) (1,464,100) (1,487,700) (1,511,900) (36,500) (21,600) (36,800) (22,100) (22,300) (37,500) (4,441,100) (3,958,500) (3,997,700) (4,037,900) (4,078,600) (4,118,400) (463,700) (680,600) (680,900) (681,200) (681,500) (681,800) (10,658,200) (10,983,300) (11,336,300) (12,097,900) (13,120,300) (13,793,800) (7,497,600) (7,638,900) (8,003,800) (8,445,500) (8,963,600) (9,543,800) (325,000) (325,000) (325,000) (325,000) (325,000) (325,000) (760,000) (1,600,000) (1,600,000) (1,600,000) (1,600,000) (1,600,000) (45,000) (255,000) (266,000) (266,000) (277,000) (277,000) (44,500) (44,500) (44,500) (44,500) (44,500) (44,500) (1,122,900) (3,806,900) (12,500) (12,500) (12,500) (12,500) (1,000,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) $(91,192,700) $(96,872,700) $(96,614,800) $(99,752,900) $(103,245,500) $(106,444,400)

Expenditures OďŹ&#x192;ce of the CAO Corporate Support Development Services Engineering Finance Fire & Emergency Human Resources Parks & Recrea on Policing Water Sewer Fiscal Services Amor za on Total Expenditures

$422,500 3,674,100 2,288,300 11,019,700 2,168,300 9,434,200 872,700 15,664,200 13,531,200 8,821,100 6,445,100 426,400 12,300,000 $87,067,800

$462,000 3,847,500 3,089,400 7,701,800 3,427,000 9,633,100 888,200 16,648,700 14,010,100 9,146,300 6,507,700 837,100 12,900,000 $89,098,900

$442,000 3,907,800 3,082,000 8,053,200 3,443,200 9,654,000 931,000 16,170,700 14,229,300 9,730,800 6,782,400 1,064,400 13,500,000 $90,990,800

$450,700 3,982,800 3,143,100 8,207,700 3,509,000 9,669,100 949,100 16,550,500 14,455,700 10,354,300 7,129,200 1,297,300 14,100,000 $93,798,500

$459,500 4,132,900 3,205,900 8,364,700 3,576,200 9,684,100 967,400 16,941,600 14,645,700 11,080,300 7,547,800 1,536,100 14,800,000 $96,942,200

$468,700 4,137,200 3,269,000 8,525,200 3,645,000 9,699,300 986,000 17,344,100 14,814,800 11,546,600 8,023,000 1,780,900 15,500,000 $99,739,800

$4,124,900

$7,773,800

$5,624,000

$5,954,400

$6,303,300

$6,704,600

Alloca ons (From) To Financial Equity Surplus $(50,000) Reserves 1,425,000 Capital expenditures 12,571,600 Capital Contributed by Developers 1,000,000 Debt Repayment 1,478,300 (12,300,000) Amor za on Financial Plan Balance

$(2,882,500) 9,458,800 11,619,200 1,000,000 1,478,300 (12,900,000) -

$7,498,300 9,147,400 1,000,000 1,478,300 (13,500,000) -

$8,283,200 9,292,900 1,000,000 1,478,300 (14,100,000) -

$9,183,800 9,441,200 1,000,000 1,478,300 (14,800,000) -

$10,134,300 9,592,000 1,000,000 1,478,300 (15,500,000) -

Net Revenue (Expenditure)

2015-2019 Financial Plan

Financial Plan Overview Budget Best Practices

The Government Finance OďŹ&#x192;cers Associa on of the United States and Canada (GFOA) presented a Dis nguished Budget Presenta on Award to City of Port Coquitlam, Bri sh Columbia 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, as an opera ons guide, as a financial plan, and as a communica ons device.

This award is valid for a period of one year only. We believe our current budget con nues to conform to program requirements, and we are submi ng it to GFOA to determine its eligibility for another award. This is the City of Port Coquitlamâ&#x20AC;&#x2122;s 17th Dis nguished Budget Presenta on Award.

City of Port Coquitlam

Revenues 2015-2019 FINANCIAL PLAN

www.portcoquitlam.ca/budget

Revenues The City receives revenue from several sources with the main contribu on from property taxes and u lity rates as shown below:

2015 Ongoing Revenue Taxes and U li es Developer Cost Charges Other Revenue Sales of Services Interest Grants in Lieu Total Ongoing Revenue

$79,146,400 4,806,900 4,722,400 3,775,200 1,675,500 1,605,900 $95,732,300

#( "( "( $( $(

%"(

The Community Charter regulates property taxes. City policies guide how fees and charges are determined. City bylaws set the rates. The total of the ongoing revenues includes staďŹ&#x20AC;-recommended decision packages.

Property Tax Property taxes are the Cityâ&#x20AC;&#x2122;s main source of revenue, financing a majority of the services provided by the City. Every property owner in the province must pay property taxes based on the value of their property, unless the property is specifically exempted by provincial statute. Statutory exemp ons are listed in the Community Charter. These proper es include, but are not limited to: â&#x20AC;˘ schools and universi es â&#x20AC;˘ places of public worship â&#x20AC;˘ hospitals The valua on of property within the City is determined by BC Assessment, a provincial Crown Corpora on that classifies and assesses the value of all real property in Bri sh Columbia.

In Bri sh Columbia, there are eight property classes: â&#x20AC;˘ â&#x20AC;˘ â&#x20AC;˘ â&#x20AC;˘ â&#x20AC;˘ â&#x20AC;˘ â&#x20AC;˘ â&#x20AC;˘

Residen al U li es Major Industrial Light Industrial Business Other Managed Forest Land Recrea onal Property, Non-profit Organiza ons Farm Land

Under the Community Charter, the City may grant permissive tax exemp ons which exempt certain proper es from taxa on for a specified period of me. In Port Coquitlam, only non-profit organiza ons occupying municipal or school district property have been exempted by City Council policy. The exemp on is included in Schedule C of the Cityâ&#x20AC;&#x2122;s Financial Plan Bylaw. City policy requires property taxes be compe ve within the Metro Vancouver municipali es. When se ng tax rates, Council considers: â&#x20AC;˘ The amount of property taxes levied per capita, â&#x20AC;˘ Tax and u lity levies on a representa ve home, and â&#x20AC;˘ The property classifica onâ&#x20AC;&#x2122;s total assessed value and the amount of property taxes borne by that property classifica on.

City of Port Coquitlam

Revenues Port Coquitlam property taxes per capita are lower than average ($546) in Metro Vancouver ($660) by 21%, a further increase over the 2013 diďŹ&#x20AC;erence of 9%.

2014 Municipal Residential Property Taxes Per Capita +/(1..

Metro Vancouver average $660

+/(0.. +/(...

Port Coquitlam $546

+3..

Source: Ministry of Community, Sport and Cultural Development

+2.. +1.. +0..

& $% ! " !" " ! ' " % )

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$ # " "'

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Property Tax Distribution The City may set diďŹ&#x20AC;erent tax rates for each property classifica on to a ain a reasonable tax distribu on. In Port Coquitlam, the 2015 tax distribu on policy will result in residen al property contribu ng 58% of the property taxes, and non-residen al contribu ng 42% of the property taxes. The 2014 average for Metro Vancouver municipali es was residen al proper es contribu ng approximately 64% of property taxes.

2015 Property Tax Distribution Rates Property Class Residen al U lity Suppor ve Housing Light Industrial Business Seasonal Farm Land

2015-2019 Financial Plan

Mill Rate 3.7950 40.0000 3.7950 13.2473 11.4628 15.1615 23.4756

Source: City of Port Coquitlam Tax Rates Bylaw, 2015, No. 3903 dollars of tax per $1,000 taxable value

Revenues â&#x20AC;˘ Will the level of demand for a service support full cost recovery? â&#x20AC;˘ What prices are others charging for the services? â&#x20AC;˘ How will the City collect fees charged for a service? In some cases it may be imprac cal for the City to implement fees, for example charging a fee for the use of the Traboulay PoCo Trail. â&#x20AC;˘ Will the fee established influence behaviour in the desired fashion? â&#x20AC;˘ Is the client able to pay for the service?

User Fees In accordance with the Community Charter, municipal governments set fees and charges by bylaw to cover reasonable costs of providing services to the public. The fees charged must be for the services delivered with no inten on of genera ng a surplus. The Cityâ&#x20AC;&#x2122;s Cost Recovery Policy states that user fees will be set to recover the full cost of services except where City Council determines that a subsidy is in the general public interest. Council will consider the following factors when determining whether a subsidy is in the general public interest: â&#x20AC;˘ Who benefits from the service? Services that benefit individuals will generally be subject to a high cost recovery while services that have a large public benefit will have a lower cost recovery.

The full cost of services delivered includes all direct costs (labour, materials, transporta on, facili es and services) and a 15% administra ve surcharge. The Cityâ&#x20AC;&#x2122;s user fees are supported by bylaws including the Sewer Rates Bylaw, Waterworks Regula on Bylaw, Solid Waste Bylaw, Fees and Charges Bylaw, Animal Control Bylaw, and False Alarm Bylaw.

Summary of Fees (â&#x20AC;&#x2DC;000s) Engineering Water Rates Sewer Rates Solid Waste Collec on Parks & Recrea on Development Services Corporate Support Police Fire Divisions Total:

2014 $860 10,658 7,498 2,325 4,441 951 1,157 464 37 $28,389

2015 $1,382 10,965 7,639 3,127 3,959 1,100 1,071 681 22 $29,944

2016 $1,394 11,317 8,004 3,155 3,998 1,103 1,082 681 37 $30,770

2017 $1,406 12,077 8,446 3,183 4,038 1,107 1,092 681 22 $32,052

2018 $1,419 13,098 8,964 3,212 4,079 1,110 1,103 682 22 $33,687

2019 $1,431 13,770 9,544 3,240 4,118 1,113 1,114 682 38 $35,050

Single Family Home â&#x20AC;&#x201C; Utility Fees Water and sewer fees for mul family units have grown at the same rate as single family. Garbage collec on is only provided to single-family and duplex proper es, with business and townhouse/apartments receiving service from private contractors. Recycling and green waste service is available to most residen al proper es.

City of Port Coquitlam

Revenues Total City Revenues From a Representative House (2014) Residen al property taxes and u li es in Port Coquitlam are less than the average within Metro Vancouver.

2014 Municipal Residential Property Taxes* for Average Single Family Dwelling -(.** -(***

Metro Vancouver average $2,198

Port Coquitlam $2,048

,(.** ,(*** +(.** +(*** .**

$ %

" " & !" ' " ! $ % " "' ! " " " ) $ ) " % $ '

" $ " "

# ! ' & "' ! & & ! ! '

$ ' '

* Based on an average single-family dwelling valued at $527,408 in 2014. Source for chart: Ministry of Community, Sport and Cultural Development

Interest Income The City pools its available cash from various funds and invests in financial instruments in accordance with the Cityâ&#x20AC;&#x2122;s investment policy included in the Cityâ&#x20AC;&#x2122;s Financial Management Policy (Appendix C). Interest income con nues to remain steady, however is at lower than desired levels due to low market rates and lower reserve balances due to infrastructure spending (Coast Meridian Overpass). It is an cipated that as reserves are replenished, interest revenue will increase. However, future infrastructure spending (Community Recrea on Complex) is an cipated to decrease reserve levels and reduce interest income in coming years.

2015-2019 Financial Plan

Revenues Grants in Lieu of Taxes The City receives grants in lieu of property taxes from: â&#x20AC;˘ Proper es owned by the Federal or Provincial Governments or their agencies. â&#x20AC;˘ Private u li es opera ng within Port Coquitlam at the rate of 1% of the u li es revenue from within the City. Es mates are based on expecta ons of the variables used to calculate the amount to be charged to these bodies. There is an expected increase in grants in lieu from Provincial bodies as they are calculated using the tax rate changes for the general rates. In addi on, there is an expected decline in private u li es company grants as they are based on reported revenue which has been declining in recent years due to increased compe on in the private sector. Overall, the changes are expected to oďŹ&#x20AC;set resul ng in a sta c amount of grants in lieu for the next five-year period.

Grants in Lieu of Taxes #

% # ! "

City of Port Coquitlam

Enhancements, Savings & Efficiencies 2015-2019 FINANCIAL PLAN

www.portcoquitlam.ca/budget

Overview The 2015 budget was built around three main priori es and a variety of other factors (described on pages 8-9). The three priori es are: to develop the organiza on in order to improve customer service, to maximize the life of infrastructure assets (e.g. roads and buildings) and save

for their replacement, and to plan for the Community Recrea on Complex on 15 acres of City land in the downtown that include the Port Coquitlam Recrea on Complex and former works yard.

2015 increase/decrease

$ cost /SFD* increase/decrease

% cost/SFD* increase/decrease

Base tax rate (with commitments, incl. 1% infrastructure levy) Enhancements Savings and eďŹ&#x192;ciencies

$710,700

$25.87

1.30%

762,900 (675,900)

27.65 (24.50)

1.40% (1.24%)

Adjusted tax rate

$797,700

$29.02

1.46%

* SFD = single-family dwelling

City of Port Coquitlam

Enhancements

Community Recrea on Complex

Ongoing Enhancements Financing the Community Recrea on Complex Transporta on / public works small community ini a ves e.g. signage, line pain ng Development and mail-out of budget info to residents Grass cu ng at Citadel and Robert Hope Parks, modified cu ng at Castle Park Northside decora ve Christmas light display Total (funded through surplus/reserves)

2015 cost

$ cost / SFD*

% cost/ SFD*

$690,000

$25

1.26%

35,000

1.27

0.07%

16,000

0.58

0.03%

17,300

0.63

0.03%

4,600

0.17

0.01%

$762,900

$27.65

1.40%

* SFD = single-family dwelling

One-time Enhancements These enhancements were funded by surplus and reserve accounts and have no impact on 2015 taxes. Community Recrea on Complex: Project planning, design and consulta on Demolish former public health building Building Reserve contribu on for future projects Waste cart lock program addi onal costs Addi onal waste carts and kitchen pails Chafer Beetle control on City proper es Decora ve ligh ng for City Hall exterior Fire Hall #2 renova on addi onal costs May Day float purchase Asbestos management program Power system upgrade at Public Safety Building Review/update of Development Cost Charge Bylaws (Water, Highways & Park) Review/update of Subdivision and Services Bylaw Northside decora ve Christmas ligh ng display Personnel to pursue adver sing revenue Reloca ng Purchasing oďŹ&#x192;ces to improve service New posi on (0.4 FTE) to market City waste services and generate an cipated revenue Business directory start-up costs Development of a mobile app for City services Total (funded through surplus accounts)

2015-2019 Financial Plan

$1,500,000 $200,000 $180,000 $141,000 $104,700 $104,200 $75,000 $70,000 $55,000 $46,700 $40,900 $40,000 $40,000 $40,000 $33,000 $30,000 $28,600 $20,000 $15,000 $2,764,100

The City is planning a new Community Recrea on Complex. Exis ng recrea on facili es in this 15acre space in the downtown are old and need to be replaced. The new complex (rendering at right) will be a vibrant community hub where residents can connect, play and use a variety of services and ameni es. Ac vi es in 2015 will include planning, design, consulta on, and se ng aside funds.

Chafer Beetle Control A vigorous turf maintenance program will be implemented to address the European Chafer Beetle infesta on on City land, parks and the cemetery.

May Day Float The current float is rented and decorated by a private company for $6,000 per year. A City-owned float will allow more decor op ons and allow the City to par cipate in other parades, thereby encouraging other ci es to join in May Day.

Biz Directory This searchable lis ng of the 3,200 licensed Port Coquitlam businesses will help promote local goods and services.

Savings & Efficiencies The 2015 budget includes $675,900 in savings and eďŹ&#x192;ciencies in order to balance rising costs with community priori es.

Departments were asked to look closely at their opera ons and budgets for opportuni es to reduce costs. 2015 savings

$ cost / SFD*

% cost/ SFD*

Modify funding source of RCMP contract to include prior-year surplus from vacancies.

($400,000)

($14.49)

(0.73%)

Reduce funds set aside for base infla on increases, absorbing those costs in exis ng budgets.

($164,700)

($5.97)

(0.30%)

Adjust sports field maintenance in the following areas due to low community use: Terry Fox Secondary oval field (remove from the Cityâ&#x20AC;&#x2122;s inventory), Central Elementary and Minnekhada Middle School joint-use fields (reduce maintenance), and Aggie Park sports field (reduce maintenance).

($40,700)

($1.47)

(0.08%)

Reduc on in library materials budget

($36,700)

($1.35)

(0.07%)

Reduce the Human Resources legal budget to reflect the average spent each year, and make more use of in-house staďŹ&#x20AC;, online resources and Metro Vancouver Labour Rela ons resources.

($23,800)

($0.86)

(0.04%)

Reduce Development Services consul ng budget

($10,000)

($0.36)

(0.02%)

Total

($675,900)

($24.50)

(1.24%)

* SFD = single-family dwelling

Reducing maintenance at several local sports fields due to low community use will save $40,700 in 2015.

City of Port Coquitlam

Department Business Plans 2015-2019 FINANCIAL PLAN

www.portcoquitlam.ca/budget

Department Business Plans Introduction

Business Plan Contents

City departments engage in the business planning process in order to clearly define their services and goals as related to corporate priori es such as the Corporate Strategic Plan and Council’s stated priori es. Each major service area produces a document describing its unique challenges, accomplishments and goals for the coming year. Business plans are updated and approved by Council on an annual basis as part of the budget process.

Business Plans: Office of the Chief Administra ve Officer Corporate Support Bylaw Services Communica ons and Administra ve Services Corporate Office Informa on Services Development Services Administra on Building Development Engineering Economic Development Ac vi es Planning Engineering & Opera ons Administra on Engineering Projects, Mapping & Budgets Opera ons Fleet, Trades and Solid Waste Public Works U li es Transporta on Finance Fire & Emergency Services Administra on Fire Opera ons Fire Preven on Emergency Programs Human Resources Parks & Recrea on Centralized Services Parks & Facili es Recrea on Policing Services (RCMP)

• • • • • • • •

Division/Sec on Focus Business Perspec ve/Environmental Scan Highlights of 2014 Accomplishments Eﬃciency and Eﬀec veness in 2014 New Revenue Workplan Highlights – 2015 Deliverables Indicators and Measures Opera ng Budget

Corporate Priorities 31 37 39 43 47 50 54 56 57 61 65 66 70 72 73 78 79 82 85 91 95 100 105 106 107 108 109 114 116 120 125 130

The business plans are oriented around the following corporate priori es: Council priori es for 2015 (described on page 8) • Infrastructure • Community Recrea on Complex planning • Organiza onal Development (including Customer Service) Corporate Strategic Plan (described in Appendix D) • Sustainable Future • Sense of Community • Economic Strength • Community Wellbeing • Strategic Service Delivery

City of Port Coquitlam

Department Business Plan Summary The following summary is based on informa on compiled from the various 2014 department business plans.

Summary of Business Perspective / Environmental Scan The various City service areas commented on the challenges and pressures of their current business landscapes in rela on to what customers and data are telling them. Challenges that are common to many of the City’s service areas include: • Eﬃciency in an increasingly complex environment • Commitment to improvement • Social issues • Changing needs in the community • Day-to-day volume

Highlights of 2014 Accomplishments Select key accomplishments from each department are summarized, below. Complete lists of 2014 accomplishments are provided in the business plans.

Oﬃce of the CAO • Launched and par cipated in Con nuous Improvement Assessments for fleet and purchasing func ons. • Oversaw and par cipated in the planning and implementa on of the Community Rec Complex project. • Restructured the Opera ons division, Corporate Support department and Development Engineering division. • Nego ated a fibre-to-the-premises deal with TELUS. Corporate Support • Redeployed staﬀ to improve service to businesses. • Improved dog licence contract and parking enforcement system. • Updated the corporate website in key areas, including a new business hub and revamped Parks & Recrea on sec on. • Developed/implemented a communica ons campaign that increased voter turnout at 2014 civic elec on. • Completed Agresso Phase 2 financial system install and framework for Key Performance Indicators dashboards. Development Services • Ini ated mobile technology and online schedule for inspec ons. • Completed process mapping for monitoring wells. • Implemented Mul Material BC (recycling services) administra ve requirements. • Managed the Community Recrea on Complex planning process and developed a concept plan. • Completed a commercial and industrial land use review.

2015-2019 Financial Plan

Engineering and Opera ons • Completed 2014 Capital and Road Rehabilita on projects. • Developed a standalone PoCoMAP to support the Emergency Opera ons Centre. • Nego ated a favourable agreement with Mul Material BC for recycling services. • Completed annual inspec ons of City infrastructure. • Formalized a water meter tes ng/replacement program. • Developed a traffic circle program for considera on. Finance Department • Completed a Con nuous Improvement Assessment of the City’s purchasing func ons. • Implemented electronic tax and u lity billing. • Received the 2014 GFOA Dis nguished Budget Presenta on Award and 2013 Financial Repor ng Award. Fire and Emergency Services Department • Completed Phase 2 of the Opera onal Response Plan, including ensuring ongoing effec veness of the Plan and providing the most effec ve/efficient opera ons to meet current and future needs. • Completed training and development of plans for rail and wildfire emergencies. Human Resources Department • Supported two Con nuous Improvement Assessments. • Implemented a centralized training and development program. • Developed a succession planning/knowledge transfer program for fire and engineering posi ons and built a framework for 2015 ac vi es. • Achieved a Cer ficate of Recogni on and rebate from WorkSafe BC for OHS and return-to-work programs. Parks and Recrea on Department • Finalized a joint-use agreement with School District #43 for field and school facili es. • Simplified the tree-cu ng permit process. • Substan ally completed the renova on of the Lions Park washroom, pathway and playground. • Launched a new, user friendly online registra on system. • Ensured all playgrounds meet current safety standards. • Began review and update of the Cultural Policy and Plan. Policing Services • Strengthened community engagement by deploying one regular member to work in the Community Police Sta on as community liaison officer. • Reduced fatal/injury collisions by 3% from 2013. • Provided a police presence at Port Coquitlam events such as the May Day Fes val, Canada Day and Downtown Car Show.

Department Business Plan Summary Summary of 2015 Deliverables The following are brief highlights from 2015 workplans, organized by the Council Priority or Corporate Strategic Plan item that the deliverable best supports. More detailed workplans are featured in each of the business plans.

Council Priority: Infrastructure • Develop a sustainable plan for funding the City’s long-term infrastructure needs through the Budget and Infrastructure subcommi ee. Council Priority: Community Recrea on Complex • Con nue to plan for a new Community Recrea on Complex to replace aging facili es in the downtown. • Set aside funding to finance the project development. Council Priority: Organiza onal Development (including Customer Service) • Increase two-way online engagement of residents with development of a one-stop City app. • Conduct Con nuous Improvement Assessments of customer service/internal communica ons and business licence processes. • Restructure fire-specific bylaws to create eﬃciencies in the fire inspec on process. • Implement a succession planning and knowledge transfer program. Strategic Plan: Sustainable Future • Con nue to implement the cloud-based Agresso financial system. • Explore opportuni es to market new City wildlife-resistant waste cart locks to other communi es. • Explore opportuni es for adver sing and sponsorship revenue. • Market City waste collec on services to mul -family and business proper es. • Complete a review of Development Cost Charges in consulta on with the development community. • Complete and implement the Housing Ac on Plan. • Ini ate a comprehensive update of the Oﬃcial Community Plan. Strategic Plan: Sense of Community • Update the City Info Guide to improve awareness of and access to City services by residents, business and visitors. • Update the Cultural Policy and Plan to help plan for arts and cultural services over the next decade. • Purchase a City float for May Day and other parades, to allow more décor op ons and reduce costs for par cipa on in other communi es.

Strategic Plan: Economic Strength • Support businesses with economic development programs such the new BizAlley at the May Day Fes val. • Complete the East of Fremont/Cedar Drive Route Study. • Provide for implemen ng a road system in the Dominion Triangle growth area. • Advocate for Port Coquitlam in TransLink’s Northeast Sector Area Transit Plan. Strategic Plan: Community Wellbeing • Improve regula on of dangerous and aggressive dogs. • Complete the renova on of the Mary Hill Community Police Sta on. • Increase diversion of waste from the landfill to 70%. • Review the recycling program. • Implement a strategy to force the remedia on of former residen al marijuana grow opera ons. • Improve the City’s response to crisis and emergency situa ons by implemen ng crisis communica ons plan. • Review and update the pedestrian and traﬃc safety programs. • Ini ate a tender process for new fire apparatus to ensure proper apparatus is in place for mely response. • Con nue to work to reduce the incidence of fatal collisions through educa on and enforcement. • Roll out new City wildlife-resistant waste cart locks to areas with high bear ac vity. Strategic Plan: Strategic Service Delivery • Review processes for document management, agenda/ minutes workflow, email management, and internal land management. • Begin a three-year process to upgrade all servers. • Implement online building inspec on requests. • Improve the watermain flushing program through use of the water model. • Create a street sweeping program. • Meet the applica on requirements for the 2015 Dis nguished Budget Presenta on Award and 2014 Financial Repor ng Award. • Promote use of tax and u lity e-billing to the community. • Complete the IAFF Local 1941 Collec ve Agreement for firefighters. • Implement a Chafer Beetle control program on City proper es.

City of Port Coquitlam

John Leeburn, BCOM, MBA Chief Administrative Officer 604.927.5410 leeburnj@portcoquitlam.ca

OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER

Overview The Chief Administra ve Oﬃcer (CAO) works with Council to establish the City’s vision, plans and priori es. The CAO oversees the implementa on of the vision, plans and priori es by ensuring eﬀec ve policies (including financial policies) are in place and adhered to, and by providing leadership that enables an engaged and produc ve municipal workforce. The Manager of Strategic Projects posi on was created in early 2014 to champion the City’s new revenue genera on ini a ves and to support the planning and implementa on of other corporate projects.

City Council

Chief Administrative Officer

Manager of Strategic Projects

Director of Corporate Support

Executive Assistant to CAO and Council

Director of Director of Development Engineering Services & Operations

Administrative Program Assistant (temporary time-stated) Fire Chief

Director of Human Resources

Director of Finance

Director of Parks & Recreation

DEPARTMENT HEADS

2015-2019 Financial Plan

Office of the CAO Actual 2014 Expenditure Summary Personnel and Benefits Contracted Services Other Employee Expenses Materials/Supplies Total Expenditures Revenues Generated Net Opera ng Costs

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$438,100

$399,300

$410,000

$392,200

$399,900

$407,800

$415,900

9,271

9,600

38,300

36,600

37,400

38,100

38,900

10,416

12,500

12,600

12,100

12,300

12,500

12,800

212 $457,999 $457,999

1,100 $422,500 $422,500

1,100 $462,000 $462,000

1,100 $442,000 $442,000

1,100 $450,700 $450,700

1,100 $459,500 $459,500

1,100 $468,700 $468,700

$ Change from Previous Year

-5,500

% Change

-1.18%

Property Tax Impact

-0.01%

Changes in net opera ng budget from 2014 to 2015 are primarily due to: % change Infla on of Materials/Contracts Wage Increases Net Change in One- me Enhancements

100

0.02%

10,800

2.31%

(16,400)

-3.51%

$ (5,500)

-1.18%

2015 Total Expenditures

#$ '"" %,

%( %"" (, # #"" ",

&#" """ (),

Outputs and Outcomes Cost per Capita

2014 $7.66

2015 $7.48

2016 $7.05

2017 $7.09

2018 $7.12

2019 $7.17

1% of Net City Budget

City of Port Coquitlam

Office of the CAO Business Perspective/Environmental Scan There are a range of external and internal pressures and changes that are aﬀec ng how the City operates. The external influences include: • The very clear message from taxpayers to control spending and minimize the tax burden. • The gap that exists between the need to replace aging infrastructure (roads, pipes, buildings) and the ability to pay for these replacements. • The increasing complexity of our work – the growing web of regula ons, the mul -jurisdic onal nature of the work. • The exponen al use of technology and our customers’ expecta ons that they can do business with the City in the same way they do business with their bank or online retailer.

• The public and media’s demands for transparent processes, input into civic ac vi es and easy access to informa on and results. • Increasing demands on our resources by ci zens with “social services” challenges including poverty, mental health and behavioural issues. The internal influences include: • The ongoing process of the new administra on building rela onships and trust with Council and with staﬀ at all levels of the organiza on. • The challenge of shi ing the culture of the organiza on to tap into the poten al of all employees and ins ll a con nuous-improvement mindset.

Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan Con nue to build a Corporate Management Team (CMT) that has a strong working rela onship with Council.

How did we do?

What did we do?

✔

In 2014, two new department heads joined the team. The department head group is working well together and seems to be more regularly mee ng Council’s needs and expecta ons. This will con nue to be a work in progress.

Oversee and, as required, par cipate in the planning and implementa on of the Recrea on Complex project.

✔

CAO role was to translate Council’s expecta ons to the Rec Complex planning team, as well as providing input to their work. This work will con nue into 2015.

Review process followed to develop 2014 budget and adjust as necessary for 2015.

✔

Council seemed rela vely pleased with the 2014 process and made minor tweaks for 2015.

Conclude collec ve bargaining for 2012-?? collec ve agreement for firefighters.

In progress

Nego a ons began in November 2013 and are ongoing.

In progress

The survey priori es were to increase accountability in the organiza on, improve communica on across the organiza on, and oﬀer more and varied learning opportuni es. The departments will speak to the progress made in these areas.

Oversee and par cipate in the implementa on of the employee survey priori es.

Oversee and, as required, par cipate in implementa on of revenue genera on ideas and Business Development Opportuni es Task Force recommenda ons.

2015-2019 Financial Plan

In progress

Made a significant organiza onal change in early 2014 to create a posi on dedicated to strategic projects with the ini al focus on revenue genera on. Many departments will speak to the customer service improvements resul ng from the work of the BDOTF.

Office of the CAO Key Day-to-Day Activities Chief Administra ve Officer: • Work with staff to plan Council and commi ee agendas to ensure Council’s priority ma ers are advancing. • Review and provide feedback on reports and presenta ons to ensure they provide Council with the informa on and op ons necessary. • Meet with staff and external contacts to explore opportuni es and resolve issues. • Ac vely par cipate in regional forums (policing, RAAC, Labour Rela ons, emergency management, etc.). • Provide support to the department heads through regular “update” mee ngs, performance feedback, and training and development opportuni es.

• Share with employees the vision of the organiza on we want to be and how we can make progress towards that vision. Manager of Strategic Projects: • Review, research, and report findings related to specific ini a ves and opportuni es. • Develop and execute opera onal plans for programs, including melines and budgets and project management. • Develop and propose solu ons to assist with internal issues that may aﬀect the financial and opera onal success of a project.

Other Key Accomplishments Chief Administra ve Officer: • Launched and par cipated in Con nuous Improvement Assessments for fleet and purchasing func ons. • Strengthened the staff rela onship with City of Coquitlam and RCMP. Par cipated in trimester reports, Public Safety Building decisions, and had input into the selec on of new Inspector. • Restructured the Opera ons division, Corporate Support department and Development Engineering division. • With HR, implemented the BCIT Leadership program for staff development. • Completed cri cal recruitment for Director of Engineering and Opera ons. • Nego ated the fibre to the premise deal with TELUS.

Manager of Strategic Projects: • Implemented a number of successful ini a ves related to solid waste, as described in Eﬃciency and Eﬀec veness in 2014. • Completed Climate Ac on Revenue Incen ve Program (CARIP) report to Metro. • City-designed (patent pending) bear-proof waste cart lock cer fied by WildlifeBC. • Prepared and nego ated a Facili es A achment Agreement with Shaw. • Provided adver sing concepts to several departments to assist promo on and revenues.

Carryover Projects Chief Administra ve Oﬃcer: • Community Recrea on Complex planning. In 2014, the Planning division provided substan al informa on about several aspects of the Rec Complex planning and financing, and will con nue to do so in 2015. The CAO’s role is to help translate Council’s interests to the planning team and help the team an cipate Council’s needs. • Con nuous Improvement Assessments (CIAs). In 2015, the CAO will oversee and enable the ongoing implementa on of recommenda ons of the fleet and Purchasing CIAs. The review phase of the “Shared Services” CIA is expected to be complete in 2015-Q1.

• Implementa on of revenue genera on task force priori es (land management, adver sing and sponsorship, green waste pick-up) and oversight of BDOTF recommenda ons (improved customer service and communica ons materials). • Work with the Director of HR to develop succession plans for high-risk posi ons.

City of Port Coquitlam

Office of the CAO Efficiency and Effectiveness in 2014 • Implemented changes to exempt staﬀ vaca on and secondary leave carryover policies that will result in reduced financial liability. • Solid waste ini a ves: · Developed and implemented outreach programs for mul -family waste collec on, doubling the number of complexes par cipa ng in organics collec on program in 2014. · Completed a commercial organics pilot to determine the feasibility of providing cost eﬀec ve fee-forservice. One third of the customers that par cipated in the pilot remained with the program.

2015-2019 Financial Plan

· Completed the changeover of the City’s recycling program to the new Mul Material BC program, an cipated to result in revenues of $550,000 annually. Addi onally, implemented changes to receive addi onal financial incen ves for secondary suites by conver ng single-family homes with suites from 360L to 240L recycling carts, genera ng an addi onal $34,000/yr. · Completed changes to the Solid Waste Bylaw to reduce red tape and regula on and increase the number of services provided to mul -family residents.

Office of the CAO Workplan Highlights â&#x20AC;&#x201C; 2015 Deliverables Key Goal

Posi on(s) Responsible

Es mated Comple on Date

Council: Rec Complex

CAO suppor ng Director of Development Services and Director of Parks & Recrea on

Q1-Q4

Review process followed to develop 2015 budget and adjust as necessary for 2016.

CSP: Financial Health

CAO and Director of Finance

Conclude collec ve bargaining for 2012-?? collec ve agreement for firefighters.

CSP: Strategic Service Delivery

CAO and Fire Chief

Con nue to build a Corporate Management Team that has a strong working rela onship with Council.

CSP: Strategic Service Delivery

CAO and CMT

Ongoing

CSP: Strategic Service Delivery

CAO and CMT

Ongoing

Organiza onal Development

CAO

Ongoing

CSP: Strategic Service Delivery

Mgr Strategic Projects working with Opera ons and Communica ons

Financial Health

Mgr Strategic Projects

Q2-4

CSP: Strategic Service Delivery

Mgr Strategic Projects working with Opera ons

Ongoing

Financial Health

Mgr Strategic Projects

Q1&2

Oversee and, as required, par cipate in the planning and implementa on of the Community Recrea on Complex project.

Prepare for CUPE bargaining in 2016. Oversee and par cipate in specific ini a ves that con nue to move the organiza on in the desired direc on. Ensure successful produc on and roll-out of City-designed waste cart locks. Explore and, as appropriate, act upon opportuni es to market City waste cart locks to communi es outside of PoCo. Increase City share of mul -family organics and recycling pickup. Iden fy and act upon avenues by which the City can realize revenue from adver sing and sponsorship.

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

City of Port Coquitlam

CORPORATE SUPPORT

Robin Wishart Director of Corporate Support 604.927.5302 wishartr@portcoquitlam.ca

BYLAW SERVICES | COMMUNICATIONS & ADMINISTRATIVE SERVICES | CORPORATE OFFICE | INFORMATION SERVICES

Overview Corporate Support brings together services and func ons that support the organiza on as a whole. It has four divisions: • • • •

Bylaw Services Communica ons & Administra ve Services Corporate Oﬃce Informa on Services

Director of Corporate Support

Manager of Communications & Administrative Services

Corporate Officer

Manager of Bylaw Services

Information Services (Managed by Director)

6% of Net City Budget

2015-2019 Financial Plan

Corporate Support 2014 Budget

2015 Budget

2016 Budget

2017 Budget

2018 Budget

2019 Budget

$(1,096,400)

$(1,009,600)

$(1,019,700)

$(1,029,800)

$(1,040,200)

$(1,050,500)

Communica ons & Administra ve

(48,900)

(49,400)

(49,900)

(50,400)

(50,900)

(51,400)

Corporate OďŹ&#x192;ce

(11,700)

(11,800)

(11,900)

(12,000)

(12,200)

(12,300)

Revenues Total:

$(1,157,000)

$(1,070,800)

$(1,081,500)

$(1,092,200)

$(1,103,300)

$(1,114,200)

$1,011,600

$1,172,900

$1,191,200

$1,214,100

$1,259,900

$1,261,200

Bylaw Services

1,047,700

1,094,500

1,111,700

1,133,000

1,175,700

1,176,900

Communica ons & Admin

1,008,200

1,018,000

1,034,000

1,053,800

1,093,500

1,094,700

Revenues Bylaw Services

Expenditures Informa on Services

Corporate OďŹ&#x192;ce Expenditures Total: Maintenance Recovery Charge Net Opera ng Costs

621,800

562,100

570,900

581,900

603,800

604,400

$3,689,300

$3,847,500

$3,907,800

$3,982,800

$4,132,900

$4,137,200

$(15,200)

$(15,500)

$(15,800)

$(16,100)

$(16,300)

$(16,600)

$2,517,100

$2,761,200

$2,810,500

$2,874,500

$3,013,300

$3,006,400

$ Change from Previous Year

244,100

% Change

9.70%

Property Tax Impact

0.45%

Changes in net opera ng budget from 2014 to 2015 are primarily due to:

Total Expenditures

% change Infla on of Materials/Contracts

$10,100

0.40%

Wage Increases

91,100

3.62%

Reduc on in Revenue

88,400

3.51%

(67,500)

-2.68%

One- me Cost Increases

52,000

2.07%

Opera ng Cost of Prior Year Capital

50,000

1.99%

One- me Projects

20,000

0.79%

$244,100

9.70%

Remove Elec on Expenses

!% $-( )$$ &,0

!% %$, $$$ &*0

!% %+& -$$ '%0

!)*& %$$ %)0

City of Port Coquitlam

BYLAW SERVICES

Corporate Support Division Focus The Bylaw Services Division maintains a safe, healthy, and nuisance-free community for residents and businesses. This is achieved through eﬀec ve management of City opera ons in Bylaw Enforcement, Animal Control, Business Licensing, Vector Control, and Community Policing. The Division also manages the City’s contracts for animal shelter services and the residen al dog licence canvass. Community Policing helps reduce crime in our community by providing residents and businesses with crime preven on informa on and assistance, and by ac ng as a communica on link with the main RCMP detachment. Business Licensing provides informa on resources to encourage businesses to establish and maintain opera ons in Port Coquitlam, and helps to ensure that businesses operate on a level playing field.

Manager of Bylaw Services

Assistant Manager of Bylaw Services Bylaw Enforcement / Animal Control Officer Vector Control Technologist (Temporary Time Stated)

3x Bylaw Officer II

Bylaw Services Clerk

Business Licence Clerk

Community Police Office Manager Bylaw Services: • 9 full- me • 1 part- me • 1 casual

Vector Control Technologist (Casual - Seasonal)

2015-2019 Financial Plan

BYLAW SERVICES

Corporate Support Business Perspective/Environmental Scan Enforcement on homeless camps and nuisance behaviours in City parks is consuming a large part of the Bylaw Division’s staﬀ resources.

This is impac ng the Division’s ability to engage in other projects, for example, systema c parking enforcement.

Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan Implement strategy to force remedia on of expired medical grows. Improve regula on of dangerous/aggressive dogs. Redeploy staﬀ to improve service to businesses. Improve dog licence contract. Improve parking enforcement system. Carryover Projects • Developing a strategy to force remedia on of expired medical grow opera ons has been delayed by a legal ac on against Health Canada. We expect the case to be heard in 2015.

How did we do? Deferred to 2015 Deferred to 2015 ✔ ✔ ✔

• Improving the regula on of dangerous/aggressive dogs has been rolled into the larger project of amending the Animal Control Bylaw.

Efficiency and Effectiveness in 2014 • Completed integra on of Vector Control and Community Policing opera ons with Bylaw Services opera ons, gaining eﬃciencies in the area of graﬃ enforcement, problem proper es, homeless enforcement, and animal control.

• Acquired notebook computers with vehicle mounts to give bylaw enforcement oﬃcers remote access to City informa on systems.

City of Port Coquitlam

BYLAW SERVICES

Corporate Support Workplan Highlights â&#x20AC;&#x201C; 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

Improve regula on of dangerous/aggressive dogs.

CSP: Community WellBeing

Bylaw Services Manager

Develop revised Coordinated Enforcement protocols.

CSP: Community WellBeing Strategic Service Delivery

Bylaw Services Manager

Implement service enhancements to local businesses from BCIT leadership project: BizAlley, PoCoWorks Job Board.

CSP: Economic Strength Strategic Service Delivery

Assistant Manager of Bylaw Services

Q1 - Q3

Complete renova on of Mary Hill Community Police Sta on.

CSP: Community WellBeing Strategic Service Delivery

Bylaw Services Manager and Facility Services Manager

Finalize and implement Downtown Parking Strategy.

CSP: Strategic Service Delivery

Bylaw Services Manager and Planning Manager

Implement strategy to force remedia on of expired medical grow opera ons.

CSP: Community WellBeing

Public Safety Inspec on Team

Con nue special projects including Child ID, Distracted Driving, Pedestrian Safety, Crime Preven on, An -GraďŹ&#x192; , Bike Patrol.

CSP: Community WellBeing

Community Policing Team

Ongoing

Implement recording and tracking of vectorrelated Calls for Service in Tempest to facilitate future business planning.

CSP: Strategic Service Delivery

Bylaw Services Manager and Vector Control Team

Indicators and Measures Indicator/Measure

2010

2011

2012

2013

2014 EST

# Business licences issued

2,637

3,117

3,204

3,178

3,250

Business licence revenue

$771,000

$775,000

$790,000

$814,040

$820,000

13 Days

12 Days

3,762

5,011

5,265

4,488

4,750

Mean closure me of bylaw enforcement case # Dog licences issued

2015-2019 Financial Plan

BYLAW SERVICES

Corporate Support Expenditures

Actual 2014

Expenditure Summary Personnel and Benefits $788,803 Contracted Services 177,685 Internal Charges 40,719 Materials/Supplies 19,394 Other Employee 8,539 Expenses U li es 5,011 Total Expenditures $1,040,151 Revenues Generated (1,069,925) Net Opera ng Costs $(29,774)

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$809,100 134,600 43,200 34,400

$830,800 154,800 43,900 32,000

$843,900 157,200 44,600 32,500

$860,100 160,200 45,400 33,100

$892,400 166,300 47,200 34,400

$893,300 166,500 47,200 34,400

20,800

24,800

25,200

25,700

26,600

26,700

5,600 $1,047,700 (1,096,400) $(48,700)

8,200 $1,094,500 (1,009,600) $84,900

8,300 $1,111,700 (1,019,700) $92,000

8,500 $1,133,000 (1,029,800) $103,200

8,800 $1,175,700 (1,040,200) $135,500

8,800 $1,176,900 (1,050,500) $126,400

2016 $1.47

2017 $1.62

Outputs and Outcomes Cost per Capita

2014 $(0.80)

2015 $1.37

2018 $2.10

2019 $1.93

Total Expenditures " %0+("0((" /.4 " %)-,"0((" ),4

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City of Port Coquitlam

COMMUNICATIONS & ADMINISTRATIVE SERVICES

Corporate Support Division Focus The Communica ons & Administra ve Services Division is commi ed to delivering informa on to the community in a mely, transparent and accessible way. The Division serves residents by increasing public awareness, par cipa on and engagement in City programs, services and ini a ves. This helps the City keep in touch with ci zens’ priori es, eﬀec vely

deliver services that meet the community’s needs, and ensure City services are used and regula ons are followed. On the internal side, the Division helps keep staff informed of key City ini a ves which in turn helps staff provide more effec ve service to our customers and act as ambassadors for the organiza on.

Manager of Communications & Administrative Services

Executive Assistant to CAO and Council

Administration Clerk

Communications Website Technician

Communications Liaison

Communica ons & Administra ve Services: • 5 full- me

Business Perspective/Environmental Scan • The City’s award-winning communica on services con nue to receive posi ve feedback from residents in surveys undertaken in 2014. • As recent surveys show that the public con nues to prefer being kept informed via a range of sources, we need to con nue to use a variety of tools to reach our residents. Email, website, mail, newspapers and social media were iden fied as the top preferred choices. We also must con nue to use the appropriate tone and messaging in our communica ons to get the public’s a en on given we con nue to compete in a world of informa on overload. • Events, recrea on programs, taxes, waste collec on, project updates and bylaws are iden fied as the top topics of interest by residents. • Due to external communica ons and community engagement taking priority, improving internal communica ons con nues to be a need.

2015-2019 Financial Plan

• While social media con nues to be an extremely valuable tool to engage and inform residents, the amount of staﬀ me and investment to monitor and post informa on con nues to increase annually. In addi on, communica on in the social media verse is not M-F, 9-5. The Division con nues to find the right balance of staying responsive and mely in the 24/7 instantaneous world of communica on. • The Division will be implemen ng measures for departments to advise Communica ons staﬀ early on in projects or issues that may have a posi ve or nega ve impact on residents. The Division can help with mi ga ng risk, nega ve publicity, celebra ng project achievements and keeping public informed of service impacts in advance.

COMMUNICATIONS & ADMINISTRATIVE SERVICES

Corporate Support Highlights of 2014 Accomplishments How did we do? Stated Goals – 2014 Financial Plan Implement communica ons campaigns to keep public and staﬀ informed of key City programs/ services to demonstrate tax dollars at work (e.g. ✔ Lions Park redevelopment, Budget 2014, internal communica ons plan, waste reduc on). Keep public involved and engaged in Community Recrea on Complex planning process through ✔ development of communica ons strategy. Ensure City website is a reliable source of informa on by comple ng Phase 2 of the update, ✔ (content update/restructure) with focus on improving communica ons to businesses. Improve City response to crisis and emergency situa ons through development of a formal crisis ✔ communica ons plan. Develop / implement a communica ons campaign ✔ to increase voter turnout at 2014 civic elec on. Seek opportuni es to promote City as great place to live, work and do business. ✔

Day-to-day Ac vi es • Provide administra ve support and informa on to the Oﬃce of the Mayor, City Councillors and the CAO to assist them in carrying out their du es. • Responsible for external and internal City communica ons including: · Public rela ons - communica ons planning and project management, marke ng and promo ons, publica ons development. · Stakeholder rela ons/outreach. · Media rela ons/monitoring. · Online asset management (website, social media, e-update, Intranet site). · Crisis and issues management. · Visual iden ty and graphic standards. Carryover Projects • While several eﬃciencies have already been implemented in the administra ve support provided to Council, we will consult with Council a er the elec on on other ways that the support can be improved and streamlined. • Crisis Communica ons Plan – a dra will be developed by the end of 2014 which will be implemented and tested in 2015.

What did we do? Implemented campaigns for Budget 2014, PoCo Waste Line, MyPortCoquitlam, Communica ons Champions Working Group, Marke ng of mul -family waste collec on program, Mul Material BC changes, 2014 Volunteer Recogni on Program, 2014 Best Biz Awards. Supported the community engagement campaign, in par cular online engagement. Completed online BizInfo hub with DS, Parks/Rec hub, Job page, and updated other key sec ons of website.

Dra plan complete by end of 2014. Launched Vote Because it Ma ers mul -media campaign. Biz Info Guide, CityInfo Guide. 2015 Community Calendar to feature economic development opportuni es in the City. Promoted Biz Info Hub.

Other Key Accomplishments • PoCo at Work Week – The week of ‘undercover’ ac vi es for Mayor and Council was a posi ve experience for staﬀ, Council and the community. To view the video, visit www. portcoquitlam.ca/pocoatwork. • Recycling Service Changes – A key focus has been informing the community about the changes resul ng from the Mul Material BC agreement. There has been some confusion in part due to media repor ng and what’s happening in neighbouring ci es, requiring an enhanced focus on community educa on/outreach. • New Waste Cart Lock – coordinated the communica on, process and announcement of making the City’s waste carts wildlife resistant. An excellent example of a variety of ‘brains’ coming together to develop a made-in-PoCo solu on. • Fibre to the Premises Project and Opening of New Outdoor Gym –supported the communica ons/outreach eﬀorts. • New Adver sing Contract with Tri-Ci es NOW – Managed the transi on and implemented the City’s new contract with the Tri-Ci es NOW. • PoCo Works! Biz Job Board and BizAlley – worked with Human Resources and Informa on Services to roll out the local business job board and launch PoCo BizAlley.

City of Port Coquitlam

COMMUNICATIONS & ADMINISTRATIVE SERVICES

Corporate Support Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

Council: Customer Service

Manager of Communica ons & Admin, Comm/Web Tech, Director of Corporate Support

Council: OD

Manager of Comms & Admin, Admin Clerk

Achieve City’s waste diversion goals by implemen ng waste-loss challenge with mul -family complexes (work with E&O).

CSP: Infrastructure Council: Customer Service

Manager of Comms, Comm/ Website Tech

Q1&2

Improve City’s visual iden ty by providing staﬀ with updated graphic standards, messages, templates.

Council: OD

Manager of Comms, Comm/ Website Tech

Council: OD Customer Service

Manager of Comms, Comm Clerk

Keep public informed of progress of how tax dollars are put to work by following the progress of four key capital projects, including the Recrea on Complex.

CSP: Infrastructure Council: Customer Service

Manager of Comms, Comm/ Website Tech, Comm Clerk

Q3&4

Showcase and support local businesses through coordina ng the BizAlley at May Day.

CSP: Business Development Council: Customer Services

Communica ons Clerk, Manager of Comms

Q1&2

Council: OD

Manager of Comms, Admin Clerk

Review Annual Repor ng process to public and invest more into the 2015 City Info Guide.

Council: OD Customer Service

Manager of Comms, Comm/ Website Tech

Q1&2

Inform public of available City services by coordina ng PoCo At Work Week 2015.

Council: OD Customer Service

Manager of Comms, Comm/ Website Tech, Admin Clerk, Comm Clerk

Increase two-way online engagement with residents by exploring the use of a one-stop tool (work with IS). Improve City’s responses to media by providing training for Council and new senior management staﬀ

Undertake community engagement process to develop a new City slogan/brand as part of Oﬃcial Community Plan process.

Improve City’s responses to crisis and emergency situa ons by implemen ng crisis communica ons plan.

2015-2019 Financial Plan

COMMUNICATIONS & ADMINISTRATIVE SERVICES

Corporate Support Indicators and Measures Indicator/Measure

2010

2011

2012

2013

2014 YTD

# of ac on requests processed

120

100

121

# of Council events supported

165

371

228

183

Media pickup rate

85%

90%

75%

470,000

514,513

545,481

557,026

397,458

# social media followers

5561

7936

9315

GFOA Award for annual repor ng

â&#x153;&#x201D;

# of E-Update newsle er subscribers

1,140

1,200

1,390

1,477

2,133

# website visitors each year

Expenditures Expenditure Summary Personnel and Benefits Other Employee Expenses Contracted Services Materials/Supplies Other Expenses U li es Total expenditures Revenues generated Net Opera ng Costs

Actual 2014

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$783,144

$812,400

$819,500

$832,400

$848,300

$880,300

$881,300

40,164

56,700

57,700

58,600

59,700

62,000

43,216 34,557 16,814 6,686 $924,581 (232,284) $692,297

54,700 39,800 19,800 9,600 $993,000 (48,900) $944,100

55,500 40,600 35,000 9,700 $1,018,000 (49,400) $968,600

56,400 41,200 35,600 9,900 $1,034,100 (49,900) $984,200

57,500 42,000 36,200 10,000 $1,053,700 (50,400) $1,003,300

59,600 43,600 37,600 10,400 $1,093,500 (50,900) $1,042,600

59,700 43,700 37,600 10,400 $1,094,700 (51,400) $1,043,300

2016 $15.70

2017 $15.78

2018 $16.16

2019 $15.95

Outputs and Outcomes Cost per Capita

Total Expenditures

2014 $15.48

2015 $15.67

#-'. *&& -'1

Note: Personnel includes salaries for Mayor and Council #. ,&& '1 #(* &&& (1

#*, ,&& +1 #** *&& *1 ! #)& +&& )1

City of Port Coquitlam

CORPORATE OFFICE

Corporate Support Division Focus The Corporate Office provides service in agenda prepara on, the recording of official minutes, the administra on and cer fica on of City bylaws, and the execu on of legal documents on behalf of the City. In addi on, the Corporate Office is responsible for the administra on of civic and school district elec ons and for the conduc ng of public referenda. The Corporate Office manages and preserves Council, Commi ee and corporate records through a records management and reten on program. Further, the Corporate Office processes requests for the release of informa on under the Freedom of Informa on and Protec on of Privacy Act. The Corporate Office oversees the management of City-owned land. This includes acquiring and disposing of City property, obtaining appraisals, dra ing relevant bylaws and agreements, responding to enquiries related to the purchase and sale of City property, and registering legal documents on tle. Finally, the Corporate Office prepares and manages the Board of Variance applica on process.

Manager of Corporate Office & Lands

Assistant Corporate Officer

Records Coordinator

Corporate Office Support (casual)

Corporate Oﬃce: • 3 full- me • 1 casual

Business Perspective/Environmental Scan • Commi ee agendas and minutes are created by administra ve staff across the organiza on, with support from the Corporate Office. This poten ally results in ineffec ve use of technology (e.g. iAnnotate vs. iLegislate) and duplica on of staff resources. • Provincial legisla on and municipal best prac ce requires comprehensive records management and email management throughout the organiza on to capture and consolidate City records.

2015-2019 Financial Plan

• Freedom of informa on (FOI) and the protec on of privacy are ongoing and represent a source of addi onal work for the division as the complexity of FOI requests increases. Historically, the City has managed land across several departments, each with diﬀerent roles, knowledge and exper se. As a result, there is poten al overlap in roles and responsibili es, and a duplica on of staﬀ resources.

CORPORATE OFFICE

Corporate Support Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan 2014 Civic and School Board Elec ons incorpora ng 2014 legisla ve changes. Elec ons staﬀ hiring and training, required adver sing. Poten al candidate training. Commi ee advisory training. Reconstruc on of Council orienta on binders. Implementa on of email management. Day-to-day Ac vi es • Council mee ngs, agendas and web streaming. • Document management ac vi es. • Freedom of Informa on Requests. • Board of Variance mee ngs. • Land management processes (e.g. lane sale).

How did we do? ✔ ✔ ✔ Postponed to 2015

Other Key Accomplishments • Community shredding event (3rd annual) in June of 2014. • Provided a refresher on Robert’s Rules of Order to elected oﬃcials, senior staﬀ and commi ee clerks in September of 2014. • Conducted research on land ma ers and alterna ve approval processes for the Community Recrea on Complex.

Carryover Projects • E-mail management processes.

Efficiency and Effectiveness in 2014 • Technological review of webcas ng and agenda prepara on so ware. • Internal review of job du es and workflow to streamline procedures. • Now tracking me spent processing FOI requests.

• Prepara ons for a ‘modernized’ elec on, including equipment that has added security – such as locking, plas c ballot boxes instead of taped cardboard, elec on staﬀ picture ID, and a newer version of the Vo ng Tabulator machine which includes built-in audit so ware.

Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

Review document management processes and develop next steps, if required.

CSP: Strategic Service Delivery

Director of Corporate Support & Manager of Corporate Oﬃce and Lands

Q4 2015

Review and update agenda/minutes workflow and processes.

CSP: Strategic Service Delivery

Manager of Corporate Oﬃce and Lands

Q4 2015

Conduct an e-mail management assessment and develop recommenda ons.

CSP: Strategic Service Delivery

Manager of Corporate Oﬃce and Lands

Q4 2015

Review/improve internal land management processes and update land management strategy.

CSP: Strategic Service Delivery

Manager of Corporate Oﬃce and Lands

Q4 2015

City of Port Coquitlam

CORPORATE OFFICE

Corporate Support Indicators and Measures Indicator/Measure

2010

2011

2012

2013

2014 YTD

Electronic agendas

100

Bylaws processed

Freedom of Informa on requests

800

738

Document storage (boxes) Board of Variance

Expenditures Expenditure Summary Personnel and Benefits Contracted Services Other Employee Expenses Materials/Supplies Internal Charges U li es Total expenditures Revenues generated Net Opera ng Costs

Actual 2014

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$359,260

$368,600

$367,800

$373,600

$380,800

$395,100

$395,500

$155,707

$212,700

$171,300

$174,000

$177,300

$184,000

$184,100

$18,007

$19,000

$21,000

$21,300

$21,700

$22,600

$22,898 $94 $2,433 $558,399 (10,992) $547,408

$15,600 $5,000 $900 $621,800 (11,700) $610,100

$1,100 $900 $562,100 (11,800) $550,300

$1,100 $900 $570,900 (11,900) $559,000

$1,100 $900 $581,800 (12,000) $569,800

$1,200 $1,000 $603,900 (12,200) $591,700

$1,200 $1,000 $604,400 (12,300) $592,100

2015 $8.90

2016 $8.92

Outputs and Outcomes 2014 $10.00

Cost per capita

2017 $8.96

2018 $9.17

2019 $9.06

Total Expenditures #),- .&& ,+2 #'-' )&& )'2 #(' &&& *2 #/&& &2

2015-2019 Financial Plan

! #' '&& &2

INFORMATION SERVICES

Corporate Support Division Focus Informa on Services provides the support and ongoing maintenance for the both the computer systems and telephone systems for the City. We coordinate all the various ac vi es that keep our computers running and our communica ons working. Our services are mainly focussed on providing efficient and secure access to the informa on that internal staff need to complete their jobs; this in turn allows the City staff to deliver exemplary services to the public.

Director of Corporate Support

Project Implementation Specialist

Information Systems Coordinator

2x Information Systems Analyst

Help Desk / Internet Technician Informa on Services: • 6 full- me

Business Perspective/Environmental Scan • Mobile compu ng con nues to expand such that access to our central systems for mobile devices is now a major ini a ve. • We con nue to squeeze the most performance and life out of our hardware with our equipment generally las ng five years.

• We are con nuing to support the ini a ves of iden fica on and communica on of Key Performance Indicators within various City business func ons. • The very large Agresso Financial System implementa on con nues with Phase 3 of the project involving Payroll and Human Resources.

City of Port Coquitlam

INFORMATION SERVICES

Corporate Support Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan Agresso Phase 2 Financial system install.

How did we do? Scheduled go live phase 2 Jan 2015

Key Performance Indicators Intelligence (Dashboards and Business Intelligence).

Day-to-day Ac vi es • Moves, Adds or Changes to our computer systems. • Provisioning and managing the City’s data storage requirements. • Ensuring the appropriate security of our corporate so ware and data. • Helping our customers use technology in their business func ons.

Dashboard framework completed. Corporate Support KPIs developed

Other Key Accomplishments • Phase 2 of the Agresso financial system replacement has been completed. • Key Performance Indicators for Corporate Support have been developed. • Dashboard framework has been completed. • Completed the replacement of our Disk Storage Array.

Carryover Projects • Agresso Financial system third phase including Payroll and Human Resources. • Regular system hardware replacement (PCs, servers, equipment).

2015-2019 Financial Plan

INFORMATION SERVICES

Corporate Support Efficiency and Effectiveness in 2014 • Informa on Services has delivered enhanced solu ons for bridging the gap between the old financial system and the new Agresso financial system. • Flowing from the digital signage project for the Centennial celebra ons, IS uses the monitor wall to display City informa on and other audio visual content.

• Reduced the ongoing costs for Microso by $117,000/year to help oﬀset rising Microso increases through delaying upgrades to Oﬃce 2010.

Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

Agresso Phase 3 Payroll and Human Resources

CSP: Sustainable Future - Financial Health

Director of Finance and Director of Corporate Support (Joint Finance and Informa on Services)

Key Performance Indicators

CSP: Strategic Service Delivery - Stewardship

Director of Corporate Support (contribu ons by all departments)

Q4 (ongoing)

Server 2012 upgrades

CSP: Sustainable Future - Financial Health

Director of Corporate Support

2017 - 3-year process to upgrade all servers

Disaster Recovery site enhancements

CSP: Sustainable Future - Financial Health

Director of Corporate Support

Indicators and Measures Indicator/Measure

2010

2011

2012

2013

2014 YTD

Internal customers

369

409

Desktop computers

249

240

262

265

270

Mobile devices

System servers

Customer support requests *

2849

2440

2793

2056

* Annual, October to October

City of Port Coquitlam

INFORMATION SERVICES

Corporate Support Expenditures Actual 2014 Expenditure Summary Personnel and Benefits Contracted Services Materials/Supplies U li es Other Employee Expenses Total Expenditures Revenues Generated Net Opera ng Costs

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$624,219

$604,800

$667,900

$678,400

$691,400

$717,400

$718,200

411,683 22,443 32,140

252,800 115,300 24,200

363,100 97,400 29,700

368,800 98,900 30,200

375,900 100,800 30,700

390,000 104,600 31,900

390,400 104,700 31,900

8,039

14,500

14,800

15,000

15,300

15,900

$1,098,524 (843) $1,097,681

$1,011,600 $1,011,600

$1,172,900 $1,172,900

$1,191,300 $1,191,300

$1,214,100 $1,214,100

$1,259,800 $1,259,800

$1,261,100 $1,261,100

Outputs and Outcomes 2014 $16.58

Cost per Capita

2015 $18.98

2016 $19.00

2017 $19.09

2018 $19.53

2019 $19.28

Expenditures by Type

#,,- /&& +-2

),) '&& )'2

! /- *&& .2 '* .&& '2

2015-2019 Financial Plan

(/ -&& )2

DEVELOPMENT SERVICES

Laura Lee Richard, MCIP Director of Development Services 604.927.5247 richardl@portcoquitlam.ca

PLANNING | BUILDING | DEVELOPMENT ENGINEERING

Overview Development Services ensures orderly and safe development within the City. Its administra on directs the ac vi es of the Department, strategically manages development processes, provides advice on sustainable land use and development polices / regula ons, and guides decisions related to City land sales / acquisi ons. The Department has three opera ng divisions: Planning, Building and Development Engineering. Development Engineering (formerly Infrastructure Planning and Development and Customer Service) was moved to Development Services from Engineering & Opera ons for 2015.

Director of Development Services

Manager of Planning

Manager of Building

Manager of Development Engineering

7% of Net City Budget

City of Port Coquitlam

Development Services 2014 Budget

2015 Budget

2016 Budget

2017 Budget

2018 Budget

2019 Budget

$(693,000)

$(689,000)

$(691,000)

$(693,000)

$(695,200)

$(697,400)

(157,800)

(161,000)

(161,500)

(162,000)

(162,400)

(162,900)

(150,000)

(150,400)

(150,900)

(151,400)

(151,800)

(100,000)

(100,300)

(100,600)

(100,900)

(101,200)

($950,800)

($1,100,000)

($1,103,200)

($1,106,500)

($1,109,900)

($1,113,300)

$1,181,300

$1,206,900

$1,204,100

$1,227,800

$1,252,400

$1,276,900

746,100

744,300

759,100

774,200

789,500

Planning

547,700

566,800

565,400

576,700

588,200

599,800

DS Administra on

352,400

358,700

357,800

364,900

372,200

379,600

Economic Development Ac vi es

206,900

210,900

210,400

214,600

218,900

223,200

Expenditures Total:

$2,288,300

$3,089,400

$3,082,000

$3,143,100

$3,205,900

$3,269,000

Net Opera ng Costs

$1,337,500

$1,989,400

$1,978,800

$2,036,600

$2,096,000

$2,155,700

Revenues Building Economic Development Ac vi es Development Engineering Planning Revenues Total: Expenditures Building Development Engineering

$ Change from Previous Year

651,900

% Change

48.74%

Property Tax Impact

1.19%

Changes in net opera ng budget from 2014 to 2015 are primarily due to: % change Infla on of Materials/Contracts

$3,200

0.24%

Wage Increases

55,700

4.16%

Change in Revenue

40,000

2.99%

5,800

0.43%

Savings and EďŹ&#x192;ciencies

(10,000)

-0.75%

Departmental Reorganiza on

477,200

35.68%

80,000

5.98%

$651,900

48.74%

Miscellaneous Expense Changes

One- me Enhancements

2015-2019 Financial Plan

Total Expenditures '$& ! "$, %&& ( !(,

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#%( ' !",

ADMINISTRATION

Development Services Focus Administra on is responsible for leading, managing and coordina ng the Development Services Department.

Expenditures Expenditure Summary Personnel and Benefits Contracted Services Other Employee Expenses Materials/Supplies Total Expenditures Revenues Generated Net Opera ng Costs

Actual 2014

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$256,075

$326,300

$332,800

$331,900

$338,600

$345,300

$352,200

5,073

13,000

12,600

12,800

13,100

13,300

9,068

11,400

11,600

11,800

12,000

12,300

363 $270,579 $270,579

1,700 $352,400 $352,400

1,700 $358,700 $358,700

1,700 $357,800 $357,800

1,700 $364,900 $364,900

1,800 $372,200 $372,200

1,800 $379,600 $379,600

2015 $5.80

2016 $5.71

Outputs and Outcomes Cost per Capita

2014 $5.78

2017 $5.74

2018 $5.77

2019 $5.80

Total Expenditures %%$ )"" *%-

#$ '"" &- # ("" "-

## '"" %-

City of Port Coquitlam

Development Services

BUILDING

Division Focus The Building Division plays a key role in ensuring that the construc on, altera on and maintenance of buildings and structures meet the development and building regula ons found in City bylaws, Provincial Acts and Codes and Na onal Standards. Its work supports the City’s vision by ensuring that buildings and building ac vi es in our community are safe, healthy, sustainable and accessible. The Division’s staﬀ work with members of the public and the business and development community to ensure both the goals of the builder/owner and the obliga ons of the City are met. Permits are issued a er drawings and other required documents are determined to be acceptable for new construc on including addi ons, altera ons, mezzanines, swimming pools, retaining walls and decks; demoli ons; repairs and upgrades; changes in use; plumbing, installa on of sprinklers and water meters; and related works. Construc on is inspected at appropriate stages or, for large

projects, monitored to ensure works are in keeping with the permit. Follow-up and enforcement ac on assists property and business owners to understand and comply with building and licencing regula ons. The Source Control Program assists property and business owners to comply with regula ons protec ng water supply, sewer and drainage systems.

Manager of Building

Information Coordinator Chief Building Inspector 3x Planning Inspector II (1 casual) Building Inspector III

3x Building Inspector II (1 casual)

Plans Examiner

Property Use Coordinator

Building Permits & Inspec ons: • 12 full- me • 2 casual

Permit Review Technician Customer Service Representative

Business Perspective/Environmental Scan • The Province is proposing to eliminate local government authority to impose regula ons that are inconsistent with the BC Building Code (e.g., our requirement for sprinklers at the me of building altera ons). • The Province is providing support to achieve consistent applica on of codes and standards.

2015-2019 Financial Plan

• The Province is working with the Building and Plumbing Oﬃcials’ Associa on to require code cer fica on (exams). • Customer service improvements include adop on of new technology, organiza onal changes, focused training, changes to business licence processes and bylaw amendments.

Development Services

BUILDING

Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan Put into eﬀect mobile technology. Put into eﬀect on-line inspec on scheduling processes.

How did we do? ✔ Delayed to 2015

Resolve implementa on and development issues as they arise such as work without permit, bylaw interpreta ons, business licence approvals, alternate solu ons and group occupancies.

✔

Promote staﬀ training to enhance customer services, expand capacity and improve eﬃciencies as well as maintain cer fica on levels and professional requirements.

✔

Provide for enhanced records management including laserfiche, scanned drawings, and enhanced capacity for onsite electronic and online communica ons.

Day-to-day Ac vi es • Complex building permit applica ons con nue to increase in number, value and complexity including mixed commercial/residen al uses, large ins tu onal projects, 5 and 6-storey wood frame structures and infill development at higher densi es. • The number of homeowners, business owners and contractors applying for permits who have limited experience in development and construc on requirements con nues to be high. • The Plumbing Division’s Source Control Program to protect water mains from contaminants, fouling of sewer by grease from food establishments and improper discharge into storm water drainage system and water courses con nued to be implemented through business licence and building permit processes. • Enforcement of building regula ons was carried out in accordance with a customer-focused, problem solving approach involving staﬀ working directly with noncompliant owners and tenants to provide them with informa on about how to address iden fied issues before proceeding to steps such as cket issuance or placing a Sec on 57 No ce on Title. • Issuance of business licences was facilitated by reviewing and working with owners regarding land use, building issues and plumbing issues.

Ini ated mid-year and will extend to Q4 2015

Other Key Accomplishments • The construc on value of 2014 permits issued was $130.6 million. • Building permit issuance for a proposed 3-storey complex care facility, Nicola Lodge, to be constructed by a private operator with funding from Fraser Health. It will be the first building in the Province designed to conform to a new provision in the BC Building Code that allows for this type of building to be a wood-frame structure. Intensive review of the building plans has been required to ensure compliance with the regula on, including applica on of alternate solu ons. • To facilitate higher density development of townhouses in established areas, BC Building Code requirements for Fire & Emergency Services Department vehicle access were reviewed to ensure an appropriate balance between community goals for public safety and aesthe cs. • Considerable staﬀ training was completed to date and addi onal training is scheduled prior to year end to apply new sec ons of the BC Building and Plumbing Code, including new energy regula ons that will apply to applica ons received a er December 18, 2014. • Amendments to the Building and Plumbing Bylaw and the Fees and Charges Bylaw are in process with comple on an cipated by year end to reflect amended policies and to update applicable fees.

Carryover Projects • The Building Division’s records management including laserfiche, scanned drawings, and enhanced capacity for onsite electronic and online communica ons.

City of Port Coquitlam

Development Services

BUILDING

Efficiency and Effectiveness in 2014 • A er discussion with Corporate Oﬃce and Board of Variance members, changes were made to enhance the Board of Variance informa on, applica on processes and staﬀ repor ng.

• Implementa on of enhanced informa on for the business and development community was achieved through the launch of an online Business Info Hub. • Targets for ming of building permit issuance were met for new construc on.

Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

Review enforcement policies to define public goals and reduce levels of non-compliance.

Council: Customer Service CSP: Strategic Service Delivery

Manager of Building (coordinated with Planning and Bylaw Services Divisions)

Complete enhanced website informa on and communica ons materials.

Council: Customer Service CSP: Economic Strength

Manager of Building

Council: Customer Service CSP: Strategic Service Delivery

Manager of Building (coordinated with Corporate Support)

Support Customer Service and Business Licence process Con nuous Improvement Assessments

Council: Customer Service

Manager of Building

Meet permit issuance me frame targets.

Council: Customer Service CSP: Strategic Service Delivery

Manager of Building

Implement online inspec on request module.

2015 (ongoing)

Indicators and Measures Indicator/Measure

2010

2011

2012

2013

2014 YTD September 17

Building permits issued

298

269

318

302

232

Dwelling units constructed

413

109

380

317

283

12 4 6-8 3

12 4 2 2

11 Weeks 4 Weeks 4 Weeks 3 Weeks

Building permit review mes: New ICIM (Large Buildings) New Houses Altera ons ICIM Altera ons Houses Inspec ons (building, mechanical, business licence) within 24 hours

All

Construc on value of issued building permits ($millions)

$87

$57

$104

$72

$130.6*

* Reflects 2014 year-end total 2015-2019 Financial Plan

Development Services Expenditures Expenditure Summary Personnel and Benefits Internal Charges Other Employee Expenses Materials/Supplies Contracted Services U li es Total Expenditures Revenues Generated Net Opera ng Costs

Actual 2014

BUILDING

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$1,159,051

$1,081,100

$1,103,200

$1,100,600

$1,122,200

$1,144,700

$1,167,200

47,304

66,100

67,300

67,100

68,500

69,800

71,200

7,550

13,700

14,600

14,900

15,200

15,400

3,034 13,428 6,164 $1,236,531 (1,314,261) $(77,730)

10,200 6,300 3,900 $1,181,300 (693,000) $488,300

9,600 7,400 4,800 $1,206,900 (689,000) $517,900

9,600 7,400 4,800 $1,204,100 (691,000) $513,100

9,800 7,500 4,900 $1,227,800 (693,000) $534,800

10,000 7,700 5,000 $1,252,400 (695,200) $557,200

10,200 7,800 5,100 $1,276,900 (697,400) $579,500

2016 $8.18

2017 $8.41

Outputs and Outcomes 2014 $8.00

Cost per Capita

2015 $8.38

2018 $8.64

2019 $8.86

Total Expenditures " %)")(+"*((" 0)3

" %-."+((" -3 " %.",((" )3

%,"/((" (3

" %),"-((" )3 # " %0"-((" )3

City of Port Coquitlam

Development Services

DEVELOPMENT ENGINEERING

Division Focus Formerly part of Engineering & Opera ons Department, the Development Engineering Division helps build the community by func oning as the regula ng and approving body for subdivision applica ons and development-related u lity works. Management and applica on of various bylaws related to land development are also undertaken by the Division. Our role is to ensure that the development community provides off-site servicing required for their developments to the specifica ons and standards established by the City. The customer service staff within the Division provide administra ve support. This group serves the public and development community in the efficient processing of various engineering, development, or other inquiries.

Manager of Development Engineering

Supervisor, Design & Technical Services

Engineering Inspector

Land Development Technician

Customer Service Representative (2 ft, 1 pt)

Development Engineering: • 6 full- me • 1 part- me

Business Perspective/Environmental Scan • Development community’s requests for enhanced customer services ( ming, informa on, online services, etc.). • A need to ensure processes and procedures are in place to facilitate clear communica on and understanding for all applicants.

2015-2019 Financial Plan

• Fluctua ons in the economic situa on (e.g., interest rates, housing market condi ons, etc.) and availability of developable lands will significantly impact this business func on. • Changes to applicable policies, bylaws and legisla on of senior levels of government.

Development Services

DEVELOPMENT ENGINEERING

Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan Erosion and Sediment Control Bylaw.

How did we do? Deferred to future work program

Update DCC bylaws for Parks, Highways and Water.

Project ini ated; funding requested for 2015

Process mapping for Monitoring Wells, SRD.

✔

Implement Tempest MyCity (to allow residents and developers to apply for permits online). Tempest – Prospero – training for staﬀ.

✔

Review of security releases of completed permits.

Implementa on of legal advice in process

Implement Mul Material BC (recycling service) administra ve requirements.

Day-to-day Ac vi es • Review and approve development-related capital works including municipally owned infrastructure, foreign u li es such as hydro, telecom and gas, and works for area. • Track, process and respond to residents, developers, real estate agents and public regarding all inquiries. • Process, inspect and approve all design changes for development-related works. • Schedule inspec ons, process payments and security releases.

Deferred to 2015

✔

Other Key Accomplishments • Improved private job cos ng. • Completed a Prospero data cleanup project. • Implemented Telus and BC Hydro projects. • Developed preliminary layout cost recovery . • Resolved complex ROW/encroachment issues.

Carryover Projects • Comple on of Maple Creek IWMP (with City of Coquitlam). • Subdivision Servicing Bylaw.

City of Port Coquitlam

Development Services

DEVELOPMENT ENGINEERING

Efficiency and Effectiveness in 2014 • Worked with the Directors of the Engineering & Opera ons and Development Services Departments to implement a departmental reorganiza on that will lead to greater eﬃciencies in the development applica on review and implementa on processes. • Managed loss of environmental technician posi on by realloca ng responsibili es, reducing involvement in environmental ini a ves and deferring projects (e.g., soil deposit bylaw).

• Through our Prospero data cleanup project, we standardized our data such that we now have fast, eﬃcient access to development applica on and subdivision data. • Through our Improve Private Job Cos ng Project, we streamlined and simplified the procedure for people requiring new service connec ons.

Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

Customer Service

Manager of Development Engineering

Q1 2015

Infrastructure

Manager of Development Engineering

Q2 2015

Implement an electronic inspec on service.

Customer Service

Manager of Development Engineering

Q2 2015

Revise the Subdivision Servicing Bylaw in consulta on with development community.

Customer Service

Manager of Development Engineering

Q3 2015

Complete the DCC review in consulta on with the development community for submission to the Province.

Infrastructure

Manager of Development Engineering in conjunc on with Departments of Engineering & Opera ons, Parks & Recrea on and Finance

Q4 2015

Provide for implemen ng road system in Dominion Triangle area.

Infrastructure

Manager of Development Engineering

Q4 2015

Reclassify and fill Land Development Technician vacancy. Complete the Maple Creek IWMP.

2015-2019 Financial Plan

Development Services

DEVELOPMENT ENGINEERING

Indicators and Measures Indicator/Measure

2010

2011

2012

2013

2014 YTD

Number of calls for service (CFS): inquiries, complaints, requests recorded

4,119

3,797

4,192

4,315

3,289

Number of permit applica ons received

539

563

616

611

513

Average approval/comple on me

n/a

$3.3M

$10.0M

$2.0M

$2.4M

$4.3M

Value of works processed* * Based on securi es received

Expenditures

Actual 2014

Expenditure Summary Payroll Expenses Contracted Services Other Employee Expenses Internal Revenues Materials/Supplies Total Expenditures Revenues Generated Net Opera ng Costs

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$636,300 86,400

$634,700 86,200

$647,400 87,900

$660,200 89,700

$673,400 91,400

12,300

12,500

12,800

13,000

10,700 400 $746,100 (150,000) $596,100

10,700 400 $744,300 (150,400) $593,900

10,900 400 $759,100 (150,900) $608,200

11,100 400 $774,200 (151,400) $622,800

11,300 400 $789,500 (151,800) $637,700

2015 $9.65

2016 $9.47

2017 $9.56

2018 $9.66

Outputs and Outcomes Cost per Capita

Total Expenditures

2014 -

2019 $9.75

(%( %"" *'-

*( &"" #$- &"" "-

#$ %"" $- #" )"" #-

City of Port Coquitlam

Development Services

ECONOMIC DEVELOPMENT ACTIVITIES

Focus Economic development ac vi es are undertaken to promote the City of Port Coquitlam as a vibrant place to do business within the region.

Expenditures Expenditure Summary Contracted Services Materials/Supplies Other Expenses Total Expenditures Revenues Generated Net Opera ng Costs

Ac vi es include funding for the Port Coquitlam Business Improvement Associa on, Tri-City Chamber of Commerce, PoCo Best Biz Awards, BizAlley and many more.

Actual 2014

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$199,029 649 165 $199,843 (169,326) $30,517

$204,800 2,100 $206,900 (157,800) $49,100

$208,800 2,100 $210,900 (161,000) $49,900

$208,300 2,100 $210,400 (161,500) $48,900

$212,500 2,100 $214,600 (162,000) $52,600

$216,700 2,200 $218,900 (162,400) $56,500

$221,000 2,200 $223,200 (162,900) $60,300

2018 $0.88

2019 $0.92

Outputs and Outcomes Cost per Capita

2014 $0.80

2015 $0.81

2016 $0.78

2017 $0.83

Total Expenditures

2015-2019 Financial Plan

Development Services

PLANNING

Division Focus The Planning Division provides informa on, analysis and advice to Council, other departments and agencies, and the public on ma ers related to the planning and development of the City. In keeping with the Corporate Strategic Plan, Official Community Plan, and Metro Vancouver’s Regional Growth Strategy, the Division is concerned with factors important to the municipal quality of life through the integra on of land use, economic development, environmental protec on, transporta on, heritage, social planning and community facili es and services. The Division’s primary role is to direct sustainable growth and development by se ng appropriate policies and regula ons to guide change, implemen ng effec ve development applica on processes and providing excellent customer service. Division staff also provide demographic informa on and analysis, assist with research requests related to

municipal development, coordinate inter-departmental or mul -jurisdic onal projects and serve in a liaison capacity with other agencies.

Manager of Planning

Planner II

Planner 1

Planning Analyst

Customer Service Representative Planning Division: • 5 full- me

Business Perspective/Environmental Scan • The changing demands and needs of the community require on-going review and analysis to ensure land use and development policies and regula ons are in accordance with its expecta ons. • Senior levels of government con nue to expect that the City will take a strong role in addressing increasingly complex planning issues including the provision of aﬀordable and special needs housing, reducing the environmental impact of development, suppor ng transporta on investments and suppor ng businesses. • The community’s expecta ons for public consulta on and their involvement in planning ini a ves require innova ve approaches and comprehensive communica ons.

• Efficient applica on review processes are increasingly challenged by a complex and changing regulatory framework; high expecta ons held by exis ng .residents, developers and businesses and proposals for development proposals that do not fit established policy frameworks. • Several projects were delayed due to a combina on of staff vacancies and the re-alloca on of senior staff resources to complex development proposals and the Community Recrea on Complex Project.

City of Port Coquitlam

Development Services

PLANNING

Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan Manage the Recrea on Complex planning processes - concept plan by Q2 Commercial and industrial land use review – report to Commi ee in Q3 East of Fremont alignment review – report to Commi ee in Q3

How did we do? ✔ ✔ Project scope expanded; public consulta on January 2015 for decision by Q2 2015

Housing Ac on Plan and implementa on report - complete by Q3

Consulta on report to SGC mid-November; comple on 2015

Update of the OCP – planning work and background studies by Q4

Deferred to 2015

Day-to-day Ac vi es • Con nued to process a high volume of development applica ons, referrals and informa on requests. • Provided advice and guidance to residents, businesses and stakeholders on community planning, social planning, heritage, environment, economic development, and land use policies and regula ons.

• Represented the City in liaison, stakeholder and consulta ve capaci es at a mul tude of intergovernmental and advocacy levels. • Par cipated on inter-departmental reviews. • Managed decisions, enquiries and processes related to the strategic planning of municipally-owned lands suitable for development.

Other Key Accomplishments • Economic development ac vi es included the liaison with the BIA and Chamber of Commerce, annual Biz Award celebra on, website improvements including the Business and Development Hub, suppor ng BCIT student projects to assist small businesses. • Worked with the new Heritage Commi ee to review implementa on of the Heritage Strategic Plan and iden fy opportuni es to promote awareness of the Heritage Inventory and Register.

• Reviewed regula ons and policies for temporary, moveable, and small structures. • Promoted staﬀ training and educa on ac vi es including the BCIT Leadership program.

Carryover Projects • Response to changed federal regula ons for medical marijuana processing facili es and cell towers is pending confirma on of regula ons.

• Records management (moving files to Laserfiche). • Implementa on of the Tempest MyCity module which will allow residents and developers to apply for permits online.

2015-2019 Financial Plan

Development Services

PLANNING

Efficiency and Effectiveness in 2014 • Significant enhancements to the City’s website improved how the Division provides informa on and resources to the business and development industry. • The Departmental reorganiza on moving the Development Engineering Division to the Development Services Department created eﬃciencies in management of development applica ons.

• Two staﬃng vacancies provided strategic opportuni es to strengthen the func on of the posi ons to be er meet current workload requirements and ensure an op mal complement of skills and experience within the Division but impacted 2014 work plan. • In-house exper se was u lized for technical and specialized assistance.

Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Manage the Community Recrea on Complex planning process.

Council: Community Manager of Planning Recrea on Complex and Director of Planning Development Services in CSP: Sustainable Future, conjunc on with Parks Sense of Community and Recrea on

Manage the East of Fremont / Cedar Drive route alignment study.

CSP: Infrastructure

Posi on(s) Responsible

Es mated Comple on Date Ongoing as directed by Council

Community consulta on Manager of Planning Q1; Council direc on Q2 and Director of Development Services in conjunc on with Engineering & Opera ons Department

Comple on and implementa on of the Housing Ac on Plan.

Council: Infrastructure CSP: Sustainable Future, Sense of Community, Economic Strength

Planner

Q1-Q4

Ini ate comprehensive update of the Oﬃcial Community Plan.

Council: Infrastructure CSP: Sustainable Future, Sense of Community, Economic Strength

Manager of Planning

Q1-Q4

Support Business Licence process Con nuous Improvement Assessment.

Council: Customer Service

Manager of Planning

Implement Heritage Inventory awareness program.

Council: Customer Service CSP: Sense of Community

Planning Analyst

Q1-2

Council: Infrastructure, Customer Service CSP: Economic Strength

Planner in conjunc on with Bylaw Services

Council: OD

Corporate Oﬃce in conjunc on with Planning CSR

Q1-Q4

Complete Downtown Parking Strategy.

Complete records management.

City of Port Coquitlam

Development Services

PLANNING

Indicators and Measures Indicator/Measure

2011

2012

2013

2014 (to Oct)

2015 target

Applica ons aligned with OCP goals

100%

90%

100%

(market driven)

90%

80%

90%

Applica ons being processed Enquiries responded to by next business day

Expenditures

90%

Actual 2014

Expenditure Summary Personnel and Benefits Contracted Services Other Employee Expenses Materials/Supplies Total Expenditures Revenues Generated Net Opera ng Costs

90%

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$493,896

$509,400

$536,000

$534,600

$545,400

$556,200

$567,200

16,308

28,000

17,100

17,400

17,700

18,100

8,733

8,900

12,300

12,500

12,800

13,000

1,305 $520,242 (169,508) $350,734

1,400 $547,700 (100,000) $447,700

1,400 $566,800 (100,000) $466,800

1,400 $565,400 (100,300) $465,100

1,400 $576,700 (100,600) $476,100

1,500 $588,200 (100,900) $487,300

1,500 $599,800 (101,200) $498,600

2015 $7.55

2016 $7.42

2017 $7.49

2018 $7.56

Outputs and Outcomes Cost per Capita

2014 $7.34

2019 $7.62

Total Expenditures &$' !!! )&,

"( "!! $, " %!! !,

2015-2019 Financial Plan

"# $!! #,

Kristen Meersman, P.Eng, MBA Director of Engineering & Operations 604.927.5453 meersmank@portcoquitlam.ca

ENGINEERING & OPERATIONS

ENGINEERING PROJECTS, MAPPING & BUDGETS | OPERATIONS | TRANSPORTATION

Overview The Engineering & Opera ons Department provides and maintains a number of essen al municipal services and infrastructure for a happy, vibrant, safe community of healthy engaged residents and thriving businesses. The department is responsible for the planning, development, management, opera on and maintenance of: â&#x20AC;˘ distribu on of safe reliable drinking water for public and economic health, â&#x20AC;˘ reliable and cost-eďŹ&#x20AC;ec ve collec on of sewage in a manner that protects public health and the environment, â&#x20AC;˘ safe transporta on networks for people and goods movement, â&#x20AC;˘ reliable flood protec on and drainage services, and â&#x20AC;˘ environmentally responsible solid waste collec on.

The department also provides the following services: â&#x20AC;˘ management of the necessary fleets, â&#x20AC;˘ accurate City land and asset management data and mapping, and â&#x20AC;˘ capital construc on and projects that support the development, rehabilita on and expansion of infrastructure.

Director of Engineering & Operations

Manager of Transportation

Manager of Engineering Projects, Mapping and Budgets

)*.

10% of Net City Budget

Manager of Operations (vacant)

# # ! ').

(. +. $ # & % ('.

City of Port Coquitlam

Engineering & Operations Revenues Common Services (Fleet, Trades & Solid Waste) Public Works Transporta on Land Development & Customer Service Water U lity Sewer U lity Revenues Total: Expenditures E&O Administra on Public Works Common Services (Fleet, Trades & Solid Waste) Projects, Mapping, GIS and Survey Transporta on Land Development & Customer Service Water U lity Sewer U lity Expenditures Total: Maintenance Recovery Charge Contribu on to Water/Sewer Reserves Net Opera ng Costs $ Change from Previous Year % Change Property Tax Impact

2014 Budget

2015 Budget

2016 Budget

2017 Budget

2018 Budget

2019 Budget

$(2,324,500)

$(2,914,500)

$(2,940,300)

$(2,966,400)

$(2,992,600)

$(3,019,000)

(1,486,800) (96,000)

(1,497,300) (97,000)

(1,510,600) (97,900)

(1,524,200) (98,700)

(1,537,800) (99,600)

(1,551,500) (100,500)

(187,300)

(11,171,400)

(11,442,900)

(11,810,700)

(12,604,100)

(13,669,400)

(14,371,000)

(7,883,800) (7,967,200) (8,347,800) (8,808,500) (9,348,800) (9,954,000) $(23,149,800) $(23,918,900) $(24,707,300) $(26,001,900) $(27,648,200) $(28,996,000)

$419,900 6,938,700

$484,900 4,745,400

$494,200 4,836,300

$503,700 4,929,100

$513,300 5,023,500

$523,200 5,119,700

4,155,500

5,361,500

5,464,200

5,569,100

5,675,500

5,784,500

805,200

989,700

1,008,700

1,028,000

1,047,700

1,067,800

287,700

357,500

364,400

371,300

378,400

385,700

544,000

9,261,300 6,767,300 $29,179,600

9,605,900 6,836,000 $28,380,900

10,205,200 7,126,400 $29,499,400

10,860,500 7,492,200 $30,753,900

11,629,400 7,933,000 $32,200,800

12,123,800 8,433,200 $33,437,900

$(4,279,300)

$(4,237,200)

$(4,114,600)

$(4,193,500)

$(4,273,700)

$(4,355,700)

$3,026,600

$2,968,200

$2,826,900

$3,059,900

$3,455,800

$3,768,000

$4,777,100

$3,193,000 -1,584,100 -33.16% -2.90%

$3,504,400

$3,618,400

$3,734,700

$3,854,200

Total Expenditures Changes in net opera ng budget from 2014 to 2015 are primarily due to: % change Infla on of Materials/ Contracts

$50,700

2.90%

Wage Increases

131,500

7.51%

Change in Revenue

(624,100)

-35.65%

Departmental Reorganiza on

(477,200)

-27.26%

Funding Transfers

(700,000)

-39.99%

35,000

2.00%

$(1,584,100)

-90.49%

One- me Cost Increase

2015-2019 Financial Plan

$ #

& % (/#-0,#/++ ./6

(.2.#3++# .6

(.#1./#.++ .+6

# # ! (323#1++# 26

(-/1#/++# -6

Engineering & Operations Expenditures Expenditure Summary Personnel and Benefits Contracted Services Internal Charges Materials/Supplies Other Employee Expenses Total Expenditures Revenues Generated Net Opera ng Costs

Actual 2014

Budget 2014

ADMINISTRATION

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$259,182

$301,100

$336,600

$343,100

$349,700

$356,300

$363,200

53,185 71,122 52,936

83,100 22,900 9,900

108,800 22,900 10,400

110,900 23,300 10,600

113,000 23,800 10,800

115,200 24,200 11,000

117,400 24,700 11,200

29,671

2,900

6,200

6,300

6,400

6,600

6,700

$466,096 $466,096

$419,900 $419,900

$484,900 $484,900

$494,200 $494,200

$503,700 $503,700

$513,300 $513,300

$523,200 $523,200

2015 $7.85

2016 $7.88

2017 $7.92

2018 $7.96

Outputs and Outcomes Cost per Capita

2014 $6.88

2019 $8.00

Total Expenditures

!''* *$$ *,/ !%$+ +$$ &'/ !&& ,$$ )/ !* &$$ %/ !%$ ($$ &/

City of Port Coquitlam

Engineering & Operations

ENGINEERING PROJECTS, MAPPING & BUDGETS

Division Focus Projects and Budgets staff support the community by designing and coordina ng the development and implementa on of the Capital Projects and Road Rehabilita on Program approved in the City’s annual 5-Year Financial Plan for road, water, sewer, and drainage infrastructure. Mapping staff help create a sustainable future through ongoing development of PoCoMAP. PoCoMAP informa on is used by the public, and most City departments. Mapping informa on is cri cal to the development of the Official Community Plan, zoning, property taxes, solid waste collec on zones, cemetery plo ng, infrastructure asset management and repor ng, and many others. This division also supports community development by providing land survey services to a variety of customers including internal City customers and private surveyors, consultants and contractors.

Manager of Engineering Projects, Mapping & Budgets

GIS Coordinator

Project Engineer

2x GIS Analyst

2x Engineering Technologist

Draftsperson III

Instrument Person I

Engineering Projects, Mapping & Budgets • 9 full- me

Business Perspective/Environmental Scan • Increasing public involvement/no fica on during development of the annual capital program, and while capital projects are under construc on. • Con nual pressure to deliver capital program more cost eﬀec vely.

2015-2019 Financial Plan

• Evolving technology and the impacts to PoCoMAP. • Increasing accountability for asset management and sustainable long term funding strategies.

Engineering & Operations

ENGINEERING PROJECTS, MAPPING & BUDGETS

Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan Complete 2014 capital and road rehabilita on projects. Increase staﬀ involvement in design, tendering, and inspec on of capital projects. Integrate sanitary & drainage models and 2011 Orthophoto into PoCoMAP. Data Mining of 2011 Census and Prospero Data. Standalone PoCoMAP to support Emergency Opera ons Centre. Develop an annual inspec on and re-establishment of City benchmarks program. Par cipate in implementa on of City’s new financial system. Explore opportuni es to create new revenues/oﬀset costs through PoCoMAP. Assess need to extend high pressure water main system. Organiza onal development. Day-to-day Ac vi es • Respond to public calls, e-mails and front counter inquiries (~5 to 15 per day). • Respond to calls from opera ons, consultants and contractors (~10 to 20 per day). • Requests for technical support for PoCoMAP and Tempest (Prospero, Calls for Service, Taxes, U li es) (~20 per week). • Update PoCoMAP (typ. 35 legal plan & 290 updates on GIS infrastructure map layers). • Update Tempest Land and Contacts modules (22,098 updates to end of June 2014). • Completed BC One Call and DigShaw requests for asconstructed records (typ. 125). • BC Online tle searches and document retrieval including new registered legal plans. • Respond to requests for survey (65 to end of June 2014). • Completed Fire Flow Analysis for new developments and City capital projects (~20 per year) • Progress Payments & Construc on Drawing Reviews. Carryover Projects • Complete remainder of the 2014 Capital Works & Road Rehabilita on program in 2015. Deferred projects include Burns Road water main upgrading, road paving, and culvert replacement; and Oxford Street and Fraser Avenue road paving works as water mains also need to be replaced. • Con nue upda ng of PoCoMAP with 2014 storm and sanitary sewer main CCTV video and condi on reports. • City Benchmark Project deferred to 2015 as Metro Vancouver is upgrading their High Precision Survey Network in 2015. City par cipated in Metro Vancouver’s planning phase, which was completed in 2014. • Project Engineer and Project Technologist posi ons filled. Next priority is to get them more involved in design and construc on of projects to reduce reliance on consultants.

How did we do? ✔ In Progress ✔ ✔ ✔ Deferred ✔ ✔ ✔ ✔

Other Key Accomplishments • Eliminated consultant use for analysis of CCTV video inspec on and implementa on of annual Sewer Repair Program. • Provided technical support for the City’s Infrastructure Advisory Group. • Executed long term Leases from Port Metro Vancouver for Dominion Storm Water Ou all, and for Pi River Barge Loading Ramp. • Updated PoCoMAP with new base map and enhanced features including: updated custom reports, rental housing loca ons map, dog license map, parking infrac ons map, development & subdivision permits map, requests for engineering services map, soil types map, and flood plain mapping for the Emergency Opera ons Centre. • Completed popula on forecas ng maps for 2031 Oﬃcial Community Plan. • Completed mapping of known water, storm and sanitary service connec on loca ons. • Completed significant update to func onality of PoCoMap Mobile. Added custom reports to permit viewing of property taxes and other data; added custom search tool for staﬀ. • Par cipated in the development of the online QuickMap site for IT Department’s Dashboard Project. • Migrated Solid Waste Cart informa on into the Tempest U lity system and PoCoMAP. • Completed update of Water Model to iden fy DCC water main upgrading projects. • Developed Sanitary Sewer Model and iden fied DCC sewer main upgrading projects. • Developed Storm Sewer Model and iden fied DCC drainage projects.

City of Port Coquitlam

Engineering & Operations

ENGINEERING PROJECTS, MAPPING & BUDGETS

Efficiency and Effectiveness in 2014 The division achieved numerous measures to improve efficiency, reduce costs, and to obtain external funding: • Completed re-organiza on and filling of posi ons in the Capital Projects sec on to enable in-house design of capital projects to reduce consultant costs. • Completed CCTV video inspec on internally which eliminates consul ng fees • Strengthened connec ons between PoCoMAP and CityWide fixed asset management so ware to provide more efficient transfer of informa on. • Con nued to increase the quality and content of informa on available in PoCoMAP with new map layers, addi onal infrastructure condi on informa on, and addi onal thema c maps to allow staff efficient access to informa on in the field.

• Implemented automated email no fica ons in Prospero. • Converted to digital tracking of subdivision approvals and development permits in Prospero, and improved repor ng in PoCoMAP and Tempest to track how long it takes to process each stage of the Development and Subdivision Approval process. • Migrated the Solid Waste Cart informa on from a number of separate databases that were being maintained by various staﬀ, into the Tempest U lity system and PoCoMAP. • Created Addressing procedure for recording civic addresses using a uniform format to improve custom repor ng from Tempest and PoCoMAP.

Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

Complete 2015 capital and road rehabilita on projects (refer to 2015-2019 Capital Program sec on for list of projects).

Council: Infrastructure CSP: Strategic Service Delivery

Manager of Engineering Projects, Mapping & Budgets, Project Engineer, and Project Technologists

Substan ally complete by Q4

Complete 2016-2020 capital budget.

Council: Infrastructure CSP: Strategic Service Delivery

Manager of Engineering Projects, Mapping & Budgets

Develop a map layer for each year of capital plan.

Council: Infrastructure CSP: Strategic Service Delivery

GIS Coordinator, Project Engineer

Project staﬀ to be trained and cer fied for MMCD Contract Document administra on.

Council: Internal Rigour/ Eﬃciency CSP: Strategic Service Delivery

Project Engineer, and Project Technologists

Complete calibra on of sanitary model.

Council: Infrastructure

GIS Coordinator

Complete calibra on of drainage model.

Council: Infrastructure

Project Engineer

Enhance tracking of private jobs for improved financial repor ng and asset management.

CSP: Strategic Service Delivery

GIS Analyst

Migrate tracking of water meters into the Tempest U lity system and PoCoMAP.

CSP: Strategic Service Delivery

GIS Coordinator

Use water model to improve uni-direc onal water main flushing program.

CSP: Strategic Service Delivery

Project Technologist

More Workplan Highlights on next page 2015-2019 Financial Plan

Engineering & Operations

ENGINEERING PROJECTS, MAPPING & BUDGETS

Workplan Highlights – 2015 Deliverables (cont.) Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

Develop tracking system and key performance indicators for evalua ng inhouse capital project design eﬃciencies.

Council: Internal Rigour/ Eﬃciency CSP: Strategic Service Delivery

Project Engineer

CSP: Strategic Service Delivery

Manager of Engineering Projects, Mapping & Budgets

Ongoing

Council: Internal Rigour/ Eﬃciency CSP: Strategic Service Delivery

Project Engineer

Council: Infrastructure

GIS Coordinator and Surveyor

Par cipate in implementa on of City’s new financial system. Develop historical unit price database for future es ma ng and asset management tools. In conjunc on with Parks & Recrea on Department, con nue survey and mapping of invasive species.

Indicators and Measures Indicator/Measure

2010

2011

2013

2014 Projected

# projects (by loca on)

n/a

# open houses for projects

n/a

# legal plans added to PoCoMAP

# infrastructure map layer updates in PoCoMAP

n/a

290

300

# road, water, sewer and drainage infrastructure assets added to CityWide

n/a

1,500

1,600

# updates to Tempest Land and Contacts modules

69,206

42,571

44,130

45,000

44,200

# BC One Call and Dig Shaw requests completed

103

147

140

150

# surveys completed by Survey sec on

115

140

130

City of Port Coquitlam

Engineering & Operations Expenditures Expenditure Summary Personnel and Benefits Materials/Supplies Internal Charges Other Employee Expenses Contracted Services U li es Total Expenditures Revenues Generated Net Opera ng Costs

Actual 2014

Budget 2014

ENGINEERING PROJECTS, MAPPING & BUDGETS Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$760,654

$745,600

$930,100

$947,900

$966,100

$984,600

$1,003,500

45,588 -

44,700 9,100

45,600 9,300

46,400 9,500

47,300 9,600

48,200 9,800

15,839

3,800

2,700

2,800

2,900

2,475 1,359 $825,915 $825,915

2,000 $805,200 $805,200

2,000 1,100 $989,700 $989,700

2,000 1,100 $1,008,700 $1,008,700

2,100 1,100 $1,028,000 $1,028,000

2,100 1,200 $1,047,700 $1,047,700

2,200 1,200 $1,067,800 $1,067,800

Outputs and Outcomes 2014 $13.20

Cost per Capita

2015 $16.01

2016 $16.09

2017 $16.16

2018 $16.24

2019 $16.33

Total Expenditures " %-)&"'&&" -*0

" %'"'&&" &0 " %("&&&" &0

2015-2019 Financial Plan

# " %**",&&" +0 " %-"'&&" '0

" %(",&&" &0

Engineering & Operations

OPERATIONS

Division Focus The Opera ons Division consists of the Public Works, U li es, and Fleet, Trades and Solid Waste Sec ons. This Division provides eﬃcient and responsive infrastructure construc on and maintenance services, waste collec on and emergency response to the residents of Port Coquitlam.

Operations Manager (vacant)

Section Manager Utilities (See Utilities pg 86)

Section Manager Public Works

Foreman III Public Works

Foreman II Public Works

Foreman II Asphalt

6x Operations Maintenance Worker (2 f/t, 4 casual) 2x Equipment Operator IVA Trades I Truck Driver IV, 2x Truck Driver III, 2x Truck Driver II

Operations Technologist

Section Manager Trades, Fleet & Solid Waste (Acting Ops Manager)

Foreman III Trades & Sanitation

Sign Maker

Trades I Sign Installer 3x Operations Maintenance Worker (2 f/t, 1 casual) 2x Trades III Carpenter

6x Solid Waste Operator

Foreman III Shop

3x Trades III Mechanic

Foreman II Administration

2x Engineering Ops Clerk

Trades III Welder

Trades II Welder/ Mechanic

Opera ons • 57 full- me • 7 casual

City of Port Coquitlam

Engineering & Operations

OPERATIONS: FLEET, TRADES AND SOLID WASTE

Section Focus The Solid Waste employees in this sec on provide solid waste collec on services for all single-family residen al (SFR) households and some mul -family residen al (MFR) and industrial, commercial and ins tu onal (ICI) units across the City. The Trades sec on ensures proper maintenance and repair of the City’s signage infrastructure which is required to ensure public safety and maximize the life span of these assets. Fleet Opera ons provide fleet repair and welding services for the City, opera ng two shi s in eﬀorts of minimizing down me for the fleet.

Business Perspective/Environmental Scan This work area is impacted by: • The regional goal of reaching 70% waste diversion by 2015 and an aspira onal goal of 80% by 2020 impact the service delivery and work plans for this area • Recent changes in provincial recycling regula on processes through Mul Material Bri sh Columbia (MMBC) impac ng service and cost to SFR and exis ng MFR customers in the City

• A recent review of the corporate fleet has resulted in the need for this work area to provide fleet budge ng, financing, analysis and asset inventorying func ons for the en re City.

Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan 2014 vehicle acquisi ons:

How did we do?

What did we do?

✔

Reviewed opera onal requirements and procured fleet assets to meet needs.

Con nue to increase waste diversion by providing educa on to the public.

✔

Supported Waste-Loss Challenge ini a ve.

Nego ate a favourable agreement with Mul Material BC (recycling services).

✔

Executed agreement upon reviewing opera onal needs.

✔

Installed crosswalks and road markings where required.

✔

Performed sidewalk inspec ons.

• • • • •

1 crane truck 1 flush truck 1 flat deck 1 sewer maintenance van 2 mini dump trucks

Maintain and install crosswalks and road markings. Review sidewalk heaving from street tree roots.

2015-2019 Financial Plan

Engineering & Operations

OPERATIONS: FLEET, TRADES AND SOLID WASTE

Highlights of 2014 Accomplishments (cont.) Day-to-day Ac vi es • Designed and installed box wraps on sanitary and storm pump sta on kiosks, standby generators, and traﬃc controllers. • Inspec ons on sidewalks, curbs, regulatory signage, road markings and other appurtenances.

• Provide inspec on, serviced and repair on 130 large vehicles/ equipment and 367 small equipment unit fleet. • Provided mechanic training to challenge heavy duty trade exam. • Provided mechanic Emergency Vehicle Technician training.

Other Key Accomplishments • Opera onalized Mul Material BC program changes for solid waste collec on. • Reviewed and revised opera ng parameters for street sweeping program that would lower costs to City through the use of City staﬀ instead of external contractors.

• Introduced a solid waste app (PoCo Waste-Line) for residents to get personalized solid waste informa on. • Par cipated in a Con nuous Improvement Assessment for fleet area.

Efficiency and Effectiveness in 2014 • Reviewed and modified missed p collec on service in order to eliminate one heavy duty truck from fleet. • Implemented a formal right sizing process for corporate fleet that requires a func onality vs. fleet need assessment for all fleet replacements or addi ons.

• U liza on review of heavy duty truck fleet- combined func onality of exis ng units and as a result will be reducing one heavy duty truck from the fleet • Have implemented 4 of 39 strategic recommenda ons from Fleet Con nuous Improvement Assessment.

Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

2016 Fleet Replacement Program.

CSP: Infrastructure

Manager of Fleet, Trades and Solid Waste

Fleet CIA – Implement recommenda ons priori zed as requiring immediate a en on.

CSP: Infrastructure

Manager of Fleet, Trades and Solid Waste

Q1-Q4

CSP: Environmental enhancement

Manager of Fleet, Trades and Solid Waste

Recycling program review.

CSP: Cost containment, public service and environmental enhancement

Manager of Fleet, Trades and Solid Waste

Facilitate Communica on eﬀorts for regional organics ban in mul -family and ICI sectors.

CSP: Cost containment, public service and environmental enhancement

Manager of Fleet, Trades and Solid Waste

Perform GPS review of waste collec on routes.

CSP: Cost containment, public service and environmental enhancement

Manager of Fleet, Trades and Solid Waste

Q1-Q4

CSP: Infrastructure

Manager of Fleet, Trades and Solid Waste

Diversion to 70%: waste audits study.

Perform City sign inventory.

City of Port Coquitlam

Engineering & Operations

OPERATIONS: FLEET, TRADES AND SOLID WASTE

Indicators and Measures 2009

2010

2011

2012

2013

49 18

60.5 1159 17

62.5 1284 25

63 1456 23

16 37 30 86

27 39 28 211

19 27 107 322

Diversion rate (%) Solid waste calls for service Sidewalk repairs Calls for service: GraďŹ&#x192; Crosswalks Curb maintenance Street signs TraďŹ&#x192;c signals

Expenditures Expenditure Summary Internal Charges Contracted Services Personnel and Benefits Tipping Fees Materials/Supplies Other Employee Expenses Insurance Total Expenditures Revenues Generated Net Opera ng Costs

50 18 116

Actual 2014

Budget 2014

Budget 2015

Budget 2016

63.3 1369 32

2014 (YTD) 61.3 1301 45

Industry Average 55 -

108 33 45 29 105

29 20 49 33 120

Budget 2017

Budget 2018

Budget 2019

$1,439,045 677,566

$1,660,800 606,700

$1,690,300 283,600

$1,722,800 289,000

$1,755,700 294,600

$1,789,200 300,200

$1,823,700 305,900

1,733,542

1,710,900

1,884,000

1,920,200

1,957,000

1,994,300

2,032,700

517,934 730,619

599,800 537,500

936,300 562,100

954,200 572,800

972,500 583,900

991,100 595,100

1,010,200 606,400

47,362

5,200

5,400

5,600

96,133 $5,242,201 (2,923,390) $2,318,810

$5,120,900 (2,324,500) $2,796,400

$5,361,500 (2,914,500) $2,447,000

$5,464,200 (2,940,300) $2,523,900

$5,569,100 (2,966,400) $2,602,700

$5,675,500 (2,992,600) $2,682,900

$5,784,500 (3,019,000) $2,765,500

Outputs and Outcomes Cost per Capita

2014 $45.84

2015 $39.60

Total Expenditures ! % -3.%1++ % 07 % (,%14+%.++ % .+7 # " (0%-++% 8,7

2015-2019 Financial Plan

2016 $40.25

2017 $40.92

2018 $41.60

2019 $42.29

(,%33/%+++% ./7

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Engineering & Operations

OPERATIONS: PUBLIC WORKS

Section Focus Public Works ensures vehicle and pedestrian traveling surfaces meet the expecta ons of the community through planned maintenance, rehabilita on, and response to emergency needs. Flood control, ditch maintenance, street light and signal maintenance, and snow and ice response fall under the oversight of this work area.

Business Perspective/Environmental Scan This work area is impacted by: • Weather events such as heavy rainfall and or snow; in addi on to emergency response for these events staﬀ are required to review and address subsequent maintenance needs such as road surface rehabilita on

repair (pothole, crack sealing, etc) ditch maintenance and repair, stream upkeep, and street light repair.. • Capital improvements introduced to support walking, cycling, transit, goods movement and automobile travel through the City.

Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan Con nue 2013 stream maintenance program. Keep the City’s road network in good repair.

How did we do?

What did we do?

✔

Performed in stream works at 11 loca ons.

✔

Maintenance included but not limited to crack sealing, pot hole repairs, etc.

Complete the 2014 list of capital projects on budget and schedule.

✔

Completed construc on projects as planned.

Complete the annual inspec ons and ini ate repairs as required to maintain the infrastructure and safeguard the public.

✔

Inspec ons performed and completed resul ng repairs.

Day-to-day Ac vi es • Performed maintenance on road network and provided emergency response for snow and flooding.

Efficiency and Effectiveness in 2014 • Reduced the use of hired equipment through be er planning and use of City equipment.

City of Port Coquitlam

Engineering & Operations

OPERATIONS: PUBLIC WORKS

Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

CSP: Eﬃciency

Manager of Public Works

CSP: Infrastructure and Eﬃciency

Manager of Public Works

Create Street Sweeping Program.

CSP: Public Service and Environmental enhancement

Manager of Public Works

Recycling Program review.

CSP: Cost containment, public service and environmental enhancement

Manager of Fleet, Trades and Solid Waste

Create/revise processes and systems to capture industry accepted metrics for Public Work Opera ons. Crack Sealing Program review.

Indicators and Measures 2009

2010

2011

2012

2013

2014 (YTD)

147

130

# of events

mm of snow

14.2

1304

531

807

875

766

435

Street sweeping

Flooding/drainage

101

Illegal dumping

n/a

157

151

Pothole filling

146

137

100

125

# of illegal dumping requests completed Snow/ice:

Hours of service Calls for service:

2015-2019 Financial Plan

Engineering & Operations Expenditures

Actual 2014

Expenditure Summary Personnel and Benefits Contracted Services Internal Charges U li es Materials/Supplies Other Employee Expenses Total Expenditures Revenues Generated Net Opera ng Costs

Budget 2014

OPERATIONS: PUBLIC WORKS Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$1,617,333

$1,476,800

$1,445,300

$1,473,000

$1,501,300

$1,530,100

$1,559,400

1,249,880 442,312 526,210 479,736

1,966,300 694,300 537,000 1,087,700

987,900 672,300 546,600 1,092,500

1,006,800 685,200 557,100 1,113,400

1,026,100 698,300 567,800 1,134,800

1,045,800 711,700 578,600 1,156,500

1,065,800 725,300 589,700 1,178,600

2,238

800

900

$4,317,708 (2,135,469) $2,182,239

$5,762,900 (1,486,800) $4,276,100

$4,745,400 (1,497,300) $3,248,100

$4,836,300 (1,510,600) $3,325,700

$4,929,100 (1,524,200) $3,404,900

$5,023,500 (1,537,800) $3,485,700

$5,119,700 (1,551,500) $3,568,200

Outputs and Outcomes 2014 $70.10

Cost per Capita

2015 $52.56

2016 $53.04

2017 $53.54

2018 $54.04

2019 $54.56

Total Expenditures %10/"1((" *)4

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City of Port Coquitlam

Engineering & Operations

OPERATIONS: UTILITIES (WATER/SEWER/STORM OPS)

Section Focus The U li es Sec on is comprised of Water, Sewer, and Piped Storm Opera ons. The Port Coquitlam Water U lity purchases bulk treated water from the Metro Vancouver Regional District (Metro). Employees in this work area construct and maintain a citywide transmission and distribu on system that delivers the water to residents and businesses at flows and pressures suitable for residen al and business usage and to serve the City’s fire protec on needs. The U lity safely delivers approximately 9.16 million cubic meters of high quality water annually to 18,413 service connec ons within the City. Sewer and Piped Storm Opera ons provide an essen al service for the collec on and disposal of liquid waste and storm water. Employees in this work area construct and maintain sewage collec on infrastructure that mi gates environmental impact as a result of blockages and overflows,

and transfer of waste to treatment facili es. In addi on to collec ng sanitary liquid waste, this work area is responsible for the collec on of storm water that is collected through the storm pipe network.

Section Manager Utilities

Foreman III Utilities

Foreman II Water

Foreman II Sewer

Trades I Water

Water Operator

Water Sewer Maintenance

Trades I Hydrants

Trades I Water

Trades 1 Water/Sewer

Valves / Meters

2x Operations Maintanenance Worker (2x casual)

2015-2019 Financial Plan

Flush Truck HIAB Operator

Trades I / Flush Truck HIAB Operator

Foreman II Combined Utilities

Sewer Operator

Water Operator

Trades I Sewer

Trades I Gradesetter

U li es • 15 full- me • 2 casual

Engineering & Operations

OPERATIONS: UTILITIES (WATER/SEWER/STORM OPS)

Business Perspective/Environmental Scan This work area is impacted by: • Legisla ve requirements such as the Regional Liquid Waste Resource Management Plan. • Industry best prac ces that guide maintenance of u lity infrastructure.

• Unpredictability in service requirements for breaks and blockages of pipes and service connec ons. • Development triggered need for new service connec ons. • Changing cer fica on requirements for staﬀ.

Highlights of 2014 Accomplishments Please note: In the 2014 Business plan, the water and sewer opera ons sec ons were listed separately, and as such the

updates for 2014 are provided separately, while the 2015 goals are set for the sec on as a whole.

A WATERWORKS Stated Goals – 2014 Financial Plan Review water quality reports/possible concerns and monitoring sta ons. Evaluate fire hydrant service levels. Formalize water meter tes ng and replacement program. Formalize water leak detec on program.

How did we do?

What did we do?

✔

Reviewed data in order to priori ze infrastructure and water quality improvements.

✔

Aligned service intervals to industry standards.

✔

Established tes ng and replacement protocol.

✔

Reviewed industry standards and established inspec on program.

Evaluate current unidirec onal flushing program.

✔

Aligned service intervals to industry standards.

Assist Fire & Emergency Services in the development of a wildfire plan.

✔

Provided system exper se and assistance.

✔

Reviewed water quality results and reported to Fraser Health Authority.

✘

In the process of reviewing data.

Complete water quality report. Evaluate results of the first year par cipa ng in a na onwide benchmarking ini a ve.

Day-to-day Ac vi es • Uni-direc onally flushed 50 kilometers of water main. • Maintained: · 971 hydrants · 165 air valves · 2,453 water distribu on valves

Carryover Projects • The results from the first year in na onwide benchmarking were provided in the fall, and as a result will be analyzed over the late fall/winter, with an cipated results presented to Council early 2015.

Other Key Accomplishments • Add Kingsway and Coast Meridian PRV Sta on to the City’s telemetry systems. • Introduc on of trenchless technology used for installing new water services. • Installed 7 new hydrants. • Tied in 9 water main connec ons to contractor installed water mains. • Installed 40 new water connec ons • Discon nued (“cap oﬀs”) 39 water connec ons.

City of Port Coquitlam

Engineering & Operations

OPERATIONS: UTILITIES (WATER/SEWER/STORM OPS)

Highlights of 2014 Accomplishments (cont.) B SEWER AND PIPED STORM OPERATIONS Stated Goals – 2014 Financial Plan Perform annual maintenance ac vi es.

How did we do?

What did we do?

✔

Examples include but not limited to : root cu ng, flushing, pump sta on maintenance, etc

Evaluate current sanitary and storm video program.

✔

Aligned service intervals to industry standards.

Review inflow and infiltra on program. Work towards decreasing Metro Vancouver treatment charges.

✘

In process of reviewing program.

Review of area that has historically required annual sewer main flushing.

✔

Reviewed possible causes for annual flushing.

Evaluate results of the first year par cipa ng in a na onwide benchmarking ini a ve.

✘

In the process of reviewing data.

Day-to-day Ac vi es Maintain: • 180 kilometers of sanitary sewer mains • Maintain 18,325 sanitary residen al and commercial service connec ons • 24 sanitary pump sta ons • 2676 sanitary manholes • 192 kilometers storm mains • 8,578 residen al and commercial storm service connec ons (equivalent to 8.6 km of pipeline) • 3163 storm manholes • 5605 catch basins • Telemetry system for opera on and control of the pump sta ons

Other Key Accomplishments • Installed 23 new service connec ons • Retro fit of the Ambleside Sanitary Pump Sta on currently being tendered. • In house EOCP Wastewater treatment training for u lity staﬀ.

Carryover Projects • In the process of reviewing the Inflow and Infiltra on Program; an cipated comple on early 2015. • The results from the first year in na onwide benchmarking were provided in the fall, and as a result will be analyzed over the late fall/winter, with an cipated results presented to Council early 2015.

Efficiency and Effectiveness in 2014 • Reduced costs through the use of trenchless technology • Reduced hydrant services to 50% of inventory from 100% to align with industry prac ces.

2015-2019 Financial Plan

• Reduced the frequency of CCTV for storm and sanitary mains to align with industry accepted prac ces.

Engineering & Operations

OPERATIONS: UTILITIES (WATER/SEWER/STORM OPS)

Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

CSP: Eﬃciency

Manager of U li es

Create/revise processes and systems to capture industry accepted metrics for waterwork opera ons.

Council: Infrastructure

Manager of U li es

Create/revise processes and systems to capture industry accepted metrics for sewer and piped storm opera ons.

Small water meter replacement program.

CSP: Eﬃciency

Manager of U li es

Pump sta on maintenance program review.

CSP: Eﬃciency

Manager of U li es

Indicators and Measures A WATERWORKS

Water consump on (L/capita per day) # of water main breaks/ 100 km of Length $ of capital reinvestment Opera ng $ /100 km of water main length Calls for service: Water quality Water on/oﬀ Locate service Emergency leak

2009

2010

2011

2012

2013

2014 (YTD)

Industry Average

473

456

429

428

427

436

471

7.0

8.5

3.3

6.5

$1.39 mill

$2.55 mill

$2.01 mill

$535,000

$544,000

$547,000

$545,000

$318,000

29 71 18 101

25 56 24 80

21 53 28 94

32 48 19 100

29 61 22 93

37 44 28 73

2009

2010

2011

2012

2013

11 -

12 1,452

2014 (YTD) 11 1,026

Industry Average 17 -

0.4

0.33

0.5

37 82 14 25

32 31 13 24

26 43 9 26

27 50 18 27

30 28 6 9

6 16 3 3

B SEWER AND PIPED STORM OPERATIONS

% of san/storm pipe cleaned Mm of rainfall # of connec ons with Sanitary flooding/ 1,000 service connec ons Calls for service: Sewer blockages Plugged catchbasins Flooding/urgent Manhole lids missing

City of Port Coquitlam

Engineering & Operations

OPERATIONS: UTILITIES (WATER/SEWER/STORM OPS)

Expenditures â&#x20AC;&#x201C; Waterworks Actual 2014 Expenditure Summary Internal Expenses Personnel and Benefits U lity Exemp ons Materials/Supplies Contracted Services U li es Water Purchases Total Expenditures Revenues Generated Contribu ons to Water Reserve

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$1,292,425

$1,330,900

$1,418,900

$1,510,200

$1,606,900

$1,719,200

$1,791,400

517,502

702,600

651,100

692,700

737,100

788,800

822,000

527,687 458,700 478,300 493,700 526,800 571,400 600,700 171,290 186,800 190,000 202,100 215,100 230,200 239,900 138,323 21,300 31,700 33,700 35,900 38,400 40,000 19,692 28,600 29,100 31,000 32,900 35,300 36,700 5,588,284 6,532,400 6,806,800 7,241,800 7,705,800 8,246,100 8,593,100 $8,255,204 $9,261,300 $9,605,900 $10,205,200 $10,860,500 $11,629,400 $12,123,800 (11,652,370) (11,171,400) (11,442,900) (11,810,700) (12,604,100) (13,669,400) (14,371,000) $3,397,166

$1,910,100

$1,837,000

$1,605,500

$1,743,600

$2,040,000

$2,247,200

Net Opera ng Costs

Outputs and Outcomes â&#x20AC;&#x201C; Waterworks 2014 $183.14

Cost per Capita

2015 $185.16

2016 $188.37

2017 $198.18

2018 $211.93

2019 $219.74

Total Expenditures â&#x20AC;&#x201C; Waterworks

$-!/'-!/''! .(3 $)0!(''! 4(3 $*(!.''! 4(3 " $(0'!'''! )3

$+./!*''! ,3

2015-2019 Financial Plan

! $(!+(/!0''! (,3 $-,(!(''! .3

Engineering & Operations

OPERATIONS: UTILITIES (WATER/SEWER/STORM OPS)

Expenditures â&#x20AC;&#x201C; Sewer and Piped Storm Operations Actual 2014 Expenditure Summary Internal Expenses U lity Exemp ons Personnel and Benefits Contracted Services Materials/Supplies U li es Sewage Treatment Charge Total expenditures Revenues generated Contribu ons to Sewer Reserve

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$1,243,457 $378,340

$1,294,900 $322,200

$1,365,100 $328,300

$1,422,600 $344,000

$1,495,500 $363,000

$1,583,300 $385,200

$1,683,000 $410,200

$268,406

$285,100

$263,200

$274,300

$288,300

$305,300

$324,500

$219,660 $64,864 $57,511

$207,000 $83,700 $66,600

$200,300 $85,200 $67,800

$208,800 $88,800 $70,700

$219,400 $93,300 $74,300

$232,300 $98,800 $78,600

$246,900 $105,000 $83,600

4,510,779

4,507,800

4,526,100

4,717,200

4,958,400

5,249,500

5,580,000

$6,743,016 (8,286,562)

$6,767,300 (7,883,800)

$6,836,000 (7,967,200)

$7,126,400 (8,347,800)

$7,492,200 (8,808,500)

$7,933,000 (9,348,800)

$8,433,200 (9,954,000)

$1,543,546

$1,116,500

$1,131,200

$1,221,400

$1,316,300

$1,415,800

$1,520,800

Net Opera ng Costs

Outputs and Outcomes â&#x20AC;&#x201C; Sewer and Piped Storm Operations Cost per Capita

2014 $129.24

2015 $128.92

2016 $133.14

2017 $138.50

2018 $144.94

2019 $152.20

Total Expenditures â&#x20AC;&#x201C; Sewer and Piped Storm Operations

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City of Port Coquitlam

Engineering & Operations

TRANSPORTATION

Division Focus The Transporta on Division is responsible for monitoring, managing, planning and improving the City’s transporta on system. Staff plan and implement capital improvements to support walking, cycling, transit, goods movement and automobile travel. This work supports the popula on and employment increases iden fied in the City’s Official Community Plan and is informed by the Master Transporta on Plan. Staff acts as the primary liaison with external transporta on agencies such as TransLink, the Coast Mountain Bus Company, the Ministry of Transporta on and Infrastructure, ICBC and the RCMP. This liaison func on is fundamental to improving transporta on services that directly benefit residents, employees, and businesses. Finally, staff oversee the traffic management of City roads with the installa on and opera ons by other divisions. This includes the traffic signal system, pedestrian crossing controls, on-street parking/stopping restric ons, school access, construc on traffic management, and speeding concerns.

Manager of Transportation

Transportation Technologist

2x Engineering Project and Traffic Technologist Technician / Projects Transporta on • 3 full- me

Business Perspective/Environmental Scan • TransLink Mayor’s Council – Regional Transporta on Strategy ini a ves. • TransLink’s NE Sector Area Transit Plan (Evergreen Line Integra on etc.). • Transport Canada’s revisions to the Rail Road Grade Crossing Regula ons.

2015-2019 Financial Plan

• Transport Canada’s review of transporta on of dangerous goods by rail (i.e. Lac Megan c). • City of Coquitlam transporta on ini a ves (Victoria Drive upgrade, Lincoln Avenue Connector). • Ministry of Transporta on and Infrastructure ( Port Mann Hwy 1 Project etc.).

Engineering & Operations

TRANSPORTATION

Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan NE Sector Area Transit Plan (by TransLink). East of Fremont Route Study. Review and update pedestrian and traffic safety programs for City schools. Develop roundabout or traffic circle program for considera on by TSPW. Update Pavement Management Plan. Shaughnessy Street pedestrian and cyclist underpass – update project scope and cost. Update cycling programs with advice of Cycling Advisory Group. Review and update traffic bylaws. Develop a comprehensive rehabilita on program for exis ng traffic signal infrastructure.

How did we do? City input to TransLink July 2014 Dra to TSPW/SGC October 15, 2014 ✔ ✔ ✔ ✔ ✔ Deferred Deferred

Day-to-day Ac vi es • Respond to public calls, e-mails and front counter inquiries (~10 to 15 per day). • Analyze warrants for poten al traﬃc signals, stop controls and pedestrian crossing upgrades (~ 40 per year). • Review development applica ons re transporta on impacts (~ 2 per week).

• Prepare func onal and detailed designs for traﬃc improvements ( ~ 3 per week) including paint plans, geometric modifica ons, and crosswalks. • Review/issue Lane Closure Permits ( ~ 2 to 3 per week) • Liaise with TransLink/MoTI/ICBC (daily). • Review school-related concerns and requests (daily on a seasonal basis).

Other Key Accomplishments • Provided City input to Transport Canada’s review of Rail Road Grade Crossing Regula ons . • Provided City input to Transport Canada’s review the transporta on of dangerous goods by rail (Lac Megan c). • Obtained TransLink’s commitment to improve the C38 community shu le bus service in Downtown Port Coquitlam (implemented in September 2014). • Upgraded street ligh ng on Mary Hill Road and on Shaughnessy Street to meet TAC guidelines.

• Developed street ligh ng upgrade program for the 2015 to 2019 capital plan. • Developed traffic signals at CMR/Apel, CMR/Coquitlam and Prairie/Regina. • Implemented Castle Park Elementary School pedestrian and traffic safety improvements. • Implemented Kilmer Elementary School pedestrian and traffic safety improvements.

Carryover Projects • Develop a comprehensive rehabilita on program for exis ng traﬃc signal infrastructure. • Update traﬃc bylaws.

Efficiency and Effectiveness in 2014 The division obtained external financial support for several opera ng and capital programs, including: • ICBC financial support of $100,000 for Coast Meridian at Coquitlam Avenue traﬃc signal. • ICBC financial support of $15,000 for Coast Meridian at Apel Drive traﬃc signal.

• ICBC financial support of $18,000 for Prairie Avenue at Regina Street traﬃc signal. • ICBC financial support of $25,000 for 5 sidewalk improvement projects to support safer school access. • CMBC financial support of $20,000 for City-owned bus shelters and $12,500 for accessible bus stop pads.

City of Port Coquitlam

Engineering & Operations

TRANSPORTATION

Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

Complete NE Sector Area Transit Plan (by TransLink).

CSP: Develop a strong lobby for transit improvements

Manager of Transporta on, support by Manager of Planning

Obtain CPR approval for the design of the Shaughnessy Street underpass.

CSP: Create a sustainable community, Sense of community

Manager of Transporta on, support by Director E&O.

East of Fremont alignment planning study.

CSP: Create a sustainable community

Director of E&O, Manager of Transporta on, Manager of Planning

2014/2015

Update Pavement Management Plan.

CSP: Create a sustainable community

Manager of Transporta on, Sec on Manager Public Works & Construc on

Review and update traﬃc bylaws.

CSP: Create a sustainable community

Manager of Transporta on, Manager of Bylaws

Develop roundabout or traﬃc circle program for considera on.

CSP: Create a sustainable community

Transporta on Technologist, Manager of Transporta on

Develop a comprehensive rehabilita on program for exis ng traﬃc signal infrastructure.

CSP: Sustainable future

Transporta on Technologist, Sec on Manager of Public Works & Construc on, Manager of Transporta on

Review and update pedestrian and traﬃc safety programs for City schools.

CSP: Create a sustainable community, Sense of community

Project & Traﬃc Technician, Manager of Transporta on, Coquitlam School District, ICBC and RCMP

Update cycling programs with advice of Bicycle Advisory Group.

CSP: Create a sustainable community, Sense of community

Project & Traﬃc Technician, Manager of Transporta on, Bicycle Advisory Group

Council: OD

Customer Service Manager

Review of Security releases of completed permits.

Indicators and Measures 2010

2011

2012

2013

2014 Es mated

# Lane closure permits Issued

115

113

121

120

# Traﬃc signal warrants completed

n/a

# Pedestrian crossing warrants completed

n/a

2600*

2700*

n/a

20 $1.0 m

28 $0.99 m

# Collisions (ICBC data) # and value of partnerships with external transporta on service providers * Data rounded by ICBC 2015-2019 Financial Plan

Engineering & Operations Expenditures Expenditure Summary Personnel and Benefits Materials/Supplies U li es Contracted Services Other Employee Expenses Total Expenditures Revenues Generated Net Opera ng Costs

Actual 2014

Budget 2014

TRANSPORTATION Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$415,630

$281,900

$353,500

$360,400

$367,200

$374,100

$381,300

3,430 -

2,000 1,000 1,000

2,100 1,000 1,000

2,100 1,100 1,100

2,200 1,100 1,100

3,634

1,800

$422,695 (83,021) $339,673

$287,700 (96,000) $191,700

$357,500 (97,000) $260,500

$364,400 (97,900) $266,500

$371,300 (98,700) $272,600

$378,400 (99,600) $278,800

$385,700 (100,500) $285,200

2015 $4.22

2016 $4.25

Outputs and Outcomes Cost per Capita

Total Expenditures

2014 $3.14

2017 $4.29

2018 $4.32

2019 $4.36

"#" # $$'

! '

City of Port Coquitlam

Karen Grommada, CPA, CMA Director of Finance 604.927.5305 grommadak@portcoquitlam.ca

FINANCE

Overview The Finance Department provides financial services to ci zens, City departments and City Council. The department also supports the other City departments with the safeguarding and administra on of the City’s $700 million of financial and non-financial assets and $90 million of annual opera ng costs. Key func ons performed by the department include corporate financial planning, budge ng and repor ng, financial policy development and implementa on, payroll services, processing accounts payable and receivable, management of investments and banking, levying and collec ng municipal taxes and u lity fees, risk management, oversight of City procurement, inventory and stores.

Director of Finance

Manager of Financial Systems and Processes

Manager of Revenues & Collections Tax Supervisor

Business Analyst 3x Customer Service Rep (2 ft/1 p/t) Financial Analyst

Finance • 21 full- me • 3 part- me

2015-2019 Financial Plan

Computer Operator / Accounting Clerk I (p/t)

Assistant Manager of Payroll

Payroll Clerk

Corporate Services Support

Manager of Accounting Services Senior Accountant

Manager of Purchasing

Storekeeper / Buyer

Accounts Payable Clerk 2 x Computer Operator / Accounting Clerk 1

Accounting Clerk II Computer Operator / Accounting Clerk I

Assistant Store Keeper

Computer Operator / Accounting Clerk (p/t)

Finance Actual 2014 Expenditure Summary Personnel and Benefits Insurance Materials/Supplies Contracted Services U li es Other Employee Expenses Internal Expenses Total Expenditures Revenues Generated

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$1,873,497

$1,969,600

$2,050,100

$2,059,800

$2,099,100

$2,139,400

$2,180,400

533,010 370,930 136,285 72,523

651,500 379,900 95,400 106,700

659,600 441,800 138,000 80,000

662,700 443,900 138,700 80,400

675,400 452,400 141,300 81,900

688,300 461,000 144,000 83,500

701,600 469,900 146,800 85,100

22,019

42,800

48,200

48,400

49,400

50,300

51,300

8,089 $3,016,353 (291,332)

9,100 $3,255,000 (326,500)

9,300 $3,427,000 (311,800)

9,300 $3,443,200 (316,800)

9,500 $3,509,000 (321,900)

9,700 $3,576,200 (327,100)

9,900 $3,645,000 (332,400)

Maintenance Recovery Charge

(1,087,100)

(1,086,700)

(1,106,200)

(1,124,100)

(1,142,200)

(1,160,600)

(1,179,500)

Net Opera ng Costs

$1,637,921

$1,841,800

$2,009,000

$2,002,300

$2,044,900

$2,088,500

$2,133,100

$ Change from Previous Year

158,900

% Change

8.59%

Property Tax Impact

0.29%

Total Expenditures

Changes in net opera ng budget from 2014 to 2015 are primarily due to:

! $)!','!('' -'2

% change Infla on of Materials/Contracts

$3,800

0.21%

Wage Increases

72,200

3.90%

Revenue Changes

14,700

0.79%

Miscellaneous Change in Expenses

68,200

3.69%

$158,900

8.59%

$-,/!-''! (/2

" $++(!.''! (*2 ! $(*.!'''! +2

! $/!*''! '2

! $.'!'''! )2 ! $+.!)''! )2

Outputs and Outcomes 2014 $30.33

Cost per Capita

2015 $32.51

2016 $31.93

2017 $32.15

2018 $32.38

2019 $32.62

3% of Net City Budget

City of Port Coquitlam

Finance Business Perspective/Environmental Scan • The fast moving pace of the digital world has required the finance department to develop new processes to respond more quickly to stakeholder informa on needs. • Increasingly, the finance department is being called on to provide more sophis cated financial models to help with long range financial planning. • There is an expecta on of online services for the public and employees.

• Internally, all City departments are being asked to find ways of doing more with less and are relying on finance to help provide them with mely financial informa on and analysis to allow them to make the appropriate strategic decisions. • The implementa on of the Agresso Financial System in 2015 will result in changes to the way we do business, including the automa on of processes and electronic payments. Change management will be required for staﬀ, Internal and external customers.

2014 Accomplishments How did we do? Stated Goals – 2014 Financial Plan Implement Financial Management, Project Cost and Billing and Procurement On target for “go-live” January 2015 Management modules for Enterprise Resource Planning system upgrade (Agresso). Long-term infrastructure financial planning for new and exis ng assets. In Progress with Infrastructure Commi ee Con nuous Improvement Assessment of the City’s purchasing func ons. Review complete, implementa on in progress Implement electronic tax and u lity billing service. Completed for 2014 billings Meet applica on requirements for 2013 GFOA Financial Repor ng Award. Annual Report submi ed in June Meet applica on requirements for 2014 GFOA Dis nguished Budget Award Received

Day-to-day Ac vi es • Disbursement of $74 Million in accounts payable (~12,000 invoices). • Administer payroll for 400+ employees on a bi-weekly basis, with 3 agreements. • Billing and collec on of $70 million in taxes and u li es (19,570 tax customers). • Provide procurement services to the City’s departments. • Manage and provide support for the City’s $91 million annual budget. Carryover Projects • Con nued roll-out of new Enterprise Resource Planning system with the Financial Management, Project Cost and Billing and Procurement Management modules expected to go live in January 2015. (Agresso). • Con nued review of financial reserves and development of long-term financial planning strategies with the Infrastructure Advisory Commi ee. • Standardiza on of City fleet purchases and purchasing process standardiza on. • Upgrade, install and manage various components of the City’s fuel system.

2015-2019 Financial Plan

Other Key Accomplishments • 2014 financial planning process was improved and with Communica ons were able to record the most public input ever. • There was a significant change in staff over the last year with re rements and vacancies, allowing the department to increase the mid-level accoun ng posi ons, crea ng a succession path for finance staff that want to develop and progress. • Received Government Finance Officers Associa on awards for dis nguished budget presenta on for 16th consecu ve year. • Received Government Finance Officers Associa on award for financial repor ng for 8th consecu ve year. • Improved customer service by implemen ng a web interface allowing residents to access their account informa on 24 hours a day, 7 days a week. • Implemented eBilling where customers will be able to sign up to receive their 2014 tax and u lity bills electronically. • Supported the Port Coquitlam Community Founda on with their successful first gran ng cycle.

Finance Efficiency and Effectiveness in 2014 • Worked with Informa on Systems to develop automated upload process of hours and absence data from Opera ons CMS mecard system. Reduced the input me of a day’s informa on from an average of 45 minutes to 3 minutes. • Worked with Aqua cs leadership staff to develop and implement a new mecard format for approximately 80 part- me and casual Aqua cs staff. Aqua cs staff previously completed an individualized weekly mecard but now complete a daily me sheet summary lis ng all staff. Efficiencies include reduced overall paper usage, the elimina on of missing or late mecards, and the ability of payroll staff to enter aqua cs me on a daily basis rather than wai ng for the payroll period end.

• Moved 11 part- me and 9 casual customer service employees from weekly paper mecards to bi-weekly electronic mesheets, again reducing overall paper usage and increased payroll efficiencies from the elimina on of missing or late mecards. • Through the Agresso Financial System implementa on, business prac ces were reviewed and scru nized. The new processes will be more automated, reducing me, and human error. These efficiencies will be implanted in 2015. • The Purchasing Con nuous Improvement Assessment resulted in a number of efficiencies being iden fied and included in the implementa on in 2015.

Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

Council: OD CSP: Strategic Service Delivery & Sustainable Future

Director of Finance, Director of Corporate Support, Finance Managers

Go live January 2015

Provide financing op ons and analysis for the Community Recrea on Complex.

Council: Rec Centre

Director of Finance

Q1 –Q4

Long term infrastructure financial planning for new and exis ng assets.

Council: Infrastructure CSP: Sustainable Future

Director of Finance, Manager of Financial Systems & Processes, Manager of Accoun ng Services

Ongoing

Implementa on of Purchasing CIA recommenda ons.

Council: OD CSP: Strategic Service Delivery & Sustainable Future

Director of Finance, Purchasing Manager

Partner with Communica ons to promote the use of tax and u lity ebilling.

CSP: Strategic Service Delivery & Sustainable Future

Manager of Revenue & Collec ons, Manager of Communica on

Implement Payroll, Timesheet, and Employee Self Service modules for the Enterprise Resource Planning system upgrade (Agresso).

Council: OD CSP: Strategic Service Delivery & Sustainable Future

Manager of Financial Systems & Processes, Assistant Manager of Payroll

Meet applica on requirements for 2014 GFOA Financial Repor ng Award.

CSP: Strategic Service Delivery

Manager of Accoun ng Services

Meet applica on requirements for 2015 GFOA Dis nguished Budget Presenta on Award.

CSP: Strategic Service Delivery

Manager of Financial Systems & Processes

Implement Financial Management, Project Cost and Billing and Procurement Management modules for the Enterprise Resource Planning system upgrade (Agresso).

City of Port Coquitlam

Finance Indicators and Measures Indicator/Measure

2010

2011

2012

2013

2014 YTD*

Current year taxes outstanding at December 31

2.37%

1.94%

2.05%

1.70%

n/a

Number of insurance claims (lawyer assigned)

Number of incidents (adjuster / examiner assigned)

38%

42%

44%

10,353

11,612

11,686

# of special cheques issued as percentage of total payments

.56%

.40%

.39%

Number of tenders, requisi ons, quota ons and request for proposal calls processed by Purchasing

1.41%

1.76%

1.81%

% of folios claiming electronic Home Owner Grant Number of invoices processed

$ of purchasing card transac ons as percentage of total purchases

46%

48%

11,531

7,736

.46%

.15%

45 2.16%

47 2.16%

* As of September 19, 2014

2015-2019 Financial Plan

Nick Delmonico Fire Chief / City Emergency Coordinator 604.927.5472 delmonicon@portcoquitlam.ca

FIRE & EMERGENCY SERVICES

ADMINISTRATION | PROTECTIVE SERVICES & PUBLIC EDUCATION | FIRE SUPPRESSION | TRAINING | EMERGENCY PROGRAM

Overview Our focus is to provide safe, eﬃcient and prompt service to all ci zens in Port Coquitlam as well as those travelling through or visi ng our city. This commitment is captured in our Mission Statement (as stated in our newly adopted 2012 Opera ons Review): “Port Coquitlam Fire & Emergency Services is commi ed to providing the best service to our community through the preserva on of life, property, and the environment by providing excellence in response, preven on, educa on and training.” Fire & Emergency Services is comprised of five divisions: • • • • •

Administra on Protec ve Services & Public Educa on Fire Suppression Training Emergency Preparedness

Fire Chief & Emergency Coordinator

Deputy Chief Protective Services / Public Education

2x Captain Protective Services Inspector Protective Services

Deputy Chief Operations / Training

Deputy Chief Facilities/Training

Assistant Chief Training and Development

64x Firefighters Fire & Emergency Services • 75 FTEs

100

Emergency Program Officer

Administrative Support

Receptionist Clerk / Typist

112 Volunteers

City of Port Coquitlam

Fire & Emergency Services 2014 Budget

2015 Budget

2016 Budget

2017 Budget

2018 Budget

2019 Budget

Fire Administra on

$(13,500)

$(13,600)

$(23,200)

$(13,900)

$(14,000)

$(23,600)

Protec ve Services

(8,000)

(13,600)

(8,200)

(8,300)

(13,900)

$(21,500)

$(21,600)

$(36,800)

$(22,100)

$(22,300)

$(37,500)

Fire Opera ons

$8,265,000

$8,467,200

$8,485,600

$8,498,800

$8,512,000

$8,525,400

Fire Preven on

613,000

613,800

615,100

616,100

617,000

618,000

Fire Administra on

469,900

482,300

483,300

484,100

484,900

485,600

71,300

69,800

70,000

70,100

70,200

70,300

Expenditures Total:

$9,419,200

$9,633,100

$9,654,000

$9,669,100

$9,684,100

$9,699,300

Net Opera ng Costs

$9,397,700

$9,611,500

$9,617,200

$9,647,000

$9,661,800

Revenues

Revenues Total: Expenditures

Emergency Programs

$ Change from Previous Year

213,800

% Change

2.28%

Property Tax Impact

0.39%

Total Expenditures , ,*' &%% -'0

Changes in net opera ng budget from 2014 to 2015 are primarily due to: % change Infla on of Materials/Contracts Wage Increases Miscellaneous Expense Increases Change in Revenue

$7,500

0.08%

182,600

1.94%

9,100

0.10%

14,600

0.16%

$213,800

2.28%

"'+ &%% %0

"(%- -%% (0

"'+- +%% (0 "*) +%% &0 ",- *%% &0

13% of Net City Budget !

! ! !

2015-2019 Financial Plan

101

Fire & Emergency Services Business Perspective/Environmental Scan • INCREASING CALL VOLUME - based on popula on and infrastructure growth. • RECOVERY PLANNING - that includes our community members along with staﬀ, agencies and community business partners to assess recovery needs ahead of a disaster. This process will be done to reduce economic impacts and prepare our city for a large event by

building partnerships and educa ng staﬀ, et al. on recovery. • TRAINING & CERTIFICATION- ever increasing requirements based on industry standards. • FACILITIES – repair and upkeep of aging infrastructure. This ini a ve also included a security enhancement to address safety aspects.

Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan Phase 2 of the Opera onal Response Plan: • Ensure ongoing effec veness of Opera onal Response Plan. • Provide the most effec ve/efficient opera ons to meet current/future needs. Staff development and succession planning to ensure qualified replacement for senior staff. Develop plan to ensure upda ng and maintenance of fire facili es. Training and development re: plans for rail and wildfire emergencies. Day-to-day Ac vi es • Ongoing training of emergency program ini a ves including exercises with business partners. • Con nued training and cer fica on of fire suppression staff • Administra on integra on of inspector and training officer posi ons. • Par cipa on in inter-departmental commi ee work to ensure ongoing posi ve and produc ve staff rela onships and collabora ve approaches. • Con nued FREE training by our dedicated Emergency Support Service volunteers on emergency preparedness ini a ves to the residents of our community quarterly. Carryover Projects • Fire Hall #2 upgrades. • Acquisi on of new fire apparatus and comple on of tenders for future apparatus. • Fire Pre-Planning and Rapid Damage Assessment training for suppression staff.

102

How did we do? ✔ Ongoing Ongoing ✔

Other Key Accomplishments • Comple on of an ESS social media website and blog for communica on to ci zens regarding emergency preparedness and response. • Complete update and re-forma ng of all Opera onal Procedures. • Further reduc on of emergency response mes to the ci zens of our community. • Con nued training op ons for all of our administra on and opera onal staﬀ to ensure personal growth sa sfac on and competence in their du es. • Comple on, design, and procurement of new Pierce Rescue Engine. • Recruitment, training, and orienta on of four new fire suppression staﬀ. The prac cal component in the hiring process was re-designed.

City of Port Coquitlam

Fire & Emergency Services Efficiency and Effectiveness in 2014 • Con nued work to ensure the most efficient emergency response model based on changes to response protocols, staffing methodologies, and technological advances in apparatus and equipment. • Upgrades to FDM so ware and staff training to provide more efficient administra ve work flow procedures. • Partnered with Coquitlam and Port Moody Fire to create a more flexible and efficient Fire Officer Training Program and ongoing use of Port Coquitlam’s live burn facility.

• Collabora ve work with many partners through the Emergency Program to ensure the development of ini a ves such as Pre-Disaster Recovery work and Emergency Social Services network development. • First full year of department response plan implementa on with the use of the medic-truck and realizing the full cost savings benefits. • Partnered with Coquitlam Fire Rescue in the Fire Oﬃcer Program. The me frame was shortened, improved, and delivery of the program resulted in reduced costs and me.

Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

Comple on of IAFF Local 1941 collec ve agreement.

CSP: Sustainable Future Council: OD

Fire Chief and Chief Administra ve Oﬃcer

Review workspace op on for fire-specific so ware.

Council: OD

Emergency Program Oﬃcer

CSP: Community Safety

Fire Chief/Senior Staﬀ, Asst. Training Chief, Opera ons/purchasing staﬀ

Council: Customer Service

FPS Chief

Tender process of new apparatus.

Re-structure of fire-specific bylaws to create eﬃciencies in the inspec on process for both Fire staﬀ and a more user-friendly process that would address customer service.

2015-2019 Financial Plan

103

Fire & Emergency Services Indicators and Measures Indicator/Measure

2010

2011

2012

2013

2014 YTD

# Students – Fire Preven on Week

4,376

4,533

5,573

4,494

4,639

# Residents – Hot Summer Nights

285

305

916

505

465

2,892

3,179

3,346

3,478

3,391

# Medical calls

1,480

1,882

1,915

1,956

1,990

Total fire calls

109

115

179

154

123

# Fireworks permits

% Compliance for inspec on program

48%

53%

51%

85%

Average suppression turnout me (dispatch to apparatus enroute in minutes/seconds)

1:41

1:43

1:26

1:28

1:24

Average suppression travel me (from fire sta on to scene in minutes/seconds)

5:34

5:35

5:38

4:54

4:41 (4:12)

# Incidents # Fires – structure

104

City of Port Coquitlam

Fire & Emergency Services Expenditures Expenditure Summary Personnel and Benefits Contracted Services Materials/Supplies Other Employee Expenses Total Expenditures Revenues Generated Net Opera ng Costs

Actual 2014

Budget 2014

ADMINISTRATION Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$490,980

$451,700

$461,200

$462,200

$463,000

$463,800

$464,400

8,616 13,459

7,600 7,400

7,700 7,000

7,800 7,000

622,538

3,200

6,400

$1,135,593 (37,140) $1,098,453

$469,900 (13,500) $456,400

$482,300 (13,600) $468,700

$483,300 (23,200) $460,100

$484,100 (13,900) $470,200

$484,900 (14,000) $470,900

$485,600 (23,600) $462,000

2015 $7.58

2016 $7.34

Outputs and Outcomes Cost per Capita

2014 $7.48

2017 $7.39

2018 $7.30

2019 $7.06

Total Expenditures

$%" #!! '%*

% $!! "*

2015-2019 Financial Plan

& &!! #* & !!! "*

105

Fire & Emergency Services Expenditures

Actual 2014

Expenditure Summary Personnel and Benefits Contracted Services Materials/Supplies Other Employee Expenses U li es Insurance Total Expenditures Revenues Generated Net Opera ng Costs

Budget 2014

FIRE OPERATIONS Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$7,567,589

$7,641,700

$7,830,400

$7,847,300

$7,859,600

$7,871,900

$7,884,300

266,230 212,999

260,100 198,900

263,300 207,200

263,900 207,700

264,300 208,000

264,700 208,300

265,100 208,600

88,637

75,800

77,100

77,300

77,400

77,500

77,600

59,450 22,299 $8,217,205 (3,896) $8,213,309

61,900 26,600 $8,265,000 $8,265,000

62,100 27,100 $8,467,200 $8,467,200

62,200 27,200 $8,485,600 $8,485,600

62,300 27,200 $8,498,800 $8,498,800

62,400 27,200 $8,512,000 $8,512,000

62,500 27,300 $8,525,400 $8,525,400

2016 $9.84

2017 $9.71

Outputs and Outcomes 2014 $9.03

Cost per Capita

2015 $9.95

2018 $9.58

2019 $9.46

Total Expenditures ! $-!.*'!+''! /*2

$)-!(''! '2

! $,)!(''! (2

106

$),*!*''! *2 " $)'-!)''! )2

! $--!(''! (2

City of Port Coquitlam

Fire & Emergency Services Expenditures

Actual 2014

Expenditure Summary Personnel and Benefits Materials/Supplies Contracted Services Other Employee Expenses Total Expenditures Revenues Generated Net Opera ng Costs

Budget 2014

FIRE PREVENTION Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$454,295

$559,500

$559,300

$560,500

$561,400

$562,300

$563,100

14,018 5,743

44,200 7,800

45,000 8,000

45,100 8,000

45,200 8,000

45,300 8,100

2,304

1,500

$476,360 (26,402) $449,958

$613,000 (8,000) $605,000

$613,800 (8,000) $605,800

$615,100 (13,600) $601,500

$616,100 (8,200) $607,900

$617,000 (8,300) $608,700

$618,000 (13,900) $604,100

2015 $9.80

2016 $9.59

Outputs and Outcomes Cost per Capita

2014 $9.92

2017 $9.56

2018 $9.44

2019 $9.24

Total Expenditures %%' #!! '"*

$% !!! &* " %!! !*

& !!! "*

2015-2019 Financial Plan

107

Fire & Emergency Services Expenditures

Actual 2014

Expenditure Summary Materials/Supplies Personnel and Benefits Other Employee Expenses U li es Contracted Services Total Expenditures Revenues Generated Net Opera ng Costs

Budget 2014

EMERGENCY PROGRAMS Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$44,219

$49,900

$50,700

$50,900

$51,000

$51,100

10,929

13,500

11,200

11,300

13,264

4,600

1,242 3,886 $73,539 (3,655) $69,884

2,600 700 $71,300 $71,300

2,600 700 $69,800 $69,800

2,600 700 $70,000 $70,000

2,600 700 $70,100 $70,100

2,600 700 $70,200 $70,200

2,600 700 $70,300 $70,300

2016 $1.11

2017 $1.10

Outputs and Outcomes 2014 $1.17

Cost per Capita

2015 $1.13

2018 $1.09

2019 $1.07

Total Expenditures ! #*% ,%% ,(/

#&& '%% &+/ #,%% &/

#) +%% +/

#' +%% )/

108

City of Port Coquitlam

Steve Traviss, CHRP Director of Human Resources Phone: 604.927.5435 Email: straviss@portcoquitlam.ca

HUMAN RESOURCES

Overview The Human Resources Department supports both internal and external customers by providing specialized advice and assistance in all facets of people management including recruitment, labour rela ons, occupa onal health and safety, staﬀ training and development, benefit administra on, wage and salary administra on and many other areas that involve exis ng and prospec ve City employees. Human Resources is a strategic partner at the senior management table responsible for championing City ini a ves that build on a posi ve and engaging organiza onal culture. By having a posi ve culture, employees are in the best posi on to provide excellent support and service to our ci zens and the business community.

Director of Human Resources

HR Generalist

HR Advisor Employee Relations

HR Advisor Health and Safety

HR Advisor Organizational Development

5x Casual/ On-call Clerical Pool (shared by all departments) Human Resources • 5 full- me • 5 casual (shared by all departments)

1% of Net City Budget

2015-2019 Financial Plan

109

Human Resources Expenditures Expenditure Summary Personnel and Benefits Other Employee Expenses Contracted Services U li es Materials/Supplies Total Expenditures Revenues Generated Net Opera ng Costs

Actual 2014

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$539,795

$569,100

$601,900

$630,900

$643,200

$655,500

$668,200

145,958

149,400

154,600

162,000

165,200

168,400

171,600

82,050 2,192 24,706 $794,701 (400) $794,301

148,800 3,400 2,000 $872,700 $872,700

127,700 2,000 2,000 $888,200 $888,200

133,900 2,100 2,100 $931,000 $931,000

136,500 2,100 2,100 $949,100 $949,100

139,100 2,200 2,200 $967,400 $967,400

141,800 2,200 2,200 $986,000 $986,000

$ Change from Previous Year

15,500

% Change

1.78%

Property Tax Impact

0.03%

Total Expenditures

Changes in net opera ng budget from 2014 to 2015 are primarily due to:

#+&' .&& +-1 #'*) +&& '-1

% change Infla on of Materials/Contracts

$1,700

0.19%

Wage Increases

37,600

4.31%

(23,800)

-2.73%

$15,500

1.78%

Savings and EďŹ&#x192;ciencies

#'(, ,&& ')1 ! #( &&& &1

#( &&& &1

Outputs and Outcomes Cost per Capita

110

2014 $14.31

2015 $14.37

2016 $14.85

2017 $14.92

2018 $15.00

2019 $15.08

City of Port Coquitlam

Human Resources Business Perspective/Environmental Scan • Limited flexibility to nego ate with professional and semi-professional candidates governed by the Collec ve Agreement compromises the City’s ability to compete in certain high-demand professions such as Financial Services and Engineering. • Council has provided a priority on organiza onal development. This focus requires the organiza on to think diﬀerently and accept change. Being cognisant of people’s capacity for change is an important considera on as HR leads organiza onal development ini a ves. • Currently, 60% of new hires are already working within the municipal sector. A strategic approach needs

to be taken to tap into non-tradi onal sources of qualified candidates outside of the public sector and a willingness to consider experience gained outside of the municipal context. • In order to maintain compe ve, non-monetary benefits need to be considered. The marketplace is changing in that employees are seeking greater flexibility in work schedules and loca on. Core business hours and alterna ve worksite arrangements are opportuni es to increase employee a rac on and reten on whilst poten ally increasing customer service.

Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan Support three Con nuous Improvement Assessments (CIA). Implement a centralized training and development program.

How did we do? 2 Complete, 3rd in progress Corporate funding established & city wide programs

Develop and implement a succession planning/knowledge transfer program. Establish con nuous improvement process review methodology, complete training and facilitate reviews. Implement exempt performance management program. Improve communica ons within and between departments.

Fire, engineering posi ons, framework for 2015 built Fleet, purchasing u lized framework successfully, well received by Council Training completed with all exempt staﬀ and mee ngs being held Focus groups, EE recogni on events, EE surveys

Review and implement improvements to on-boarding program.

Cut me from 4hrs to 2hrs with on-line forms, new buddy program

Complete Cer ficate of Recogni on for OHS and return-to-work.

4th year in a row, >$180k rebate over 4 years

Day-to-day Ac vi es • Disability management - case management involving liaison with the injured employee, insurer and physician, maintaining sta s cs, establishing return to work plans, assessing duty to accommodate considera ons. • A endance management – greater involvement of HR to ensure mely repor ng and consistent applica on. • Benefits administra on - enroll new employees in benefits, answer pension and benefit ques ons, liaise with benefit providers, ensure employment contract requirements are met.

2015-2019 Financial Plan

• Labour rela ons – provide interpreta on and advice on Collec ve Agreements, resolve disputes, supports collec ve bargaining process. • Occupa onal Health and Safety - Provide support to OHS commi ees through exper se in inspec ons, program development, risk assessment, accident inves ga on, develop safety systems and processes, address regulatory compliance.

111

Human Resources 2014 Accomplishments (cont.) Other Key Accomplishments • Positon review for all full- me vacancies. • Dra staﬀ training and development framework • Staﬀ engagement ac vi es – engagement/recogni on survey and focus group, BBQ, pancake breakfast, leadership retreat.

• WorkSafe BC an -bullying launch, respec ul workplace and diversity awareness training. • Exit interviews for all employees leaving organiza on. • Exempt vaca on policy. • New employee buddy program.

Carryover Projects • Succession planning and knowledge transfer. • Centralized training and development program.

Efficiency and Effectiveness in 2014 • U lized the council chambers as a classroom for the BCIT Leadership program. Similar space would cost $200-$300 per class, up to $15,000 saving over the full program if exis ng City space could not be found. • Created student project within the BCIT Leadership program that yielded ideas to support small business that will now be implemented. Based on 10 hours average per student and an hourly wage rate of $28 per hour, a $7000 saving. • Streamlined on-boarding process by crea ng an online applica on that cuts the me to do orienta on in half.

112

Based on 65 new hires in 2014 plus our HR generalist’s me and an average hourly wage rate of $28 per hour, an ongoing annual savings of $2,400. • Streamlined a number of internal process including vaca on approval, request for leave, employee Informa on Instruc on form and union business form. • Changes to new exempt employee contracts to limit liability for future payouts (two weeks in lieu of no ce instead of one month a er 5 years and cap of 12 months).

City of Port Coquitlam

Human Resources Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

Implement a comprehensive succession plan: • Establish a knowledge transfer strategy.

Council: OD

Director of HR with CAO

• Explore post-secondary and professional associa on liaison opportuni es.

Council: OD

HR Generalist

• Host and coordinate City of PoCo career awareness fair.

Council: OD

HR Generalist

• Implement career path and coaching program.

Council: OD

HR OD

• Iden fy poten al pool of “silver casuals”. Facilitate 2 CIAs. Implement City hosted PoCo biz job board Coordinate required safety training and ensure accurate record keeping. Implement HR module of Agresso. Implement union supervisor performance management plan. Complete COR maintenance audit. Implement employee volunteer program “boots on the ground ini a ve”.

Council: OD

HR EE Rela ons

Council: OD (eﬃciency)

HR OD

Council: Customer Service

HR Generalist

Council: OD

HR OHS

Council: OD (eﬃciency)

Director of HR

Council: OD

HR OHS

Council: OD (eﬃciency)

HR OHS

Council: OD

Director of HR

Indicators and Measures Indicator/Measure

2010

2011

2012

2013

2014 YTD

# Vacancy pos ngs

100

# Interviews conducted

126

170

209

144

# External hires

# Internal appointments

Average days from job pos ng to start date

# Grievances filed

# Grievances resolved

# Correc ve ac ons

# Workplace incidents inves gated

# WorkSafeBC me loss claims

Time loss workplace injury (days lost)

684

659

412

# No me loss workplace injury incidents

WorkSafe assessment per $100 of payroll

$2.00

$2.13

$1.61

$1.49

$1.77

Experience Ra ng Assessment (WorkSafe BC)

37.1%

26.8%

13.4%

-1.8%

5.9%

2015-2019 Financial Plan

113

PARKS & RECREATION

Barry Becker Director of Parks & Recreation Phone: 604.927.7907 Email: beckerb@portcoquitlam.ca

CENTRALIZED SERVICES | PARKS & FACILITY SERVICES | RECREATION

Overview Parks & Recrea on contributes to the quality of life and personal wellness of the community by providing a variety of programs, services and facili es. It also oversees the Terry Fox Library. The Department includes: • Centralized Services – overall support and coordina on for department-wide func ons. • Parks & Facili es Services – maintaining, planning and developing the City’s parks and facili es. • Recrea on – recrea on programming, event coordina on and facility opera ons.

Director Parks & Recreation

Deputy Director Parks & Recreation

2X Area Recreation Manager

Manager Parks Planning & Design

Manager Parks & Services

Manager Facility Services

27% of Net City Budget

114

City of Port Coquitlam

Parks & Recreation 2014 Budget

2015 Budget

2016 Budget

2017 Budget

2018 Budget

2019 Budget

$(3,461,400)

$(3,454,600)

$(3,488,800)

$(3,523,900)

$(3,559,400)

$(3,594,200)

(482,600)

(489,400)

(494,300)

(499,200)

(504,300)

(509,100)

(14,500)

(14,600)

(14,800)

(14,900)

(15,100)

$(3,958,500)

$(3,997,700)

$(4,037,900)

$(4,078,600)

$(4,118,400)

$11,903,300

$12,169,800

$12,265,300

$12,553,100

$12,849,500

$13,154,600

4,985,000

5,461,500

5,504,300

5,633,600

5,766,600

5,903,500

Centralized Services

795,500

956,300

963,800

986,400

1,009,700

1,033,700

Expenditures Total:

$17,683,800

$18,587,600

$18,733,400

$19,173,000

$19,625,800

$20,091,800

Internal Departmental Recovery Charges

$(2,502,200)

$(2,495,500)

$(2,515,100)

$(2,574,100)

$(2,634,900)

$(2,697,500)

717,600

556,600

11,940,700

12,690,200

12,220,600

12,561,000

12,912,300

13,275,900

Revenues Recrea on Parks & Facility Services Centralized Services Revenues Total: Expenditures Recrea on Parks & Facility Services

One- me Opera ng (funded from reserve) Net Opera ng Costs $ Change from Previous Year

749,500

% Change

6.28%

Property Tax Impact

1.37%

Changes in net opera ng budget from 2014 to 2015 are primarily due to: % change Infla on of Materials/Contracts

$37,200

0.21%

Wage Increases

194,900

1.10%

Fraser Valley Regional Library Contract Increase

50,400

0.29%

Opera ng Cost of Prior Year Capital

78,400

0.44%

(40,700)

-0.23%

One- me Cost Increases

19,400

0.11%

One- me Enhancements

570,900

3.23%

Net Change in One- me Opera ng

(161,000)

-0.91%

Savings and EďŹ&#x192;ciencies

Total Expenditures ! %' & %%*

$ #% $ !'* '$% " $*

$749,500

2015-2019 Financial Plan

115

Parks & Recreation

CENTRALIZED SERVICES

Section Focus The Centralized Services Sec on’s key role is to ensure planning and coordina on of resources in the management/ development of parks, facility opera ons and the delivery of recrea on and cultural services in addi on to providing opportuni es to build community capacity for our ci zens and community groups by facilita ng sharing of informa on and resources to further the development of City assets. Iden fied community needs are addressed by a variety of approaches from direct provision of services to establishing partnerships that leverage collec ve exper se and resources. In addi on, this Sec on takes the lead to carry-out corporate ini a ves as directed by Council and the Corporate Management Team.

Director of Parks and Recreation

Parks and Recreation Support Coordinator

3x Parks and Recreation Support (1x p/t)

Centralized Services • 4 full- me • 1 part- me

Business Perspective/Environmental Scan Urban communi es have become increasingly ethnically diverse and parks and recrea on services/facili es will need to ensure they are welcoming, address language barriers and recognize the needs and interests of various cultures when the demand/needs exist.

Residents indicated a good level of sa sfac on with parks and recrea on delivery of services based on the City Sa sfac on Survey conducted in September 2012.

There is a growing trend to advocate the use of leisure programs and services to assist to reduce risk factors for youth and break down ethnic divisions which in turn creates a be er sense of community pride.

116

City of Port Coquitlam

Parks & Recreation

CENTRALIZED SERVICES

Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan Finalized with SD #43 outdoor field and school facility joint use agreements.

Worked as part of a staﬀ team to finalize the feasibility/funding op on on the expansion of the Port Coquitlam Recrea on Complex and adjacent facility/lands based on direc on from Council to move toward a more detail design phase.

How did we do? Several mee ngs held with SD#43 staﬀ/close to finalizing Q1 2015 Concept design and feasibility study substan ally completed/ ongoing in 2015

Took the lead role in development of a business plan/budget development process.

✔

Con nued to streamline the inter-department planning, development and rezoning applica ons process.

✔

Inves gated the feasibility of sending electronic correspondence to user groups (eg. statements, receipts, rental agreements and amendments, terms and condi on and schedules).

✔

Simplified and automated the tree cu ng permit process for residents.

✔

Day-to-day Ac vi es • Provided overall administra ve assistance to other divisions in the areas of cash management, program registra on, membership sales, indoor/outdoor facility rentals, financial subsidy programs and budget prepara on. • Managed a variety of indoor/outdoor user group and private facility rental applica ons. • Provided support to the Healthy Community Commi ee on policy ma ers, strategic business planning ini a ves and public inquiries. • Provided administra ve support to Council/Commi ees such as the Spirit Commi ee and Community Cultural Development Advisory Commi ee.

• Coordinated the City’s Financial Assistance Program. • Managed the City’s Tree Cu ng Bylaw Program and coordinated the administra on of the tree cu ng permits. • Coordinated the Department’s monitoring of long range plans and financial planning/budge ng, liaised with community groups, service partners and local agencies, responded to public inquiries, iden fied and monitored process improvements that incorporated best prac se changes into opera ons.

Other Key Accomplishments • Par cipated as part of the Grievance Subcommi ee to review protocols to streamline procedures and improve communica on processes. • Monitored and tracking of Parks, Recrea on and Culture Plan key recommenda ons to ensure these ac ons are ed back into annual business and capital work plans.

• Par cipated, as part of a staﬀ work team, to review and develop a new dra approach for a training and development program for the City. • Part of staﬀ team to develop informa on required for the implementa on of Ac veNet.

Carryover Projects • As required, con nued to par cipate, as part of a staﬀ work team, to conduct an assessment and feasibility analysis rela ve to the expansion of the Port Coquitlam Recrea on Complex including adjacent facili es and City-owned lands (on-going).

• Con nue to work with School District #43 as the staﬀ lead on the City/School District Liaison Commi ee and ini a ves such as upda ng the outdoor field and school joint use agreements (ongoing).

2015-2019 Financial Plan

117

Parks & Recreation

CENTRALIZED SERVICES

Efficiency and Effectiveness in 2014 • Developed a process/template along with automa on of sta s cal data collec on to reduce staﬀ me gathering data for reports and business plans. • Streamlined City processes by reviewing key internal procedures for eﬃciencies including refining partnerships with a number of community groups.

• Simplified the tree cu ng permit process for residents removing one tree by allowing them to apply online. • Worked to ensure that all correspondence, when applicable, was sent electronically in order to save on postage, paper and envelope costs.

Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

To fully implement and ac vate the use of the Ac veNet so ware system.

Council: OD CSP: Strategic Service Delivery

Admin Support Team

Q1-4

To update the Parks and Facility Bylaw.

Council: OD CSP: Strategic Service Delivery

Director of Parks & Recrea on (Staﬀ Steering Team)

To explore the feasibility of oﬀering membership renewals online.

Council: CS CSP: Strategic Service Delivery

Admin Support Team

To automate the facility reserva on applica on process.

Council: CS CSP: Strategic Service Delivery

Admin Support Team

Indicators and Measures Indicator/Measure

2012

2013

2014

2015 Target

# of tree cu ng permits processed

158

154

150

Financial Assistance Program – applica ons / total subsidy provided

463 / $24,668

411 / $27,795

350 / $25,000

475 / $30,000

65 / 61

61 / 59

60 / 60

333 / 11,118

579 / 10,087

300 / 10,000

300 / 11,000

Self-Help Matching Grant Program – money awarded / community value

$20,000 / $97,997

$20,000 / $69,000

$26,423 / $86,894

$40,000 /

# of online registra ons

$100,000

333 / 11,118

545 / 10,144

550 / 11,000

Leisure Buddy program – # of requests / requests filled # Volunteers / # volunteer hours

118

City of Port Coquitlam

Parks & Recreation Expenditures

Actual 2014

Expenditure Summary Personnel and Benefits Contracted Services Materials/Supplies Other Employee Expenses Banking/Financial Costs U li es Internal Charges Total Expenditures Revenues Generated Net Opera ng Costs

CENTRALIZED SERVICES Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$623,697

$561,900

$579,900

$584,500

$598,100

$612,300

$626,800

15,452 63,390

50,900 77,900

226,800 75,900

228,600 76,500

233,900 78,300

239,500 80,100

245,200 82,000

31,729

51,700

50,500

50,900

52,100

53,300

54,600

40,786

44,400

14,400

14,500

14,900

15,200

15,600

4,518 10,613 $790,185 (863,665) $(73,480)

4,900 3,800 $795,500 (14,500) $781,000

4,900 3,900 $956,300 (14,500) $941,800

4,900 3,900 $963,800 (14,600) $949,200

5,100 4,000 $986,400 (14,800) $971,600

5,200 4,100 $1,009,700 (14,900) $994,800

5,300 4,200 $1,033,700 (15,100) $1,018,600

2016 $15.14

2017 $15.28

Outputs and Outcomes Cost per Capita

2014 $12.80

2015 $15.24

2018 $15.42

2019 $15.57

Total Expenditures $ '/13$3** $ 0+6

',,0$2**$ ,.6

% '1/$3**$ 26 '-$3**$ *6 '.$3**$ +6

2015-2019 Financial Plan

" ! $ '/*$/**$ /6 % $ '+.$.**$ +6

119

PARKS & FACILITY SERVICES

Parks & Recreation Focus Both divisions work together to ensure the management, coordina on and development of parks and facili es.

Parks and Services Division The Parks Sec on contributes to the City’s vision by providing top-quality parks and green spaces for public use. The City’s public open space landscapes are comprised of numerous parks, trails, athle c fields, playgrounds, ornamental and urban forestry areas, and cemetery opera ons. The sec on also provides value to the public through its support of the various civic events hosted by the City. The Facility Services Sec on maintains and improves City facili es to meet public needs and expecta ons.

Manager of Parks and Services

Parks Planning and Design Division This Division is responsible for the long-term plan development and coordina on of construc on standards for open space, parkland acquisi on and environmental considera ons with a focus on construc ng parks and trails that meet the needs of the City today and in the future.

Parks and Services Support

Manager of Parks Planning and Design

Parks Coordinator

Manager of Facility Services

Technical Maintenance Coordinator

Technical Maintenance Worker I

Urban Forestry Arborist

Parks Supervisor, Horticulture

Urban Trails Technician

3x Gardener II

Parks Maintenance Worker (casual)

Parks Maintenance Worker (5x casual)

Parks and Services, Facili es, Parks Planning & Design • 22 full- me • 5 seasonal • 28 casual

120

Through the City’s Life Cycle Program, Energy Management Program, and the Department’s Asset Management Program, this Sec on ensures a cost-eﬀec ve approach to logically planning replacements and iden fying/implemen ng opportuni es for cost savings.

Parks Supervisor, Sport Turf / Cemetery Sport Turf Technician

Irrigation Technician

2x Parks Maintenance Worker II (1x seasonal)

Parks Supervisor, Mowing

Parks Supervisor, Maintenance

Parks Maintenance Worker II

2x Parks Maintenance Worker (seasonal)

3x Parks Maintenance Worker I

Parks Maintenance Worker (5x casual)

7x Parks Maintenance Worker (2x seasonal, 5x casual)

Parks Maintenance Worker (2x casual)

City of Port Coquitlam

Parks & Recreation

PARKS & FACILITY SERVICES

Business Perspective/Environmental Scan • The City has an aging facility infrastructure that is in need of major repairs and/or replacement over the next 5-10 years which significantly impacts overall life cycle maintenance programs. • Increased densifica on and community demand for high level services is resul ng in stress on the exis ng ameni es and the lack of viable parkland expansion opportuni es. • The City is striving to meet increased sustainability demands by understanding the interconnec ons and

interdependence among the economy, community and the environment and the equitable distribu on of resources and opportuni es available to accomplish these goals such as energy conserva on/building performance, recycling strategies and green fleet/ purchasing ini a ves. • The Divisions are facing a demographic shi of an aging workforce leaving the labour market. Employee professional development, health/wellness and reten on/a rac on are key priori es.

Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan Inves gated a Responsible Pet Ownership Bylaw to regulate dogs in and around playgrounds and sports fields. Created an internal review/implementa on strategy for specific pest problems with invasive species and turf areas. Implemented biological fer lizer applica ons for sport turf fields and passive park turf areas. Performed a review of parks dona on program considering long-term maintenance, life spans, inventory availability and cost capturing. Performed a service review for the parks maintenance sec on compassing garbage/ li er collec on, janitorial and opening/closing park facili es. Performed a service frequency review of HVAC and roofing components. Performed a service review of joint processes for the Facility Services Sec on and Recrea on Division. Renovated Lions Park washroom, pathway and playground to improve the aging infrastructure in this park and to provide the addi onal services required to meet the needs of the popula on growth in the downtown core and adjacent areas. Replaced aging infrastructure and ensure all playgrounds are mee ng current safety standards. 2014 replacements included Cou s, Pinemont and Castle Parks playgrounds. Designed phase one of the community passive park in the north-east sector of Port Coquitlam as recommended in the Parks Recrea on and Culture Plan. This park will help provide services to address the significant popula on growth in this area. Repaired exis ng park infrastructure to maintain service levels and minimize the poten al for injuries. The courts upgraded were Eastern, Routley and Evergreen Parks. Work included fencing and surface replacement. Installed sport ligh ng on the rebuilt Cedar Park Ball Field #1. Ligh ng increased the playable hours and assisted in allevia ng the user demand for ball fields.

2015-2019 Financial Plan

How did we do? Completed par al review of oﬀ- leash areas and dog management strategies Q2 2015 comple on Will be completed in conjunc on with other Departments Q2 2015 ✔ ✔ Ini ated internal departmental feedback review – comple on ed to Common Services CIA Q2 2015 comple on ✔ Ini ated internal departmental joint consulta on review – comple on ed to Common Services CIA Q2 2015 comple on ✔ ✔ Design underway Q2 2015 comple on Evergreen Park court surfacing outstanding due to weather Q1 2015 comple on ✔

121

Parks & Recreation

PARKS & FACILITY SERVICES

2014 Accomplishments (cont.) Day-to-day Ac vi es Parks and Services Division • Management and assessment of the City’s urban forest. • Administra on of playground safety inspec ons and maintenance. • Maintenance and upkeep of developed parkland, open space areas, athle c fields, sport courts and mul -use trails, municipal cemetery, landscaped areas and floral displays. • Management and maintenance of the City’s building infrastructure. • Administra on of life cycle replacement projects for facili es. • Assessment and implementa on of facility energy saving ini a ves. • Administra on of facility janitorial requirements. • Management of facility security and fire safety programs. Parks Planning & Design Division • Development, construc on and management of the Department’s capital program. • Acquisi on of new parkland and open space. • Design, development and renova on of parkland, trails and park ameni es. • Interdepartmental plan reviews and referrals. • Liaison with special interest groups.

Carryover Projects Parks and Services Division • Con nued to work on service reviews within the Parks Maintenance and Facility Services Sec ons and the Recrea on Division in conjunc on with the ini a on of the CIA.

Other Key Accomplishments Parks and Services Division • Assisted in the implementa on of the Centennial Community Garden in Central Park. • Performed an inventory audit of invasive species working toward a control strategy. • Successfully hosted the Port Coquitlam Minor Baseball Provincial Championships at Thompson Park. • Staﬀ par cipated in the BCIT Leadership Program to expand their knowledge, skills and team strength. • Completed City Hall and Hyde Creek air handler unit replacement projects with minimal customer disrup on. • Completed ligh ng eﬃciency upgrades at City Hall and Hyde Creek. • Completed the third year ini a ves of the BC Hydro Energy Manager Program. • Provided support for the facility review and expansion of the Port Coquitlam Recrea on Complex. • Par cipated in the Con nuous Improvement Assessments (CIA) for Fleet Management, Purchasing and Shared Services. Parks Planning & Design Division • Par cipated in the Purchasing Con nuous Improvement Assessment. • Designed and developed a concrete post to replace rotprone wooden barrier fence posts. • Con nued to provide support for Engineering and Development Services Departments on landscaperelated issues.

Parks Planning & Design Division • Con nua on of sport court upgrades requiring specialized surfacing to be completed spring 2015.

Efficiency and Effectiveness in 2014 Parks and Services Division • Partnered with K9 Community Clean to reduce capital and opera ng costs on the implementa on and maintenance of dog waste bags throughout the City. • Partnered with BC Hydro to receive project grant funding and reduce annual energy consump on/costs. • Implemented preventa ve maintenance program audit reducing service level frequencies.

122

Parks Planning & Design Division • Received 50% grant funding for rubber fall surfacing at Lions Park playground. • Nego ated with contractors and designer to reduce costs for 2014 sport court improvement to ensure project met expecta ons while remaining on budget. • Nego ated with contractors and designer to reduce costs for Lions Park Playground renova on to ensure project met expecta ons while remaining on budget.

City of Port Coquitlam

Parks & Recreation

PARKS & FACILITY SERVICES

Workplan Highlights â&#x20AC;&#x201C; 2015 Deliverables Key Goal

To create an Urban Forestry Strategic Plan iden fying tree plan ng and replacement sites, annual plan ng goals and tree species selec on. To update the park garbage can inventories comple ng a final analysis of bear proof, recycling and standard container requirements. To par cipate and implement a common services review as part of the CIA process in conjunc on with the Engineering & Opera ons Department. To perform a service level review for Lions Park in rela on to the newly created park ameni es and ongoing homeless challenges within the park. To perform an overall departmental service review in prepara on of upcoming re rements and changing business needs. To perform a service delivery model review (PMXpert & Tempest) to determine the best model for seamless interac ons between customer and division. To create an energy management payback summary reflec ng energy savings and budget reduc ons to support future key energy ini a ves. To work with other departments to finalize the DCC Bylaw and then forward it to Council for approval. To design and install addi onal columbarium spaces at the cemetery to meet user demands. To finalize the Lions Park water play component of the playground. Convert the previous washroom building into a storage facility. To replace and repair aging playground infrastructure to ensure it meets current safety standards. 2015 projects include RailSide and Nacht Park. To finalize construc on design of Blakeburn Lagoons. Construc on to be tendered in 2016. To renovate two ball fields at Thompson Park to address drainage issues, irriga on and fencing.

2015-2019 Financial Plan

Alignment to Corporate Strategic Plan (CSP) and Council Priori es Council: Infrastructure CSP: Sustainable Future and Strategic Service Delivery Council: Infrastructure CSP: Community Well-Being Council: Organiza onal Development CSP: Sustainable Future Council: Infrastructure CSP: Strategic Service Delivery Council: Organiza onal Development CSP: Strategic Service Delivery and Sustainable Future Council: Infrastructure CSP: Strategic Service Delivery Council: Infrastructure CSP: Sustainable Future and Strategic Service Delivery Council: Infrastructure CSP: Sustainable Future and Strategic Service Delivery Council: Infrastructure CSP: Sense of Community Council: Infrastructure CSP: Community Well-Being Council: Infrastructure CSP: Community Well-Being Council: Infrastructure CSP: Community Well-Being Council: Infrastructure CSP: Community Well-Being

Posi on(s) Responsible

Es mated Comple on Date

Parks Urban Forestry Team

Parks Maintenance Team

Parks and Services Team

Parks Team

Services Team

Parks Planning and Design Team

123

Parks & Recreation

PARKS & FACILITY SERVICES

Indicators and Measures Indicator/Measure

2012 Actuals

2013 Actuals

2014 Es mate

2015 Target

# of requests for service in parks

676

725

948

750

# of public educa on ini a ves

# of false alarms at City facili es

# of street trees planted

174

335

140

180

# of special events supported

Expenditures Expenditure Summary Personnel and Benefits Materials/Supplies Contracted Services Internal Charges U li es Insurance Other Employee Expenses Total Expenditures Revenues Generated Net Opera ng Costs

Actual 2014

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$2,790,860

$2,966,400

$3,081,000

$3,105,100

$3,178,000

$3,253,100

$3,330,400

515,900 786,573 436,323 266,940 46,045

575,800 609,000 508,100 282,600 41,100

600,600 930,800 531,600 269,100 39,900

605,300 938,000 535,800 271,300 40,200

619,600 960,100 548,300 277,600 41,200

634,200 982,800 561,300 284,100 42,100

649,200 1,006,200 574,600 290,800 43,100

20,852

2,000

8,500

8,600

8,800

9,000

9,200

$4,863,493 (487,854) $4,375,639

$4,985,000 (482,600) $4,502,400

$5,461,500 (489,400) $4,972,100

$5,504,300 (494,300) $5,010,000

$5,633,600 (499,200) $5,134,400

$5,766,600 (504,300) $5,262,300

$5,903,500 (509,100) $5,394,400

Outputs and Outcomes Cost per Capita

2014 $73.81

2015 $80.45

Total Expenditures

2016 $79.90

2017 $80.73

2018 $81.59

2019 $82.48

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124

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City of Port Coquitlam

RECREATION

Parks & Recreation Division Focus The Recrea on Services Division is comprised of the following func on areas: Children Services, Youth Services, Adult and Senior Services, Arts and Cultural Services, Special Popula ons, Ac ve Living and Sport, Health and Wellness, Aqua c Services, Community and Civic Events, Volunteer Services, Customer Service and Maintenance. In addi on, this Division acts as a liaison and provides support to the Port Coquitlam Heritage and Cultural Society, the Wilson Centre Seniors Advisory Board, Terry Fox Library, Port Coquitlam Sports Alliance Society, Friends of Leigh Square Society, a number of other non-profit organiza ons including Haney Farmer’s Market Society and local minor sport associa ons. The Division also provides support to community event task forces, Spirit Commi ee and coopera ve ini a ves with Fraser Health, Ministry of Children and Families and social service organiza ons.

The Recrea on Division is responsible for the day-to-day opera on and programming of public recrea on facili es including Hyde Creek Recrea on Centre, Port Coquitlam Recrea on Complex, Leigh Square Community Arts Village, Centennial Pool, Robert Hope Pool, Routley Wading Pool, Sun Valley Wading Pool, RailSide Youth Park and the Bike Skills Park. The Division is also responsible for coordina ng the scheduled use of rooms, pools, fields and ball diamonds. With the growing concern around public inac vity, the Division con nues to invest in promo ng and providing opportuni es for ac ve lifestyles. The Division also recognizes the important role that fes vals and special events, volunteer opportuni es, and neighborhoods play in overall community health and wellness. The Division con nues to work toward allevia ng barriers in par cipa on, especially with our most vulnerable popula ons.

Deputy Director of Parks and Recreation

Area Recreation Manager, Hyde Creek

Area Recreation Manager, Rec Complex

Hyde Creek staff

Rec Program Coordinator Community and Civic Events (p/t)

Rec Program Coordinator, Customer Service & Volunteer (p/t)

Rec Program Coordinator, Arts and Culture (vacant)

Rec Leader (p/t)

Rec Program Assistant (p/t)

Recrea on Division • 39 full- me • 61 part- me • 180 casual

2015-2019 Financial Plan

Port Coquitlam Rec Complex staff

Rec Leader (1x p/t, 4x casual)

125

Parks & Recreation

RECREATION

Business Perspective/Environmental Scan • There is a growing demand for flexible program op ons and 1:1 specialized classes and personal training sessions for individuals and teams. • Child/youth inac vity and obesity con nues to increase at epidemic levels. This is directly connected to lifelong decrease in physical ac vity, sport and recrea onal pursuits which results in increased demand on medical systems, reduced self-esteem and self-worth which impacts success in school and work. • There is con nued value in neighborhood connec vity and coming together to celebrate and engage in worthwhile neighbourhood ini a ves and short dura on projects. • Staﬀ are increasingly involved in community social issues, and asked to support vulnerable popula ons and requested to manage safety/security issues within City facili es. • Volunteer involvement is shi ing to more interest in short dura on commitments, making it more of a challenge to recruit volunteers for event task forces, advisory boards and community sport leadership posts.

• As social media/tex ng becomes the norm for communica ons, staff have had to adjust the way staff are scheduled, shi s are covered, and how customers are no fied of program adjustments and upcoming events. • The Division needs to start formula ng succession plans for key facility maintenance roles par cularly those with extensive knowledge on ice plant repair, pool maintenance and overall facility upkeep. • “One City” ini a ves, new business planning process and audits are providing staff with the opportunity to be engaged in cross-departmental opportuni es. • Across the recrea on industry there is an increased interest how sta s cal metrics and financial analysis are used for the planning of City ini a ves, neighbourhood projects and facility redevelopment planning (eg. computer dashboard). • Customer Service is the “face” of the organiza on – either in person or online and this area con nues to focus on customer requests, service efficiencies and being responsive to customer sugges ons/program requests.

Highlights of 2014 Accomplishments Stated Goals – 2014 Financial Plan Established a social marke ng strategy to increase awareness of the benefits recrea on programs have on children’s long-term growth and development. Created/delivered strategies to con nue the growth of a posi ve culture in Aqua c Sec on. Reviewed/updated maintenance standards to ensure facili es operate consistently/efficiently. Evaluated and op mized adult/senior programming for efficient use of Wilson Centre and expansion community wide. Reviewed and updated all accessibility policies to ensure current prac ses are reflec ve of community need and demand. Created strategies to con nue professional growth of Youth Services staff to create empowerment and ownership to maximize staff poten al. Review and update the Cultural Policy and Plan. Promoted and educated employees to engage in ac ve and healthy lifestyles. Engaged with the Port Coquitlam Sport Alliance Society to create a stronger community connec on that encourages lifelong par cipa on in sport/recrea on. Standardized formal volunteer orienta ons and training opportuni es and recogni on that aligns with func onal area needs. Con nued working on communica on linkages to further quest for customer service excellence. Championed event organizers, partners and volunteers to build leadership capacity within the event community. Implement a process of preparing func onal area quarterly reports that will support both the implementa on and the repor ng out of the annual business plans.

126

How did we do? ✔ ✔ ✔ ✔ ✔ ✔ Contract awarded, work started, completed Q2 2015 ✔ ✔ ✔ ✔ ✔ Implementa on delayed un l Ac veNet goes live. Comple on expected Q2 2015

City of Port Coquitlam

Parks & Recreation

RECREATION

2014 Accomplishments (cont.) Day-to-day Ac vi es • Con nued to build partnerships with School District #43, Provincial agencies and businesses to enhance the delivery of daily recrea on services and opportuni es. • With increased numbers and public demand, the Division was able to provide con nued program support, diverse program offering, customer service and online opportuni es within our exis ng resources. • Con nued to build on success of a erschool programs by enhancing exis ng programs, diversifying opportuni es and exploring partnership opportuni es for new ini a ves (outreach at middle schools). • Enhanced and developed marke ng campaigns and awareness of ini a ves to promote ac ve lifestyles, such as: “Connec ng through Play”, “60 a Day”, aligning ac ve living programs with the Canadian Sport for Life Model and working with Fraser Health, etc. • Con nue to develop and monitor the Division’s annual work plans, budgets and monitor process. • Building on staff training/development to assist in leadership and workplace cultural change to ensure staff understands roles and responsibility while feeling supported by the organiza on. For example, establishing Aqua c and Customer Service Team Leaders etc. • Con nued to meet public need surrounding facility opera ons, health and safety requirements of recrea on facili es and overall community use. • Con nued to support staff needs and requirements surrounding facility opera ons, health and safety, training and overall personal development. • Regular interac ons with the public, specifically residents enjoying our programs and to address ques ons, concerns and listen to sugges ons. Carryover Projects • Con nue to support the assessment and feasibility review and subsequent work related to the poten al expansion of the Port Coquitlam Recrea on Complex. • The second phase of the Ac veNet so ware system project will con nue into 2015, with the view to streamline procedures and u lize the online and social media op ons for delivery of programs and services. • Cultural Plan update will be con nue into 2015, with recommenda ons and implementa on strategy considered during the 2016 business planning process. • Staff par cipa on in the BCIT Leadership Program and team development ini a ves with the Aqua cs and Customer Service areas will con nue to be a priority.

2015-2019 Financial Plan

Other Key Accomplishments • Supported the planning process, public mee ngs, surveys and Task Force planning sessions on the redevelopment of Port Coquitlam Recrea on Complex. • Coordinated the transi on and upgrade from CLASS to Ac veNet, inclusive of system configura on, financial integra on with Agresso, staff training, customer communica ons and policy adjustments. • During school labour issues, offered a range of programming/drop-in op ons for children and youth. • Completed a range of facility maintenance and capital projects including installa on of the UV water system at Hyde Creek Recrea on Centre, an accessible washroom in the Wilson Centre, outdoor pool maintenance and update of customer service and program areas. • Completed facility maintenance during annual shutdown including associated capital projects. • Hosted Fraser Health Fall Preven on Clinic, Wilson Centre Health Fair and con nued development of community partnership programs and events. • Introduced new training opportuni es for volunteers, increased interest in Adopt-A-Spot and Block Par es and coopera vely trained, scheduled and recognized volunteers involved with summer day camps. • Implemented training and customer service team mee ngs focused on team development, shared work environment, communica on and staff training. • Revised City policies and Divisional procedures to align with industry norms and best prac ses. • Ini ated and supported new murals at Birchland Elementary School in partnership with the Arts and Culture and Youth Services, School District #43, the Vandal Watch Program and Community Policing along with Thompson Park in partnership with Youth Services and the Port Coquitlam Minor Baseball Associa on. • Consulted with and supported external event planners involved with co-opera ve bike rides, neighbourhood garage sales, the BIA Car Show, the opening of the Centennial Community Garden and the unveiling of the City’s legacy art project located in City Hall. • Increased a erschool programming through the development of a youth mentorship program to support Youth Services in the development/delivery of leisure ac vi es. • Received a $50,000 grant from Telus to redevelop the Outdoor Gym at Gates Park. • Received a $5,000 grant from the Province for the comple on of a Tobacco Reduc on Strategy.

127

Parks & Recreation

RECREATION

Efficiency and Effectiveness in 2014 • Staff provided input in support of a City-wide CIA review of Purchasing and Fleet Management. • Facility and technical maintenance staff coopera vely worked to complete capital projects recognizing the specialized skills and efforts of each area. • Recrea on program delivery and facility opera ng hours were reviewed and adjusted. Throughout 2014, staff schedules and facility opera onal requirements were further adjusted to align with service requirements. (eg: customer service schedules, facility maintenance periods and during mes when the facili es had more

external rentals than in-house program offerings). • Par cipated in City-wide pilot to test and make recommenda ons on green waste pickup at City facili es. • While upgrading the recrea on so ware system to Ac veNet, administra ve prac ces were evaluated and adjusted to improve customer service (eg: the Financial Assistance Program, refund process/procedures and customer communica ons). • Applied for and received a grant from Human Resources and Development Canada to par ally offset staffing costs for summer programs in all areas across the Division.

Workplan Highlights – 2015 Deliverables Key Goal

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

To contribute to City-wide ini a ves and Council: OD opportuni es that promote Department CSP: Sense of Community, Program Coordinators and coopera on and support streamlining of internal Strategic Service Delivery, Division Managers and external customer service and shared Sustainable Future opportuni es for staff development. Council: Infrastructure To ini ate cross departmental / func on area CSP: Sense of Community, Program Coordinators lead by coopera on to complete facility inspec ons, Strategic Service Delivery, Facility Services maintenance and capital projects. Sustainable Future To expand and develop the capacity of Wilson Council: OD Adult/Community Access Centre volunteers involved in specialized areas CSP: Sustainable Future and Volunteer Program such as kitchen opera ons and the Advisory Strategic Service Delivery, Coordinator and staff teams Board. Sense of Community To provide volunteer and staff training on best Council: OD CSP: Sense Adult/Community Access prac ces for working with and programming for of Community, Strategic and Volunteer Program individuals with disabili es. Service Delivery Coordinator and staff teams To complete the Cultural Plan update and Council: OD Division Managers iden fy and recommend implementa on CSP: Sustainable Future, strategies. Strategic Service Delivery Council: Infrastructure To support the City’s ini a ve of planning the CSP: Sense of Community, Division Managers and staff redevelopment of the Port Coquitlam Recrea on Strategic Service Delivery, teams Complex. Sustainable Future To con nue to network and capitalize on Council: OD opportuni es to work jointly on valued CSP: Sustainable Future, Key Recrea on Division Staff community ini a ves with community partners, Strategic Service Delivery, neighbourhood groups and local businesses. Sense of Community To con nue with the Ac veNet computer Council: OD so ware upgrade and align customer service CSP: Sustainable Future, Key Recrea on Division Staff procedures and service excellence to the new Strategic Service Delivery, system. Sense of Community

128

Es mated Comple on Date Ongoing 2015

Q3 Q2

Ongoing

City of Port Coquitlam

RECREATION

Parks & Recreation Indicators and Measures Indicator/Measure

2012 Actuals

2013 Actuals

2014 Es mate

2015 Target

# Program registra ons

28,357

29,585

29,000

31,000

# Par cipants in drop-in programs

433,574

435,790

450,000

455,000

# Courses oďŹ&#x20AC;ered

5,609

5,645

5,700

5,800

Hours of opera on â&#x20AC;&#x201C; Rec Complex

6,114

6,100

6,000

Hours of opera on â&#x20AC;&#x201C; Hyde Creek

5,134

5,100

5,000

Hours of opera on â&#x20AC;&#x201C; Leigh Square

3,140

2,950

2,800

2,900

Expenditures Expenditure Summary Personnel and Benefits Contracted Services Internal charges Materials/Supplies U li es Other Expenses Other Employee Expenses Total Expenditures Revenues Generated Net Opera ng Costs

Actual 2014

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$6,061,078

$6,177,100

$6,402,100

$6,452,300

$6,603,700

$6,759,600

$6,920,200

2,284,324 1,831,387 639,189 470,436 64,364

2,367,500 2,089,900 693,700 448,500 95,000

2,391,700 2,075,100 701,100 446,900 120,000

2,410,500 2,091,400 706,600 450,400 120,900

2,467,000 2,140,500 723,200 461,000 123,800

2,525,300 2,191,000 740,300 471,900 126,700

2,585,200 2,243,000 757,800 483,100 129,700

32,549

31,600

32,900

33,200

33,900

34,700

35,600

$11,383,326 (3,309,329) $8,073,998

$11,903,300 (3,461,400) $8,441,900

$12,169,800 (3,454,600) $8,715,200

$12,265,300 (3,488,800) $8,776,500

$12,553,100 (3,523,900) $9,029,200

$12,849,500 $13,154,600 (3,559,400) (3,594,200) $9,290,100 $9,560,400

Outputs and Outcomes Cost per Capita

2014 $138.39

2015 $141.02

2016 $139.98

Expenditures by Type %-"+')"(''" ,)2

2017 $141.97

2018 $144.03

2019 $146.18

%)"*/(".''" )'2 %)"'.,"(''" (.2

" %*)"/''" '2 " %()'"'''" (2

2015-2019 Financial Plan

# %.'("(''" -2

" %++-"/''" +2

129

POLICING

Claude Wilcott Officer in Charge Main Detachment Office 2986 Guildford Way, Coquitlam

PUBLIC SAFETY BUILDING | POLICE CONTRACT | COMMUNITY POLICING

Overview The Coquitlam RCMP jurisdic on includes the communi es of Anmore, Belcarra, Coquitlam and Port Coquitlam—a permanent resident popula on of more than 200,000 ci zens augmented by the thousands who visit for work, educa on and recrea on. In 2014, the Coquitlam RCMP team consisted of 219 police officers, 100.83 FTE civilian staff and thousands of volunteers in programs like Auxiliary Constables, Block Watch, Community Police Sta ons and Vic m Services. Our civilian staff, police officers and volunteers work under the direc on of an integrated leadership team of RCMP and civilian managers that also works closely with staff and elected officials in the City of Port Coquitlam. From 24/7 response-to-calls and criminal inves ga ons to strategic ini a ves focused on preven ng and reducing crime or educa ng and engaging the community, the Coquitlam RCMP team works hard to make Port Coquitlam a happy, vibrant, safe community of engaged residents and thriving businesses.

18% of Net City Budget

130

City of Port Coquitlam

Policing 2014 Budget

2015 Budget

2016 Budget

2017 Budget

2018 Budget

2019 Budget

Policing

$(463,700)

$(680,600)

$(680,900)

$(681,200)

$(681,500)

$(681,800)

Revenues Total:

$(463,700)

$(680,600)

$(680,900)

$(681,200)

$(681,500)

$(681,800)

$13,403,800

$13,880,800

$14,097,900

$14,322,300

$14,510,500

$14,678,000

Payroll Expenses

79,800

81,400

82,700

84,000

85,100

86,100

U li es

28,300

28,800

29,300

29,700

30,100

30,500

Materials/Supplies

14,800

14,500

14,700

15,000

15,200

15,300

4,500

4,600

4,700

4,800

4,900

Expenditures Total:

$13,531,200

$14,010,100

$14,229,300

$14,455,700

$14,645,700

$14,814,800

Net Opera ng Costs

$13,067,500

$13,329,500

$13,548,400

$13,774,500

$13,964,200

$14,133,000

Revenues

Expenditures Contracted Services

Other Employee Expenses

$ Change from Previous Year

262,000

% Change

2.00%

Property Tax Impact

0.48%

Changes in net opera ng budget from 2014 to 2015 are primarily due to:

Total Expenditures

!%' ++$ +$$ ,,/

% change Infla on of Materials/Contracts

$500

0.00%

Wage Increases

1,700

0.01%

RCMP Contract Increase (2.83%)

345,200

2.64%

RCMP Public Safety Building Increase (5.68%)

131,500

1.01%

(216,900)

-1.66%

$262,000

2.00%

Change in Revenue

2015-2019 Financial Plan

!( *$$ $/

!+% ($$ %/

!%( )$$ $/

!&+ +$$ $/

131

Policing Business Perspective/Environmental Scan • Survey data indicates high levels of public sa sfac on with police service in Port Coquitlam. In addi on, employee survey data indicates strong job sa sfac on and morale within the Coquitlam RCMP. • Years of slow police resource growth have necessitated a con nued shi in resources from strategic/proac ve du es to reac ve/response du es. As a result progress in several key strategic/proac ve ini a ves has stalled and some signal crime ac vity levels are trending upwards. • The cost and complexity of police work is impacted by factors like changes to policy and legisla on or judicial

decisions. For example, police now need warrants to access cell phones, surveillance video and even some physical evidence—adding to the me and expense of inves ga ons. • The planned expansion of Metro Vancouver’s Northeast Sector; including residen al, commercial and industrial development as well as new infrastructure; will increase the permanent and ambient popula on of our jurisdic on which will lead to increases in crime, disorder and calls for service.

Highlights of 2014 Accomplishments Stated Goals Reduce crime.

How did we do? Port Coquitlam Signal Crime Ac vity 2014 vs 2013 (Jan-Aug): B&E (All): +28%; Auto the (All): +1%; Robbery (All): +5%

Strengthen community engagement.

Deployed one regular member to work in Port Coquitlam’s community police sta on as community liaison oﬃcer.

Strengthen client service.

Provided police presence at Port Coquitlam events including BIA Car Show, May Day, Canada Day, Remembrance Day, as well as high school gradua ons and the city’s centennial celebra ons.

Reduce fatal/injury collisions.

Port Coquitlam injury/fatal collisions YTD vs 2013 (Jan-Aug): -3%

Reduce the impact of prolific/priority oﬀenders (PPO) on public safety. Reduce the impact of non-Criminal Code incidents on public safety and police resources.

PPO contacts 2014 (Jan-Aug): Total police contacts: 206; Arrests: 52; Breaches: 38; Charges: 88 Created mental health por olio on Community Response Team to coordinate training, improve community partnerships and client outcomes.

Day-to-day Ac vi es Calls for Police Service in Port Coquitlam Calls for Service by Type

Jan-Sept 2013

% of All CFS

Jan-Sept 2014

% of All CFS

% Chg 2014 vs. 2013

All Calls for Service

8771

N/A

8798

N/A

+<1%

Priority 1 & 2

3357

38%

3158

36%

-6%

Priority 3

3742

43%

3870

44%

+3%

Priority 4

1665

19%

1577

18%

-5%

Priority 1=Incident in progress with imminent threat to public/oﬃcer safety. Priority 2=Incident in progress with poten al threat to public/oﬃcer safety. Priority 3=Rou ne response. Priority 4=Non-a endance.

132

City of Port Coquitlam

Policing 2014 Accomplishments (cont.) Day-to-day Ac vi es (cont.) Breakdown of Criminal Code vs. Non-Criminal Code Sta s cs Related to Calls for Service Category

Jan-Sept 2013

% of total

Jan-Sept 2014

% of total

% Chg 2014 vs. 2013

All Sta s cs

11,279

N/A

11,252

N/A

-<1%

Criminal Code Sta s cs

3,823

34%

3,877

34%

+1%

Non-Criminal Code Sta s cs

7,456

66%

7,375

66%

-1%

Please note: All data are based on select PRIME BC files and are not comprehensive. All data are subject to change due to inves ga onal and/or data quality processes.

Key Accomplishments and Ongoing Projects • Expanded Capacity for Media Response – Building on the ongoing ini a ve to train regular members in crisis media response, a new “A er Hours Media Response” policy was developed and implemented to enhance service delivery for ci zens and our partners in the media. • Opera onal Communica on Centre Quality Assurance Review (QAR) – The QAR ini a ve was launched in 2012 and showed OCC staﬀ (i.e., 911 call-takers and dispatchers) to be demonstra ng high levels of accuracy and professionalism. In 2014 the ini a ve was revised to focus on calls related to crime reduc on signal crimes. The QAR, including analysis and recommenda ons, will be complete by the end of 2014. • Reducing the Impact of Non-Crime Calls for Service on Police Resources – A mental health por olio was created

In cases where discrepancies exist between past and current data sets the current data set will be given priority.

in the Community Response Team with the objec ve of reducing the impact of mental health calls on police resources by increasing the capacity of Coquitlam RCMP staﬀ and members to eﬀec vely respond to mental health calls and working with partners in the community to streamline informa on sharing between agencies and enhance outcomes for individuals living with mental illness. • Online and Social Media Strategy – The strategy’s objec ve is to enhance the reach and trac on of strategic messages and increase direct engagement with ci zens. By the end of August 2014 monthly pageviews of coqu lam.rcmp.ca were up 5% over 2013 and sessions were up 1.5%. In social media, from January to the end of August 2014 followers of @ cqrcmp increased by 43% and men ons, retweets and clicks had also increased significantly.

Efficiency and Effectiveness in 2014 • Began developing a protocol with local fire departments regarding response to non-fatal/injury collisions with the objec ve of providing top quality care to vic ms while also suppor ng inves ga onal outcomes. • As a result of a shi eﬃciency review ini ated in 2013 shi s for regular members in plainclothes and specialized sec ons will be standardized as of November 1, 2014 in order to improve internal and external client service.

• Reviewed and revised the mandates of all Coquitlam RCMP plainclothes inves ga on sec ons in order to maximize resource flexibility to be er respond to emerging issues. • Conducted a data quality audit on the scoring of crime reduc on signal crime files with the objec ve of improving the accuracy of first round file scoring. Midyear results have shown substan al improvement in accuracy.

New Revenue Concepts Fees for services such as Police Informa on Checks and fingerprin ng were reviewed in 2012.

2015-2019 Financial Plan

As result of that review revenues increased in 2013. The next review of fees for services is planned for 2015.

133

Policing Workplan Highlights – 2015 Deliverables Key Goal Reduce crime. Strengthen community engagement. Strengthen client service. Reduce fatal/injury collisions. Reduce the impact of prolific/priority oﬀenders on public safety. Reduce the impact of non-Criminal Code incidents on public safety & police resources.

Alignment to Corporate Strategic Plan (CSP) and Council Priori es

Posi on(s) Responsible

Es mated Comple on Date

CSP: Community Well-being CSP: Strategic Service Delivery, Sense of Community CSP: Sense of Community CSP Community Well-being

Oﬃcer in Charge

Ongoing

Oﬃcer in Charge

Ongoing

Oﬃcer in Charge Oﬃcer in Charge

Ongoing Ongoing

CSP Community Well-being

Oﬃcer in Charge

Ongoing

CSP Community Well-being

Oﬃcer in Charge

Ongoing

Indicators and Measures 2010 Indicator/Measure Injury/fatal collisions Break & enter (All) Auto the (All) Robbery (All)

Jan-Aug 79 227 508 31

Annual Total 114 355 688 36

2011 Jan-Aug 60 218 466 17

Annual Total 110 332 696 34

Please note: All data are based on select PRIME BC files and are not comprehensive. All data are subject to change due to inves ga onal and/or data quality processes.

134

2012 Jan-Aug 76 243 546 28

Annual Total 125 369 881 53

2013 Jan-Aug 74 182 516 21

Annual Total 110 282 762 34

2014

73 233 523 22

In cases where discrepancies exist between past and current data sets the current data set will be given priority.

City of Port Coquitlam

Capital Program 2015-2019 FINANCIAL PLAN

www.portcoquitlam.ca/budget

135

2015-2019 Capital Program Introduction The Capital Program provides for maintenance and replacement of exis ng capital assets, as well as construc on of new public facili es and infrastructure as required within available funds. The City has defined capital as asset projects owned by the City having useful lives greater than one year and mee ng the threshold criteria shown below. During 2015, a new Budget & Infrastructure advisory commi ee will review the condi on of the City’s infrastructure and design a new funding model and plan that will allow the City to meet its long-term infrastructure needs in a sustainable and structured way. While the advisory commi ee conducts this work, the primary focus for the 2015 Capital Program will be on essen al maintenance, commi ed projects and mul -year ini a ves. A new funding model is expected to be in place for the 2016 budget.

Capital Expenditure Policy Items that meet the criteria of capital will be capitalized and then amor zed over the useful life of the asset. Capital is defined as non-financial assets having physical substance that: • Are held for use in the produc on or supply of goods and services, for rental to others, for administra ve purposes or for the development, construc on, maintenance or repair of other tangible capital assets; • Have useful economic lives extending beyond an accoun ng period; • Are to be used on a con nuing basis; and • Are not for sale in the ordinary course of opera ons.

Capital Requirements The City sets aside funds to address the infrastructure funding gap – the diﬀerence between the amount the City holds in reserves for infrastructure maintenance and replacement and the eﬃcient amount required to fund these assets as they deplete without incurring debt. City’s Threshold Levels for Capitaliza on Asset Category Land Land Improvements Buildings Building Improvements Parks Infrastructure Vehicles, Machinery & Equipment IT Infrastructure Water Infrastructure Sewer & Drainage Infrastructure Transporta on Infrastructure Construc on in Progress

136

Threshold Always capitalize $20,000 $20,000 $20,000 $20,000 $10,000 $10,000 $10,000 $10,000 $10,000 Always capitalize

City of Port Coquitlam

2015-2019 Capital Program Total Capital Expenditures by Category and Funding 2015 APPROVED CAPITAL PROGRAM Vehicles & Equipment Transporta on, Water & Sewer Infrastructure Informa on Technology Infrastructure Parks & Recrea on Infrastructure Buildings Land Acquisi on Total Approved Capital Projects

2015

2016

2017

2018

2019

$1,383,700

$1,547,700

$1,575,400

$1,603,600

$1,632,300

3,365,000

5,267,800

5,361,800

5,457,600

5,555,000

188,000 5,461,600 215,900 1,000,000 $11,614,200

483,200 848,700 1,000,000 $9,147,400

491,800 863,900 1,000,000 $9,292,900

500,600 879,400 1,000,000 $9,441,200

509,600 895,100 1,000,000 $9,592,000

$195,000 883,700

$1,547,700 -

$1,575,400 -

$1,603,600 -

$1,632,300 -

1,855,300

3,543,800

3,607,200

3,671,800

3,737,500

53,800 868,600 173,000

593,300 1,118,200 483,200

603,900 1,138,200 491,800

614,700 1,158,600 500,600

625,700 1,179,300 509,600

FUNDING SOURCES Vehicle & Equipment Reserve Cart Reserve Roads & Drainage Infrastructure Reserve Sewer Infrastructure Reserve Water Infrastructure Reserve Informa on Systems Reserve Parks & Recrea on Infrastructure Reserve Cemetery Expansion Reserve Public Safety Building Reserve Unallocated Capital Reserve Land Sale Reserve Subtotal Reserves

185,600

848,700

863,900

879,400

895,100

100,000 40,900 706,400 1,000,000 $6,062,300

1,000,000 $9,134,900

1,000,000 $9,280,400

1,000,000 $9,428,700

1,000,000 $9,579,500

Highway DCC Parkland DCC - Interest Parkland DCC - Principal Subtotal DCCs

$344,800 108,600 561,900 $1,015,300

$$-

Cost Sharing Grants Subtotal Cost Sharing and Grants

$12,500 2,779,100 $2,791,600

$12,500 $12,500

Surplus Subtotal Surplus

$1,745,000 $1,745,000

$$-

Total Capital Funding

2015-2019 Financial Plan

$11,614,200

$9,147,400

$9,292,900

$9,441,200

$9,592,000

137

2015-2019 Capital Program Detailed Listing for the Capital Program Ref # C-E02 C-E01 C-R35 C-E03 D-P02 C-E04

VEHICLES & EQUIPMENT Street Sweeper Corporate Fleet Replacement - Ramp Hoist + Dump Truck Bear-Proof Waste Carts Bear-proofing - Add'l May Day Float Green Carts/Kitchen Catchers Vehicles and Equipment TBD Vehicles & Equipment

RP RN NEW*

2015

2016

2017

2018

2019

New

$250,000

195,000

New New New New

638,000 141,000 55,000 104,700 $1,383,700

1,547,700 $1,547,700

1,575,400 $1,575,400

1,603,600 $1,603,600

1,632,300 $1,632,300

TRANSPORTATION, WATER & SEWER INFRASTRUCTURE 3400 St Anne Street - Ditch Infill & C-R15 Road Block RN $560,000 Widening C-R27 Nicola Avenue Road Extension New 540,000 Major Road Network (MRN) Pavement C-R03 Rehabilita on RP 480,000 C-W05 Water Meter Replacement Program RP 200,000 Street - Connaught to Langan RP 80,000 C-R23 Taylor Road Paving C-W03 PRV SCADA Equipment New 40,000 Retaining Wall Repair at 1915 Pi River C-R13 Road RP 20,000 C-W04 Fire Hydrant on Mary Hill Bypass New 10,000 C-R34 Pre-Design Engineering New 50,000 Burns Road Repaving & Water Main C-R20 Upgrade (non-bare minimum) RN 1,210,000 Drive - Elinor to Klassen - Road C-R25 Eastern RP 150,000 Paving (non-bare minimum) Accessible Bus Stops (nonC-R07 Wheelchair New 25,000 bare minimum) Transporta on Projects TBD Sewer Projects TBD Water Projects TBD Transporta on, Water & Sewer Infrastructure $3,365,000 C-T01 C-T04 C-T05 C-T07 C-T02 C-T03 C-T08 C-T06 D-T02

INFORMATION TECHNOLOGY INFRASTRUCTURE Server Replacement RP $30,000 Network Switch Replacement RN 30,000 So ware Replacement RN 30,000 MyCity Services RN 30,000 Personal Computer Replacement RN 20,000 Storage Systems RN 20,000 Postage Meter RP 10,000 VOIP Telephone Replacement RP 3,000 Mobile Applica on New 15,000 Informa on Technology Infrastructure Projects TBD Informa on Technology Infrastructure $188,000

12,500

3,543,800 593,300 918,200 $5,267,800

3,607,200 603,900 1,138,200 $5,361,800

3,671,800 614,700 1,158,600 $5,457,600

3,737,500 625,700 1,179,300 $5,555,000

483,200

491,800

500,600

509,600

$483,200

$491,800

$500,600

$509,600

Con nued on next page * New - Capital projects that result in new infrastructure added to the Cityâ&#x20AC;&#x2122;s asset base. RP - Capital projects that result in replacing exis ng infrastructure. RN - Capital projects that result in both exis ng infrastructure being replaced and addi onal capacity/func onality added. 138

City of Port Coquitlam

2015-2019 Capital Program Detailed Listing for the Capital Program (cont.) Ref # C-P16 C-P09 C-P10 C-P11 C-P12 C-P13 C-P14 C-P01 D-P01

RP RN NEW* PARKS & RECREATION INFRASTRUCTURE Blakeburn Lagoons Community Park RN Lions Park - Water Feature, Bio Swale RN and Old Washroom Decommissioning Cemetery Development RN Traboulay PoCo Trail Asphalt Repairs RN Castle Park Garden Retaining Wall RN Bear Proof Cans RN Railside Skate Park Fence RN Leigh Square Band Shell Grass RN Conversion (non-bare minimum) Community Recrea on Complex: Project New Planning & Design Parks & Recrea on Infrastructure Projects TBD Parks & Recrea on Infrastructure

BUILDINGS D-FN01Purchasing Oﬃces New D-P03 City Hall Decora ve Ligh ng New D-F01 Fire Hall #2 Renova on (addi onal) RN D-R01 Public Safety Building - UPS Replacement RP Buildings LAND C-P15 Land Acquisi on Land Acquisi on Total Approved Capital Projects

New

2015

2016

2017

2018

2019

$3,468,700

227,300

100,000 41,500 28,400 50,000 5,700

40,000

1,500,000

848,700

863,900

879,400

895,100

$5,461,600

$848,700

$863,900

$879,400

$895,100

$30,000 75,000 70,000 40,900 $215,900

$$-

$1,000,000 $1,000,000

$11,614,200

$9,147,400

$9,292,900

$9,441,200

$9,592,000

* New - Capital projects that result in new infrastructure added to the City’s asset base. RP - Capital projects that result in replacing exis ng infrastructure. RN - Capital projects that result in both exis ng infrastructure being replaced and addi onal capacity/func onality added.

2015-2019 Financial Plan

139

2015-2019 Capital Program Infrastructure Categories The City has the following infrastructure: • • • • • • • • • • • • • • • • • • • • • • • • • • • •

193 km of roadways 131 km of sidewalks 6 bridge structures 1 underpass 3299 street lights 50 traﬃc signals 22 footbridges 971 fire hydrants 222 hectares of nature/park 180 km of sanitary sewers 201 km of storm sewers 212 km of watermains 2 water pump sta ons 10 storm pump sta ons 16,432 water connec ons 5,882 manholes 5,294 catchbasins 47 park sites 24 playgrounds 27 sportsfields trail systems 22 sport and tennis courts 2 major recrea on centres 1 arts centre City Hall 2 Fire Halls Opera ons Centre Cemetery

In addi on to the above assets there are parks playgrounds and buildings; four outdoor pools; a fleet of maintenance and opera ng vehicles & equipment; computer equipment; oﬃce furniture & equipment; plus a variety of other proper es including one-third of the police building, police vehicles and equipment. The useful life of these assets varies from three years to more than seventy. The City’s infrastructure is segmented into the following asset categories: • • • • • • • • •

140

Land Land Improvements Buildings Vehicles, Machinery, Equipment Water Infrastructure Sanitary Infrastructure Drainage Infrastructure Transporta on Infrastructure Parks Infrastructure

Category Descrip ons Land Includes land purchased or acquired for parks and recrea on, building sites, infrastructure (roads, dykes, bridges, etc) and other City purposes. Land Improvements Includes all long-term improvements to land including parking lots, dykes and environmental compensa on works. Buildings The replacement cost of buildings owned by the City exceeds $66 million. These buildings include City Hall, two Fire Halls, Port Coquitlam Recrea on Complex, Hyde Creek Recrea on Centre, Terry Fox Library, the Gathering Place, the Opera ons Centre, Simon Fraser Health Unit, the Outlet, the Annex and a number of smaller buildings. The City uses the Land Sale Reserve as a funding source for the development of Civic Buildings. Expenditures funded from the Land Sale Reserve are repaid with an annual transfer from the general tax levy. Vehicles, Machinery & Equipment The City has a fleet of vehicles, shop and technology equipment that assists with delivery of city services to the community. More specifically the City has: • Fire Equipment – “Quint” fire trucks, fire pumper trucks, a rescue truck and several smaller vehicles. • Opera ons Equipment – automated garbage pickup vehicles, dump trucks, backhoes, step vans, welders, trailers, cars and pickups. • Parks and Recrea on Equipment – dump trucks, backhoes, mowers, ice machines and pickups. • Informa on Systems Equipment and So ware – includes over 200 PCs, servers, printers, storage units and other hardware, plus specialized so ware packages for municipali es. The City’s Financial Plan includes annual alloca ons to reserves for each of the equipment groups. Funds allocated to these reserves are from property taxes and u lity user fees.

City of Port Coquitlam

2015-2019 Capital Program Infrastructure Categories Category Descrip ons (cont.) Water Infrastructure The water distribu on system has two components; the Metro Vancouver water system and the City’s own distribu on system. The City and other member municipali es pay for Metro Vancouver water system opera ons and capital works through levies imposed by the regional district. While Metro Vancouver supplies the water, the City distributes it to users throughout the community. Key elements of the City’s water distribu on system are water mains, valves, hydrants, individual water service connec ons, water meters, pumping sta ons and instrumenta on. The ini al installa on of watermains was in the mid-1960s. With a 70 year projected life, the ini al installa on will be due for replacement in about 30 years.

Similar to the water system, the ini al installa on of the sewer system was constructed in the mid-1960s. With a 70 year projected life, that ini al installa on will be due for replacement in about 20 years.

To date, only a por on of the water infrastructure costs has been funded through City u lity user fees. Funding for the ini al water infrastructure systems was through either:

Funding for the replacement of sewer infrastructure is similar to the funding for water replacement and these works are paid using the City’s annual sewer u lity fees.

• Senior government grants, which are no longer available; • City borrowing; and/or • Property owner funding when new construc on takes places. Current and future infrastructure replacement is expected to be funded through user fees and other sources as they become available. Sanitary Sewer Infrastructure Metro Vancouver sewer system takes sewage collected through City sewer mains and transports it to their sewage treatment plant where contaminants are removed. The City pays Metro Vancouver for this service through a charge levied according to the volume of liquid waste Port Coquitlam delivers to the Metro Vancouver. The City owns and operates the sewage collec on system within Port Coquitlam using more than 180 km of sewer mains, ranging from 100 mm to 750 mm in diameter. The City has twenty-three sewage pump sta ons that keep the flow of sewage moving through the City’s mains and into the Metro Vancouver system for treatment.

2015-2019 Financial Plan

Transporta on Infrastructure This category includes road structures, bridges, an underpass, an overpass, sidewalks, bike networks, traﬃc calming works and traﬃc signals. In Port Coquitlam Road Rehabilita on has historically been treated as an opera ng expenditure and it is not included within the Capital funding envelope. The life span for Road capital works varies widely depending on asset type. Drainage Infrastructure The Drainage system consists of storm mains, individual service connec ons, eight pump sta ons, catch basins, culverts and manholes. The Drainage system was ini ally built in the mid-1960s. With a 70-year projected life, the ini al installa ons will be due for replacement in 30 years. Parks Infrastructure Assets in the Parks Infrastructure sec on include playground equipment, park fencing, tennis courts, sports fields, underground park sprinkler systems, outdoor pools, the Traboulay PoCo Trail, and other park assets.

141

2015-2019 Capital Program Funding Envelopes Funding envelopes are the annual property tax alloca on to capital projects. Directors are responsible for managing the special opera ng and capital works within their departments. Reserves have been established for specified purposes to provide for longer term capital planning. Summary Funding Envelopes: Category Unallocated Capital Funding Envelope Road and Drainage Corporate Fleet Water Sewer Federal Gas Tax Parks and Recrea on IS Equipment Ar ficial Field Pubic Safety Building Total

2015 $2,743,900 1,855,300 1,078,700 1,098,500 582,900 210,000 185,600 173,000 73,200 40,900 $8,042,000

Funding Envelopes are intended to fund all projects, including the City’s share of Development Cost Charge projects, with the excep on of: • Major renova ons, replacements, new addi ons to parks, recrea on facili es and civic buildings; and • Bridges, overpasses and underpasses.

Capital and Opera ng Reserves The City maintains reserve funds with the objec ve of se ng funds aside to contribute to future capital and special opera ng expenditures. City reserves include Roads and Drainage, Land Sales, Water, Sewer, Recrea on, Equipment, Environment and the Public Safety Building. Development Cost Charge Reserves Development Cost Charges (DCCs) are funds acquired from special levies assessed to new developments. The purpose of DCCs is for new development to pay for city services rela ng to growth.

142

City of Port Coquitlam

2015-2019 Capital Program Operating Impacts of the Capital Program When construc ng capital projects, there is typically a small por on needed for annual maintenance of the new asset.

Ref.

Project

C-W04 Fire Hydrant on Mary Hill Bypass C-R07 Wheelchair Accessible Bus Stops C-R27 Nicola Avenue Road Extension C-R15 3400 Block St Anne Street - Ditch Infill & Road Total Engineering & Opera ons C-T05 So ware replacement C-T07 MyCity Services C-T03 Storage systems C-T09 Agresso Total Informa on Technology C-P01 Park & Playground Upgrades & Renewals Total Parks & Recrea on Total Opera ng Impact of Capital

2015-2019 Financial Plan

Below are lis ngs of the opera ng budget impacts for Capital as a result of the 2015-2019 Capital Program.

2015

2016

2017

2018

2019

$300 100 $400

$100 1,500 600 $2,200

$100 $100

$12,000 6,000 4,000 $22,000

$30,000 $30,000

$$-

$6,200 $6,200

$$-

$28,600

$32,200

$30,100

$100

143

ENGINEERING & OPERATIONS

2015-2019 Capital Program

Reference # C-E01 Project: Corporate Fleet Replacement - Ramp Hoist and Dump Truck

Capital Costs

2015

2016

2017

2018

2019

Total

$195,000

195,000

$195,000

Funding Sources: Vehicle & Equipment Reserve Total

Project Description & Estimated Benefits The City operates a City Fleet, which includes the ren ng, leasing, and ownership of the equipment and vehicles needed to undertake day-to-day opera ons in an eﬃcient and eﬀec ve manner. As the equipment and vehicles, which are owned by the City, become too expensive to maintain or become unreliable (and therefore, are not available when needed), these vehicles and equipment are replaced. Replacement of vehicles and equipment include an assessment of vehicle and equipment condi on, and costs to determine if replacement can be deferred for one or more years while maintaining low opera ng costs and high in-service availability. Where replacement is required, the func onality of the current vehicle is reviewed and right-sized if addi onal features are needed for its intended use, or downsized if some features are not needed. Deferring replacement of vehicles and equipment will result in increased opera ng and maintenance costs as well as addi onal costs due to down me as a result of vehicles and equipment not being available when needed.

144

Given the direc on by Council for a bare-minimum 2015 capital plan, the equipment planned to be replaced in 2015 includes: • EQ9829 Ramp Hoist- $46,000: The ramp hoist is used in the shop and is star ng to show signs of failure, which is becoming a safety issue. The exis ng hoist was put in to service in 2005, and was originally an cipated to be replaced in 2015. • EQ1321 Single Axle Dump - $149,000: The dump truck went in to service in 2001, and was originally scheduled to be replaced in 2011. The replacement has con nued to be deferred, and the down me and maintenance costs are now triggering the need to replace this piece of equipment. The Fleet Replacement Program is an integral component of the City’s Strategic Plan for a Strategic Service Delivery and a Sustainable Future. The Fleet Replacement Program encompasses all corporate fleet assets.

City of Port Coquitlam

ENGINEERING & OPERATIONS

2015-2019 Capital Program Reference # C-E02 Project: Street Sweeper 2015

2016

2017

2018

2019

Total

Capital Costs Funding Sources: Roads & Drainage Infrastructure Reserve

$250,000

250,000

Total

$250,000

Project Description & Estimated Benefits The City currently outsources street sweeping services. Typically street sweeping is performed monthly with arterials receiving more regular sweeping because of increased vehicular traďŹ&#x192;c. This ongoing demand is met through the use of a street sweeper contracted service. Depending on seasonal demands such as cleanup of leaves in the fall and salt/sand during the winter, the City temporarily increases the complement of contracted sweepers to meet the service need. The hourly rate for the above noted contractor is $105 per hour. City Owned Sweeper and Opera ng with City StaďŹ&#x20AC;: The hourly cost of purchasing and opera ng a City sweeper

2015-2019 Financial Plan

over an eight year life is es mated to cost approx. $99 per hour (total for equipment, materials, labour and vehicle replacement provision. To that end purchasing and opera ng a City sweeper is recommended in lieu of contrac ng out the service. There are poten al savings of approx. $15,000 annually a er factoring in the ongoing need for seasonal demand that will s ll need to be outsourced. The tender and delivery process will take appox. 8 months to complete as such ihe City will not be in a posi on to realize a signifcant por on of these savings in 2015.

145

ENGINEERING & OPERATIONS

2015-2019 Capital Program Reference # C-E03 Project: Bear-proofing - Add’l

Capital Costs

2015

2016

2017

2018

2019

Total

$141,000

141,000

$141,000

Funding Sources: Cart Reserve Total

Project Description & Estimated Benefits This is a request to amend the proposed budgets for the bear lock program, by $141,000 for the purchase of bear locks, refunds to residents who had purchased Cri er Guards, for door-to-door distribu on and outreach to residents. The original budget for the bear locks approved by Council, amounted to $638,000, which was based on local supplier es mates for manufacturing, Cri er Guard’s data of the number of locks sold in the community and a distribu on program to provide pick up of the locks at City facili es. A breakdown of the inital budgets and new budget requests is presented below, as follows: Previous Adjustment

Proposal

$448,000

$ 28,000

$476,000

150,000

45,000

195,000

Distribu on

15,000

68,000

83,000

Communica ons

25,000

$638,000

$141,000

$779,000

Bear Locks Refund Cri er Guards

Total

146

The final costs received for the supply of the locks requires addi onal funding of $28,000. The current best es mates for the number of Cri er Guards purchased by residents is 2,600 units; es mated refund costs to residents have increased by $45,000. Door-to-door drop-oﬀ versus pickup at local civic facili es has added $68,000. The objec ves of this program support Council’s direc on for greater public safety and cost containment. It is an cipated bear lock sales will generate new revenues. Funding is sought from the cart reserve for this program.

City of Port Coquitlam

ENGINEERING & OPERATIONS

2015-2019 Capital Program Reference # C-E04 Project: Green Carts/Kitchen Catchers 2015

2016

2017

2018

2019

Total

Capital Costs Funding Sources: Cart Reserve

$104,700

104,700

Total

$104,700

Project Description & Estimated Benefits The City has been ac vely pursuing new solid waste customers in the ICI and mul -family sector. To date, we have been u lizing exis ng inventory of carts and kitchen catchers to facilitate these new “sales”. This request is for the purchase of addi onal vented kitchen catchers and collec on carts to distribute to new customers par cipa ng in the City’s green waste program. The provision of the kitchen catchers along with food scrap starter kits provides residents with important tools and informa on to help them get started diver ng kitchen scraps. This budget includes the purchase of approximately 2,000 kitchen catcher units, as well as 1,600 120L carts, to be purchased for distribu on to approximately 800

2015-2019 Financial Plan

new mul -family customers (and some addi onal inventory). The expenditure provides the resources to implement the program and build a successful green waste program to support new revenue crea on strategies and supports compliance with the Metro Vancouver organics ban. The es mated net revenues from these new 800 customers will be approximately $25,000 annually for green waste, and $20,000 for garbage. The objec ves of this program for 2015 include Council’s direc on for the greater diversion of materials, compliance with regional regula ons and for profitability from the projected 800 new mul -family customers joining the program.

147

PARKS & RECREATION

2015-2019 Capital Program Reference # C-P01 Project: Leigh Square Band Shell Grass Conversion 2015

2016

2017

2018

2019

Total

$40,000

Parks & Recrea on Infrastructure Reserve

27,200

Parkland DCC

12,800

$40,000

$6,200

Capital Costs Funding Sources:

Total Addi onal Opera ng Cost

Project Description & Estimated Benefits Replace the grass with synthe c turf and/or a hard surface material that will stand up to heavy use and minimize maintenance costs.

148

City of Port Coquitlam

PARKS & RECREATION

2015-2019 Capital Program

Reference # C-P09 Project: Lions Park - Water Feature, Bio Swale and Old Washroom Decommissioning

Capital Costs Funding Sources: Parks & Recrea on Infrastructure Reserve Parkland DCC Total

2015

2016

2017

2018

2019

Total

$227,300

90,000

137,300

$227,300

Project Description & Estimated Benefits Lions Park Water Features: Installa on of small water play feature adjacent to the new playground. Iden fied as one of the top three program/play elements during public consulta on and community design. These elements will consist of approximately four in-ground spray head, two water cannons and a single play feature. This work will complete this park’s playground. Lions Park Bio Swale: The bio swale will be constructed adjacent to the new playground and will allow the chlorine in the city water system to be used in the playground water features, to evaporate and also filter any other impuri es before it enters the waste water system. Much of the waste water will actually be absorbed by the swale before entering the system to reduce the volume and demand on that infrastructure, along with significant environmental and economic benefits.

2015-2019 Financial Plan

Lions Park Old Washroom Decommissioning: The old washroom in Lions Park will undergo minor repairs and renova ons to repurpose the building as a storage area for the Recrea on Division’s programs and Parks and Services Division’s park maintenance. It is an cipated that all program elements/facili es will remain open to the public during this phase of construc on. This is the con nua on and finaliza on of the Lions Park Master Plan. Relates to the Corporate Strategic Plan direc ons: • Community Well-being • Sustainable Future

149

PARKS & RECREATION

2015-2019 Capital Program Reference # C-P10 Project: Cemetery Development

Capital Costs

2015

2016

2017

2018

2019

Total

$100,000

100,000

$100,000

Funding Sources: Cemetery Expansion Reserve Total

Project Description & Estimated Benefits The current columbarium oďŹ&#x20AC;ers a desired internment opportunity for the residents of Port Coquitlam. The exis ng columbarium has 80 niches with only 10 remaining available for sale. The average sales rate is about 10 units a year.

150

In order to maintain this service, new columbarium opportuni es are required. The funding for this project comes from the Cemetery Development Reserve Fund which fees are collected through the sale of each internment.

City of Port Coquitlam

PARKS & RECREATION

2015-2019 Capital Program Reference # C-P11 Project: Traboulay PoCo Trail Asphalt Repairs 2015

2016

2017

2018

2019

Total

$41,500

Parks & Recrea on Infrastructure Reserve

21,000

Parkland DCC

20,500

$41,500

Capital Costs Funding Sources:

Total

Project Description & Estimated Benefits Ongoing root damage repairs to failed, cracked and heaved paved por ons of the Traboulay PoCo Trail to ensure the safety of users and minimize liability issues. Work includes removal of exis ng asphalt, tree root removals, subsurface prepara on, root barrier installa on and asphalt placement.

2015-2019 Financial Plan

The three-metre wide trail cost has been calcuated at $228 per lineal meter based on previous similar work. The proposed area of repair is along Maple Street between McAllister and Whyte Avenues.

151

PARKS & RECREATION

2015-2019 Capital Program Reference # C-P12 Project: Castle Park Garden Retaining Wall 2015

2016

2017

2018

2019

Total

$28,400

Parks & Recrea on Infrastructure Reserve

13,000

Parkland DCC

15,400

$28,400

Capital Costs Funding Sources:

Total

Project Description & Estimated Benefits Replacement of the low garden retaining wall around the washroom and plaza at Castle Park. Life cycle replacement of aging infrastructure with safety implica ons. The wood retaining walls are no longer repairable which in turn has caused increased maintenance cost.

152

The retaining wall will be replaced with poured in place concrete to increase life cycle and lower ongoing maintenance costs (450 lineal feet to be replaced at $63 per lineal foot). As well, there is exposed rebar and debris on the plaza which have the poten al to create a safety issue.

City of Port Coquitlam

PARKS & RECREATION

2015-2019 Capital Program Reference # C-P13 Project: Bear Proof Cans 2015

2016

2017

2018

2019

Total

$50,000

Parks & Recrea on Infrastructure Reserve

32,000

Parkland DCC

18,000

$50,000

Capital Costs Funding Sources:

Total

Project Description & Estimated Benefits Con nua on of phase 4 of 5 of the ongoing implementa on strategy to replace park garbage cans with bear-proof units to discourage bears from City parks and trails. This ini a ve is further in-line with the overall City direc ve for bear-proof container management and

2015-2019 Financial Plan

life safety/liability concerns. Installla on loca ons are targeted toward bear ac vity hot spots. This is the con nua on of an established project.

153

PARKS & RECREATION

2015-2019 Capital Program Reference # C-P14 Project: Railside Skate Park Fence 2015

2016

2017

2018

2019

Total

$5,700

Parks & Recrea on Infrastructure Reserve

2,400

Parkland DCC

3,300

$5,700

Capital Costs Funding Sources:

Total

Project Description & Estimated Benefits Closing oďŹ&#x20AC; the opening between the exis ng chain-link fence along Shaughnessy Street and the new Onni tower. This will prevent park users from exi ng/entering the

154

skate park and crossing Shaughnessy Street just before the underpass. This project addresses a significant safety issue.

City of Port Coquitlam

PARKS & RECREATION

2015-2019 Capital Program Reference # C-P15 Project: Land Acquisition

Capital Costs

2015

2016

2017

2018

2019

Total

$1,000,000

$5,000,000

1,000,000

5,000,000

$1,000,000

$5,000,000

Funding Sources: Land Acqui sion Reserve Total

Project Description & Estimated Benefits Acquisi on of land for park and/or recrea on purposes, either to preserve green space with the City or to provide for indoor/outdoor recrea on.

2015-2019 Financial Plan

Relates to the Corporate Strategic Plan direc on: Community Well-being.

155

PARKS & RECREATION

2015-2019 Capital Program Reference # C-P16 Project: Blakeburn Lagoons Community Park 2015

2016

2017

2018

2019

Total

$3,468,700

Federal Grant

1,149,550

Provincial Grant

1,149,550

Unallocated Capital Reserve

706,400

Parkland DCC

463,200

$3,468,700

Capital Costs Funding Sources:

Total

Project Description & Estimated Benefits The proposed project is to remediate the abandoned sanitary sewerage lagoons and repurpose them as storm water reten on/deten on structures and to create a community passive park. This park will have walking trails, wildlife viewing opportuni es, picnic areas and educa onal opportuni es through interpre ve signage. If the project moves ahead as proposed, the budget based on preliminary design is $3,468,725. The grant eligible costs are $3,448,725 of which poten ally 2/3 may be funded by the grant. The successful grant funding would be $2,299,150 and the City’s commitment would be $1,149,575 for the eligible por on of the grant and $20,000 for the ineligible por on for a total of $1,169,575. The DCC Program allows for the City-funded por on of a project to be covered by the DCC Reserves with the remainder from the Capital Reserves. For the City’s commitment of $1,169,575, a por on can be covered by the DCC program. This would mean $463,152 would come from the DCC reserves and the remaining $706,423 would be required from the capital reserves. The grant-ineligible amount included in the City’s total commitment is for an Environmental Site Assessment Level II (ESA II) that is required for the grant applica on.

156

The City is responsible for the cost of this study, which will be approximately $20,000. Expected Benefits The benefits of this project are: • Bringing a large unused and inaccessible Cityowned parcel of land back into the inventory of usable amenity space for the residents of Port Coquitlam in the form of a community passive park. • Elimina ng the risk of the public being exposed to poten ally harmful contaminated water and soils. • Mi ga on of any contamina on and bio hazard risks presented by heavy metals and biological remnants from the use of the site as a sanitary se ling pond. • Assist in public safety by crea ng emergency deten on and reten on of flood waters from the nearby Cedar Creek. • Improving the habitat values of the site and crea ng the poten al for habitat compensa on credits for nearby capital projects required by the City.

City of Port Coquitlam

ENGINEERING & OPERATIONS

2015-2019 Capital Program

Reference # C-R03 Project: Major Road Network (MRN) Pavement Rehabilitation

Capital Costs

2015

2016

2017

2018

2019

Total

$480,000

480,000

$480,000

Funding Sources: Grant - Major Road Network (MRN) Pavement Rehabilita on Total

Project Description & Estimated Benefits This program provides funding for the rehabilita on (repaving the road surface and/or reconstruc ng the full road structure) of the exis ng Major Road Network (MRN) (see C-R01 for arterial and collector streets; C-R02 for local streets and paved lanes). The MRN currently includes sec ons of Coast Meridian Road, Broadway Street and Lougheed Highway. The average road surface condi on for the City’s MRN streets is 1.5 (1 = new; 5 = failed pavement). The 2015 MRN program is based on a detailed survey and assessment of the City’s pavement assets (by EBA consultants) in 2013. The 2016-2019 MRN program will be determined based on TransLink’s pavement condi on assessment, which is expected to be completed in 2015. The loca ons under considera on for the 2015 MRN Pavement Rehabilita on Program include: • Lougheed Highway Eastbound – Oxford Street to Coast Meridian Road (pavement resurfacing and targeted reconstruc on in highly deteriorated areas).

2015-2019 Financial Plan

• Lougheed Highway Eastbound – Coast Meridian Road to Dominion Street (pavement resurfacing and targeted reconstruc on in highly deteriorated areas). Projects for 2016-2019 will be determined once Metro Vancouver completes their 2014 road condi on assessment survey. The program for 2015-2019 is 100% funded by Metro Vancouver through their annual Opera ons, Maintenance and Rehabilita on (OMR) funding program. The City maintains an MRN Reserve of accumulated OMR funding, which is dedicated to this purpose. The program will maintain the MRN pavements in a “state of good repair” as recommended in TransLink’s 2013 Base Plan. The rehabilita on of the exis ng MRN pavement infrastructure is an integral component of the City’s Strategic Plan for a Sustainable Future.

157

ENGINEERING & OPERATIONS

2015-2019 Capital Program Reference # C-R07 Project: Wheelchair Accessible Bus Stops 2015

2016

2017

2018

2019

Total

$25,000

$12,500

$75,000

Roads & Drainage Infrastructure Reserve

12,500

Cost Sharing with Translink

12,500

62,500

$25,000

$12,500

$75,000

$100

$500

Capital Costs Funding Sources:

Total Addi onal Opera ng Cost

Project Description & Estimated Benefits This project provides concrete pads that permit wheelchairs, scooters, and strollers to access Coast Mountain Bus Company bus services in the City. The number of bus stops upgraded each year is dependent on the scope of work needed at each loca on. The work may also include the construc on of retaining walls to address excess crossfall. The consequence of not approving the project will be that transit patrons will not be provided with an accessible transit system (over me). The City receives specific requests from disabled persons and CMBC each year.

158

The project supports the following objec ves of the Corporate Strategic Plan: • Create a sustainable community • Support and plan for a connected happy community • Develop a strong lobby for transit improvements • Promote customer accessibility in business areas CMBC has previously provided cost sharing (of 50% of the project cost), subject to an annual applica on/ approval process.

City of Port Coquitlam

ENGINEERING & OPERATIONS

2015-2019 Capital Program Reference # C-R13 Project: Retaining Wall Repair at 1915 Pitt River Road

Capital Costs

2015

2016

2017

2018

2019

Total

$20,000

20,000

$20,000

Funding Sources: Roads & Drainage Infrastructure Reserve Total

Project Description & Estimated Benefits In early 2014, a resident reported that a bulge was forming in a por on of the retaining wall in front of 1915 Pi River Road. To repair the retaining wall, a por on of the exis ng curb and gu er, sidewalk, and pedestrian handrail will have to be removed, and the lock-block concrete retaining wall disassembled and re-constructed. This project will provide the following benefits:

The consequence of not approving the project may result in the collapse/par al collapse of the exis ng retailing wall, which could poten ally harm pedestrians and/or motorists in the vicinity. As well as maintaining the City’s infrastructure, this repair is an integral component of the City’s Strategic Plan for a Sustainable Future.

• Repair exis ng infrastructure • Ensure public safety is maintained

2015-2019 Financial Plan

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ENGINEERING & OPERATIONS

2015-2019 Capital Program

Reference # C-R15 Project: 3400 Block St Anne Street - Ditch Infill & Road Widening

Capital Costs

2015

2016

2017

2018

2019

Total

$560,000

560,000

$560,000

$600

Funding Sources: Roads & Drainage Infrastructure Reserve Total Addi onal Opera ng Cost

Project Description & Estimated Benefits The 3400-block of St Anne Street is a two-lane, paved road with narrow gravel shoulders and open ditches. Although it is classified as a local road, it has significant vehicular and pedestrian traﬃc due to the circula on required for the nearby Kwayhquitlum Middle School. The City has received a number of requests over the past few years to improve public safety, specifically by enclosing the ditches, and construc ng a sidewalk. The project will include road widening to an 11-metre width complete with two minimum travel lanes, two parking lanes, curb and gu er, sidewalk, improved street ligh ng, and drainage as well as construc on of a storm sewer on Dorset Avenue from St Anne Street to Oxford Street. The City’s water and sanitary sewer systems do not need to be upgraded at this me. The hydro, telephone and cable services are provided from overhead wiring (approx. cost es mate to underground these services is $110,000).

160

The project will provide the following benefits: • Addi onal capacity at Prairie Avenue. • A 2.5-metre width for on-street parking on the east side. • A 3.5-metre width for vehicle travel in each direc on. • A refuge area for pedestrians on the west side. • Addi onal width for cyclists. Residents, teachers, and parents of children a ending Kwayhquitlum Middle School will con nue to make requests to the City for road safety improvements. This project meets the objec ves of the City’s Strategic Plan for a Sustainable Future, and Community Wellbeing.

City of Port Coquitlam

ENGINEERING & OPERATIONS

2015-2019 Capital Program

Reference # C-R20 Project: Burns Road Repaving & Water Main Upgrade (non-bare minimum) 2015

2016

2017

2018

2019

Total

$1,210,000

Roads & Drainage Infrastructure Reserve

650,000

Water Infrastructure Reserve

560,000

$1,210,000

Capital Costs Funding Sources:

Total

Project Description & Estimated Benefits Burns Road is a two-lane rural road with gravel shoulders and adjacent ditches. To the south, the Fremont Connector, a future intermunicipal arterial road that was recently constructed through the Dominion Triangle, has increased traffic volumes on Burns Road. As a consequence, the road surface on Burns Road is failing and needs to be repaved to repair potholes and large sec ons of pavement heaving, which cannot be repaired economically through maintenance. A review of projected traffic volumes and road network capacity indicates that Burns Road may not need to be expanded to 4 lanes for approximately 5 to 10 years. The exis ng Burns Road water main is significantly undersized (75 mm (3”) diameter) and does not have sufficient capacity to meet the City’s minimum water supply requirements for fire suppression purposes. In 2012 the City retained Kerr Wood Leidal Ltd (KWL) to inves gate persistent lower-than-average water quality readings in the City’s water supply and distribu on systems in several neighbourhoods. KWL’s December 7, 2012 Water Quality Report recommended that the City consider increasing the size of water distribu on mains in the northeast part of the City to improve the flow and quality of water. This project includes repaving the roadway from Prairie Avenue south to 2475 Burns Road (a point 110 metres north of Dominion Avenue) and includes minor widening to provide addi onal space for pedestrians.

2015-2019 Financial Plan

The project does not include expansion into the exis ng watercourses, as this would require extensive habitat compensa on. The 110-metre sec on of Burns Road north of Dominion Avenue would be repaved as part of the Burns Road culvert replacement project (C-R19). The water main will also be upgraded from 75 mm (3”) diameter to 300 mm (12”) diameter to improve water quality, and provide adequate water supply for fire suppression purposes. The rehabilita on of the road pavement is intended to meet the needs of the transporta on network un l such me as the East of Fremont Route (C-R21) is necessary. The consequence of not approving this project will be ongoing excessive maintenance costs and below standard usability for cyclists, automobiles, and commercial goods movement. The project supports the following objec ves of the Corporate Strategic Plan: • Maintain the City’s infrastructure • Create a sustainable community • Support and plan for a connected happy community • Facilitate goods movement within and through the community

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ENGINEERING & OPERATIONS

2015-2019 Capital Program Reference # C-R23 Project: Taylor Street - Connaught to Langan - Road Paving

Capital Costs

2015

2016

2017

2018

2019

Total

$80,000

80,000

$80,000

Funding Sources: Roads & Drainage Infrastructure Reserve Total

Project Description & Estimated Benefits Rehabilita ng road pavements is most cost eﬀec ve when undertaken when the pavement condi on is rated fair to poor (condi on index 3 to 4 on a scale of 1 = new to 5 = failed pavement). By planning and scheduling the work to op mize the City’s investments, the City can maintain higher service levels for a longer period of me, and lower the City’s long-term opera ng and replacement costs. Undertaking the required works in a planned fashion minimizes the disrup on to the neighbourhood residents and businesses, and to motorists and pedestrians. Detailed Scope of Work Taylor Street is a collector street with the pavement condi on between Connaught Avenue and Langan Avenue to the south, being rated as fair to poor, and is scheduled for road structure rehabilita on in 2015. The storm and sanitary sewers are in good condi on, and the domes c and high pressure water mains were replaced in 2014. The sec ons of Taylor Street between Connaught Avenue and Cameron Avenue and between Morgan

162

Avenue and Langan Avenue are curbed with a sidewalk on the east side, and ornamental street ligh ng. The sec on of Taylor Street between Cameron Avenue and Morgan Avenue adjacent to Thompson Park consists of two travel lanes, gravel shoulders, and no sidewalks nor street ligh ng. Upgrading this sec on of Taylor Street is es mated to cost $380,000 and would have a significant impact on parking and on the boulevard as the large trees, which line the street, would likely be removed. The hydro, telephone and cable services are located underground. The project is based on full depth milling and repaving of the en re street with spot road base repairs as needed, and replacing and extending a short sec on of curbing between Connaught Avenue and Cameron Avenue. No other work is planned as part of this project. The rehabilita on of the exis ng road pavement infrastructure is an integral component of the City’s Strategic Plan for a Sustainable Future, and maintaining Infrastructure.

City of Port Coquitlam

ENGINEERING & OPERATIONS

2015-2019 Capital Program

Reference # C-R25 Project: Eastern Drive - Elinor to Klassen - Road Paving (non-bare minimum)

Capital Costs

2015

2016

2017

2018

2019

Total

$150,000

150,000

$150,000

Funding Sources: Roads & Drainage Infrastructure Reserve Total

Project Description & Estimated Benefits Rehabilita ng road pavements is most cost eﬀec ve when undertaken when the pavement condi on is rated fair to poor (condi on index 3 to 4 on a scale of 1 = new to 5 = failed pavement). By planning and scheduling the work to op mize the City’s investments, the City can maintain higher service levels for a longer period of me, and lower the City’s long-term opera ng and replacement costs. Undertaking the required works in a planned fashion minimizes the disrup on to the neighbourhood residents and businesses, and to motorists and pedestrians. Detailed Scope of Work Eastern Drive is a collector street with the pavement condi on between Elinor Crescent and Klassen Court being rated as fair, and is scheduled for road surface rehabilita on in 2015. The underground u li es are in good condi on, and this sec on of Eastern Drive has ornamental street ligh ng and is curbed with a con nuous sidewalk on the south side, which is in good condi on.

2015-2019 Financial Plan

A sidewalk also exists along the north side except in front of one property at the east end of the project limits (there is no north-side sidewalk extending further east). Extending this sidewalk across the one property is not included in this project as this sec on of sidewalk has a lower priority than other sidewalk loca ons, and it can be installed more economically as part of a future sidewalk project to extend it to Western Drive. The Hydro service is located underground, and telephone and cable services are also located underground except at the one property at the east end of the project limits. No other work is planned as part of this project. The rehabilita on of the exis ng road pavement infrastructure is an integral component of the City’s Strategic Plan for a Sustainable Future, and maintaining Infrastructure.

163

ENGINEERING & OPERATIONS

2015-2019 Capital Program Reference # C-R27 Project: Nicola Avenue Road Extension 2015

2016

2017

2018

2019

Total

$540,000

344,800

Roads & Drainage Infrastructure Reserve

82,800

Water Infrastructure Reserve

58,600

Sewer Infrastructure Reserve

53,800

$540,000

$1,500

Capital Costs Funding Sources: Highway DCC

Total Addi onal Opera ng Cost

Project Description & Estimated Benefits Nicola Avenue is a municipal collector road, which has been constructed at the east and west ends to provide access to adjacent commercial proper es. However, the centre sec on of this street has not been constructed, and this has created ongoing traﬃc conges on. This project will complete the center sec on of Nicola Avenue to collector standards to improve traﬃc circula on within the Dominion Triangle. The project budget includes installa on of the City’s water, sanitary, and drainage u li es; while other possible project

164

costs such as right-of-way acquisi on, environmental compensa on, and third-party u lity costs, would be in addi on. The project supports the following objec ves of the Corporate Strategic Plan: • Create a sustainable community • Support and plan for a connected happy community • Facilitate goods movement within and through the community

City of Port Coquitlam

ENGINEERING & OPERATIONS

2015-2019 Capital Program Reference # C-R34 Project: Pre-Design Engineering

Capital Costs

2015

2016

2017

2018

2019

Total

$50,000

50,000

$50,000

Funding Sources: Roads & Drainage Infrastructure Reserve Funding Total

Project Description & Estimated Benefits The City has recently hired a Project Engineer and Engineering Technologist to create an internal design division. As the City has decided to take a â&#x20AC;&#x153; meoutâ&#x20AC;? from Capital in 2015 to develop the long-range infrastructure plan, the design team will begin work on projects scheduled for 2016 and further, once iden fied by the Infrastructure Advisory Group.

2015-2019 Financial Plan

Since these projects will not have specific funding available in 2015, this funding is to allow for work to be done in 2015 to assist in this future design work, such as geotechnical inves ga ve work, or electrical design.

165

ENGINEERING & OPERATIONS

2015-2019 Capital Program Reference # C-R35 Project: Bear-Proof Waste Carts

Capital Costs

2015

2016

2017

2018

2019

Total

$638,000

638,000

$638,000

Funding Sources: Cart Reserve Total

Project Description & Estimated Benefits Council has approved a proac ve plan to keep the community safe from bears. The plan includes the manufacture of a new waste cart lock, designed by city staďŹ&#x20AC; and cer fied by the BC Conserva on Founda on. The lock will be distributed this spring to all homes that receive City waste services in areas of high bear ac vity at no cost. Households that have already purchased cart locks will be reimbursed on their 2015 tax bill. The new lock project is expected to make Port Coquitlam neighbourhoods less a rac ve to hungry bears by

166

preven ng them from ge ng an easy meal from garbage and green waste carts. The Cityâ&#x20AC;&#x2122;s waste cart reserve fund is paying for the development, manufacturing and distribu on of the locks, and to reimburse residents who had previously purchased cart locks. On July 14, 2014 FIG, Council approved the inclusion of the Bear-Proof Waste Carts in the Financial Plan.

City of Port Coquitlam

CORPORATE SUPPORT

2015-2019 Capital Program Reference # C-T01 Project: Server Replacement

Capital Costs

2015

2016

2017

2018

2019

Total

$30,000

30,000

$30,000

Funding Sources: Informa on Systems Reserve Total

Project Description & Estimated Benefits This program provides for the replacement of the Cityâ&#x20AC;&#x2122;s computer server assets. The typical life expectancy for a computer server is 3 years in a primary role, with the ability to redeploy to a secondary role for a further 2 years. The program plans for the replacement of approximately 2 computer servers per year.

Replacing the computer servers in a mely fashion will maintain server response me for users of the City computer network.

2015-2019 Financial Plan

167

CORPORATE SUPPORT

2015-2019 Capital Program Reference # C-T02 Project: Personal Computer Replacement

Capital Costs

2015

2016

2017

2018

2019

Total

$20,000

20,000

$20,000

Funding Sources: Informa on Systems Reserve Total

Project Description & Estimated Benefits This program provides for the replacement of the Cityâ&#x20AC;&#x2122;s personal computer assets. The typical life expectancy of a personal computer is 5 years for the majority of users. The program plans for the replacement of approximately 20% of the 300 Cityâ&#x20AC;&#x2122;s personal computers every year. Replacing the personal computers in a mely fashion will maintain computer response me for users.

168

Not replacing the personal computers in a mely fashion would result in poor computer response me, causing a loss of produc vity as computer users wait for their computers to respond to their requests. This program is in keeping with the Infrastructure Council priority.

City of Port Coquitlam

CORPORATE SUPPORT

2015-2019 Capital Program Reference # C-T03 Project: Storage Systems

Capital Costs

2015

2016

2017

2018

2019

Total

$20,000

20,000

$20,000

$4,000

Funding Sources: Informa on Systems Reserve Total Addi onal Opera ng Cost

Project Description & Estimated Benefits This program provides for the replacement and expansion of the Cityâ&#x20AC;&#x2122;s computer disk storage array. Some parts of the disk storage units are replaced each year. As well, the func onality and size of the disk drives are slowly being expanded. A be er Disaster Recovery site is being created as part of these upgrades, resul ng in a small increase in opera ng costs to maintain the storage system. Replacing and expanding the disk storage will maintain disk storage response me for users.

2015-2019 Financial Plan

With the implementa on of cloud solu ons, our disk storage requirements and costs have decreased. Not replacing or expanding the disk storage in a mely fashion would result in poor disk response me, causing a loss of produc vity as computer users wait for the disks to respond to their requests. As well, disk space would fill up, requiring the City to limit the storage of informa on on the Cityâ&#x20AC;&#x2122;s systems, or having to move informa on to slower storage components. This program is in keeping with the Infrastructure Council priority.

169

CORPORATE SUPPORT

2015-2019 Capital Program Reference # C-T04 Project: Network Switch Replacement

Capital Costs

2015

2016

2017

2018

2019

Total

$30,000

30,000

$30,000

Funding Sources: Informa on Systems Reserve Total

Project Description & Estimated Benefits This program provides for the replacement of the Cityâ&#x20AC;&#x2122;s computer network switches. As well, network switches are added as the computer network expands. The typical life expectancy of network switches is 7 years. Replacing and adding network switches in a mely fashion will maintain server response me for users of the City computer network.

170

Not replacing the computer servers in a mely fashion would result in poor server response me, causing a loss of produc vity as computer users wait for the computer servers to respond to their requests. As well, there is the risk of not having enough switches and not being able to connect addi onal hardware or wireless devices when needed. This program is in keeping with the Infrastructure Council priority.

City of Port Coquitlam

CORPORATE SUPPORT

2015-2019 Capital Program Reference # C-T05 Project: Software Replacement 2015

2016

2017

2018

2019

Total

$30,000

30,000

Total

$30,000

Addi onal Opera ng Cost

$12,000

Capital Costs Funding Sources: Informa on Systems Reserve

Project Description & Estimated Benefits This program provides for the replacement of the City’s computer so ware.

Opera ng costs will increase due to increased user fee costs from Microso for current and upgraded so ware.

For 2015, the program includes:

Benefit of so ware replacement:

• Upgrading the Microso Server version to 2012: $30,000 • Upgrading the SQL database to 2012: $30,000 • Upgrading the City website so ware: $20,000 • Purchasing computer monitoring so ware: $16,000

2015-2019 Financial Plan

Not upgrading our so ware could result in so ware compa bility issues as the City’s so ware versions get too far behind the industry norms. This program is in keeping with the Infrastructure Council priority.

171

CORPORATE SUPPORT

2015-2019 Capital Program Reference # C-T06 Project: VOIP Telephone Replacement

Capital Costs

2015

2016

2017

2018

2019

Total

$3,000

3,000

$3,000

Funding Sources: Informa on Systems Reserve Total

Project Description & Estimated Benefits This program provides for the replacement of the Voice Over Internet Protocol telephones and support servers. There is also an allowance for replacing telephone handsets. The typical life expectancy of the telephones is 5 years. Telephones are s ll a primary method of communica on and require replacement upon failure.

172

We are entering our 6th year with VOIP telephones, so we an cipate more handsets will need replacement. If we fail to replace broken telephones there will be obvious communica on problems. This program is in keeping with the Infrastructure Council priority.

City of Port Coquitlam

CORPORATE SUPPORT

2015-2019 Capital Program Reference # C-T07 Project: MyCity Services

Capital Costs

2015

2016

2017

2018

2019

Total

$30,000

30,000

$30,000

$6,000

Funding Sources: Informa on Systems Reserve Total Addi onal Opera ng Cost

Project Description & Estimated Benefits This project provides for the enhancement of the MyCity web and mobile services, by adding mobile inspec ons, development permits and other applica ons to the City website and mobile devices.

These types of web and mobile services are being oďŹ&#x20AC;ered by our neighbouring municipali es and we need to provide our residents with similar op ons and services.

This project is a con nued incremental redeployment of electronic and mobile compu ng to allow for the public to have improved access to City services. As well, this project allows staďŹ&#x20AC; to make use of mobile devices when working with the property systems from Tempest.

This is in keeping with the Enhanced Customer Service priority.

2015-2019 Financial Plan

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CORPORATE SUPPORT

2015-2019 Capital Program Reference # C-T08 Project: Postage Meter

Capital Costs

2015

2016

2017

2018

2019

Total

$10,000

10,000

$10,000

Funding Sources: Informa on Systems Reserve Total

Project Description & Estimated Benefits The postage meter is 10 years old and requiring more maintenance and service resul ng in down me and delays in mail delivery.

This purchase meets the objec ves of the Cityâ&#x20AC;&#x2122;s Strategic Plan for Strategic Service Delivery.

An analysis will be undertaken to determine future needs and procurement op ons, including purchase vs. lease.

174

City of Port Coquitlam

ENGINEERING & OPERATIONS

2015-2019 Capital Program Reference # C-W03 Project: PRV SCADA Equipment

Capital Costs

2015

2016

2017

2018

2019

Total

$40,000

40,000

$40,000

Funding Sources: Water Infrastructure Reserve Total

Project Description & Estimated Benefits In 2012 the City retained Kerr Wood Leidal Ltd (KWL) to inves gate persistent lower-than-average water quality readings in the City’s water supply and distribu on system in several neighbourhoods. KWL’s December 7, 2012 Water Quality Report recommended that the City adjust the se ngs and monitor the volume of water passing through five of the City’s 20 Pressure Reducing Valve (PRV) sta ons, to balance the flow of water across the City’s water distribu on network. Balancing the flow of water through the water distribu on network will improve the quality of the water by reducing the amount of me that water remains in the distribu on pipes before being consumed by the City’s residents and businesses.

2015-2019 Financial Plan

The 5 PRV loca ons iden fied in the KWL report are: Broadway/Mary Hill, Lions Way, Westwood, Kitchener, and Davies. Capital funding for a Supervisory Control and Data Acquisi on (SCADA) monitoring system for the Lions Way and Westwood PRVs would complete the installa on of a SCADA monitoring system at the five recommended PRV loca ons in 2015. This budget item is for the purchase and installa on of SCADA equipment at two of the City’s PRV sta ons to improve the quality of City supplied potable water. This purchase meets the objec ves of the City’s Strategic Plan for Community Well-being, and Strategic Service Delivery.

175

ENGINEERING & OPERATIONS

2015-2019 Capital Program Reference # C-W04 Project: Fire Hydrant on Mary Hill Bypass

Capital Costs

2015

2016

2017

2018

2019

Total

$10,000

10,000

$10,000

$300

Funding Sources: Water Infrastructure Reserve Funding Total Addi onal Opera ng Cost

Project Description & Estimated Benefits Over the past number of years there have been several urban interface fire-related incidents on or adjacent to the sec on of the Mary Hill Bypass between Pi River Road and Shaughnessy Street. This sec on of roadway has no fire hydrants, consequently, the water needed to deal with a fire-related incident is limited.

Without ready access to a fire hydrant at this loca on, increases the risk of possible loss of containment of an urban interface fire or hazardous material fire along the Mary Hill Bypass, which could result in a fire spreading to adjacent residen al neighbourhoods, and poten al property damage.

This project provides for the installa on of a fire hydrant near the Mary Hill Bypass pedestrian overpass to provide ready access to the water needed to mi gate and manage the risk of an urban interface fire or hazardous material fire along the Mary Hill Bypass.

This program meets the objec ves of the Cityâ&#x20AC;&#x2122;s Strategic Plan for a Sustainable Future and Community Well-being.

176

City of Port Coquitlam

ENGINEERING & OPERATIONS

2015-2019 Capital Program Reference # C-W05 Project: Water Meter Replacement Program

Capital Costs

2015

2016

2017

2018

2019

Total

$200,000

200,000

$200,000

Funding Sources: Water Infrastructure Reserve Total

Project Description & Estimated Benefits The City of Port Coquitlam u lizes water meters for its ins tu onal, commercial, and industrial customers (ICI) to determine the actual amount of water used by each customer. The purpose of metering these customers, as opposed to residen al customers, is that water consump on can vary quite substan ally in these sectors, and therefore a flat rate system is not considered fair and equitable. Over me as water meters age, they typically under-report water consump on rather than over-report consump on. The City currently has 544 meters in inventory, including 66 large meters (greater than 2”) and 478 small meters

2015-2019 Financial Plan

(2” and smaller). This program will replace the City’s aging, small water meters for its ICI customers. This will ensure that the cost for treated water is being distributed fairly and equitably between the City’s metered and un-metered customers. The consequence of not replacing these water meters is inequitable distribu on of treated water costs. This program meets the objec ves of the City’s Strategic Plan for a Sustainable Future, Economic Strength, and Community Well-being.

177

FIRE & EMERGENCY SERVICES

2015-2019 Capital Program Reference # D-F01 Project: Fire Hall #2 Renovation (additional)

Capital Costs

2015

2016

2017

2018

2019

Total

$70,000

70,000

$70,000

Funding Sources: Prior Year Surplus Funding Total

Project Description & Estimated Benefits This is a request to increase the previously approved budget for the Fire Hall #2 Renova on and Addi on project by $70,000. The original budget for the Fire Hall #2 project approved by Council amounted to $376,725 which was based on detailed cos ng provided by the building construc on professionals (Armstrong Moore & Associates) and reviewed by staﬀ. In addi on to the original proposed budget submission, a 15% con ngency of $51,975 was not approved; with Council direc ng staﬀ to come back if this was ul mately needed. A breakdown of the original budget, adjustment amounts and the new proposed budget request is presented below, as follows: Original

Adjustment

Proposal

Design & Permits

$55,200

($12,000)

$43,200

Renova on of Living Quarters Renova on of Living Quarters

$156,500

$35,500

$192,000 (Contractor)

Building Addi on

$165,000

$5,000

$170,000 (Contractor)

Sprinkler Upgrade

$41,500

$41,500 (Contractor $26,500; City $15,000)

Total:

$376,700

$70,000

$446,700

At the me of the original renova on request, sprinklers were not included in the cost es mate. Given the overall cost and scope of the project (renova on plus expansion) it has now been determined that sprinklers are required. Through a compe ve tender process for the project, the City received 9 bids ranging from $388,500 to $520,200. The lowest bidder is qualified to perform the work and staﬀ are in the process of exploring further cost savings with the bidder. At the me of submi ng the DP, this informa on was not available.

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City of Port Coquitlam

FINANCE

2015-2019 Capital Program Reference # D-FN01 Project: Purchasing Offices

Capital Costs

2015

2016

2017

2018

2019

Total

$30,000

30,000

$30,000

Funding Sources: Prior Year Surplus Funding Total

Project Description & Estimated Benefits As iden fied in the Con nuous Improvement Assessment of Purchasing, purchasing staff would benefit from situa ng their offices closer together. At this me, three staff work from offices in the Opera ons Centre admin area, while one staff member works typically alone in Store, in behind the Opera ons Centre. In keeping with produc vity and teamwork best prac ces, the Review Team suggested that the Division may wish to relocate all of its offices to Stores.

2015-2019 Financial Plan

By situa ng the four purchasing staﬀ together, the manager will be able to eﬀec vely oversee all purchasing func ons, improve team communica on and provide enhanced service to Stores customers by providing be er coverage. Council’s priori es for 2015: Organiza onal Development City of Port Coquitlam Corporate Strategic Plan: Strategic Service Delivery

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PARKS & RECREATION

2015-2019 Capital Program Reference # D-P01 Project: Community Recreation Complex: Project Planning & Design

Capital Costs

2015

2016

2017

2018

2019

Total

$1,500,000

1,500,000

$1,500,000

Funding Sources: Prior Year Surplus Funding Total

Project Description & Estimated Benefits In 2014, the City completed an update of its facility maintenance life cycle asset management program. Based on that analysis, and the annuliza on of the current five year program it was determined an addi onal alloca on of $180,000 was required to meet the ongoing funding (project) shor all. This funding did not include major building components at the Port Coquitlam Recrea on Complex for roof replacement and arena floor slab system (these two projects have been funded separately). Subsequently, as part of the 2014 budget process Council approved the $180,000 program shor all to the Building Maintenance Reserve to be reviewed in 2015 to determine, if the funding should be con nued in future years. Therefore, as per the City’s 2014 life cycle program, a wide range and scope of projects were included in the building maintenance program. The status of each of these projects is outlined on the next page. As you can see, the vast majority of these projects have been completed within an approximate nine-month period and an cipated all within a twelve-month me frame .

180

The need for a similar and con nued funding level in the Building Maintenance Reserve has not changed and is required to maintain the ongoing mechanical and structural integrity of all City facili es. Therefore, in the 2015 and beyond capital submissions, con nua on of this funding is s ll required to fill the gap in our infrastructure five-year plan. If not funded, infrastructure components have the risk of failure due to being at or beyond their expected life expectancy. Projects iden fied for 2015, and not completed would have to be shi ed into future years, adding to the compounding “reserve funding stress”. Relates to Corporate Strategic Plan Direc on: Sustainable Future and aligns to Council’s priority of maintaining the City’s infrastructure

See next page for Building Project Maintenance Schedule

City of Port Coquitlam

2015-2019 Capital Program

PARKS & RECREATION

Reference # D-P01 (cont.) Project: Community Recreation Complex: Project Planning & Design (cont.)

Continued from previous page 2014 Building Maintenance Project Status City Hall • Replaced emergency ligh ng - completed • Replaced emergency fire panel - completed • Replaced HVAC unit - completed

Fire Hall #2 • Install double check valve on plumbing $1,500 • Install seismic gas valve on service $1,500 • Install fire rated shu er between truck bay and living quarters $10,000

Hyde Creek Recrea on Centre • Replaced hot tub filter - completed • Replace pool pump - in progress (Dec 2014)

Gates Park Bird Fieldhouse • Install backflow preventer on main plumbing supply $1,500 • Install seismic isola on valve on main gas supply $1,000 • Install seismic isola on valve on main gas supply $1,000; Install back flow preventer on main plumbing supply $1,000 • Install steel roll shu er on the concession $1,200

The Gathering Place • Refurbished balconies - completed • Repair mechincal room fire caulking and drywall to plug penetra ons - completed Opera ons Centre • Replaced hot water tanks - completed • Repair roof - in progress and weather dependant (Dec 2014) • Replace two water heaters - in progress (Dec 2014) • Renovate corridor to the external conference room - In progress (Dec 2014) Se lers Park • Replace roofs on picnic shelter/washroom building - In progress and weather dependant (Dec 2014)

Hyde Creek • Upgrade electrical panels $15,000 • Youth Centre window shu er replacement $12,000 • Install seismic isola on valve on main gas supply $1,500 • Expand DDC controls $10,000 Leigh Square • Mechanical engineering review to improve building temperature control issues (recommission) $10,000 McLean Park • Replace four windows on washroom building $5,000

Fire Hall #2 • Replace main electrical panel and install exit signage Opera ons Centre • Replace vinyl le areas $30,000 include din tender with Firehall renova on (Feb 2015) • Install camera at gate and access control expansion • Repair exterior stucco caulking - in progress and weather $25,000 dependant (Dec 2014) Terry Fox Library (delayed pending Council’s decision on the Port Coquitlam Recrea on Complex) • Cover exposed wood in air plenum with gypsum (code) • Replace hot water tank 2015 Building Maintenance Project Schedule Castle Park • Replace two washroom heaters $1,500 City Hall • Washroom renova ons (2 per year) $15,000 • Replace carpet and resilient flooring on third floor common, lunch room and administra on area $30,000

2015-2019 Financial Plan

Sun Valley Pool • Replace toilets/sinks $4,000 Se lers Park • Complete clean and repaint, reseal and flashings in shelter $2,300 NOTE: Life cycle projects iden fied for the Port Coquitlam Recrea on Complex and the Terry Fox Library that will not jeopardize the infrastructure or opera ons have been temporarily placed on hold un l a decision has been made on the future expansion of these facili es. Relates to Strategic Plan Direc on: Sustainable Future

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PARKS & RECREATION

2015-2019 Capital Program Reference # D-P02 Project: May Day Float

Capital Costs

2015

2016

2017

2018

2019

Total

$55,000

55,000

$55,000

Funding Sources: Prior Year Surplus Funding Total

Project Description & Estimated Benefits The City has planned and celebrated May Day during the first week of May since 1923. The Rotary May Day Parade has over 100 entries and thousands of spectators enjoy this popular community event. Port Coquitlam’s current float entry for the parade is a flat bed trailer, decorated in May Day themed décor and props. The float is rented and decorated by a Lower Mainland company at a cost of approximately $6,000 annually. In addi on , each me the float is u lized to visit another community parade (as it was in 2014), the float has to be rented and decorated at an addi onal cost of $2,700. If the City purchased its own float, the City would be able to par cipate in other parades around the Lower Mainland to promote the City, its events and services. The float could also have an unique design representa ve of Port Coquitlam’s heritage, spirit and community versus its current limited decor provided through the rental company. It is also an cipated that if the City sent its float to other community parades, these ci es would most likely reciprocate and enhance our parade. The capital cost of purchasing a traveling parade float with an electric chassis, trailer bed, generator and sound system, including design and construc on costs, has been es mated at $80,000. A er approximately 3 years, the decor would have to be updated at an es mated cost of $5,000.

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In support of this ini a ve and in keeping with the development of community spirit, the balance of funds remaining from the Centennial celebra on in 2013 could be directed to support this project. A number of legacy projects were carried over into 2014 for final comple on. It is es mated that there will be approximately $25,000 available in this account to support this new ini a ve. Assuming Council supports the expenditure of these remaining funds then the request for funding would be limited to $55,000 of new one- me funding. The staﬀ recommenda on is that the $6,000 that would be saved annually from not ren ng a float could instead be used to upgrade the design of the new float, every three years, and to fund the opera on of the float to take it to other communi es. Alterna vely, Council could reduce the Department’s budget to oﬀset the cost of the float over a nine-year pay-back period, but this op on could limit the availability of the float going to other parades. Relates to Corporate Strategic Plan direc on: Community Well-being.

City of Port Coquitlam

PARKS & RECREATION

2015-2019 Capital Program Reference # D-P03 Project: City Hall Decorative Lighting

Capital Costs

2015

2016

2017

2018

2019

Total

$75,000

75,000

$75,000

Funding Sources: Prior Year Surplus Funding Total

Project Description & Estimated Benefits A proposed enhanced exterior ligh ng at City Hall that would provide year-round decora ve ligh ng and colourchanging flexibility for special events.

2015-2019 Financial Plan

Parliamentary-style ligh ng that traces the architectural lines of the building - u lizing programmable colourchanging LED outline ligh ng at a cost of approximately $75.00 per lineal foot installed at an es mated 1,000 lineal feet = $75,000.00.

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POLICING

2015-2019 Capital Program Reference # D-R01 Project: Public Safety Building - UPS Replacement

Capital Costs

2015

2016

2017

2018

2019

Total

$40,900

40,900

$55,000

$40,900

Funding Sources: Public Safety Building Reserve Funding Total

Project Description & Estimated Benefits The RCMP building has a UPS system that works in conjunc on with a back-up generator, which allows the building opera ons to con nue during power outages. The 18-year-old UPS system, which provides essen al uninterrupted power to our 911/dispatch center, computer server room, cell block and security system, has surpassed its lifespan expectancy and replacement parts are no longer available. Our departmentâ&#x20AC;&#x2122;s priority is the safekeeping of the communi es we serve and the RCMP members. Therefore the seamless opera on of cri cal electronic equipment, especially within the 911/dispatch center and computer server room, is essen al to provide this protec on. UPS equipment generally has a life expectancy of 10 to 15 years, so we are currently in a posi on where essen al equipment could fail in a power outage, which would jeopardize policing services.

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Cost breakdown: UPS System equipment Installa on costs Subtotal Con ngency (30%) Subtotal Tax (7% PST) Total

$82,000 8,000 $90,000 27,000 $117,000 8,200 $125,200

Port Coquitlam Cost Share* (32.66%): $40,900 Coquitlam Cost Share* (67.34%): $84,300 *2014 â&#x20AC;&#x201C; 2nd trimester cost share calcula on

City of Port Coquitlam

CORPORATE SUPPORT

2015-2019 Capital Program Reference # D-T02 Project: Mobile Application

Capital Costs

2015

2016

2017

2018

2019

Total

$15,000

15,000

$15,000

Funding Sources: Informa on Systems Reserve Funding Total

Project Description & Estimated Benefits Benefit of approval of project:

Consequence of rejec on of project:

This is for the City to look at having a mobile applica on specific to Port Coquitlam services. The concept involves a “One PoCo” app for phones and tablets that brings a variety of City services and announcements together in one single program that residents can download and use. We will look at integra ng the PoCo Waste-Line app as well as new services into this solu on. We an cipate researching poten al solu ons in mid-2015. Based on our results we will either move ahead with this or seek a so ware partner to stage the various services. Currently there are apps for our garbage collec on (PoCo Waste-Line), and web streaming (Granicus), with new ones coming for recrea on and Tempest. Ul mately the “One PoCo” app might be more like a mobile portal for residents and businesses.

Many other Ci es are looking at this same sort of “app” as is not workable to have each City service running its own app. Due to the rapid adop on of mobile devices and the desires of residents to use these devices, the City needs to begin looking at how we can use the “app” pla orm for communica ng services to residents.

2015-2019 Financial Plan

How this project fits into Council’s priori es for 2015 and the City of Port Coquitlam Corporate Strategic Plan: This supports Council’s vision for improved customer service and engagement.

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City of Port Coquitlam

Appendices 2015-2019 FINANCIAL PLAN

www.portcoquitlam.ca/budget

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MISSING INFO

Appendix A – Business Planning and Budget Guidelines 1. Tax adjustment for General Purposes 2015 - staﬀ will bring forward 2015 base budgets based on 2014 service levels.

6. Iden fy poten al ways to increase revenue from new and exis ng sources (i.e., be crea ve) and ar culate how you intend to further explore these op ons.

2. Tax increase for Long-term Replacement Infrastructure 2015 – 1.0%.

7. Two key areas or processes will undergo a Con nuous Improvement Assessment (CIA) in 2015.

3. The 2015 Base Budget will be prepared using a 1.79% infla on rate for goods and contracted services.

8. Decision packages must include a ra onale to support requests for new programs/projects/staﬀ.

4. Council-iden fied priori es are to be incorporated into business plans. Divisions must iden fy how their work is contribu ng to progress in the priority areas and how budgets and/or work plans have been adjusted to focus on priority areas. Council’s stated priority areas for 2015 are:

9. U lity charges (water, sewer, solid waste) will be reviewed annually with a view towards using rate stabiliza on prac ces to smooth out large fluctua ons in Metro’s rates. The Metro u lity rates will be finalized in late October.

· Infrastructure, · Organiza onal development, · Recrea on centre expansion/old works yard site development. 5. Reduc on Exercises require iden fica on of what changes to service levels would result if you had to reduce your net budget by 1%, 2% and 3% scenarios. As much as possible, the iden fied reduc on(s) should be comprised of items that: · Represent full services (rather than a group of unsubstan al item). · Do not conflict with organiza onal priori es. · Have not been rejected in previous years.

10.Tax increases for 2015-2019 will be the same as stated in the 2014-2018 business planning and budget guidelines, but will be revisited prior to adop ng the financial plan early in 2015. 11.Budgets must include opera ng and capital components for a five-year period. 12.A public consulta on plan will be developed and implemented. 13.Vacant posi on review and management – all full- me posi ons that become vacant are subject to a detailed review by CMT subcommi ee, prior to being posted. 14.Progress in rela on to each division’s business plan is will be presented to Council in June, 2015.

Note: Due to the poten ally sensi ve nature of this exercise, please complete and sharing this informa on discretely. Reduc on exercises will be reviewed in closed mee ngs, unless otherwise appropriate.

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City of Port Coquitlam

Appendix B – Financial Plan Development and Timetable Legislative Requirements The Community Charter of Bri sh Columbia requires that the City prepare a five-year Financial Plan. This provincial legisla on requires that the City undertake a public consulta on process prior to adop ng or amending the Financial Plan. The Financial Plan and any necessary revisions thereto must be authorized by bylaw.

Annual City Process The Financial Plan content and direc on is guided by the City’s Corporate Strategic Plan (Appendix D). Addi onal direc on is provided by the development of Business Planning and Budget Guidelines (Appendix A). These guidelines iden fy specific service area priori es and parameters for taxa on and levy increases for the five-year financial cycle. The Corporate Strategic Plan is commonly reviewed and updated each spring by Council and the annual Financial Plan Guidelines are established between June and July each year. Prior to approval of the Business Planning and Budget Guidelines, the Finance & Intergovernmental Commi ee holds a public consulta on session to iden fy issues and desires from the public rela ve to the upcoming financial planning cycle. As a result of this consulta on, the Commi ee may modify the proposed guidelines or provide addi onal direc on to staff for the prepara on of the Financial Plan. Between November and December, in the year prior to the first year of the Plan, City staff complete a staff proposed Financial Plan for presenta on to Council. Council subsequently considers the staff plan, amends it as required, and adopts the modified plan, by bylaw, early in the first year of the Plan. Once approved, the tax rate bylaw is prepared and is adopted by April or May in the first year of the Plan when tax assessed values for the year are finalized.

Public Consultation The public process for developing the 2015-2019 Financial Plan began in December, 2014, con nued throughout winter and early spring, and concluded in February. Consulta on was done through several methods: • Business plan presenta ons were made to both Council and the public. • Open delibera on sessions were held on proposed service level increases and capital proposals. • A Budget at a Glance brochure was mailed to every property in the City of Port Coquitlam.

2015-2019 Financial Plan

• A Budget Highlights booklet was available for distribu on at all city facili es. • An online budget survey was available, this was adver sed through social media and our city’s email newsle er. • Public input opportuni es at a both Finance and Intergovernmental Commi ee mee ngs and Council mee ngs. The online budget survey provides a forum for residents to offer their ideas on how the City can increase efficiencies, generate new revenues, and/or make effec ve changes to service delivery. Sugges ons or ideas that fell within the scope of what the City provides were reviewed and considered for the 2015 Budget Process. The results of this survey were presented to the Finance and Intergovernmental Commi ee in February.

Financial Plan Timetable May • Finance and Intergovernmental Commi ee approved guidelines (appendix A) and Council Priori es (page 8) December • Department business plans presented to Finance and Intergovernmental Commi ee • Open delibera on sessions held on proposed decision packages and capital plan January • Open delibera on sessions held on proposed opera ng and service level changes • Water and Sewer rates bylaws approved • Dra Financial Plan presented to public for comment through budget survey February • Results of public input presented to Finance and Intergovernmental Commi ee March • Council approved Financial Plan Bylaw April • Council approved Tax Rates Bylaw

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Appendix C – Financial Management Policy Purpose: To establish the framework for the overall fiscal management of the City to support the appropriate, legal and prudent use of municipal funds to the benefit of the City and its residents.

Policy: 1. Defini ons Base Budget – means those revenues and expenses necessary to maintain the same level of service as in the prior year adjusted: • For infla onary and growth impacts; • By dele ng non-recurring, or one- me, expenses and/or revenues; • By including the full year eﬀects of service changes approved in the prior year, but only in place for part of that year; and • By including the eﬀects of service/revenue changes already approved by the Finance and Intergovernmental Commi ee. Budget – A plan of financial opera on comprised of es mated expenditures for a given period and the proposed means of financing the expenditures. Financial Plan – Same meaning as Budget. Fund – a separate accoun ng en ty. Surplus – Annual Opera ng – the amount by which revenues exceeds expenditures in a calendar year. Surplus – Accumulated – the current balance of surplus funds retained by the City, which remain undesignated. 2. Accoun ng a. The City will follow Canadian generally accepted accoun ng principles as prescribed by the Public Sector Accoun ng Board (“PSAB”) of the Canadian Ins tute of Chartered Accountants. b. The City will have the following Funds to represent opera ng and capital ac vi es: • General Fund · Receives property tax revenues, user fees and other sources of revenue to operate Administra on, Corporate Services, Development Services, Engineering, Fire, Parks & Recrea on and Policing.

• Water U lity Fund · Receives water user fees for the distribu on of potable water throughout the community. Also provides reliable water sources for fire protec on. • Sewer U lity Fund · Receives sewer user fees from the community for the collec on and disposal of liquid waste. 3. Financial Plan General a. The City’s Financial Plan will support and be aligned with the City’s Corporate Strategic Plan. b. The Financial Plan will establish the level of services to be provided. Each Department of the City will con nue to periodically examine its methods for program delivery. Changes which would improve produc vity, lower costs, improve services, enhance job knowledge and employee safety and further communica on with the public will be implemented when prac cal. c. The Financial Plan must be balanced. This means that the total of the proposed expenditures and transfers to other funds must not exceed the total of the proposed funding sources (revenues plus transfers from reserves or surplus). d. The City will encourage public par cipa on in the Financial Plan development or amendment process. e. The City will invest in employees and provide resources to maximize their produc vity. f. The City will develop and pursue new and crea ve partnerships with government, community ins tu ons (churches, schools), and community groups, as well as, private and non-profit organiza ons to enhance service to the community. Calendar The Finance Division shall present a Financial Plan Calendar to the Finance and Intergovernmental Commi ee for approval at the start of the Financial Plan development process. Strategy The Finance and Intergovernmental Commi ee will, based on budget es mates, provide a guideline or parameters for development of the Financial Plan including an indica on of the desired service levels, Council priori es and property tax/u lity rate change that would be acceptable. Con nued on next page

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City of Port Coquitlam

Appendix C – Financial Management Policy 3. Financial Plan (cont) Development & Document Department Heads are responsible for: • Providing base budget es mates for the succeeding calendar year based on an cipated cost increase factors provided by Finance or as iden fied by the Department. • Providing Financial Plan informa on in the required format. • Providing informa on in accordance with the approved Financial Plan calendar. • Providing Decision Packages either enhancing or reducing the current level of service. Keeping in mind that: · All funding requests will be made through the budget process. · To the extent feasible, personnel cost reduc ons will be achieved through a ri on. The Finance Division is responsible for coordina ng all aspects of the Financial Plan process, analyzing department budget informa on, preparing nondepartmental revenue es mates, assembling the budget document and assis ng Departments Heads in iden fying budget problems and formula ng solu ons and alterna ves. Improvement Program a. The Finance Division will coordinate development of a five-year plan for capital improvements and update it annually. b. The City will make all capital improvements in accordance with the adopted Capital Improvement Program. c. Capital project proposals will include an es mate of the impact of the proposed works on the future opera ng budget. Once a proposal is approved, future-opera ng costs will be included in opera ng budget forecasts. d. The City will strive to maintain all its assets at a level adequate to protect the City’s capital investment and minimize future maintenance and replacement costs. e. Infrastructure (capital requirements) of the City are divided into the following asset categories: · Roadways & Drainage · Water Distribu on System · Sanitary Sewerage System · Civic Buildings (including Recrea on Centres) · Equipment including computers and informa on systems · Recrea on and Minor Buildings · Other

2015-2019 Financial Plan

f. The City has established annual alloca ons from general revenue (referred to as capital funding envelopes) to provide funding for capital works. Capital funding envelopes are established for all major infrastructure categories and for some subcategories. These funding envelopes are expected to fund all of the capital requirements (new and replacement) for each area except: · Bridges, overpasses and underpasses · Parks and Recrea on new facili es cos ng over $500,000 · Major renova on or new construc on of Civic Buildings. The annual capital funding envelope alloca on is either spent in the year (on respec ve capital projects) or is transferred to a reserve to be used in a future year for the same purpose. Since capital expenditures fluctuate from year to year, the use of funding envelopes is intended to smooth, or annualize, the cost of capital expenditures. Carry forward budgets Funding for approved one- me opera ng or capital projects will be carried forward to the following years Financial Plan under the following condi ons: • The project or purchase has been started, and • Only the net unspent amount will be automa cally carried forward. Unspent opera ng funds will not be carried forward without specific approval of the Chief Administra ve Oﬃcer. Monitoring Department Heads have primary responsibility for monitoring their department’s financial performance. The Finance Division will submit a quarterly Financial Report to the Finance and Intergovernmental Commi ee as soon as prac cable following June 30th, September 30th and December 31st providing at a minimum: • an analysis of budgeted versus actual/projected revenues and expenditures; • a review of capital works focusing on projects/ items budgeted to cost greater than $100,000 including an indica on of whether or not the project is proceeding according to schedule.

Con nued on next page

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Appendix C – Financial Management Policy 3. Financial Plan (cont) Changes Department Head Authority Departments Heads may move opera ng budget amounts from any line item to any other line item within their departmental opera ng budget provided: • That the bo om line (revenues minus expenditures) for their department is not adversely impacted, and • Budgets are not used for items which otherwise would have been required to be submi ed as a budget enhancement, and • Budgets must remain within the same Fund, and • Monies remaining at the comple on of a special project or one- me funding project are not reallocated, and • Department Heads are responsible for obtaining approval from the Finance and Intergovernmental Commi ee if any service objec ves might not be achieved as a result of budget transfers. Department Heads may transfer capital budget amounts from any line item to any line item within their departmental capital budget providing: • The project/item proposed is an appropriate use of the monies to be transferred • That budgets remain within the same Fund. Chief Administra ve Oﬃcer Authority Approval of the Chief Administra ve Oﬃcer is required for all inter-departmental opera ng or capital budget transfers. Finance and Intergovernmental Commi ee Authority Approval of the Finance and Intergovernmental Commi ee is required on transfers between opera ng and capital budgets or between Funds. Council Approval A bylaw amendment requiring Council approval is necessary to authorize budget changes/transfers that result in an overall increase in City opera ng and/or capital expenditures. 4. Revenue a. The City will review fees/charges, at a minimum on a biennial basis, to ensure that they keep pace with changes in the cost-of-living, as well as, changes in the methods or levels of service delivery. b. The City will encourage the use of alternate revenue sources instead of property taxes. c. General Revenues will not be dedicated for specific purposes, unless required by law or generally accepted accoun ng prac ces (GAAP).

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5. Cost Recovery User fees will be set to recover the full cost of services except where the Finance and Intergovernmental Commi ee determines that a subsidy is in the general public interest. The following factors will be considered when determining whether a subsidy is in the general public interest: • Who benefits from the service? Services that benefit individuals will generally be subject to a higher cost recovery while services that have a large public benefit will have a lower cost recovery. • Will the level of demand for a service support full cost recovery? • What prices are others charging for the services? • How will the City collect fees charged for a service? In some cases it may be imprac cal for the City to implement fees, as they may be too costly to administer, for example charging a fee for the use of the Traboulay PoCo Trail. • Will the fee established influence behaviour in the desired fashion? • Is the client able to pay for the service? Full cost includes all direct costs (labour, materials, transporta on, facili es and services) and a 15% administra ve surcharge. 6. Cash Management / Investments a. The City will select its official banking ins tu on through a formal bidding process in order to provide the City with the most comprehensive, flexible, and cost-effec ve banking services. b. The City will promptly deposit all funds received. c. The City’s cash may be invested in any of the securi es iden fied as eligible investments in the Community Charter. d. The City will strive to maximize the return on its investment por olio with the primary objec ve of safety and liquidity. e. All investments, except deposits into the Municipal Finance Authority (MFA) pooled funds, shall be made through an informal bidding process. The informal bidding process involves the City contac ng investment dealers and obtaining verbal quota ons and placement of the investment based upon the verbal quota ons received. f. The City will follow an aggressive, but sensi ve policy, of collec ng all moneys due the City to the extent that the collec on efforts are cost effec ve. Con nued on next page

City of Port Coquitlam

Appendix C – Financial Management Policy 7. Debt Financing Debt financing for capital expenditures will only be considered for expenditures larger than those covered within a department’s capital funding envelope. Debt financing for opera ng costs will not be considered except for temporary short-term borrowing that may be required from me-to- me for cash flow reasons only to finance opera ons prior to the annual property tax and levies being collected. 8. Surplus The Community Charter does not allow municipali es to budget for an opera ng deficit (i.e. where expenditures exceed funding sources). To ensure this situa on does not occur, revenue projec ons are conserva ve and authorized expenditures are closely monitored. The combina on of conserva ve revenue projec ons and controlled expenditures should produce a modest annual opera ng surplus and will avoid incurring an opera ng deficit. Use of Accumulated Surplus Accumulated surplus is retained: • to reduce the need to borrow temporarily early in the year before major revenues from annual property tax and u lity bills are received; and • to provide funding in an emergency (e.g. major flooding, earthquake, etc.). To ensure the Accumulated Surplus is maintained at a reasonable level, the balance in the accumulated surplus account should be approximately 10% of the annual opera ng budget. Example: Total annual expenditures $110,000,000 Less capital expenditures 59,000,000 Equals total opera ng budget 51,000,000 Guideline Maximum Accumulated Surplus $5,100,000 Accumulated Surplus funds may be used for: • capital expenditures or to increase reserves • con ngencies for items that may arise but are not known at the me the annual opera ng budget was developed • pay oﬀ capital debt, including internal borrowings • stabilize City property tax and u lity rate increases • other items, as City Council deems appropriate.

9. Reserves Purpose of Reserves The purpose of se ng aside reserves is to: • Provide a source of funds for future capital expenditures. • Provide a source of funding for areas of expenditure that fluctuate significantly from year to year (equipment replacement, special building maintenance, etc.). • Protect the City from uncontrollable or unexpected increases in expenditures or unforeseen reduc ons in revenues, or a combina on of the two. • Provide for working capital to ensure suﬃcient cash flow to meet the City’s needs throughout the year. Judiciously guarded reserves provide Council with an opportunity to fund unusual one- me costs and provide increased flexibility to oﬀ-set unplanned expenditures or revenue shor alls. The City’s reserve funds are all statutory reserves; they are authorized either by the Community Charter and/or by City bylaw. Capital Reserve In 2005, the City established a new “Capital Reserve” (Bylaw 3496) encompassing many of the former nonstatutory capital reserves that were held by the City. The inten on is to retain subsidiary reserves within the broad tle of “Capital Reserve” for the following areas: • Equipment Replacement with addi onal subsidiary accounts for: · Public Works · Parks · Fire · Informa on Systems • Roads and Drainage with addi onal subsidiary accounts for: · Downtown Parking · GVTA Roads • Water U lity • Sewer U lity • Recrea on and minor civic buildings • Environmental Capital • Public Safety Building (Police Detachment) Con nued on next page

Staﬀ will facilitate Council’s review of the amount of Accumulated Surplus in the General, Water and Sewer Funds on an annual basis.

2015-2019 Financial Plan

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Appendix C – Financial Management Policy 9. Reserves (cont) Extraordinary Building Maintenance Reserve Fund Authorized in 1991 by Bylaw # 2618. The purpose of this fund is to provide for mely maintenance of all City buildings. Funds for normal/rou ne building maintenance are included in the City’s opera ng budget. Included in the annual opera ng budget is the appropria on of funds to be added to the reserve with the main purpose to annualize the cost of extraordinary (non-rou ne) building maintenance. It is an cipated that funds in this reserve will be completely used in 2006/07. Funding for future requirements in this area is included in the annual Recrea on and Minor Civic Buildings Capital Funding Envelope. Public Works Special Capital Expenditure Reserve Fund Authorized in 1990 by bylaw # 2497. This reserve was established with a balance of $2 million with the bylaw requirement being that the interest on the fund balance would be used to provide capital funding for local road works or local storm sewer works. Council established the fund as they observed that small local projects could not compete in the annual budget process against the larger arterial or collector road projects so this funding source for smaller local works was established. Land Sales Reserve The Community Charter (sec on 188(2)(e)) requires that proceeds of the sale of proper es be deposited into a reserve and that the funds be used for reducing debt or for a capital purpose. Annually the net proceeds (sales revenue less cost of sales) from the sale of City land are added to this reserve. Expenditures, other than land servicing or land purchases, from this reserve are repaid to the reserve, without interest, over the life of the asset purchased. The addi on of the annual repayment into the Financial Plan may be phased-in over a maximum of three years. Major Transporta on Infrastructure Reserve Authorized in 2001 by bylaw 3298. This reserve was established to accumulate funds for projects iden fied in the City’s Major Transporta on Plan. It is an cipated that funds in this reserve will be completely used on the Coast Meridian Overpass project. Development Cost Charge (DCC) Reserves Authorized by the Local Government Act and various City bylaws. The purpose of the DCC reserves is to fund the cost of expanding City infrastructure to accommodate growth. The Public Sector Accoun ng Board requires

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that these reserves be shown on financial statements as deferred revenue rather than reserve funds. Opera ng Expense Reserve In 2005, the City established a new “Opera ng Reserve” (Bylaw 3497) encompassing many of the former nonstatutory reserves held by the City. The inten on is to retain subsidiary reserves within the broad tle of “Opera ng Expense Reserve” for the following areas: • Tax Stabiliza on – The purpose of this reserve is, at the discre on of the Finance and Intergovernmental Commi ee, to moderate property levy fluctua ons. Subject to approval of the Finance and Intergovernmental Commi ee, 15% of the annual surplus will be allocated to this reserve if the reserve balance is below the targeted balance of 2.5% of tax and u lity levies. • Self Insurance - The intent is to use the funds to assist in covering any self-insured costs incurred above the ($250,000) insurance deduc ble. • Snow and Ice Removal - The purpose of this reserve is to set aside funds in moderate winters to assist with the costs of snow and ice removal in bad winter years. This is accomplished by including an amount in the annual opera ng budget each year for snow and ice removal. At the end of the year any monies remaining are allocated to the reserve; if addi onal funds are required, reserve funds are transferred to assist the opera ng budget with the costs. • Canada/May Day - May Day and Canada Day are events run by volunteer Task Forces. Part of that Task Force’s mandate is to seek out dona ons to support the events. In years when the Task Force successfully exceeds their budgeted fund raising needs, funds are added to the reserve to be drawn down in years when the Task Force does not successfully meet their fund raising budget. • Arts Heritage and Culture - The City provides funding in the annual budget to support local arts, heritage and cultural ac vi es. At the end of the year any unspent funds are allocated to the reserve to be used for future ac vi es in those areas. • Elec on - There is an elec on every three years. The City a empts to annualize the cost of the elec on by alloca ng an amount in each year to the reserve.

Responsibility: Finance Division Finance staﬀ will facilitate an annual review of this policy and related reserve and surplus balances with the Finance and Intergovernmental Commi ee.

City of Port Coquitlam

Appendix D – Corporate Strategic Plan Successful ci es develop a vision of how they wish to look in the future. They determine community priori es. They align decisions and ac ons with supported and shared goals. And they adhere to a strategic plan that clearly defines the outcomes and direc ons that will lead to the Vision. Much has changed in the world and much has been achieved in the City of Port Coquitlam since the development of our first Corporate Strategic Plan in 2002. To remain focused and relevant, our City developed a new Corporate Strategic Plan in 2011. Public consulta on was the cornerstone of this process ensuring the new plan reflects community priori es. The City of Port Coquitlam’s new Corporate Strategic plan outlines the community’s vision for the future and will guide the City’s policy, opera ons and financial decisions through to 2020 as we work to achieve that Vision.

Vision 2020 Port Coquitlam is a happy, vibrant, safe community of healthy engaged residents and thriving businesses supported by sustainable resources and services. Mission Statement We strive to do it right by researching, planning, building and execu ng well-balanced solu ons.

Principles Community involvement, City support and external factors will contribute to the successful achievement of Vision 2020. The outcomes: a sustainable future; a sense of community; economic strength; community well-being; and strategic service delivery are the building blocks to help achieve our long term vision that was developed with corporate knowledge, technical exper se and community and stakeholder feedback. The greatest challenge in the next number of years will be to maintain our exis ng City services for residents and businesses at the levels enjoyed today with a consistent level of resources. In addi on, social ma ers such as aﬀordable housing and the elderly are growing areas of concern. Globally, the uncertainty of the natural environment challenges our future. Along with a very important role of ensuring the public is informed of municipal services and programs, Vision 2020 will guide the City in making balanced decisions based on the following principles: • • • •

Municipal mandate of core service provision Benefits the community as a whole Legal obliga ons met and risks mi gated Cost eﬀec ve decisions and ac ons

Strategic Outcomes There are five Strategic Outcomes in the Corporate Strategic Plan that will help achieve a shared Vision.

OUTCOME: OUTCOME:

Sense of Community

Strategic Service Delivery

OUTCOME:

Economic Strength

OUTCOME:

Sustainable Future

Community Well-being

Con nued on next page 2015-2019 Financial Plan

195

Appendix D – Corporate Strategic Plan Strategic Outcomes Sustainable Future 1. Develop plans and take ac on for the sustainability of the City’s finances, environment and social resources. 2. Create a sustainable community 3. Leverage the City’s rela onship with local, regional, provincial and federal governments. 4. Develop a strong lobby for transit improvements. INDICATOR Financial Health

MEASURE • • • •

Economic Strategic Plan: development, approval and execu on Financial Management Policy: development, approval and compliance Investment Strategy: development, approval and compliance Tracking and responding to increasing number of downloaded and oﬄoaded responsibili es from senior levels of government.

Environmental Health

• Environmental Strategic Plan: compliance, mee ng legislated targets • Number of ini a ves adopted corporately and in the community • Eﬀec ve lobbying resul ng in transit improvements

Social Health

• Social Strategic Plan: development, approval and compliance • Oﬃcial Community Plan and Regional Context Statement: upda ng

Sustainable Service

• Annual quan fica on of the infrastructure gap

Sense of Community 1. Support and plan for a connected, happy community. 2. Build community capacity by sustaining and strengthening volunteer involvement. 3. Promote an ac ve, healthy community and appropriate models that benefit an individual’s healthy living. 4. Plan to meet varied needs and encourage inclusiveness. INDICATOR

MEASURE Resident Sa sfac on Survey Events promoted e.g. May Day, Rivers and Trails Fes val etc. Volunteer involvement, event par cipa on Volunteer Recogni on Event: a endees

Community Spirit

• • • •

Community Inclusiveness and Diversity

• Housing Strategy: development and approval • Level of rental housing stock • Number of par cipants in the leisure access programs

Community Health

• Number of recrea on and park facili es, service standard • Number of new programs introduced to address demographic, technology, demand, and industry changes • Community Sport Strategy: endorsement • City Plans: revisi ng and upda ng • Heritage Strategy: implementa on • Feasibility study for recrea on facili es: development Con nued on next page

196

City of Port Coquitlam

Appendix D – Corporate Strategic Plan Strategic Outcomes (cont.) Economic Strength 1. Sustain employment by ensuring decisions are made to create, retain and enhance business. 2. Facilitate goods movement within and throughout the City. 3. Promote customer accessibility in business areas. 4. Promote reten on and viability of the lands in the Agricultural Land Reserve (ALR). INDICATOR Business Strength and Viability

MEASURE • Commercial assessments • Industrial assessments • Business licences

Goods Movement and Alterna ve Transporta on

• Master Transporta on Plan: upda ng and implementa on • Number of kilometres added in the year: cyclist, pedestrian and transit routes • Number of transit users

Vehicle Accommoda on

• Parking Study: comple on and implementa on

ALR Lands Reten on and Viability

• Hectares ALR lands retained in City • Agricultural Strategy: development and approval

Community Well-being 1. Protect residents, businesses and property. 2. Provide City u lity services to sustain the community’s quality of life. 3. Value parks and natural areas.

INDICATOR

MEASURE

Fire Safety and Emergency Preparedness

• • • •

Number of fires in the year Number of emergency response calls in the year Number of par cipants in the Emergency Preparedness courses Number of Emergency Opera ons Centre-trained staﬀ and volunteers

Protec on from Criminal Ac vity

• Number of crimes in the year; total, by criminal ac vity • Number of traﬃc fines and impaired drives apprehended

Parks and Natural Areas

• Open space, riparian areas: no net loss • Parkland per popula on

Water Diversion Rate

• Percentage of solid waste diverted from landfill

Water Usage

• Consump on volume per capita

Sewage Disposal

• Sewage volume per capita

Community Sa sfac on

• Resident and Business Sa sfac on Survey Con nued on next page

2015-2019 Financial Plan

197

Appendix D – Corporate Strategic Plan Strategic Outcomes (cont.) Strategic Service Delivery 1. Con nue to strengthen public confidence and trust in municipal service delivery. 2. Support a strong team environment inclusive of the public, city staﬀ and elected oﬃcials. 3. Maintain a healthy work environment.

INDICATOR Team Effectiveness

MEASURE • Service benchmarks compared to regional municipalities • Resident and Business Satisfaction Survey

Staff Productivity

• •

Cost per unit work completed Online staff survey

Transparency

•

Corporate Communications Strategy: development and implementation

Healthy Work Environment

•

Employee Wellness Initiative: development and implementation

To download a complete copy of the Corporate Strategic Plan, visit www.portcoquitlam.ca/vision2020

198

City of Port Coquitlam

Appendix E – Organization and Committee Structure The Port Coquitlam City Council is elected to serve as the governing body for the City’s ci zens. The Mayor and six Councillors are elected for three-year terms, which expire at the same me. City Council appoints the Chief Administra ve Oﬃcer who has the responsibility for administering all City func ons. All City Directors and Department heads report to the Chief Administra ve Oﬃcer. The Mayor appoints Standing Commi ees to handle a variety of related issues. These commi ees and their areas of responsibility are:

Community Safety Committee The Community Safety Commi ee examines all ma ers related to animal control, bear management, bylaw enforcement, crime preven on, emergency preparedness, fire services, RCMP opera ons and vector control.

Finance and Intergovernmental Committee As the senior standing commi ee of Council, the Finance and Intergovernmental Commi ee is responsible for reviewing all ma ers referred to the Commi ee that are related to the overall administra on of the City including human resources, the City’s finances (including audit), other government organiza ons, and climate change. • Council created a Budget and Infrastructure subcommi ee in 2014 to review our budge ng process and to develop a more sustainable model for planning and funding infrastructure. The 2016-2020 Financial Plan will reflect the outcomes of these ac vi es.

Healthy Community Committee The Healthy Community Commi ee is responsible for reviewing ma ers pertaining to achievement recogni on, civic fes vals, cultural events, recrea on facility maintenance and life cycle improvements, leisure ac vi es, open space and sport field planning and maintenance, cemetery opera ons, heritage programs, corporate energy conserva on, and liaison with a wide scope of community based groups. The overall objec ves of the Commi ee are to enhance Port Coquitlam’s quality of life by nurturing the well being of its ci zens, their communi es and environments and to help the ci zens grow and reach for their physical, social, emo onal, spiritual and leadership poten als.

2015-2019 Financial Plan

Smart Growth Committee This commi ee is for integra ng the social, economic and environmental interests of the City in developing and reviewing policies and programs to manage the physical change and growth of the City. It is responsible for reviewing ma ers related to community and economic development such as, but not limited to building inspec ons, downtown revitaliza on, industrial and commercial promo on, the Oﬃcial Community Plan, strata tle subdivision, street naming, zoning, community health, access/mobility, homelessness, built heritage, mul culturalism, social planning and other social issues. This commi ee also acts as the liaison with the Downtown Business Improvement Associa on and Chamber of Commerce.

Transportation Solutions & Public Works Committee This commi ee is responsible for ma ers related to flood control, local improvement programs, road improvements, sewer and water services, traﬃc safety, transporta on, transit, solid waste and watercourse stewardship.

Other Membership Boards or Commissions Metro Vancouver (Board of Directors); Fraser River Port Authority (Advisory Board); Fraser Valley Regional Library; Treaty Advisory Commi ee.

Local Boards, Commissions and Special Committees Joint Family Court; Zoning Board of Variance; Port Coquitlam Spirit of BC Commi ee; Arts Connect; Municipal Awareness; Community Cultural Development Advisory Commi ee; School District #43 - Municipal Liaison; Canada Day; May Day Commi ee; Youth Advisory Commi ee. Terms of reference and mee ng schedules for the various commi ees can be found on the City’s website at www.portcoquitlam.ca/council

199

Appendix F – Organization Chart and Staffing Levels Citizens of Port Coquitlam

City Council

Chief Administrative Officer

Corporate Support

Bylaw Services

Communications & Administrative Services

Development Engineering Services & Operations

Building

Planning

Finance

Engineering Projects, Mapping & Budgets Infrastructure Planning & Development

Corporate Office

Operations

Information Services

Transportation

Fire & Emergency Services

Human Resources

Parks & Recreaton

Administration

Centralized Services

Protective Services

Parks & Facilities

Fire Suppression

Recreation Services

Policing Services – RCMP (Contracted service)

Training

Emergency Preparedness

Departmental FTEs (Full-Time Equivalent Employees) Oﬃce of the CAO Corporate Support Development Services Engineering & Opera ons Finance Fire & Emergency Services Human Resources Parks & Recrea on Police Services Total 200

2014 2015 2016 2017 2018 2019 2.00 2.50 2.50 2.50 2.50 2.50 23.90 23.90 23.90 23.90 23.90 23.90 17.50 17.50 17.50 17.50 17.50 17.50 71.00 71.00 71.00 71.00 71.00 71.00 19.50 19.50 19.50 19.50 19.50 19.50 75.00 75.00 75.00 75.00 75.00 75.00 5.00 5.00 5.00 5.00 5.00 5.00 125.46 125.46 125.46 125.46 125.46 125.46 98.30 98.30 98.30 98.30 98.30 98.30 437.66 438.16 438.16 438.16 438.16 438.16 City of Port Coquitlam

Appendix G – Municipal Funds General Operating Fund

Water Operating/Capital Fund

This fund is the primary opera ng fund for most City ac vi es.

Revenues include Water user fees and contribu ons from developers which fund the opera ons and maintenance of the distribu on system for potable water throughout the community. This includes the purchase of water from the Metro Vancouver Water District. This system also operates and maintains a reliable water source for fire protec on.

Revenues include: • • • • • •

Property taxa on revenue Recrea on user fees Senior government grants Development Cost Charges Garbage/Recycling fees Other user fees

Expenditures include: • • • • • • • • •

Administra ve Services Corporate Services Development Services Fire and Emergency Services Policing Parks and Recrea on Engineering and Opera ons Solid Waste Services Fiscal Services/Debt Repayment

General Capital Fund Fixed assets including municipal buildings, recrea on facili es, parks and road infrastructure along with their associated debt and deprecia on.

2015-2019 Financial Plan

Also contained in this fund are the fixed assets including water distribu on infrastructure along with their associated debt and deprecia on.

Sewer Operating/Capital Fund Revenues include Sewer user fees and contribu ons from developers which fund the opera ons and maintenance of the collec on system for liquid waste. This includes the purchase of liquid waste disposal services from the Greater Vancouver Sewerage & Drainage District. Also contained in this fund are the fixed assets including sewer collec on infrastructure along with their associated debt and deprecia on.

Statutory Reserve Funds City Council must approve, by bylaw, any appropria ons from these statutory funds. More detailed descrip ons are provided in Appendix C. Under most circumstances, withdrawals from the Land Sale Reserve Fund must be replenished.

201

Appendix H – General Statistics CONSTRUCTION PERMIT VALUE

Total $ value – new construction Total $ value – improvements

BUSINESS STATISTICS 2010 2,785 2011 3,117

Number of business licences issued

$120 million $100 million $80 million

2012 3,204 2013 3,178

$60 million $40 million

Source: Bylaw Services

$20 million $0

2010

2011

2012

NEW CONSTRUCTION 2014: $117 MILLION Single family/ duplex ($12.7 mill)

Commercial ($17 mill) Industrial ($7.2 mill)

2013

2014

Single family/ duplex ($2.9 mill)

Commercial ($3.9 mill)

Multi-family ($153,000)

Institutional ($25.6 mill)

POPULATION AND DWELLINGS

Industrial ($5.9 mill)

Port Coquitlam 56,342 52,687 6.9

4,400,057 4,113,487 7.0

Total private dwellings 2011 Total private dwellings 2006

21,533 19,689

1,945,365 1,788,474

Population density per sq. km 2011 Population density per sq. km 2006

1,931.3 1,826.4

4.8 4.4

29.17

922,509.29

Land area (square km)

Source: Statistics Canada 2006 and 2011 Census Note: Census population estimates are not consistent with municipal and regional estimates.

* Percentage distribution based on published totals, both sexes. Source: Statistics Canada 2011 Census.

202

All 0-14 years 15-24 years 25-44 years 45-64 years 65+ years

$ General (730)

Home-based (703)

Out-of-town Gen. Contractor (640)

Manufacturing (236)

Professional Person (193)

Retail (171)

• 93% are Canadian ci zens • 29% were born outside of Canada • 68% say English is mother tongue • Average no. of persons/family: 2.7 • 78% of homes are owned

• 90% at same address 1 year ago • 63% at same address 5 years ago

• 55% have some post-secondary educa on

AGE DISTRIBUTION Ages

3000

RESIDENT STATISTICS

Population in 2011 Population in 2006 2006 to 2011 population change (%)

2000

Top sectors based on 2014 business licences

IMPROVEMENTS 2014: $13.6 MILLION

Institutional ($744,000) Multi-family ($54.5 mill)

2014 3,261 0 1000

Male 28,035 5,115 4,240 7,655 8,435 2,605

Female 28,310 4,695 3,695 8,140 8,680 3,105

% Port Coquitlam 100.0%* 17.4% 14.1% 28.0% 30.4% 10.1%

% BC 100.0%* 15.3% 13.2% 29.0% 29.0% 13.5%

• Median household income: $72,563 • 66.2% are employed Source: Statistics Canada, 2011

City of Port Coquitlam

Appendix I – Glossary Accoun ng Principles

Accrual Accoun ng

Assessed Value

A set of generally accepted principles for administering accoun ng ac vi es and regula ng financial repor ng. These principles comply with Generally Accepted Accoun ng Principles for Bri sh Columbia municipali es. An accoun ng method where revenues are recognized in the accoun ng period in which they are earned and expenses are recognized in the period in which they are incurred. The value calculated for each parcel of real property using appraisal criteria established by the B.C. Assessment Authority Each property reflects market prices of the land and its improvements and recognizes any change of use. These values are the basis of levying property taxes.

Audit Commi ee

See “Finance and Intergovernmental Commi ee”

Balanced Budget

A balanced budget is where the revenues and other funding sources (reserves & surplus) equal the expenditures.

B. C. Assessment Authority

This provincial agency, also known as the B.C.A.A., is assigned to appraise and evaluate all real property within Bri sh Columbia.

B. C. Transit

The provincial agency responsible for opera ng public transit within Bri sh Columbia.

CUPE

The Canadian Union of Public Employees.

Debt Services

Annual principal and interest payments on contracted debt.

Development Cost A fee imposed on new development Charges (DCC) to assist in the funding of future oﬀ site services (infrastructure) which is needed, in part, by that new development. DFO

Federal Government - Department of Fisheries & Oceans.

E-Comm

An organiza on that provides emergency communica on services for all public service agencies in southwestern Bri sh Columbia.

2015-2019 Financial Plan

ESS

Emergency Social Services.

Expenditures

The cost of goods and services received for both the regular City opera ons and the capital programs.

Future Capital - Water U lity Reserve Fund

A reserve fund created by Council to ensure there is adequate monies for acquiring or construc ng water u lity capital assets.

Financial Plan

Under Sec on 165 of the Community Charter, following public consulta on, Council must adopt a five-year financial plan, by bylaw and before May 15 each year. The plan must iden fy proposed expenditures, funding sources and transfers between funds.

Finance and A City appointed commi ee that Intergovernmental includes all members of City Council. Commi ee (F.I.G.) Folio

Any property deemed assessable for property tax purposes under the Provincial Assessment Act. It could be both a single legal parcel or a combina on of proper es with common characteris cs.

Fraser Valley Regional Library (FVRL)

A regional board which provides library services to the City and other member communi es in the Fraser Valley.

F.T.E.

Full me equivalent staﬃng posi ons.

Fund

A fiscal en ty of self balancing accounts used by governments to control common financial ac vi es.

Greater Vancouver Sewerage & Drainage District (GVS&DD)

A regional district en ty responsible for coordina ng common and jointly funded sewage district member services.

Greater Vancouver A regional district en ty responsible Water District for coordina ng common and jointly (GVWD) funded water district member services. Fund Balance

The amount that assets exceed the liabili es in an opera ng, capital, reserve or trust fund.

GAAP

An abbrevia on for generally accepted accoun ng prac ces, the primary benchmarks used in accoun ng.

GIS

An abbrevia on for Geographical Informa on System.

203

Appendix I – Glossary Grant

A financial contribu on to or from governments.

Pay-as-you-go financing

A program for funding capital expenditures within the annual budget.

Grants in lieu of taxes

Revenues received from senior governments and other organiza ons , which are exempt from property taxes.

Program/ performance Indicators

Specific sta s cal data that provides quan ta ve and qualita ve performance measurements.

PSAB

The Public Sector Accoun ng & Audi ng Board of the Ins tute of Chartered Accountants

Reserves

Discre onary funds established to pay for specific projects.

Revenues

The Insurance Corpora on of Bri sh Columbia is a Crown Corpora on that provides basic and op onal vehicle insurance, driver licensing services, and road safety programs to residents of the Province of Bri sh Columbia

Sources of income received by the City. They include property taxes, fees, grants, permits and licenses, fines, grants, interest, etc.

R.C.M.P.

Royal Canadian Mounted Police.

Seniors Waivers

A reduc on in u lity fees for seniors over the age of 65.

Improvement Program (IP)

An annual program of capital and special opera ng expenditures. The program iden fies the project and the source of funding.

SFD or S.F.D.

Abbrevia on for single-family dwelling.

S.P.C.A.

Society for the Preven on of Cruelty to Animals.

MFD or M.F.D.

A mul -family residen al housing unit.

Special Opera ng

Metro Vancouver Regional District

A regional district en ty responsible for coordina ng common and jointly funded regional member services. Was formerly the Greater Vancouver Regional District

Capital items that do not fit the PSAB defini on of a capital asset but are not regular opera ng items. Also includes one- me opera ng items.

Tax Rates

The annual charges for levying property taxes to proper es within the City. These rates are applied against each $1,000 of assessed value.

U.B.C.M.

An organiza on of Bri sh Columbia municipali es which lobbies Federal and Provincial Governments to ini ate legisla ve changes that will benefit the member communi es.

Variances

Diﬀerences between actual revenues, expenditures, and performance indicators from those items targeted in the annual budget.

WIP or W.I.P.

An abbrevia on for works in progress.

WCB

Workers’ Compensa on Board is a provincial body that is responsible for administering Occupa onal Health & Safety Regula ons.

Greater Vancouver The regional government agency, also Transporta on known as “Trans Link”, responsible for Authority (GVTA) Coordina ng & opera ng public transit in the lower mainland of B.C. Goals

ICBC

M.I.A.B.C.

Broad statements of direc on. They iden fy ongoing community needs and the approach taken by the City and departments to manage or sa sfy those needs.

The Municipal Insurance Associa on of Bri sh Columbia.

MoT

The BC Ministry of Transporta on.

MoWLP

The BC Ministry of Water Land and Air Pollu on.

Municipal Act

Legisla on of the province for administering and regula ng the ac vi es of municipali es in B.C.

Municipal Finance Authority (M.F.A.)

A provincial agency created to coordinate all of the long term borrowing requirements of Bri sh Columbia municipali es

Objec ve

204

Is a specific or well-defined task or target that is measurable and achievable within a set period of me.

School District #43 The local school board serving Port Coquitlam, Coquitlam and Port Moody.

City of Port Coquitlam

T HE COR POR AT ION OF T H E C I T Y O F

BRITISH COLUMBIA, CANADA

2580 Shaughnessy Street Port Coquitlam, Bri sh Columbia Canada V3C 2A8 Tel: 604.927.5411 Fax: 604.927.5360 info@portcoquitlam.ca

www.portcoquitlam.ca 206

City of Port Coquitlam