2016-2020 Financial Plan by City of Port Coquitlam

T HE COR POR AT ION OF T H E C I T Y O F

BRITISH COLUMBIA, CANADA

2016-2020

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

Table of Contents Introduction Reader’s Guide City Profile

1 2

Financial Plan Overview 2016 Budget Message Plan Background Future Outlook Expenditure Levels Tax Impact Restricted Reserves Consolidated 2016-2020 Financial Plan

8 9 11 12 13 15 16

Revenues 2016 Revenues Property Tax User Fees Interest Income Grants in Lieu of Taxes

18 18 20 21 22

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

2016-2020 Capital Program Introduc on Financial Summaries Infrastructure Categories Funding Opera ng Impacts of the Capital Program Project Details by Category

132 133 136 138 138 139

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 – Glossary

180 181 182 187 191 192 193 194

24 24 26

Department Business Plans Introduc on Oﬃce of the Chief Administra ve Oﬃcer Corporate Support Development Services Engineering & Public Works Solid Waste U lity Water U lity Sewer U lity Finance Fire & Emergency Services Human Resources Recrea on RCMP

28 30 34 49 64 84 87 92 97 101 109 113 127

City of Port Coquitlam

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 2016. 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 2016-2020 Financial Plan.

2016-2020 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. 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 2016 fiscal year in order to balance rising costs with community priori es. Departments were asked to propose eﬃciencies that could be sustained over me. 4. 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 2016. Financial informa on for major non-department budgets is also listed here. 5. Capital Program This sec on contains a summary of all of the capital expenditures budgeted for the 2016-2020 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. 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 Profile City Snapshot Located in the

heart of Metro Vancouver, British Columbia

29.17 km2

Incorporated 19 1 3

March 7, 1913

total land area

2015 DEMOGRAPHICS

61,000 people

3,438

business licences

271

23,300

hectares of parks & trails

private dwellings

GOVERNANCE City Council

WHAT PORT COQUITLAM IS KNOWN FOR PoCo Pride

Leader in waste management

Traboulay PoCo Trail

Family-friendly

7 members of Council provide leadership, set policies and establish budgets Structure Chief Administrative Officer

Hometown of Terry Fox

Using technology to engage citizens

Quaint downtown & small-town charm

Corporate Support Development Services Engineering & Public Works Finance

VISION

Port Coquitlam is a happy, vibrant, safe community with healthy, engaged residents and thriving businesses, supported by sustainable resources and services. We strive to do it right by researching, planning, building and executing well-balanced solutions.

Fire & Emergency Services Human Resources Recreation

MISSION

RCMP

City of Port Coquitlam

City Profile Economic Snapshot CONSTRUCTION PERMIT VALUE

Total $ value – new construction

BUSINESS STATISTICS

Total $ value – improvements $120 million

Business licences issued

$100 million

2011

3,117

$80 million

2012

3,204

$60 million

2013

3,178

$40 million

2014

3,261

$20 million $0

2015 2011

2012

2013

NEW CONSTRUCTION 2015: $94.2 MILLION Structure or pool ($0.09 mill)

2014

IMPROVEMENTS 2015: $12.7 MILLION Institutional ($1.3 mill) Multi-family ($0.45 mill) Single/two family ($1.6 mill) Accessory ($0.07 mill)

Institutional ($9 mill) Multi-familyy ($52.9 mill)) Industrial ($4.5 mill)

Industrial ($14.8 mill)

2015

Commercial ($3.5 mill) Accessory ($0.2 mill) Single/two family ($13.7 mill)

Commercial ($4.8 mill)

Source: Bylaw Services

3,438 0 1000

2000

3000

Top sectors based on 2015 licences

Home-based (764)

General (761)

Out-of-town Gen. Contractor (664)

Manufacturing (250)

Professional Person (196)

Retail (169)

RESIDENT STATISTICS POPULATION AND DWELLINGS

Port Coquitlam

Population in 2011 Population in 2006 2006 to 2011 population change (%)

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

Land area (square km)

29.17

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.

All 0-14 years 15-24 years 25-44 years 45-64 years 65+ years

Male 28,035 5,115 4,240 7,655 8,435 2,605

2016-2020 Financial Plan

Female

922,509.29

28,310 4,695 3,695 8,140 8,680 3,105

% 100.0%* 17.4% 14.1% 28.0% 30.4% 10.1%

• 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

AGE DISTRIBUTION Ages

• 93% are Canadian citizens • 29% were born outside of Canada • 68% say English is mother tongue

% 100.0%* 15.3% 13.2% 29.0% 29.0% 13.5%

• 55% have some post-secondary education • Median household income: $72,563 • 66.2% are employed Source: Statistics Canada, 2011

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.

City of Port Coquitlam

City Profile Community Budget Priorities The City once again had a high level of public par cipa on in its budget consulta on process in 2016. In February, the City mailed highlights of the proposed budget to every home and businesses and provided addi onal budget informa on in print and online to encourage public feedback. In total, 476 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 2016.

These themes emerged from the results: â&#x20AC;˘ 73% of taxpayers believe they are ge ng good value for their tax dollars. â&#x20AC;˘ Ci zens are most sa sfied with these City services: fire and emergency, parks and trails, policing, and waste collec on. â&#x20AC;˘ Ci zens are very pleased with the level and type of budget informa on provided to them. â&#x20AC;˘ The condi on of City roads and the amount of li er in the City are significant concerns. â&#x20AC;˘ There is a strong desire for sidewalk and crosswalk improvements across the City. â&#x20AC;˘ Ci zens would like to see food, music and entertainment fes vals in Port Coquitlam.

Selected Results from Budget 2016 Survey Ques on: Do you feel that you get good value for your tax dollars in Port Coquitlam?

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2016-2020 Financial Plan

City Profile Ques on: How do you feel about the level of service you get in Port Coquitlam?

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City of Port Coquitlam

T HE COR POR AT ION OF T H E C I T Y O F

BRITISH COLUMBIA, CANADA

2016-2020 Financial Plan

Financial Plan Overview www.portcoquitlam.ca/budget

Financial Plan Overview

2016 Budget Message The 2016-2020 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 longterm infrastructure replacement (see page 14 under Longterm Infrastructure). • Department business plans must show how budgets and work plans address Council’s priori es (see below). • The City’s Department Heads were to iden fy two key areas or processes to undergo a Con nuous Improvement Assessment (CIA) in 2016. (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 2016, over $400 thousand in savings and efficiencies were iden fied to help offset new expenditures. Expenses increased due to labour contract obliga ons, the addi on of four RCMP officers for a new uniformed unit and saving for the new recrea on complex. 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 2016, the City will be finalizing the project details, costs and ming for the new Community Recrea on Complex 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 long- term implica ons of Council’s decision has been a key staff priority since 2014 and con nues into 2016 and beyond. Another priority for 2016 is conduc ng Con nuous Improvement Assessments on City func ons, as directed by the Budget Guidelines. As the City moves 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.

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.

2016-2020 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 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 of Port Coquitlam received a Dis nguished Budget Presenta on Award from the Government Finance Officers Associa on for the 2015-2019 Financial Plan for the 18th year. To receive this award, the City had to sa sfy interna onally recognized guidelines for effec ve budget presenta on.

These guidelines assess how well the City’s budget serves as a policy document, a financial plan, an opera ons guide and a communica on device. Budget documents must be proficient in all four categories to receive this award. 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. The Government Finance Oﬃcers of the United States and Canada is a non-profit professional associa on serving 17,500 finance professionals throughout North America. The GFOA’s Dis nguished Budget Presenta on Award Program is the only na onal awards program in governmental budge ng.

City of Port Coquitlam

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 to maintain and replace the City’s infrastructure and facili es. Commonly referred to as the “infrastructure gap”, the difference between an cipated replacement costs and available funding is not unique to our City, as many ci es around the world have insufficient funds to replace their aging infrastructure. News reports have highlighted ci es that have seen failures of their bridges, tunnels, roads, facili es and water and sewer systems. 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. 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. Based on its feedback, the 2016-2020 Financial Plan was presented in a form that is more easily understood by both Council and taxpayers. In 2016 the subcommi ee will con nue to develop a long range capital plan that defines what projects will be undertaken and to what standard, and includes a strategy for funding infrastructure.

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.

2016-2020 Financial Plan

Financial Plan Overview 2016 Budgeted Operating Expenditures (,/$2,2$4++

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The chart shows the Cityâ&#x20AC;&#x2122;s ongoing expenditures for opera ng which are funded from ongoing revenue sources.

Ongoing Expenditures Policing Recrea on Engineering & Public Works Fire & Emergency Services Water U lity Sewer U lity Corporate Support Finance Development Services Solid Waste U lity Human Resources OďŹ&#x192;ce of the CAO TOTAL

2016 $14,717,900 12,962,918 12,482,774 10,733,950 6,989,100 5,454,403 4,089,100 3,575,500 3,309,997 1,841,500 934,900 291,900 $77,383,942

% of Total 19.02% 16.75% 16.13% 13.87% 9.03% 7.05% 5.28% 4.62% 4.28% 2.38% 1.21% 0.38% 100%

City of Port Coquitlam

Financial Plan Overview Impact of Taxes & Utilities on an Average Residential Property 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. Property Taxes The City’s residen al property tax rates in 2016 increased by 2.99% for the average residen al property. These calcula ons use the 2015 value of an average residen al property, including both single-family and mul -family dwellings. 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 on pages 24-26 for decisions that aﬀected these figures.

U lity User Fees 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. Mul -family complexes and are charged a garbage fee if the complex and City agree to have the City provide the collec on service. The levies are approved by Council prior to the approval of the Financial Plan to meet billing deadlines in early 2016. There was no increase to any of these fees in 2016. 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 Residential Property** Assessed at $521,410 Property Tax Water Levy Sewer Levy Garbage Levy * TOTAL

2015 1,754.21 427.00 306.00 182.30 2,669.51

2016 1,806.64 427.00 306.00 182.30 2,721.94

$ Change 52.43 52.43

* Not applicable to strata proper es ** Includes both single-family and mul -family dwellings

2016-2020 Financial Plan

Financial Plan Overview Fund Structure 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.

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.

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.

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 2016 is $23.3 million (of which the City is servicing $1.4 million).

Gross Debt

Outstanding Debt

$25,000,000

$22,241,280

Project

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

Annual Annual Interest Total Annual Expira on Lender Principal Payment Payment

Coast Meridian $445,800 Overpass

$1,032,500

$1,478,300

October, 2039

MFA of BC

Rate 4.13%

City of Port Coquitlam

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:

Ameni es Ar ficial Field Arts & Culture Building Maintenance

Actual Budgeted Budgeted Balance at From (To) Balance at 12/31/2015 Reserve 2016 12/31/2016 (431,560) 15,400 (416,160) (82,800) (82,800) 20,000 20,000 (2,991,083)

Cart Replacement

148,800

Cemetery Expansion Community Recrea on Complex Downtown Parking Elec on Environmental & Solid Waste Federal Gas Tax Fire Vehicle and Equipment Replacement

(55,356) (696,935) (2,820,964) (545,100) (437,102)

General Capital Informa on Systems

(4,965,860) -

Land Sale LED Replacement Long Term General Infrastructure Long Term Sewer Infrastructure Long Term Water Infrastructure Parks & Recrea on Parks and Recrea on Vehicle and Equipment Public Safety Building Public Works Special Capital

290,200

(15,274,954)

120,700 (995,100) (56,400) (21,800) 75,000 (213,800)

148,800

Major maintenance type projects (e.g. roof replacement, HVAC systems) on all

from Recrea on Reserve. 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. Funding collected from cemetery sales to fund future cemetery expansion. Funding for replacement of the exis ng Port Coquitlam Recrea on Complex. Funding source is property taxes. Funding collected in the development process to provide for future parking.

65,344 (1,692,035) (2,877,364) (21,800) (470,100) For Solid Waste projects. Funding source is property taxes. (650,902) (294,400)

(1,151,800) 17,700

(6,117,660) 17,700

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. Funding for as yet undetermined capital projects/programs. This also includes the contribu ons from the Federal Gas Tax program. Funding for new capital works that exceed the limits prescribed in the City's

4,124,300 (11,150,654) Financial Policy for use of capital funding envelopes. Funding source - land sales (22,000)

and voluntary internal repayments.

Funding for replacement of capital assets including, but not limited to, buildings,

(3,404,500) (19,966,652) transporta on infrastructure, water infrastructure, sewer infrastructure. This reserve is expected to help to address the significant Infrastructure Gap.

(536,500)

(638,559)

(703,200) 214,800

(703,200) (423,759) City por on of all Parks and Recrea on projects. Funding source - property taxes.

40,000 (270,105) (2,301,838)

153,900 (40,400)

Public Works Vehicle & Equipment

(9,659,899)

RCMP

(1,183,476)

400,000

Roads & Drainage

(7,587,109)

878,800

(2,915,871) (37,031) (2,483,475) (1,156,001) $(73,014,430)

141,400 480,000 (655,400) (80,000) (779,800) (81,500)

Roads (MRN) Sewer Capital Sewer Infrastructure Sewer Tax Stabiliza on Water Infrastructure Water Rate Stabiliza on Opera ng Parkland acquisi on Total

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

(2,700,883) civic buildings. Reserve to be phased out, projects in this category to be funded

(294,400)

(22,000) (16,562,152)

Uses & Funding Source

2016-2020 Financial Plan

Subsidiary accounts maintained for Public Works, Parks, Fire equipment and Informa on Systems. Funds are used primarily for the purchase of replacement

40,000 equipment with the excep on of the IS por on which is available for new equipment and so ware.

(116,205) City por on for capital improvements to Public Safety Building. Interest earned on $2 million principal allocated for minor Public Works projects. (2,342,238) Principal not available for use as per establishing bylaw.

(351,900) (10,011,799) (783,476)

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

(6,708,309) property taxa on, also includes funding from TransLink for Major Road Network maintenance.

141,400 480,000 City por on of all Sewer projects. Funding source - u lity fees. (3,571,271) City por on of all Sewer projects. Funding source - u lity fees. (80,000) (816,831) City por on of all Water projects. Funding source - u lity fees. (81,500) (2,483,475) (1,156,001) $(2,350,300) $(75,364,730)

Financial Plan Overview Consolidated 2016-2020 Financial Plan The 2016-2020 Financial Plan is summarized below. This chart iden fies all major revenues and expenses by opera ng department. Revenues Taxa on Corporate Support Finance Development Services Policing Fire Services Recrea on Engineering & Public Works Solid Waste U lity Water Sewer Interest Revenue Grants, DCC, etc. Tax Penal es & Interest Developers’ Contribu ons Misc. Revenues Total Revenues

Prior Year 2015 $(58,445,300) (1,086,300) (1,418,000) (1,100,000) (680,600) (21,600) (3,958,500) (1,594,300) (2,914,500) (10,983,300) (7,638,900) (1,600,000) (4,061,900) (325,000) (1,000,000) (44,500) $(96,872,700)

Expenditures Corporate Support Finance Oﬃce of the CAO Human Resources Development Services Fire Services Policing Recrea on Engineering & Public Works Solid Waste U lity Water Sewer Debt Interest Expense Amor za on Total Expenditures

$3,847,500 3,437,000 462,000 888,200 3,089,400 10,460,200 14,010,100 16,648,700 6,667,100 1,034,700 9,146,300 6,507,700 1,032,500 12,900,000 $90,131,400

$4,089,100 3,575,500 291,900 934,900 3,310,000 10,733,900 14,717,900 12,962,900 12,384,300 1,841,500 6,989,100 5,454,400 1,032,500 13,500,000 $91,817,900

$4,170,900 3,647,000 297,700 953,600 3,272,300 10,908,100 15,012,200 12,701,100 12,347,500 1,878,300 7,128,900 5,373,000 1,032,500 14,100,000 $92,823,100

$4,254,300 3,719,900 303,700 972,700 3,337,700 11,126,300 15,312,300 12,955,100 12,594,500 1,915,900 7,271,500 5,480,500 1,032,500 14,800,000 $95,076,900

$4,339,400 3,794,300 309,800 992,200 3,404,500 11,348,800 15,618,500 13,214,200 12,846,400 1,954,200 7,416,900 5,590,100 1,032,500 15,500,000 $97,361,800

$4,426,100 3,870,100 316,000 1,012,000 3,472,600 11,575,800 15,931,100 13,478,500 13,103,300 1,993,300 7,565,200 5,701,900 1,032,500 16,200,000 $99,678,400

Net Revenue (Expenditure)

$(6,741,300)

$(4,786,500)

$(5,211,400)

$(5,287,400)

$(5,363,400)

$(5,439,400)

Alloca ons (From) To Financial Equity Surplus $(2,882,500) Reserves 9,458,800 Capital expenditures 11,619,200 Capital contributed by developers 1,000,000 Debt repayment – principle 445,800 por on Amor za on (12,900,000)

$(613,700) 17,454,400 1,000,000 445,800 (13,500,000)

$8,332,900 9,532,700 1,000,000 445,800 (14,100,000)

$9,108,900 9,532,700 1,000,000 445,800 (14,800,000)

$9,884,900 9,532,700 1,000,000 445,800 (15,500,000)

$10,660,900 9,532,700 1,000,000 445,800 (16,200,000)

Financial Plan Balance

2016 2017 2018 2019 2020 $(60,771,500) $(63,070,800) $(65,400,600) $(67,761,500) $(70,154,100) (1,010,500) (1,010,500) (1,010,500) (1,010,500) (1,010,500) (668,000) (668,000) (668,000) (668,000) (668,000) (889,000) (889,000) (889,000) (889,000) (889,000) (30,600) (30,600) (30,600) (30,600) (30,600) (21,600) (21,600) (21,600) (21,600) (21,600) (3,465,200) (3,465,200) (3,465,200) (3,465,200) (3,465,200) (1,152,200) (1,152,200) (1,152,200) (1,152,200) (1,152,200) (2,977,500) (2,977,500) (2,977,500) (2,977,500) (2,977,500) (11,017,400) (11,017,400) (11,017,400) (11,017,400) (11,017,400) (7,799,600) (7,799,600) (7,799,600) (7,799,600) (7,799,600) (1,675,000) (1,675,000) (1,675,000) (1,675,000) (1,675,000) (3,987,900) (3,118,700) (3,118,700) (3,118,700) (3,118,700) (138,400) (138,400) (138,400) (138,400) (138,400) (1,000,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) $(96,604,400) $(98,034,500) $(100,364,300) $(102,725,200) $(105,117,800)

City of Port Coquitlam

T HE COR POR AT ION OF T H E C I T Y O F

BRITISH COLUMBIA, CANADA

2016-2020 Financial Plan

Revenues 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:

2016 Ongoing Revenue Taxa on and other levies U lity charges Sale of services Contribu ons Other revenue Investment income Permits and licences Penal es and fines Total Ongoing Revenue

$ 60,771,500 21,222,600 3,661,600 3,332,600 3,169,200 1,675,000 978,200 138,400 $ 94,949,100

" (, $ $, " !, $ &, $ ),

! ",

## %, '% !,

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 ($576) are 20% lower than average in Metro Vancouver ($719).

2016 Municipal Residential Property Taxes Per Capita

Metro Vancouver average $719

Port Coquitlam $576

Source: Ministry of Community, Sport and Cultural Development

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 2016 tax distribu on policy will result in residen al proper es contribu ng 58% of property taxes, and non-residen al contribu ng 42%. The 2016 average for Metro Vancouver municipali es was residen al proper es contribu ng 60% of property taxes and non-residen al contribu ng 40%.

2016 Property Tax Distribution Rates Property Class Residen al U lity Suppor ve Housing Light Industrial Business Seasonal Farm Land

2016-2020 Financial Plan

Mill Rate 3.4649 40.0000 3.4649 12.6988 11.0992 14.7629 23.7702

Source: City of Port Coquitlam Tax Rates Bylaw

Revenues 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.

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? 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) Water Rates Sewer Rates Recrea on Solid Waste Collec on Engineering & Public Works Corporate Support Development Services Finance RCMP Fire Services Divisions Total:

2015 $10,965 7,639 3,959 3,127 1,382 1,071 1,100 681 22 $29,946

2016 $11,586 8,128 3,465 3,190 1,152 1,011 889 578 31 22 $30,052

2017 $11,586 8,128 3,465 3,190 1,152 1,011 889 578 31 22 $30,052

2018 $11,586 8,128 3,465 3,190 1,152 1,011 889 578 31 22 $30,052

2019 $11,586 8,128 3,465 3,190 1,152 1,011 889 578 31 22 $30,052

2020 $11,586 8,128 3,465 3,190 1,152 1,011 889 578 31 22 $30,052

Average Residential Property â&#x20AC;&#x201C; Utility Fees Water and sewer fees for mul family units have grown at the same rate as single family. Collec on of garbage, recycling and green waste is automa cally provided to single-family and duplex proper es, while business and townhouse/apartments may opt into the City service or use private contractors.

* Not applicable for strata proper es

City of Port Coquitlam

Revenues Total City Revenues From a Representative House (2016) Residen al property taxes and u li es in Port Coquitlam are less than the average within Metro Vancouver.

&/$((( &.$(((

2016 Municipal Residential Property Taxes and Utility Fees for an Average Residential Property Metro Vancouver average $3,761

&-$(((

Port Coquitlam $3,168

&,$((( &+$((( &*$((( &)$((( &(

* Based on an average single-family dwelling valued at $650,270 in 2016. 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.

2016-2020 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

T HE COR POR AT ION OF T H E C I T Y O F

BRITISH COLUMBIA, CANADA

2016-2020 Financial Plan

Enhancements, Savings & Efficiencies www.portcoquitlam.ca/budget

Overview The 2016 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. $ cost / % cost/ ARP ARP increase / decrease

2016 Base tax rate (with commitments, including 1% of tax revenue set aside for long-term infrastructure replacement) Enhancements Savings and eﬃciencies Adjusted tax rate

$1,484,000

$77.24

2.54%

673,500 (408,700)

35.05 (21.27)

1.15% -0.70%

$1,748,800

$91.02

2.99% Since 2010, the City has been saving an addi onal 1% of tax revenue each year for long-term infrastructure replacement.

ARP = average residen al property

Ongoing Enhancements These projects were funded through 2016 taxes. 2016 cost

$ cost / ARP

% cost/ ARP

$304,000

$15.82

0.52%

292,500

15.22

0.50%

New Environmental Planner posi on

50,000

2.60

0.09%

Proac ve bridge inspec ons and maintenance

12,500

0.65

0.02%

So ware to improve eﬃciency in preparing Council mee ng agendas and minutes

10,000

0.52

0.02%

4,500

0.23

0.01%

$673,500

$35.04

1.16%

Four police oﬃcers for a new unit to increase visibility and target crime hotspots Save for new Recrea on Complex in downtown Port Coquitlam

New two-page property tax no ces that enhance informa on for taxpayers Total

Four new police oﬃcers formed a new Uniformed Crime Reduc on Unit, with three more oﬃcers to be added in 2017.

ARP = average residen al property The City con nues to plan and save for a new Community Recrea on Complex in downtown Port Coquitlam. 24

City of Port Coquitlam

One-time Enhancements These projects were funded through surplus or reserve accounts and had no impact on 2016 taxes.

Coordinate and host the PoCo Grand Prix cycling event

A new Fes vals & Events Commi ee will plan new civic events for the community.

The development of more murals will beau fy the City, promote civic pride, engage youth and deter graﬃ .

$150,000

Maintenance projects for various City buildings and parks

122,000

Downtown Ac on Plan to revitalize downtown

100,000

Funding for various engineering studies, inspec ons, aerial photography and specialized consul ng

75,000

New Fes vals & Events Commi ee to plan new community fes vals

60,000

Funding for posi on to sell adver sing in City publica ons and other spaces to generate revenue

55,000

Parklets – landscaped outdoor sea ng areas in City streets

30,000

Enhanced exhibits and programming by the Port Coquitlam Heritage and Cultural Society

30,000

Mural program development to beau fy the City, promote civic pride, engage youth and deter graﬃ

20,000

Funding to enable the PoCo Sports Alliance to con nue to provide services and grow its membership

18,000

Feasibility study for rapid transit linking the City with Coquitlam, Maple Ridge and Pi Meadows

15,000

Second annual PoCo Biz Alley business showcase at the May Day Fes val

10,000

Piano project that provides free pianos in outdoor public spaces during the summer months

10,000

Development of new enhanced property tax no ce

8,500

Professional development in Purchasing Division

6,000

Total (funded through surplus or reserve accounts)

$709,500

The second annual PoCo Biz Alley provided free display space for local businesses at the May Day Fes val.

2016-2020 Financial Plan

Savings & Efficiencies The 2016 budget includes $408,700 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.

2016 savings

$ cost / ARP

% cost/ ARP

Reduc on of contribu on to Road and Drainage Reserve

($210,000)

($10.93)

-0.36%

Reduc on of contribu on to Informa on System Reserve

($60,000)

(3.12)

-0.10%

Reduc on due to Vacant Deputy Director of Parks and Recrea on Posi on

($138,700)

(7.22)

-0.24%

Total

($408,700)

($21.27)

-0.70%

ARP = average residen al property

More than $138,000 in savings was achieved by elimina ng a vacant Recrea on staďŹ&#x20AC; posi on a er a department restructuring.

City of Port Coquitlam

T HE COR POR AT ION OF T H E C I T Y O F

BRITISH COLUMBIA, CANADA

2016-2020 Financial Plan

Department Business Plans 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 & Lands Informa on Services Development Services Administra on Building Development Engineering Economic Development Ac vi es Planning Engineering & Public Works Administra on Streets Parks Infrastructure Planning Capital Projects Fleet Solid Waste U lity Water U lity Sewer U lity Finance Fire & Emergency Services Administra on Emergency Program Fire Opera ons Fire Preven on Human Resources Recrea on Community Services Facility Services Recrea on RCMP

30 34 37 40 43 46 49 52 54 57 60 61 64 67 70 73 76 79 82 84 87 92 97 101 92 93 94 95 109 113 103 107 110 127

• • • • • •

Department/Division/Sec on Focus Significant Impacts from 2015 Business Perspec ve/Environmental Scan Workplan Highlights – 2016 Deliverables Indica ors and Measures Opera ng Budget

Corporate Priorities The business plans are oriented around the following corporate priori es: Council priori es for 2016 (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 2016 department business plans.

Summary of 2016 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

Summary of 2016 Deliverables The following are brief highlights from 2016 workplans, organized by the Council Priority or Corporate Strategic Plan item that the deliverable best supports. More details are featured in each of the business plans.

Council Priority: Infrastructure • Support the Budget & Infrastructure advisory commi ee in developing a long-range capital planning and funding model. Council Priority: Community Recrea on Complex • With community consulta on, finalize the Recrea on Complex design and financing strategy. Council Priority: Organiza onal Development & Strategic Plan: Strategic Service Delivery • Con nue to oversee and develop ini a ves that improve efficiency and effec veness. • Review new process used to develop 2016 budget and adjust as necessary for 2017. • Update City website to ensure it fully integrates with mobile devices and exis ng/future online services. • Modernize Freedom of Informa on processes, including the addi on of online requests. • Develop a mobile app to improve access to City services. • Improve efficiency and customer service with online scheduling of building inspec ons. • Earn Government Finance Officer Associa on awards for budge ng and annual financial repor ng. • Introduce a new purchasing policy based on recommenda ons from last year’s Con nuous Improvement Assessment.

2016-2020 Financial Plan

• Carry out Con nuous Improvement Assessments of business licensing and recrea on programming. • Commence collec ve bargaining with CUPE staﬀ, and work with CUPE to ensure union jobs meet current and future City needs. • Conduct an employee engagement survey. • Make recommenda ons for the new Living Wage Policy.

Strategic Plan: Sustainable Future • Con nue the Oﬃcial Community Plan update, including Housing Ac on Plan implementa on and review of agricultural lands, commercial lands, neighbourhood planning and infrastructure needs. • Update the Building Bylaw for consistency with building regula ons across B.C. • Revise the Subdivision Servicing Bylaw in consulta on with local developers. • Conduct structural repairs on the Coquitlam River Bridge on Lougheed Highway to add five years to its lifespan. • Review waste collec on zones for opportuni es for eﬃciency. • Implement a new payroll system through the new cloudbased financial system. • Con nue to work on addressing the impact of increasing medical response calls to Fire & Emergency Services. • Monitor facility energy use and implement energy conserva on projects. Strategic Plan: Sense of Community • Plan and host the first PoCo Grand Prix pro cycling event. • Implement a new Cultural Plan for arts and cultural services. • Launch a new Fes vals Commi ee. Strategic Plan: Economic Strength • Improve customer service in fire and bylaw inspec ons of businesses. • Improve access by comple ng Nicola Avenue to link the Dominion Triangle road network, and designing upgrades to Pi River Road and McLean Avenue.

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

OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER

Overview The Chief Administra ve OďŹ&#x192;cer (CAO) works with Council to establish the Cityâ&#x20AC;&#x2122;s vision, plans and priori es. The CAO oversees the implementa on of the vision, plans and priori es by ensuring eďŹ&#x20AC;ec ve policies (including financial policies) are in place and adhered to, and by providing leadership that enables an engaged and produc ve municipal workforce.

City of Port Coquitlam

Office of the CAO Revenue Summary Sale of services Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es and rent Total Expenditures Net Opera ng Costs

Actual 2015 $(1,613) $ (1,613)

Budget 2015 $$-

$$-

$450,411

$422,600

$280,900

$286,500

$ 292,200

$298,000

$304,000

1,961

38,300

9,900

10,100

10,300

10,500

10,700

1,834

1,100

2,945

457,151

462,000

291,900

297,700

303,600

309,600

315,800

$455,538

$462,000

$297,700

$303,600

$309,600

$315,800

$468,700

Actual 2015

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget 2020

$7.37

$7.48

$4.66

$4.68

$4.71

$4.73

$4.76

Outputs and Outcomes Cost per Capita

$ Change from Previous Year

Budget 2016

Budget 2017

-36.82%

Property Tax Impact

Budget 2020

Operating Summary

-0.29%

Changes in net opera ng budget from 2015 to 2016 are primarily due to: $ change

% change

200

0.04%

17,200

3.72%

Posi on eliminated; funds transferred to Engineering & Public Works

(158,900)

-34.39%

Reduc on in Solid Waste Sales & Public Engagement func on

(28,600)

-6.19%

$ (170,100)

-36.82%

Labour increase

Budget 2019

(170,100)

% Change

Infla on

Budget 2018

0.43% of Total City Net Budget

2016-2020 Financial Plan

Office of the CAO Significant Impacts from 2015 The most significant budget impact is a salary transfer of $158,900 from Oﬃce of the CAO to Engineering & Public Works. A one- me project for Mul -family solid waste sales ($28,600) is included in 2015, but not con nued for 2016. There are also infla on increases.

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 demand for the city to become more involved in the provision of “social services” to deal with the challenges of poverty, mental health and addic on issues. • Climate change con nues to be a factor in City opera ons. Extreme weather events are becoming more frequent. The internal influences include: • Employees’ ability to manage the amount and speed of change taking place in the organiza on. • The organiza on’s over reliance on a small number of key people.

City of Port Coquitlam

Office of the CAO Workplan Highlights – 2016 Deliverables Key Goal

Posi on(s) Responsible

Es mated Comple on Date

Council: Rec Centre

Chief Administra ve Oﬃcer; Community Recrea on Complex Planning team

Q1-Q4

Review process followed to develop 2016 budget (including infrastructure planning) and adjust as necessary for 2017.

CSP: Financial Health

Chief Administra ve Oﬃcer; Budget and Infrastructure Commi ee

Collec ve Bargaining with CUPE

CSP: Strategic Service Delivery

Chief Administra ve Oﬃcer & Human Resources

TBD

Con nue to build a Department Head team that has a strong working rela onship with Council.

CSP: Strategic Service Delivery

Chief Administra ve Oﬃcer; Department Heads

Ongoing

Oversee and par cipate in specific ini a ves (Strategic Plans, Con nuous Improvement Assessments, culture change, etc.) that con nue to move the organiza on in the desired direc on.

Council: Organiza onal Development

Chief Administra ve Oﬃcer

Ongoing

Oversee opportuni es to market Bear Locks to communi es outside of Port Coquitlam.

CSP: Financial Health

Chief Administra ve Oﬃcer

Ongoing

Oversee and act upon avenues by which the City can realize revenue from adver sing and sponsorship.

CSP: Financial Health

Chief Administra ve Oﬃcer; Revenue Commi ee

Ongoing

Oversee the organiza on and delivery of the inaugural PoCo Grand Prix cycling event

CSP: Sense of Community

Chief Administra ve Oﬃcer; Event Advisory Commi ee

Q1-Q2

Con nue involvement in regional commi ees including Regional Administrators Advisory Commi ee (RAAC), Labour Rela ons Func on Oversight Commi ee (LFFOC) and Integrated Partnership for Regional Emergency Management (IPREM)

CSP: Strategic Service Delivery

Chief Administra ve Oﬃcer

Ongoing

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

2016-2020 Financial Plan

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

CORPORATE SUPPORT

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

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

Overview Corporate Support encompasses four divisions that support the organiza on as a whole: â&#x20AC;¢ â&#x20AC;¢ â&#x20AC;¢ â&#x20AC;¢

Bylaw Services Communica ons & Administra ve Services Corporate Oï¬&#x192;ce & Lands Informa on Services

City of Port Coquitlam

Corporate Support Operating Summary by Division Revenue Summary Communica ons & Administra ve Services Corporate Oﬃce & Lands Bylaw Services Informa on Services Total Revenue Expenditure Summary Communica ons & Administra ve Services Corporate Oﬃce & Lands Bylaw Services Informa on Services Informa on Services Projects Total Expenditures

Actual 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget 2020

$(11,678)

$(49,400)

$(7,600)

(10,675)

(11,800)

(1,105,905) (1,009,600) (1,009,600) (1,009,600) (1,009,600) (1,009,600) (1,009,600) (1,220) $(1,129,478) $(1,070,800) $(1,029,000) $(1,029,000) $(1,029,000) $(1,029,000) $(1,029,000)

$954,566

$1,018,700

$1,055,900

$1,076,900

$1,098,500

$1,120,400

$1,142,800

483,551 1,129,253 1,105,506

571,200 1,179,700 1,172,900

630,000 1,211,100 1,192,100

642,600 1,235,600 1,215,800

655,400 1,260,100 1,240,200

668,600 1,285,200 1,265,000

681,900 1,310,800 1,290,400

1,803

$3,674,679

$3,942,500

$4,089,100

$4,170,900

$4,254,200

$4,339,200

$4,425,900

$(15,500)

$(45,900)

47,145 $47,145

43,900 $28,400

(83,100) (75,800) (175,800) $(380,600)

$2,592,346

$2,900,100

$2,679,500

$2,761,300

$2,844,600

$2,929,600

$3,016,300

Internal Charges Communica ons & Administra ve Services Corporate Oﬃce & Lands Bylaw Services Informa on Services Total Internal Charges Net Opera ng Costs (Surplus)

Budget 2015

3.95% of Total City Net Budget

2016-2020 Financial Plan

Corporate Support Operating Summary by Type Revenue Summary Sale of services Contribu ons Permits and licences Penal es and fines Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Interest and bank charges Grants and financial assistance Total Expenditures

Actual Budget Budget Budget Budget Budget Budget 2015 2015 2016 2017 2018 2019 2020 $(16,148) $(54,900) $(13,100) $(13,100) $(13,100) $(13,100) $(13,100) (200) (1,046,849) (205,200) (205,200) (205,200) (205,200) (205,200) (205,200) (11,156) (18,500) (18,500) (18,500) (18,500) (18,500) (18,500) (55,125) (792,200) (792,200) (792,200) (792,200) (792,200) (792,200) $(1,129,478) $(1,070,800) $(1,029,000) $(1,029,000) $(1,029,000) $(1,029,000) $(1,029,000)

$2,765,503

$2,890,300

$3,035,500

$3,096,200

$3,158,100

$3,221,300

$3,285,700

733,846

754,300

770,300

785,700

801,400

817,400

833,700

91,285 72,054 11,991

197,700 65,200 -

198,200 50,100 -

202,200 51,100 -

206,200 52,100 -

210,300 53,100 -

214,500 54,200 -

(0)

35,000

35,700

36,400

37,100

37,800

$3,674,679

$3,942,500

$4,089,100

$4,170,900

$4,254,200

$4,339,200

$4,425,900

47,145

28,400

(380,600)

$2,592,346

$2,900,100

$2,679,500

$2,761,300

$2,844,600

$2,929,600

$3,016,300

Actual 2015 $41.95

Budget 2015 $46.93

Budget 2016 $42.74

Budget 2017 $43.42

Budget 2018 $44.10

Budget 2019 $44.80

Budget 2020 $45.49

Internal charges (recoveries) Net Opera ng Costs (Surplus) Outputs and Outcomes Cost per Capita $ Change from Previous Year

(220,600)

% Change

-7.61%

Property Tax Impact

-0.38%

Operating Summary

Changes in net opera ng budget from 2015 to 2016 are primarily due to: Infla on Labour increases Revenue reduc on in sale of services Council compensa on increase Posi on Upgrade Miscellaneous Reduc on in Solid Waste Sales & Public Engagement func on

$ change $16,300 79,100 41,800 24,700 20,000 6,500

% change 0.56% 2.73% 1.44% 0.85% 0.69% 0.22%

(409,000)

-14.10%

$(220,600)

-7.61%

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 eďŹ&#x20AC;ec ve management of City opera ons in Bylaw Enforcement, Animal Control, Business Licensing, Vector Control, and Community Policing. The division also manages the Cityâ&#x20AC;&#x2122;s contracts for Animal Shelter Services and the residen al Dog Licence Canvass. The Community Policing sec on 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. The Business Licensing sec on 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.

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2016-2020 Financial Plan

BYLAW SERVICES

Corporate Support Significant Impacts from 2015 The most significant impact is the addi on of an internal charge recovery for services provided to Water, Sewer and Solid Waste u li es by Bylaw services ($75,800). There was also a minor infla on increase.

Business Perspective/Environmental Scan • Enforcement on homeless camps and nuisance behaviours in public spaces is con nuing to draw a

large part of the Bylaw Division’s staff resources, with consequent impacts on special projects including parking enforcement and dog off-leash enforcement. • The long-term absence of a Division staff member has impacted service levels in animal control and will con nue to do so in 2016. • Maintaining and enhancing service to businesses will con nue to be a priority in 2016. The proposed work plan contains two projects related to business licensing.

Workplan Highlights – 2016 Deliverables Key Goal

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

Posi on(s) Responsible

Es mated Comple on Date

Complete renova on of Coast Meridian Community Police Sta on

CSP: Community WellBeing, Strategic Service Delivery

Community Policing Oﬃce Manager

Respond to recent case law by developing new regula ons for homeless camps in parks

CSP: Community WellBeing

Bylaw Services Manager

Enhance Bylaw Services webpage with Frequently-Asked Ques ons

CSP: Strategic Service Delivery

Assistant Manager of Bylaw Services

Par cipate with Metro Vancouver partners in hos ng 2016 TAGS An -Graﬃ conference

CSP: Community WellBeing

Community Policing Oﬃce Manager

Research and report on feasibility of adop ng 12-month business licences and pro-rated licence fees

CSP: Strategic Service Delivery

Assistant Manager of Bylaw Services

Par cipate in Metro Vancouver unified Intermunicipal Business Licence study

CSP: Strategic Service Delivery

Bylaw Services Manager

Develop bylaw amendments in response to pending Health Canada medical marihuana regula ons

CSP: Community WellBeing

Bylaw Services Manager

Ongoing

Indicators and Measures Indicator/Measure

2011

2012

2013

2014

2015 YTD*

Business licences issued

3,117

3,204

3,178

3,261

3,600

Business licence revenue

$775,000

$790,000

$814,040

$819,199

$820,000

5,011

5,265

4,488

4,334

5,060

Dog licences issued * As of November 20, 2015

City of Port Coquitlam

BYLAW SERVICES

Corporate Support Revenue Summary Contribu ons Permits and licences Penal es and fines Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Interest and bank charges Total Expenditures

Actual Budget Budget Budget Budget Budget Budget 2015 2015 2016 2017 2018 2019 2020 $(200) $$$$$$(1,046,174) (204,000) (204,000) (204,000) (204,000) (204,000) (204,000) (11,156) (18,500) (18,500) (18,500) (18,500) (18,500) (18,500) (48,375) (787,100) (787,100) (787,100) (787,100) (787,100) (787,100) $(1,105,905) $(1,009,600) $(1,009,600) $(1,009,600) $(1,009,600) $(1,009,600) $(1,009,600)

$874,508

$941,600

$975,800

$995,600

$1,015,400

$1,035,600

$1,056,100

186,448

154,600

157,900

161,100

164,300

167,600

171,000

29,951 26,354 11,991 $1,129,252

46,500 37,000 $1,179,700

46,500 30,900 $1,211,100

47,400 31,500 $1,235,600

48,300 32,100 $1,260,100

49,300 32,700 $1,285,200

50,300 33,400 $1,310,800

47,145

43,900

(75,800)

$70,493

$214,000

$125,700

$150,200

$174,700

$199,800

$225,400

Actual 2015 $1.14

Budget 2015 $3.46

Budget 2016 $2.00

Budget 2017 $2.36

Budget 2018 $2.71

Budget 2019 $3.06

Budget 2020 $3.40

Internal charges (recoveries) Net Opera ng Costs (Surplus)

Outputs and Outcomes Cost per Capita

! !

2016-2020 Financial Plan

COMMUNICATIONS & ADMINISTRATIVE SERVICES

Corporate Support Division Focus The Communica ons and 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 zensâ&#x20AC;&#x2122; priori es, eďŹ&#x20AC;ec vely deliver services that meet the communityâ&#x20AC;&#x2122;s needs, and ensure City services are used and regula ons are followed. The division also responds to media and public inquiries. On the internal side, the Division helps keep staďŹ&#x20AC; informed of key City ini a ves which in turn helps staďŹ&#x20AC; provide more eďŹ&#x20AC;ec ve service to our customers and act as ambassadors for the organiza on.

# ! !

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Significant Impacts from 2015 The most significant budget impact is the reduc on in revenue by $41,800 from Mayorâ&#x20AC;&#x2122;s Task Force on Revenue. An internal recovery for services provided to Water, Sewer and Solid Waste u li es by Communica ons & Administra ve Services has been added ($45,900). Labour increases for Mayor and Council amounted $24,700. There were also minor infla on increases.

â&#x20AC;˘ â&#x20AC;˘ â&#x20AC;˘

Business Perspective/Environmental Scan â&#x20AC;˘ The Division con nues to find social media a cost eďŹ&#x20AC;ec ve and powerful way to reach a large number of

â&#x20AC;˘

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people quickly, in par cular during crisis and emergency situa ons. Face to face communica on or direct mail outs also con nue to be cri cal for issues that require behavioural changes. There is also an increased demand for more integrated online services and two-way communica on from residents. The rate of climate change and extreme weather events con nue to require 24/7 communica ons. A top priority for the Division con nues to be enhancing public outreach and educa on on waste diversion. Due to external communica ons taking priority, improving internal communica ons will be led by Human Resources.

City of Port Coquitlam

COMMUNICATIONS & ADMINISTRATIVE SERVICES

Corporate Support Workplan Highlights – 2016 Deliverables Key Goal

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

Posi on(s) Responsible

Es mated Comple on Date

Re-develop the City website

Council: Customer Service, Organiza on development

Manager of Communica ons & Administra ve Services

Develop outreach strategy for waste diversion

CSP: Community Wellbeing

Manager of Communica ons & Administra ve Services

Engage public in Community Rec Complex planning

CSP: Infrastructure Council: Rec Complex

Manager of Communica ons & Administra ve Services

CSP: Sense of community

Manager of Communica ons & Administra ve Services

Support communica ons of departmental key projects

Council: Customer Service

Manager of Communica ons & Administra ve Services

Ongoing

Develop a corporate social media policy for staﬀ

Council: Organiza on development

Manager of Communica ons & Administra ve Services

Establish protocols with external agencies to improve crisis communica ons

Council: Customer Service, Organiza on development

Manager of Communica ons & Administra ve Services

Engage and involve community in PoCo Grand Prix

Indicators and Measures Indicator/Measure

2011

2012

2013

2014

2015 YTD*

# of ac on requests processed

100

121

104

124

# of Council events supported

165

371

228

203

224

Media pickup rate

90%

80%

85%

514,513

545,481

557,026

539,402

548,635

# of Facebook & Twi er followers

5,561

7,936

8,680

11,779

# of Instagram followers

514

GFOA Award for annual repor ng

✔

# of e-Update newsle er subscribers

1,200

1,390

1,477

1,719

2,167

# website visitors each year

* As of November 20, 2015

2016-2020 Financial Plan

COMMUNICATIONS & ADMINISTRATIVE SERVICES

Corporate Support Revenue Summary Sale of services Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Grants and financial assistance Total Expenditures

Actual 2015 $(4,928) (6,750) $(11,678)

Budget 2015 $(44,300) (5,100) $(49,400)

Budget 2016 $(2,500) (5,100) $(7,600)

Budget 2017 $(2,500) (5,100) $(7,600)

Budget 2018 $(2,500) (5,100) $(7,600)

Budget 2019 $(2,500) (5,100) $(7,600)

Budget 2020 $(2,500) (5,100) $(7,600)

$853,186

$877,200

$918,600

$936,900

$955,700

$974,800

$994,300

58,121

56,200

56,700

57,800

59,000

60,200

61,400

34,023 9,237

40,600 9,700

40,600 5,000

41,400 5,100

42,200 5,200

43,000 5,300

43,900 5,400

(0)

35,000

35,700

36,400

37,100

37,800

$954,567

$1,018,700

$1,055,900

$1,076,900

$1,098,500

$1,120,400

$1,142,800

(15,500)

(45,900)

$942,888

$953,800

$1,002,400

$1,023,400

$1,045,000

$1,066,900

$1,089,300

Internal charges (recoveries) Net Opera ng Costs (Surplus) Outputs and Outcomes Cost per Capita

Actual 2015 $15.26

Budget 2015

Budget 2016

$15.43

$15.99

Budget 2017 $16.09

Budget 2018 $16.20

Budget 2019 $16.31

Budget 2020 $16.43

City of Port Coquitlam

CORPORATE OFFICE & LANDS

Corporate Support Division Focus For each Council mee ng, Corporate OďŹ&#x192;ce and Lands is responsible for preparing the agendas, recording minutes, and ensuring no ce requirements as outlined in the Community Charter are met. These responsibili es extend further into a legisla ve suppor ng role as this division also dra s and coordinates policies, reports, and bylaws as well as cer fying the la er. In applicable years, the responsibility of administra ng civic and school district elec ons and conduc ng public referenda also falls onto this oďŹ&#x192;ce. Corporate OďŹ&#x192;ce & Lands manages and preserves Council, Commi ee, and corporate records through a records management and reten on program that this division manages.

This oďŹ&#x192;ce also uses this program to be er eďŹ&#x20AC;ec vely execute the Freedom of Informa on and Protec on of Privacy Act. A substan al responsibility of the division is the management of the City of Port Coquitlamâ&#x20AC;&#x2122;s land por olio. Guided with the intent of maximizing the value and u lity of all lands while promo ng the public interest, services include coordina ng the acquisi on and disposi on of real property as required (e.g. for parks, trails, roads and civic uses), obtaining appraisals, dra ing relevant bylaws and agreements, responding to enquiries related to the purchase and sale of City property, and nego a ng rights-of-way and other landrelated agreements.

Lastly, Corporate OďŹ&#x192;ce & Lands manages the Board of Variance applica on process and mee ngs, in order to resolve zoning issues.

" ! !

Significant Impacts from 2015 The most significant budget impact is the addi on of an internal charge recovery to recognize Corporate OďŹ&#x192;ce support to Water, Sewer and Solid Waste U li es ($83,100). There was also a salary transfer of $20,000 from

2016-2020 Financial Plan

Development Services Administra on to the Corporate OďŹ&#x192;ce to fund addi onal records management responsibili es. There are also infla on increases.

CORPORATE OFFICE & LANDS

Corporate Support Business Perspective/Environmental Scan • Eﬀorts to modernize internal agenda management processes are ongoing. • Provincial legisla on and municipal best prac ce requires comprehensive records management and email management throughout the organiza on. A comprehensive review of records management processes is currently underway.

• Freedom of informa on (FOI) and the protec on of privacy are ongoing and represent a source of sporadic work for the division. Eﬀorts to streamline internal FOI processes are ongoing. • Centraliza on and coordina on of land management within the Corporate Oﬃce is a new ini a ve.

Workplan Highlights – 2016 Deliverables Key Goal

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

Posi on(s) Responsible

Es mated Comple on Date

Complete records management review

Council: Organiza onal Development CSP: Strategic Service Delivery

Records and FOIPPA Administrator

Implement Agenda Management Solu on

Council: Organiza onal Development CSP: Strategic Service Delivery

Assistant Corporate Oﬃcer

Modernize Freedom of Informa on processes

Council: Customer Service CSP: Strategic Service Delivery

Records and FOIPPA Administrator

Review/improve land management processes and develop a work plan for the City’s land management strategy.

CSP: Strategic Service Delivery

Manager of Corporate Oﬃce and Lands

Indicators and Measures Indicator/Measure

2011

2012

2013

2014

2015 YTD*

Electronic Agendas

100

Bylaws Processed

Freedom Of Informa on Requests

800

n/a

887

Document storage (boxes) Board of Variance Applica ons * As of November 20, 2015

City of Port Coquitlam

CORPORATE OFFICE & LANDS

Corporate Support Actual 2015 $(10,000) (675) $(10,675)

Budget 2015 $(10,600) (1,200) $(11,800)

Budget 2016 $(10,600) (1,200) $(11,800)

Budget 2017 $(10,600) (1,200) $(11,800)

Budget 2018 $(10,600) (1,200) $(11,800)

Budget 2019 $(10,600) (1,200) $(11,800)

Budget 2020 $(10,600) (1,200) $(11,800)

$377,873

$388,800

$444,000

$452,900

$461,900

$471,200

$480,700

102,317

180,400

184,900

188,600

192,400

196,200

200,100

2,561 800 $483,551

1,100 900 $571,200

1,100 $630,000

1,100 $642,600

1,100 $655,400

1,100 $668,500

1,100 $681,900

(83,100)

Net Opera ng Costs (Surplus)

$472,876

$559,400

$535,100

$547,700

$560,500

$573,600

$587,000

Outputs and Outcomes

Actual 2015

Revenue Summary Sale of services Permits and licences Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Total Expenditures Internal charges (recoveries)

Cost per Capita

Budget 2015

$7.65

Budget 2016

$9.05

Budget 2017

$8.53

Budget 2018

$8.61

$8.69

Budget 2019 $8.77

Budget 2020 $8.85

2016-2020 Financial Plan

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 focused on providing eďŹ&#x192;cient and secure access to the informa on that internal staďŹ&#x20AC; need to complete their jobs; this in turn allows the City staďŹ&#x20AC; to deliver exemplary services to the public.

# $ "

Significant Impacts from 2015 The most significant impact is the addi on of an internal charge recovery to recognize support provided to Water,

Sewer and Solid Waste u li es by Informa on Services ($175,800). There were also minor infla onary impacts.

Business Perspective/Environmental Scan â&#x20AC;˘ Increased financial pressure of the falling Canadian Dollar (most contracts are in USD). â&#x20AC;˘ Security enhancements are con nuing to consume division resources. â&#x20AC;˘ Mobile compu ng support ini a ves are expanding.

â&#x20AC;˘ Increasing internal pressure to develop Business Intelligence support with Key Performance Indicators. â&#x20AC;˘ Final stages of the Financial System implementa on are ongoing in Payroll and Human Resources.

City of Port Coquitlam

INFORMATION SERVICES

Corporate Support Workplan Highlights â&#x20AC;&#x201C; 2016 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 implementa on

CSP: Sustainable Future - Financial Health

Director of Corporate Support; Finance and Informa on Services divisions

Key Performance Indicators and Dashboards

CSP: Strategic Service Delivery - Stewardship

Project Implementa on Specialist

Q4 (ongoing)

Business Directory

CSP: Customer Service

Project Implementa on Specialist

Q1 â&#x20AC;&#x201C; Beta release to public

Intranet Technology Refresh

CP: Building a Strong Organiza on

Director of Corporate Support

Q2 (ongoing)

City Website Enhancement

CSP: Customer Service

Director of Corporate Support

Server 2012 Upgrades

CSP: Sustainable Future - Financial Health

Informa on Systems Analyst

Indicators and Measures Indicator/Measure

2011

2012

2013

2014

2015 YTD*

Internal customers

369

409

449

Desktop computers

240

262

265

270

267

Mobile devices

144

System servers

2849

2440

2793

2056

1754

Customer support requests * * As of September 30, 2015

2016-2020 Financial Plan

INFORMATION SERVICES

Corporate Support Revenue Summary Sale of services Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Total Expenditures

Actual 2015 $(1,220) $(1,220)

Outputs and Outcomes Cost per Capita

Budget 2016

Budget 2017

Budget 2018

$659,937

$682,700

$697,100

$711,000

$725,300

$739,800

$754,600

386,959

363,100

370,800

378,200

385,800

393,500

401,400

22,574 36,036 $1,105,506

97,400 29,700 $1,172,900

97,400 26,800 $1,192,100

99,300 27,300 $1,215,800

101,300 27,800 $1,240,200

103,300 28,400 $1,265,000

105,400 29,000 $1,290,400

(175,800)

$1,104,286

$1,172,900

$1,016,300

$1,040,000

$1,064,400

$1,089,200

$1,114,600

Budget 2015

Budget 2016

$17.87

$18.98

$16.21

Budget 2017 $16.35

Budget 2020

Actual 2015

Budget 2019

Internal charges (recoveries) Net Opera ng Costs (Surplus)

Budget 2015

Budget 2018 $16.50

Budget 2019 $16.65

Budget 2020 $16.81

City of Port Coquitlam

DEVELOPMENT SERVICES

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

PLANNING | BUILDING | DEVELOPMENT ENGINEERING

Overview The Development Services Department ensures orderly and safe development within the City. Its administra on directs the ac vi es of the Department in keeping with the corporate direc on, strategically oversees development processes, provides advice on sustainable land use and development, and guides decisions related to the use of City-owned lands. The Director serves as the Cityâ&#x20AC;&#x2122;s liaison with the Kwikwetlem First Na on and is a member of Metro Vancouverâ&#x20AC;&#x2122;s Regional Planning Advisory Commi ee and Technical Advisory Commi ee on Aboriginal AďŹ&#x20AC;airs. The Department has three opera ng divisions: Planning, Building and Development Engineering.

3.44% of Total City Net Budget

2016-2020 Financial Plan

Development Services Operating Summary by Division Revenue Summary

Actual 2015

Planning

$(180,655)

$(100,000)

(165,984)

Economic Development Ac vi es Building Development Engineering Total Revenue

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget 2020

$(100,000)

(161,000)

(164,200)

(1,275,642)

(689,000)

(109,045)

(150,000)

(100,000)

$(1,731,327) $(1,100,000) $(1,053,200) $(1,053,200) $(1,053,200) $(1,053,200) $(1,053,200)

Expenditure Summary Administra on Planning Economic Development Ac vi es Building Development Engineering Projects Total Expenditures

$286,555 558,292

$358,700 566,800

$342,500 646,000

$349,400 659,000

$356,300 672,200

$363,500 685,700

$370,800 699,400

216,788

230,900

245,039

233,300

238,000

242,800

247,700

1,255,539

1,139,600

1,200,600

1,224,500

1,249,100

1,273,900

1,299,300

588,215

735,400

730,200

704,100

718,100

732,500

747,200

42,498 $2,947,887

35,200 $3,066,600

145,658 $3,309,997

102,000 $3,272,300

104,000 $3,337,700

106,100 $3,404,500

108,200 $3,472,600

$47,777

$67,300

$62,400

10,847

10,700

9,800

$58,624

$78,000

$72,200

$1,275,185

$2,044,600

$2,328,997

$2,291,300

$2,356,700

$2,423,500

$2,491,600

Internal Charges Building Development Engineering Total Internal Charges Net Opera ng Costs (Surplus)

City of Port Coquitlam

Development Services Operating Summary by Type Revenue Summary Taxa on and other levies Sale of services Contribu ons Permits and licences Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Interest and bank charges Total Expenditures

Actual 2015 $(160,984)

Outputs and Outcomes Cost per capita

Budget 2016 $(164,200)

Budget 2017 $(164,200)

Budget 2018 $(164,200)

Budget 2019 $(164,200)

Budget 2020 $(164,200)

(3,018) (4,000) (1,409,458) (765,000) (765,000) (765,000) (765,000) (765,000) (765,000) (153,866) (174,000) (124,000) (124,000) (124,000) (124,000) (124,000) $(1,731,326) $(1,100,000) $(1,053,200) $(1,053,200) $(1,053,200) $(1,053,200) $(1,053,200)

$2,626,604

$2,659,100

$2,817,100

$2,873,400

$2,930,900

$2,989,500

$3,049,300

297,371

387,500

472,897

378,500

386,000

393,800

401,700

10,229 9,516 4,166 $2,947,886

15,200 4,800 $3,066,600

15,200 4,800 $3,309,997

15,500 4,900 $3,272,300

15,800 5,000 $3,337,700

16,100 5,100 $3,404,500

16,400 5,200 $3,472,600

58,624

78,000

72,200

$1,275,184

$2,044,600

$2,328,997

$2,291,300

$2,356,700

$2,423,500

$2,491,600

Actual 2015

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Internal charges (recoveries) Net Opera ng Costs (Surplus)

Budget 2015 $(161,000)

$20.63

$33.08

$ Change from Previous Year

284,397

% Change

13.91%

Property Tax Impact

$37.15

2016-2020 Financial Plan

$36.54

Budget 2020

$37.06

$37.58

Operating Summary

0.49%

Changes in net opera ng budget from 2015 to 2016 are primarily due to: Infla on Labour increases One-Time Projects for 2016 Development Engineering revenue reduc on Posi on upgrades and transfers Adustments to One- me Expenses from 2015 Change in Internal charges (recoveries)

$36.03

Budget 2019

$ change $5,500 109,900 110,000

% change 0.27% 5.38% 5.38%

50,000

2.45%

48,100

2.35%

(33,303)

-1.63%

(5,800) $284,397

-0.28% 13.91%

ADMINISTRATION

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

Significant Impacts from 2015 The most significant budget impact is a salary transfer of $20,000 from Development Services Administra on to the Corporate Oﬃce. There are also infla on increases.

Business Perspective/Environmental Scan • Guiding the growth and development of the community in a period of con nuing high levels of commercial, industrial, ins tu onal and residen al ac vi es will con nue to be the primary focus of the Department. • Enhancing how the Department provides mely, eﬀec ve and friendly customer service within exis ng resources will be supported by enhanced technical advances (mobile technology; e-inspec on scheduling), staﬃng adjustments, “red-tape” reduc ons and con nuing to priori ze development-related ac vity over policy ini a ves.

• The Department’s ac vi es are guided by the Smart Growth Commi ee to ensure its work program is in accordance with the City’s highest priori es. • Suppor ng integrated redevelopment of the Community Recrea on Complex site and associated land use planning will con nue to be a top priority of the Director and Manager of Planning.

Workplan Highlights – 2016 Deliverables Key Goal

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

Planning, public consulta on and development of the Community Recrea on Complex and Works Yard Oversee implemen ng the recommenda ons of the Customer Service Con nuous Improvement Assessment

Council: Infrastructure CSP: Sense of Community, Sustainable Future Council: Customer Service CSP: Strategic Service Delivery

Adopt temporary building policies & regula ons

Council: Customer Service CSP: Strategic Service Delivery

Develop enforcement policies consistent with a customer service focus

Council: Customer Service CSP: Strategic Service Delivery

Support the Smart Growth Commi ee Support decisions and ac ons related to development of Indian Reserve 2

CSP: Sustainable Future, Sense of Community CSP: Sense of Community

Posi on(s) Responsible

Es mated Comple on Date

Community Recrea on Complex Ongoing as Planning team directed by Council Director of Development Services Director of Development Services; Manager of Building and Deputy Fire Chief Director of Development Services; Manager of Building; Manager of Bylaw Services and Deputy Fire Chief Director of Development Services; Division Managers Director of Development Services

TBD (per report)

Q3 Ongoing TBD (per an cipated Kwikwetlem First Na on proposal)

City of Port Coquitlam

ADMINISTRATION

Development Services Actual 2015

Revenue Summary Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Interest and bank charges Total Expenditures

Budget 2015 -

Budget 2016 -

Budget 2017 -

Budget 2018 -

Budget 2019 -

Budget 2020 -

$282,686

$344,400

$328,000

$334,600

$341,200

$348,100

$355,100

3,364

12,600

12,800

13,100

13,400

13,700

14,000

502 3 $286,555

1,700 $358,700

1,700 $342,500

1,700 $349,400

1,700 $356,300

1,700 $363,500

1,700 $370,800

Net Opera ng Costs (Surplus)

$286,555

$358,700

$342,500

$349,400

$356,300

$363,500

$370,800

Outputs and Outcomes

Actual 2015

Cost per Capita

$4.64

Budget 2015

Budget 2016

$5.80

$5.46

Budget 2017

Budget 2018

$5.49

$5.52

Budget 2019 $5.56

Budget 2020 $5.59

2016-2020 Financial Plan

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 Cityâ&#x20AC;&#x2122;s vision by ensuring that buildings and building ac vi es in our community are safe, healthy, sustainable and accessible. The divisionâ&#x20AC;&#x2122;s staďŹ&#x20AC; work with 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. Followup and enforcement ac on assists property and business owners to

understand and comply with building and licensing regula ons. The Source Control Program assists property and business owners to comply with regula ons protec ng water supply, sewer and drainage systems.

Significant Impacts from 2015 The most significant budget impact is from infla on increases. There is also a small increase in professional development and membership fees due to the enactment of the Building Act.

Business Perspective/ Environmental Scan â&#x20AC;˘ The Province has provided royal assent to the Building Act. Sec on 5 will 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). â&#x20AC;˘ Through the Building Act, the Province is providing enhanced support which will provide more eďŹ&#x192;cient responses to Code inquiries. This will also achieve more consistent applica on of codes and standards throughout the province.

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â&#x20AC;˘ Mandatory cer fica on for Building and Plumbing oďŹ&#x192;cials will begin in early 2016. StaďŹ&#x20AC; may need to complete addi onal training within a four year me period to obtain the necessary cer fica on.

â&#x20AC;˘ Service improvements will include addi onal technology, organiza onal changes, focused training, changes to business license processes as well as bylaw and policy amendments.

City of Port Coquitlam

Development Services

BUILDING

Workplan Highlights â&#x20AC;&#x201C; 2016 Deliverables Key Goal

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

Posi on(s) Responsible

Es mated Comple on Date

Con nue to meet permit issuance me frame targets

Council: Customer Service CSP: Strategic Service Delivery; Economic Strength

Manager of Building

2016 (ongoing)

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 Divisions)

2016 (ongoing)

Implement the recommenda ons of the Customer Service CIA

Council: Customer Service CSP: Strategic Service Delivery

Manager of Building (Coordinated with Bylaw Division and Fire and Emergency Services)

TBD (per report)

Council: Organiza onal Development CSP: Strategic Service Delivery

Manager of Building

2016 (ongoing)

Council: Customer Service CSP: Strategic Service Delivery

Manager of Building

2016 (TBD per regula ons)

Council: Infrastructure CSP: Sustainable Future

Manager of Building (Coordinated with Infrastructure Planning and Planning Divisions)

2016 Q2

Council: Customer Service CSP: Economic Strength

Manager of Building

2016 (ongoing)

Mandatory training of Building OďŹ&#x192;cials Address Building Act changes that restrict the ability to set local building requirements Prepare policy to clarify regula ons for construc on in areas subject to flooding Complete enhanced website informa on and communica ons materials

Indicators and Measures Indicator/Measure

2011

2012

2013

2014

2015 YTD*

All permits issued

545

652

643

689

625

Dwelling units constructed

109

380

317

421

149

n/a** n/a n/a n/a

12 4 2 2

11 4 2 3

8-10 3 2 2

Inspec ons (building, mechanical, business licence) within 24 hours

All

Construc on value of issued building permits ($millions)

$57

$104

$72

$132

$103

Building permit review me (weeks): New ICIM (Large Buildings) New Houses Altera ons ICIM Altera ons Houses

* As of November 6, 2015 ** Data not tracked in 2011 and 2012

2016-2020 Financial Plan

Development Services Revenue Summary Permits and licences Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Interest and bank charges Total Expenditures Internal charges (recoveries) Net Opera ng Costs (Surplus) Outputs and Outcomes Cost per Capita

BUILDING

Actual 2015 $(1,228,803) (46,839) $(1,275,642)

Budget 2015 $(665,000) (24,000) $(689,000)

Budget 2016 $(665,000) (24,000) $(689,000)

$1,232,660

$1,117,800

$1,178,700

$1,202,100

$1,226,200

$1,250,500

$1,275,400

7,036

7,400

7,500

7,700

7,900

8,100

8,300

3,951 7,729 4,163 $1,255,539

9,600 4,800 $1,139,600

9,600 4,800 $1,200,600

9,800 4,900 $1,224,500

10,000 5,000 $1,249,100

10,200 5,100 $1,273,900

10,400 5,200 $1,299,300

47,777

67,300

62,400

$27,674

$517,900

$574,000

$597,900

$622,500

$647,300

$672,700

Actual 2015

Budget 2015

$0.45

$8.38

Budget 2016 $9.15

Budget 2017 $(665,000) (24,000) $(689,000)

Budget 2017

Budget 2018 $(665,000) (24,000) $(689,000)

Budget 2018

$9.40

$9.65

Budget 2019 $(665,000) (24,000) $(689,000)

Budget 2019 $9.90

Budget 2020 $(665,000) (24,000) $(689,000)

Budget 2020 $10.15

City of Port Coquitlam

Development Services

DEVELOPMENT ENGINEERING

Division Focus Development Engineering 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 oďŹ&#x20AC;-site servicing required for their developments to the specifica ons and standards established by the City. The customer service staďŹ&#x20AC; within the division provides administra ve support to both Development Engineering and Engineering and Opera ons. This group serves the public and development community in the eďŹ&#x192;cient processing of various engineering and development permits, as well as other inquiries.

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Significant Impacts from 2015 The most significant budget impact is a reduc on in an cipated permit fees/inspec on fees revenue of $50,000.

2016-2020 Financial Plan

There were two posi on upgrades which will increase payroll by $10,500. There were also infla on increases.

Development Services

DEVELOPMENT ENGINEERING

Business Perspective/Environmental Scan • Guiding the growth and development of the community in a period of con nuing high levels of commercial, industrial, ins tu onal and residen al ac vi es con nues to be the primary focus of the Department. • Enhancing how the Department provides mely, effec ve and friendly customer service within exis ng resources supported by technical advances (mobile technology) and stream-lining procedures. • Policy work was deferred to support the review and processing of applica ons due to staff vacancy and the changes in staffing.

• The development community has con nued with a high level of ac vity and requests for enhanced customer services ( ming, informa on, online services, etc.) due to strong market condi ons and the limited availability of developable lands. • The City con nues to experience a high number of applicants with limited development experience. The Division seeks to ensure appropriate processes and procedures are in place to facilitate clear communica on and understanding for all applicants. • Changing goals of the community is resul ng in increasing expecta ons for infrastructure (eg. undergrounding wiring, sidewalks).

Workplan Highlights – 2016 Deliverables Key Goal

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

Posi on(s) Responsible

Es mated Comple on Date

Meet applica on approval me frame targets (subdivision, oﬀsite servicing)

Council: Customer Service; CSP: Strategic Service Delivery

Manager of Development Engineering

2016 (ongoing)

Revise the Subdivision Servicing Bylaw in consulta on with development community

Council: Customer Service

Manager of Development Engineering (Coordinated with Engineering and Public Works Divisions)

Ongoing

Implement the recommenda ons of the Customer Service Con nuous Improvement Assessment

Council: Customer Service

Manager of Development Engineering (Coordinated with Engineering and Public Works Divisions)

Ongoing

Implement an online inspec on request service

Council: Customer Service

Manager of Development Engineering

Indicators and Measures Indicator/Measure

2011

2012

2013

2014

2015 YTD*

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

3797

4192

4315

4744

3998

Number of permit applica ons received

345

377

360

364

325

Percentage of applica ons reviewed in less than 60 days

85%

77%

89%

73%

82%

Value of works processed**

$10.0M

$2.0M

$2.4M

$7.2M

$2.2M

* As of November 4, 2015 ** Based on securi es received 58

City of Port Coquitlam

Development Services

Budget 2017 $ (100,000) $(100,000)

Budget 2018 $ (100,000) $(100,000)

Budget 2019 $ (100,000) $(100,000)

Budget 2020 $ (100,000) $(100,000)

$683,300

$697,000

$710,900

$725,100

$739,600

86,400

46,500

6,700

6,800

7,000

7,200

2,650 131 $588,215

400$735,400

400 $730,200

400 $704,100

400 $718,100

400 $732,500

400 $747,200

10,847

10,700

9,800

Net Opera ng Costs (Surplus)

$490,017

$596,100

$640,000

$613,900

$627,900

$642,300

$657,000

Outputs and Outcomes

Actual 2015

Revenue Summary Sale of services Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies $ Telephone, u li es, rent Total Expenditures

Actual 2015 $(2,218) (106,827) $(109,045)

DEVELOPMENT ENGINEERING

Budget 2015 $ (150,000) $(150,000)

Budget 2016 $ (100,000) $(100,000)

$575,040

$648,600

10,394

Internal charges (recoveries)

Cost per Capita

$7.93

Budget 2015 $9.65

Budget 2016 $10.21

Budget 2017 $9.65

Budget 2018 $9.73

Budget 2019 $9.82

Budget 2020 $9.91

2016-2020 Financial Plan

ECONOMIC DEVELOPMENT ACTIVITIES

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

Revenue Summary Taxa on and other levies Sale of services Contribu ons Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Total Expenditures Net Opera ng Costs (Surplus) Outputs and Outcomes Cost per Capita

Actual 2015 $(160,984)

Budget 2015 $(161,000)

Budget 2016 $(164,200)

Budget 2017 $(164,200)

Budget 2018 $(164,200)

Budget 2019 $(164,200)

Budget 2020 $(164,200)

(800) (4,000) (200) $(165,984)

$(161,000)

$(164,200)

$5,433

210,739

228,800

242,939

231,200

235,900

240,700

245,600

616 $216,788

2,100 $230,900

2,100 $245,039

2,100 $233,300

2,100 $238,000

2,100 $242,800

2,100 $247,700

$50,804

$69,900

$80,839

$69,100

$73,800

$78,600

$83,500

Actual 2015 $0.82

Budget 2015 $1.13

Budget 2016 $1.29

Budget 2017 $1.09

Budget 2018 $1.14

Budget 2019 $1.20

Budget 2020 $1.26

City of Port Coquitlam

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, OďŹ&#x192;cial Community Plan, and Metro Vancouverâ&#x20AC;&#x2122;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 divisionâ&#x20AC;&#x2122;s primary role is to direct sustainable growth and development by se ng appropriate policies and regula ons to guide change, implemen ng eďŹ&#x20AC;ec ve development applica on processes and providing excellent customer service. Division staďŹ&#x20AC; also provides 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. The division also supports the businesses through ac vi es including an annual business celebra on.

Significant Impacts from 2015 The most significant change was the inclusion of a one- me budget amount for the OďŹ&#x192;cial Community Plan Review

($30,000). Also included are infla on increases.

Business Perspective/Environmental Scan â&#x20AC;˘ Complex development proposals, planning for development of City-owned lands and the Community Recrea on Complex Project will con nue to impact ability to complete planning policy work. â&#x20AC;˘ EďŹ&#x192;cient applica on review processes con nue to be challenged by a complex and changing regulatory framework; diďŹ&#x20AC;ering posi ons and expecta ons held by residents, developers and businesses; and, development proposals that do not fit established policy frameworks. â&#x20AC;˘ The communityâ&#x20AC;&#x2122;s expecta ons for public consulta on and their involvement in planning ini a ves

2016-2020 Financial Plan

require innova ve approaches and comprehensive communica ons. â&#x20AC;˘ The changing demands and needs of the community and increasingly high land values impact land use and development policies and regula ons. â&#x20AC;˘ Senior levels of government con nue to expect that the City will take a strong role in addressing complex planning issues including the provision of aďŹ&#x20AC;ordable and special needs housing, reducing the environmental impact of development, suppor ng transporta on investments and suppor ng businesses.

Development Services

PLANNING

Workplan Highlights – 2016 Deliverables Key Goal

Meet applica on approval me frame targets

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

Posi on(s) Responsible

Es mated Comple on Date

Council: Customer Service CSP: Strategic Service Delivery

Manager of Planning

Ongoing

Planning, public consulta on and development of the Community Recrea on Complex and Works Yard

Council: Community Recrea on Community Recrea on Complex Planning Complex Planning team; CSP: Sense of Community, Manager of Planning Infrastructure, Sustainable Future

Land use and development planning for City-owned lands

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

Manager of Planning

Q1-Q4 (per individual sites)

Oﬃcial Community Plan, Downtown and Northside planning & consulta on, residen al land use amendments, commercial land use amendment, neighbourhood iden ty infrastructure needs

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

Planning Division in conjunc on with Engineering staﬀ

Q1-Q4

Implement recommenda ons of Customer Service CIA

Council: Customer Service CSP: Strategic Service Delivery, Economic Strength, Community Well-being

Manager of Planning

TBD

Council: Infrastructure CSP: Community Well-being

Planner; Parks Division

Q2-Q3

Council: Infrastructure, Customer Service CSP: Economic Strength

Planning Analyst; Bylaw Services

Tree policies and regula ons Complete Downtown Parking and Compliance Strategy.

Ongoing

Indicators and Measures Indicator/Measure

2011

2012

2013

2014

2015 YTD*

Applica ons aligned with OCP goals

100%

90%

100%

Applica ons being processed

n/a **

n/a

5 months

Benchmark DP applica on review me * As of November 6, 2015 ** Data not tracked in 2011/2012

City of Port Coquitlam

Development Services Budget 2017 $(100,000) $(100,000)

Budget 2018 $(100,000) $(100,000)

Budget 2019 $(100,000) $(100,000)

Budget 2020 $(100,000) $(100,000)

$627,100

$639,700

$652,500

$665,600

$678,900

17,100

17,500

17,900

18,300

18,700

19,100

2,433 1,657 $558,293

1,400 $566,800

1,400 $646,000

1,400 $659,000

1,400 $672,200

1,400 $685,700

1,400 $699,400

Net Opera ng Costs (Surplus)

$377,638

$466,800

$546,000

$559,000

$572,200

$585,700

$599,400

Outputs and Outcomes

Actual 2015

Revenue Summary Permits and licences Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Total Expenditures

Actual 2015 $(180,655) $(180,655)

PLANNING

Budget 2015 $(100,000) $(100,000)

Budget 2016 $(100,000) $(100,000)

$530,748

$548,300

23,455

Cost per Capita

$6.11

Budget 2015

Budget 2016

$7.55

$8.71

Budget 2017

Budget 2018

$8.79

$8.87

Budget 2019 $8.96

Budget 2020 $9.04

2016-2020 Financial Plan

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

ENGINEERING & PUBLIC WORKS

Overview Engineering & Public Works includes the following areas (u li es are presented in this document separately, star ng on page 84): â&#x20AC;¢ â&#x20AC;¢ â&#x20AC;¢ â&#x20AC;¢ â&#x20AC;¢ â&#x20AC;¢

Administra on Engineering Infrastructure Planning Capital Projects Public Works Streets

â&#x20AC;¢ â&#x20AC;¢ â&#x20AC;¢ â&#x20AC;¢ â&#x20AC;¢

Parks Fleet Solid Waste U lity Water U lity Sewer U lity

10.68% of Total City Net Budget

# %+

(+ '+

&&+ &$+

City of Port Coquitlam

Engineering & Public Works Operating Summary by Division Revenue Summary

Actual 2015

Administra on

$(82,018)

Engineering Infrastructure Planning

Budget 2016 -

Budget 2017 -

Budget 2018 -

Budget 2019 -

Budget 2020 -

(97,000)

(12,000)

Public Works - Streets

(758,346) (1,464,000)

(1,464,000)

Public Works - Parks

(508,412)

(483,400)

Total Revenue

(6,525)

Budget 2015

(483,400)

$(1,355,301) $(2,044,400) $(1,959,400) $(1,959,400) $(1,959,400) $(1,959,400) $(1,959,400)

Expenditure Summary Administra on Engineering Infrastructure Planning Engineering - Projects Public Works - Streets Public Works - Parks Public Works - Fleet Projects Total Expenditures

$969,540

$983,900

$1,242,800

$1,267,700

$1,292,900

$1,318,700

$1,345,100

806,502

856,500

883,800

901,400

919,400

937,800

956,500

523,964 4,164,327 4,055,278 1,161,182 64,835 $11,745,628

481,800 668,009 620,400 632,800 645,500 658,400 3,974,600 4,106,600 4,188,700 4,272,500 4,357,800 4,445,000 4,135,100 4,119,000 4,095,100 4,177,200 4,260,000 4,346,200 1,197,800 1,201,700 1,225,700 1,250,200 1,275,100 1,300,600 177,400 162,364 48,500 49,500 50,500 51,500 $11,807,100 $12,384,273 $12,347,500 $12,594,500 $12,845,400 $13,103,300

Internal Charges Administra on Engineering Infrastructure Planning Engineering - Projects Public Works - Streets Public Works - Parks Public Works - Fleet Total Internal Charges Net Opera ng Costs (Surplus)

$(1,843,830) $(2,034,300) $(1,229,800) $(1,229,800) $(1,229,800) $(1,229,800) $(1,229,800) 9,211

9,100

(157,400)

(256,600) (256,600) (256,600) (256,600) (256,600) 476,070 672,300 620,400 620,400 620,400 620,400 620,400 839 25,600 (5,100) (5,100) (5,100) (5,100) (5,100) (1,966,310) (2,166,200) (2,162,100) (2,162,100) (2,162,100) (2,162,100) (2,162,100) $(3,324,020) $(3,493,500) $(3,190,600) $(3,190,600) $(3,190,600) $(3,190,600) $(3,190,600)

$7,066,307

2016-2020 Financial Plan

$6,269,200

$7,234,273

$7,197,500

$7,444,500

$7,695,400

$7,953,300

Engineering & Public Works Operating Summary by Type Revenue Summary U lity charges Sale of services Contribu ons Permits and licences Other revenue Total Revenue

Actual 2015 $1,592

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget 2020

$ $ $ $ $ $ (1,156,822) (229,100) (229,100) (229,100) (229,100) (229,100) (229,100) (8,114) (857,200) (807,200) (807,200) (807,200) (807,200) (807,200) 1,780 (8,000) (8,000) (8,000) (8,000) (8,000) (8,000) (236,874) (1,000,100) (915,100) (915,100) (915,100) (915,100) (915,100) $(1,398,438) $(2,094,400) $(1,959,400) $(1,959,400) $(1,959,400) $(1,959,400) $(1,959,400)

Expenditure Summary Personnel $7,067,075 $6,915,700 $7,268,200 $7,413,600 $7,561,900 $7,713,100 $7,867,400 Contracted and other 2,329,476 2,057,200 2,230,873 1,991,000 2,030,900 2,071,600 2,112,900 services Materials and supplies 2,161,766 2,832,700 2,834,500 2,891,200 2,949,000 3,008,000 3,068,200 Telephone, u li es, rent 50,283 11,600 10,400 10,600 10,800 11,000 11,200 Interest and bank charges 6,196 Insurance and claims 173,967 39,900 40,300 41,100 41,900 42,700 43,600 Total Expenditures $11,788,764 $11,857,100 $12,384,273 $12,347,500 $12,594,500 $12,846,400 $13,103,300 Internal charges (recoveries)

(3,324,019)

(3,493,500)

(3,190,600)

Net Opera ng Costs (Surplus)

$7,066,307

$6,269,200

$7,234,273

$7,197,500

$7,444,500

$7,696,400

$7,953,300

Actual 2015

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Outputs and Outcomes Cost per capita

$114.34

$101.44

$ Change from Previous Year

968,473

% Change

15.45%

Property Tax Impact

1.66%

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$115.38

$113.17

$115.42

Budget 2019 $117.68

Budget 2020 $119.96

Changes in net opera ng budget from 2015 to 2016 are primarily due to: Infla on Labour Increases Posi on Transfer from OďŹ&#x192;ce of CAO Adjustments to Internal Recoveries between Departments One-Time Projects for 2016 Engineering Revenue Reduc on Adustments to One- me Expenses from prior years Addi onal Opera ng Costs from Prior Year Capital Transfers between E&PW and Solid Waste U lity Increased Parking Lot Maintenance Addi onal City Bridge Maintenance Miscellaneous Opera onal Budget Adjustments

$ change $60,300 210,900 158,900

% change 0.96% 3.36% 2.53%

149,900

2.39%

131,500 85,000

2.10% 1.36%

48,774

0.78%

44,800

0.71%

37,100

0.59%

16,000 12,500

0.26% 0.20%

9,400

0.15%

$965,074

15.39%

City of Port Coquitlam

Engineering & Public Works

ADMINISTRATION

Division Focus This area is responsible for overall management of the Department of Engineering & Public Works.

Significant Impacts from 2015 The most significant budget impact is a reduc on in the internal charge recovery for services provided to Water, Sewer and Solid Waste U li es. These recoveries have been distributed to other Engineering divisions to be er reflect their services. There were also salary transfers of $158,900 from OďŹ&#x192;ce of the CAO to Engineering & Public Works and $63,200 from Public Works â&#x20AC;&#x201C; Parks, oďŹ&#x20AC;set by the alloca on of $136,200 to Public Works - U li es. An ongoing decision package was approved in 2015 for TSPW Commi ee ini a ves ($35,000). There were also minor infla on increases.

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2016-2020 Financial Plan

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Engineering & Public Works

ADMINISTRATION

Business Perspective/Environmental Scan • Aging infrastructure con nues to be a top issue for the department. We will con nue to support the work of the budget and infrastructure commi ee to create a long range capital plan that will meet the long term needs of the community. • The other major challenge is the aging workforce and a large volume of staﬀ re ring. In 2015 we experienced significant re rements in the Parks sec on, and as a

result 2016 will be focused on recruitment, professional development, and knowledge transfer. • The re-development of the Community Recrea on Complex con nues to be a top priority, and this is a main area of focus for the Director. • Increasing pressure for accountability and delivery of capital projects.

Workplan Highlights – 2016 Deliverables Key Goal

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

Posi on(s) Responsible

Es mated Comple on Date

Further integrate staﬀ within the Public Works Division

Council: Organiza onal Development

Director of Engineering and Public Works

Ongoing

Complete Engineering and Public Works restructure and fill remaining vacancies

Council: Organiza onal Development

Director of Engineering and Public Works

Con nue the Planning and Design of the Community Recrea on Complex

Council: Infrastructure

Community Recrea on Complex Planning team

Support the Budget and Infrastructure Commi ee and Transporta on Solu on and Public Works Commi ee

Council: Infrastructure

Director of Engineering and Public Works

Con nue involvement in regional commi ees including Regional Engineers Advisory Commi ee (REAC), Regional Transporta on Advisory Commi ee (RTAC)

CSP: Strategic Service Delivery

Director of Engineering and Public Works

Ongoing

City of Port Coquitlam

Engineering & Public Works Revenue Summary Sale of services Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Interest and bank charges Total Expenditures Internal charges (recoveries) Net Opera ng Costs (Surplus) Outputs and Outcomes

Actual 2015 $(53,618) (28,399) $(82,017)

Budget 2015

ADMINISTRATION

Budget 2016

Budget 2017

Budget 2018

$$-

$822,234

$885,900

$1,039,400

$1,060,200

$1,081,300

$1,102,900

$1,125,000

47,095

87,100

192,500

196,400

200,300

204,300

208,400

93,177 3,386

10,900 -

11,100 -

11,300 -

11,500 -

11,700 -

3,648

$969,540

$983,900

$1,242,800

$1,267,700

$1,292,900

$1,318,700

$1,345,100

(1,843,830)

(2,034,300)

(1,229,800)

$(956,307) $(1,050,400)

$13,000

$37,900

$63,100

$88,900

$115,300

Cost per Capita

$(15.47)

Budget 2015 $(17.00)

Budget 2016

$$-

Budget 2020

$$-

Actual 2015

$$-

Budget 2019

Budget 2017

$0.21

$0.60

Budget 2018 $0.98

$$-

Budget 2019 $1.36

$$-

Budget 2020 $1.74

2016-2020 Financial Plan

Engineering & Public Works

STREETS

Division Focus Streets Opera ons 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 & ice response fall under the oversight of this work area. This division is responsible for maintenance of the Cityâ&#x20AC;&#x2122;s Major Road Network and receives funding from Translink for certain maintenance ac vi es, as well as capital renewal. The total amount received from Translink is shown as revenue in the division, while a por on flows through to reserve for future works. This sec on also ensures proper maintenance and repair of the Cityâ&#x20AC;&#x2122;s signage infrastructure which is required to ensure public safety and maximize the life span of these assets and performs sidewalk maintenance and construc on.

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City of Port Coquitlam

Engineering & Public Works

STREETS

Significant Impacts from 2015 The most significant budget impact was the recogni on of Fleet CIA Savings of $48,500 (Vehicle Expenses). There were addi onal opera ng costs from prior year capital of $18,300 as well as an adjustment for parking lot maintenance ($8,000).

Infla on amounts for Streets include $21,900 in u li es for electricity and $20,600 for contracted services.

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.

Workplan Highlights – 2016 Deliverables Key Goal

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

Posi on(s) Responsible

Es mated Comple on Date

Improve Planning and Scheduling Processes for Public Works - Streets

CSP: Sustainable Future, Strategic Service Delivery

Manager of Streets

Recruitment of Electrical Posi ons and Crea on of City Electrical Services Program

CSP: Sustainable Future, Strategic Service Delivery

Manager of Streets

Indicators and Measures 2010

2011

# Illegal dumping requests n/a ** n/a ** completed Snow/ice: # of events n/a ** n/a ** Mm of snow 17 23 Hours of service 531 807 Mm of Rainfall n/a ** n/a ** Calls for Service: Street sweeping 40 56 Flooding/drainage 75 101 Illegal dumping n/a n/a Pothole filling 92 137 Sidewalk repairs 17 25 Calls for Service: Graﬃ n/a ** n/a ** Crosswalks 16 27 Curb maintenance 37 39 Street signs 30 28 Traﬃc signs 86 211 * As at November 4, 2015 ** Not collected at the me 2016-2020 Financial Plan

2012

2013

2014

2015 (YTD) *

n/a **

147

216

242

n/a ** 7 875 n/a **

n/a ** 12 766 1,452

14 16.2 435 1,834

1 0 187 1,098

49 93 157 100 23

46 94 151 125 32

73 34 2 96 25

n/a 15 5 61 30

n/a ** 19 27 107 322

108 33 45 29 105

31 21 32 34 130

9 16 37 9 101

Engineering & Public Works Revenue Summary U lity charges Sale of services Contribu ons Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Insurance and claims Total Expenditures Interal charges (recoveries) Net Opera ng Costs (Surplus) Outputs and Outcomes Cost per Capita

STREETS

Actual Budget Budget 2015 2015 2016 $1,592 $$(715,071) (807,200) (807,200) (44,867) (656,800) (656,800) $(758,346) $(1,464,000) $(1,464,000)

Budget 2017

Budget 2018

Budget 2019

Budget 2020

$$$$(807,200) (807,200) (807,200) (807,200) (656,800) (656,800) (656,800) (656,800) $(1,464,000) $(1,464,000) $(1,464,000) $(1,464,000)

$1,793,515

$1,383,100

$1,488,600

$1,518,300

$1,548,700

$1,579,600

$1,611,200

1,400,099

952,400

976,000

995,500

1,015,400

1,035,700

1,056,400

442,695 523,490 4,528 $4,164,327

1,092,500 546,600 $3,974,600

1,073,500 568,500 $4,106,600

1,095,000 579,900 $4,188,700

1,116,900 591,500 $4,272,500

1,139,200 603,300 $4,357,800

1,162,000 615,400 $4,445,000

476,070

672,300

620,400

$3,882,051

$3,182,900

$3,263,000

$3,345,100

$3,428,900

$3,514,200

$3,601,400

Actual 2015 $62.82

Budget 2015 $51.50

Budget 2016 $52.04

Budget 2017 $52.60

Budget 2018 $53.16

Budget 2019 $53.73

Budget 2020 $54.32

City of Port Coquitlam

Engineering & Public Works

PARKS

Division Focus The Parks Division provides parks and open space to improve physical and psychological health. These spaces strengthen our communi es, provide a cleaner environment along with a direct contact with nature and make our city and neighborhoods more a rac ve places to live and work. These public landscapes are comprised of numerous parks, trails, athle c fields, playgrounds, ornamental and urban forestry areas. In addi on, the division provides cemetery opera ons and benefits to the public through its support of the various civic events hosted by the City.

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Significant Impacts from 2015 The most significant budget impact was the inclusion of one- me projects in 2015 which do not occur in 2016 ($181,500). The Manager of Parks Design and Development was transferred to Engineering & Public Works Administra on ($63,200).

2016-2020 Financial Plan

Fleet CIA Savings of $31,700 (Vehicle Expenses). Addi onal opera ng costs from prior year capital are $24,000, of this $15,400 was labour. There are also infla on impacts.

Engineering & Public Works

PARKS

Business Perspective/Environmental Scan • The division is facing an ever increasing impact from the eﬀects of the European Chafer beetle which is causing both financial and staﬃng resource pressures. • Increased densifica on and community demand for high level services is resul ng in stress and/or overuse on exis ng ameni es. • The division is con nuing to struggle with challenges caused by homeless camps on public spaces.

• The division is facing an ongoing demographic shi of an aging workforce. Employee health/wellness, professional development and reten on/a rac on are key priori es. • Climate change con nues to be a factor in City opera ons. Extreme weather events are becoming more frequent. These events reduce available resources for planned or scheduled maintenance ac vi es.

Workplan Highlights – 2016 Deliverables Key Goal

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

Posi on(s) Responsible

Es mated Comple on Date

Council: Infrastructure CSP: Strategic Service Delivery

Manager of Parks Services

Create an Urban Forestry Strategic Plan

Council: Infrastructure CSP: Sustainable Future and Strategic Service Delivery

Manager of Parks Services; Manager of Planning

Create a Lions Park north reforesta on plan encompassing revegeta on, pathways and educa onal opportuni es

Council: Infrastructure CSP: Sustainable Future and Strategic Service Delivery

Manager of Parks Services

Complete the installa on of addi onal columbarium burial spaces at the cemetery to meet user demands

Council: Infrastructure CSP: Sustainable Future and Strategic Service Delivery

Manager of Parks Services

Perform a review of in ground burials assessing the poten al need for alterna ve burial sites such as family plots and/or green burials

Council: Infrastructure CSP: Sustainable Future and Strategic Service Delivery

Manager of Parks Services

Con nue to work with Tri-City communi es to expand European Chafer Beetle awareness, educa on and management alterna ves

Council: Infrastructure CSP: Sustainable Future and Strategic Service Delivery

Manager of Parks Services

Develop service levels

Council: Customer Service CSP: Sustainable Future and Strategic Service Delivery

Manager of Parks Services; Director of Engineering and Public Works

Perform a service level review for Lions Park in rela on to the newly created park ameni es and ongoing homeless challenges

City of Port Coquitlam

Engineering & Public Works

PARKS

Indicators and Measures Indicator/Measure 2012 # of requests for service by area Bears n/a ** Cemetery n/a ** Park buildings n/a ** Invasive species n/a ** Parks n/a ** Street/garbage and li er n/a ** Trails n/a ** Trees n/a ** Total # of requests for service 676 # of public educa on ini a ves 2 # of street trees planted 174 # of tree permits 158 # of special events supported 9 * As of September 30, 2015 ** Not collected at the me Revenue Summary Sale of services Permits and licences Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Interest/bank charges Insurance and claims Total Expenditures

Actual 2015 $(388,133) 1,780 (122,060) $(508,413)

Outputs and Outcomes

2014

2015 (YTD)*

n/a ** n/a ** n/a ** n/a ** n/a ** n/a ** n/a ** n/a ** 725 5 335 154 14

4 5 74 22 253 49 42 235 684 2 140 207 13

4 7 98 17 275 28 51 427 907 6 197 209 14

Budget 2015 $(229,100) (8,000) (246,300) $(483,400)

Budget 2016 $(229,100) (8,000) (246,300) $(483,400)

$2,802,435

$2,834,700

$2,840,900

$2,897,700

$2,955,800

$3,014,900

$3,075,300

561,684

618,600

594,600

500,300

510,300

519,800

531,100

534,255 96,567 2,549 57,789 $4,055,279

558,800 83,100 39,900 $4,135,100

557,200 86,000 40,300 $4,119,000

568,300 87,700 41,100 $4,095,100

579,700 89,500 41,900 $4,177,200

591,300 91,300 42,700 $4,260,000

603,100 93,100 43,600 $4,346,200

839

25,600

(5,100)

$3,547,706

$3,677,300

$3,630,500

$3,606,600

$3,688,700

$3,771,500

$3,857,700

Internal charges (recoveries) Net Opera ng Costs (Surplus)

2013

Actual 2015

Cost per Capita

$57.41

Budget 2015 $59.50

Budget 2016 $57.90

Budget 2017 $(229,100) (8,000) (246,300) $(483,400)

Budget 2017

Budget 2018 $(229,100) (8,000) (246,300) $(483,400)

Budget 2019 $(229,100) (8,000) (246,300) $(483,400)

Budget 2018

$56.71

Budget 2019

$57.19

$57.67

Budget 2020 $(229,100) (8,000) (246,300) $(483,400)

Budget 2020 $58.19

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2016-2020 Financial Plan

Engineering & Public Works

INFRASTRUCTURE PLANNING

Division Focus The Infrastructure Planning Division is responsible for monitoring, managing, planning and improving the Cityâ&#x20AC;&#x2122;s infrastructure systems. StaďŹ&#x20AC; develops long range plans for infrastructure improvements to support walking, cycling, transit, goods movement, automobile travel, the safe provision of drinking water, sanitary and drainage services. This includes life-cycle analysis to ensure that infrastructure is op mized to support the longest life-span at minimum cost. The sec on collaborates with both the capital project sec on and opera ons. StaďŹ&#x20AC; acts as the primary liaison with external agencies such as TransLink, the Coast Mountain Bus Company, the Ministry of Transporta on and Infrastructure, ICBC, Metro Vancouver and the RCMP. This liaison func on is fundamental to improving services that directly benefit residents, employees, and businesses. As well, staďŹ&#x20AC; oversees the traďŹ&#x192;c management of City roads with the installa on and opera ons by other divisions.

This includes the traďŹ&#x192;c signal system, pedestrian crossing controls, on-street parking/stopping restric ons, school access, construc on traďŹ&#x192;c management, and speeding concerns. 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.

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Significant Impacts from 2015 The most significant budget impact is the addi on of an Internal Charge Recovery for services provided to Water and Sewer U li es ($165,800). There was a reduc on in revenue of $86,000

in 2016. There is a small increase for professional development and memberships for 2016. There are also infla on impacts.

City of Port Coquitlam

Engineering & Public Works

INFRASTRUCTURE PLANNING

Business Perspective/Environmental Scan The current environmental factors driving the Infrastructure Planning priori es include: • Aging infrastructure is increasing pressure to maintain current service levels within exis ng resources. • The requirement for an Asset Management program is pu ng pressure on our ability to acquire grant funding opportuni es. • Addi onal involvement required to par cipate and protect Port Coquitlam’s interest in regional transporta on ini a ves such as the TransLink Mayor’s

Council – Regional Transporta on Strategy ini a ves and TransLink’s NE Sector Area Transit Plan (Evergreen Line Integra on, etc.) • Par cipa on with the City of Coquitlam transporta on ini a ves driven by Coquitlam’s workplan increases Infrastructure Planning workload (Victoria Drive upgrade, Lincoln Avenue Connector). • Addressing Health Authority direc on and water system upgrades to maintain and improve water quality standards.

Workplan Highlights – 2016 Deliverables Key Goal

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

Posi on(s) Responsible

Es mated Comple on Date

Support the Budget and Infrastructure Commi ee in development of Long Term Capital Plan

Council: Infrastructure CSP: Sustainable future

Director of Engineering and Public Works; Manager of Infrastructure Planning

Begin planning for Asset Management Plans for underground infrastructure

Council: Infrastructure CSP: Sustainable future

Manager of Infrastructure Planning

Use Models to improve storm & sanitary sewer flushing, and CCTV videoing programs, and tracking of repairs

Council: Infrastructure CSP: Strategic Service Delivery

Project Technologist

Develop a process to approve and track third-party u lity installa ons

Council: Infrastructure CSP Sustainable future

Manager of Infrastructure Planning

Evergreen Line Bus Integra on Plan

Council: Infrastructure CSP: Sustainable future

Manager of Infrastructure Planning; Transporta on Technologist; Project & Traﬃc Technician

Prepare updated Traﬃc Bylaw #3155

Council: Infrastructure CSP: Sustainable future

Manager of Infrastructure Planning; Transporta on Technologist; Project & Traﬃc Technician

Par cipate in prepara on of Victoria Drive Upgrade Detailed Design with City of Coquitlam

Council: Infrastructure CSP: Sustainable future

Manager of Infrastructure Planning; Transporta on Technologist

Council: Infrastructure CSP: Strategic Service Delivery

Director of Engineering and Public Works; Manager of Infrastructure Planning

Council: Infrastructure CSP: Sustainable future community

Manager of Infrastructure Planning

Work with Coquitlam to update the Inter-Municipal Road Agreement Par cipate in Coquitlam’s Lincoln Avenue Connector planning study

2016-2020 Financial Plan

INFRASTRUCTURE PLANNING

Engineering & Public Works Indicators and Measures Indicator/Measure # Lane closure permits issued # TraďŹ&#x192;c signal warrants completed # Pedestrian crossing warrants completed # of partnerships with external transporta on service providers $ value of partnerships with external transporta on service providers * As of November 9, 2015

2011 115 n/a **

2012 113 n/a **

2013 121 24

2014 135 6

2015 YTD* 110 1

n/a **

$1 million

$999,500

$825,500

** Not collected at the me Budget 2015

Budget 2016

$(97,000) $(97,000)

$(12,000) $(12,000)

$757,850

$807,500

$834,100

$850,800

$867,800

$885,200

$902,900

46,150

43,000

42,100

42,900

43,800

44,700

45,600

1,389

4,200

6,700

6,800

6,900

7,000

7,100

1,113

1,800

900

$806,502

$856,500

$883,800

$901,400

$919,400

$937,800

$956,500

9,211

9,100

(157,400)

Net Opera ng Costs (Surplus)

$809,188

$768,600

$714,400

$732,000

$750,000

$768,400

$787,100

Outputs and Outcomes

Actual 2015

Revenue Summary Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Total Expenditures Internal charges (recoveries)

Cost per Capita

Actual 2015 $(6,525) $(6,525)

Budget 2015

$13.09

$12.44

Budget 2016 $11.39

Budget 2017

Budget 2017 $11.51

Budget 2018

Budget 2018 $11.63

Budget 2019

Budget 2019 $11.75

Budget 2020 $(12,000) $(12,000)

Budget 2020 $11.87

# #

City of Port Coquitlam

CAPITAL PROJECTS

Engineering & Public Works Division Focus Capital Projects Division staďŹ&#x20AC; support the community by designing and coordina ng the development, implementa on and comple on of the capital projects approved in the Cityâ&#x20AC;&#x2122;s annual five-year Financial Plan for road, water, sewer, drainage and parks infrastructure. The division also prepares construc on es mates for future capital projects, maintains historical project cos ng informa on, and assists with the recording and valua on of fixed assets for road, water, sewer, drainage and parks infrastructure.

Significant Impacts from 2015 The most significant budget impact for 2016 is the addi on of an Internal Charge Recovery to recognize services provided to the Water and Sewer U li es ($256,600).

Professional development and membership amounts were also increased. There were infla on eďŹ&#x20AC;ects.

Business Perspective/Environmental Scan â&#x20AC;˘ Increasing public involvement/no fica on during development of the annual capital program, and while capital projects are under construc on. â&#x20AC;˘ Con nual pressure to deliver capital program more cost eďŹ&#x20AC;ec vely and within Financial Plan melines.

2016-2020 Financial Plan

â&#x20AC;˘ Increasing accountability for asset management and sustainable long term funding strategies.

Engineering & Public Works

CAPITAL PROJECTS

Workplan Highlights – 2016 Deliverables Key Goal

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

Posi on(s) Responsible

Es mated Comple on Date

Complete 2016 Capital & Road Rehabilita on Projects (refer to Capital Project sec on in Financial Plan for list of projects)

Council: Infrastructure CSP: Strategic Service Delivery

Manager of Capital Projects; Engineering Technologists

Dra the 2017-2021 Capital Plan

Council:Infrastructure CSP: Strategic Service Delivery

Manager of Capital Projects

Complete cer fica on of Project staﬀ for Master Municipal Construc on Document Contract Document administra on

Council: Organiza onal Development CSP: Strategic Service Delivery

Manager of Capital Projects; Engineering Technologists

Develop tracking system and key performance indicators for evalua ng in-house capital project design eﬃciencies

Council: Organiza onal Development CSP: Strategic Service Delivery

Manager of Capital Projects

Update historical unit price database for future es ma ng and asset management tools

Council: Organiza onal Development CSP: Strategic Service Delivery

Engineering Technologists

Indicators and Measures Indicator/Measure # Projects (by loca on) # Open houses for projects

2011 n/a n/a

2012 45 n/a

2013 28 2

2014 30 2

2015 YTD* 11 0

* As of October 30, 2015

City of Port Coquitlam

Engineering & Public Works Actual 2015

Revenue Summary Total Revenue

Budget 2015 -

Expenditure Summary Personnel Contracted and other services Materials and supplies

CAPITAL PROJECTS

Budget 2016 -

Budget 2017 -

Budget 2018 -

Budget 2019 -

Budget 2020 -

521,692

479,000

505,400

515,500

525,800

536,400

547,200

162,109

104,400

106,500

108,600

110,700

920

2,500

500

1,353

300

$523,965

$481,800

$668,009

$620,400

$632,800

$645,500

$658,400

(256,600)

Net Opera ng Costs (Surplus)

$523,965

$481,800

$411,409

$363,800

$376,200

$388,900

$401,800

Outputs and Outcomes

Actual 2015

Telephone, u li es, rent Total Expenditures Internal charges (recoveries)

Cost per Capita

Budget 2015

$8.48

Budget 2016

$7.80

Budget 2017

$6.56

Budget 2018

$5.72

$5.83

Budget 2019 $5.95

Budget 2020 $6.06

2016-2020 Financial Plan

Engineering & Public Works

FLEET

Division Focus Fleet Services provide fleet repair and welding services for the City, opera ng 2 shi s in eďŹ&#x20AC;orts of minimizing down me for the fleet. As an internal service provider all charges for opera ng the fleet opera on are incurred in this sec on, and then distributed to the various departments via monthly or hourly charge out rates. A por on of the internal revenues collected for Fleet Services flow through the opera ng budget to the reserve for vehicle and or equipment renewal.

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Significant Impacts from 2015

Business Perspective/Environmental Scan

The most significant budget impact is inclusion of an internal overhead amount from Engineering and Public Works Administra on ($50,000). There is a salary transfer of $34,100 from Engineering and Public Works Administra on to more accurately reflect the costs of fleet services. There were also infla on increases.

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.

City of Port Coquitlam

Engineering & Public Works

FLEET

Workplan Highlights â&#x20AC;&#x201C; 2016 Deliverables Key Goal

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

Posi on(s) Responsible

Es mated Comple on Date

Council: Infrastructure

Manager of Fleet and Solid Waste

Council: Infrastructure CSP: Sustainable Future, Strategic Service Delivery

Manager of Fleet and Solid Waste

Q1-Q4

Council: Organiza onal Development CSP: Strategic Service Delivery

Manager of Fleet and Solid Waste

Develop 2017 Fleet Replacement Program. Implement Con nuous Improvement Assessment recommenda ons Develop indicators and measures

Revenue Summary

Actual 2015

Total Revenue

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget 2020

$369,350

$525,700

$559,800

$571,000

$582,400

$594,000

$605,900

171,920

128,500

131,200

133,800

136,500

139,200

142,000

508,262

543,600

510,700

520,900

531,300

541,900

552,700

111,650

Total Expenditures

$1,161,182

$1,197,800

$1,201,700

$1,225,700

$1,250,200

$1,275,100

$1,300,600

Internal charges (recoveries)

(1,966,310)

(2,166,200)

(2,162,100)

$(805,128)

$(968,400)

$(960,400)

$(936,400)

$(911,900)

$(887,000)

$(861,500)

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Expenditure Summary Personnel Contracted and other services Materials and supplies Insurance and claims

Net Opera ng Costs (Surplus) Outputs and Outcomes

Actual 2015

Cost per Capita

$(13.03)

$(15.67)

$(15.32)

$(14.72)

$(14.14)

$(13.56)

Budget 2020 $(12.99)

2016-2020 Financial Plan

SOLID WASTE UTILITY

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

Overview 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. Solid Waste services include curbside garbage, recycling and organics collec on and glass collec on from depot loca ons across the City.

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$ !&%)" $#

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City of Port Coquitlam

Solid Waste Utility Revenue Summary U lity charges Sale of services Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es and rent Total Expenditures

Actual Budget Budget Budget Budget Budget Budget 2015 2015 2016 2017 2018 2019 2020 $(2,342,452) $(2,411,300) $(2,424,300) $(2,424,300) $(2,424,300) $(2,424,300) $(2,424,300) (1,874) (15,440) (503,200) (553,200) (553,200) (553,200) (553,200) (553,200) $(2,359,766) $(2,914,500) $(2,977,500) $(2,977,500) $(2,977,500) $(2,977,500) $(2,977,500) $886,420

$820,400

$869,600

$887,000

$904,700

$922,800

$941,300

1,086,742

1,132,600

956,900

976,000

995,500

1,015,400

1,035,700

52,326

18,000

15,000

15,300

15,600

15,900

16,200

800

$2,026,288

$1,971,000

$1,841,500

$1,878,300

$1,915,800

$1,954,100

$1,993,200

1,421,007

1,676,500

1,572,800

$1,087,529

$733,000

$436,800

$473,600

$511,100

$549,400

$588,500

Internal charges (recoveries) Net Opera ng Costs (Surplus) Outputs and Outcomes Cost per capita

Actual 2015

$ Change from Previous Year % Change Property Tax Impact

Budget 2015

$17.60

$11.86

(296,200)

$6.97

Budget 2017

Budget 2018

$7.45

-0.51%

Budget 2019

$7.92

Budget 2020

$8.40

$8.88

Changes in net opera ng budget from 2015 to 2016 are primarily due to:

-40.41%

2016-2020 Financial Plan

Budget 2016

Interdepartmental transfers Adustments to One- me Expenses from prior years Addi onal MMBC Revenue Miscellaneous Opera onal Budget Adjustments Adjustments to Internal Recoveries between Departments

$ change $(142,000)

% change -19.37%

(50,000)

-6.82%

(50,000)

-6.82%

(30,000)

-4.09%

(24,200)

-3.30%

$(296,200)

-40.40%

0.64% of Total City Net Budget

Solid Waste Utility Significant Impacts from 2015

Business Perspective/Environmental Scan

As a result of the Solid Waste Review, a number of expenses have been moved to more appropriate areas with the intent of capturing only the costs associated with solid waste services.

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 Single-Family and exis ng Muli -Family customers in the City. • A recent review of the waste composi on has resulted in the need to enhance public outreach and educa on on diver ng organics from the garbage stream and reducing plas cs contamina on in the recycling and organics streams. • Poten al solid waste service expansion opportuni es require prepara on and analysis as well as review of the City’s current capacity and opera ons.

The most significant budget impact was the re-alloca on of Soil Disposal costs of $105,000 to Water and Sewer U li es. A salary transfer of $34,100 also occurred to Public Works - Fleet Services. Addi onal labour costs for cart changeout costs of $30,200. Fleet CIA Savings were realized in the amount of $24,200. There were also Infla on impacts. Addi onal MMBC Revenues were realized of $50,000 for 2016.

Workplan Highlights – 2016 Deliverables Key Goal

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

Posi on(s) Responsible

Introduce Planning and Scheduling Processes for Public Works

CSP: Sustainable Future, Strategic Service Delivery

Zone Op miza on and Resizing

CSP: Sustainable Future, Strategic Service Delivery

Public Works Leadership Team Sec on Manager of Fleet, Trades and Solid Waste; Foreman III Trades & Sanita on

Es mated Comple on Date Q4 Q4

Indicators and Measures 2010

2011

2012

2013

2014

2015 (YTD) *

Diversion Rate (%)

60.5

62.5

63.3

66.1

Solid Waste Calls for Service

1,159

1,284

1,456

1,369

1,872

2,066

* As at November 4, 2015

City of Port Coquitlam

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

WATER UTILITY

Overview The City of Port Coquitlam purchases bulk treated water from the Metro Vancouver Regional District. Employees in this work area operate, maintain and construct a city-wide transmission and distribu on system that delivers safe and reliable drinking water and ensures adequate flows and pressures are maintained for the Cityâ&#x20AC;&#x2122;s fire protec on needs. Annually the U li es sec on safely delivers approximately 9.16 million cubic meters of high quality potable water to its 22,371 serviced customers within the City. A por on of the revenues collected for the Water U lity flow through the opera ng budget to the reserve for infrastructure renewal and rate stabiliza on.

' " '( %

$ #

% %

2016-2020 Financial Plan

Water Utility Operating Summary by Division Revenue Summary Water Administra on

Actual 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget 2020

$(11,278,275) $(10,934,600) $(11,151,800) $(11,151,800) $(11,151,800) $(11,151,800) $(11,151,800)

Water U lity Total Revenue

Budget 2015 -

(18,700)

$(11,278,275) $(10,953,300) $(11,170,500) $(11,170,500) $(11,170,500) $(11,170,500) $(11,170,500)

Expenditure Summary Water Administra on Water U lity Water Projects Total Expenditures

$22

$68,100

$69,500

$70,900

$72,300

$73,700

6,778,417

7,708,700

6,921,000

7,059,400

7,200,500

7,344,500

7,491,400

114

39,500

$6,778,553

$7,748,200

$6,989,100

$7,128,900

$7,271,400

$7,416,800

$7,565,100

$1,215,900

$1,161,500

188,751

221,700

209,800

$1,404,651

$1,437,600

$1,371,300

Internal Charges Water Administra on Water U lity Total Internal Charges Net Opera ng Costs (Surplus)

$(3,095,071) $(1,767,500) $(2,810,100) $(2,670,300) $(2,527,800) $(2,382,400) $(2,234,100)

City of Port Coquitlam

Water Utility Operating Summary by Type Revenue Summary U lity charges Sale of services Penal es and fines Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es and rent Total Expenditures

Actual Budget Budget Budget Budget Budget Budget 2015 2015 2016 2017 2018 2019 2020 $(11,178,208) $(10,871,500) $(11,088,700) $(11,088,700) $(11,088,700) $(11,088,700) $(11,088,700) (18,700) (18,700) (18,700) (18,700) (18,700) (18,700) (98,841) (63,100) (63,100) (63,100) (63,100) (63,100) (63,100) (1,225) $(11,278,274) $(10,953,300) $(11,170,500) $(11,170,500) $(11,170,500) $(11,170,500) $(11,170,500) $620,435

$651,100

$727,800

$742,400

$757,200

$772,300

$787,700

5,957,273

6,878,000

6,041,000

6,161,800

6,285,000

6,410,700

6,538,900

196,904

219,100

220,300

224,700

229,200

233,800

238,500

3,941

$6,778,554

$7,748,200

$6,989,100

$7,128,900

$7,271,400

$7,416,800

$7,565,100

1,404,651

1,437,600

1,371,300

Internal charges (recoveries) Net Opera ng Costs (Surplus) Outputs and Outcomes Cost per capita

$(3,095,069) $(1,767,500) $(2,810,100) $(2,670,300) $(2,527,800) $(2,382,400) $(2,234,100) Actual 2015

Budget 2015

$(50.08)

$ Change from Previous Year % Change Property Tax Impact

$(28.60)

(1,042,600)

Budget 2016 $(44.82)

Budget 2017 $(41.99)

Budget 2018 $(39.19)

Budget 2020

$(36.43)

$(33.70)

Changes in net opera ng budget from 2015 to 2016 are primarily due to:

58.99% -1.78%

Budget 2019

Infla on Metro Vancouver Water Purchase cost reduc on Change in Internal charges (recoveries) Addi onal 1% Transfer to Water Long Term Infrastructure Addi onal Revenue (mainly due to growth in new proper es) 2015 Leak Loss Program not implemented in 2015 and will con nue in 2016 Miscellaneous

$ change $1,900

% change -0.11%

(857,800)

48.53%

(66,300)

3.75%

112,500

-6.36%

(217,200)

12.29%

(20,800)

1.18%

5,100

-0.29%

$(1,042,600)

58.99%

2016-2020 Financial Plan

Water Utility Significant Impacts from 2015

Business Perspective/Environmental Scan

As a result of the Water and Sewer Preliminary Rate Review, a number of expenses have been moved to more appropriate areas with the intent of more accurately capturing the costs associated with Water U lity services.

This work area is impacted by: • Legisla ve requirements such as the Drinking Water Protec on Act and Regional Liquid Waste Resource Management Plan. • Upda ng the City’s processes and procedures to meet industry best prac ces that guide maintenance of u lity infrastructure. • Fluctua ons in workload due to the reac ve nature of breaks and blockages of pipes and service connec ons. • Aging infrastructure is increasing pressure to maintain current service levels within exis ng resources. • There is increasing need for water conserva on due to extreme weather condi ons resul ng from climate change.

The most significant budget impact is a decrease in the budgeted amount for Metro Vancouver bulk water purchase of $858,000. There is a salary transfer from Engineering & Public Works Admin of $68,100 (50% of Manager of U li es), and a re-alloca on into the Water U lity from Solid Waste for Soil Disposal ($52,500). The reduc on package approved from 2015 for the Leak Loss & Conserva on Program of $20,800 was reduced in 2016. Fleet CIA savings of $16,500 was realized in 2016. Adjustments were included in 2016 for water tes ng ($16,000) previously paid by Metro, and increased costs to maintain prior years capital ($2,700).

Workplan Highlights – 2016 Deliverables Key Goal Improve Planning and Scheduling Processes for Opera ons Revise U li es Emergency Response Plan to include system risk/ triggers and response

Alignment to Corporate Strategic Plan (CSP) and Council Priori es Council: Organiza onal Development CSP: Sustainable Future, Strategic Service Delivery

Es mated Comple on Date

Sec on Manager of U li es

Sec on Manager of U li es Sec on Manager of U li es

CSP: Sustainable Future CSP: Strategic Service Delivery, Sustainable Future

Par cipate in Na onal Benchmarking

Posi on(s) Responsible

Q3 Q4

Indicators and Measures Water Consump on (L/Capita Per Day) # of Water Main Breaks/ 100 km of Length $ of capital reinvestment Opera ng $ /100 km of Watermain length Calls for Service: Water quality Water on/oﬀ Locate service Emergency leak * As at November 4, 2015

2010

2011

2012

2013

2014

2015 (YTD) *

456

429

428

427

398

343

7.0

8.5

8.9

3.8

1.39 M

2.55 M

1.88 M

1.03 M

535 K

544 K

547 K

545 K

478 K

$357 K

25 56 24 80

21 53 28 94

32 48 19 100

29 61 22 93

45 56 30 107

25 54 36 56

City of Port Coquitlam

Water Utility Operating Summary: Water Administration Actual Budget Budget Budget Budget Budget Budget 2015 2015 2016 2017 2018 2019 2020 $(11,178,208) $(10,871,500) $(11,088,700) $(11,088,700) $(11,088,700) $(11,088,700) $(11,088,700) (98,841) (63,100) (63,100) (63,100) (63,100) (63,100) (63,100) (1,225) $(11,278,274) $(10,934,600) $(11,151,800) $(11,151,800) $(11,151,800) $(11,151,800) $(11,151,800)

Revenue Summary U lity charges Penal es and fines Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Total Expenditures

$68,100

$69,500

$70,900

$72,300

$73,700

$68,100

$69,500

$70,900

$72,300

$73,700

1,215,900

1,161,500

22 $22

Internal charges (recoveries)

1,215,900

Net Opera ng Costs (Surplus) Outputs and Outcomes Cost per Capita

$(10,062,352) $(9,718,700) $(9,922,200) $(9,920,800) $(9,919,400) $(9,918,000) $(9,916,600) Actual 2015 $(162.82)

Budget 2015 $(157.26)

Budget 2016 $(158.25)

Budget 2017 $(155.99)

Budget 2018 $(153.79)

Budget 2019 $(151.65)

Budget 2020 $(149.57)

$$-

Budget 2015 $(18,700) $(18,700)

Budget 2016 $(18,700) $(18,700)

Budget 2017 $(18,700) $(18,700)

Budget 2018 $(18,700) $(18,700)

Budget 2019 $(18,700) $(18,700)

Budget 2020 $(18,700) $(18,700)

$620,435

$651,100

$659,700

$672,900

$686,400

$700,100

$714,100

5,957,138

6,838,500

6,041,000

6,161,800

6,285,100

6,410,800

6,538,900

178,895 21,949 $6,778,417

190,000 29,100 $7,708,700

190,000 30,300 $6,921,000

193,800 30,900 $7,059,400

197,700 31,500 $7,200,700

201,700 32,100 $7,344,700

205,700 32,700 $7,491,400

188,751

221,700

209,800

$6,967,168

$7,911,700

$7,112,100

$7,250,500

$7,391,800

$7,535,800

$7,682,500

Actual 2015 $112.74

Budget 2015 $128.02

Budget 2016 $113.43

Budget 2017 $114.00

Budget 2018 $114.60

Budget 2019 $115.23

Budget 2020 $115.87

Operating Summary: Water Utility Actual 2015

Revenue Summary Sale of services Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Total Expenditures Internal charges (recoveries) Net Opera ng Costs (Surplus) Outputs and Outcomes Cost per Capita

2016-2020 Financial Plan

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

SEWER UTILITY

Overview The City of Port Coquitlam pays the Metro Vancouver Regional District for disposal of sewage. Sewer Opera ons provides an essen al service for the collec on and disposal of liquid wastewater. Employees in this work area operate, maintain and construct collec on infrastructure that mi gates environmental impact as a result of blockages and overflows, and transfer of wastewater to treatment facili es. A por on of the revenues collected for the Sewer U lity flow through the opera ng budget to the reserve for infrastructure renewal and rate stabiliza on.

' " '( %

$ #

% %

City of Port Coquitlam

Sewer Utility Operating Summary by Division Revenue Summary

Actual 2015

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget 2020

Sewer Administra on

$(7,997,010) $(7,593,400) $(7,856,400)

$(7,856,400) $(7,856,400) $(7,856,400) $(7,856,400)

Total Revenue

$(7,997,010) $(7,593,400) $(7,856,400)

$(7,856,400) $(7,856,400) $(7,856,400) $(7,856,400)

Expenditure Summary Sewer Administra on

Sewer U lity

$68,100

$69,500

$70,900

$72,300

$73,700

4,966,177

5,142,600

5,386,303

5,303,500

5,409,600

5,517,800

5,628,200

10,221

85,300

$4,976,398

$5,227,900

$5,454,403

$5,373,000

$5,480,500

$5,590,100

$5,701,900

$1,224,600

$1,162,800

74,857

140,500

106,700

$1,299,457

$1,365,100

$1,269,500

$(1,721,155) $(1,000,400) $(1,132,497) $(1,213,900) $(1,106,400)

$(996,800)

$(885,000)

Sewer Projects Total Expenditures

Internal Charges Sewer Administra on Sewer U lity Total Internal Charges Net Opera ng Costs (Surplus)

2016-2020 Financial Plan

Sewer Utility Operating Summary by Type Revenue Summary U lity charges Permits and licences Penal es and fines Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es and rent Total Expenditures

Actual Budget Budget 2015 2015 2016 $(7,883,156) $(7,536,600) $(7,799,600) (45,441) (68,413) (56,800) (56,800) $(7,997,010) $(7,593,400) $(7,856,400) $195,402

$263,200

$270,700

$276,100

$281,600

$287,200

$292,900

4,653,194

4,811,700

5,077,403

4,988,500

5,088,300

5,190,100

5,293,900

107,617

153,000

106,300

108,400

110,600

112,800

115,100

20,185

$4,976,398

$5,227,900

$5,454,403

$5,373,000

$5,480,500

$5,590,100

$5,701,900

1,299,457

1,365,100

1,269,500

$(1,721,155) $(1,000,400) $(1,132,497) $(1,213,900) $(1,106,400)

$(996,800)

$(885,000)

Budget 2019

Budget 2020

Internal charges (recoveries) Net Opera ng Costs (Surplus)

Outputs and Outcomes Cost per capita $ Change from Previous Year

Actual 2015

Budget 2015

$(27.85)

$(16.19)

(104,097)

% Change

10.41%

Property Tax Impact

-0.18%

Budget Budget Budget Budget 2017 2018 2019 2020 $(7,799,600) $(7,799,600) $(7,799,600) $(7,799,600) (56,800) (56,800) (56,800) (56,800) $(7,856,400) $(7,856,400) $(7,856,400) $(7,856,400)

Budget 2016 $(18.06)

Budget 2017 $(19.09)

Budget 2018 $(17.15)

$(15.24)

$(13.35)

Changes in net opera ng budget from 2015 to 2016 are primarily due to: Infla on Adustments to One- me Expenses from prior years Addi onal Revenue (mainly due to growth in new proper es) Change in Internal charges (recoveries) Miscellaneous Opera onal Budget Adjustments Addi onal Opera ng Costs from Prior Year Capital Interdepartmental transfers

$ change $6,900

% change -0.69%

101,503

-10.15%

(263,000)

26.29%

(10,300)

1.03%

6,300

0.10%

2,100

0.03%

52,400

-5.24%

$(104,097)

11.37%

City of Port Coquitlam

Sewer Utility Significant Impacts from 2015

Business Perspective/Environmental Scan

The most significant budget impact is a salary transfer from Engineering & Public Works Admin of $68,100 (50% of Manager of U li es). There is a re-alloca on into the Sewer U lity from Solid Waste for Soil Disposal ($52,500). Fleet CIA savings of $10,300 was realized in 2016. Adjustments were included in 2016 for increased costs to maintain prior years capital ($2,800).

Workplan Highlights – 2016 Deliverables Key Goal

Improve Planning and Scheduling Processes for Opera ons

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

Posi on(s) Responsible

Council: Organiza onal Development CSP: Sustainable Future, Strategic Service Delivery

Sec on Manager of U li es

Revise U li es Emergency Response Plan to include system risk/ triggers and response

CSP: Sustainable Future CSP: Sustainable Future, Strategic Service Delivery

Par cipate in Na onal Benchmarking

Sec on Manager of U li es Sec on Manager of U li es

Es mated Comple on Date Q4 Q3 Q4

Indicators and Measures # of Connec ons with Sanitary Flooding/1000 Service Connec ons Calls for Service: Sewer blockages Plugged catchbasins Flooding/urgent Manhole lids missing * As at November 4, 2015 ** Not collected at that me

2016-2020 Financial Plan

2010

2011

2012

2013

2014

2015 (YTD) *

n/a **

4.0

3.3

3.1

1.8

32 31 13 24

26 43 9 26

27 50 18 27

30 28 6 9

6 16 3 3

49 49 52 4

Sewer Utility Operating Summary: Sewer Administration Revenue Summary U lity charges Permits and licences Penal es and fines Total Revenue Expenditure Summary Personnel Total Expenditures Internal charges (recoveries) Net Opera ng Costs (Surplus) Outputs and Outcomes Cost per Capita

Budget Budget Actual Budget Budget Budget Budget 2018 2019 2020 2015 2015 2016 2017 $(7,883,156) $(7,536,600) $(7,799,600) $(7,799,600) $(7,799,600) $(7,799,600) $(7,799,600) (45,441) (68,413) (56,800) (56,800) (56,800) (56,800) (56,800) (56,800) $(7,997,010) $(7,593,400) $(7,856,400) $(7,856,400) $(7,856,400) $(7,856,400) $(7,856,400) $$-

$$-

$68,100 $68,100

$69,500 $69,500

$70,900 $70,900

$72,300 $72,300

$73,700 $73,700

1,224,600

1,162,800

$(6,772,410) $(6,368,800) $(6,625,500) $(6,624,100) $(6,622,700) $(6,621,300) $(6,619,900) Actual 2015 $(109.59)

Budget 2015 $(103.06)

Budget 2016 $(105.67)

Budget 2017 $(104.15)

Budget 2018 $(102.68)

Budget 2019 $(101.24)

Budget 2020 $(99.85)

Operating Summary: Sewer Utility Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Total Expenditures Internal charges (recoveries) Net Opera ng Costs (Surplus) Outputs and Outcomes Cost per Capita

Actual 2015 $195,402

Budget 2015 $263,200

Budget 2016 $202,600

Budget 2017 $206,700

Budget 2018 $210,800

Budget 2019 $215,000

Budget 2020 $219,300

4,642,973

4,726,400

5,077,403

4,988,400

5,088,300

5,190,100

5,293,900

49,220 78,582 $4,966,177

85,200 67,800 $5,142,600

35,800 70,500 $5,386,303

36,500 71,900 $5,303,500

37,200 73,300 $5,409,600

37,900 74,800 $5,517,800

38,700 76,300 $5,628,200

74,857

140,500

106,700

$5,041,034

$5,283,100

$5,493,003

$5,410,200

$5,516,300

$5,624,500

$5,734,900

Actual 2015 $81.57

Budget 2015 $85.49

Budget 2016 $87.61

Budget 2017 $85.07

Budget 2018 $85.52

Budget 2019 $86.00

Budget 2020 $86.50

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 Cityâ&#x20AC;&#x2122;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.

. # *, ' * ' (/-2) + '

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# ! "

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$ %

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2016-2020 Financial Plan

Finance Actual 2015

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget 2020

Revenue Summary Sale of services Other revenue Total Revenue

$(25,666) (306,854) $(332,520)

$(311,800) $(311,800)

$(317,700) $(317,700)

$2,087,491

$2,065,300

$2,171,600

$2,215,000

$2,259,300

$2,304,500

$2,350,600

388,018

462,035

481,300

490,900

500,700

510,700

520,900

128,693 64,809

161,800 80,000

166,300 80,000

169,600 81,600

173,000 83,200

176,500 84,900

180,000 86,600

15,318

10,000

10,200

10,400

10,600

10,800

362,530 $3,046,859

659,600 $3,428,735

666,300 $3,575,500

679,600 $3,646,900

693,200 $3,719,800

707,100 $3,794,300

721,200 $3,870,100

Internal charges (recoveries)

(1,102,760)

(1,096,900)

(733,000)

Net Opera ng Costs

$1,611,579

$2,020,035

$2,524,800

$2,596,200

$2,669,100

$2,743,600

$2,819,400

Actual 2015

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget 2020

Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Interest and bank charges Insurance and claims Total Expenditures

Outputs and Outcomes Cost per Capita

$26.08

$32.69

$ Change from Previous Year

504,765

% Change

24.99%

Property Tax Impact

$40.27

0.86%

$ change

% change

Infla on

$9,500

0.47%

Labour increase

79,300

3.93%

363,900

18.01%

Accoun ng Revenue reduc on

24,100

1.19%

Posi on upgrade

19,200

0.95%

8,765

0.43%

$504,765

24.98%

Miscellaneous

$41.38

Changes in net opera ng budget from 2015 to 2016 are primarily due to:

Change in Internal charges (recoveries)

$40.82

$41.95

$42.52

$ !$

3.73% of Total City Net Budget

City of Port Coquitlam

Finance Significant Impacts from 2015 Significant budget impacts include a reduc on in the internal charge recovery for services provided to Water, Sewer and Solid Waste U li es by the Finance Department. These recoveries have been distributed to other departments to be er reflect their services. A one- me decision package was included in 2015 for Adver sing/ Sales ($33,000) which was not included in 2016. Revenue reduc ons in Accoun ng and a Posi on upgrade were adjusted in 2016. There were also minor infla on increases.

Business Perspective/Environmental Scan • The ongoing implementa on of the Agresso Financial System is changing the way we do business. This includes the automa on of processes and electronic payments. Change management is required for staﬀ, internal and external customers.

• Increased demand for developing new processes and repor ng tools which will help provide departments with be er access to mely financial informa on and analysis. This will help facilitate be er strategic decisions. • A number of re rements in the department have provided opportuni es for new ideas and process changes, while at the same me presen ng challenges around knowledge reten on and training new staﬀ up to full capacity. • Con nual process changes and improvements within the City rely heavily on the exper se and resources of the Finance Department. • Development and support of the Port Coquitlam Community Founda on and its ini a ves have required an increased amount of resources from the Department.

Workplan Highlights – 2016 Deliverables Key Goal

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

Posi on(s) Responsible

Es mated Comple on Date

Council: Organiza onal Development CSP: Strategic Service Delivery, Sustainable Future

Director of Finance; Director of Corporate Support; Finance Managers

Ongoing

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

Council: Recrea on Centre

Director of Finance

Q1-Q4

Support the Budget and Infrastructure Commi ee in improving the budget and capital planning processes

Council: Infrastructure CSP: Sustainable Future

Director of Finance; Manager of Financial Systems & Processes

Implementa on of Purchasing Con nuous Improvement Assessment (CIA) Recommenda ons

Council: Organiza onal Development CSP: Strategic Service Delivery & Sustainable Future

Director of Finance; Purchasing Manager

Q1-Q4

Partner with Communica ons to promote the use of tax and u lity e-billing

CSP: Strategic Service Delivery, Sustainable Future

Manager of Revenue & Collec ons; Manager of Communica ons

Con nue to develop and support enhanced financial func ons within the Enterprise Resource Planning system (Agresso)

More workplan highlights on next page

2016-2020 Financial Plan

Finance Workplan Highlights â&#x20AC;&#x201C; 2016 Deliverables (continued) Key Goal

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

Posi on(s) Responsible

Es mated Comple on Date

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

Council: Organiza onal Development CSP: Strategic Service Delivery, Sustainable Future

Manager of Financial Systems & Processes; Assistant Manager of Payroll

Go live January 2016

Meet applica on requirements for the 2015 Financial Repor ng and 2016 Dis nguished Budget Presenta on Awards

CSP: Strategic Service Delivery

Manager of Accoun ng Services; Manager of Financial Systems & Processes

Con nue involvement in regional commi ees including Regional Finance Advisory Commi ee (RFAC), Collectors Forum, Lower Mainland Investment Commi ee, Regional Purchasing Groups

CSP: Strategic Service Delivery

Director of Finance, Manager of Revenue & Collec ons, Manager of Purchasing

Ongoing

Indicators and Measures Indicator/Measure Current year taxes outstanding at December 31 Number of insurance claims (lawyer assigned) Number of incidents (adjuster/ examiner assigned) % of folios claiming electronic Home Owner Grant Number of invoices processed # of special cheques issued as percentage of total payments Number of tenders, requisi ons, quota ons & request for proposal calls processed by Purchasing $ of purchasing card transac ons as percentage of total purchases

2011

2012

2013

2014

2015 YTD*

1.94%

2.05%

1.70%

1.40%

1.70%

42%

44%

46%

48%

51%

11,612

11,686

11,531

12,688

10,117

.40%

.39%

.46%

.42

.28%

1.76%

1.81%

2.16%

2.27%

2.24%

* As of October 31, 2015

100

City of Port Coquitlam

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, eďŹ&#x192;cient 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): â&#x20AC;&#x153;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.â&#x20AC;? Fire & Emergency Services is comprised of four divisions: â&#x20AC;˘ â&#x20AC;˘ â&#x20AC;˘ â&#x20AC;˘

Administra on Protec ve Services & Public Educa on Fire Opera ons (including Training) Emergency Programs

**) $

! $

" "

! $

& $

% "

! !

! $

- # -. &

,+ ' % (

2016-2020 Financial Plan

101

Fire & Emergency Services Operating Summary by Division Actual 2015

Budget 2015

Budget 2016

$(23,732)

$(13,600)

(2,625)

Fire Opera ons

(14,760)

Fire Protec ve Services

(25,909)

(8,000)

$(67,026)

$(21,600)

Revenue Summary Administra on Emergency Programs

Total Revenue

Budget 2017

Budget 2018

Budget 2019

Budget 2020

Expenditure Summary Administra on Emergency Programs Fire Opera ons Fire Protec ve Services Total Expenditures

$538,150 $484,700 $524,800 $535,300 $546,000 $556,900 $568,000 53,223 76,700 68,700 63,100 64,300 65,600 66,900 8,792,773 9,034,600 9,452,500 9,621,100 9,813,600 10,009,900 10,210,200 660,179 649,400 687,950 688,600 702,400 716,400 730,700 $10,044,325 $10,245,400 $10,733,950 $10,908,100 $11,126,300 $11,348,800 $11,575,800

Internal Charges Fire Opera ons Net Opera ng Costs (Surplus)

1,314

$9,978,613

$10,223,800

$10,712,350

$10,886,500

$11,104,700

15.81% of Total City Net Budget

$11,327,200 $11,554,200

102

City of Port Coquitlam

Fire & Emergency Services Operating Summary by Type Actual 2015 $(9,550) (57,476) $(67,026)

Budget 2015 $ (21,600) $(21,600)

Budget 2016 $ (21,600) $(21,600)

$9,370,548

$9,537,100

$10,006,600

$10,206,700

$10,410,800

302,630

306,600

349,450

316,000

322,400

313,029 29,006 29,114 $10,044,327

357,200 17,400 27,100 $10,245,400

330,100 20,400 27,400 $10,733,950

336,700 20,800 27,900 $10,908,100

343,400 21,200 28,500 $11,126,300

1,314

$9,978,615

$10,223,800

$10,712,350

$10,886,500

$11,104,700

Budget 2017

Budget 2018

Revenue Summary Sale of services Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Insurance and claims Total Expenditures Internal charges (recoveries) Net Opera ng Costs (Surplus) Outputs and Outcomes Cost per capita

Actual 2015

$ Change from Previous Year

Budget 2015

$161.47

$165.43 488,550

% Change

4.78%

Property Tax Impact

0.84%

Budget 2016

Budget 2017 $ (21,600) $(21,600)

$170.85

$171.17

Budget 2018 $ (21,600) $(21,600)

$172.17

Budget 2019 $ (21,600) $(21,600)

Budget 2020 $ (21,600) $(21,600)

$10,619,000 $10,831,400 328,800

335,400

350,300 357,300 21,600 22,000 29,100 29,700 $11,348,800 $11,575,800 -

$11,327,200 $11,554,200 Budget 2019 $173.20

Budget 2020 $174.27

Changes in net opera ng budget from 2015 to 2016 are primarily due to: $ change

% change

Infla on

$19,800

0.19%

Labour Increases

455,900

4.46%

12,850

0.13%

$488,550

4.78%

Adustments to One- me Expenses from 2015

!$ $ ! $

2016-2020 Financial Plan

103

Fire & Emergency Services Significant Impacts from 2015 The most significant budget impact is from the execu on of the IAFF Collec ve Agreement. The signing of the 20122020 IAFF Collec ve Agreement has been recognized in the department’s budget causing significant budgeted labour increases. A one- me project budget (Mobile Inspec on equipment purchase) was included in 2015 ($26,900) which does not appear in 2016.

• Preparedness Ini a ves – some of these include working alongside our business community so they are self-sustainable, training staﬀ in rapid damage assessments, and ensuring city staﬀ are trained in emergency response protocols. • Increased financial pressure of the falling Canadian Dollar (most fire equipment/materials are in USD). • Training – increasing call volume impacts to regularly scheduled training – inability to keep up with mandatory training.

Business Perspective/Environmental Scan • Increasing Call Volume – many factors play into this including climate change, homelessness, popula on and infrastructure growth both locally and regionally.

Workplan Highlights – 2016 Deliverables Key Goal

Posi on(s) Responsible

Es mated Comple on Date

CSP: Sustainable Future

Emergency Program Oﬃcer

Review fire training model to ensure ongoing eﬃciencies.

Council: Organiza onal Development CSP: Sustainable Future

Deputy Chief; Assistant Chief Training & Development

Work with Customer Service CIA to develop and ensure eﬃciencies in customer service

Council: Organiza onal Development

Deputy Chief Protec ve Services; Fire Chief

Con nued work to address medical response concerns and the drain on departmental resources

CSP: Sustainable Future

Fire Chief

Con nued work to develop business con nuity and sustainability plan

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

Indicators and Measures Indicator/Measure # Students – Fire Preven on Week # Residents – Hot Summer Nights # Incidents # Fires – structure # Medical calls Total fire calls # Fireworks permits % Compliance for inspec on program Average suppression turnout me (dispatch to apparatus enroute in min/sec) Average suppression travel me (from fire sta on to scene in min/sec)

2011 4,533 305 3,179 61 1,882 115 60 48%

2012 5,573 916 3,346 57 1,915 179 56 53%

2013 4,494 505 3,478 55 1,956 154 41 51%

2014 4,697 465 3,642 65 2,056 137 53 59%

2015 YTD* 0** 341 2,984 73 1,612 201 0** 62%

1:43

1:26

1:28 sec

1:26

1:31

5 :35

5:38

4:54

4:17

4:20

* As of September 30, 2015

104

City of Port Coquitlam

Fire & Emergency Services Revenue Summary Other revenue Total Revenue

ADMINISTRATION

Actual 2015 $(23,732) $(23,732)

Budget 2015 $(13,600) $(13,600)

Budget 2016 $(13,600) $(13,600)

Budget 2017 $(13,600) $(13,600)

Budget 2018 $(13,600) $(13,600)

Budget 2019 $(13,600) $(13,600)

Budget 2020 $(13,600) $(13,600)

$510,606

$470,000

$489,100

$498,900

$508,900

$519,100

$529,500

16,342

7,700

24,000

24,500

25,000

25,500

26,000

10,892

7,000

11,700

11,900

12,100

12,300

12,500

Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es and rent Total Expenditures

310

$538,150

$484,700

$524,800

$535,300

$546,000

$556,900

$568,000

Net Opera ng Costs

$514,418

$471,100

$511,200

$521,700

$532,400

$543,300

$554,400

Outputs and Outcomes Cost per Capita

Actual 2015

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget 2020

$8.32

$7.62

$8.15

$8.20

$8.25

$8.31

$8.36

2016-2020 Financial Plan

105

Fire & Emergency Services Revenue Summary Other revenue Total Revenue Expenditure Summary Personnel

EMERGENCY PROGRAMS

Actual 2015 $(23,732) $(2,625)

Budget 2015 $(13,600) $ -

Budget 2016 $(13,600) $ -

Budget 2017 $(13,600) $ -

Budget 2018 $(13,600) $ -

Budget 2019 $(13,600) $ -

Budget 2020 $(13,600) $ -

$17,945

$15,800

$16,800

$17,100

$17,400

$17,700

$18,100

11,815

7,600

15,600

8,900

9,000

9,200

9,300

21,757

50,700

33,700

34,400

35,100

35,800

36,500

Contracted and other services Materials and supplies Telephone, u li es and rent Total Expenditures

1,707

2,600

2,700

2,800

2,900

3,000

$53,224

$76,700

$68,700

$63,100

$64,300

$65,600

$66,900

Net Opera ng Costs

$50,599

$76,700

$68,700

$63,100

$64,300

$65,600

$66,900

Outputs and Outcomes Cost per Capita

Actual 2015 $0.82

Budget 2015 $1.24

Budget 2016

Budget 2017

$1.10

$0.99

Budget 2018

Budget 2019

$1.00

106

Budget 2020 $1.01

City of Port Coquitlam

Fire & Emergency Services Revenue Summary Sale of services Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es and rent Insurance and claims Total Expenditures

Actual 2015 $(8,550) (6,210) $(14,760)

Budget 2015 $ $ -

Budget 2016 $ $ -

Budget 2017 $ $ -

Budget 2018 $ $ -

Budget 2019 $ $ -

Budget 2020 $ $ -

$8,213,845

$8,454,900

$8,881,600

$9,059,100

$9,240,100

$9,425,200

$9,613,700

262,351

283,300

289,200

274,700

280,400

285,800

291,600

222,161

207,200

194,300

198,200

202,200

206,200

210,300

65,304

62,100

60,000

61,200

62,400

63,600

64,900

29,114 $8,792,775

27,100 $9,034,600

27,400 $9,452,500

27,900 $9,621,100

28,500 $9,813,600

1,314

$8,779,329

$9,034,600

$9,452,500

$9,621,100

$9,813,600

Budget 2016

Budget 2017

Budget 2018

Internal charges (recoveries) Net Opera ng Costs Outputs and Outcomes Cost per Capita

FIRE OPERATIONS

Actual 2015 $142.06

! !

Budget 2015 $146.19

$150.76

$151.28

$152.15

29,100 29,700 $10,009,900 $10,210,200 -

$10,009,900 $10,210,200 Budget 2019 $153.06

Budget 2020 $154.00

! !

2016-2020 Financial Plan

107

Fire & Emergency Services

FIRE PROTECTIVE SERVICES

Revenue Summary Sale of services Other revenue Total Revenue

Actual 2015 $(1,000) (24,909) $(25,909)

Budget 2015 $ (8,000) $(8,000)

Budget 2016 $ (8,000) $(8,000)

Budget 2017 $ (8,000) $(8,000)

Budget 2018 $ (8,000) $(8,000)

Budget 2019 $ (8,000) $(8,000)

Budget 2020 $ (8,000) $(8,000)

Expenditure Summary Personnel

$628,152

$596,400

$619,100

$631,400

$644,100

$656,900

$670,100

Contracted and other services Materials and supplies Total Expenditures

12,123

8,000

20,650

8,000

8,100

8,300

8,400

19,904 $660,179

45,000 $649,400

48,200 $687,950

49,200 $688,600

50,200 $702,400

51,200 $716,400

52,200 $730,700

Net Opera ng Costs

$634,270

$641,400

$679,950

$680,600

$694,400

$708,400

$722,700

Outputs and Outcomes Cost per Capita

Actual 2015

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget 2020

108

$10.26

$10.38

$10.84

$10.70

$10.77

$10.83

$10.90

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 serves 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, staďŹ&#x20AC; 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.

Note: Size of the casual clerical pool varies considerable depending on F/T and P/T staďŹ&#x192;ng levels as well as seasonal considera ons.

1.38% of Total City Net Budget

2016-2020 Financial Plan

109

Human Resources Revenue Summary Other revenue Total Revenue

Actual 2015 $(1,514) $(1,514)

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget 2020

$$-

$712,383

$756,500

$800,600

$816,600

$832,900

$849,600

$866,600

Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Total Expenditures

127,098

127,700

130,300

132,900

135,600

138,300

141,100

9,247 1,949 $850,677

2,000 2,000 $888,200

2,000 2,000 $934,900

2,000 2,000 $953,500

2,000 2,000 $972,500

2,000 2,000 $991,900

2,000 2,000 $1,011,700

Net Opera ng Costs

$849,163

$888,200

$934,900

$953,500

$972,500

$991,900

$1,011,700

Outputs and Outcomes Cost per Capita

Actual 2015

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

$13.74

$14.37

$ Change from Previous Year

46,700

% Change

5.26%

Property Tax Impact

0.08%

$14.91

$14.99

$15.08

Changes in net opera ng budget from 2015 to 2016 are primarily due to: $ change

% change

Infla on of Contracted and other services

$2,600

0.29%

Labour increases

27,900

3.14%

Posi on upgrade

16,200

1.82%

$46,700

5.25%

Budget 2020

$15.17

$15.26

110

City of Port Coquitlam

Human Resources Significant Impacts from 2015 The most significant budget impact is the posi on upgrade of one HR Advisor of $16,200. There are also infla on increases.

Business Perspective/Environmental Scan • The City con nues to a ract top talent and has been able to fill posi ons with qualified and competent candidates with the excep on being some hard to fill engineering posi ons. • The City is less reliant on sector and regional labour force. This is providing a wider talent pool to draw from. • The employer’s ability to create greater flexibility within the work force is encumbered by the CUPE Collec ve Agreement.

• The City is undergoing cultural changes with varying levels of employee acceptance. • The employer has been unable to influence IAFF wage increases and the union has been very successful in pa ern bargaining; some oﬀsets were achieved in last round of bargaining with IAFF. • In order to maintain a compe ve edge, non-monetary benefits need to be considered. The marketplace is changing in that employees are seeking greater flexibility in their work. Core business hours and alterna ve worksite arrangements are examples of opportuni es to increase employee reten on and a rac on.

Workplan Highlights – 2016 Deliverables Key Goal

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

Posi on(s) Responsible

Implement Human Resources module of Agresso

Council: Organiza onal Development

Director of Human Resources

Complete Con nuous Improvement Assessment – Customer Service in Inspec on and Compliance

Council: Organiza onal Development

Human Resources Advisor

Develop a Living Wage implementa on plan

CSP: Community Wellbeing

Director of Human Resources

Implement Applicant Tracking So ware

Council: Organiza onal Development

Human Resources Assistant

Pilot unionized supervisor performance management program

Council: Organiza onal Development

Human Resources Advisor

Coordinate the update of key class specifica ons to reflect required knowledge, skills, and abili es

Council: Organiza onal Development

Human Resources Advisor

Conclude Collec ve Bargaining with CUPE

Council: Organiza onal Development

Director of Human Resources; Chief Administra ve Oﬃcer

Conduct Con nuous Improvement Assessment – Business License Process

Council: Organiza onal Development

Human Resources Advisor

Establish BCIT Leadership – Cohort #2

Council: Organiza onal Development

Director of Human Resources

Distribute employee engagement survey

Council: Organiza onal Development

Director of Human Resources

2016-2020 Financial Plan

Es mated Comple on Date

111

Human Resources Indicators and Measures Indicator/Measure

2011

2012

2013

2014

2015 YTD*

# Pos ngs

100

# Interviews conducted

126

170

209

144

282

# External hires

# Internal appointments

# Grievances filed

# Grievances resolved

# Correc ve ac ons

# Workplace incidents inves gated

# WorkSafeBC me loss claims

684

659

412

379

# No me loss workplace injury incidents

WorkSafe assessment per $100 of payroll

$2.13

$1.61

$1.49

$1.77

$1.95

Experience Ra ng Assessment (WorkSafe BC)

26.8%

13.4%

-1.8%

5.9%

2.7%

Time loss workplace injury (days lost)

* As of October 31, 2015

112

City of Port Coquitlam

Lori Bowie Director of Recreation Phone: 604.927.7907 Email: bowiel@portcoquitlam.ca

RECREATION COMMUNITY SERVICES | FACILITY SERVICES | RECREATION

Overview The Recrea on Department has three divisions: Recrea on, Facili es and Community Services. The Departmentâ&#x20AC;&#x2122;s key roles are the delivery of recrea on, sport, community and cultural programs, events and services, and the opera on of recrea on facili es. The Department also ensures City facili es are well maintained, clean, safe, secure and opera onally eďŹ&#x192;cient through its preventa ve maintenance and energy management programs. Project management services for building renova ons are another key service provided by the Recrea on Department. Being responsive to iden fied community needs requires a variety of approaches from direct provision of services to establishing partnerships that leverage collec ve exper se and resources. Through a community engagement approach, the Department fosters eďŹ&#x20AC;ec ve community partnerships and works â&#x20AC;&#x2DC;withâ&#x20AC;&#x2122; the community to build the capacity of ci zens and community groups by facilita ng sharing of informa on and resources

2016-2020 Financial Plan

113

Recreation Operating Summary by Division Revenue Summary Community Services Facility Services Recrea on Total Revenue

Actual 2015

Budget 2015

Budget 2016

$(15,182)

$(14,500)

$(12,500)

(19,200)

(6,000)

(3,264,593) (3,454,600)

(3,524,800)

$(3,298,975) $(3,475,100) $(3,543,300)

Budget 2017

Budget 2018

Budget 2019

Budget 2020

$(3,543,300) $(3,543,300) $(3,543,300) $(3,543,300)

Expenditure Summary Community Services Facility Services Recrea on Recrea on Projects Total Expenditures Internal Charges Community Services Facility Services Recrea on Total Internal Charges Net Opera ng Costs (Surplus)

$826,427 882,579 10,100,118 196,806 $12,005,930 $

$772,400 1,238,170 10,403,100 545,030 $12,958,700

$687,700 $701,500 $715,500 $729,900 $744,600 1,109,332 988,300 1,008,000 1,028,200 1,048,700 10,914,570 11,011,300 11,231,600 11,456,100 11,685,300 249,315 $12,960,918 $12,701,100 $12,955,100 $13,214,200 $13,478,600

11,686 9,852 $21,538

$3,900 10,900 68,400 $83,200

$4,100 (70,900) 53,800 $(13,000)

$4,100 (70,900) 53,800 ($13,000)

$4,100 (70,900) 53,800 $(13,000)

$8,728,493

$9,566,800

$9,404,618

$9,142,800

$9,396,800

$9,655,900

$9,920,300

13.88% of Total City Net Budget

114

City of Port Coquitlam

Recreation Operating Summary by Type Revenue Summary Taxa on and other levies Sale of services Contribu ons Other revenue Total Revenue Expenditure Summary Personnel Contracted and other services Materials and supplies Telephone, u li es, rent Interest/bank charges Insurance and claims Grants and financial assistance Total Expenditures

Actual 2015 $145

Outputs and Outcomes Cost per capita

Budget 2017 $

Budget 2018 $

Budget 2019 $

Budget 2020 $

$7,344,500

$7,346,820

$7,461,800

$7,611,000

$7,763,200

$7,918,500

3,217,137

4,193,900

3,851,498

3,439,400

3,508,200

3,578,400

3,650,000

1,238,579 216,634 122,115 1,953

1,201,200 180,000 14,400 -

1,341,000 221,900 18,700 -

1,367,800 226,300 19,100 -

1,395,200 230,800 19,500 -

1,423,100 235,400 19,900 -

1,451,600 240,100 20,300 -

120,098

120,000

183,000

186,700

190,400

194,200

198,100

$12,104,968

$13,054,000

$12,962,918

$12,701,100

$12,955,100

21,861

83,200

(13,000)

$8,728,493

$9,566,800

$9,404,618

$9,142,800

$9,396,800

$9,655,900

$9,920,300

Actual 2015

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget 2020

$141.24

$154.80

(162,182)

% Change

-1.70%

Property Tax Impact

-0.28% *

!' &*

2016-2020 Financial Plan

$149.99

(3,362,800) (3,362,800) (3,362,800) (3,362,800) (80,100) (80,100) (80,100) (80,100) (102,400) (102,400) (102,400) (102,400) $(3,545,300) $(3,545,300) $(3,545,300) $(3,545,300)

$7,188,452

$ Change from Previous Year

Budget 2016

(3,169,666) (3,355,800) (3,362,800) (164,643) (171,500) (80,100) (64,173) (43,100) (102,400) $(3,398,336) $(3,570,400) $(3,545,300)

Internal charges (recoveries) Net Opera ng Costs (Surplus)

Budget 2015 $ -

$143.75

$13,214,200 $13,478,600

$145.69

$147.64

$149.63

Changes in net opera ng budget from 2015 to 2016 are primarily due to: Infla on Labour Increases One-Time Projects for 2016 PoCo Grand Prix - Bike Race Recrea on Grant Funding Reduc ons Adustments to One- me Expenses from prior years Elimina on of vacant Recrea on posi on due to department restructuring Adjustments to Internal Recoveries between Departments

$ change $85,800 140,400 248,500 85,000 8,600

% change 0.90% 1.47% 2.60% 0.89% 0.09%

(497,282)

-5.20%

(138,700)

-1.45%

(94,500)

-0.99%

$(162,182)

-1.70%

$% &*

115

Recreation

COMMUNITY SERVICES

Division Focus This Division provides strategic direc on, leadership and business opera ons for the Department and supports the Healthy Community Commi ee. Community Services include: â&#x20AC;˘ Provides administra ve support to the Department, Commi ee of Council and Task Forces â&#x20AC;˘ Administrates facility and field rentals, financial subsidy program, recrea on program registra on, membership sales/renewals â&#x20AC;˘ Processes tree cu ng permit applica ons and memorial bench/tree programs. â&#x20AC;˘ Administrates various grant programs (Self-Help Matching and Community Cultural Development Investment Grants)

Significant Impacts from 2015 The most significant budget impact is from a senior management re rement and restructuring of Parks and Recrea on Divisions ($25,500) and infla on increases.

116

City of Port Coquitlam

Recreation

COMMUNITY SERVICES

Business Perspective/Environmental Scan • The 2014 Na onal Recrea on Agenda emphasized the need for recrea on departments to priori ze ac ve living, inclusion and accessibility, connec on to nature, natural areas and parks, suppor ve environments that foster social connectedness, and to grow and sustain the capacity of the recrea on sector. • There is increasing value in establishing and maintaining strong community partnerships with mul ple sectors including educa on, health, sport and community serving agencies, to collec vely enhance quality of life and build healthy communi es. • Community fes vals, performing arts, and cultural events are increasingly capturing the public interest, making arts and cultural programming an increasingly important community engagement focus within recrea on service delivery. • As urban communi es become increasingly diverse, recrea on services/facili es must be responsive to a broader range of emerging needs and interests. Ensuring a welcoming environment, addressing language, cultural and financial barriers, and building rela onships with mul ple community groups and members are service delivery priori es.

2016-2020 Financial Plan

• Research evidence clearly links the physical and social health benefits of par cipa on in community recrea on programs and services with reduced risk factors for vulnerable individuals and families, increased community engagement and cohesion, and a sense of belonging and community pride. • Recrea on departments are adap ng to: the needs of aging popula ons and specifically the unique needs and interests of today’s ‘young’ seniors; increasingly busy and sedentary urban lifestyles; eﬀec vely engage and empower youth; support early childhood development; address aging infrastructure; and manage transi ons in key roles as the work force ages. • Ongoing implementa on of Ac veNet registra on system has changed the way business is done. New processes and staﬀ training are being developed to: fully u lize the so ware and to ensure accurate transac ons between Ac veNet and Agresso. • Suppor ng the redevelopment of the Port Coquitlam Recrea on Complex will con nue to be a priority and a main area of focus for the Director.

117

Recreation

COMMUNITY SERVICES

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

Support the redevelopment of the Port Coquitlam Recrea on Complex Organize and deliver the PoCo Grand Prix cycling event in collabora on with the Event Advisory Commi ee and community partners. 2015 senior management re rements provide an opportunity to assess the current structure and implement revised management por olios. Complete the Cultural Policy and Plan update and begin to implement iden fied strategies. Con nued implementa on of the ini a ve to build customer service staďŹ&#x20AC; capacity. Research and implement new technology/ so ware such as addi onal modules of Ac veNet, using iPads for the sale/renewal of memberships, online registra on and a endance monitoring, and online booking park and facility ameni es (picnic shelters, courts, etc). Support the Healthy Community Commi ee of Council

Alignment to Corporate Strategic Plan (CSP) and Council Priori es Council: Organiza onal Development CSP: Sense of Community, Strategic Service Delivery

Posi on(s) Responsible

Es mated Comple on Date

Director of Recrea on

Ongoing

Council: Customer Service CSP: Sense of Community

Director of Recrea on; Area Managers; Event Advisory Commi ee

Q1 & Q2

Council: Organiza onal Development CSP: Strategic Service Delivery

Director of Recrea on; Area Recrea on Managers; Manager of Facility Services

Ongoing

Director of Recrea on; Area Recrea on Manager

Q1 & Q2

Area Recrea on Managers

Ongoing

Council: Customer Service CSP: Strategic Service Delivery

Area Recrea on Manager

Council: Sustainable Future CSP: Strategic Service Delivery, Sense of Community

Director of Recrea on; Area Recrea on Managers; Manager of Facility Services

Ongoing

Council: Organiza onal Development CSP: Sustainable Future, Strategic Service Delivery Council: Organiza onal Development CSP: Strategic Service Delivery

Indicators and Measures Indicator/Measure

2012

2013

2014

2015 (YTD)*

Financial Assistance Program: Applica ons/total subsidy provided

463 / $24,668

493 / $27,075.88

477 / $24,070.96

475 / $30,000

Self-Help Matching Grant Program: Money awarded / community value

$20,000 / $97,997

$20,000 / $69,012

$26,423 / $63,987

$30,000 / $456,000**

2,122

2,102

2,369***

1,900

# of Rental Permits

*As of October 31, 2015 ** Grant toward new Coquitlam Search and Rescue Mobile Command Unit that services Tri-Ci es. ***Higher due to some 2015 CLASS rental permits recreated in the new Ac veNet so ware program.

118

City of Port Coquitlam

Recreation

COMMUNITY SERVICES

Revenue Summary Sale of services Other revenue Total Revenue

Actual 2015 $(13,568) (1,614) $(15,182)

Budget 2015 $(14,000) (500) $(14,500)

Budget 2016 $(12,500) $(12,500)

Budget 2017 $(12,500) $(12,500)

Budget 2018 $(12,500) $(12,500)

Budget 2019 $(12,500) $(12,500)

Budget 2020 $(12,500) $(12,500)

Expenditure Summary Personnel

$727,215

$630,400

$543,200

$554,100

$565,100

$576,400

$588,000

58,360

46,800

47,700

48,700

49,700

50,700

28,218

75,900

77,400

78,900

80,500

82,100

3,393

4,900

3,100

3,200

3,300

3,400

3,500

6,844

14,400

18,700

19,100

19,500

19,900

20,300

2,397

$826,427

$772,400

$687,700

$701,500

$715,500

$729,900

$744,600

3,900

4,100

Net Opera ng Costs

$811,245

$761,800

$679,300

$693,100

$707,100

$721,500

$736,200

Outputs and Outcomes Cost per Capita

Actual 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget 2020

Contracted and other services Materials and supplies Telephone, u li es and rent Interest and bank charges Grants and financial assistance Total Expenditures Internal charges (recoveries)

Budget 2015

$13.13

$12.33

$10.83

$10.90

$10.96

$11.03

$11.10

' "' ' ! #'

"$ '

2016-2020 Financial Plan

119

Recreation

FACILITY SERVICES

Division Focus The Facility Services Division maintains and improves City facili es to meet public needs and expecta ons. Through the Cityâ&#x20AC;&#x2122;s Life Cycle Program, Energy Management Program, and the Departmentâ&#x20AC;&#x2122;s Asset Management Program, this division ensures a cost-eďŹ&#x20AC;ec ve approach to logically planning replacements for building infrastructure renewal and iden fying/implemen ng opportuni es for cost savings. In addi on, the division monitors and administers the Cityâ&#x20AC;&#x2122;s security program for buildings, recommending and implemen ng improvements as required. Furthermore the sec on oďŹ&#x20AC;ers project management services for Facility renova ons with building users as needed.

Business Perspective/Environmental Scan â&#x20AC;˘ As facility infrastructure ages, life cycle maintenance ac vi es become more prominent. This will require propor onally more a en on and resources. â&#x20AC;˘ Aging facili es also are triggering a larger number of urgent facility maintenance requests. â&#x20AC;˘ The upward pressure of electricity and natural gas prices are increasing the importance of the Cityâ&#x20AC;&#x2122;s energy conserva on and building performance. â&#x20AC;˘ Increasing challenges related to technology advances and building systems becoming increasingly complex. The divisionâ&#x20AC;&#x2122;s focus is to oďŹ&#x20AC;set this by increased staďŹ&#x20AC; training from manufacturers to compliment staďŹ&#x20AC; â&#x20AC;&#x2122;s skills.

120

City of Port Coquitlam

FACILITY SERVICES

Recreation Workplan Highlights – 2016 Deliverables Key Goal

To provide technical support as needed for the Port Coquitlam Recrea on Complex Expansion project. To create an energy management payback summary reflec ng energy savings and budget reduc ons to support future key energy ini a ves. To standardize the facility service requests process to improve service levels on demand maintenance from internal customers. Complete the Asbestos Management Program updates. Perform a review of the exis ng janitorial contract for eﬃciencies and service delivery. Including analysis a staﬀ delivery model. Review external Facility service providers (i.e., HVAC, Plumbing, etc.) and develop standing order service contracts with mul ple vendors. Annual updates to the Strategic Energy Management Plan (as part of partnership with BC Hydro). Expand the role of the Energy Ac on Team from workplace energy conserva on ac vi es and educa on to also include Green and Recycling ini a ves. New group name GREAT (Green Recycling Energy Ac on Team)

Alignment to Corporate Posi on(s) Strategic Plan (CSP) and Council Responsible Priori es Council: Infrastructure CSP: Sustainable Future and Facility Services Strategic Service Delivery Council: Infrastructure CSP: Sustainable Future and Facility Services Strategic Service Delivery Council: Customer Service CSP: Sustainable Future and Facility Services Strategic Service Delivery Council: Infrastructure CSP: Sustainable Future and Facility Services Strategic Service Delivery Council: Customer Service Facility Services; CSP: Sustainable Future and Recrea on Division Strategic Service Delivery Council: Customer Service CSP: Sustainable Future and Facility Services Strategic Service Delivery Council: Infrastructure CSP: Sustainable Future and Facility Services Strategic Service Delivery Council: Infrastructure CSP: Sustainable Future, Strategic Service Delivery

Facility Services

Es mated Comple on Date Ongoing Q2 Q3 Q2 Q2-Q3 Q4 Ongoing

Indicators and Measures Indicator/Measure

2013

2014

2015 YTD*

Electricity savings (%) **

5.58

4.85

8.64

Natural gas savings (%) **

7.18

1.10

1.45

Energy grants ($)

99,643

112,080

96,683

Completed energy projects (kWh)

153,000

436,000

90,000

3,168

2,695

2,083

Facility service requests

179

212

179

Building capital value (M $)

71.0

72.3

73.8

Building capital projects (M $)

2.3

2.7

2.2

Number of building capital projects

n/a

Preventa ve maintenance work orders

*As of October 31, 2015

** Energy comparison to baseline year 2007

2016-2020 Financial Plan

121

Recreation

FACILITY SERVICES

Revenue Summary Sale of services Total Revenue

Actual 2015 $(19,200) $(19,200)

Budget 2015 $(6,000) $(6,000)

Budget 2016 $(6,000) $(6,000)

Budget 2017 $(6,000) $(6,000)

Budget 2018 $(6,000) $(6,000)

Budget 2019 $(6,000) $(6,000)

Budget 2020 $(6,000) $(6,000)

Expenditure Summary Personnel

$208,270

$236,300

$223,720

$196,200

$200,000

$204,000

$208,100

502,547

795,270

650,812

552,600

563,700

575,000

586,400

16,675

20,600

19,300

19,700

20,100

20,500

20,900

155,087

186,000

215,500

219,800

224,200

228,700

233,300

$882,579

$1,238,170

$1,109,332

$988,300

$1,008,000

$1,028,200

$1,048,700

11,686

10,900

(70,900)

Net Opera ng Costs

$875,065

$1,243,070

$1,032,432

$911,400

$931,100

$951,300

$971,800

Outputs and Outcomes Cost per Capita

Actual 2015

Budget 2017

Budget 2018

Budget 2019

Budget 2020

Contracted and other services Materials and supplies Telephone, u li es and rent Total Expenditures Internal charges (recoveries)

$14.16

Budget 2015 $20.11

Budget 2016 $16.47

$14.33

$14.44

$14.55

$14.66

122

City of Port Coquitlam

RECREATION

Recreation Division Focus The Recrea on Services Division is comprised of the following func on areas: â&#x20AC;˘ Children â&#x20AC;˘ Youth â&#x20AC;˘ Adult and Senior Services â&#x20AC;˘ Arts and Cultural â&#x20AC;˘ Special Popula ons â&#x20AC;˘ Ac ve Living and Sport

â&#x20AC;˘ Health and Wellness â&#x20AC;˘ Aqua cs â&#x20AC;˘ Community and Civic Events â&#x20AC;˘ Volunteer Services â&#x20AC;˘ Customer Service â&#x20AC;˘ 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, local minor sport associa ons and a number of other non-profit organiza ons including the Haney Farmerâ&#x20AC;&#x2122;s Market Society. The division also provides support to community event task forces, the Spirit Commi ee and coopera ve ini a ves with Fraser Health Authority, School District 43, Ministry of Children and Families and other social service organiza ons. The Recrea on Services Division is responsible for the day-today 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 and Sun Valley Wading Pool/Spray Park, RailSide Youth Park and the Bike Skills Park. The division is also responsible for coordina ng the scheduled use of rooms, arenas, pools, outdoor lacrosse boxes, picnic shelters, parks, sport fields and ball diamonds and overseeing admissions, memberships and visit passes to all City-owned recrea on facili es. 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 with the community to iden fy and remove barriers to par cipa on, with a focus on inclusion of vulnerable popula ons.

& $

! #

- # ., ' 02 ' ,1/ !

2016-2020 Financial Plan

& ! " % ! ( ' )

& ! !

(, ' )

! " (- ' )

(" )

*.++ " !

! " (/ ' & ,+ ' & ,+ ! )

(, ' " & / ! )

123

Recreation

RECREATION

Significant Impacts from 2015 The most significant budget impacts include one- me projects included in 2015 which will not occur in 2016. These projects, funded from reserve, included fitness and concession equipment replacement and facility upgrades and technical equipment ($277,500). The Fraser Valley Library Contract increased by $44,200 over 2015. Grant revenue was adjusted downwards by $8,600 for 2016. There were also infla on increases.

Business Perspective/Environmental Scan • There is a growing demand for flexible program op ons, specialized classes and personal training sessions for individuals and teams. This requires a greater focus on enhancing the customer experience through service eﬃciencies and increased responsiveness to customer sugges ons/requests. • Child/youth inac vity and obesity con nues to increase contribu ng to the overall popula on trend of decreasing par cipa on in physical ac vity, sport and ac ve recrea onal pursuits which results in decling community health status and increased demand on the medical system.

• There is con nued focus within the recrea on sector on the value of neighborhood connec vity and gathering to celebrate and engage in worthwhile community ini a ves and short dura on projects. • Mental health, addic on and homelessness issues contribute to an increase in nusance behaviors, safety and 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 posi ons. • Internal and external communica ons must adapt to advances in technology. Ie. Staﬀ scheduling and customer no fica ons. • Aging workforce has resulted in the need for succession planning to ensure knowledge transfer on ice plant repair, pool maintenance and overall facility upkeep. • There is increased emphasis on evidenced based decisions. Development of sta s cal metrics, meaningful qualita ve indicators and financial analysis for the planning within the recrea on sector is required.

Workplan Highlights – 2016 Deliverables Key Goal

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

To support the City’s ini a ve of planning the Council: Infrastructure redevelopment of the Port Coquitlam Recrea on CSP: Sense of Community, Strategic Complex Service Delivery, Sustainable Future To coordinate and deliver the annual PoCo Council: Customer Service Grand Prix bike race in collabora on with the CSP: Community Well-being, event advisory commi ee and community Sustainable Future, Sense of Community partners Council: Organiza onal Development To implement iden fied strategies in year one of CSP: Sustainable Future, Strategic the Cultural Policy and Plan update Service Delivery Council: Organiza onal Development To review the model for planning and delivering CSP: Sustainable Future, Strategic community and special events Service Delivery, Sense of Community

Posi on(s) Responsible

Es mated Comple on Date

Area Recrea on Managers

Ongoing

Area Recrea on Manager

Q1-Q2

Area Recrea on Manager

Q1-Q2

Area Recrea on Manager

More workplan highlights on next page

124

City of Port Coquitlam

Recreation

RECREATION

Workplan Highlights – 2016 Deliverables (continued) Key Goal

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

Posi on(s) Responsible

Council: Organiza onal Development CSP: Sustainable Future, Strategic Service Delivery, Sense of Community

Director of Recrea on

Council: Customer Service CSP: Sense of Community

Area Recrea on Manager

Ongoing

Council: Organiza onal Development CSP: Sense of Community, Strategic Service Delivery

Area Recrea on Managers

Council: Organiza onal Development CSP: Sustainable Future, Strategic Service Delivery, Sense of Community

Area Recrea on Manager

Council: Organiza onal Development CSP: Sustainable Future, Strategic Service Delivery, Sense of Community

Area Recrea on Manager

Ongoing

Develop service levels for aqua c programs and services

Council: Organiza onal Development (Customer Service) CSP: Sustainable Future, Strategic Service Delivery

Director of Recrea on; Area Recrea on Manager

Q2-Q4

Research and develop key performance indicators and measurement processes for recrea on service delivery

Council: Organiza onal Development CSP: Sustainable Future, Strategic Service Delivery

Area Recrea on Managers

Q2-Q4

To establish recrea on programming criteria that will ensure evidence-based and community impact-focused decision making when responding to requests for new programs and when adding addi onal programs to accommodate waitlisted patrons, etc To con nue to work with customer service staﬀ to build capacity, improve customer service and develop a posi ve working culture To provide volunteer and staﬀ training on best prac ces for working with and programming for individuals with disabili es, mental health and addic on issues To con nue with the Ac veNet computer so ware implementa on and ini ate a communica ons module (Phase II) To collaborate with educa on and sport sectors via the Port Coquitlam Sports Alliance Society and School District #43 to align sport opportuni es, build sport delivery capacity, encourage sport par cipa on and collabora vely support a con nuum of opportuni es from introductory physical literacy to elite compe on

Es mated Comple on Date

Indicators and Measures Indicator/Measure # Registrants in programs # Drop-in par cipants # Membership scans # Courses oﬀered Leisure Buddy Program – # of Requests / Requests Filled # Volunteers % of Volunteers under 18 years of age % of volunteers over the age 55 # of online transac ons

2013 29,225 154,327 137,950 7,611 65 / 61 368 n/a n/a 8,454

2014 30,184 162,534 129,272 5,295 61 / 59 255 n/a n/a 11,522

2015 YTD* 30,000 170,000 120,000 6,000 45 / 45 230 52% 17% 12,000

*As of October 31, 2015

2016-2020 Financial Plan

125

RECREATION

Recreation Actual 2015 $145

Revenue Summary Taxa on and other levies Sale of services Contribu ons Other revenue Total Revenue

Contracted and other services Materials and supplies Telephone, u li es, rent Interest and bank charges Insurance and claims Grants and financial assistance Total Expenditures

Net Opera ng Costs Outputs and Outcomes Cost per Capita

Budget 2016 $ -

Budget 2017 $ -

Budget 2018 $ -

Budget 2019 $ -

Budget 2020 $ -

(3,136,898) (3,335,800) (3,344,300) (3,344,300) (3,344,300) (3,344,300) (3,344,300) (123,446) (76,200) (78,100) (78,100) (78,100) (78,100) (78,100) (4,394) (42,600) (102,400) (102,400) (102,400) (102,400) (102,400) $(3,264,593) $(3,454,600) $(3,524,800) $(3,524,800) $(3,524,800) $(3,524,800) $(3,524,800)

Expenditure Summary Personnel

Internal charges (recoveries)

Budget 2015 $ -

$6,243,312

$6,477,800

$6,579,900

$6,711,500

$6,845,900

$6,982,700

$7,122,300

2,504,582

2,711,500

2,902,570

2,839,000

2,895,700

2,953,600

3,012,800

659,014 478,598

646,900 446,900

783,000 466,100

798,700 475,400

814,700 484,900

831,000 494,600

847,600 504,500

115,271

1,953

97,388

120,000

183,000

186,700

190,400

194,200

198,100

$10,100,118

$10,403,100

$10,914,570

$11,011,300

$11,231,600

9,852

68,400

53,800

$6,845,377

$7,016,900

$7,443,570

$7,540,300

$7,760,600

$7,985,100

$8,214,300

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget 2020

Actual 2015

Budget 2015

$110.77

$113.54

$118.72

# "&+

$118.56

$120.32

$11,456,100 $11,685,300

$122.10

$123.90

! %'+

& !&+

"% $(+

126

% "(+

City of Port Coquitlam

Sean Maloney Officer in Charge Main Detachment Office 2986 Guildford Way, Coquitlam

RCMP PUBLIC SAFETY BUILDING | POLICE CONTRACT

Overview The Coquitlam RCMP jurisdic on includes the communi es of Anmore, Belcarra, Coquitlam and Port Coquitlamâ&#x20AC;&#x201D;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 2015, the Coquitlam RCMP team consisted of 225 police oďŹ&#x192;cers, 100.83 FTE civilian staďŹ&#x20AC; and thousands of volunteers in programs like Auxiliary Constables, Block Watch and Vic m Services. Our civilian staďŹ&#x20AC;, police oďŹ&#x192;cers and volunteers work under the direc on of an integrated leadership team of RCMP and civilian managers that also works closely with staďŹ&#x20AC; and elected oďŹ&#x192;cials 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 crime, reducing crime and connec ng with ci zens, the Coquitlam RCMP team works hard to make Port Coquitlam a happy, vibrant, safe community of engaged residents and thriving businesses.

((* '&&$+) !

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" % !

! %

2016-2020 Financial Plan

127

RCMP Actual 2015 $(24,271) (679,270)

Budget 2015 $(20,400) (650,000)

Budget 2016 $(20,400) (650,000)

Budget 2017 $(20,400) (650,000)

Budget 2018 $(20,400) (650,000)

Budget 2019 $(20,400) (650,000)

Budget 2020 $(20,400) (650,000)

(23,428) $(726,969)

(10,200) $(680,600)

Revenue Summary Sale of services Contribu ons Other revenue Total Revenue Expenditure Summary Contracted and other services Total Expenditures

$13,226,983 $13,861,000 $14,717,900 $15,012,300 $15,312,500 $15,618,800 $15,931,200 $13,226,983

$13,861,000

$14,717,900

$15,012,300

$15,312,500

$15,618,800 $15,931,200

Net Opera ng Costs

$12,500,014

$13,180,400

$14,037,300

$14,331,700

$14,631,900

$14,938,200 $15,250,600

Actual 2015

Budget 2015

Budget 2016

Budget 2017

Budget 2018

Outputs and Outcomes Cost per Capita

$202.27

$ Change from Previous Year

$213.28

$223.88

$225.34

$226.85

Budget 2019 $228.41

Budget 2020 $230.02

856,900

% Change

6.50%

Property Tax Impact

1.46%

20.72% of Total City Net Budget

Changes in net opera ng budget from 2015 to 2016 are primarily due to: Infla on on RCMP contract Contract Increase in Public Safety Building Cost Addi onal RCMP OďŹ&#x192;cers

128

$ change

% change

$544,300

4.13%

45,100

0.34%

267,500

2.03%

$856,900

6.50%

City of Port Coquitlam

RCMP Significant Impacts from 2015 The RCMP Contract had an increase of $544,300 due to contract infla on factors. An addi onal amount of $267,500 is required to fund addi onal RCMP oﬃcers. The Public Safety Building had an increase of $45,100 due to contract infla on factors.

Business Perspective/Environmental Scan • Community and stakeholder survey results con nue to indicate high levels of public sa sfac on with police service in Port Coquitlam. • Years of slow police resource growth have necessitated an ongoing shi of resources away from strategic/ proac ve du es in the City of Port Coquitlam in order to support reac ve/response du es. As a result,

progress in several key strategic/proac ve ini a ves has stalled and ac vity levels in almost all signal crime types—the of vehicle, the from vehicle, break & enter (residence, business & other), and robbery—are above both 2014 levels and the 5 year trend line. • The cost and complexity of police work con nues to be impacted by external 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 ongoing expansion of Metro Vancouver’s Northeast Sector; including residen al, commercial and industrial development as well as new infrastructure; will con nue to increase the permanent and ambient popula on of our jurisdic on which will lead to increases in crime, disorder and calls for police service.

Workplan Highlights – 2016 Deliverables Key Goal Reduce: • Crime • Collisions • The impact of non-police calls for service on police resources Engage: • Employees and volunteers • Partners and stakeholders • Clients and ci zens Strengthen: • Leadership • Supervision • Governance • Opera ons Con nue special projects including Child ID, Distracted Driving, Pedestrian Safety, Crime Preven on, An -Graﬃ , Bike Patrol.

2016-2020 Financial Plan

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

Posi on(s) Responsible

Es mated Comple on Date

CSP: Community Well-being

Coquitlam RCMP Oﬃcer in Charge

Ongoing

CSP: Strategic Service Delivery CSP: Sense of Community

Coquitlam RCMP Oﬃcer in Charge

Ongoing

CSP: Strategic Service Delivery CSP: Sense of Community

Coquitlam RCMP Oﬃcer in Charge

Ongoing

CSP: Community Well-being

Community Policing Team

Ongoing

129

RCMP Indicators and Measures Indicator/Measure

2010 Jan-Oct

Injury/fatal collisions Break & enter (All) Auto the (All) Robbery (All)

84 274 596 25

Annual total 110 332 696 34

2011 Jan-Oct 104 312 696 36

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. In cases where discrepancies exist between past and current data

2012

Annual total 125 369 881 53

Jan-Oct 92 229 629 29

Annual total 110 282 762 34

2013 Jan-Oct 95 285 675 34

Annual Total 113 371 873 37

2015 Jan-Oct

97 317 1,048 33

sets the current data set will be given priority. In cases where discrepancies exist between past and current data sets the current data set will be given priority.

Signal Crime (PRIME BC)

130

City of Port Coquitlam

T HE COR POR AT ION OF T H E C I T Y O F

BRITISH COLUMBIA, CANADA

2016-2020 Financial Plan

Capital Program www.portcoquitlam.ca/budget

2016-2020 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 2016, the 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 2016 Capital Program is on essen al maintenance, commi ed projects, mul -year ini a ves, and projects aligning with the City’s Strategy Plan. A new funding model is expected to be in place for the 2017 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

132

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

2016-2020 Capital Program Total Capital Expenditures by Category and Funding Capital projects are funded by various means, including capital reserves, development cost charge reserves, grants, and accumulated surplus. The City maintains capital reserve funds with the objec ve of se ng funds aside to contribute to future capital expenditures. Development cost charges (DCCs) are funds acquired from special levies assessed

to new developments. The purpose of DCCs are for new developments to pay for city services rela ng to growth. The City can apply for grants from a variety of sources to fund capital expenditures. Accumulated surplus represents the amount by which city assets exceed liabili es. This surplus can be used to fund capital expenditures.

2016

2017

2018

2019

2020

$534,500

$1,466,600

4,529,200

6,707,400

524,500 678,875 101,700 5,000,000 $11,368,775

437,300 886,900 34,500 $9,532,700

$407,500 75,000

$1,466,600 -

1,626,300

3,465,700

480,000 1,225,100 524,500

795,200 2,197,000 437,300

341,475

886,900

520,000

249,500

111,000 57,500 44,200 5,118,100 $10,530,675

34,500 $9,532,700

Highway DCC Parkland DCC - Interest Parkland DCC - Principal Subtotal DCCs

$385,100 44,600 56,800 $486,500

$$-

Grants Subtotal Grants

$299,600 $299,600

$$-

$52,000 $52,000

$$-

2016 APPROVED CAPITAL PROGRAM Vehicles & Equipment Transporta on, Water & Sewer Infrastructure Informa on Technology Infrastructure Parks Infrastructure Buildings Land Acquisi on Total Approved Capital Projects 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 Translink MRN (Major Road Network) Reserve Cemetery Expansion Reserve Building Maintenance Reserve Public Safety Building Reserve Land Sale Reserve Subtotal Reserves

Accumulated Surplus Subtotal Accumulated Surplus Total Capital Funding

2016-2020 Financial Plan

$11,368,775

$9,532,700

133

2016-2020 Capital Program Detailed Listing for the Capital Program Ref # VEHICLES & EQUIPMENT C-E01 Corporate Fleet Replacement C-E04 Solid Waste Cart Purchases C-E02 Fire Dept - PPE Cleaning Equipment Dept - Fuel Storage System C-E05 Fire Firehall #1 Vehicles and Equipment TBD Vehicles & Equipment

Capital Replacement Category*

RP New RP RP

2016

2017

2018

2019

2020

$407,500 75,000 27,000

25,000

$534,500

1,466,600 $1,466,600

3,715,200 795,200 2,197,000 $6,707,400

483,200 $483,200

491,800 $491,800

500,600 $500,600

509,600 $509,600

TRANSPORTATION, WATER & SEWER INFRASTRUCTURE Pi River Rd/McLean Ave - Mary Hill C-R03 Rd to RN $2,374,200 Taylor St - Road Widening Road Network (MRN) C-R02 Major RN 660,000 Pavement Rehabilita on St Sanitary Sewer Pump C-S01 Argue RP 480,000 Sta on Rehabilita on and Upgrading C-R04 Nicola Ave Road Extension New 203,000 C-W02 Water Meter Replacement Program RP 200,000 Bridge Repairs Lougheed Hwy C-R05 Eastbound at the Coquitlam River RP 150,000 Meridian Overpass 5-Year C-R08 Coast RP 100,000 Inspec on 3400 Block Lafleur St Drainage C-D05 Improvement New 74,000 Main Replacement on C-W01 Water RN 68,000 Rowland St - Kelly Ave South to Lane Walkway Ligh ng Amazon Dr to C-R13 Barberry Dr to Ellis Dr New 60,000 Underpass Storm C-D01 Shaughnessy RP 50,000 Sewer Pump Sta on --- Design C-R14 2016 Cycling Improvements New 50,000 C-R01 Pre-design Engineering New 50,000 Underpass Ligh ng C-R15 Shaughnessy RN 10,000 Replacement Transporta on Projects TBD Sewer Projects TBD Water Projects TBD Transporta on, Water & Sewer Infrastructure $4,529,200 C-T11 C-T02 C-T04 C-T09 C-T06 C-T01 C-T05 C-T10

INFORMATION TECHNOLOGY IT INFRASTRUCTURE Phase 3 Agresso Financial System RN $30,000 Payroll & HR Tempest Upgrades RN 30,000 PC Replacement RP 30,000 Server Memory Upgrades - Solid RN 30,000 State modules Web Site Overhaul RN 20,000 Tablet replacements RP 20,000 Network Switch replacement RP 10,000 Applicant Tracking So ware - HR New 3,000 Recruitment IT Infrastructure Projects TBD IT Infrastructure $188,000

Con nued on * New - Capital projects that result in new infrastructure or equipment added to the Cityâ&#x20AC;&#x2122;s asset base. next page 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. 134

City of Port Coquitlam

2016-2020 Capital Program Detailed Listing for the Capital Program (cont.) Ref # PARKS INFRASTRUCTURE Sun C-P09 ParkValley Park - Upgrade Spray C-P05 Cemetery Development Chafer Beetle Turf C-P06AEuropean Damage Repairs C-P02 Evergreen Park - Playground C-P04 Barrier Fencing Replacements Cou s Park - Sport Court Retaining C-P07 Wall and Playground Perimeter Replacement Park - Tennis Court C-P12 Gartes Resurfacing Park - Playground C-P01 Blakeburn Retaining Wall Border C-P11 Cemetery Road Works Parks Infrastructure Projects TBD Parks & Recrea on Infrastructure BUILDINGS C-PD01 Public Safety Building Three-Year C-F02 City Hall - Main Entrance (West) C-F01 Hyde Creek Hot Tub UV Water Buildings Projects TBD Buildings LAND C-P10 Land Acquisi on Land Acquisi on Total Approved Capital Projects

Capital Replacement Category*

2016

2017

2018

2019

2020

$250,000

New

100,000

88,875

RP RN

53,000 49,000

45,000

37,000

New

11,000 $678,875

886,900 $886,900

RP RN New

$44,200 32,500 25,000 $101,700

$34,500 $34,500

New

$5,000,000 $5,000,000

$$-

$11,368,775

$9,532,700

* New - Capital projects that result in new infrastructure or equipment 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.

2016-2020 Financial Plan

135

2016-2020 Capital Program Infrastructure Categories The City has the following infrastructure: • • • • • • • • • • • • • • • • • • • • • • • • • • • •

192 km of roadways 136 km of sidewalks 6 bridge structures 1 underpass 3337 street lights 54 traﬃc signals 22 footbridges 996 fire hydrants 219 hectares of nature/park 192 km of sanitary sewers 217 km of storm sewers 210 km of watermains 2 water pump sta ons 10 storm pump sta ons 16,432 water connec ons 5,980 manholes 5,417 catchbasins 48 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: • • • • • • • • •

136

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, dikes, bridges, etc) and other City purposes. Land Improvements Includes all long-term improvements to land including parking lots, dikes 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

2016-2020 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.

2016-2020 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.

137

2016-2020 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

2016 $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.

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

Below are lis ngs of the opera ng budget impacts for Capital as a result of the 2016-2020 Capital Program.

2016

2017

2018

2019

2020

C-R03 Pi River Road/McLean Avenue - Mary Hill Rd. to Total Engineering & Public Works

$$-

$2,600 $2,600

C-E05 Fire Department - Fuel Storage System Firehall #1 Total Fire

$2,500 $2,500

$5,000 $5,000

$7,500 $7,500

$10,000 $10,000

$12,500 $12,500

$$-

$5,000 4,000 5,000 $14,000

$2,500

$21,600

$24,100

$26,600

$29,100

C-T02 Tempest Upgrades C-T09 Server Memory Upgrades - Solid State modules C-T10 Applicant Tracking So ware - HR Recruitment Total Informa on Technology Total Opera ng Impact of Capital

138

City of Port Coquitlam

ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program Reference # C-E01 Project: Corporate Fleet Replacements 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Vehicle & Equipment Reserve

$407,500

407,500

Total

$407,500

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 a cost/benefit analysis 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 may 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. The planned equipment replacements for 2016 include:

• EQ7002 Turf Aerator - $40,000: This Parks Department tool to improve soil drainage was originally purchased in 2008, and is scheduled for replacement in 2016. • Traffic Signal LEDs - $120,000: LED arrays were installed in traffic signals in 2009, and are scheduled for replacement in 2016. • EQ1112 Pickup Truck - $51,500: This Public Works Department pickup truck went into service in 2006, and was originally scheduled for replacement in 2018. A catastrophic engine failure necessitated immediate replacement. • EQ2039 Loader Backhoe - $152,000: This Public Works Department backhoe went into service in 2007, and was originally scheduled for replacement in 2015. A catastrophic transmission failure necessitated immediate replacement. 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 and some specialty loans such as Traffic Signals.

• EQ0094 Pickup Truck - $44,000: This Fire Department pickup truck went into service in 2005, and was originally scheduled for replacement in 2014.

2016-2020 Financial Plan

139

ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program Reference # C-E04 Project: Solid Waste Cart Purchases

Capital Costs

2016

2017

2018

2019

2020

Total

$75,000

75,000

$75,000

Funding Sources: Cart Reserve Total

Project Description & Estimated Benefits This project allows for new solid waste carts to be purchased for new customers or as required to establish the appropriate inventory levels in each of the sizes (120L, 240L, and 360L).

140

More carts are primarily required in the new 120L size, which are currently being introduced to the mul -family market.

City of Port Coquitlam

FIRE & EMERGENCY SERVICES

2016-2020 Capital Program Reference # C-E02 Project: Fire Department - PPE Cleaning Equipment 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Prior Year Surplus

$27,000

27,000

Total

$27,000

Project Description & Estimated Benefits The Fire Department is mandated by Worksafe BC to provide industrial cleaning of PPE (Personal Protec ve Equipment) to ensure contaminants and toxic components harmful to health are removed from the PPE. The Fire Department purchased used industrial cleaning equipment 21 years ago for $14,000. This set is no longer able to be properly maintained as the models are no longer in existence or parts available.

2016-2020 Financial Plan

Although these machines are very expensive the alternate is even more costly. Sending the PPE out to an industrial cleaning facility is very expensive and results in gear being gone for long periods of me, which would necessitate the purchase of a second set of gear to ensure enough gear for on duty crews at all mes.

141

FIRE & EMERGENCY SERVICES

2016-2020 Capital Program Reference # C-E05 Project: Fire Department - Fuel Storage System Firehall #1

Capital Costs Funding Sources: Prior Year Surplus Total

2016

2017

2018

2019

2020

Total

$25,000

25,000

$25,000

Project Description & Estimated Benefits When Firehall #1 was built in 1994, an underground fuel storage system was also installed to ensure the ability of the Firehall to remain opera onal during an earthquake or other large scale incident that resulted in loss of power to the facility. The system contains a 2,100 -itre underground tank that supplies diesel fuel to a 600-litre holding tank in the Firehall generator through a series of pipes and pumps. This system supplies fuel to the backup generator in the Firehall to ensure the ability to remain self-suďŹ&#x192;cient for up to one week. A recent failure of the system and subsequent review conducted by City Facili es staďŹ&#x20AC; and an independent contractor confirmed the system is no longer viable based

142

on age. Currently the Firehall is set up to run oďŹ&#x20AC; the holding tank only, which will only allow for 24 hours of power for the facility in the case of a power outage. This system has already been directly tested when a recent wind storm caused a loss of power to the Firehall for 10 hours. The underground system is being replaced with an above ground tank to alleviate concerns regarding water table contamina on and to facilitate repairs and maintenance on the tank. The costs for replacement include the cost of the new tank, decommissioning of the old tank, permits, and possible disposal of contaminated soil.

City of Port Coquitlam

ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program

Reference # C-R03 Project: Pitt River Road/McLean Avenue - Mary Hill Road to Taylor Street - Road Widening 2016

2017

2018

2019

2020

Total

$2,374,200

1,227,300 667,100 187,100

Grants

174,600

Land Acquisi on Reserve

118,100

$2,374,200

Capital Costs Funding Sources: Road & Drainage Reserve Water Reserve Highway DCC Area 1

Total

Project Description & Estimated Benefits This project will complete the sec on of Pi River Road/ McLean Avenue between Mary Hill Road and Taylor Street to an arterial standard. The road widening will occur on the north side of Pi River Road/McLean Avenue and will include pavement widening, curb & gu er, sidewalks, and associated street ligh ng. Retaining walls will also be required. In addi on, the exis ng sidewalk and curb & gu er on the south side of the street will be repaired or replaced depending on its condi on, hydro poles will be relocated from the roadway, and where needed, the full width of the roadway will be re-surfaced. The project will complete the sidewalk network in the area, upgrade the street ligh ng to current Transporta on Associa on of Canada guidelines, and provide some supply of on-street parking.

2016-2020 Financial Plan

In addi on, to meet the Cityâ&#x20AC;&#x2122;s subdivision servicing requirements for the Cityâ&#x20AC;&#x2122;s 2015 McLean Avenue subdivision, the southern half of McLean Avenue fron ng the subdivision and the rear lane will be repaved, and underground hydro/telephone/cable service connec ons will be installed. On Pi River Road, the project also includes the replacement of the exis ng 150mm diameter water main and service connec ons, installa on of addi onal hydrants to improve fire protec on, and a storm sewer with service connec ons. On McLean Avenue, the project also includes installa on of 400mm diameter water supply main, replacement of water service connec ons, and installa on of addi onal hydrants.

143

ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program

Reference # C-R02 Project: Major Road Network (MRN) Pavement Rehabilitation 2016

2017

2018

2019

2020

Total

$660,000

Funding Sources: Translink MRN Reserve

370,000

Water Reserve

290,000

$660,000

Capital Costs

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). The MRN within the City 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 2016 MRN program is based on TransLink’s pavement condi on assessment, which was completed in 2014. The loca on for pavement rehabilita on in 2016 is Coast Meridian Road from Prairie Avenue to Dorset Avenue, where the average pavement condi on is fair; paving work includes pavement resurfacing and targeted reconstruc on in highly deteriorated areas. In addi on, the exis ng

144

150mm water main is undersized, has had three breaks, and needs to be replaced with a larger 250mm diameter water main. The road rehabilita on program is 100% funded by Metro Vancouver through their annual Opera ons, Maintenance and Rehabilita on (OMR) funding program. 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.

City of Port Coquitlam

ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program

Reference # C-S01 Project: Argue Street Sanitary Sewer Pump Station Rehabilitation and Upgrading 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Sewer Reserve

$480,000

480,000

Total

$480,000

Project Description & Estimated Benefits The Argue Street sanitary sewer pump sta on was installed in 1993, and now requires rehabilita on and upgrading.

and other systems. This work will ensure that the pump sta on operates eﬃciently with as li le oﬄine me as possible.

The project includes any required structural changes to the pump sta on, seismic upgrades, and upgrading of the mechanical, electrical, telecommunica ons, security,

This project meets the objec ves of the City’s Strategic Plan for a Sustainable Future, Economic Strength, and Community Well-being.

2016-2020 Financial Plan

145

ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program Reference # C-R04 Project: Nicola Avenue Road Extension

Capital Costs Funding Sources: Highway DCC Area 2 Road & Drainage Reserve Total

2016

2017

2018

2019

2020

Total

$203,000

198,000

5,000

$203,000

Project Description & Estimated Benefits Nicola Avenue is a par ally constructed municipal collector road. Developers have constructed the east and west ends of Nicola Avenue to commercial road standards to provide access to the adjacent commercial proper es. However, the centre sec on of this street has not been constructed, and this has created ongoing traﬃc conges on. In 2015 Council approved $540,000 to complete the center sec on of Nicola Avenue to collector road standards to improve traﬃc circula on within the Dominion Triangle. The 2015 project budget included $112,400 to complete the water and sewer mains, and $427,600 for road and drainage works, while other poten al project costs such as right-of-way acquisi on, environmental compensa on, fill/preload, and third party u lity costs, were to be in addi on. During 2015, the City retained a geotechnical consultant to evaluate exis ng ground condi ons and poten al long-term soil se lement. This review determined that the road allowance required 2 to 2.5 meters of preload fill for a period of 3 to 4 months prior to undertaking road construc on, which was not accounted for in the 2015 project budget.

146

The City also entered into nego a ons with the land owner to acquire ownership of the road allowance needed to complete the road extension and servicing. Under the agreement the City is responsible for the removal of the berm and the truck wash within the road allowance, filling and preloading the road allowance, and installing the roadworks, drainage, sidewalks, and street ligh ng to commercial road standards while the Developer will be responsible for the installa on of the water and sanitary systems, underground private u li es, and site servicing. To complete this project, $427,600 will be carried forward from the 2015 budget for road & drainage works with an addi onal $203,000 required in 2016 to complete the fill and preload works. A final li of asphalt will need to be budgeted by the city in the future once the Developer completes the underground u lity work. 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 & PUBLIC WORKS

2016-2020 Capital Program Reference # C-W02 Project: Water Meter Replacement Program 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Water Reserve

$200,000

200,000

Total

$200,000

Project Description & Estimated Benefits The City of Port Coquitlam u lizes water meters for its ins tu onal, commercial, and industrial (ICI) customers 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. Nearly 50% of the City’s in-service water meters are more than 15 years old.

2016-2020 Financial Plan

The City currently has 574 meters in service, including 66 large meters (greater than 2”) and 508 small meters (2” and smaller). Phase 1 of the program was completed in 2015 with all of the 1.5” and 2” meters older than 20 years of age being replaced. The 2nd and last phase of this program will be to replace the balance of the City’s aging small water meters that are older than 15 years of age. This will ensure that the cost for treated water is being distributed fairly and equitably between the City’s metered and un-metered customers. This program meets the objec ves of the City’s Strategic Plan for a Sustainable Future, Economic Strength, and Community Well-being.

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ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program

Reference # C-R05 Project: Bridge Repairs - Lougheed Highway Eastbound at the Coquitlam River

Capital Costs Funding Sources: Translink MRN Reserve Total

2016

2017

2018

2019

2020

Total

$150,000

150,000

$150,000

Project Description & Estimated Benefits The Lougheed Highway Bridge Eastbound at the Coquitlam River is nearing the end of its service life. A 2015 bridge inspec on completed by Associated Engineering observed significant structural defects and accelerated deteriora on of the bridge since the previous inspec on. Replacement of the bridge within five years is recommended. Immediate repairs are required to maintain the safe opera on of the bridge un l it can be replaced. The recommended repairs to maintain safe opera on of the bridge include the sealing of deck joints and concrete

148

cracks, pain ng areas of heavy corrosion with ThermaRust paint, installing flashing around truss ver cals at the sidewalks, and strengthening the severely deteriorated truss elements to reinstate the structural integrity of the truss. This scope of work is proposed with the assump on that the bridge will be replaced in the next five years. This project is consistent with Councilâ&#x20AC;&#x2122;s priori es and the City of Port Coquitlam Corporate Strategic Plan to maintain goods movement within and through the city and protect residents, businesses and proper es.

City of Port Coquitlam

ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program Reference # C-R08 Project: Coast Meridian Overpass 5-Year Inspection 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Road & Drainage Reserve

$100,000

100,000

Total

$100,000

Project Description & Estimated Benefits The Ministry of Transporta on and Infrastructure guidelines are widely recognized as the baseline for frequencies of bridge inspec ons and recommends at minimum comple ng a detailed inspec on once every five years. It is especially important to inspect the cables and major structural elements early in life to detect issues before they become more costly repairs. The Coast Meridian Overpass is six years old and requires a detailed close proximity inspec on. This project will verify the bridge is in safe opera ng condi on and iden fy preventa ve maintenance in advance, rather than deferring to more costly reac ve repairs in the future. A detailed inspec on is a close up, arms reach inspec on of all parts of a structure and may be supplemented by field tests.

2016-2020 Financial Plan

U lizing specialized li s or climbing equipment inspectors will access the bridge cables, piers and steel girders to assess the condi on of all cri cal bridge components. Each element is evaluated for material deteriora on, weather and aging eďŹ&#x20AC;ects, load-induced distress, and indica ons of overloading. Steel members are evaluated for signs of corrosion, material loss, cracking, weld defects, missing bolts and bent or damaged members. Concrete elements are examined for cracking, delamina on, exposed rebar and general degrada on. This project is consistent with Councilâ&#x20AC;&#x2122;s priori es and the City of Port Coquitlam Corporate Strategic Plan to maintain goods movement within and through the City and to protect residents, businesses and property.

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ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program Reference # C-D05 Project: 3400 Block Lafleur Street Drainage Improvement

Capital Costs Funding Sources: Road & Drainage Reserve Total

2016

2017

2018

2019

2020

Total

$74,000

74,000

$74,000

Project Description & Estimated Benefits The City regularly receives complaints from residents regarding local drainage issues. The Transporta on Solu ons & Public Works (TSPW) Commi ee considers smaller drainage issues while larger drainage issues are considered during the annual Financial Plan budget process. This Project was endorsed by the TSPW Commi ee to bring forward to Council. Residents in the 3400 Block Lafleur Street and users of the west-side Coquitlam River trail system have reported ongoing street drainage issues, par cularly during the winter months when icing can be a problem. Although the

150

street is paved and curbed with a sidewalk along the eastside boulevard, there is no storm sewer system. The scope of work for this project includes installa on of 45 meters of storm sewer, installa on of a manhole, catch basins, service connec ons, and the replacement of approximately 35 meters of broken curbing. This project supports the following objec ves of the Corporate Strategic Plan: • Maintain the City’s infrastructure • Create a sustainable community

City of Port Coquitlam

ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program

Reference # C-W01 Project: Water Main Replacement on Rowland Street - Kelly Avenue South to Lane 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Water Reserve

$68,000

68,000

Total

$68,000

Project Description & Estimated Benefits When Public Works inves gated a complaint regarding a wet boulevard at the southwest corner of the Rowland Street/Kelly Avenue intersec on, they found that the 100mm diameter cast iron water main was leaking due to a number of “pin-hole” failures. Although local repairs were made to the water main, Public Works staﬀ noted that this main was installed in the 1960s and given its current poor condi on, needs to be replaced and upgraded with a larger 250mm diameter water main to support the increased residen al density.

2016-2020 Financial Plan

The scope of work for this project includes installa on of 60 meters of 250mm diameter water main, flushing and chlorina on of the main, and replacement of exis ng service connec ons. This project supports the following objec ves of the Corporate Strategic Plan: • Maintain the City’s infrastructure • Create a sustainable community

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ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program

Reference # C-R13 Project: Walkway Lighting - Amazon Drive to Barberry Drive to Ellis Drive

Capital Costs Funding Sources: Road & Drainage Reserve Total

2016

2017

2018

2019

2020

Total

$60,000

60,000

$60,000

Project Description & Estimated Benefits The pathway between Amazon Drive to Barberry Drive and Barberry Drive to Ellis Drive crosses Cedar Creek to link the Riverside and Birchland neighbourhoods. This trail is well used by neighbourhood residents and students traveling to and from Terry Fox High School.

152

Installing walkway ligh ng will improve pedestrian/cyclist safety and increase trail usage. This project meets the objec ves of the Cityâ&#x20AC;&#x2122;s Strategic Plan for a Sustainable Future and Community Well-being.

City of Port Coquitlam

ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program

Reference # C-D01 Project: Shaughnessy Street Underpass Storm Sewer Pump Station - Design 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Road & Drainage Reserve

$50,000

50,000

Total

$50,000

Project Description & Estimated Benefits The Shaughnessy Street Underpass storm sewer pump sta on and associated drainage systems have been over capacity during several larger storm events in the past few years resul ng in localized flooding of the underpass and addi onal maintenance.

The design would include any required structural changes to the pump sta on, upgrading of the mechanical, electrical, security, and other systems, and upgrading of the associated drainage systems where found necessary.

This project provides for the assessment and design of the storm water pump sta on, which was installed in 1978, and associated drainage systems, with construc on planned for 2017.

This project meets the objec ves of the Cityâ&#x20AC;&#x2122;s Strategic Plan for a Sustainable Future, Economic Strength, and Community Well-being.

2016-2020 Financial Plan

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ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program Reference # C-R14 Project: 2016 Cycling Improvements

Capital Costs Funding Sources: Road & Drainage Reserve Total

2016

2017

2018

2019

2020

Total

$50,000

50,000

$50,000

Project Description & Estimated Benefits The City’s Master Transporta on Plan and Master Pedestrian & Bicycle Plan provides for the con nuing development of a City-wide Cycling Network to improve public road safety and the movement of pedestrians and cyclists. The proposed program provides funding to improve exis ng cycling corridors, iden fy new cycling corridors, and provide other improvement to facilitate cycling in and through the City.

154

Improvements include: • cycling lanes on exis ng streets using pavement markings, • wayfinding and other signage for cyclists, • ramps for grade changes, • accessible intersec on crossing controls, and • bicycle racks and storage facili es. The program meets the objec ves of the City’s Strategic Plan for Community Safety, Mobility & Access, and Building a Complete Community.

City of Port Coquitlam

ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program Reference # C-R01 Project: Pre-Design Engineering 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Road & Drainage Reserve

$50,000

50,000

Total

$50,000

Project Description & Estimated Benefits This funding is to allow for work to be done in 2016 to assist in future design work, such as geotechnical inves ga ve work, or electrical design, for projects

2016-2020 Financial Plan

scheduled for 2017 and beyond, as they are iden fied by the Budget and Infrastructure Commi ee.

155

ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program

Reference # C-R15 Project: Shaughnessy Street Underpass Lighting Replacement

Capital Costs Funding Sources: Road & Drainage Reserve Total

2016

2017

2018

2019

2020

Total

$10,000

10,000

$10,000

Project Description & Estimated Benefits This project will improve the ligh ng on the pedestrian side of the Shaughnessy Street Underpass , by replacing the exis ng seven (7) light fixtures on the east side of the underpass with 120 Wa Callisto-120w LED light fixtures .

156

This project provides funding to replace the light fixtures on the pedestrian side of the Shaughnessy Street Underpass only. This project meets the objec ves of the Cityâ&#x20AC;&#x2122;s Strategic Plan for Community Safety, a Sustainable Future and for Community Well-being.

City of Port Coquitlam

INFORMATION TECHNOLOGY

2016-2020 Capital Program Reference # C-T11 Project: Phase 3 Agresso Financial System - Payroll and HR 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Informa on Systems Reserve

$300,000

300,000

Total

$300,000

Project Description & Estimated Benefits The third and final phase of the Agresso Financial System will be completed in early 2016. The last $150,000 for 2016 and $150,000 projected for 2017 will all be required in 2016 as the project is nearing comple on. The original total project budget of $1.4M that was approved in the fall of 2012 an cipated the final comple on occurring in 2017.

2016-2020 Financial Plan

This me table has moved ahead so that we are able to wrap things up in early 2016. It is an cipated that Payroll will be live for the first pay run in January 2016. HR is an cipated to go live in Spring of 2016. The old Cayenta financial system will be frozen but kept online for audit and historic purposes. We an cipate spending as li le as possible keeping the old system running.

157

INFORMATION TECHNOLOGY

2016-2020 Capital Program Reference # C-T02 Project: Tempest Upgrades

Capital Costs Funding Sources: Informa on Systems Reserve Total

2016

2017

2018

2019

2020

Total

$60,000

60,000

$60,000

Project Description & Estimated Benefits Tempest system upgrades totaling $35,000 are required to upgrade the Business Licensing program and e-Gov ini a ves. As a result of the Tempest upgrades, updated Microso upgrades totaling $25,000 are also required. We an cipate the Business License system upgrade will provide many new features and result in mee ng the desired outcomes of the City’s Con nuous Improvement Assessment (CIA) process.

158

Also, vendor support for the current version of the Business License system ends in 2016. Our e-Gov ini a ves allow greater customer self-service and remote access. This accessibility will con nue to expand and include more of the Development Engineering staﬀ and all of the Building Inspec on staﬀ, along with the ability for developers to check the status of inspec ons and request inspec ons online.

City of Port Coquitlam

INFORMATION TECHNOLOGY

2016-2020 Capital Program Reference # C-T04 Project: PC Replacements 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Informa on Systems Reserve

$50,000

50,000

Total

$50,000

Project Description & Estimated Benefits Replacement of 40 older and well used PCs, and a monitor upgrade to 27-inch monitors to be be er work with the new Agresso financial system. New machines will increase produc vity for staďŹ&#x20AC; who spend the majority of their day working on a computer. Many of the machines to be replaced are more than 5

2016-2020 Financial Plan

years old. They are running very slow and cause the operators various delays due to the overall slowness of their computer. These machines are simply past their normal useful life and are begining to experience regular failures of hardware combined with an inability to keep up with the newer so ware requirements.

159

INFORMATION TECHNOLOGY

2016-2020 Capital Program

Capital Costs Funding Sources: Informa on Systems Reserve Total

2016

2017

2018

2019

2020

Total

$40,000

40,000

$40,000

Project Description & Estimated Benefits For the installa on of more high speed memory in the four (4) primary servers.

160

This will increase computer response me to allow for more eďŹ&#x192;cient staďŹ&#x20AC; computer use.

City of Port Coquitlam

INFORMATION TECHNOLOGY

2016-2020 Capital Program Reference # C-T06 Project: City Website Overhaul 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Informa on Systems Reserve

$40,000

40,000

Total

$40,000

Project Description & Estimated Benefits The City website is due for an overhaul with new graphics, easier naviga on, and a declu ering of informa on. The website overhaul will allow for be er scalability of the website to allow for rapid capacity expansion of the website if needed in an emergency or

2016-2020 Financial Plan

for a high-informa on topic. Also, many people now access the City website using mobile devices, and an overhaul will be a chance to improve naviga on and readability of the website on mobile devices.

161

INFORMATION TECHNOLOGY

2016-2020 Capital Program Reference # C-T01 Project: Tablet Device Replacements

Capital Costs Funding Sources: Informa on Systems Reserve Total

2016

2017

2018

2019

2020

Total

$17,000

17,000

$17,000

Project Description & Estimated Benefits Tablet devices previously purchased by the City are now almost five (5) years old and need to be replaced. There are 17 devices that currently need to be replaced.

162

These devices are currently used to document agendas and minutes for City commi ee mee ngs and Council ac vi es as they occur.

City of Port Coquitlam

INFORMATION TECHNOLOGY

2016-2020 Capital Program Reference # C-T05 Project: Network Switch Replacements 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Informa on Systems Reserve

$10,000

10,000

Total

$10,000

Project Description & Estimated Benefits Two (2) replacement network switches are required to expand the City telephone system each phone uses a network port), and allows for higher speed connec vity.

2016-2020 Financial Plan

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INFORMATION TECHNOLOGY

2016-2020 Capital Program Reference # C-T10 Project: Applicant Tracking Software - HR Recruitment

Capital Costs Funding Sources: Informa on Systems Reserve Total

2016

2017

2018

2019

2020

Total

$7,500

7,500

$7,500

Project Description & Estimated Benefits The City HR Department processes close to 100 unique job pos ngs each year with hundreds of poten al applicants, spending numerous hours per week comple ng this process manually. An applicant tracking so ware solu on will greatly reduce administra ve me. As well, hiring managers will have ready access to recruitment informa on, and

164

poten al applicants will also be able to access the status of their applica ons, improving customer service. This type of so ware is widely used in other municipali es and has enabled these organiza ons to provide be er customer service and eďŹ&#x192;ciency. The City HR Department can use the me saved by automa ng the process for higher level strategic work.

City of Port Coquitlam

PARKS

2016-2020 Capital Program Reference # C-P05 Project: Sun Valley Park - Upgrade Spray Park

Capital Costs Funding Sources: Parks & Recrea on Infrastructure Reserve Canada 150 Infrastructure Funding Grant Total

2016

2017

2018

2019

2020

Total

$250,000

125,000

$250,000

Project Description & Estimated Benefits Sun Valley Spray Park has been iden fied for enhancement in the next one to five year short-term period. The recommenda on is to “Design and build a spray park that will expand, complement and enhance the water play experience at Sun Valley Park”. The City was successful in receiving funding from the Canada 150 Infrastructure Funding Grant Program of up to 50% of the total cost of the project, currently es mated at $250,000. Renova ons, upgrades and expansion are required on the 27 year old Sun Valley Spray Park in order to ensure safety for the community, lessen the environmental impact through waste water reduc on, add up to 30% more interac ve water play areas, complemen ng the exis ng wading pool and minor enhancements to the washroom facility to upgrade accessibility standards for people with disabili es. The exis ng spray features and concrete pad would stay, adding in three new water features; however, a new over spray zone and ultra violet secondary water treatment process would be required as per the Fraser Health Authority’s code.

The objec ves of the project are to: Update the water management system of the exis ng water park A recircula ng system will eliminate the high potable water being directed to the sanitary sewer system. This represents a large amount of chlorinated water being deposited into the sanitary system, increasing the required capacity of the pipes and costs of treated water. The recircula ng system will treat/reuse the water on-site with a small amount of make-up water required. This will represent a significant environmental and cost benefit by minimizing the volume of water used and significantly reducing the cost of the water supply and disposal of this water through the Metro Vancouver sewage treatment facili es. Expand the popular water park by 30% With the popularity of spray parks increasing, a larger park will be able to cater to more children during the summer months. Update the aging infrastructure Installing and upda ng the controllers and electrical components will significantly reduce opera ng costs of the system and ensure the spray park is func onal for many years into the future. Relates to the Corporate Strategic Plan direc on Sense of Community and Council’s Infrastructure Priority.

2016-2020 Financial Plan

165

PARKS

2016-2020 Capital Program Reference # C-P05 Project: Cemetery Development

Capital Costs Funding Sources: Cemetery Expansion Reserve Total

2016

2017

2018

2019

2020

Total

$100,000

100,000

$100,000

Project Description & Estimated Benefits The Port Coquitlam Cemetery has a large demand for internment of remains in the columbarium. Currently the exis ng columbarium is sold out. The plan allows for a phased program to provide 480 niches in seven (7) smaller columbariums to meet the needs of the community for the next ten (10) years. The 2015 capital budget provided funds for a plan to increase the number of columbarium niches and provide a unit to meet the immediate demand. The 2015 phase will provide one (1), 40 niche columbarium for immediate use.

166

The 2016 phase will provide for grading and site improvement to allow the addi onal columbariums to be installed as they are required. The funding for this project is from the Cemetery Expansion Reserve Fund, which are fees collected through the sale of each internment. The costs of this project are fully recoverable over me, through niche sales. Relates to the Strategic Plan outcome Community Well Being.

City of Port Coquitlam

PARKS

2016-2020 Capital Program Reference # C-P06A Project: European Chafer Beetle Damage Repairs 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Parks & Recrea on Infrastructure Reserve

$88,875

88,875

Total

$88,875

Project Description & Estimated Benefits City parks have seen an unprecedented amount of Chafer Beetle damage given the long hot summer of 2015 and the inability to water during the key growing season and cri cal life-cycle process of the Chafer Beetle. Given the poten al safety concerns in sport-turf and passive areas, grass needs to be re-established to maintain playability of sports fields. Costs include removal of damaged turf, re-grading/soil placement and seeding.

2016-2020 Financial Plan

Areas currently impacted include: • Aggie Park • Central Park • Citadel Field • City Hall • Gates Park • Granny Smith Park • McLean Park • Minnekhada Field • Rowland Park • Thompson Park

167

PARKS

2016-2020 Capital Program Reference # C-P02 Project: Evergreen Park - Playground Retaining Wall and Fall Surface 2016

2017

2018

2019

2020

Total

$53,000

Funding Sources: Parks & Recrea on Infrastructure Reserve

23,900

Parkland DCC - Principal

16,400

Parkland DCC - Interest

12,700

$53,000

Capital Costs

Total

Project Description & Estimated Benefits The exis ng wood retaining wall at Evergreen Park is past the end of its life cycle and in a serious state of decay. Also, the pea gravel fall surface no longer meets park standards and requires significant maintenance. A concrete wall will lessen maintenance requirements and have a life cycle of at least 50 years. Replacement of

168

the pea gravel will reduce the slipping risk, meet current park standards and lessen maintenance requirements. Relates to the Strategic Plan outcome Community Well Being.

City of Port Coquitlam

PARKS

2016-2020 Capital Program Reference # C-P04 Project: Barrier Fencing Replacements 2016

2017

2018

2019

2020

Total

$49,000

22,000

Parkland DCC - Principal

15,200

Parkland DCC - Interest

11,800

$49,000

Capital Costs Funding Sources: Parks & Recrea on Infrastructure Reserve

Total

Project Description & Estimated Benefits Barrier fencing has been installed throughout the park system to protect pedestrian trails along roadways and to define park spaces and prevent vehicle access. This feature also encourages healthy outdoor ac vi es. A large por on of the barrier fencing was installed more than 20 years ago and is past its life cycle. The current pressure trea ng available for fence posts only has a life cycle of 12 years. In response, the City has devised a concrete post with a wooden railing as a replacement.

2016-2020 Financial Plan

The concrete fence posts will have a life cycle of at least 25 years. A large por on of the original fencing needs to be replaced in a phased approach over the next 3 to 5 years. The 2016 proposal is to replace 300 meters of barrier fencing on the Traboulay PoCo Trail along Argue Street. Relates to the Strategic Plan outcome Community Well Being.

169

PARKS

2016-2020 Capital Program

Reference # C-P07 Project: Coutts Park - Sport Court Retaining Wall and Playground Perimeter Replacement 2016

2017

2018

2019

2020

Total

$45,000

Funding Sources: Parks & Recrea on Infrastructure Reserve

20,300

Parkland DCC - Principal

13,900

Parkland DCC - Interest

10,800

$45,000

Capital Costs

Total

Project Description & Estimated Benefits The exis ng treated wood and mber structures were designed and installed in the 1990s, and are now star ng to fail as they have exceeded their life cycle. Replacement with concrete and allan block materials will remove exis ng hazards such as wood splinters and exposed nails.

170

Concrete will also reduce the slipping risk related to the ro ng wood structures being slimy due to breakdown of the structure. Maintenance costs will be reduced, and the life cycle of the new structure will be at least 50 years. Relates to the Strategic Plan outcome Community Well Being.

City of Port Coquitlam

PARKS

2016-2020 Capital Program Reference # C-P12 Project: Gates Park - Tennis Court Resurfacing 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Parks & Recrea on Infrastructure Reserve

$45,000

45,000

Total

$45,000

Project Description & Estimated Benefits Gates Park tennis courts consist of six (6) full courts and one (1) prac ce court. The tennis courts are used by the Port Coquitlam Tennis Club as well as by residents on a first-come, first-served basis. The exis ng surfacing has minor cracks and fading but the tennis courts are in good playable condi on overall.

2016-2020 Financial Plan

The lines are completely visible, and nets, poles and screens are all in good condi on. Although not essen al for 2016, a resurfacing of the court would be good for the summer of 2016, and would likely be essen al by 2017.

171

PARKS

2016-2020 Capital Program Reference # C-P01 Project: Blakeburn Park - Playground Retaining Border 2016

2017

2018

2019

2020

Total

$37,000

Funding Sources: Parks & Recrea on Infrastructure Reserve

16,400

Parkland DCC - Principal

11,300

Parkland DCC - Interest

9,300

$37,000

Capital Costs

Total

Project Description & Estimated Benefits The treated wood retaining border around the playground at Blakeburn Park is designed to retain the safety fall surface. This retaining wall border was installed in the 1990s. The border is past the end of its life cycle and is in a serious state of decay. Replacement with a concrete border will remove exis ng hazards such as wood splinters and exposed nails. Concrete will also reduce the slipping risk related to the ro ng wood structures being slimy due to breakdown of the structure. Maintenance costs will be reduced, and the life cycle of the new structure will be at least 50 years. Relates to the Strategic Plan outcome Community Well Being.

172

City of Port Coquitlam

PARKS

2016-2020 Capital Program Reference # C-P11 Project: Cemetery Road Works 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Cemetery Expansion Reserve

$11,000

11,000

Total

$11,000

Project Description & Estimated Benefits As a result of cemetery expansion, a new sec on for in-ground burial plots has been created in the northeast corner of the property. Access to this area can be problema c for both staďŹ&#x20AC; and grieving families, as the area is grassy and quite wet.

2016-2020 Financial Plan

To increase accessibility and provide a be er experience for grieving families, a perimeter roadway will be installed. This work will be performed by in-house staďŹ&#x20AC;.

173

RCMP

2016-2020 Capital Program

Reference # C-PD01 Project: Public Safety Building Three-year Interior Painting Project - Year 1: Ground Floor

Capital Costs Funding Sources: Public Safety Building Reserve Total

2016

2017

2018

2019

2020

Total

$44,200

44,200

$44,200

Project Description & Estimated Benefits A er nineteen years, the Public Safety Building (PSB) is in need of interior patching and pain ng. The original plan, to paint the en re building in one year, has been reconsidered due to the high cost and workload demands of this plan. The meline of this project has been extended over a three-year period (2016 to 2018). The ground floor will be painted in 2016, followed by the main floor in 2017 and finally the second floor would be painted in 2018.

174

2016 Total Capital Cost: $132,000 Port Coquitlam Cost Share (33.45%): $44,200 Coquitlam Cost Share (66.55%): $87,800 Relates to the Corporate Strategic Plan Direc on: Sense of Community, Sustainable Future and Councilâ&#x20AC;&#x2122;s Infrastructure Priority

City of Port Coquitlam

RECREATION

2016-2020 Capital Program Reference # C-F02 Project: City - Main Entrance (West) - Accessibility Upgrade 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Building Maintenance Reserve

$32,500

32,500

Total

$32,500

Project Description & Estimated Benefits The last major renova on of City Hall was in 1985. This renova on included the current entry points. In order to meet the Building Code of that me, an accessible entrance door was installed on the East side of the building. The West entrance currently does not have an accessible entrance; however, accessibility ramps do provide improved access from the outside courtyard. In order to improve customer service for patrons visi ng City Hall, we will be renova ng the West entrance to enhance the accessibility of this well-used entry point. Due to the current design of the exis ng doors, accessible door actuators cannot be installed; therefore, a new door system would have to be designed and installed to achieve the accessibility requirement at this entrance. This would involve removing the exis ng double glass door system and installing a single door system. Two op ons were reviewed which were equal in cost. Op on A: Glass bi-part sliding doors that would be a ached to the outside of the building and centred on the exis ng concrete structure.

2016-2020 Financial Plan

Op on B: Swing door system built inside the concrete structure (similar to the East entrance). The project will be awarded through the tender process, the op on chosen will depend on the outcome of this process. As the building is a heritage building, in addi on to a building permit, a Heritage Altera on Permit would have to be included as part of the process. All design, permits, electrical and construc on costs have been allowed for in the budget. As the exis ng doors are not weather sealed due to their design, the replacement door system would improve the energy eďŹ&#x192;ciency of City Hall as the new door system would be weather sealed reducing heat loss in the colder months. Relates to the Corporate Strategic Plan Direc on: Sense of Community, Sustainable Future and Councilâ&#x20AC;&#x2122;s Infrastructure Priority

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RECREATION

2016-2020 Capital Program Reference # C-F01 Project: Hyde Creek - Hot Tub UV Water Treatment

Capital Costs Funding Sources: Building Maintenance Reserve Total

2016

2017

2018

2019

2020

Total

$25,000

25,000

$25,000

Project Description & Estimated Benefits Since the comple on of the Hyde Creek Recrea on Centre renova on project in 1995 there has been a significant increase in user demands on the hot tub, lap and leisure pools. The high bather loads and shortened periods to conduct tradi onal methods of disinfec on (superchlorina ons and backwashes, along with requiring the associated mechanical support systems to operate at 100%) make it more diﬃcult to maintain proper air/water quality and result in frequent spiking of chloramine levels. When chloramine levels spike as a result heavy bather loads, the pool is s ll safe to operate; however, staﬀ and patrons have complained of experiencing irrita on to their eyes, skin and respiratory systems. In 2014, a secondary filtra on system was installed in the Leisure Pool with immediate benefits. To remain consistent with improving pool disinfec on and air quality, the same system will be installed on the Hot Tub system. The 20 year old Hot Tub pool filtra on system is a single sand filtra on treatment technology. Industry standard now recommends a two system process to meet the growing demands on water/air quality. The hot tub pool has been iden fied as a major contributor to increased chloramine levels. Installing a secondary ultraviolet disinfec on system on the hot tub pool will enhance our current water treatment process.

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The benefits of ultra violet as a secondary water treatment are: • improves the ability to safely treat against chlorine tolerant pathogens such as Cryptosporidium, • improves water disinfec on processes, • improves air/water quality, • increases safety of the environment for staﬀ and patrons, • enhances the quality of the user experience in the facility, • reduc on of metal and building infrastructure corrosion, • reduces the need for “shock treatments” to reduce chlorine levels, • provides a non-hazardous, non-chemical and green technology solu on, and • cost savings generated by reduced staﬀ and opera ng costs will provide a conserva ve es mate of payback on this investment of three years. Relates to the Corporate Strategic Plan Direc on: Sense of Community and Council’s Infrastructure Priority

City of Port Coquitlam

ENGINEERING & PUBLIC WORKS

2016-2020 Capital Program Reference # C-P10 Project: Land Acquisition 2016

2017

2018

2019

2020

Total

Capital Costs Funding Sources: Land Sale Reserve

$5,000,000

5,000,000

Total

$5,000,000

Project Description & Estimated Benefits To provide for land acquisi on and improvements, as well as professional services related to disposi on of City-owned land. Specific projects of this nature will be brought forward to Council for approval.

2016-2020 Financial Plan

Relates to the Corporate Strategic Plan direc on Community Well-Being.

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T HE COR POR AT ION OF T H E C I T Y O F

BRITISH COLUMBIA, CANADA

2016-2020 Financial Plan

Appendices www.portcoquitlam.ca/budget

MISSING INFO

Appendix A – Business Planning and Budget Guidelines 1. Tax adjustment for General Purposes 2016 - staﬀ will bring forward 2016 base budgets based on 2015 service levels. 2. Tax increase for Long-term Replacement Infrastructure 2016 – 1.0%. 3. The 2016 Base Budget will be prepared using a 1.79% infla on rate for goods and contracted services. 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 2016 are: · Infrastructure, · Organiza onal development, · Recrea on centre expansion/old works yard site development. 5. 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. 6. Two key areas or processes will undergo a Con nuous Improvement Assessment (CIA) in 2016.

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7. Decision packages must include a ra onale to support requests for new programs/projects/staﬀ. 8. 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. 9. Tax increases for 2016-2020 will be the same as stated in the 2015-2019 business planning and budget guidelines, but will be revisited prior to adop ng the financial plan early in 2016. 10.Budgets must include opera ng and capital components for a five-year period. 11.A public consulta on plan will be developed and implemented. 12.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. 13.Progress in rela on to each division’s business plan will be presented to Council in June, 2016.

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 2016-2020 Financial Plan began in December 2015, con nued throughout winter and early spring, and concluded in March. Consulta on was done through several methods:

• 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 2016 budget process. The results of this survey were presented to the Finance and Intergovernmental Commi ee in March.

Financial Plan Timetable May • Finance and Intergovernmental Commi ee approved guidelines (Appendix A) and Council Priori es (page 8) January • Department business plans presented to Finance and Intergovernmental Commi ee • Open delibera on sessions held on proposed decision packages and capital plan • Open delibera on sessions held on proposed opera ng and service level changes • Water and Sewer rates bylaws approved February • Dra Financial Plan presented to public for comment through budget survey March • Results of public input presented to Finance and Intergovernmental Commi ee May • Council approved Financial Plan Bylaw • Council approved Tax Rates Bylaw

• 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.

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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

2016-2020 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.

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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.

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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

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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

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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

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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

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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 (FIG) 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. The Mayor created a Budget and Infrastructure advisory commi ee in 2014 to review our budge ng process and to develop a more sustainable model for planning and funding infrastructure.

The overall objec ves of the Healthy Community 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.

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

Other FIG commi ees include the Revenue Commi ee, which seeks out revenue-genera on opportuni es to reduce the burden on the taxpayer, and the Con nuous Improvement Assessment Commi ee, which oversees in-depth reviews of City services to seek eﬃciencies and improved eﬀec veness.

Metro Vancouver (Board of Directors); Fraser River Port Authority (Advisory Board); Fraser Valley Regional Library; Treaty Advisory Commi ee.

Healthy Community Committee

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.

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.

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Local Boards, Commissions and Special Committees

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

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Appendix F – Organization Chart and Staffing Levels Citizens of Port Coquitlam

City Council

Chief Administrative Officer

Corporate Support

Bylaw Services

Communications & Administrative Services

Development Services

Engineering & Public Works

Finance

Fire & Emergency Services

Human Resources

Parks & Recreaton

Building

Infrastructure Planning

Protective Services & Public Education

Community Services

Planning

Capital Projects

Fire Suppression

Facility Services

Development Engineering

Public Works

Training

Recreation Services

Corporate Office & Lands

Policing Services – RCMP (Contracted service)

Emergency Program

Information Services

Departmental FTEs (Full-Time Equivalent Employees) 2015 Oﬃce of the CAO 2.00 Corporate Support 23.90 Development Services 17.50 Engineering & Public Works 71.00 Finance 19.50 Fire & Emergency Services 75.00 Human Resources 5.00 Recrea on 125.46 98.30 Police Services Total 438.16 192

2016 1.00 32.43 23.60 89.80 22.40 76.00 5.00 86.90 102.30 439.43

2017 2018 2019 2020 1.00 1.00 1.00 1.00 32.43 32.43 32.43 32.43 23.60 23.60 23.60 23.60 89.80 89.80 89.80 89.80 22.40 22.40 22.40 22.40 76.00 76.00 76.00 76.00 5.00 5.00 5.00 5.00 86.90 86.90 86.90 86.90 105.30 105.30 105.30 105.30 442.43 442.43 442.43 442.43 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 (RCMP) 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.

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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.

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Appendix H – 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.

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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.

City of Port Coquitlam

Appendix H – 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

Is a specific or well-defined task or target that is measurable and achievable within a set period of me.

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School District #43 The local school board serving Port Coquitlam, Coquitlam and Port Moody.

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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

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City of Port Coquitlam