2014-2018 City of Port Coquitlam Financial Plan Table of Contents

THE CORPORATION OF T H E C I T Y O F

BRITISH COLUMBIA, CANADA 2014-2018 City of Port Coquitlam Financial Plan Table of Contents

Introduction 2014-2018 Capital Program City Profi le 1 Introduc on 140 Reader’s Guide 6 Financial Summaries 141 Infrastructure Categories 144 Financial Plan Overview Funding 146 2014 Budget Message 8 Opera ng Impacts of the Capital Program 147 Plan Background 9 Project Details by Category 148 Future Outlook 10 Appendices Expenditure Levels 11 Tax Impact 12 Appendix A – Business Planning and Budget Financial Posi on (Reserves and Surplus) 14 Guidelines 212 Appendix B – Financial Plan Development Revenues and Timetable 213 Appendix C – Financial Management Policy 214 2014 Revenues 18 Appendix D – Corporate Strategic Plan 219 Property Tax 18 Appendix E – Organiza on and Commi ee Structure 223 User Fees 20 Appendix F – Organiza on Chart and Staffi ng Levels 224 Interest Income 21 Appendix G – Municipal Funds 225 Grants in Lieu of Taxes 22 Appendix H – General Sta s cs 226 Enhancements, Savings and Appendix I – Glossary 227 Service Level Changes Overview 24 Enhancements 25 Savings & Effi ciencies 26 Revenue Genera on 26 Department Business Plans Introduc on 28 Offi ce of the Chief Administra ve Offi cer 32 Corporate Support 36 Development Services 53 Engineering & Opera ons 65 Finance 86 Fire & Emergency Services 91 Human Resources 101 Parks & Recrea on 106 Policing 122 Sewer U lity 128 Water U lity 133

City of Port Coquitlam City Proﬁ le

Port Coquitlam is a community of 57,000 with a strategic loca on in Metro Vancouver, a healthy base of businesses, new commercial and industrial areas, 271 hectares of parkland including the 25-km Traboulay PoCo Trail, well- established neighbourhoods, and a strong sense of community spirit known as PoCo Pride. It also has a growing reputa on for progressive governance and for its innova ve approaches to managing waste, sustainable development and using technology to engage the community.

Since it was incorporated on March 7, 1913, Port Coquitlam has experienced signiﬁ cant growth and has strived to remain relevant to the changing mes. At the same me, the City has retained its small-town charm, its authen c historic downtown core, and a tradi on of community involvement.

The City strives to balance social, environmental and economic values while fulfi lling the priori es set by our ci zens. Our annual budget public consulta on is an example Those who call Port Coquitlam home are well aware of of how we engage the community in our City’s governance. its special quali es, including aff ordability, an accessible loca on, parks and trails, family-oriented services, a quaint A Livable City historic downtown core, and a strong sense of community spirit. It came as li le surprise to Port Coquitlam residents when their community earned na onal recogni on in 2013 for These are just some of the reasons 70% of the City’s being a livable city. residents have lived in Port Coquitlam for more than fi ve years, and why families and investors from elsewhere have Family-friendly Port Coquitlam was named B.C.’s third most started taking a closer look at this hidden gem. livable city, and 33rd out of 200 in Canada, in Moneysense magazine’s annual Best Places to Live ranking. Con nued on next page

2014-2018 Financial Plan 1 City Proﬁ le

Con nued from previous page

Aff ordability Thriving Housing and land in Port Coquitlam are among the most The heart of the community is the historic and authen c aff ordable in the region north of the Fraser River. At the downtown, which is bustling these days with new business same me, property owners benefi t from some of the lowest and residen al growth, a vibrant cultural scene and a tax rates in Metro Vancouver. Farmers Market. Loca on We’re also seeing signifi cant growth in the up-and-coming Port Coquitlam’s central loca on means Vancouver is only 35 Dominion Triangle area – bringing an exci ng mix of retail, minutes away by car or commuter rail. Access is be er than residen al, ins tu onal and light industrial developments. ever, thanks to regional projects such as the Port Mann, Pi Community Spirit River and Golden Ears bridges, and the upcoming Evergreen Port Coquitlam’s old-fashioned community spirit is unique in Line extension. These complement local improvements such an urban se ng. Residents love to celebrate their PoCo Pride the Coast Meridian Overpass and upgraded Broadway Street. at numerous fes vals and civic events throughout the year, It’s also easy to get around on bike or foot using the and volunteer their me to make their community be er. extensive network of trails and bike lanes. A large propor on of residents took part in the City’s 100th Healthy and ac ve year birthday celebra ons throughout 2013. Port Coquitlam Port Coquitlam promotes a healthy and ac ve lifestyle is one of the few B.C. communi es that has retained its with many indoor and outdoor volunteer Spirit Commi ee following the 2010 Olympics. opportuni es. Op ons include recrea on centres with pools and arenas, sports fi elds, outdoor pools, the 25-km Traboulay PoCo Trail and free trailside gym sta ons.

2 City of Port Coquitlam City Proﬁ le

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 Oﬃ cer (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.

2014-2018 Financial Plan 3 City Proﬁ le

Community Budget Priorities The City had a record level of par cipa on in its 2014 budget Strong themes emerged from the results: consulta on process. • Support for a new Community Recrea on Complex In January, budget details were mailed to every home and • Desire for improved parks and recrea on services provided online to encourage public feedback on the dra • Desire for improved roads/intersec ons/crosswalks budget. In total, 943 people ﬁ lled out surveys or provided • Opposi on to a proposed reduc on in hours at the other forms of feedback. About 95 per cent of respondents Oﬀ side Youth Centre were Port Coquitlam residents. The sta s cal informa on appears consistent with the Residents were asked whether they feel they are ge ng results of the fall 2012 Ipsos Reid poll, in which ci zens good value for their dollar for City services, as well as demonstrated predominantly posi ve views of the targe ed ques ons related to budget decisions for 2014. community and the City.

Results from Budget 2014 Survey

Ques on: $ Do you feel that overall, you get !!$ good value for your tax dollars in $ Port Coquitlam?

Ques on: If you could reduce or eliminate one service provided by the City in exchange for lower taxes, what would it be?

4 City of Port Coquitlam City Proﬁ le

Ques on: If you could improve oneone service provided by thehe City, recognizing that itit could increase taxes, whatwhat would it be?

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

AddiAddi onal commentscomm (225 responses)respoo

2014-2018 Financial Plan 5 Reader’s Guide

The Reader’s Guide is intended to provide the reader with a 2. Revenue brief descrip on of the contents of each major sec on of the This sec on provides an overview of the sources of document. revenue for the City and policies around how the City acquires the funds needed to pay for the numerous The Financial Plan provides detailed funding requirements services it provides. over the next fi ve years and also serves as: 3. Departmental Business Plans • A Policy Document, that outlines the fi nancial policies This sec on includes Business Plans for each City (Appendix C) that guides the development of the plan; department and the RCMP Detachment. The Business • An Opera ons Guide, that helps staff manage day- Plans contain informa on about the department its fi ve- to-day opera ons by providing fi nancial and policy year fi nancial plan and related strategies and goals for informa on and by iden fying fi nancial and staffi ng 2014. Financial informa on for major non-department resources available to provide services; and budgets is also listed here. • A Communica ons Device, that gives all readers a 4. Capital Program comprehensive look at the services provided by the City This sec on contains a summary of all of the capital and the costs and revenues related to those services. expenditures budgeted for the 2014-2018 period. Also included are individual project descrip ons. The fi nancial summaries within this document detail the Departments were asked to iden fy funding sources for department’s total budget for the fi scal year of 2014. these projects as well as include the ongoing opera ng However, the subsequent years of 2015-2018 include only costs. a “base”. The base budget refl ects revenue and expense changes to maintain the same levels of service (including 5. Savings and Service Level Changes infl a onary costs) as provided in 2013, as well as changes This sec on contains a summary of all of the opera ng due to growth and changes due to service level changes or savings and service level changes which were adopted by fee increases previously approved by Council. Council for the 2014 fi scal year in order to balance rising costs with community priori es. Departments were Document Organization asked to propose effi ciencies that could be sustained over me. The document is separated into six major sec ons. Explana ons of each of these sec ons are as follows: 6. Appendices This sec on includes a variety of informa on that 1. Overview may be useful to Council or the public in assessing the This sec on is intended to provide the reader with an fi nancial plan proposal and/or understanding the City’s understanding of the City’s overall fi nancial posi on and fi nancial situa on, policy and prac ces. highlights cost drivers and issues with the proposed 2014 – 2018 Financial Plan.

6 City of Port Coquitlam Financial Plan Overview 2014-2018 FINANCIAL PLAN

7 Financial Plan Overview

2014 Budget Message

The 2014-2018 Financial Plan is based on the Business These priori es will change as the needs of the community Planning and Budget Guidelines, adopted in 2013 by the evolve. The three priori es are: Finance and Intergovernmental Commi ee, which includes • Develop the organiza on, increase employee all members of City Council. The guidelines refl ect Council’s engagement and improve customer service, desire for the City to run as effi ciently as possible, in order • Maximize the life of infrastructure assets (e.g. roads to both meet community needs and address the public’s and buildings) and save for their replacement, and decreasing appe te for higher municipal taxes. • Plan for the new Community Recrea on Complex to Direc on provided by the guidelines included the following: replace aging recrea on facili es in the downtown area. • A 1% tax increase was to be included for long-term Other Factors Aff ec ng the Plan infrastructure replacement. In addi on to Council priori es, a variety of other factors • Department business plans must show how budgets aff ect each year’s plan, both posi vely and nega vely. For and work plans address Council’s priori es (see below). 2014, the City saw addi onal revenue from development as • Departments were to iden fy poten al 10% budget well as department revenue-genera ng ini a ves. reduc ons and explain their impacts. At the same me, expenses increased due to labour • The Corporate Management Team (CMT) was to contracts, a rise in RCMP costs, infl a on, and costs related iden fy three key areas or processes to undergo a to decisions from last year – such as hiring new fi refi ghters. Con nuous Improvement Assessment in 2014. (CIAs The City also con nued to dedicate an addi onal 1% of tax scru nize current ac vi es and seek opportuni es for revenue for infrastructure replacement. improvement.) • Budget decision packages were to include a ra onale to Priori es for the Coming Year support requests for new programs, projects and staff . One of Council’s priori es, the planning process for a new • All vacant full- me posi ons would be subject to a detailed Community Recrea on Complex, will wrap up in fall 2014. review by a CMT subcommi ee prior to being fi lled. Council’s decisions regarding scope and phasing will have a The complete guidelines can be viewed in Appendix A. signifi cant impact on the City’s fi nancial picture. Determining the short-term and long-term implica ons of Council’s Council Priori es decision is a key staff priority for 2014. In 2013, Council directed staff to focus on three priori es Another priority for 2014 is conduc ng Con nuous that grew from the Corporate Strategic Plan. The Strategic Improvement Assessments on three City func ons, as Plan has a large number of direc ons and desired outcomes; directed by the Financial Plan Guidelines. As we move targe ng a few priori es at a me enable the City to meet its through the CIA process, it is cri cal that staff monitor the goals more eff ec vely. fi nancial implica ons of any recommended changes.

8 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 ﬁ nancial 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 fi nances will ensure the services enjoyed by the residents today will be there for future genera ons. Sustainability requires diffi cult decisions to balance current aff ordability with long-term pressures. These decisions occur annually during the fi nancial plan prepara on process, budget delibera ons, public Budget Best Practices consulta on and fi nal approval. The Government Finance Offi cers Associa on of the United Regulatory Requirements States and Canada (GFOA) has established the Dis nguished Budget Presenta on Award to encourage governments to In accordance with the laws of Bri sh Columbia through the prepare budget documents of the highest quality to meet Community Charter, municipali es must prepare a fi ve-year the needs of decision-makers and residents. Each budget fi nancial plan each year. These plans must be adopted by document submi ed is evaluated using a comprehensive municipal Councils before May 15 and they are required to evalua on checklist and those which are judged profi cient iden fy the proposed expenditures, funding sources, and receive the award (www.gfoa.org). transfers to or between funds. The City received the Dis nguished Budget Presenta on The Community Charter also directs City Council to engage Award for the 2013-2014 Financial Plan for the 16th year. the public in a consulta on process prior to adop on of the This award is valid for one year only. proposed fi nancial plan. The City believes our current budget process con nues to For more details on the Financial Planning Process please conform to program requirements, and it is being submi ed consult Appendices A, B and C. to GFOA to determine its eligibility for another award.

Corporate Financial Goal

That the City work towards full annual funding of • Pursue revenues to off set funding needs. opera ons, maintenance, growth and asset deple on • Apply new revenues to reduce tax rates only if applying the following measures: assured, sustainable, stable and incremental. • Maintain transparency and accountability to the • Limit addi on of new services or programs for the community by communica ng developments with next fi ve years. the strategy at each Commi ee and Council session • Apply only sustainable service and program cuts to on the budget. reduce annual tax rate increases. • Set funds aside for long term fi nancial needs That once the service levels are set, the budget contains including the infrastructure gap, growth and the necessary infl a onary increases to maintain the opportuni es. remaining services.

2014-2018 Financial Plan 9 Financial Plan Overview

Future Outlook The City will con nue to face a number of challenges in the future, the most signifi cant of which is to provide suffi cient funding for maintaining and replacing the City’s infrastructure and major assets. The “infrastructure gap” is the diff erence between the reserves set aside to fund maintenance and replacement and the current replacement cost of the depreciated por on of City assets. City Financial Health The Corporate Strategic Plan’s vision for the future is only possible if we leverage our strengths and address our challenges. The City’s major fi nancial challenge is the infrastructure gap. This gap is not unique to our City, as many ci es around the world have not set aside suffi cient funds for replacement of infrastructure assets as they deplete. Recent news reports have highlighted ci es that have seen failures of their bridges, tunnels, roads, facili es and water and sewer systems. The City of Port Coquitlam has adopted a proac ve and fi nancially prudent strategy of funding long-term asset replacement to avoid the much higher costs of repairs, maintenance and replacement should funding be delayed and assets be replaced past the point of op mum renewal. City funds are also required to support today’s needs for Debt and Debt Limits our mul -faceted municipal services. Pressures from the community highlight the need for upgrades to exis ng The maximum amount of debt that may be held by a facili es and expansion of services for growth. municipality is restricted by its Liability Servicing Limit. This represents the cost of servicing debt throughout the year The Corporate Financial Goal sets the City’s fi nancial (including both interest and principle). direc on of long-term fi nancial sustainability. The Liability Servicing Limit is set by the Community Charter The City has begun to set aside funds for long-term needs and is defi ned as 25% of a municipality’s controllable and and our reserves are building. Port Coquitlam has adopted sustainable revenues for the year. The 2014 Liability Servicing a proac ve and fi nancially prudent strategy of saving for Limit for the City of Port Coquitlam is $21.1 million. the future replacement of infrastructure assets – including roads, buildings and equipment – while establishing plans The 2014-2018 Financial Plan includes a budgeted cost of and prac ces to maximize their lifespan.(e.g. preventa ve debt interest and principal payments of $1,478,300 annually maintenance). for the years 2014 to 2018. City funds are also required to provide mul -faceted The City currently has $23,314,200 in debt related to funding municipal services to support today’s needs, and to plan of the Coast Meridian Overpass Project. The debt incurred in for upgrades to facili es and expansion of services to 2010 has an amor za on period of 30 years with an interest accommodate future needs. rate of 4.13%.

10 City of Port Coquitlam Financial Plan Overview

2014 Base Plan – Expenditure Levels

2014 Services Provided to the Community

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The graph shows the City’s ongoing expenditures for opera ng which are funded from ongoing revenue sources.

Ongoing Expenditures 2014 % of Total Parks & Recrea on $15,421,500 20% Policing 13,531,200 18% Engineering 11,172,800 15% Fire and Emergency 9,434,200 12% Water 8,821,100 12% Sewer 6,445,100 9% Corporate Support 3,560,700 5% Finance 2,637,400 4% Development Services 2,288,300 3% Human Resources 793,200 1% Fiscal Services 392,900 1% Oﬃ ce of the CAO 269,400 0% TOTAL $74,767,800 100%

2013-2017 Financial Plan 11 Financial Plan Overview

Tax Impact U lity User Fees Port Coquitlam property owners pay separate property tax Water, sewer and solid waste (garbage/green cart) levies are and u lity bills. The amounts for both bills are combined in fl at annual user fees, and are the same for each single-family the charts below to show the full impact on a household. dwelling. Townhouse and apartments have lower water and sewer rates, and do not pay a solid waste levy because they Property Taxes use private garbage collec on services. The City’s residen al property tax rates in 2014 are to decrease by 0.21%, which would mean that property taxes Water and sewer user fees are set and approved by Council for the average single-family home would be $4.08 less than prior to the approval of the fi nancial plan in order to meet in 2013. Taxes would be $3.22 less for the average townhouse billing deadlines in early 2014. and $1.89 less for the average apartment. The proposed water levy increase is noted below. No These calcula ons use the value of a “representa ve house” increase in sewer levy took place 2014. Also, for the fi h in 2013 as defi ned by the Ministry of Community, Sport year, there was no increase to the solid waste levy, as rising and Cultural Development. The proposed property tax rate landfi ll fees have been off set by diversion of waste into blue will be applied equally on a percentage basis to all property and green carts. classifi ca ons. The City’s Cost Recovery Policy states that user fees are to See the Savings and Service Level Changes sec on for be set to recover the full cost of services, unless Council decisions that aff ected these fi gures. determines a subsidy is in the general public interest. The policy is detailed in Appendix C.

Average Single-family Dwelling Assessed at $528,935 2013 Proposed 2014 $ Change Property Taxes $1,982.28 $1,978.20 ($4.08) Water Levy 417.00 427.00 10.00 Sewer Levy 306.00 306.00 - Solid Waste Levy 176.30 176.30 - Total $2,881.58 $2,887.50 $5.92

Average Townhouse Assessed at $393,072 2013 Proposed 2014 $ Change Property Taxes $1,560.93 $1,557.71 ($3.22) Water Levy 391.00 400.00 9.00 Sewer Levy 287.00 287.00 - Total $2,238.93 $2,244.71 $5.78

Average Apartment Assessed at $263,157 2013 Proposed 2014 $ Change Property Taxes $915.89 $914.00 ($1.89) Water Levy 371.00 380.00 9.00 Sewer Levy 272.00 272.00 - Total $1,558.89 $1,566.00 $7.11

12 City of Port Coquitlam Financial Plan Overview

Fund Structure General Fund The General Fund is the primary operating fund used to manage a majority of the City’s financial resources and obligations. Some of the services that are provided from this fund include policing; fire services; recreation programs and facilities; and solid waste. Water Fund The Water Utility is a user pay utility that supplies water services to the properties in the City and is funded from user fees. Sewer Fund This is also a user pay utility that provides sanitary sewer services to properties and is funded from user fees.

The City’s Financial Plan and Financial Statements are consolidated and include the accounts of all funds in the City. Inter-fund transactions and balances are eliminated from the Statutory Reserves may only be used as authorized by the financial statements but are included as internal recoveries Community Charter and the related Council Bylaw. City between departments for budgeting purposes. reserves are further detailed on the next page. A fund is a fiscal entity of balanced accounts used by Surplus funds are the result of past budget surpluses governments to control common financial activities. (i.e. where actual revenues have been in excess of actual expenditures) and may be used for any municipal capital or Financial Position (Reserves and Surplus) operating purpose as authorized by Council. Currently, the The City has Reserve Funds (Statutory Reserves) that are City uses its surplus to finance operations prior to tax and authorized by the Community Charter and/or City bylaw. The utility collections and, based on availability, to fund one-time purpose of setting aside reserves is to provide funding for operating and capital items. various anticipated future expenditures to ensure sufficient funds are available when required and where possible to avoid the need to incur debt.

The financial content in this document was prepared based on information available at the time of Financial Plan development and supported by management estimates. The Financial Plan is not audited. The City prepares its Financial Plan consistent with financial statement reporting standards. The City uses an accrual basis of accounting for its financial reporting.

2014-2018 Financial Plan 13 Financial Plan Overview

Restricted Reserves A breakdown of the various City reserves and a brief description of their uses are contained in the following table:

Actual Budgeted Budgeted Balance at To (from) Balance at 12/31/2012 Reserve 2013 12/31/2013 Uses & Funding Source Equipment $14,916,500 $(3,644,200) $11,272,300 Subsidiary accounts maintained for Public Works, Parks, Fire equipment and Information Systems. Funds are used primarily for the purchase of replacement equipment with the exception of the IS portion which is available for new equipment and software. Roads / 10,356,100 (1,551,500) 8,804,600 City portion of all Roads and Drainage projects. Funding source – Drainage primarily property taxation, also includes funding from TransLink for Major Road Network maintenance. Land Sale 3,907,400 417,700 4,325,100 Funding for new capital works that exceed the limits prescribed in the City's Financial Policy for use of capital funding envelopes. Funding source - land sales and voluntary internal repayments. Sewer 3,367,900 (393,900) 2,974,000 City portion of all Sewer projects. Funding source – utility fees. Water 2,019,500 (1,365,400) 654,100 City portion of all Water projects. Funding source – utility fees. Parking 1,877,300 225,100 2,102,400 Funding collected in the development process to provide for future parking. Public Works 1,785,600 353,200 2,138,800 Interest earned on $2 Million principal allocated for minor Public Special Works projects. Principal not available for use as per establishing bylaw. Operating 1,716,100 (475,900) 1,240,200 Self-insurance re: extraordinary funds required for snow and ice removal, arts, heritage & culture, election and public safety costs. Parks & 1,954,300 (1,029,700) 924,600 City portion of all Parks and Recreation projects. Funding source – Recreation property taxes Public Safety 437,300 (334,100) 103,200 City portion for capital improvements to Public Safety Building. Building Building 367,900 (364,100) 3,800 Major maintenance type projects (such as roof replacement, HVAC Maintenance systems) on all civic buildings. Reserve to be phased out, projects in this category to be funded from Recreation Reserve. Environmental 183,300 (81,400) 101,900 For environmental projects. Funding source – property taxes. Social Housing 216,800 - 216,800 Funding collected in the development process to provide for social housing needs. Cemetery 110,300 (70,700) 39,600 Funding collected from cemetery sales to fund future cemetery Expansion expansion. Community 176,600 - 176,600 Funding collected in the development process to provide for Amenities community amenities. Long-term 3,711,600 2,322,500 6,034,100 Funding for replacement of capital assets including, but not Infrastructure limited to, buildings as well as transportation, water and sewer Replacement infrastructure. This reserve is expected to help to address the significant infrastructure gap. Total $47,104,499 $(5,992,400) $41,112,100

14 City of Port Coquitlam Financial Plan Overview

Consolidated 2014-2018 Financial Plan The 2014-2018 Financial Plan is summarized below. This presenta on iden ﬁ es all major revenues and expenses by opera ng Department. 2013 2014 2015 2016 2017 2018 Revenues Taxa on $(55,550,795) $(56,124,500) $(58,073,300) $(59,780,200) $(61,483,900) $(63,204,300) Corporate Support (1,139,700) (1,157,000) (1,168,500) (1,180,300) (1,192,100) (1,203,800) Development Services (947,700) (950,800) (950,800) (950,800) (950,800) (950,800) Engineering & Opera ons (6,003,051) (6,239,400) (6,307,000) (6,375,800) (6,445,000) (6,514,900) Finance (323,200) (326,500) (329,800) (333,100) (336,400) (339,700) Fire & Emergency Services (16,500) (36,500) (36,700) (37,000) (37,300) (37,400) Parks & Recrea on (4,427,800) (4,441,100) (4,471,600) (4,521,100) (4,571,100) (4,621,000) Policing (463,100) (463,700) (468,300) (473,000) (477,700) (482,500) Water (10,385,049) (10,658,200) (11,106,700) (11,680,500) (12,443,600) (13,241,100) Sewer (7,496,000) (7,497,600) (7,867,400) (8,303,800) (8,816,200) (9,390,000) Tax Penal es and Interest (325,000) (325,000) (325,000) (325,000) (325,000) (325,000) Interest (676,440) (760,000) (760,000) (760,000) (760,000) (760,000) Provincial Opera ng Grants (45,000) (45,000) (45,000) (45,000) (45,000) (45,000) Misc. Revenues (44,500) (44,500) (44,500) (44,500) (44,500) (44,500) CIP Funding - Grants, DCC etc. (2,156,240) (1,122,900) (1,156,500) (1,496,600) (1,596,500) (787,700) Developers’ contribu ons (1,000,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) Total Revenues $(91,000,075) $(91,192,700) $(94,111,100) $(97,306,700) $(100,525,100) $(102,947,700)

Expenditures Oﬃ ce of the CAO $283,200 $422,500 $429,700 $437,200 $444,800 $452,600 Corporate Support 3,524,700 3,527,200 3,519,200 3,580,100 3,713,500 3,705,900 Development Services 2,161,900 2,288,300 2,324,900 2,362,300 2,400,500 2,439,000 Engineering & Opera ons 11,500,700 11,019,700 11,206,100 11,399,100 11,595,900 11,795,500 Finance 2,627,667 2,637,400 2,682,300 2,729,400 2,776,900 2,824,700 Fire & Emergency 8,072,600 9,434,200 9,446,900 9,460,000 9,473,400 9,486,500 Human Resources 824,400 793,200 806,700 821,100 835,200 849,700 Parks & Recrea on 15,498,733 15,421,500 15,683,900 15,955,100 16,233,200 16,511,900 Policing 13,626,600 13,531,200 13,761,200 13,995,100 14,233,100 14,475,200 Water 8,635,300 8,821,100 9,390,800 9,990,200 10,687,600 11,136,000 Sewer 6,543,400 6,445,100 6,726,800 7,070,300 7,485,200 7,956,200 Fiscal Services 1,147,959 426,400 604,200 785,600 970,600 1,159,200 Amor za on 12,500,000 12,300,000 12,900,000 13,500,000 14,100,000 14,800,000 Total Expenditures $86,947,159 $87,067,800 $89,482,700 $92,085,500 $94,949,900 $97,592,400

Net Revenue (Expenditure) $4,052,916 $4,124,900 $4,628,400 $5,221,200 $5,575,200 $5,355,300

Alloca ons (From) To Financial Equity Reserves $3,778,976 $1,375,000 $5,433,000 $6,588,300 $4,933,500 $7,687,300 Capital expenditures 10,295,640 12,571,600 9,617,100 9,654,600 12,263,400 9,989,700 Capital Contributed by Developers 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Debt Repayment 1,478,300 1,478,300 1,478,300 1,478,300 1,478,300 1,478,300 Amor za on (12,500,000) (12,300,000) (12,900,000) (13,500,000) (14,100,000) (14,800,000) Financial Plan Balance ------

2014-2018 Financial Plan 15 Financial Plan Overview

Budget Best Practices

The Government Finance Offi cers Associa on of the United This award is valid for a period of one year only. We believe States and Canada (GFOA) presented a Dis nguished our current budget con nues to conform to program Budget Presenta on Award to City of Port Coquitlam, Bri sh requirements, and we are submi ng it to GFOA to Columbia for its annual budget for the fi scal year beginning determine its eligibility for another award. January 1, 2013. This is the City of Port Coquitlam’s 16th Dis nguished Budget In order to receive this award, a governmental unit must Presenta on Award. publish a budget document that meets program criteria as a policy document, as an opera ons guide, as a fi nancial plan, and as a communica ons device.

16 City of Port Coquitlam Revenues 2014-2018 FINANCIAL PLAN

17 Revenues

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

2014 Ongoing Revenue

Taxes and U li es $74,805,195 GILs (Grants in Lieu) 1,605,905 Sales of Service 11,290,500 DCCs (Developer Cost Charges) 2,212,400 and Other Contribu ons Interest 1,278,700 Total Ongoing Revenue $91,192,700

The Community Charter regulates property taxes. City In Bri sh Columbia, there are eight property classes: policies guide how fees and charges are determined. City • Residen al bylaws set the rates. The total of the ongoing revenues U li es includes staff -recommended decision packages. • Major Industrial Property Tax Light Industrial • Business Other Property taxes are the City’s main source of revenue, Managed Forest Land fi nancing a majority of the services provided by the City. • Recrea onal Property, Non-profi t Organiza ons Every property owner in the province must pay property • Farm Land taxes based on the value of their property, unless the Under the Community Charter, the City may grant permissive property is specifi cally exempted by provincial statute. tax exemp ons which exempt certain proper es from Statutory exemp ons are listed in the Community Charter. taxa on for a specifi ed period of me. In Port Coquitlam, These proper es include, but are not limited to: only non-profi t organiza ons occupying municipal or school • schools and universi es district property have been exempted by City Council • places of public worship policy. The exemp on is included in Schedule C of the City’s • hospitals Financial Plan Bylaw. The valua on of property within the City is determined City policy requires property taxes be compe ve within by BC Assessment. BC Assessment is a provincial Crown the Metro Vancouver municipali es. When se ng tax rates, Corpora on that classifi es and assesses the value of all real Council considers: property in Bri sh Columbia. • The amount of property taxes levied per capita, • Tax and u lity levies on a representa ve home, and • The property classifi ca on’s total assessed value and the amount of property taxes borne by that property classifi ca on.

18 City of Port Coquitlam Revenues

Port Coquitlam property taxes are lower than average ($595) in Metro Vancouver by 9%, a further increase over the 2012 diﬀ erence of 8.7%.

2013 Municipal Residential Property Taxes Per Capita

Metro Vancouver average Port Coquitlam $595 $541

Source: Ministry of Community, Sport and Average Cultural Development

Port Coquitlam

Property Tax Distribution The City may set diﬀ erent tax rates for each property classiﬁ ca on to a ain a reasonable tax distribu on. In Port Coquitlam, the 2014 tax distribu on policy will result in residen al property contribu ng 59% of the property taxes; and non-residen al contribu ng 41% of the property taxes. The 2013 average for Metro Vancouver municipali es was residen al proper es contribu ng approximately 65% of property taxes.

2014 Property Tax Distribution Rates Property Class Mill Rate Residen al 3.8827 U li es 40.0000 Suppor ve Housing 3.8827 Major Industry 13.5047 Light Industry 13.5047 Business and Other 11.7416 Managed Forest Land 40.0000 Source: City of Port Coquitlam Tax Rates Bylaw, 2014, No. 3873 Recrea on/Non-proﬁ t 14.9528 dollars of tax per $1,000 taxable value Farm 23.1377

2014-2018 Financial Plan 19 Revenues

User Fees • Will the level of demand for a service support full cost recovery? In accordance with the Community Charter, municipal • What prices are others charging for the services? governments set fees and charges by bylaw to cover • How will the City collect fees charged for a service? reasonable costs of providing services to the public. The fees In some cases it may be imprac cal for the City to charged must be for the services delivered with no inten on implement fees, for example charging a fee for the use of genera ng a surplus. of the Traboulay PoCo Trail. The City’s Cost Recovery Policy states that user fees will be • Will the fee established infl uence behaviour in the set to recover the full cost of services except where City desired fashion? Council determines that a subsidy is in the general public • Is the client able to pay for the service? interest. Council will consider the following factors when The full cost of services delivered includes all direct costs determining whether a subsidy is in the general public (labour, materials, transporta on, facili es and services) and interest: a 15% administra ve surcharge. • Who benefi ts from the service? Services that benefi t The City’s user fees are supported by bylaws including the individuals will generally be subject to a high cost Sewer Rates Bylaw, Waterworks Regula on Bylaw, Solid recovery while services that have a large public benefi t Waste Bylaw, Fees and Charges Bylaw, Animal Control Bylaw, will have a lower cost recovery. False Alarm Bylaw.

Summary of Fees (‘000s) 2013 2014 2015 2016 2017 2018 Engineering $602 $860 $868 $877 $886 $895 Water Rates 10,385 10,658 11,107 11,681 12,444 13,241 Sewer Rates 7,496 7,498 7,867 8,304 8,816 9,390 Refuse Collec on 2,296 2,325 2,350 2,376 2,402 2,428 Parks & Recrea on 4,428 4,441 4,472 4,521 4,571 4,621 Development Services 948 951 951 951 951 951 Corporate Support 1,140 1,157 1,169 1,180 1,192 1,204 Police 463 464 468 473 478 483 Fire 17 37 37 37 37 37 Divisions Total: $27,774 $28,389 $29,288 $30,400 $31,777 $33,250

Single family home - utility fees

Water and sewer fees for mul - family units have grown at the same rate as single family. Garbage collec on is only provided to single family and duplex proper es with business and townhouse/apartments receiving service from private contractors.

Recycling and green waste service is available to most residen al proper es.

20 City of Port Coquitlam Revenues

Total City Revenues From a Representative House (2013) Residen al property taxes and u li es in Port Coquitlam Port Coquitlam property taxes and u li es are less than the are comparable with rates charged by Metro Vancouver average within Metro Vancouver. communi es as shown in the following table for an average single-family dwelling.

2013 Municipal Residential Property Taxes for Average Single Family Dwelling

Metro Vancouver average Port Coquitlam $2,183 $2,022

Delta Average Burnaby Langley Vancouver Coquitlam Richmond Meadows Port Moody Maple Ridge Pi City of Langley West Vancouver Port Coquitlam New WestminsterCity of North Van. District of North Van. Source: Ministry of Community, Sport and Cultural Development

Interest Income The City pools its available cash from various funds and invests in ﬁ nancial instruments in accordance with the City’s investment policy included in the City’s Financial Management Policy (Appendix C). Interest income con nues to remain below historical levels due to low market rates and lower reserve balances due to infrastructure borrowing. However, as the repayment of the Coast Meridian Overpass borrowings progresses, interest is expected to increase slightly in the near future.

2014-2018 Financial Plan 21 Revenues

Grants in Lieu of Taxes The City receives grants in lieu of property taxes from: • Proper es owned by the Federal or Provincial Governments or their agencies. • 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 oﬀ set resul ng in a sta c amount of grants in lieu for the next ﬁ ve-year period.

Grants in Lieu of Taxes

Provincial Private Utilities

22 City of Port Coquitlam Enhancements, Savings & Service Level Changes 2014-2018 FINANCIAL PLAN

23 Overview

The 2014 budget was built around three main priori es infrastructure assets (e.g. roads and buildings) and save for and a variety of other factors (described on page 9). The their replacement, and to plan for the future redevelopment three priori es are: to develop the organiza on in order of 15 acres of City land in the downtown that include the to improve customer service, to maximize the life of Port Coquitlam Recrea on Complex and former works yard.

2014 $ cost /SFD % cost/SFD increase/ increase/ increase/ decrease decrease decrease Base tax rate $620,960 $22.84 1.15% (with commitments, incl. 1% infrastructure levy) Enhancements 345,600 12.71 0.64% Savings and eﬃ ciencies (407,600) -14.99 -0.76% Reduced transfers to reserve funds (643,900) -23.68 -1.19% New revenue genera on (26,000) -0.96 -0.05% Adjusted tax rate $(110,940) $(4.08) -0.21%

SFD = single-family dwelling

24 City of Port Coquitlam Enhancements

Community Recreation Complex Planning The one- me enhancements include planning for a new Community Recrea on Centre on the site of the aging Port Coquitlam Recrea on Complex and surrounding City-owned lands. The project is viewed as an opportunity to create a vibrant community hub where people can connect, play and use a variety of services and ameni es. Public consulta on is taking place during 2014. Visit www.portcoquitlam.ca/recplan for more informa on.

One-time Enhancements The budget includes one- me enhancements that are funded through surplus accounts and therefore have no impact on 2014 property taxes.

Recrea on Complex site planning $250,000 Land and Special Projects Manager 100,000 Centennial Pool maintenance reserve contribu on 250,000 Energy conserva on improvements – various City facili es 115,900 Fremont Connector alignment study 30,000 Human Resources – soundproofi ng of walls to ensure privacy 30,000 Offi cial Community Plan – full update (two-year project) 30,000 UV secondary water treatment – improve Hyde Creek air/water quality 30,000 Restora on of an que fi re truck 20,000 Startup costs for food scraps pilot project 45,000 Automa c licence plate recogni on system - to assist with parking enforcement 17,000 Budget public consulta on 8,300 Total $926,200

Ongoing Enhancements Ongoing service enhancements funded in the 2014 budget are as follows: 2014 cost $ cost /SFD % cost/SFD Building maintenance – addi onal annual funding to extend $180,000 $6.62 0.33% building life RCMP – one addi onal oﬃ cer 145,600 5.35 0.27% Self-Help Matching Program – increase in community 20,000 0.74 0.04% improvement grants Total $345,600 $12.71 0.64%

SFD = single-family dwelling

2014-2018 Financial Plan 25 Savings & Efﬁ ciencies

The 2014 budget includes $433,600 in savings, service level Departments were asked to look closely at their opera ons changes and revenue genera on opportuni es in order to and budgets for opportuni es to reduce costs. balance rising costs with community priori es.

Savings, Efﬁ ciences and Service Level Changes

2014 $ cost / % cost/ savings SFD SFD Engineering technician – eliminate vacant posi on $(90,200) -$3.32 -0.17% Vector Control – service reduc on (70,000) -2.57 -0.13% Janitorial service – reduce service in some buildings (primarily non-public) (50,500) -1.86 -0.09% Corporate Support – service reduc on (36,000) -1.32 -0.07% Human Resources – reallocate funds from vacant posi on (35,000) -$1.29 -0.06% Return peripheral areas (not in ac ve use) at Birchwood, Castle, Chelsea, Cedar, (33,300) -1.22 -0.06% Citadel, Robert Hope parks and the cemetery to a more natural state Parks & Recrea on – apply Development Cost Charges to parks planning (25,000) -0.92 -0.05% CAO con ngency fund (23,500) -0.86 -0.04% Municipal Insurance Associa on claims budget – reduce deduc ble por on (20,000) -0.74 -0.04% Intersec on traﬃ c lights – reduc on of rou ne monitoring (8,200) -0.30 -0.02% CAO car allowance (8,100) -0.30 -0.02% Bridge inspec ons – eliminate non-engineer visual inspec ons (7,800) -0.29 -0.01% Total $(407,600) -$14.99 -0.76%

Revenue Generation 2014 $ cost / % cost/ savings SFD SFD Solicit sponsorship of dog waste bags provided at parks (26,000) -0.96 -0.05% Total (26,000) -0.96 -0.05%

26 City of Port Coquitlam Department Business Plans 2014-2018 FINANCIAL PLAN

27 Department Business Plans

Introduction City departments engage in the business planning process in order to clearly defi ne its services and goals as related Business Plan Contents to corporate priori es such as the Corporate Strategic Plan • Division/Sec on Focus and Council’s stated priori es. Each major service area • Business Perspec ve/Environmental Scan produces a document describing its unique challenges, • Highlights of 2013 Accomplishments accomplishments and goals for the coming year. Business • Effi ciency and Eff ec veness in 2013 plans are updated and approved by Council on an annual • New Revenue basis as part of the budget process. • Workplan Highlights – 2014 Deliverables • Indicators and Measures Business Plans: • Opera ng Budget

Offi ce of the Chief Administra ve Offi cer 32 Corporate Priorities Corporate Support 36 The business plans are oriented around the following Bylaw Services 38 corporate priori es: Communica ons and Administra ve Services 42 Corporate Offi ce 46 Council priori es for 2013 (described on page 8) • Infrastructure Informa on Services 49 • Community Recrea on Complex planning Development Services 53 • Organiza onal Development (including Customer Service) Administra on 55 Building 56 Corporate Strategic Plan (described in Appendix D) • Sustainable Future Planning 60 • Sense of Community Business Improvement Associa on 64 • Economic Strength Engineering & Opera ons 65 • Community Wellbeing Engineering Projects, Mapping & Budgets 67 • Strategic Service Delivery Infrastructure Planning & Development and 72 Customer Service Opera ons 77 Transporta on 82 U li es Sec on – Sewer 128 U li es Sec on – Water 133 Finance 86 Fire & Emergency Services 91 Administra on 96 Protec ve Services 97 Fire Suppression 98 Training 99 Emergency Preparedness 100 Human Resources 101 Parks & Recrea on 106 Centralized Services 108 Parks & Facili es 112 Recrea on Services 117 Policing Services (RCMP) 122 Public Safety Building 126 Police Contract 127

28 City of Port Coquitlam Department Business Plan Summary

The following summary is based on informa on compiled Development Services from the various 2014 department business plans. • Updated environmental policies and regula ons to promote energy and water conserva on, stormwater Summary of Business Perspective / management, construc on material recycling and Environmental Scan noise a enua on for new building and developments including replacement of the sustainability checklist. The various City service areas commented on the challenges • Began implemen ng mobile technology and on-line and pressures of their current business landscapes in rela on inspec on processes. to what customers and data are telling them. • Implemented recommenda ons of the Mayor’s Challenges that are common to many of the City’s service Task Force on Business Development Opportuni es, areas include: including a new Business Awards celebra on, enhanced communica on materials and regulatory changes to • Effi ciency in an increasingly complex environment encourage reten on of commercial and industrial • Commitment to improvement businesses. • Social issues • Undertook a lead role in the planning and administra on of • Changing needs in the community the Recrea on Centre planning process. • Day-to-day volume Engineering and Opera ons • Implemented a new streamlined process for Summary of 2013 Accomplishments development applica ons. Select key accomplishments from each department are • Examined the use of in-house project management staff summarized, below. Complete lists of 2013 accomplishments to reduce consul ng service costs. are provided in the business plans. • Con nued with the annual Road Rehabilita on and Capital Works Program to resurface roadways and Offi ce of the CAO upgrade underground u li es on a number of City • Reviewed the process followed to develop the 2013- streets. 2017 fi nancial plan and made recommended changes to • Completed the Master Transporta on Plan update and improve the process for development of the 2014-2018 began a related public communica ons program. plan. • Improved solid waste collec on services to increase • Completed CUPE and IAFF bargaining. diversion rates. • Accepted leadership roles as Principle Police Contact, • Ini ated the Waste Loss Challenge which focused on Chair of Metro Vancouver Labour Rela ons Oversight the waste reduc on experience of four Port Coquitlam Commi ee, and RAAC Liaison to Integrated Partnership for families. Regional Emergency Management. • Completed the 2013 water main upgrading program Corporate Support to replace aging asbestos cement and cast iron pipe • Finalized and implemented the Communica ons materials. Strategic Plan to develop a more strategic approach • Completed the 2013 sanitary sewer video inspec on to Communica ons, including planning, assessment, program. refi nement and development of key performance Finance Department measures. • Con nued the ongoing implementa on of two • Reviewed best prac ces for Council Agendas, including Enterprise Resource Planning (ERP) systems (partner reports to Council, with the objec ve of establishing with Informa on Services). a process that increases effi ciency and accuracy and • Achieved the Government Finance Offi cers supports be er decision-making. Associa on’s Dis nguished Budget Presenta on Award • Implemented a Bylaw No ce Enforcement system for and Award for Financial Repor ng. issuing and hearing parking ckets. • Applied the Finance and Intergovernmental • Supported the ongoing implementa on of a new Commi ee’s Corporate Financial Goal to City budgets enterprise resource planning (ERP) system (mul -year and opera ons. implementa on).

Con nued on next page

2014-2018 Financial Plan 29 Department Business Plan Summary

Summary of 2013 Accomplishments (cont.) • Redesigned the customer service area at Hyde Creek Recrea on Centre to enhance the delivery of customer Fire and Emergency Services Department service, provide increased security measures and create • Implemented a restructured capital plan for fl eet a workplace for staff that is effi cient and user-friendly. apparatus to ensure ongoing sustainability. • Create a City-wide inventory of invasive species and a • Updated the Flood and Evacua on Response Plan. best management prac ces control strategy. • Worked with neighbouring municipali es to develop • Explored the feasibility of a covered lacrosse box and implement a High Rise Response Plan that shares (loca on/design/cost/partnerships/grants). resources and in order to achieve a cost-eff ec ve • Performed pilot projects involving biological fer lizers method of delivering improved service to residents. for sport turf areas. • Acquired a medic truck resul ng in improved effi ciency of • Completed a ligh ng effi ciency review for city-wide and ming of responses to medical calls. park facility buildings. Human Resources Department • Completed ball fi eld renova ons at Cedar, Evergreen and • Completed a review of the disability claims Gates Parks. management process, resul ng in savings and improved Policing Services Department service levels. • Reduced the resources impact of “non-crime” calls • Achieved the Cer fi cate of Recogni on and $46,000 for service by implemen ng programs, partnerships rebate from WorkSafe BC. and strategies to address issues related to the Mental • Co-sponsored (with Engineering and Opera ons) the Health Act, graffi vandalism, management of high-risk Our City at Work centennial event, bringing employees youth and missing persons, and crime preven on for and the community together. local businesses. • Implemented a paperless recruitment system. • Ensured the con nued success of our Crime Reduc on Parks and Recrea on Department Strategy by upda ng our ac vity tracking mechanisms • Developed an opera ng/partnership agreement with and approach to off ender management. the Port Coquitlam Heritage and Cultural Society for the Heritage Centre at the Outlet. • Promoted awareness of obesity risk and developed ini a ves to posi vely promote ac ve lifestyles. • Supported the community with the planning and delivery of the year-long Centennial Celebra on.

30 City of Port Coquitlam Department Business Plan Summary

Summary of 2014 Deliverables Strategic Plan: Sustainable Future • Complete the Housing Ac on Plan and implementa on The following are brief highlights from 2014 Workplans, report. organized by the Council Priority or Corporate Strategic Plan • Consider appropriate land use policies and regula ons for item that the deliverable best supports. areas close to Evergreen transit sta ons. More detailed workplans are featured in each of the business Strategic Plan: Sense of Community plans. • Establish a social media strategy to increase awareness Council Priority: Infrastructure of benefi ts of recrea on programs have on children’s • Complete a Fremont Connector review (between long term growth and development. Riverwood Gate and Lincoln Avenue). • Evaluate and op mize adult/senior programming for • Develop a Municipal Access Agreement. effi cient use of Wilson Centre. • Complete the 2014 Capital and Road Rehabilita on • Review and update the Cultural Policy and Plan. projects. Strategic Plan: Economic Strength • Formalize water meter tes ng and replacement • Ini ate a commercial and industrial land use review. program, and a water leak detec on program. • Facilitate business license issuance through an inclusive • Review infl ow and infi ltra on program, working process to resolve building, land use or other issues. towards decreasing Metro Vancouver treatment charges. Strategic Plan: Community Wellbeing • Training and development related to plans for rail and • Implement a strategy to force remedia on of expired wildfi re emergencies. medical marijuana grow opera ons. Council Priority: Community Recrea on Complex • Reduce crime and strengthen police client service through RCMP ini a ves. • Manage the recrea on centre planning and design process while keeping the public involved and engaged in the Strategic Plan: Strategic Service Delivery process through a communica ons strategy. • Manage 2014 Civic and School Board Elec ons, Council Priority: Organiza onal Development (including incorpora ng 2014 legisla ve changes. • Reduce wai ng mes related to building inspec ons Customer Service) and permits. • Implement MyPortCoquitlam to enable online permit • Develop an annual inspec on and re-establish a City applica ons and tax/u lity billing through the City’s benchmarking program. website. • Inves gate the feasibility of sending electronic • Complete Con nuous Improvement Assessments of the correspondence to parks and recrea on user groups. City’s fl eet and purchasing func ons. • Implement a centralized training and development program. • Establish key performance indicators related to customer service levels – recognize and act on opportuni es for improved performance.

2014-2018 Financial Plan 31 John Leeburn, BCOM, MBA OFFICE OF THE CHIEF Chief Administrative Ofﬁ cer 604.927.5410 ADMINISTRATIVE OFFICER [email protected]

Overview

The Chief Administra ve Offi cer (CAO) assists Council to establish the City’s vision, plans and priori es. The CAO oversees the implementa on of the vision, plans and priori es by ensuring that eff ec ve policies (including fi nancial policies) are in place and adhered to, and by providing leadership that enables an engaged and produc ve municipal workforce. In addi on to implemen ng Council direc on, the CAO advances con nuous improvement eff orts, encouraging the organiza on to achieve and excel.

City Council

Chief Administrative Ofﬁ cer

Manager of Executive Assistant Strategic Projects to CAO and Council

Director of Director of Director of Director Director Director of Corporate Development Engineering Fire Chief of Human of Parks & Finance Support Services & Operations Resources Recreation

CORPORATE MANAGEMENT TEAM

32 City of Port Coquitlam Ofﬁ ce of the CAO

2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $200,869 $280,700 $410,500 $417,600 $425,000 $432,300 $439,900 Equipment ------U li es 768 1,300 1,300 $1,300 $1,300 $1,400 $1,400 Material & supplies 313 1,100 1,100 $1,100 $1,100 $1,100 $1,100 Contracted services 96,749 100 9,600 $9,700 $9,800 $10,000 $10,200 Purchases ------Total expenditures $298,699 $283,200 $422,500 $429,700 $437,200 $444,800 $452,600 Revenues generated ------Net Opera ng Costs $298,699 $283,200 $422,500 $429,700 $437,200 $444,800 $452,600

$ Change from previous year 139,300 % Change 49.19% Property Tax Impact 0.26%

2013 Expenditures by Type Changes in net opera ng budget from 2013 to 2014 are primarily due to: % change " #&%) Inﬂ a on of materials/contracts $2,300 0.81% Wage increases 3,600 1.27% Personnel transfer 153,100 54.06% Savings and eﬃ ciencies (19,700) -6.96% $139,300

! ) &$ ) )

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $4.71 $6.93 $6.95 $6.97 $6.99 $7.02

1% of total City Budget

2014-2018 Financial Plan 33 Ofﬁ ce of the CAO

Business Perspective/Environmental Scan

• Taxpayers have clearly stated their objec on to ever- • The biggest day-to-day challenge facing the CAO is to increasing tax burdens. At the same me, there are con nue to increase the frequency with which Council growing demands for services and investment in and staﬀ are “on the same page.” infrastructure. Balancing the two needs is a challenge. • There is a strong desire by staﬀ and Council to change organiza onal culture.

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Review the process followed to develop the 2013-2017 business plan and make any ✔ recommended changes to improve the process for development of the 2014-2018 plan. Oversee the implementa on of the Council approved recommenda on from the Business In progress Development Opportuni es Task Force. Lead the organiza on’s iden fi ca on of con nuous improvement goals and support the ac ons Ongoing that advance these goals. Support the Human Resources division in their work to defi ne the organiza on’s leadership expecta ons and desired culture and their work to implement the programs/ini a ves that In progress advance these expecta ons. Support the Human Resources division in their work to develop an eff ec ve succession planning In progress (and knowledge transfer) program.

Other Key Accomplishments • Revised exempt compensa on policy. • Conducted employee survey, analyzed and priori zed • Accepted leadership roles as PPC (principle policing contact), results. Chair of Metro Vancouver Labour Rela ons Oversight • Completed CUPE and IAFF bargaining. Commi ee, and RAAC Liaison to Integrated Partnership for • Changed composi on of CMT and worked with CMT to gain Regional Emergency Management. consensus on priori es and approach.

Carryover Projects Opportuni es Task Force recommenda ons (improved • Restructure of corporate management team (crea on of the customer service and communica ons materials) Director of Corporate Support posi on from exis ng funds) • Develop ac on plans for employee survey priori es • Implementa on of revenue genera on task force priori es • Develop succession plans for high risk posi ons (land management, adver sing and sponsorship, green • Review of legisla ve and administra ve policies that have waste pick-up , etc. ) and oversight of Business Development ﬁ nancial implica ons

Efﬁ ciency and Effectiveness in 2013

• Restructured the Human Resources Division to add corporate planning and organiza onal development responsibili es with same (or poten ally fewer) number of staﬀ .

34 City of Port Coquitlam Ofﬁ ce of the CAO

New Revenue

In response to the three priori es iden fi ed by the Revenue • Hiring a term posi on to take responsibility for Task Force (municipal land, adver sing and sponsorship, immediate needs specifi c to City lands; expanded green waste collec on), the following ac ons are • Crea ng the Manager of Strategic Projects posi on to being implemented: lead revenue genera on eff orts.

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Con nue to build a Corporate Management CSP: Strategic Service Team that has a strong working rela onship CAO and CMT Ongoing Delivery with Council. Oversee and, as required, par cipate in CAO suppor ng Director the planning and implementa on of the of Development Council: Rec Centre Q1-Q4 Recrea on Centre expansion project. Services and Director of Parks and Recrea on Review process followed to develop 2014 CAO and Director of CSP: Financial Health Q2 budget and adjust as necessary for 2015. Finance Conclude Fire Collec ve Bargaining for 2012- CSP: Strategic Service CAO and Fire Chief Q4 TBD Collec ve Agreement. Delivery Oversee and par cipate in the Council: Organiza onal CAO in conjunc on with implementa on of the employee survey Q1-Q4 Development HR priori es. Oversee and, as required, par cipate in CSP: Strategic Service implementa on of revenue genera on ideas Delivery, Economic CAO Q1-Q4 and BDOTF recommenda ons. Strength and, Financial Health

2014-2018 Financial Plan 35 Robin Wishart Director of Corporate Support CORPORATE SUPPORT 604.927.5302 [email protected]

Overview

Corporate Support brings together services and func ons that support the organiza on as a whole. It has four divisions: • Bylaw Services • Communica ons & Administra ve Services • Corporate Oﬃ ce • Informa on Services

Director of Corporate Support

Manager of Corporate Manager of Information Services Communications & Ofﬁ cer Bylaw Services (Managed by Director) Administrative Services

4% of total City Budget Communica ons & Administra ve Corporate Services 39% Oﬃ ce 19%

Informa on Services 42%

36 City of Port Coquitlam Corporate Support

2013 Budget 2014 Budget 2015 Budget 2016 Budget 2017 Budget 2018 Budget Revenues Bylaw Services $(1,085,600) $(1,096,400) $(1,107,300) $(1,118,500) $(1,129,700) $(1,140,800) Communica ons & (43,500) (48,900) (49,400) (49,900) (50,400) (50,900) Administra ve Corporate Oﬃ ce (10,600) (11,700) (11,800) (11,900) (12,000) (12,100) Informa on Services ------Revenues Total: $(1,139,700) $(1,157,000) $(1,168,500) $(1,180,300) $(1,192,100) $(1,203,800)

Expenditures Bylaw Services $1,084,500 $1,047,700 $1,065,400 $1,084,100 $1,103,100 $1,122,000 Communica ons & 1,038,300 993,000 1,010,100 1,027,500 1,045,700 1,064,000 Administra ve Corporate Oﬃ ce 419,100 474,900 414,500 421,600 499,900 436,700 Informa on Services 982,800 1,011,600 1,029,200 1,046,900 1,064,800 1,083,200 Expenditures Total: $3,524,700 $3,527,200 $3,519,200 $3,580,100 $3,713,500 $3,705,900

Net Opera ng Costs $2,385,000 $2,370,200 $2,350,700 $2,399,800 $2,521,400 $2,502,100 $ Change from previous year (14,800) % Change -0.62% Property Tax Impact -0.03%

Changes in net opera ng budget from 2013 to 2014 are primarily 2014 Expenditures by Type due to:

% change Inﬂ a on of Materials/Contracts $ 14,300 0.41% Wage Increases 46,900 1.33% %*#''## **/ Change in Revenue (12,300) -0.35% Elec on - November 2014 67,500 1.92% Savings and Eﬃ ciencies (131,200) -3.72% )*+##%/ $ (14,800) ,&###/ $,*%##(/ ,&$##&/ '(('## $&/

2014-2018 Financial Plan 37 Corporate Support BYLAW SERVICES

Division Focus

The Bylaw Services Division maintains a safe, healthy, and The Community Policing sec on helps reduce crime in our nuisance-free community for residents and businesses. This community by providing residents and businesses with crime is achieved through eﬀ ec ve management of City opera ons preven on informa on and assistance, and by ac ng as a in Bylaw Enforcement, Animal Control, Business Licensing, communica on link with the main RCMP detachment. Vector Control, and Community Policing. The Business Licensing sec on provides informa on resources The Division also manages the City’s contracts for Animal to encourage businesses to establish and maintain opera ons Shelter Services and the residen al Dog Licence Canvass. in Port Coquitlam, and helps to ensure that businesses operate on a level playing ﬁ eld.

Manager of Bylaw Services

Assistant Manager of Community Bylaw Services 3x Bylaw Bylaw Services Police Ofﬁ ce Ofﬁ cer II Clerk Manager

Bylaw Enforcement / Animal Control Ofﬁ cer Business Licence Clerk Bylaw Services: • 9 full- me Vector Control • 1 part- me Technologist (P/T & Casual) • 1 casual

Business Perspective/Environmental Scan

• Homeless camp enforcement con nues to challenge • There is a need to ensure adequate resource our staff resources and fi nancial resources. deployment into revenue-genera ng ac vi es: • There is an iden fi ed need to improve the level of · parking enforcement service to local businesses. · business licence enforcement · dog licence canvassing

38 City of Port Coquitlam Corporate Support BYLAW SERVICES

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Conduct a comprehensive review of Bylaw Enforcement Policies for strategic bylaw enforcement ✔ Review Animal Control Bylaw and Animal Shelter Contract ✔ Implement Bylaw No ce Enforcement system for issuing and hearing parking ckets ✔ Implement the inter-municipal business licence program with Coquitlam and Port Moody ✔ Maintain vigilance in the City parks and public spaces to address safety and percep on of safety ✔

Other Key Accomplishments Carryover Projects • Carried out follow-up inspec ons of all known medical • Mary Hill Community Police Sta on renova on. marijuana grow opera ons to ensure life and health safety and mi gate City liability. • Con nued to work with the RCMP to terminate illegal grow opera ons. • Increased City revenues from business licensing, and dog licence canvass.

Efﬁ ciency and Effectiveness in 2013

• Reassigned simple court appearances to Bylaw staff , thereby • Reac vated the Coordinated Enforcement Team for handling reducing legal costs. problem proper es thereby improving eff ec veness and • Began integra ng Vector Control and Community Policing effi ciency. opera ons with Bylaw Services opera ons, gaining • Carried out a successful Request for Proposal (RFP) for an effi ciencies in the area of graffi enforcement, problem animal shelter services contract, thereby controlling costs. proper es, homeless enforcement, and animal control.

New Revenue

Amend - Dog Licence Canvass Commission Structure Priori ze - Business Licence Inspec ons • Enhancement of exis ng revenue source. • Enhancement of exis ng revenue source. • Amend commission rate paid to contracted dog • Dedicate 7 hours per week of Bylaw Enforcement canvasser to increase revenue. Offi cer II me to business licence inspec on. • Es mated revenue increase ~$9,000, based on • Expected to increase the number of licensed businesses es mated canvasser produc vity. by 50/year at average fee of $200/licence; es mated • To be implemented by adjus ng the standard contract revenue increase ~$10,000. and nego a on for contracted dog licence canvasser, • Project will be piloted in November/December 2013 to eff ec ve 2014. determine eff ec veness of proposal. • Targeted training will be required in order to develop exper se in business licence inspec on, and to provide higher levels of customer service to exis ng businesses.

2014-2018 Financial Plan 39 Corporate Support BYLAW SERVICES

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Implement strategy to force remedia on of CSP: Community Public Safety Inspec on Q2 expired medical grows Well-Being Team Improve regula on of dangerous/aggressive CSP: Community Bylaw Services Manager Q2 dogs Well-Being Redeploy staﬀ to improve service to Council: Organiza onal businesses Development Bylaw Services Manager Q1 CSP: Economic Strength Improve dog licence contract CSP: Strategic Service Bylaw Services Manager Q1 Delivery Improve parking enforcement system CSP: Strategic Service Bylaw Services Manager Q2 Delivery

Indicators and Measures

Indicator/Measure 2009 2010 2011 2012 2013 YTD # Business licences issued 2,629 2,637 3,117 3,204 3150 Business licence revenue $686,000 $771,000 $775,000 $790,000 $810,000 Mean closure me of bylaw 13 Days 13 Days 12 Days 12 Days 12 Days enforcement case # Dog licences issued 2560 3762 5011 5265 ~5800

40 City of Port Coquitlam Corporate Support BYLAW SERVICES

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $702,117 $869,300 $829,300 $843,700 $858,500 $873,400 $888,500 Equipment 27,064 42,500 43,200 43,900 44,600 45,500 46,200 U li es 1,364 5,600 5,600 5,600 5,800 6,000 6,000 Material & supplies 12,065 33,300 35,800 36,300 36,900 37,600 38,300 Contracted services 146,960 130,500 130,500 132,600 134,900 137,200 139,500 Purchases 1,408 3,300 3,300 3,300 3,400 3,400 3,500 Total expenditures $890,978 $1,084,500 $1,047,700 $1,065,400 $1,084,100 $1,103,100 $1,122,000 Revenues generated (1,032,966) (1,085,600) (1,096,400) (1,107,300) (1,118,500) (1,129,700) (1,140,800) Net Opera ng Costs $(141,988) $(1,100) $(48,700) $(41,900) $(34,400) $(26,600) $(18,800)

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $(0.02) $(0.80) $(0.68) $(0.55) $(0.42) $(0.29)

Expenditures by Type

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2014-2018 Financial Plan 41 Corporate Support COMMUNICATIONS & ADMINISTRATIVE SERVICES

Division Focus

The Communica ons and Administra ve Services Division is eff ec vely deliver services that meet the community’s commi ed to delivering informa on to the community in a needs, and ensure City services are used and regula ons mely, transparent and accessible way. The Division serves are followed. On the internal side, the Division helps keep residents by increasing public awareness, par cipa on staff informed of key City ini a ves which in turn helps staff and engagement in City programs, services and ini a ves. provide more eff ec ve service to our customers and act as This helps the City keep in touch with ci zens’ priori es, ambassadors for the organiza on.

Chief Manager of Communications & Administrative Administrative Services Ofﬁ cer

Executive Communications Administration Communications Assistant to CAO Website Clerk Liaison and Council Technician

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

Business Perspective/Environmental Scan

• Given there is increasing compe on for people’s • Key gaps iden ﬁ ed in the 2012 Communica ons a en on, the Communica ons and Administra ve Survey and the 2013 Employee Survey were the Services Division needs to ensure we are using the need to improve our internal communica ons and right tools to engage the community. Based on our informa on sharing, the need to develop a formal crisis survey results (2012 Ci zen Survey and Strategic communica ons plan to respond to a major emergency Communica ons Audit), we also know we need to and to have a more consistent organiza on wide con nue to use a variety of tools as the public prefers approach to marke ng. a range of sources for informa on from tradi onal avenues such as newspapers, direct mail and public mee ngs to use of online and social media channels. We also need to provide the public with meaningful and relevant informa on as there is growing public cynicism of government.

42 City of Port Coquitlam Corporate Support COMMUNICATIONS & ADMINISTRATIVE SERVICES

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Finalize and implement the Communica ons Strategic Plan to develop a more strategic approach to Communica ons, including planning, assessment, reﬁ nement and development of key ✔ performance measures Priori ze projects linked to Vision 2020 outcomes and strengthen City branding/iden ty Ongoing Create a consistent City-wide approach to stakeholder engagement, including developing a cross- In progress departmental City Communica ons Working Group Audit and update website content, and provide training and tools to ensure department can Ongoing manage their own content Further develop social media channels to enhance two-way dialogue with the community ✔ Develop a formal crisis communica ons plan (carried to 2014) On hold Develop an internal communica ons plan in consulta on with Human Resources In progress

Day-to-day Ac vi es Other Key Accomplishments • Provide administra ve support and informa on to the • Promoted: Offi ce of the Mayor, City Councillors and the CAO to assist · Community engagement and coordinated Council’s them in carrying out their du es. par cipa on in year-long Centennial celebra ons, • Responsible for external and internal City communica ons including over 15 signature events and ac vi es as including public rela ons (marke ng/promo ons, well as organized the March 7th Gala, Volunteer publica ons development), stakeholder rela ons, media Recogni on Awards, May Day and Homecoming rela ons, online asset management (website, social media, Weekend Sponsor Recep on. e-newsle er, intranet), crisis and issues management and · Image of City as great place to live, work and do graphic standards. business at a regional level through produc on of new CityInfo Guide and Vancouver Sun Centennial Spread. Carryover Projects · Community engagement in key City ini a ves, • Undertake a review of administra ve support to Mayor and including waste loss challenge, Master Transporta on Council for effi ciencies. Plan and the fi rst ever PoCo Best Biz Awards. • Develop a cross-departmental communica ons working • Implemented new Intranet site ‘The Junc on’ to improve group. informa on sharing, rela onships and communica on • Work with Human Resources to develop internal between staff . communica ons plan. • Develop a formal crisis communica ons plan.

Efﬁ ciency and Effectiveness in 2013

• Leveraged earned media coverage as much as possible to • Used internal staﬀ exper se to redesign Website. keep public informed. • Used Prac cum students to undertake special projects. • Used social media and online tools as a cost eﬀ ec ve and • Created the Tri-Ci es Communica ons Working Group and mely way of engaging community. undertook in joint ads. • Secured corporate sponsorship for Volunteer Awards and • Par cipate in Joint Tri-Ci es Newspaper Adver sing Media Waste Loss Challenge. Buy. • Designed materials so they may be printed internally, as much as possible.

2014-2018 Financial Plan 43 Corporate Support COMMUNICATIONS & ADMINISTRATIVE SERVICES

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Implement communica ons campaigns to Council: Infrastructure, Manager of Ongoing keep public and staﬀ informed of key City Customer service Communica ons programs/services to demonstrate tax dollars CSP: Strategic Service Website Technician at work (e.g. Lions Park redevelopment, Delivery Communica ons Clerk Budget 2014, internal communica ons plan, waste reduc on) Keep public involved and engaged in Council: Rec Centre Manager of Ongoing rec centre planning process through CSP: Strategic Service Communica ons in development of communica ons strategy. Delivery conjunc on with Dev Services, Parks/Rec Ensure City Website is reliable source of Council: Customer Manager of Q3 informa on by comple ng Phase 2 of Service Communica ons, the Update (content update/restructure) CSP: Strategic Service Website and - priority to improve communica ons to Delivery Communica ons businesses. Technician Improve City response to crisis and Council: Organiza onal Manager of Q3 emergency situa ons through development Development Communica ons of a formal crisis communica ons plan. CSP: Strategic service delivery Develop and implement a communica ons CSP: Govern with Manager of Q2 campaign to increase voter turnout at 2014 transparency, Sense of Communica ons, civic elec on. community, Strategic Website/Comm Tech, service delivery Communica ons Tech Seek opportuni es to promote City as great Council: Customer Communica ons Clerk, Ongoing place to live, work and do business. Service Website and Comm CSP: Strategic Service Tech Delivery

Indicators and Measures

Indicator/Measure 2009 2010 2011 2012 2013 YTD # of ac on requests 100 120 100 121 69 processed # of Council events supported 237 232 253 265 202 Media pickup rate 85% 85% 90% 90% 90% # website visitors each year 502,760 470,000 514,513 545,481 464,645 # social media followers - - - 5561 7086 GFOA Award for annual 11111 repor ng # of E-update newsle er 1,000 1,140 1,200 1,390 1477 subscribers

44 City of Port Coquitlam Corporate Support COMMUNICATIONS & ADMINISTRATIVE SERVICES

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $846,011 $845,900 $873,300 $888,700 $903,800 $919,800 $936,000 Equipment 9,310 9,500 9,600 9,700 9,800 10,200 10,300 U li es ------Material & supplies 13,274 20,800 14,000 14,200 14,400 14,700 14,900 Contracted services 48,220 80,200 17,500 17,700 18,100 18,400 18,800 Purchases 86,213 81,900 78,600 79,800 81,400 82,600 84,000 Total expenditures $1,003,028 $1,038,300 $993,000 $1,010,100 $1,027,500 $1,045,700 $1,064,000 Revenues generated (3,500) (43,500) (48,900) (49,400) (49,900) (50,400) (50,900) Net Opera ng Costs $999,528 $994,800 $944,100 $960,700 $977,600 $995,300 $1,013,100

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $16.55 $15.48 $15.55 $15.59 $15.65 $15.71

Expenditures by Type

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2014-2018 Financial Plan 45 Corporate Support CORPORATE OFFICE

Division Focus

The Corporate Offi ce provides service in agenda prepara on, records of all legal services rendered, and tracking of all City recording of offi cial minutes, administra on and cer fi ca on of agreements and expiries. It also processes requests for the release City bylaws, and execu on of legal documents on behalf of the of informa on under the Freedom of Informa on and Protec on City. It is also responsible for the administra on of civic and school of Privacy Act. Other func ons include represen ng City interests district elec ons and for the conduc ng of public referenda. in two strata proper es by serving on the Strata Councils, preparing and managing the Board of Variance applica on The Corporate Offi ce manages and preserves all Council, process, and working with the Tri-City Joint Family Court Commi ee, and corporate records through a records Commi ee and Youth Jus ce Commi ee on an alterna ng basis. management and reten on program, including maintaining

Corporate Ofﬁ cer

Assistant Records Corporate Offi ce Corporate Coordinator Support Corporate Offi ce: Offi cer • 4 full- me

Business Perspective/Environmental Scan

• 2014 is an elec on year and will generate many months • Con nue to implement Records Management and Email of planning, producing records, training elec on staff Management throughout the organiza on to capture and providing informa on to poten al candidates and and consolidate city records. We currently manage 800 Port Coquitlam residents. There will also be prepara on boxes of off -site fi les. for new legisla on introduced in the spring of 2014; we • Freedom of informa on and the protec on of privacy an cipate the changes in City bylaws and document to are ongoing and a source of increased work. be made in June and July. • Manage security for most City facili es.

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Con nue implementa on of record management so ware for reten on and destruc on ✔ (Engineering & Opera ons, Development Services) Complete review of Elec on Signs Bylaw to further clarify elec on signage. ✔ Review best prac ces for Council Agendas, including reports to Council, with the objec ve of ✔ establishing a process that increases eﬃ ciency and accuracy and supports be er decision-making Provide internal staﬀ training for Freedom of Informa on and Protec on of Privacy, minute- ✔ taking and agenda prepara on Installa on of audio-visual equipment and implementa on of webcas ng of Council mee ngs ✔

Other Key Accomplishments • Records management restructuring in the W: drive for Engineering & Opera ons.

46 City of Port Coquitlam Corporate Support CORPORATE OFFICE

Efﬁ ciency and Effectiveness in 2013

• Technological enhancement through webcas ng and agenda • Partnered with Development Services to create a more prepara on so ware. eﬃ cient and user-friendly process for Board of Variance • Internal review of job du es and workﬂ ow to help Applica ons. streamline procedures.

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Strategic Plan (CSP) and Responsible Comple on Council Priori es Date 2014 Civic and School Board Council: Organiza onal Corporate Offi cer, Bylaw Services – Bylaw Q1 2015 Elec ons and incorporate Development enforcement, Trades – prepara on 2014 legisla ve changes CSP: Sense of Community, and placement of indica on signs, Community Well-being, Communica ons – Ad placement and Strategic Service Delivery crea on, fl yers and printed informa on Elec on Staff Hiring and Council: Organiza onal Assistant Corporate Offi cer Q4 Training, Required adver sing Development CSP: Sense of Community, Poten al Candidate Training Q3 Community Well-being, Commi ee Advisor Training Strategic Service Delivery Q1 Reconstruc on of Council Council: Organiza onal Corporate Offi cer Q2 Orienta on Binders Development CSP: Strategic Service Delivery Implementa on of Email Council: Organiza onal Records Coordinator Q2 Management Development CSP: Director of Corporate Support Strategic Service Delivery

Indicators and Measures

Indicator/Measure 2009 2010 2011 2012 2013 YTD # Bylaws Processed 45 40 40 26 45 # Council or Commi ee 61 agendas, 45 100 99 100 61 Mee ngs Supported sets of minutes # Freedom of Informa on 38 35 35 56 48 Requests # Board of Variance Requests 17 15 13 11 25

Other Points of Interest • 25 Board of Variance requests, including building, planning and engineering comments, agendas, minutes, mail-outs, le ers, tracking and approval/denials.

2014-2018 Financial Plan 47 Corporate Support CORPORATE OFFICE

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $387,436 $396,600 $382,700 $385,400 $392,000 $403,000 $406,000 Equipment 28 - 15,000 - - 15,800 - U li es 472 400 900 900 900 900 1,000 Material & supplies 5,667 6,400 10,500 6,100 6,200 11,000 6,300 Contracted services 16,352 13,500 54,600 19,900 20,200 57,400 21,000 Purchases 1,268 2,200 11,200 2,200 2,300 11,800 2,400 Total expenditures $411,223 $419,100 $474,900 $414,500 $421,600 $499,900 $436,700 Revenues generated (11,225) (10,600) (11,700) (11,800) (11,900) (12,000) (12,100) Net Opera ng Costs $399,998 $408,500 $463,200 $402,700 $409,700 $487,900 $424,600

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $6.80 $7.59 $6.52 $6.53 $7.67 $6.58

Expenditures by Type

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48 City of Port Coquitlam Corporate Support INFORMATION SERVICES

Division Focus

Informa on Services provides the support and ongoing • Se ng the technical direc on and provide innova ve maintenance for the both the computer systems and solu ons and advice for staff . telephone systems for the City. We coordinate all the Our vision is to help our customers fi nd solu ons and deliver various ac vi es that keep our computers running and our value to Port Coquitlam’s customers and ci zens through communica ons working. the City’s business ac vi es: on me, on budget, and on the Our services are mainly focused on two areas: mark. We fi nd solu ons! • Providing effi cient and secure access to the informa on that internal staff need serve the community.

Director of Corporate Support

Project Information Help Desk 2x Information Implementation Systems / Internet Systems Analyst Specialist Coordinator Technician

Informa on Services: • 5 full- me

Business Perspective/Environmental Scan

• Technology is changing rapidly. This causes a great deal to as “big data”. By consolida ng our informa on of pressure on the division as we strive to keep our skill we can look deeper at processes and outcomes. This and understanding current. can be used in conjunc on with Dashboards and Key • Our dependence on technology has never been greater. Performance Indicators to help us understand how It seems that almost every business process has one the organiza on is working. We an cipate being able of more technology components that have to work to provide dashboard func onality for several of our ﬂ awlessly in order to complete any business task. databases in 2014. • Mobile compu ng is con nuing to grow, as can be • The City has completed the ﬁ rst phase of the Agresso witnessed in all the handheld devices that invade our Financial System. This included the General Ledger and personal lives and our work environment. We have the Budget Planning modules. In 2014, we will focus on needed to put addi onal systems to manage and secure the second phase of this project (the detailed modules these devices. We expect con nued pressure from are shown under the “Workplan Highlights – 2014 mobile compu ng. Deliverables” sec on. This is a very large and complex • We are looking at the whole new industry of Business undertaking and we an cipate spending 40% of our Intelligence (how we can see what our data is telling us total me in 2014 just on this one project. about how we operate). It is also commonly referred

2014-2018 Financial Plan 49 Corporate Support INFORMATION SERVICES

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Develop a IS Strategic Plan that includes the City’s strategy for cloud compu ng, mobile devices and upcoming technological advancements: • IS Strategic Plan On Hold • Cloud Compu ng Approach In Progress Support implementa on of a new ERP system (mul -year project) In Progress Con nue to develop virtualized servers. This includes making the best use of exis ng server ✔ hardware by extending the reach and number of servers. Maintain a high level of relevancy and technical knowledge in the Division ✔ (Ongoing)

Day-to-day Ac vi es Other Key Accomplishments • Provisioning and managing the City’s data storage • General Ledger and Budget Phase of the Agresso fi nancial requirements (18TB) system has been completed • Ensuring the appropriate security of our corporate so ware • Consolida on of 6 City Internet computers onto 2 big and data computers (Virtualized) • Helping our customers when their computers do • Leased our fi rst por on of the fi bre op c conduit system unexpected things • Completed the replacement of 45 PC’s (approximately 17% of our total)

Carryover Projects • Fibre Op c Network expansion along Coast Meridian from Laurie to Victoria (where we interface to Coquitlam’s QNet). • Regular system hardware replacement for Disk storage and upgrading of our Disaster Recover Site (Fire Hall #1) is being carried forward to the later part of 2014.

Efﬁ ciency and Effectiveness in 2013

• Expanded mobile compu ng on iPads and laptops for those • Leased our fi rst sec on of the Fibre Op c conduit system. who work in the fi eld and who need corporate access to city We hope to further develop our Network and take databases and other informa on. While this has been going advantage of more op ons for leasing conduit space. Our on, we have also ghtened the security and control over expansion will also allow us to reduce the cost of alterna ve these devices. This has been very helpful in iden fying the telecom costs (Telus leased lines). We will also provide more loca on of underground infrastructure and highlights any protec on from Network interrup ons with a greater fault data gaps that may exist. tolerance by reducing single points of failure with failover • Worked on Phase 1 of the Agresso Financial System, rou ng. We expect to con nue to organically expand our including a very signifi cant data migra on programming connec vity to smaller city loca ons (such as outdoor eff ort (which maps data from the old Cayenta system to the pools and traffi c light controllers), as part of the road new Agresso system). reconstruc on projects.

50 City of Port Coquitlam Corporate Support INFORMATION SERVICES

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Agresso Phase 2* Financial system CSP: Sustainable Future Corporate Support Q2 - 2015 installa on (see below) - Financial Health (CS) Director, Project Implementa on Specialist Council: Rec Centre Manager of Ongoing CSP: Strategic Service Communica ons in Delivery conjunc on with Dev Services, Parks/Rec Business Intelligence – Dashboards and Council: Customer CS Director with Q3 - 2014 and ongoing Key Performance Indicators related to Service the en re IS Team our customer service levels. Providing contribu ng measurement and opportuni es for improvement. Migra on from our exis ng Recrea on Council: Customer CS Director and Q4 - 2014 (detailed so ware to a new cloud based solu on Service the en re IS Team schedule s ll to be contribu ng and determined) suppor ng the Parks & Recrea on department E-mail management strategy and system Council: Internal Rigour/ CS Director and Q4 - 2014 and ongoing improvements. Eﬃ ciency the en re IS Team (detailed schedule s ll contribu ng and to be determined) suppor ng the Corporate Oﬃ ce

The Agresso Project has three phases, as follows:

Phase 1 • Project Invoicing General Ledger and Budget Planner (scheduled comple on on • Web Timesheet Nov 1, 2013). • Project Workfl ow • Procurement Management *Phase 2 • Purchasing Includes the following modules (scheduled to start mid- • Procurement Workfl ow November, 2013 and tenta vely con nue un l the end of June • Inventory Management 2015): • AP Bank Interface • Purchasing Card Interface • Financial Workfl ow • Cheque Wri ng • Fixed Assets • Bank Statement fi les • Bank Reconcilia on • Fund Accoun ng • Accounts Payable • Encumbrance Accoun ng Phase 3 • Contract Accoun ng Human Resources and Payroll (tenta vely scheduled to start • Accounts Receivable September 1, 2014) • Time/Project Cost

2014-2018 Financial Plan 51 Corporate Support INFORMATION SERVICES

Indicators and Measures

Indicator/Measure 2011 2012 2013 YTD # Internal Customers - - 369 # Desktop Computers 240 262 277 # Mobile Devices (City 33 47 62 owned) # Physical Servers 24 21 15 # Virtual Servers 31 35 41 Disk Storage (terabytes) 12 18 18 # Customer Support Requests 2,793 2,440 2,849

Expenditures

2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $478,118 $596,800 $619,100 $630,000 $641,000 $652,000 $663,400 Equipment ------U li es 2,605 2,800 2,800 2,800 2,900 2,900 3,000 Material & supplies 64,924 134,600 136,900 139,300 141,500 144,000 146,400 Contracted services 251,817 248,600 252,800 257,100 261,500 265,900 270,400 Purchases ------Total expenditures $797,464 $982,800 $1,011,600 $1,029,200 $1,046,900 $1,064,800 $1,083,200 Revenues generated ------Net Opera ng Costs $797,464 $982,800 $1,011,600 $1,029,200 $1,046,900 $1,064,800 $1,083,200

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $16.35 $16.58 $16.65 $16.70 $16.74 $16.79

Expenditures by Type !& * % ' % * "%' #*

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52 City of Port Coquitlam Laura Lee Richard, MCIP Director of Development Services DEVELOPMENT SERVICES 604.927.5247 [email protected]

Overview

Development Services ensures orderly and safe development within the City. Its administra on directs the ac vi es of the Department, strategically manages development processes, provides advice on sustainable land use and development polices / regula ons, and guides decisions related to City land sales / acquisi ons. The Department has two divisions: Planning and Building.

Director of Development Services

Manager, Building Manager, Planning Customer Service Permits & Inspections Manager .5 FTE

2% of total City Budget Building Division 37% Business Improvement Planning Associa on 1% Division 36% Admin 26%

2014-2018 Financial Plan 53 Development Services

2013 Budget 2014 Budget 2015 Budget 2016 Budget 2017 Budget 2018 Budget Revenues Development Services ------Administra on Planning Division (100,000) (100,000) (100,000) (100,000) (100,000) (100,000) Building Division (693,000) (693,000) (693,000) (693,000) (693,000) (693,000) Business Improvement (154,700) (157,800) (157,800) (157,800) (157,800) (157,800) Associa on Revenues Total: $(947,700) $(950,800) $(950,800) $(950,800) $(950,800) $(950,800)

Expenditures Development Services $290,000 $352,400 $358,500 $364,800 $371,200 $377,500 Administra on Planning Division 559,000 579,200 589,100 599,500 609,800 620,400 Building Division 1,141,000 1,181,300 1,201,900 1,222,600 1,244,100 1,265,700 Business Improvement 171,900 175,400 175,400 175,400 175,400 175,400 Associa on Expenditures Total: $2,161,900 $2,288,300 $2,324,900 $2,362,300 $2,400,500 $2,439,000

Net Opera ng Costs $1,214,200 $1,337,500 $1,374,100 $1,411,500 $1,449,700 $1,488,200 $ Change from previous year 123,300 % Change 10.15% Property Tax Impact 0.23%

Changes in net opera ng budget from 2013 to 2014 are primarily Expenditures by Type due to: % change Inﬂ a on of Materials/Contracts $3,000 0.14% $+'*### Wage Adjustment 120,300 5.56% *(. $123,300

))$##&. ()###. $)(##$. )*###. %'(&##$$.

54 City of Port Coquitlam Development Services ADMINISTRATION

Focus

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

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $270,278 $273,400 $337,700 $343,600 $349,600 $355,800 $361,900 Equipment ------U li es ------Material & supplies 2,800 5,300 1,700 1,700 1,700 1,700 1,700 Contracted services 5,366 11,300 13,000 13,200 13,500 13,700 13,900 Purchases ------Total expenditures $278,444 $290,000 $352,400 $358,500 $364,800 $371,200 $377,500 Revenues generated ------Net Opera ng Costs $278,444 $290,000 $352,400 $358,500 $364,800 $371,200 $377,500

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $5.52 $5.78 $5.80 $5.82 $5.84 $5.85

Expenditures by Type

# #

2014-2018 Financial Plan 55 Development Services BUILDING

Division Focus

The Building Division plays a key role in ensuring that the repairs, upgrades, altera ons, change of use, plumbing, construc on, altera on and maintenance of buildings and sprinklers, swimming pools, retaining walls, water meters and structures meet the development and building regula ons other works. found in City bylaws, Provincial Acts and Codes and Na onal Construc on is inspected at appropriate stages or, for large Standards. Its work supports the City’s vision by ensuring projects, monitored to ensure works are in keeping with the that building ac vity in our community is safe, healthy, permit. energy-effi cient, water-effi cient, environmentally friendly and accessible. Follow-up and enforcement ac on assists property and business owners to understand and comply with building and The Division’s staff work with members of the public and licencing regula ons. the business and development community to ensure both the goals of the builder/owner and the obliga ons of the The Source Control Program assists property and business City are met. Permits are issued a er drawings and required owners to comply with regula ons protec ng water supply, documents are determined to be acceptable for new sewer and drainage. construc on, addi ons, mezzanines, decks, demoli ons,

Manager of Building Permits and Inspections

2x Plumbing Chief Building Inspector Inspector II (plus 2 casual)

Property Use 2x Building Plans Coordinator Building Inspector II Examiner Inspector III (plus 2 casual) Permit Review Technician Building Permits & Inspec ons:

• 10 full- me Customer • 2 casual Service Representative Business Perspective/Environmental Scan

• The number of complex building permit applica ons Associa on and Plumbing Offi cials’ Associa on to con nues to increase due to mixed-use, higher density require code cer fi ca on (exams). and infi ll developments; the number of applicants • Customer service has been improved by changes – homeowners, business owners, contractors - with to permit, inspec on and business licence referral limited experience in development and construc on procedures through bylaw amendments, organiza onal con nues to be high. changes, adop on of new technology, streamlined • There is a widening scope and increased complexity processes, website improvements and brochure of bylaws, codes and standards and their applica on. updates. The Province is working with the Building Offi cials’

56 City of Port Coquitlam Development Services BUILDING

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Put into eff ect mobile technology and on-line inspec on processes. In Progress Resolve implementa on and development issues as they arise such as work without permit, Ongoing bylaw interpreta ons and business licence approvals, group occupancies. Promote staff training to enhance customer services, expand capacity and improve effi ciencies. Ongoing Provide for enhanced records management including laserfi che, scanned drawings, and In Progress enhanced capacity for onsite electronic and online communica ons.

Other Key Accomplishments compliance has not been achieved, commencing steps to • The construc on value of building permits was $69 million place a Sec on 57 No ce on Title. for 2013 - it ranges from $50 to $120 million annually. • 2012 BC Building and Plumbing Code training was • Building permits were issued, and monitoring provided, for completed by all inspec on staff . The new code includes the construc on of two 5-storey wood-frame apartment a new classifi ca on for care facili es, requirements for buildings. This height, recently permi ed by an amendment seismic shear walls for houses, a more permissive sec on to the BC Building Code, included addi onal fi re protec on for small restaurant and other assembly uses, smoke alarm measures to protect adjacent buildings. requirements for all bedrooms and enhanced building • The Source Control Program protects water mains from energy effi ciency. contaminants, fouling of sewer by grease from food • Staff completed Rapid Damage Assessment (RDA) training in establishments and improper discharge into storm water 2013 for earthquakes. drainage system and water courses through business licence • An update and amendment to the fi re sprinkler or building permit processes including site inspec ons, requirements of the Building and Plumbing Bylaw was equipment upgrades and annual maintenance records. approved to facilitate altera ons, repair and minor addi ons • Enforcement of building regula ons is on-going in to exis ng home or business premises. accordance with established procedures that are based on • The Fees and Charges Bylaw was amended to include a customer-focused approach commencing with providing updated fees applicable to building and plumbing permits. informa on about how to achieve compliance, scheduled inspec ons, no fi ca on, ckets issuance and fi nally, if

Efﬁ ciency and Effectiveness in 2013

• A new class specifi ca on was developed for a Plans Examiner • A er discussion with Corporate Offi ce and Board of Variance and the posi on fi lled. Training was ini ated for new staff members, changes were made to enhance the Board of due to re rements (Building Inspector II and Permit Review Variance applica on processes. Technician). • Website revisions are in process to provide improved • Issuance of business licences was facilitated by sending communica on materials for permit and inspec on a reminder le er with a copy of Building Inspector and informa on. Plumbing Inspector reports from the Property Use Coordinator to both the business owner and the property owner.

2014-2018 Financial Plan 57 Development Services BUILDING

New Revenue

Increase Inspec on Fees: • A comparison of other jurisdic ons to be prepared for public input and Council review. • Enhancement of exis ng revenue stream. • Es mated me to prepare a report for fee amendment is • Proposed increase would move Port Coquitlam from middle two months. to top third compared to nearby municipali es.

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Reduce permit wai ng mes to meet goal Council: Organiza onal Chief Building Inspector Ongoing per performance measures Development, Customer Service CSP: Strategic Service Delivery Complete website updates to enhance Council: Organiza onal Building Division Ongoing customer informa on Development, Customer Manager / Customer Service Services Manager CSP: Economic Strength Increase effi ciency using mobile technology Council: Organiza onal Building Division Q3 to produce, track and send inspec on results Development, Customer Manager/ Building and to builders, contractors and owners Service Plumbing Inspectors CSP: Strategic Service Delivery Enhance building permit record availability Council: Organiza onal Permit Review Q2 and reduce staff costs Development, Customer Technician Service CSP: Strategic Service Delivery Facilitate business licence issuance through Council: Organiza onal Building Division Ongoing an inclusive process to resolve building, land Development, Customer Manager / Property Use use or other issues Service Coordinator CSP: Economic Strength Implement Tempest My City to allow Council: Customer CS Manager, IS staff , Q4-2015 residents and developers to apply for permits Service Tempest Staff , Building online and Planning Customer Service Reps (CSRs) Tempest – Prospero – Training for staff Council: Organiza onal CS Manager and CSRs Q1 Development Records Management Council: Organiza onal CS Manager, Corporate Q1-Q4 Development offi ce staff , Building and Planning CSRs Online inspec on request system Council: Organiza onal CS Manager, Building Q3 Development CSRs

58 City of Port Coquitlam Development Services BUILDING

Indicators and Measures

Indicator/Measure 2009 2010 2011 2012 2013 Building Permits Issued 215 298 269 318 262 Dwelling Units Constructed 106 413 109 380 817 Building Permit Review Times: New ICIM (Large Buildings) 12 4 weeks New Houses 4 4 weeks Altera ons ICIM 6-8 2 weeks Altera ons Houses 3 2 weeks Inspec ons (building, mechanical, All All All All All business licence) within 24 hours Construc on Value of Issued $52 $87 $57 $104 $71.7 Building Permits ($millions)

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $1,044,368 $1,054,726 $1,093,700 $1,112,800 $1,132,200 $1,152,000 $1,172,000 Equipment 47,460 65,221 66,100 67,300 68,300 69,500 70,700 U li es 2,753 3,880 3,900 4,000 4,000 4,100 4,200 Material & supplies 6,949 11,050 11,300 11,400 11,600 11,900 12,100 Contracted services 10,022 6,150 6,300 6,400 6,500 6,600 6,700 Purchases ------Total expenditures $1,111,552 $1,141,027 $1,181,300 $1,201,900 $1,222,600 $1,244,100 $1,265,700 Revenues generated (1,186,477) (693,000) (693,000) (693,000) (693,000) (693,000) (693,000) Net Opera ng Costs $(74,925) $448,027 $488,300 $508,900 $529,600 $551,100 $572,700

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $7.45 $8.00 $8.23 $8.45 $8.67 $8.88

Expenditures by Type $$"!!$) "!&#%!! #&!!!) &#) ""#!!") $#!!!)

2014-2018 Financial Plan 59 Development Services PLANNING

Division Focus

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

Manager of Planning

Planning Customer 2x Planning Planner II Technician Service Analyst (temp) Representative

Planning Division: • 4 full- me • 1 temporary part- me

Business Perspective/Environmental Scan

• The community’s changing demands and needs require • The community’s expecta ons for public consulta on signifi cant review and analysis to ensure policies and and their involvement in planning ini a ves requires regula ons guide change that is in accordance with its innova ve and comprehensive communica ons. expecta ons. • An increasingly complex regulatory framework is • Senior levels of government con nue to expect that the combined with high expecta ons held by exis ng City will take a strong role in addressing increasingly residents, developers and businesses challenging complex planning issues including the provision of effi cient applica on review processes. aff ordable and special needs housing, reducing the environmental impact of development, and suppor ng businesses.

60 City of Port Coquitlam Development Services PLANNING

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Update environmental policies and regula ons to promote energy and water conserva on, stormwater management, construc on material recycling and noise a enua on for new building ✔ and developments including replacement of the sustainability checklist Implement recommenda ons of the Heritage Strategic Plan and Heritage Inventory as endorsed ✔ by Council Develop a comprehensive housing strategy to inform the Housing Ac on Plan, including neighbourhood consulta on. Par cipate in pilot project ini ated by Metro Vancouver to develop In Progress aff ordable housing performance measures Promote staff training to enhance customer services, expand capacity and improve effi ciencies Ongoing

Day-to-day Ac vi es • Managed decisions, enquiries and processes related to the • Con nued to process a high volume of development strategic planning of municipally-owned lands suitable for applica ons. development and implemented a major sales agreement. • Represented the City in liaison, stakeholder and consulta ve • Brought forward new or amended policies and capaci es at a mul tude of intergovernmental and advocacy regula ons applicable to beekeeping in residen al areas; levels. Par cipated on inter-departmental reviews. telecommunica on towers; energy conserva on, water • Provided advice and guidance to residents, businesses conserva on and greenhouse gas emission reduc ons; and stakeholders on community planning, social planning, commercial and industrial land uses; and, medicinal heritage, environment, economic development, and land marijuana. use policies and regula ons.

Key Projects • Implemented recommenda ons of the Mayor’s Task Force on Business Development Opportuni es, including a new Business Awards celebra on, enhanced communica on materials and regulatory changes to encourage reten on of commercial and industrial businesses. • Undertook lead roles in the planning and administra on of the Recrea on Center planning process. • Amended and updated the Oﬃ cial Community Plan to include a new Regional Context Statement in compliance with the Metro Vancouver Regional Growth Strategy. • Adopted a comprehensive set of bylaw amendments to encourage business viability, streamline applica on processes and requirements, promote energy and water conserva on, and update development procedures, fees and charges. • Completed the sale of the Wilson Avenue municipally-owned site and facilitated development of a 185-unit residen al apartment complex.

Carryover Projects • Review appropriate land use policies for areas close to the Evergreen transit sta ons. • Consider parking bylaw regula ons to balance requirements with demand, allow for shared spaces and expand areas eligible for cash-in-lieu. • Complete a Housing Ac on Plan to meet the requirements of the Regional Growth Strategy and set the stage for the upcoming Offi cial Community Plan review. • Provide for enhanced records management including laserfi che (signifi cantly delayed), scanned drawings, and enhanced capacity for onsite electronics and online communica ons.

2014-2018 Financial Plan 61 Development Services PLANNING

Efﬁ ciency and Effectiveness in 2013

• Signiﬁ cant enhancements to the City’s website are underway • Streamlined applica on processes through changes to which will improve how the City provides informa on policies, bylaws and procedures. and resources to the business and development industry, • U lized in-house exper se for technical and specialized including interac ve applica on forms and guides. assistance, whenever possible. • Implemented an enhanced process for crea ng and managing Prospero records system to enhance eﬃ ciency and consistency in applica on processing.

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Manage the Recrea on Center Planning Council: Rec Centre Manager of Planning Ongoing as directed by process CSP: Sustainable Future, and Director of Council. Concept plan Sense of Community Development Services in direc on by Q1-Q2. conjunc on with Parks and Recrea on Consider appropriate land use policies and Council: Infrastructure Planner Review and community regula ons for area close to the Evergreen CSP: Sustainable Future, consulta on by Q2-Q3. transit sta ons Sense of Community Fremont Connector alignment review Council: Infrastructure Manager of Planning Q4 between Riverwood Gate and Lincoln Avenue CSP: Economic Strength in conjunc on with Engineering & Opera ons Commercial and industrial land use review Council: Customer Planning Analyst Q2-Q3 per BDOTF recommenda ons Service CSP: Economic Strength Comple on of the Housing Ac on Plan and Council: Infrastructure Planning Analyst Q2-Q3 implementa on report CSP: Sustainable Future, Sense of Community Comprehensive update of the Offi cial Council: Infrastructure Manager of Planning Q4 Community Plan, planning work & CSP: Sustainable Future, background studies Sense of Community, Economic Strength Implement Tempest My City to allow Council: Customer CS Manager, IS staff , Q4-2015 residents and developers to apply for permits Service Tempest Staff , Building online and Planning CSRs Tempest – Prospero – Training for staff Council: Organiza onal CS Manager and CSRs Q1 Development Records Management Council: Organiza onal CS Manager- Corporate Q1-Q4 Development offi ce staff , Building and Planning CSRs

62 City of Port Coquitlam Development Services PLANNING

Indicators and Measures

Indicator/Measure 2009 2010 2011 2012 2013 Applica ons aligned with 100% 100% 90% 90% 90% OCP goals Applica ons being processed ----64 Enquiries responded to by 90% 80% 90% 90% 90% next business day

Other points of interest (2013): • Approval of 360 new residen al units • Crea on of 48,000 sq new commercial space • Crea on of 171,000 sq new industrial space

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $473,944 $496,500 $516,600 $525,600 $534,800 $544,100 $553,700 Equipment ------U li es 1,727 1,100 1,700 1,700 1,800 1,800 1,800 Material & supplies 2,587 4,600 3,500 3,500 3,600 3,600 3,600 Contracted services 44,718 50,200 50,600 51,400 52,300 53,100 54,000 Purchases 7,368 6,600 6,800 6,900 7,000 7,200 7,300 Total expenditures $530,344 $559,000 $579,200 $589,100 $599,500 $609,800 $620,400 Revenues generated (207,897) (100,000) (100,000) (100,000) (100,000) (100,000) (100,000) Net Opera ng Costs $322,447 $459,000 $479,200 $489,100 $499,500 $509,800 $520,400

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $7.64 $7.86 $7.91 $7.97 $8.02 $8.07

Expenditures by Type !% * "# !* #!$$ &'* $& !* # $ '*

2014-2018 Financial Plan 63 Development Services BUSINESS IMPROVEMENT ASSOCIATION

Focus

This program collects funds that are remi ed to the Port with promo ng the Business Promo on Scheme for downtown Coquitlam Business Improvement Associa on, which is mandated Port Coquitlam.

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Transfer to BIA $168,545 $171,900 $175,400 $175,400 $175,400 $175,400 $175,400 Total expenditures $168,545.00 $171,900.00 $175,400.00 $175,400.00 $175,400.00 $175,400.00 $175,400.00 Revenues generated (151,701) (154,700) (157,800) (157,800) (157,800) (157,800) (157,800) Net Opera ng Costs $16,844.00 $17,200.00 $17,600.00 $17,600.00 $17,600.00 $17,600.00 $17,600.00

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $0.29 $0.29 $0.28 $0.28 $0.28 $0.27

Expenditures by Type

Transfer to BIA $175,000 100%

64 City of Port Coquitlam Kristen Meersman, P.Eng, MBA ENGINEERING & Director of Engineering & Operations 604.927.5453 OPERATIONS [email protected]

ENGINEERING PROJECTS, MAPPING & BUDGETS | INFRASTRUCTURE | OPERATIONS | TRANSPORTATION

Overview

The Engineering & Opera ons Department provides and maintains a number of essen al municipal services and infrastructure for a happy, vibrant, safe community of healthy engaged residents and thriving businesses. The department is responsible for the planning, development, management, opera on and maintenance of: • distribu on of safe reliable drinking water for public and economic health, • reliable and cost-eff ec ve collec on of sewage in a manner that protects public health and the environment, • safe transporta on networks for people and goods movement, • reliable fl ood protec on and drainage services, and • accurate City land and asset management data and • environmentally responsible solid waste collec on. mapping, and The department also provides the following services: • capital construc on and projects that support the development, rehabilita on and expansion of the • management of the necessary fl eets, infrastructure.

Director of Engineering & Operations

Deputy Director of Engineering & Operations Manager of Manager of Engineering Manager of Transportation Projects and Budgets Operations *

* Also see Utilities business plans - pgs 126 and 131. 7% of total City Budget Opera ons Transporta on 3% 84% Engineering Projects, Mapping & Budgets 12%

Infrastructure Planning & Development 1%

2014-2018 Financial Plan 65 Engineering & Operations

2013 Budget 2014 Budget 2015 Budget 2016 Budget 2017 Budget 2018 Budget Revenues Engineering Projects, Mapping & $(95,022) $(87,900) $(88,900) $(89,800) $(90,800) $(91,800) Budgets Infrastructure Planning & (445,440) (412,000) (416,500) (421,100) (425,700) (430,400) Development & Customer Service Opera ons (5,394,959) (5,676,900) (5,738,400) (5,800,900) (5,863,900) (5,927,300) Transporta on (67,629) (62,600) (63,200) (64,000) (64,600) (65,400) Revenues Total: $(6,003,050) $(6,239,400) $(6,307,000) $(6,375,800) $(6,445,000) $(6,514,900)

Expenditures Engineering Projects, Mapping & $850,746 $647,600 $659,000 $670,700 $682,400 $694,500 Budgets Infrastructure Planning & 552,405 459,100 467,400 475,600 484,200 492,800 Development & Customer Service Opera ons 9,862,945 9,682,800 9,845,500 10,014,700 10,187,000 10,361,600 Transporta on 234,604 230,200 234,200 238,100 242,300 246,600 Expenditures Total: $11,500,700 $11,019,700 $11,206,100 $11,399,100 $11,595,900 $11,795,500

Net Opera ng Costs $5,497,650 $4,780,300 $4,899,100 $5,023,300 $5,150,900 $5,280,600 $ Change from previous year (717,350) % Change -13.05%

Changes in net opera ng budget from 2013 to 2014 are primarily Expenditures by Type due to: % change Inﬂ a on of Materials/ $100,000 0.87% "'$$$!! Contracts "&, %%'"!!%, Wage Increases 94,800 0.82% Change in Revenue (236,350) -2.06% Personnel Transfer (153,100) -1.33% "#!(%!! One-Time Expenses in 2013 (199,600) -1.74% "!, Savings and Eﬃ ciencies (323,100) -2.81% $(717,350) &!$!)!! $$")!!! %$, #(,

66 City of Port Coquitlam Engineering & Operations ENGINEERING PROJECTS, MAPPING & BUDGETS

Division Focus

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

Manager of Engineering Projects, Mapping & Budgets

2x Engineering GIS Technologist / Coordinator Projects

2x GIS Analyst Instrument Person I Engineering Projects, Mapping & Budgets Draftsperson III • 8 full- me

Business Perspective/Environmental Scan

• Increasing public involvement/no ﬁ ca on during • Reducing capital project consultant costs by having staﬀ development of the annual capital program, and while undertake more of the engineering consultant work. capital projects are under construc on. • The need to con nuously update and develop • Minimizing capital project costs by tendering PoCoMAP to be er support strategic service delivery construc on projects as early as possible to obtain best and a sustainable future. pricing and allow for early comple on of the works.

2014-2018 Financial Plan 67 Engineering & Operations ENGINEERING PROJECTS, MAPPING & BUDGETS

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Complete the annual Road Rehabilita on and Capital Works Program to resurface roadways and In Progress upgrade underground u li es on a number of City Streets Par cipate in the upgrade of the City’s fi nancial system In Progress Con nue to review and refi ne tangible asset processes and procedures (PSAB 3150), In Progress administra ve cost alloca ons, and performance measures in conjunc on with Finance Examine the use of in-house project management staff to reduce consul ng service costs ✔

Day-to-day Ac vi es Other Key Accomplishments • Respond to public calls, e-mails and front counter inquiries • Completed and submi ed Liquid Waste Management Plan (~5 to 15 per day). to Metro Vancouver. • Respond to calls from opera ons, consultants and • Launch of PoCoMAP 2013 with new base map and contractors (~10 to 20 per day). enhanced features. Launch of PoCoMap Mobile. • Update PoCoMAP (typ. 80 legal plan & 290 updates on GIS • Prepared CityWide asset repor ng updates for Finance infrastructure map layers). (over 1,000 road, water, sewer & drainage assets added for • Update Tempest Land and Contacts modules (23618 2012). updates to end of October 2013). • Implemented a procedure to scan and a ach as- • Completed BC One Call and DigShaw requests for as- constructed records and BC One Call documenta on constructed records (typ. 140). directly to the Tempest Calls For Service module. • BC Online tle searches and document retrieval including new registered legal plans. • Respond to requests for survey (119 to end of October 2013).

Carryover Projects • Complete remainder of the 2013 Capital Works & Road • Con nue developing standards for capturing historical Rehabilita on program by April 2014. capital project costs to support annual upda ng of ﬁ xed • Development of a mul -year capital planning tool based on assets in CityWide, and for the department’s new mul -year PoCoMAP to support ﬁ nancial planning for 1-year, 5-year capital planning tool. and 20-year meframes. • In conjunc on with parks division, con nue survey of • Con nue upda ng of PoCoMAP with 2013 storm and invasive species. sanitary sewer main CCTV video and condi on reports.

Efﬁ ciency and Effectiveness in 2013

The division achieved numerous measures to improve eﬃ ciency, • Con nued to increase the quality and content of reduce costs, and to obtain external funding: informa on available in PoCoMAP with new map layers, • Con nued development of PoCoMAP to improve access addi onal infrastructure condi on informa on, and new to the City’s infrastructure and land-based informa on user applica ons such as the Private Hydrants inventory, through launching of PoCoMAP 2013 and PoCoMAP which is being maintained by the Fire Department. Mobile. • Implemented automated email in Prospero.

68 City of Port Coquitlam Engineering & Operations ENGINEERING PROJECTS, MAPPING & BUDGETS

New Revenue

PoCoMap Fee-for-Service Opportuni es applica ons are currently in use and whether they are Staff have proposed exploring revenue opportuni es through applicable to PoCoMap. Addi onally, staff would gather development of specialized service delivery applica ons using informa on from specifi c users such as solicitors, realtors, informa on available in PoCoMap. It would be necessary and consultants to consider other services that they would be to undertake a review of GIS systems in use by other ci es willing to pay for. and municipali es to determine what revenue genera ng Council direc on is required.

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Complete 2014 Capital & Road Rehabilita on Council: Infrastructure Manager of Substan ally complete Projects Engineering Projects & by Q3 Budgets, Engineering Technologist – Projects Increase staff involvement in design, Council: Internal Rigour/ Manager of Ongoing tendering, and inspec on of capital projects Effi ciency Engineering Projects & CSP: Strategic Service Budgets, Engineering Delivery Technologist – Projects Integrate sanitary & drainage models into Council: Infrastructure GIS Coordinator Substan ally complete PoCoMAP Q4-2015 Integrate 2014 Orthophoto into PoCoMAP CSP: Strategic Service GIS Analyst Q3 Delivery Data Mining of 2011 Census and Prospero CSP: Strategic Service GIS Analyst Q4 Data Delivery Standalone PoCoMAP to support Emergency CSP: Strategic Service GIS Coordinator Q4 Opera ons Centre (EOC) Delivery Develop an annual inspec on and re- CSP: Strategic Service Survey Crew Q3 establishment of City benchmarks program Delivery Par cipate in implementa on of City’s new CSP: Strategic Service Manager of Engineering Ongoing fi nancial system Delivery Projects & Budgets Explore opportuni es to create new CSP: Strategic Service GIS Analyst & Manager Q3 revenues/off set costs through PoCoMAP Delivery of Engineering Projects & Budgets Assess need to extend high pressure water CSP: Strategic Service GIS Coordinator & Q2 main system Delivery Manager of Engineering Projects & Budgets Organiza onal Development CSP: Strategic Service Manager of Engineering Ongoing Delivery Projects & Budgets

2014-2018 Financial Plan 69 Engineering & Operations ENGINEERING PROJECTS, MAPPING & BUDGETS

Indicators and Measures

Indicator/Measure 2009 2010 2011 2012 2013 Projected # projects (by loca on) n/a n/a n/a 45 28 # open houses for projects n/a n/a n/a n/a 2 # legal plans added to 32 39 32 28 35 PoCoMAP. # infrastructure map layer n/a n/a n/a n/a 290 updates in PoCoMAP. # road, water, sewer and drainage infrastructure assets n/a n/a n/a n/a 1000 added to CityWide. # updates to Tempest Land 54,750 69,206 42,571 44,130 45,000 and Contacts modules. # BC One Call and Dig Shaw 40 103 87 147 140 requests completed. # surveys completed by 87 95 88 115 140 Survey sec on.

70 City of Port Coquitlam Engineering & Operations ENGINEERING PROJECTS, MAPPING & BUDGETS

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $773,313 $797,291 $798,400 $812,400 $826,600 $841,100 $855,800 Equipment 33,196 19,809 33,200 33,800 34,300 34,900 35,500 U li es 1,987 700 2,000 2,000 2,100 2,100 2,100 Material & supplies 21,068 64,670 55,400 56,300 57,300 58,300 59,300 Repairs & 10,488 7,206 4,500 4,600 4,700 4,700 4,800 maintenance Contracted services - 202,801 - - - - Purchases (216,305) (241,731) (245,900) (250,100) (254,300) (258,700) (263,000) Total expenditures $623,747 $850,746 $647,600 $659,000 $670,700 $682,400 $694,500 Revenues generated (129,234) (95,022) (87,900) (88,900) (89,800) (90,800) (91,800) Net Opera ng Costs $494,513 $755,724 $559,700 $570,100 $580,900 $591,600 $602,700

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $12.57 $9.18 $9.22 $9.26 $9.30 $9.34

Expenditures by Type

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2014-2018 Financial Plan 71 Engineering & Operations INFRASTRUCTURE PLANNING & DEVELOPMENT AND CUSTOMER SERVICE

Division Focus

The Infrastructure Planning and Development Sec on helps The Customer Service Sec on provides administra ve support build the community by func oning as the regula ng and to all the divisions within engineering and opera ons. This approving body for subdivision applica ons, development group serves the public in the effi cient processing of various related u lity works, works within the municipal rights-of- engineering, development, or fi lming related applica ons and ways, and long-term master u lity plans. Management and inquiries. Internally, customer service staff coordinate record applica on of various bylaws related to land development are management for the department. also undertaken by the sec on.

Deputy Director of Engineering & Operations

Customer Service Supervisor2x Engineering Design Manager 5 and TechnologistTechnical Services / Projects 3x Customer Service Engineering Representative Inspector

Engineering Land Development Administrative Clerk Technician Infrastructure Planning & Development and Customer 2x Engineering Engineering Service Operations Clerk Technologist / • 12.5 full- me Environment (1 FT posi on is shared Parks and Services 50% with Development Support Services)

Business Perspective/Environmental Scan

• Development community’s request to enhance • Fluctua ons in the economic situa on (i.e. Interest customer service ( ming, informa on, online services, rates, housing market condi ons, etc.) will signiﬁ cantly etc.). impact this business func on. • A need to ensure processes and procedures are in place • Changes to applicable policies, bylaws and legisla on. to facilitate clear communica on and understanding for all applicants.

72 City of Port Coquitlam Engineering & Operations INFRASTRUCTURE PLANNING & DEVELOPMENT AND CUSTOMER SERVICE

2013 Accomplishments

Day-to-day Ac vi es • Responded to the public’s calls, e-mails and front counter • Processed applica ons, payments for various types of enquiries (70 -120/day) permits, security releases, Le ers of Credit reduc ons and • Completed (and recorded in Tempest) > 4000 Calls for insurance requirements. Service from residents, developers and public.

Other Key Accomplishments • Reduced approval/comple on mes with engineering • Implemented the Corporate Records Management system reviews to 19 days (this includes the me where staff are in Engineering and Opera ons which included reviewing, awai ng informa on from the applicant). (See chart below) dele ng or moving over 70,000 folders (270GB of data). • Updated Soil Removal and Deposit Bylaw. • Developed a new Engineering Projects webpage for City’s • Mapped process and procedure for Subdivision and Off site website with project descrip ons, loca ons and construc on Works, Site Profi le, and Private Jobs which helps to reduce schedule informa on; updated website content to refl ect review mes. current fees and forms. • Completed 2012 CARIP Rebate (approx. $55,000).

Comparison of Complete Approval/Comple on Times for Permits Requiring Engineering Reviews Year Average Review Time* (days) Median Review Time (days) 2009 113 36 2010 80 40 2011 71 35 2012 54 29 2013 YTD 19** 3 * Based on completed folders only ** May change next year with new informa on

Carryover Projects • Subdivision Control Bylaw update. • Improving use of corporate Records Management system. • DCC bylaw update. • Streamlining management of Private Jobs process by • Mosaic development review. improving workﬂ ow, reducing processing me, tracking • Sanitary Hydraulic Model. progress.

2014-2018 Financial Plan 73 Engineering & Operations INFRASTRUCTURE PLANNING & DEVELOPMENT AND CUSTOMER SERVICE

Efﬁ ciency and Effectiveness in 2013

• Streamlined review process for development applica ons • Revised wri en procedure guides, e-docs and email (engineering component) to reduce duplica on of work and no fi ca on for specifi c permits. transi on me between reviewers. • Updated the applica on process and related forms for waste • Eliminated the Engineering reviews for Building Permits with carts set-out/setback process to reduce response me. a value of less than $20,000. • Converted to digital tracking of subdivision approvals • Streamlined process for Site Profi le to reduce the number of and development permits in Prospero. reviewers and transi on me between reviewers. • Implemented on-line tracking of inspec ons (e-inspec ons is next step) and Subdivision applica ons and Off site Works applica ons.

New Revenue

Cost Recovery for Inspec ons Cost Recovery for Processing Preliminary Lot Reviews (for There is an opportunity to recover the cost of staff me subdivisions) related to two specifi c situa ons: Staff respond to inquiries from realtors and land owners seeking advice, considera on and informa on about • Applicants who have paid the fi xed inspec on fee but requirements for subdividing lots. This service is provided free require mul ple site inspec ons. of charge. Each inquiry is unique and so the service requires • Proper es without permits that cause damage to City varying levels of staff me. infrastructure or put the public at risk. This proposal would see the implementa on of a fee The City’s current fee structure does not allow for the structure designed to make the service cost-neutral, or recovery of staff me associated with the above work. A bylaw revenue genera ng. A bylaw amendment may be required to amendment may be required to implement this proposal. implement this proposal. New Permit – Erosion and Sediment Control In response to a growing area of concern, a new permit to regulate soil erosion and sediment control on private construc on sites is being developed. The new permit would provide for the review of soil erosion, sediment control plans, and inspec on of private land development sites. A new bylaw would be required to enable staff to issue permits and charge a fee(s).

74 City of Port Coquitlam Engineering & Operations INFRASTRUCTURE PLANNING & DEVELOPMENT AND CUSTOMER SERVICE

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Erosion and Sediment Control Bylaw Council: Infrastructure Engineering Q2 Technologist – Environmental ISMP’s for remaining catchments Council: Infrastructure Deputy Director E&O 2015 Update Emergency Spill Response Plan Council: Infrastructure Deputy Director E&O Q3

Process Mapping for Monitoring Wells, SRD Council: Infrastructure Engineering Q2 Technologist – Environmental Stormwater Hydraulic Model Council: Infrastructure Deputy Director E&O 2015 Update Highway Bylaw (No. 2011) Council: Infrastructure Deputy Director E&O Q3 Develop Municipal Access Agreement Council: Infrastructure Supervisor of Design Q3 and Technical Services Implement Tempest My City (to allow Council: Organiza onal Customer Service 2015 residents and developers to apply for Permits Development (OD) Manager online) Tempest – Prospero – Training for staﬀ Council: OD Customer Service Q1 Manager Review of Security releases of completed Council: OD Customer Service Q4 permits Manager Implement MMBC administra ve Council: OD Engineering Customer Q1-Q4 requirements Service Reps and Opera ons Clerks

Indicators and Measures

Indicator/Measure 2009 2010 2011 2012 2013 YTD (Projected) Number of Calls for Service (CFS) inquiries, complaints, 3890 3485 3507 3962 3793 (4000) requests recorded Number of Permit Applica on 437 539 563 616 542 (600) Received Commi ee mee ngs 26 28 26 15 10 (11) Process applica on for solid 199 634 290 230 211 (250) waste carts Average Approval/ 113 80 71 54 19 (28) Comple on Time Value of Works Processed* $16.8M $3.3M $10.0M $2.0M $0.7M * Based on securi es received

2014-2018 Financial Plan 75 Engineering & Operations INFRASTRUCTURE PLANNING & DEVELOPMENT AND CUSTOMER SERVICE

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $911,116 $939,365 $850,400 $865,300 $880,400 $895,800 $911,500 Equipment 29,380 17,532 29,300 29,800 30,300 30,800 31,300 U li es 1,758 619 1,700 1,700 1,800 1,800 1,800 Material & supplies 9,347 28,693 24,600 25,000 25,400 25,900 26,300 Contracted services 21,413 14,713 9,300 9,500 9,600 9,800 9,900 Purchases (401,341) (448,516) (456,200) (463,900) (471,900) (479,900) (488,000) Total expenditures $571,673 $552,405 $459,100 $467,400 $475,600 $484,200 $492,800 Revenues generated (605,814) (445,440) (412,000) (416,500) (421,100) (425,700) (430,400) Net Opera ng Costs $(34,141) $106,965 $47,100 $50,900 $54,500 $58,500 $62,400

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $1.78 $0.77 $0.82 $0.87 $0.92 $0.97

Expenditures by Type

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76 City of Port Coquitlam Engineering & Operations OPERATIONS

Division Focus

The Opera ons Division supports the community by providing Opera ons staﬀ ensure vehicle and pedestrian traveling a number of highly-valued services at an op mum cost to surfaces meet the expecta ons of the community through taxpayers, and in a manner that is responsive to their needs. regular maintenance, expansions, and responding to emergency situa ons. This group cares for our physical The Opera ons Division consists of Public Works (Roads community by replacing aging infrastructure, such as storm and Drainage, Construc on), Solid Waste, Fleet, Trades and and sanitary sewer mains and services, and providing U li es (see U li es business plans on pg 134 and 140). excep onal solid waste management.

Operations Manager

Section Manager Section Manager Section Manager Public Works and Utilities Trades, Fleet & Solid Construction (See Water & Sewer) Waste

Foreman III Foreman III Foreman III Foreman III Construction Public Works Trades & Sanitation Shop

Foreman II Foreman II Foreman II Sign 2x Trades III 3x Trades III Construction Public Works Asphalt Maker Carpenter Mechanic

Water Foreman II Trades I 5x Solid Waste Trades III Operator Construction Sign Installer Operator Welder

3x Operations Trades I Water Maintenance Trades II Gradesetter Operator Worker (2 f/t, 1 Welder/ casual) Mechanic

Truck Driver Trades I III Gradesetter Opera ons • 50 full- me Truck Driver • 3 casual III

2014-2018 Financial Plan 77 Engineering & Operations OPERATIONS

Business Perspective/Environmental Scan

• The Solid Waste Program maintains a high profi le • Demand for Fleet services are signifi cant, every division related to environmental stewardship to residents is under pressure to complete projects and work. in the community. The services of this area are in The sec on provides support services to emergency signifi cant demand, due to the high numbers of response crews, solid waste services, and excava on requests from the public for services. equipment needed to maintain crew effi ciency and to • The impacts of the Provincial recycling regula ons have respond to customers urgent needs. yet to be determined. At this me, local governments • The City has a signifi cant investment in signage and will be mee ng with the Province and MMBC to resolve road markings which are required to meet RTAC outstanding issues. Pending the outcome of these Standards to provide drivers and pedestrians a high mee ngs, the City will have to determine poten al level of safety. Proper maintenance and repair of the changes to curbside recycling collec on for single City’s signage infrastructure is required to eff ec vely family, exis ng mul -family customers and new mul - provide for many years of service life. family customers.

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Con nue 2013 stream maintenance program ✔ Con nue 2013 video inspec on program of the storm sewer system ✔ Con nue to improve Solid Waste Collec on services to increase diversion rates ✔ Integrate new solid waste vehicles into the Fleet ✔ Expand the School District green and blue cart program into remaining schools In Progress

Day-to-day Ac vi es • Inspected, serviced and repaired ~3120 fl eet units annually. • Responded to 124 requests to remove graffi , 103 requests Performed 144 commercial vehicle inspec ons and 576 related to crosswalks, curbs and sidewalk repairs, 80 small equipment repairs. requests related to street signs and 398 traffi c sign requests. • Performed annual inspec ons on sidewalks, bridges, curbs, • Designed and installed box wraps on Sanitary and Storm regulatory signage, road markings and other appurtenances. Pump Sta on Kiosks, Standby Generators, and Traffi c Controllers.

Other Key Accomplishments • Completed 7 water main replacements. • Acquired fi ve new automated garbage trucks to replace the • Successfully applied and completed in-stream works in fi sh core fl eet. sensi ve areas. • Hosted the very successful Our City at Work centennial event • Ini ated the Biggest Waste Loser contest, which focused at the Opera ons Centre. the waste reduc on experience of four families in the community. Along with local sponsors, the City awarded prizes for the best outcomes.

78 City of Port Coquitlam Engineering & Operations OPERATIONS

Efﬁ ciency and Effectiveness in 2013

• Less grading and maintenance of the barge ramp oﬀ Coast • Acquired a re monitoring scanner – enables mechanics to Meridian as the result of paving the approach ramp. reset re sensors on City vehicles instead of sending units • Less gravel lane grading as the result of having resurfaced to a dealer. This process reduces down me, travel costs and several lanes with milling the previous year. other related costs for units to be tested. • Conver ng to electronic me card system has freed up • The installa on of new fuel dispensa on hardware/so ware supervisor and clerk me for other du es and has improved has improved system informa on to the supervisor in the the quality and informa on that is provided. sec on for scheduling equipment maintenance work. • The current single family levy is set at $176.30.

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Keep the City’s road network in good repair CSP: Economic Strength Manager of Public Q4 Works and Construc on

Nego ate a favorable agreement with MMBC CSP: Cost containment Opera ons Manager, Q1-Q4 and public service Common Services Manager, Foreman III Con nue to increase diversion by providing CSP: Cost containment, Opera ons Manager, Q1-Q4 educa on to the public. public service and Common Services environmental Manager, Foreman III enhancement Complete the 2014 list of Capital Project on CSP: Strategic Service Manager of Public Q4 budget and schedule Delivery, Community Works and Construc on Well-being 2014 Vehicle Acquisi ons: Crane Truck, Council: Effi ciency Common Services Q1-Q4 Flush Truck, Carpenter Flat Deck, Sewer Sec on Manager, Maintenance Van, 2- Mini Dumps Reques ng Departments Complete the annual inspec ons and Council: Infrastructure Common Services Q1- Q4 ini ate repairs as required to maintain the Manager, Foreman III, infrastructure and safeguard the public Staff Maintain and install crosswalks and road Council: Infrastructure Common Services Q1-Q3 markings Manager, Foreman III, Staff Review sidewalk heaving from street tree Council: Infrastructure Common Services Q1-Q2 roots. Manager, Foreman III and Parks Department Review sidewalk heaving from street tree Council: Infrastructure Common Services Q1-Q2 roots. Manager, Foreman III and Parks Department

2014-2018 Financial Plan 79 Engineering & Operations OPERATIONS

Indicators and Measures

Roads & Drainage 2009 2010 2011 2012 2013 (Projected) Street Sweeping 73 40 56 49 39 Number of Flooding and 58 75 101 93 110 Drainage service requests Illegal Dumping pick up n/a n/a n/a 157 172 Pot Hole Filling 146 92 137 100 115 Total Calls for Road & 1713 1437 1611 1512 1720 Drainage Issues

Solid Waste 2009 2010 2011 2012 2013 (Projected) Calls for service (solid waste) 1132 1159 1284 1456 1500 Diversion rate (%) 49% 60.5% 62.5% 63% 63.3%

80 City of Port Coquitlam Engineering & Operations OPERATIONS

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $3,165,770 $3,339,886 $3,041,000 $3,090,700 $3,145,500 $3,200,700 $3,256,600 Equipment 1,505,393 1,810,958 1,666,500 1,694,900 1,723,500 1,752,800 1,782,700 U li es 455,029 500,455 443,000 450,600 458,200 466,100 473,900 Material & supplies 1,071,581 1,124,552 1,122,400 1,141,400 1,160,800 1,180,700 1,200,600 Contracted services 2,651,718 2,977,946 3,298,900 3,355,000 3,412,000 3,470,000 3,529,000 Purchases 148,240 109,148 111,000 112,900 114,700 116,700 118,800 Total expenditures $8,997,731 $9,862,945 $9,682,800 $9,845,500 $10,014,700 $10,187,000 $10,361,600 Revenues generated (5,816,747) (5,394,959) (5,676,900) (5,738,400) (5,800,900) (5,863,900) (5,927,300) Net Opera ng Costs $3,180,984 $4,467,986 $4,005,900 $4,107,100 $4,213,800 $4,323,100 $4,434,300

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $74.34 $65.67 $66.46 $67.21 $67.97 $68.75

Expenditures by Type

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2014-2018 Financial Plan 81 Engineering & Operations TRANSPORTATION

Division Focus

The Transporta on Division is responsible for monitoring, the Ministry of Transporta on and Infrastructure, ICBC and managing, planning and improving the City’s transporta on the RCMP. This liaison func on is fundamental to improving system. transporta on services that directly benefi t residents, employees, and businesses. Staff plan and implement capital improvements to support walking, cycling, transit, goods movement and automobile Finally, staff oversee the traffi c management of City roads travel. This work supports the popula on and employment with the installa on and opera ons by other divisions. increases iden fi ed in the City’s Offi cial Community Plan and This includes the traffi c signal system, pedestrian crossing is informed by the Master Transporta on Plan. controls, on-street parking/stopping restric ons, school access, construc on traffi c management, and speeding Staff acts as the primary liaison with external transporta on concerns. agencies such as TransLink, the Coast Mountain Bus Company,

Manager of Transportation

Transportation Project2x Engineering and Trafﬁ c Technologist TechnologistTechnician / Projects

Transporta on • 3 full- me

Business Perspective/Environmental Scan

• Current challenges to achieving transporta on priori es • Limited inﬂ uence on external decisions (TransLink, include: CMBC and MoTI). • Desired capital improvements exceed City’s ability to • TransLink’s current funding challenges. fund. • Signiﬁ cant funding required to maintain the exis ng transporta on infrastructure in a state of good repair.

82 City of Port Coquitlam Engineering & Operations TRANSPORTATION

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Complete the Master Transporta on Plan Update and public communica ons program. MTP ✔ Communica ons Program In Progress Complete design for the Kingsway Avenue mixed use trail between Wilson Ave & Broadway St. In Progress Develop an Intelligent Transporta on System strategy. In Progress (near complete) Con nue to promote comple on of the Evergreen Line Rapid Transit Project including Ongoing extension to downtown Port Coquitlam.

Day-to-day Ac vi es • Respond to public calls, e-mails and front counter inquiries • Prepare func onal and detailed designs for traffi c (~10 to 15 per day). improvements ( ~ 3 per week) including paint plans, • Analyze warrants for poten al traffi c signals, stop controls geometric modifi ca ons, and crosswalks. and pedestrian crossing upgrades (~ 40 per year). • Review/issue Lane Closure Permits ( ~ 2 to 3 per week) • Review development applica ons re transporta on impacts • Liaise with TransLink/MoTI/ICBC (daily). (~ 2 per week). • Review school related concerns and requests (daily on a seasonal basis). Other Key Accomplishments • Obtained TransLink’s commitment to operate the new #188 • Increased communica ons and dialogue within the division, bus service in Port Coquitlam. improved employee engagement. • Ini ated the NE Sector Area Transit Plan Update process with • Implemented 2013 Sidewalk Improvement Program. TransLink. • Completed 2013 traffi c signal and pedestrian crossing • Completed the Pavement Condi on Assessment Study. reviews. • Ini ated the City Owned Bus Shelter Program (3 loca ons). • Implemented the Citadel Middle School pedestrian and • Extended the TravelSmart Port Coquitlam program with traffi c safety improvements. TransLink.

Carryover Projects • Shaughnessy Street Pedestrian and Cyclist Path detailed • Victoria Drive Func onal Design Study (with Coquitlam). design. • Install illuminated street signs at Shaughnessy/Fraser and • NE Sector Area Transit Plan Update process with TransLink. CMR/Prairie.

Efﬁ ciency and Effectiveness in 2013

• Reduced processing me for transporta on review of private · Obtained ICBC fi nancial support ($34k) for various city development projects. wide traffi c safety improvements. • Obtained external fi nancial support to improve the · Obtained CMBC fi nancial support for bus shelters eff ec veness of several capital programs: ($20k) and accessible bus stop pads ($12.5k). · TransLink increased funding to 100% ($751k) for the • Streamlined the Lane Closure Permit review/approval Major Road Network opera ons, maintenance and process for effi ciency and improved customer service. rehabilita on. • Streamlined the Oversize/Overweight Vehicle Permit review/ · Obtained ICBC ($100k) and TransLink ($50k) fi nancial approval process for effi ciency and improved customer support for the Shaughnessy/Fraser traffi c signal. service.

2014-2018 Financial Plan 83 Engineering & Operations TRANSPORTATION

New Revenue

Temporary Use of Road Rights-of-Way by Third Par es private property owners regarding por ons of unopened This idea proposes expanded use of encroachment lanes and roads. Council direc on related to this proposal agreements to generate revenue. The primary opportuni es would be required. would be through agreements with the immediately adjacent

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Strategic Plan (CSP) Responsible Comple on and Council Priori es Date Complete NE Sector Area Transit CSP: Develop a strong Manager of Transporta on, support by Q4 Plan (by TransLink) lobby for transit Manager of Planning improvements Obtain CPR approval for the CSP: Create a Manager of Transporta on, support by Q3 design of the Shaughnessy Street sustainable community, Director E&O. underpass Sense of community Fremont Connector alignment CSP: Create a Director of E&O, Manager of 2014/2015 planning study sustainable community Transporta on, Manager of Planning Update Pavement Management CSP: Create a Manager of Transporta on, Sec on Q2 Plan sustainable community Manager Public Works & Construc on Review and update traffi c bylaws CSP: Create a Manager of Transporta on, Manager of Q3 sustainable community Bylaws Develop roundabout or traffi c circle CSP: Create a Transporta on Technologist, Manager of Q1 program for considera on sustainable community Transporta on Develop a comprehensive CSP: Sustainable future Transporta on Technologist, Sec on Q2 rehabilita on program for exis ng Manager of Public Works & Construc on, traffi c signal infrastructure Manager of Transporta on Review and update pedestrian CSP: Create a Project & Traffi c Technician, Manager of Q2 and traffi c safety programs for City sustainable community, Transporta on, Coquitlam School District, schools. Sense of community ICBC and RCMP Update cycling programs with CSP: Create a Project & Traffi c Technician, Manager of Q3 advice of Bicycle Advisory Group sustainable community, Transporta on, Bicycle Advisory Group Sense of community Review of Security releases of Council: OD Customer Service Manager Q4 completed permits

84 City of Port Coquitlam Engineering & Operations TRANSPORTATION

Indicators and Measures

Roads & Drainage 2009 2010 2011 2012 2013 (Projected) # Lane Closure Permits Issued 43 85 113 135 120 # Traﬃ c signal warrants completed n/a n/a n/a n/a 24 # Pedestrian crossing warrants n/a n/a n/a n/a 15 completed # Collisions (ICBC data) 2820* 2550* 2560* 2710* tbd # Partnerships with external n/a n/a n/a n/a 20 transporta on service providers

* Data rounded by ICBC

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $330,411 $340,655 $341,100 $347,100 $353,100 $359,300 $365,600 Equipment 4,310 2,572 4,300 4,400 4,400 4,500 4,600 U li es 358 126 400 400 400 400 400 Material & supplies 2,280 6,999 6,000 6,100 6,200 6,300 6,400 Contracted services 14,484 9,952 6,300 6,200 6,300 6,400 6,500 Purchases (112,479) (125,701) (127,900) (130,000) (132,300) (134,600) (136,900) Total expenditures $239,364 $234,604 $230,200 $234,200 $238,100 $242,300 $246,600 Revenues generated (91,978) (67,629) (62,600) (63,200) (64,000) (64,600) (65,400) Net Opera ng Costs $147,386 $166,975 $167,600 $171,000 $174,100 $177,700 $181,200

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $2.78 $2.75 $2.77 $2.78 $2.79 $2.81

Expenditures by Type

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2014-2018 Financial Plan 85 Karen Grommada, CPA, CMA Director of Finance FINANCE 604.927.5305 [email protected]

Overview

The Finance Department provides ﬁ nancial services to ci zens, City departments and City Council. The department also supports the other City departments with the safeguarding and administra on of the City’s $700 million of assets and $90 million of annual opera ng costs. Key func ons performed by the department include: • Financial planning • Financial policy development and implementa on • Payroll services • Accounts payable • Investment management • Financial repor ng • Taxa on, billings and revenue collec on • Purchasing, Inventory and Stores • Risk management

Director of Finance Corporate Services Support

Manager of Manager of Manager of Manager of Manager of Revenues & Financial Financial Accounting Purchasing Collections Systems and Services Services Processes Financial Tax Assistant Analyst Storekeeper Supervisor Manager of / Buyer Business Payroll Analyst Accounts 2.5 x Customer Payable Clerk Service Assistant Payroll Store Keeper Clerk Computer Operator / Computer Accounting Operator / Finance Clerk II Computer Accounting 2 x Computer Operator / • 21 full- me Clerk I (p/t) Operator / Computer Accounting • 4 part- me Accounting Clerk 1 Operator / Clerk (p/t) Accounting Clerk I

86 City of Port Coquitlam Finance

2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $1,937,665 $1,966,167 $2,036,700 $2,071,800 $2,108,600 $2,145,200 $2,182,800 Equipment 217,600 222,100 225,900 229,800 233,600 237,600 241,700 U li es 178,116 181,800 184,900 188,000 191,300 194,400 197,700 Material & supplies 179,146 182,900 185,800 188,800 192,100 195,300 198,600 Contracted services 1,130,646 1,139,600 1,087,200 1,105,500 1,124,100 1,143,700 1,162,600 Purchases (1,022,700) (1,064,900) (1,083,100) (1,101,600) (1,120,300) (1,139,300) (1,158,700) Total expenditures $2,620,473 $2,627,667 $2,637,400 $2,682,300 $2,729,400 $2,776,900 $2,824,700 Revenues generated (263,400) (323,200) (326,500) (329,800) (333,100) (336,400) (339,700) Net Opera ng Costs $2,357,073 $2,304,467 $2,310,900 $2,352,500 $2,396,300 $2,440,500 $2,485,000

$ Change from previous year 6,433 % Change 0.28% Property Tax Impact 0.01%

Changes in net opera ng budget from 2013 to 2014 are primarily Expenditures by Type due to: % change $$'+""(. Inﬂ a on of materials/contracts $ 11,000 0.43% #*&+""'.

Wage increases 70,133 2.68% Addi onal revenue (3,300) -0.12% Savings and eﬃ ciencies (71,400) -2.71% #*'*""'. $"%()"" $ 6,433 ''. #"*)$"" $+.

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $38.34 $37.88 $38.07 $38.22 $38.37 $38.53

4% of total City Budget

2014-2018 Financial Plan 87 Finance

Business Perspective/Environmental Scan

• The fast moving pace of the digital world has required • There is an expecta on of online services for the public the fi nance department to develop new processes and employees. to respond more quickly to stakeholder informa on • Internally, all City departments are being asked to fi nd needs. ways of doing more with less and are relying on fi nance • Increasingly, the fi nance department is being called on to help provide them with mely fi nancial informa on to provide more sophis cated fi nancial models to help and analysis to allow them to make the appropriate with long range fi nancial planning. strategic decisions.

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Implement two new Enterprise Resource Planning (ERP) systems. In progress Update the DCC Bylaw along with the Financial, Purchasing and Reserve Policies. In progress Apply the FIG Commi ee’s Corporate Financial Goal to City budgets and opera ons. ✔ Con nue to qualify for the Government Finance Offi cers Associa on’s Dis nguished Budget ✔ Presenta on Award and Award for Financial Repor ng. Maintain a high level of fi nancial stewardship and opera onal effi ciency. Ongoing

Day-to-day Ac vi es • Billing and collec on of $70 million in taxes and u li es • Disbursement of $74 Million in Accounts Payable (~12,000 (19,570 tax customers). invoices). • Provide procurement services to the City’s departments. • Administer payroll for 400+ employees on a bi-weekly basis, • Manage and provide support for the City’s $91 million with three agreements. annual budget.

Key Projects / Accomplishments • Received Government Finance Offi cers Associa on award • Streamlined fi nancial planning process by implemen ng a for fi nancial repor ng for 7th consecu ve year. new fi nancial planning module that will facilitate access to • Improved customer service by implemen ng a web interface budget informa on. allowing residents to access their account informa on 24 • Received Government Finance Offi cers Associa on awards hours a day, 7 days a week. for dis nguished budget presenta on for 15th year. • Implemented new records management process for cash receipts. Thereby reducing related staff me by 50%.

Carryover Projects • Con nued review of fi nancial reserves and development of • Con nued roll-out of new Enterprise Resource Planning long term fi nancial planning strategies. system with the Financial Management, Project Cost and • Standardiza on of City fl eet purchases and purchasing Billing and Procurement Management modules expected to process standardiza on. go live in 2014. (Agresso) • Upgrade, install and manage various components of the • Implement eBilling where customers will be able to sign up City’s fuel system. to receive their 2014 tax and u lity bills electronically.

88 City of Port Coquitlam Finance

Efﬁ ciency and Effectiveness in 2013

• Coopera ve purchasing with other ci es within the Tri-Ci es • Assisted with implementa on of Electronic Crew Card Payroll as well as the provincial government resul ng in cost savings. Process for the Opera ons division resul ng in a reduc on of • Reduced the number of manual payments, resul ng in duplicate entry and addi onal informa on to be er manage a more streamlined process and more accurate system opera ons. informa on. • Electronic Home Owner Grants have increased to 6,998 in • Implemented a new procurement process focussing on value 2013 from 6,696 in 2012 (almost 2% increase), reducing staﬀ with design and manufacturer concept. This process was processing me. used for the City’s new ﬁ re engine.

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Implement Financial Management, Council: OD Managers of Financial Project Cost and Billing and Procurement CSP: Strategic Service Systems & Processes, Q4 Management modules for the Enterprise Delivery & Sustainable Accoun ng Services and Resource Planning system upgrade (Agresso). Future Informa on Services Long term infrastructure ﬁ nancial planning Director of Finance; Council: Infrastructure for new and exis ng assets. Manager of Financial Ongoing CSP: Sustainable Future Services Con nuous Improvement Assessment of the Council: OD Manager of Financial City’s purchasing func ons. CSP: Strategic Service Systems & Processes; Q1 Delivery & Sustainable Purchasing Manager Future Implement electronic tax and u lity billing CSP: Strategic Service Manager of Revenue & service. Delivery & Sustainable Q2 Collec ons Future Meet applica on requirements for the 2013 CSP: Strategic Service Manager of Accoun ng Q2 GFOA Financial Repor ng Award. Delivery Services Meet applica on requirements for the 2014 CSP: Strategic Service Manager of Financial GFOA Dis nguished Budget Presenta on Q2 Delivery Services Award.

2014-2018 Financial Plan 89 Finance

Indicators and Measures

Indicator/Measure 2010 2011 2012 2013 Target Current year taxes outstanding at December 31 2.37% 1.94% 2.05% 2.00% Number of insurance claims (lawyer assigned) 6 14 9 10 Number of incidents (adjuster / examiner 39 38 40 40 assigned) % of folios claiming electronic Home Owner 38% 42% 44% 46% Grant Number of invoices processed 10,353 11,612 11,686 ~12,000 # of special cheques issued as percentage of .56% .40% .39% .46% total payments Number of tenders, requisi ons, quota ons & request for proposal calls processed by 37 37 43 40 Purchasing $ of purchasing card transac ons as percentage 1.41% 1.76% 1.81% 1.78% of total purchases

90 City of Port Coquitlam Nick Delmonico FIRE & EMERGENCY Fire Chief / City Emergency Coordinator 604.927.5472 SERVICES [email protected]

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

Overview

Our focus is to provide safe, effi 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): “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.” The Fire & Emergency Services is comprised of fi ve divisions that are responsible for diff erent areas of service. • Administra on • Protec ve Services & Public Educa on • Fire Suppression • Training • Emergency Program

Fire Chief & Emergency Coordinator

Deputy Chief Deputy Chief Deputy Chief Emergency Protective Services / Operations / Training Facilities/Training Program Ofﬁ cer Public Education

2x Captain Assistant Chief Administrative Protective Services Training and Support Development Inspector Receptionist Protective Services 61 x Fireﬁ ghters Clerk / Typist

Fire & Emergency Services • 71 FTEs

2014-2018 Financial Plan 91 Fire & Emergency Services

2013 Budget 2014 Budget 2015 Budget 2016 Budget 2017 Budget 2018 Budget Revenues Fire Administra on $(13,500) $(13,500) $(13,600) $(13,800) $(14,000) $(14,100) Protec ve Services (3,000) (8,000) (8,100) (8,200) (8,300) (8,300) Fire Suppression ------Training - (15,000) (15,000) (15,000) (15,000) (15,000) Emergency Preparedness ------Revenues Total: $(16,500) $(36,500) $(36,700) $(37,000) $(37,300) $(37,400)

Expenditures Fire Administra on $426,000 $460,900 $461,000 $461,200 $461,300 $461,400 Protec ve Services 545,800 615,000 616,000 616,800 617,800 618,600 Fire Suppression 6,859,200 8,099,900 8,109,700 8,119,700 8,129,700 8,139,800 Training 159,700 176,600 177,200 177,900 178,600 179,300 Emergency Preparedness 81,900 81,800 83,000 84,400 86,000 87,400 Expenditures Total: $8,072,600 $9,434,200 $9,446,900 $9,460,000 $9,473,400 $9,486,500

Net Opera ng Costs $8,056,100 $9,397,700 $9,410,200 $9,423,000 $9,436,100 $9,449,100 $ Change from previous year 1,341,600 % Change 16.65% Property Tax Impact 2.49% Expenditures by Type Changes in net opera ng budget from 2013 to 2014 are primarily due to: % change (&'( Infl a on of Materials/Contracts $8,000 0.10% )", IAFF Collec ve Agreement (Retro) 462,900 5.73% IAFF Collec ve Agreement (2014 eff ect) 418,400 5.18% Addi onal Firefi ghters (4) 308,700 3.82% Balance of 2013 Addi onal Members Salary 143,600 1.78% &$% !, $1,341,600 #! , 14% of total #&&" $, #""$ #, City Budget Fire Suppression 85% Training 2%

Emergency Preparedness 1% Fire Administra on 5% Protec ve Services 7%

92 City of Port Coquitlam Fire & Emergency Services

Business Perspective/Environmental Scan

• Fire Hall 2 - The Department is facing pressure to • Review of Apparatus Life Cycles and Ongoing Costs upgrade/replace an aging facility to ensure opera onal - With rise in call volume and use of Fire Apparatus, eff ec veness, environmental and health concerns as the Department needs to ensure it focuses on well as gender diversity are addressed. methodologies to ensure its ability to address the • Increased Call Volume - The Department needs to associated fi scal challenge of apparatus maintenance ensure its ability to ensure effi cient response under and life cycles. the pressure of rising call volume and the associated • Review of Service Levels - The Department will con nue training and cer fi ca on standards. its process of review and sta s cal analysis to ensure the revised Response Plan meets both the current and ongoing needs of the City.

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Ongoing work to ensure the implementa on of the Opera onal Review recommenda ons Near complete Develop and implement a yearly training schedule ✔ Review and develop new recruitment guidelines and tes ng processes to ensure that current ✔ prac ces and diversity expecta ons are met Con nued training and staff development to ensure further Emergency Opera ons Centre ✔ effi ciency Implement restructured Capital Plan for fl eet apparatus to ensure sustainability is ongoing ✔ Development of new resource alloca on codes to ensure more effi cient response to emergencies ✔ Look for methodologies to provide updated maintenance support for #2 Firehall In progress Develop a new succession planning training model ✔

Day-to-day Ac vi es • Mee ng the requirements for Fire By-Law inspec ons. • Ensuring we meet the standards for fast, safe and effi cient • Ensuring we meet the ever expanding training and response. cer fi ca on requirements. • Educa ng the community on Fire Safety and Emergency • Working to ensure posi ve and produc ve staff rela ons. Preparedness.

Key Projects / Accomplishments • Upda ng the Flood & Evacua on Response Plan. • Mobile Inspec on Program – staff effi ciencies and reduc on • Updated Opera onal Response Plan and ongoing sta s cal in paper use. analysis. • Upgrading all aspects of the recruitment process to meet • High-Rise Training – working with neighbouring departments current standards. to ensure eff ec ve inter-operability.

Carryover Projects • Emergency Preparedness Public Ini a ves Campaign. • Detailed budget & funding process review. • Review sta s cal informa on to assess eﬀ ec veness of • Capital acquisi on of new Rescue Engine. response plan. • Mapping System – built mapping system with help from GIS to document private hydrants, and suspicious ﬁ res.

2014-2018 Financial Plan 93 Fire & Emergency Services

New Revenue

As an emergency service, the Fire Department has very few Charging a fee for re-inspec ons is a shi from the current opportuni es to generate revenue. One area to explore, model of compliance to an enforcement model. The current however, is the implementa on of fees or charges for model is user-friendly but is open to much abuse as there is some Fire Preven on Services. Many municipali es have very li le incen ve to ensure comple on. The enforcement successfully implemented user fees for the individuals model transfers cost to the users of the service. or groups that cause the greatest strain on services for Council would have to weigh the cost advantages of fees preventable ac ons, such as: such as these with the possibility of complaints from users. • mul ple false alarms The proposed fees, below, could be implemented in part or • mul ple re-inspec on visits for non-compliance inspec ons whole, as directed.

Reason for Fee/Charge Proposal # Occurrences in 2012 Poten al Revenue (es mated - 2012) Mul ple false alarm Implement ascending ﬁ nes for 50 50 x $200 = $10,000 responses con nual false alarms Re-inspec on Charge for non-compliance 938 established property 938 x $150 = $140,000 re-inspec ons 132 new business 132 x $150 = $19,000 Work without permit re- Fine unpermi ed work 140 140 x $162 = $22,700 inspec on $191,700

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Phase 2 of the Opera onal Response Plan: Council: Organiza onal • Ensure ongoing eff ec veness of Development (OD) Opera onal Response Plan, Fire Chief & Senior Staff Q4 CSP: Health & Safety of • Provide faster, more eff ec ve ops to Ci zens and Employees meet current/future needs. Staff development and succession planning Council: OD Senior Training Staff Q3-Q4 Develop plan to ensure upda ng and Council: Infrastructure Fire Chief & Senior Staff Q2-Q3 maintenance of Fire Facili es Training & Development re: plans for Rail and Council: Infrastructure Senior Staff , Training & wildfi re emergencies CSP: Health & Safety of Q3 FPS Divisions Ci zens and Employees

94 City of Port Coquitlam Fire & Emergency Services

Indicators and Measures

Indicator/Measure 2009 2010 2011 2012 2013 YTD # Students – Fire Preven on Week 4,176 4,376 4,533 5,573 4,494 # Residents – Hot Summer Nights 282 285 305 916 505 # Incidents 2,915 2,892 3,179 3,346 3,478 # Fires – Structure 59 44 61 57 58 # Medical Calls 1,479 1,480 1,882 1,915 1,956 Total Fire Call 152 109 115 179 158 # Fireworks Permits 59 60 60 56 1 % Compliance for Inspec on 53% 48% 48% 53% 51% Program Average suppression turnout me 1 min, 47 sec 1 min, 41 sec 1 min, 43 sec 1 min, 26 sec 1 min, 28 sec (dispatch to apparatus enroute) Average suppression travel me 5 min, 51 sec 5 min, 34 sec 5 min, 35 sec 5 min, 38 sec 4 min, 54 sec (from ﬁ re sta on to scene)

2014-2018 Financial Plan 95 Fire & Emergency Services ADMINISTRATION

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $402,077 $416,500 $451,400 $451,400 $451,400 $451,400 $451,400 Equipment ------U li es ------Material & supplies 9,968 6,900 6,900 7,000 7,100 7,200 7,300 Contracted services 6,413 2,600 2,600 2,600 2,700 2,700 2,700 Purchases ------Total expenditures $418,458 $426,000 $460,900 $461,000 $461,200 $461,300 $461,400 Revenues generated (30,553) (13,500) (13,500) (13,600) (13,800) (14,000) (14,100) Net Opera ng Costs $387,905 $412,500 $447,400 $447,400 $447,400 $447,300 $447,300

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $6.86 $7.33 $7.24 $7.14 $7.03 $6.93

Expenditures by Type

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% "%

96 City of Port Coquitlam Fire & Emergency Services PROTECTIVE SERVICES

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $404,933 $491,800 $561,000 $561,000 $561,000 $561,000 $561,000 Equipment ------U li es ------Material & supplies 4,792 44,200 44,200 45,000 45,700 46,500 47,200 Contracted services 12,008 6,700 6,700 6,800 6,900 7,000 7,100 Purchases 523 3,100 3,100 3,200 3,200 3,300 3,300 Total expenditures $422,256 $545,800 $615,000 $616,000 $616,800 $617,800 $618,600 Revenues generated (20,402) (3,000) (8,000) (8,100) (8,200) (8,300) (8,300) Net Opera ng Costs $401,854 $542,800 $607,000 $607,900 $608,600 $609,500 $610,300

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $9.03 $9.95 $9.84 $9.71 $9.58 $9.46

Expenditures by Type

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2014-2018 Financial Plan 97 Fire & Emergency Services FIRE SUPPRESSION

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $6,580,958 $6,272,200 $7,523,800 $7,523,800 $7,523,800 $7,523,800 $7,523,800 Equipment 1,363 - - - - - U li es 62,820 61,900 61,900 63,000 64,000 65,200 66,200 Material & supplies 267,105 281,600 260,300 264,700 269,400 273,600 278,200 Contracted services 244,083 243,500 253,900 258,200 262,500 267,100 271,600 Purchases ------Total expenditures $7,156,329 $6,859,200 $8,099,900 $8,109,700 $8,119,700 $8,129,700 $8,139,800 Revenues generated (6,901) ------Net Opera ng Costs $7,149,428 $6,859,200 $8,099,900 $8,109,700 $8,119,700 $8,129,700 $8,139,800

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $114.13 $132.79 $131.22 $129.50 $127.83 $126.20

Expenditures by Type

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98 City of Port Coquitlam Fire & Emergency Services TRAINING

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $142,386 121,400 $138,200 $138,200 $138,200 $138,200 $138,200 Equipment ------U li es ------Material & supplies 14,998 10,400 10,400 10,500 10,800 10,900 11,100 Contracted services 22,446 27,900 28,000 28,500 28,900 29,500 30,000 Purchases ------Total expenditures $179,830 $159,700 $176,600 $177,200 $177,900 $178,600 $179,300 Revenues generated - - (15,000) (15,000) (15,000) (15,000) (15,000) Net Opera ng Costs $179,830 $159,700 $161,600 $162,200 $162,900 $163,600 $164,300

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $2.66 $2.65 $2.62 $2.60 $2.57 $2.55

Expenditures by Type

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2014-2018 Financial Plan 99 Fire & Emergency Services EMERGENCY PREPAREDNESS

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $3,465 $3,600 $3,600 $3,600 $3,700 $3,800 $3,800 Equipment ------U li es 1642 2600 2600 2600 2700 2700 2800 Material & supplies 20923 44400 44400 45100 45800 46700 47500 Contracted services 28686 31300 31200 31700 32200 32800 33300 Purchases 2841 000000 Total expenditures $57,557 $81,900 $81,800 $83,000 $84,400 $86,000 $87,400 Revenues generated (2,850) ------Net Opera ng Costs $54,707 $81,900 $81,800 $83,000 $84,400 $86,000 $87,400

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $1.36 $1.34 $1.34 $1.35 $1.35 $1.36

Expenditures by Type

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100 City of Port Coquitlam Steve Traviss, CHRP Director of Human Resources HUMAN RESOURCES Phone: 604.927.5435 Email: [email protected]

Overview

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. The Department supports both internal and external customers by providing specialized advice and assistance in all facets of people management including recruitment, labour rela ons, occupa onal health and safety, staﬀ training and development, beneﬁ t administra on, wage and salary administra on and many other areas that involve exis ng and prospec ve City employees.

Director of Human Resources

3x Casual/ HR HR Advisor HR Advisor HR Advisor On-call Assistant Employee Health and Organizational Clerical Pool Relations Safety Development (shared by all departments)

Human Resources • 5 full- me • 3 casual (shared by all departments) 1% of total City Budget

2014-2018 Financial Plan 101 Human Resources

2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $687,757 $656,600 $683,500 $695,300 $707,500 $719,800 $732,600 Equipment ------U li es 3,300 3,300 3,400 3,400 3,600 3,600 3,600 Material & supplies 11,900 12,100 2,000 2,000 2,100 2,100 2,100 Contracted services 122,367 151,400 92,300 93,800 95,500 97,100 98,600 Purchases 1,000 1,000 12,000 12,200 12,400 12,600 12,800 Total expenditures $826,324 $824,400 $793,200 $806,700 $821,100 $835,200 $849,700 Revenues generated ------Net Opera ng Costs $826,324 $824,400 $793,200 $806,700 $821,100 $835,200 $849,700

$ Change from previous year (31,200) % Change -3.78% Property Tax Impact -0.06%

Changes in net opera ng budget from 2013 to 2014 are primarily Expenditures by Type due to:

% change Inﬂ a on of Materials/Contracts $3,000 0.36% Wage Increases 35,700 4.33% &'#% '&+ Addi onal Revenue - - Savings and eﬃ ciencies (69,900) -8.48% #$ + $(31,200) " + !" "+ ("# !"+

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $13.72 $13.00 $13.05 $13.10 $13.13 $13.17

102 City of Port Coquitlam Human Resources

Business Perspective/Environmental Scan

The City of Port Coquitlam is experiencing rapid change from • The majority of our labour market is within external and internal forces. Factors that are emerging today the municipal sector crea ng sector specifi c that will infl uence how we do our business now and in the compe veness and shortages. future include: • There is a strong desire to change the culture of the organiza on by increasing the contribu on of • Baby boomers are star ng to leave the workforce employees at all levels of the organiza on by tapping in greater numbers - the labour market is becoming into our collec ve knowledge, experience and passion. more compe ve with these employees leaving • Council is interested in leading the region in reviewing the workforce resul ng in more diffi culty in fi nding compensa on strategies for exempt leadership qualifi ed employees to fi ll vacancies and more pressure posi ons. in retaining exis ng employees; 54% of exempt employees are now over 50 years old.

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Develop and implement a new City-wide corporate training program In progress Deﬁ ne leadership goals and expecta ons throughout the organiza on and implement strategies In progress to support leadership development Develop and implement a succession planning program In progress (goal expanded to include knowledge transfer) ✔ Complete collec ve bargaining with CUPE and IAFF ✔ Promote health and safety policies and programs ✔ Enhance accessibility of HR related informa on to employees ✔ Review disability claims management processes ✔

Day-to-day Ac vi es • Labour rela ons - provide interpreta on and advice on • Disability management - case management involving Collec ve Agreements, resolve disputes, supports collec ve liaison with the injured employee, insurer and physician, bargaining process. maintaining sta s cs, establishing return to work plans, • Occupa onal Health and Safety - Provide support to OHS assessing duty to accommodate considera ons. commi ees through exper se in inspec ons, program • A endance management - greater involvement of HR to development, risk assessment, accident inves ga on, ensure mely repor ng and consistent applica on of the develop safety systems and processes, address regulatory program. compliance. • Benefi ts administra on - enroll new employees in benefi ts, answer pension and benefi t ques ons, liaise with benefi t providers, ensure employment contract requirements are met.

2014-2018 Financial Plan 103 Human Resources

2013 Accomplishments (cont.)

Other Key Accomplishments and reports and developed an ac on plan/status update • Achieved the Cer ﬁ cate of Recogni on and $46K rebate from the Business Development Opportuni es Task Force from WorkSafe BC. with a focus on customer service. • Developed and distributed the Con nuous Improvement • Co-sponsored Our City at Work centennial event, bringing Employee Survey with 225 employees comple ng the employees and our community together. survey, providing 500 unique comments. Results were • Implemented an exit interview process for capturing insights disseminated through a series of cross-func onal work from employees leaving the City. teams and “One City” communica on forums. • Hosted a regional workshop to discuss best prac ces on • Compiled a summary document from mul ple focus groups con nuous improvement, audits and internal rigour.

Carryover Projects • Performance management program for exempt employees will be fully implemented in 2014 following training the end of 2013.

Efﬁ ciency and Effectiveness in 2013

• Supported the development of a comprehensive • Eliminated redundancy in cer ﬁ ca on records being business planning document and con nuous kept by HR and Divisions. improvement process that has been endorsed by • Completed the con nuous improvement employee Council. survey in-house instead of u lizing an outside • Centralized recruitment adver sing under one Civic Info consultant resul ng in substan al savings. service account. • Issued a Request for Proposals (RFP) for the City’s • Implemented a paperless recruitment system reducing Employee and Family Assistance Program (EFAP) and administra ve and hiring manager processing me, awarded a contract to a new provider resul ng in savings in paper. contract savings. • Eliminated the process of keeping duplicate invoices in • Restructured the HR department resul ng in the HR that were being maintained by Finance. elimina on of a manager posi on.

104 City of Port Coquitlam Human Resources

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Strategic Plan (CSP) and Responsible Comple on Council Priori es Date Support three Con nuous Improvement Assessments Council: Internal Rigour HR Advisor – OD Q4 and Effi ciency Implement a centralized training and development program Council: Organiza onal Director of HR Q3 development (OD) Develop and implement a succession planning/knowledge Council: OD Director of HR Q3 transfer program Establish con nuous improvement process review Council: Internal Rigour HR Advisor – OD Q3 methodology, complete training and facilitate reviews and Effi ciency Implement Exempt Performance Management Program Council: OD (accountability) Director of HR Q1 Ensure greater consistency between divisions for a endance HR Advisor – EE Council: OD (accountability) Ongoing management Rela ons Improve communica on within and between departments Council: Customer Service HR Advisor - OD Q3 Increase awareness, processes, tools and opportuni es for Council: OD, Customer HR Advisor – OD Q4 sharing of informa on Service Review and implement improvements to onboarding Council: OD HR Assistant Q3 program Complete Cer fi cate of Recogni on for OHS and return to Council: OD, Internal Rigour HR Advisor – OHS Q4 work and Effi ciency

Indicators and Measures

Indicator/Measure 2009 2010 2011 2012 2013 YTD # Vacancy pos ngs 55 73 76 100 66 # Interviews conducted 128 78 126 170 179 # External hires 42 41 42 65 43 # Internal appointments 27 59 40 67 44 Average days from job pos ng to start date 60 60 50 50 TBD # Grievances ﬁ led 19 21 20 11 3 # Grievances resolved 14 14 7 28 5 # Correc ve ac ons 10 12 7 13 6 # Workplace Incidents Inves gated - - 17 30 44 # WorkSafe me-loss claims - - 16 30 14 Time-loss workplace injury (days lost) - - - 684* 442 # No- me-loss workplace injury incidents - - 91 90 62 # Mandatory safety training sessions - - 23 17 TBD

* In the 2013 Business Plan, days lost was incorrectly reported as 135

2014-2018 Financial Plan 105 Barry Becker Director of Parks & Recreation PARKS & RECREATION Phone: 604.927.7907 Email: [email protected]

CENTRALIZED SERVICES | PARKS & FACILITIES SERVICES | RECREATION

Overview

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

Director Parks & Recreation

Deputy Director Manager Manager Parks & Recreation Parks Planning & Design Parks & Services

15% of total City Budget Parks & Facility Services 34%

Recrea on Services 59% Centralized Services 7%

106 City of Port Coquitlam Parks & Recreation

2013 Budget 2014 Budget 2015 Budget 2016 Budget 2017 Budget 2018 Budget Revenues Centralized Services $(15,500) $(14,500) $(14,700) $(14,800) $(15,000) $(15,100) Recrea on Services (3,479,100) (3,461,400) (3,481,200) (3,519,700) (3,558,700) (3,597,500) Parks & Facility Management (933,200) (965,200) (975,700) (986,600) (997,400) (1,008,400) Services Revenues Total: $(4,427,800) $(4,441,100) $(4,471,600) $(4,521,100) $(4,571,100) $(4,621,000)

Expenditures Centralized Services 1,059,600 795,500 809,500 823,400 837,700 852,200 Recrea on Services 9,962,999 9,895,200 10,062,000 10,236,000 10,414,900 10,593,100 Parks & Facility Management 4,476,134 4,730,800 4,812,400 4,895,700 4,980,600 5,066,600 Services Expenditures Total: $15,498,733 $15,421,500 $15,683,900 $15,955,100 $16,233,200 $16,511,900

Net Opera ng Costs $10,637,834 $10,980,400 $11,212,300 $11,434,000 $11,662,100 $11,890,900 $ Change from previous year 342,566 % Change 3.22% Property Tax Impact 0.64%

Changes in net opera ng budget from 2013-2014 are primarily due to: Expenditures by Type % change Inﬂ a on of Materials/Contracts $98,666 0.65% $(&*&"" Wage Increases 346,700 2.30% #(. Fraser Valley Regional Library 53,000 0.35% Contract Increase +)))'"" Opera ng Costs of Prior Year's 31,100 0.21% (#. (%"+"" Capital &. Addi onal Revenue (64,300) -0.43% Savings and Eﬀ eciencies (122,600) -0.81% $342,566 $++&)"" &%#""". #+.

2014-2018 Financial Plan 107 Parks & Recreation CENTRALIZED SERVICES

Section Focus

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

Director of Parks and Recreation

Parks and Recreation Support Coordinator

Centralized Services 2x Parks and Recreation • 3 full- me Support (1x p/t) • 1 part- me

Business Perspective/Environmental Scan

Port Coquitlam is facing an aging recrea on facility Residents indicated a good level of sa sfac on with Parks infrastructure where there will be major work/cost to and Recrea on delivery of services based on the City upgrade and/or replace many of these facili es over the next Sa sfac on Survey conducted in September 2012. ten years. Community demand for services is outgrowing the City’s ability to deliver and meet these expecta ons in an economically aff ordable manner. As well, signifi cant program adjustments that may also aff ect facility design will be required to meet new changing demographics especially for the area of “baby boomers” as they re re.

108 City of Port Coquitlam Parks & Recreation CENTRALIZED SERVICES

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Develop a conceptual design vision and economic analysis for the expansion of the Port In progress Coquitlam Recrea on Complex, including the Wilson Centre for seniors.

Day-to-day Ac vi es • Managed the City’s Tree Cu ng Bylaw Program and • Managed a variety of indoor/outdoor user group and coordinated the administra on of the tree cu ng private facility rental applica ons. permits. • Provided support to the Healthy Community Commi ee • Coordinated the Department’s monitoring of long range on policy ma ers, strategic business planning ini a ves plans and ﬁ nancial planning/budge ng, liaised with and public inquiries. community groups, service partners and local agencies, • Provided administra ve support to Council/Commi ees responded to public inquiries, iden ﬁ ed and monitored such as the Spirit Commi ee and Community Cultural process improvements that incorporated best prac se Development Advisory Commi ee. changes into opera ons. • Coordinated the City’s Financial Assistance Program.

Other Key Accomplishments • Monitored and tracking of Parks, Recrea on Cultural • Par cipated in the leadership of the City and corporate Plan key recommenda ons to ensure these ac ons are ini a ves such as CUPE nego a ons. ed back into annual business and capital work plans. • Lead role with input from Divisional Managers in the • Worked with a staﬀ team to develop an opera ng/ development and delivery of the Department’s business partnership agreement with the Port Coquitlam Heritage planning sessions in April 2013. and Cultural Society for the Heritage Centre in the Outlet.

Carryover Projects • Con nued to work with School District #43 as the staff • Par cipated, as part of a staff work team, to conduct lead on the City/School District Liaison Commi ee and an assessment and feasibility analysis rela ve to the ini a ves such as upda ng the outdoor fi eld joint use expansion of the Port Coquitlam Recrea on Complex agreements (ongoing). including adjacent facili es and City-owned lands (ongoing).

Efﬁ ciency and Effectiveness in 2013

• Developed a process/template along with automa on • Developed a computer assisted system to track user of sta s cal data collec on to reduce staff me group rental booking usage and subsidies to reduce gathering data for reports and business plans. staff me and manual calcula ons for repor ng out • Implemented the tracking and monitoring of purposes. Tree Cu ng permit applica ons into Tempest to • Streamlined City processes by reviewing key internal increase staff management effi ciencies and internal procedures for effi ciencies including refi ning communica ons. partnerships with a number of community groups.

Con nued on next page

2014-2018 Financial Plan 109 Parks & Recreation CENTRALIZED SERVICES

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Strategic Plan (CSP) Responsible Comple on and Council Priori es Date Director of Parks & Council: Infrastructure Recrea on, Deputy To fi nalize with SD#43 outdoor fi eld joint use CSP: Sense of Director of Parks & Q2 agreements and Terry Fox Theatre opera ons Community Recrea on and Manager of Parks and Services To con nue to work as of staff team to fi nalize the feasibility/funding op ons on the expansion of the Council: Infrastructure Director of Parks & PoCo Recrea on Complex and adjacent facility/lands CSP: Sense of Recrea on and Staff Ongoing based on direc on from Council to move toward a Community Steering Group more detailed design phase Planning Council: Organiza onal Director of Parks & Session Q2 To take lead role in development of business plan/ Development (OD) Recrea on and Divisional Budget budget development processes. CSP: Strategic Service Managers Development Delivery Q3 To work with other Corporate Management Team members on the three key ini a ves iden fi ed for Council: OD Director of Parks & 2014 as follows: CSP: Strategic Service Recrea on and Corporate Q4 • Accountability Delivery Management Team • Learning & Development • Sharing Informa on To con nue streamlining the inter-department Council: OD planning, development and rezoning applica ons CSP: Strategic Service Admin Support Team Q2 process. Delivery To inves gate the feasibility of sending electronic Council: OD correspondence to user groups (eg. statements, CSP: Strategic Service Admin Support Team Q2 receipts, rental agreements and amendments, terms Delivery and condi ons and schedules). To simplify the tree cu ng permit process for Council: OD residents that are only removing one tree (fees are CSP:Strategic Service Admin Support Team Q2 waived). Delivery

110 City of Port Coquitlam Parks & Recreation CENTRALIZED SERVICES

Indicators and Measures

Indicator/Measure 2009 2010 2011 2012 2013 YTD # of Tree Cu ng Permits Processed 128 158 140 145 4,494 Financial Assistance Program - 282 285 305 916 505 Applica ons / Total Subsidy Provided 446 / $22,335 658 / $24,561 707 / $27,800 710 / $27,000 3,872 Leisure Buddy Program – 59 44 61 57 175 # of Requests / Requests Filled 57 / 55 62 / 58 65 / 61 65 / 65 1,956 # Volunteers / # Volunteer Hours 333 / 13,687 333 / 11,118 545 / 10,144 550 / 11,000 158 Self-Help Matching Grant Program – $20,000 / $20,000 / $20,000 / $20,000 / 1 Money Awarded / Community Value $69,694 $97,997 $102,400 $100,000 # of Online Registra ons 6,676 6,702 6,907 7,200 51%

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $867,697 $870,900 $599,500 $610,100 $620,700 $631,500 $642,600 Equipment 3,286 3,700 3,800 3,900 3,900 4,000 4,100 U li es 3,479 4,800 4,900 5,000 5,100 5,200 5,200 Material & supplies 94,551 126,900 136,400 138,600 141,200 143,400 145,900 Contracted services 40,825 35,300 33,900 34,600 35,000 35,700 36,200 Purchases 12,276 18,000 17,000 17,300 17,500 17,900 18,200 Total expenditures $1,022,114 $1,059,600 $795,500 $809,500 $823,400 $837,700 $852,200 Revenues generated (13,637) (15,500) (14,500) (14,700) (14,800) (15,000) (15,100) Net Opera ng Costs $1,008,477 $1,044,100 $781,000 $794,800 $808,600 $822,700 $837,100

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $17.37 $12.80 $12.86 $12.90 $12.94 $12.98

Expenditures by Type &+##$/ ',##$/ $&)'##$*/ (,,(## *(/ &&,##'/ $*###%/

2014-2018 Financial Plan 111 Parks & Recreation PARKS & FACILITY SERVICES

Focus

Both divisions work together to ensure the management, Through the City’s Life Cycle Program, Energy Management coordina on and development of parks and facili es. Program, and the Department’s Asset Management Program, this Sec on ensures a cost-eﬀ ec ve approach to logically Parks and Services Division planning replacements and iden fying/implemen ng The Parks Sec on contributes to the City’s vision by providing opportuni es for cost savings. top-quality parks and green spaces for public use. The City’s public open space landscapes are comprised of numerous Parks Planning and Design Division parks, trails, athle c ﬁ elds, playgrounds, ornamental and This Division is responsible for the long-term plan urban forestry areas, and cemetery opera ons. The sec on development and coordina on of construc on standards also provides value to the public through its support of the for open space, parkland acquisi on and environmental various civic events hosted by the City. considera ons with a focus on construc ng parks and trails that meet the needs of the City today and in the future. The Facility Services Sec on maintains and improves City facili es to meet public needs and expecta ons.

Director of Parks and Recreation

Manager of Parks and Services Manager of Parks Planning and Design

Manager Parks Coordinator of Facility Services Urban Parks Parks Parks Parks Forestry Supervisor, Supervisor, Supervisor, Supervisor, Technical Arborist Horticulture Sport Turf / Mowing Maintenance Maintenance Cemetery Coordinator Urban Trails 3x Parks Parks Technician Gardener II Sport Turf Maintenance Maintenance Technical Technician Worker II Worker II Maintenance Worker I Parks 5x Parks Maintenance Maintenance Irrigation 2x Parks 3x Parks Worker Worker Technician Maintenance Maintenance (casual) (all casual) Worker Worker I (seasonal) 2x Parks Maintenance 7x Parks 5x Parks Maintenance Parks and Services, Facili es, Worker II Maintenance Worker Parks Planning & Design (1x casual) Worker (2x seasonal, • 22 full- me (all casual) 5x casual) • 5 seasonal 2x Parks • 28 casual Maintenance Worker (all casual)

112 City of Port Coquitlam Parks & Recreation PARKS & FACILITY SERVICES

Business Perspective/Environmental Scan

The top issues impac ng the Divisions are: interdependence among the economy, community and the environment, and the equitable distribu on • The City has an aging facility infrastructure that is in of resources and opportuni es available to accomplish need of major repair and/or replacement over the next these goals such as energy conserva on/ building 5-10 years which signifi cantly impacts overall life cycle performance, green fl eet/ purchasing ini a ves and maintenance programs. recycling strategies. • Increased densifi ca on and community demand for • The Divisions are facing a demographic shi of an high level services is resul ng in stress on the exis ng aging workforce leaving the labour market. Employee ameni es, further exasperated by limited funding and professional development, health/wellness and the lack of viable parkland expansion opportuni es. reten on/a rac on are becoming a concern. • The City is striving to meet increased sustainability demands by understanding the interconnec ons and

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Finalize the Parks DCC bylaw update and move forward to have the Bylaw adopted by Council In progress Expand the Cemetery based on current demand/space ✔ Create a City-wide inventory of invasive species and a best management prac ces control ✔ strategy Explore feasibility of a covered lacrosse box – loca on/design/cost/partnerships/grants ✔ Reﬁ ne PMXpert informa on to include all facili es maintained by the City ✔ Create facility opera on security orienta on programs ✔

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

2014-2018 Financial Plan 113 Parks & Recreation PARKS & FACILITY SERVICES

2013 Accomplishments (cont.)

Other Key Accomplishments • Completed ligh ng effi ciency review for City-wide park Parks and Services Division facility buildings. • Performed pilot projects involving biological fer lizers • Completed the second year ini a ves of the BC Hydro for sport turf areas. Energy Manager program. • Reviewed design and installa on guidelines to secure • Updated the City-wide facility Life Cycle Program. wire and metal products throughout City proper es. Parks Planning & Design Division • Provided plant iden fi ca on/educa on opportuni es • Ini ated construc on of Lions Park washroom building through the Terry Fox Library plan ng ini a ve. and completed the design process for the internal park • Ini ated a joint service review of li er and graffi pathway, plaza and playground. removal service standard in conjunc on with • Ini ated research on the feasibility of construc ng a Engineering & Opera ons. covered lacrosse box. • Implemented European Chaff er Beetle control strategy • Completed ball fi eld renova ons at Cedar, Evergreen and public educa on ini a ves. and Gates Parks. • Coordinated a City-wide inventory of invasive species • Ini ated trail connec on upgrades at Maple and and best management prac ces/control strategy. Marpole Streets to create a pedestrian node for • Implemented a facility check-in process for staff , improved safety and accessibility. contractors and visitors to enhance security. • Con nued review of the Parks Development Cost Charge • Implemented City-wide building maintenance Bylaw. inventories into the facility services preventa ve maintenance so ware system.

Carryover Projects • Con nued to work with BC Hydro on energy eﬃ ciency Parks and Services Division reviews and projects. • Con nued to work on a bench dona on placement • Con nued to work on the crea on of a Facility Services strategy reviewing current inventory numbers, installa on Emergency Plan for disaster prepara ons. costs, maintenance dura ons and future needs. Parks Planning & Design Division • Con nued to work on a City-wide inventory of invasive • Con nua on of the Lions Park Master Plan Strategy species and a best management prac ce/control strategy. – internal trail works and playground renova ons • Con nued to work with Engineering & Opera ons on scheduled for comple on in the summer of 2014. coordinated best management prac ces and service • Con nua on of Parks Development Cost Charge funding levels for garbage/li er collec on, graﬃ removal. analysis.

Efﬁ ciency and Effectiveness in 2013

Parks and Services Division replacement) and Opera ons Centre (Parks bay water • Partnered with EcoMedia Direct to reduce capital and tank replacement, Opera ons engine block heaters). opera ng costs on the implementa on of three stream • Reduced exempt staff levels through Facility Services recycling throughout the City core areas. Energy Management core review. • Partnered with the Vancouver Regional Coopera ve Parks Planning & Design Division Purchasing Group to increase our purchasing power • Performed signifi cant reviews/modifi ca ons/changes to while decreasing costs on such items as garbage and the Lions Park washroom design to lessen costs and bring dog waste bags. the project within budget before contract award. • Partnered with BC Hydro to receive project grant • Renovated Gates, Evergreen and Cedar Parks ball fi elds funding and reduce annual energy consump on/costs. increasing the playable hours on exis ng infrastructure • Implemented consump on audit evalua on process without new land or signifi cant capital expenditures. during facility mechanical equipment replacements and • Received 50% funding from federal Infrastructure Grant through alterna ve equipment retrofi ng, signifi cantly Program for Cedar Park ball fi eld renova on. reducing opera ng costs at Firehall #1 (water tank

114 City of Port Coquitlam Parks & Recreation PARKS & FACILITY SERVICES

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Strategic Plan (CSP) and Responsible Comple on Council Priori es Date To inves gate a Responsible Pet Ownership Bylaw to CSP: Community Well Manager of Parks Q2 regulate dogs in and around playgrounds and sports fi elds. Being and Services To create an internal review / implementa on strategy for Manager of Parks CSP: Sustainable Future Q4 specifi c pest problems with: invasive species turf areas and Services To implement biological fer lizer applica ons for sport turf Manager of Parks CSP: Sustainable Future Q1 fi elds and passive park turf areas. and Services To perform a review of the Parks Dona on Program CSP: Sustainable Future, Manager of Parks considering: long-term maintenance, life spans, inventory Q3 Community Well Being and Services availability and cost capturing To perform a service review for the Parks Maintenance Council: Organiza onal Manager of Parks Sec on encompassing: garbage/li er collec on, janitorial Development (OD) CSP: Q2 and Services and opening/closing of park facili es Strategic Service Delivery Council: Infrastructure To perform a service frequency review of HVAC and roofi ng Manager of Facility CSP: Strategic Service Q2 components. Services Delivery To perform a service review of joint processes for the Council: OD CSP: Strategic Manager of Facility Q2 Facility Services Sec on and Recrea on Divisions. Service Delivery Services Lions Park: Renovate the washroom, pathway and playground to improve the aging infrastructure in this Council: Infrastructure popular community park and to provide the addi onal Manager of Parks CSP: Community Well Q3 services required to meet the needs of the signifi cant Planning & Design Being popula on growth in the downtown core and adjacent areas. Playground Renewal: Replace aging infrastructure Council: Infrastructure and insure all playgrounds are mee ng current safety Manager of Parks CSP: Community Well Q4 standards. 2014 replacement projects include Cou ’s, Planning & Design Being Pinemont and Castle Parks. Blakeburn Lagoon: Phase one of the design to create a community passive park in the north-east sector of the city Council: Infrastructure Manager of Parks as recommended in the Parks Recrea on and Culture Plan. CSP: Community Well Q4 Planning & Design This park will provide much needed services to address the Being signifi cant popula on growth in this area. Sports Court Upgrades: Repair exis ng infrastructure to maintain service levels and minimize poten al for injuries. Council: Infrastructure Manager of Parks Courts to be upgraded include Eastern, Routley, and CSP: Community Well Q3 Planning & Design Evergreen Parks. Work may include fencing replacement Being and surface replacement. Cedar Park Ball Field Ligh ng: Install sports ligh ng on the Council: Infrastructure rebuilt Cedar Park Ball Field #1. Ligh ng will increase the Manager of Parks CSP: Community Well Q3 playable hours and assist in allevia ng the user demand for Planning & Design Being ball fi elds.

2014-2018 Financial Plan 115 Parks & Recreation PARKS & FACILITY SERVICES

Indicators and Measures

Indicator/Measure 2009 2010 2011 2012 2013 YTD # of Requests for Service in Parks 644 653 621 600 4,494 # of Public Educa on Ini a ves2233505 # of False Alarms at City Facili es 11 16 13 10 3,872 # of Street Trees Planted 86 85 90 95 175 # of Special Events Supported 12 14 15 14 1,956

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $2,528,506 $2,853,834 $2,973,700 $3,025,600 $3,078,700 $3,132,500 $3,187,300 Equipment 437,037 497,300 503,200 511,700 520,400 529,300 538,200 U li es 142,829 183,300 183,100 186,300 189,300 192,600 195,900 Material & supplies 494,073 570,100 551,000 560,000 569,800 579,300 589,100 Contracted services 646,025 371,600 519,800 528,800 537,500 546,900 556,100 Purchases ------Total expenditures $4,248,470 $4,476,134 $4,730,800 $4,812,400 $4,895,700 $4,980,600 $5,066,600 Revenues generated (934,269) (933,200) (965,200) (975,700) (986,600) (997,400) (1,008,400) Net Opera ng Costs $3,314,201 $3,542,934 $3,765,600 $3,836,700 $3,909,100 $3,983,200 $4,058,200

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $58.95 $61.73 $62.08 $62.35 $62.63 $62.92

Expenditures by Type (#&%##$#/ %,*&*## $+&$##'/ )&/

(($###$%/ ($,+##$$/

116 City of Port Coquitlam Parks & Recreation RECREATION

Division Focus

The Recrea on Services Division is comprised of the following The Recrea on Division is responsible for the day-to-day func on areas: Children Services, Youth Services, Adult opera on and programming of a number of recrea on and Senior Services, Arts and Cultural Services, Special facili es including Hyde Creek Recrea on Centre, Port Popula ons, Ac ve Living and Sport, Health and Wellness, Coquitlam Recrea on Complex, Leigh Square Community Aqua c Services, Community and Civic Events, Volunteer Arts Village, Centennial Pool, Robert Hope Pool, Routley Services, Customer Service and Maintenance. In addi on, Wading Pool, Sun Valley Wading Pool, RailSide Youth Park this Division acts as a liaison and provides support to the Port and the Bike Skills Park. The Division is also responsible for Coquitlam Heritage and Cultural Society, the Wilson Centre coordina ng the scheduled use of rooms, pools, ﬁ elds and Seniors Advisory Board, Terry Fox Library, Port Coquitlam ball diamonds. Sports Alliance Society, Friends of Leigh Square Society and With the growing concern around public inac vity, the local minor sport associa ons. The Division also provides Division con nues to invest in promo ng and providing support to community event task forces and the Spirit opportuni es for ac ve lifestyles. The Division also Commi ee. recognizes the important role that fes vals and special

Deputy Director of Parks and Recreation

Area Rec Program Rec Program Area Recreation Coordinator Coordinator Recreation Manager Arts and Community Manager Culture and Civic (vacant) Events (p/t)

Rec Program Clerk Rec Clerk Typist Coordinator Typist II Programmer II / Cashier Volunteers (p/t) Hyde 6x Rec Port Creek staff Leader Coquitlam (all casual) Rec Leader (p/t) Rec Complex staff

Recrea on Division • 33 full- me • 37 seasonal • 143 casual

2014-2018 Financial Plan 117 Parks & Recreation RECREATION

Business Perspective/Environmental Scan

Signifi cant program adjustments will be required to meet the Social issues, such as dealing with vulnerable popula ons, growing demand for fl exible/specialized services resul ng will con nue to demand more and more staff me. from a rapidly changing popula on. There is a growing trend to encourage neighborhood Child/youth inac vity and obesity con nues to increase connec vity and engagement in broader community at epidemic levels. This is directly connected to lifelong ini a ves. decrease in physical ac vity, sport and recrea onal pursuits There has been a growing shi in the parks and recrea on which results in increased demand on medical systems, fi eld to partner with health, social services, jus ce, police, reduced self-esteem and self-worth which impacts success in corporate and community service agencies. school and work.

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Implement environmental/green ini a ves for recrea on programs and services ✔ Promote awareness of obesity risk and develop ini a ves to posi vely promote ac ve lifestyles ✔ Build on the success of a erschool programs by enhancing exis ng programs and exploring ✔ addi onal partnership opportuni es to deliver new ini a ves Explore a framework and delivery approach for engaging neighbourhoods to build community ✔ capacity and leadership Formalize, support and explore ini a ves that promote development of community capacity ✔ To support the community with the planning and delivery of the year-long Centennial Celebra on ✔

Day-to-day Ac vi es • Enhanced and developed marke ng campaigns and • Con nued to build partnerships with School District #43, awareness of ini a ves to posi vely promote ac ve Provincial agencies and local businesses to enhance the lifestyles, such as: “Connec ng through Play”, “60 a delivery of recrea on services and opportuni es (e.g. day”, aligning ac ve living programs with the Canadian Halloween Howl, Westminster Savings Free Swim and Sport for Life Model, new outdoor gym signage, working Ska ng Program, Canucks for Kids, Ministry of Children with Fraser Health Authority on the Community Ac on and Family Development, etc.). Plan, etc. • With increased numbers and public demand from our • Building on staff training and development in order to ci zens, the Recrea on Division was able to provide assist in leadership and workplace cultural change to con nued program support, diverse program off ering, ensure staff understands their roles and responsibility customer service and online opportuni es within our while feeling supported by the organiza on. For exis ng resources. example, establishing Aqua c and Customer Service • Con nued to build on the success of all a erschool Team Leaders, Recrea on Leaders and aqua c staff programs by enhancing exis ng programs, diversifying skills/safety in-services, etc. opportuni es and exploring addi onal partnership • Con nued to meet public need surrounding facility opportuni es to deliver new ini a ves (outreach for opera ons, health and safety requirements of recrea on youth at middle schools). facili es and overall community use. • Con nue to develop and monitor the Recrea on Division’s annual work plans, budgets and monitor process

118 City of Port Coquitlam Parks & Recreation RECREATION

2013 Accomplishments

Key Projects • Through engaging neighbourhoods in order to build • Managed and par cipated in the planning and community capacity and leadership, staff worked to delivery of the City’s 100th Birthday Celebra on and redevelop the Block Party Program, in conjunc on with Homecoming events in conjunc on with the Spirit Vancity Credit Union and the Spirit Commi ee, created Commi ee and community partners. a Volunteer Adopt-a-Spot Program; supported the “I Am • Revamped the delivery of the Leisure Buddy Program by Someone” campaign; developed the Meridian Village increasing the educa on available to program staff by neighbourhood mentorship project and completed local developing accessibility informa on kits. art/mural projects (Elks Hall, etc.). • Redesigned the customer service area at the Hyde Creek • Completed the Outdoor Aqua c Infrastructure and Recrea on Centre to enhance the delivery of customer Services Review to assist staff and Council with the service, provide increased security measures and future direc on of the outdoor pools, wading pools and created a workplace for staff that is effi cient and user spray parks. friendly.

Carryover Projects • Con nue our partnership with Fraser Health Authority • Working with other municipal recrea on departments, on the environmental and health ini a ve to support staff will con nue to engage the appropriate City staff smoke free spaces within all public recrea on/ and other municipali es to confi rm an alternate solu on community ameni es. to our current (soon to be phased out) recrea on • Con nue to support the assessment and feasibility so ware. review and subsequent work related to the poten al expansion of the Port Coquitlam Recrea on Complex.

Efﬁ ciency and Effectiveness in 2013

• Developed an Aqua c website to provide detailed • Engaged community to increase service delivered by daily informa on on aqua c lessons to enhance the volunteers (i.e. Adopt-a-Spot, Block Party Program, etc.). customer’s experience. • Streamlined recrea on delivery models, processes and • Con nued to build partnerships and work with School procedures by iden fying opportuni es and effi ciencies District #43, Provincial agencies and local businesses such as: advanced aqua cs, Masters Swim program, for the enhanced delivery of recrea on programs and Fraser Health Authority (chronic illness, brain injury opportuni es. and stroke), Farmers Market, concession at the Port • Developed a computer assisted system to track Coquitlam Recrea on Complex, maintenance cleaning maintenance issues, requests and repairs to reduce products, etc. staff me on manually following up and for repor ng out purposes and to eff ec vely plan for future facility maintenance closures.

2014-2018 Financial Plan 119 Parks & Recreation RECREATION

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Strategic Plan (CSP) and Responsible Comple on Council Priori es Date Establish a Social Marke ng Strategy to increase Program Coordinator – CSP: Sense of Community, awareness of the benefi ts recrea on programs Children Services Strategic Service Delivery, Q4 have on children’s long-term growth and Program Coordinator – Ac ve Sustainable Future development. Living & Sports Council: Organiza onal Program Coordinator – Create and deliver strategies to con nue the Development (OD) Aqua c Services growth of a posi ve culture amongst the Aqua c Q4 CSP: Sense of Community, Recrea on Programmer - Sec on. Strategic Service Delivery Aqua cs To review and update maintenance standards Council: Infrastructure to ensure facili es operate consistently and CSP: Sense of Community, Facility Services Coordinator Q2 effi ciently. Strategic Service Delivery To evaluate and op mize adult/senior Council: Infrastructure Program Coordinator – Adults programming for effi cient use of Wilson Centre CSP: Sense of Community, Q4 & Access Services and expansion community wide. Strategic Service Delivery To review and update all accessibility policies Council: Infrastructure Program Coordinator – Adults to ensure current prac ces are refl ec ve of CSP: Sustainable Future, Q3 & Access Services community need and demand. Strategic Service Delivery Create strategies to con nue professional Council: OD growth of Youth Services staff to create Program Coordinator – Youth CSP: Sustainable Future Q4 empowerment and ownership to maximize staff Services Strategic Service Delivery poten al. Council: OD To review and update the Cultural Policy and Program Coordinator – Arts & CSP: Sustainable Future, Q3 Plan. Culture Sense of Community To promote and educate employees to engage in Council: OD Program Coordinator – Health Q2 ac ve and healthy lifestyles. CSP: Sense of Community & Wellness To engage with the Port Coquitlam Sport Council: Infrastructure Alliance Society to create a stronger CSP: Sustainable Future, Program Coordinator – Ac ve Q4 community connec on that encourages lifelong Sense of Community, Living & Sports par cipa on in sport/recrea on. Strategic Service Delivery To standardize formal volunteer orienta ons Council: OD Program Coordinator – and training opportuni es and recogni on that Q2 CSP: Sense of Community Volunteer Services aligns with func onal area needs. To con nue working on communica on linkages Council: OD Program Coordinator – in order to further our quest for customer CSP: Sense of Community, Q4 Volunteer Services service excellence. Strategic Service Delivery Champion event organizers, partners and Council: OD Program Coordinator – volunteers, to build leadership capacity within Q4 CSP: Sense of Community Community and Civic Events the event community. To implement a process of preparing func onal area quarterly reports that will support both the Council: OD Deputy Director, Area Q4 implementa on and the repor ng out of the CSP: Sense of Community Recrea on Managers annual business plans.

120 City of Port Coquitlam Parks & Recreation RECREATION

Indicators and Measures

Indicator/Measure 2011 2012 2013 YTD Other Points of Interest In 2013, the Recrea on Division # Program Registra ons 24,303 27,271 28,200 experienced more interest and # par cipants in Drop-in Programs 437,534 481,048 530,299 par cipa on in drop-in ac vi es # Courses off ered 5591 5609 5650 par cularly for adults. The need for a # Par cipants at Special events 62,928 60,703 60,400 fl exible schedule and corresponding opportuni es is growing each year. Hours of Opera on – Rec Complex 6,141 6,114 6,100 Aqua c programs con nue to have high Hours of Opera on – Hyde Creek 4,953 5,134 5,100 par cipa on rates and this year, the Hours of Opera on – Leigh Square 3,198 3,140 2,950 Department experienced an increase in fi tness par cipants at Wilson Centre.

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $5,705,611 $5,919,900 $6,204,300 $6,309,600 $6,420,000 $6,533,100 $6,646,500 Equipment 2,064,586 2,117,800 2,141,400 2,177,500 2,214,800 2,252,300 2,290,200 U li es 417,133 443,700 442,900 450,200 458,100 465,600 473,600 Material & supplies (1,304,124) (1,364,700) (1,360,500) (1,384,200) (1,407,700) (1,430,900) (1,456,200) Contracted services 2,334,155 2,822,799 2,441,000 2,482,400 2,523,800 2,567,400 2,611,300 Purchases 19,109 23,500 26,100 26,500 27,000 27,400 27,700 Total expenditures $9,236,470 $9,962,999 $9,895,200 $10,062,000 $10,236,000 $10,414,900 $10,593,100 Revenues generated (3,206,290) (3,479,100) (3,461,400) (3,481,200) (3,519,700) (3,558,700) (3,597,500) Net Opera ng Costs $6,030,180 $6,483,899 $6,433,800 $6,580,800 $6,716,300 $6,856,200 $6,995,600

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $100.68 $105.47 $106.49 $107.12 $107.80 $108.46

Expenditures by Type #"%"%!! "(+ '#!%$!! &&+ %%#(!!%+

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2014-2018 Financial Plan 121 Claude Wilcott Ofﬁ cer in Charge POLICING Main Detachment Ofﬁ ce 2986 Guildford Way, Coquitlam

PUBLIC SAFETY BUILDING | POLICE CONTRACT

Overview

The Coquitlam RCMP team serves a jurisdic on that includes the communi es of Anmore, Belcarra, Coquitlam and Port Coquitlam—a permanent resident popula on of more than 190,000 people that is augmented by the thousands who visit every day for work, educa on and recrea on. In 2013, the Coquitlam RCMP consisted of 216 police offi cers, 98.69 FTE civilian staff and thousands of volunteers in programs like Auxiliary Constables, Block Watch, Speed Watch, Crime Watch, Community Police Sta ons and Vic m Services. Our civilian staff , police offi cers and volunteers work under the direc on of an integrated leadership team of RCMP and civilian managers that also works closely with staff and elected offi cials in the City of Port Coquitlam. From 24/7 response-to-calls and criminal inves ga ons to longer-term strategic ini a ves focused on preven ng and reducing crime or educa ng and engaging the community, the Coquitlam RCMP team is working hard to help make Port Coquitlam a happy, vibrant, safe community of engaged residents and thriving businesses.

18% of total City Budget

Policing 81% Public Safety Building 19%

122 City of Port Coquitlam Policing

2013 Budget 2014 Budget 2015 Budget 2016 Budget 2017 Budget 2018 Budget Revenues Public Safety Building ------Policing (463,100) (463,700) (468,300) (473,000) (477,700) (482,500) Revenues Total: $(463,100) $(463,700) $(468,300) $(473,000) $(477,700) $(482,500)

Expenditures Public Safety Building $2,712,400 $2,496,700 $2,539,100 $2,582,300 $2,626,200 $2,670,900 Policing 10,914,200 11,034,500 11,222,100 11,412,800 11,606,900 11,804,300 Expenditures Total: $13,626,600 $13,531,200 $13,761,200 $13,995,100 $14,233,100 14,475,200

Net Opera ng Costs $13,163,500 $13,067,500 $13,292,900 $13,522,100 $13,755,400 $13,992,700 $ Change from previous year (96,000) % Change -0.73% Property tax impact -0.18%

Changes in net opera ng budget from 2013 to 2014 are primarily Expenditure by Type due to:

% change Inﬂ a on of Materials/Contracts $1,400 0.01% Wage Increases 1,500 0.01% !#$ & ((+ Addi onal RCMP Member 145,600 1.07% Contract Reduc on (cost share % (243,900) -1.79% decrease) Change in Revenue (600) 0.00% $(96,000)

% + !$( + !(! + '$" !+

2014-2018 Financial Plan 123 Policing

Business Perspective/Environmental Scan

• We are impacted by legisla ve, regulatory and policy well as the construc on of the Evergreen Line, will changes that are beyond our control. One example is increase the permanent and ambient popula on of our the Oppal Commission recommenda on that police jurisdic on, which will likely increase crime and calls for agencies review unsolved missing persons and homicide service. fi les. Twenty-seven local fi les fi t the criteria. To date, • We struggle to meet the unique needs of our municipal reviews have been completed on 16 of those fi les. contract partners with fi nite resources while providing • The expansion of the Northeast Sector, including the seamless, intelligence-led police service that is signifi cant residen al and industrial development as cri cal to the success of our Crime Reduc on Strategy.

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Reduce the resource impacts of “non-crime” calls for service by implemen ng programs, partnerships and strategies to address issues related the Mental Health Act, graﬃ vandalism, ✔ management of high risk youth and missing persons, and crime preven on for local business. Con nue to reduce fatali es and injuries on local roads through enforcement and educa on campaigns targe ng high frequency/high risk behaviours by drivers, pedestrians and other road ✔ users. Ensure the con nued success our Crime Reduc on Strategy by upda ng our ac vity tracking ✔ mechanisms and approach to oﬀ ender management. Work with municipal contract partners in the ci es of Coquitlam and Port Coquitlam to support ✔ the accountability and communica ons provision of the RCMP contract signed in 2012. Enhance community engagement by implemen ng ini a ves focused on public and stakeholder ✔ surveys, customer service feedback, volunteer management and expanding use of social media.

Day-to-day Ac vi es Community Engagement: Calls for service (detachment-wide as of June 30, 2013): • Raised more than $5,000 in partnership with Riverside Community Church and local high schools to co-sponsor • Total calls for service as of end of June: 17,648 (+ 5.27% four athletes through the BC Special Olympics Law over 2012 YTD) Enforcement Torch Run. • Total Priority 1 calls: 605 (-8.19% over 2012 YTD) • Four riders from Coquitlam RCMP raised more than Volunteer Management: $24,000 to support pediatric cancer research through • Recruited and trained 11 new volunteers for the Vic m the BC Cancer Society’s Cops for Cancer Tour de Coast. Services Unit. • Recruited and graduated 128 10 to 14 year old cadets • Recruited more than 25 volunteers for Port Coquitlam for the 3rd annual Junior Moun e Camp. Community Police Sta on programs including summer bike patrols. • Organized 3 new Block Watch groups, including 34 new homes, bringing the program’s total par cipa on to 7079 homes throughout the jurisdic on.

124 City of Port Coquitlam Policing

2013 Accomplishments (cont.)

Key Accomplishments and Ongoing Projects wait mes, access to services and staff knowledge and Inves ga ve Services Team professionalism. Several opportuni es to enhance client The IST was created by re-alloca ng exis ng resources a er service have also been iden fi ed and are being inves gated consulta on with supervisors and external clients (i.e., Crown for costs and feasibility. Counsel) indicated an opportunity existed to streamline Online and Social Media Strategy informa on fl ow, increase inves ga ve capacity on general Social media (i.e., Twi er) was implemented by Coquitlam duty and enhance the quality and effi ciency of inves ga ons. RCMP’s Communica ons and Public Aff airs Team in The IST was developed based on similar models in other Spring 2012. Ini al success in terms of increased traffi c to RCMP jurisdic ons but the model implemented is unique to coquitlam.rcmp.ca as well as gains in followers, RTs and Coquitlam RCMP. The team began taking fi les in July and will men ons supported assigning addi onal resources to the be fully staff ed and opera onal by the end of 2013. CPAT in order to expand the strategy in 2013. By the end of Front Counter Customer Service Survey September 2013 monthly pageviews of coquitlam.rcmp.ca The objec ve of the survey program is to iden fy strengths, had increased 241% over 2012 and the number of new weaknesses and gaps in client service in order to recognize visitors to the website had increased by 406%. In social and build on successes while mi ga ng challenges. This media, from January to the end of September 2013 followers survey program as delivered is unique to Coquitlam RCMP. of @cqrcmp increased by 73% and average re-tweets and The program was launched in April 2013. Feedback to men ons had doubled. the end of August indicates very high sa sfac on with

Efﬁ ciency and Effectiveness in 2013

• Responsibility for pos ng and removing high risk • A civilian community services program supervisor missing persons media releases to coquitlam.rcmp. posi on was created from exis ng resources to ca was re-assigned from uniformed police offi cers to enhance the eff ec veness of community programs and civilian staff in the Opera onal Communica on Centre reduce the administra ve burden on police. to reduce the administra ve burden on police. • An effi ciency review of police offi cer shi schedules was • The Inves ga ve Services Team (IST) was created by ini ated to maximize inves ga onal eff ec veness while re-alloca ng exis ng resources in order to enhance reducing over- me call-outs. inves ga onal eff ec veness.

Workplan Highlights – 2014 Deliverables

Key Goal Alignment to Corporate Strategic Posi on(s) Es mated Plan (CSP) and Council Priori es Responsible Comple on Date Supt. Claude Reduce crime CSP: Community Well-being Ongoing Wilco CSP: Strategic Service Delivery, Strengthen community engagement Supt. Wilco Ongoing Sense of Community Strengthen client service CSP: Sense of Community Supt. Wilco Ongoing Reduce fatal/injury collisions CSP Community Well-being Supt. Wilco Ongoing Reduce the impact of proliﬁ c/priority CSP Community Well-being Supt. Wilco Ongoing oﬀ enders on public safety Reduce the impact of non-Criminal Code CSP Community Well-being Supt. Wilco Ongoing incidents on public safety & police resources

2014-2018 Financial Plan 125 Policing PUBLIC SAFETY BUILDING

2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Contracted services $3,015,132 $2,712,400 $2,496,700 $2,539,100 $2,582,300 $2,626,200 $2,670,900 Total expenditures $3,015,132 $2,712,400 $2,496,700 $2,539,100 $2,582,300 $2,626,200 $2,670,900 Revenues generated ------Net Opera ng Costs $3,015,132 $2,712,400 $2,496,700 $2,539,100 $2,582,300 $2,626,200 $2,670,900

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $45.13 $40.93 $41.09 $41.19 $41.29 $41.41

Expenditures by Type

126 City of Port Coquitlam Policing POLICE CONTRACT

2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $74,879 $82,700 $84,200 $85,700 $87,100 $88,700 $90,200 Equipment 189 ------U li es 4,705 18,700 19,100 19,400 19,800 20,000 20,400 Material & supplies 18,584 14,700 14,900 15,100 15,300 15,600 16,000 Contracted services 8,938,233 10,792,200 10,910,300 11,095,800 11,284,400 11,476,300 11,671,300 Purchases - 5,900 6,000 6,100 6,200 6,300 6,400 Total expenditures $9,036,590 $10,914,200 $11,034,500 $11,222,100 $11,412,800 $11,606,900 11,804,300 Revenues generated (925,623) (463,100) (463,700) (468,300) (473,000) (477,700) (482,500) Net Opera ng Costs $8,110,967 $10,451,100 $10,570,800 $10,753,800 $10,939,800 $11,129,200 $11,321,800

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita $173.90 $173.29 $174.01 $174.48 $174.99 $175.53

Expenditures by Type

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2014-2018 Financial Plan 127 Kristen Meersman, P.Eng, MBA Director of Engineering & Operations SEWER 604.927.5453 [email protected]

SEWER UTILITY OPERATIONS

Overview

The City of Port Coquitlam Sewer U lity provides an essen al service to its residents and businesses for the collec on and disposal of liquid wastes and storm water. Employees in this area contribute to achieving the City’s vision by maintaining a dependable sewage collec on system with minimal blockages, to minimize the environmental impact of blockages and overﬂ ows, and to transfer the waste to Metro Vancouver for treatment. In addi on to collec ng sanitary liquid waste, the Sec on is also responsible for the collec on of all storm water that is collected through pipelines.

Section Manager of Utilities

Foreman III Utilities

Foreman II Water Foreman II Sewer

Trades I - Water Water Sewer Flush Sewer Water Operator Maintenance Truck HIAB Operator Operator

Trades I - Trades I - Trades 1 - Water Trades I - Hydrants Water Trades I Sewer / Flush Truck HIAB 2x Operations Operator Valves / Maintanenance Meters Worker Sewer U lity (2x casual) • 7 full- me

128 City of Port Coquitlam Sewer

2013 Budget 2014 Budget 2015 Budget 2016 Budget 2017 Budget 2018 Budget Revenues Interest Revenue $(77,600) $(101,200) $(102,200) $(103,200) $(104,200) $(105,200) U lity Rate Levies (7,418,400) (7,396,400) (7,765,200) (8,200,600) (8,712,000) (9,284,800) Revenues Total: $(7,496,000) $(7,497,600) $(7,867,400) $(8,303,800) $(8,816,200) $(9,390,000)

Expenditures Sewage Treatment Charge $4,514,400 $4,507,800 $4,755,700 $5,064,800 $5,444,700 $5,880,300 Sewer U lity Opera ng Costs 2,029,000 1,937,300 1,971,100 2,005,500 2,040,500 2,075,900 Expenditures Total: 6,543,400 6,445,100 6,726,800 7,070,300 7,485,200 7,956,200

Net Opera ng Costs $(952,600) $(1,052,500) $(1,140,600) $(1,233,500) $(1,331,000) $(1,433,800) Capital Related Charges 952,600 1,052,500 1,140,600 1,233,500 1,331,000 1,433,800 Net Water U lity $- $- $- $- $- $-

$ Change from previous year (99,900) % Change -10.49%

Changes in net opera ng budget from 2013 to 2014 are primarily due to: % change Inﬂ a on of Materials/Contracts $30,000 0.47% Wage Increases 4,800 0.07% Metro Vancouver Sewage Cost 149,000 2.31% Increase Addi onal Revenue (221,200) -3.43% Savings and Eﬃ ciencies (62,500) -0.97% $(99,900)

10% of total City Budget

Sewer U lity Sewage Opera ng Costs 30% Treatment Charge 70%

2014-2018 Financial Plan 129 Sewer

Business Perspective/Environmental Scan

The work of this sec on is impacted by: • Unpredictable service requirements for breaks and blockages on pipes and service connec ons. • Legisla ve and best prac ces requirements to • Workload is aff ected by need for new service maintain numerous programs that are required to be connec ons for residen al and ICI customers to performed on an annual basis such as Mee ng the connect to the City’s collec on system. City’s commitments for the regional Liquid Waste and • Ensuring the reliability of the system and services as the Resource Management Plan (such as reducing Infl ow system age and deteriorate. and Infi ltra on). • The need to more proac ve analyses and maintenance, • Changing cer fi ca on requirements for staff . using advanced data intelligence.

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Con nue implementa on of a digital document and records management in the department. ✔ Con nue development and implementa on of GIS data systems to permit City opera ons staff to ✔ view GIS infrastructure maps and data, and enter maintenance and asset condi on informa on in (ongoing) the fi eld to improve opera onal effi ciency. Complete the design and construc on of the 2013 capital projects, including coordina ng with ✔ the Opera ons Division. Complete the 2013 sanitary sewer video inspec on program. ✔ Ensure that staff training requirements are met for the Ministry requirements. Ongoing

Day-to-day Ac vi es Other Key Accomplishments • Flush and video 23 kilometers of sanitary main and • Retrofi t of the Kingsway Sanitary Pump Sta on; full storm main. retrofi t of the Halifax Sanitary Pump Sta on. • Installed 31 new service connec ons. • Upgrade kiosk for Westview Pumping Sta on. • Clean and inspect 700 catch basins. • In-house EOCP wastewater treatment training for u lity staff . • Cover to an electronic me card system. • Par cipated in the 100-Year City Celebra on.

Efﬁ ciency and Effectiveness in 2013

The u lity improved eﬃ ciency by: • Par cipa ng in the Na onal Water and Wastewater Benchmarking Ini a ve. • Use of trenchless spot repair technology.

130 City of Port Coquitlam Sewer

Workplan Highlights – 2014 Deliverables

Perform annual maintenance ac vi es Council: Infrastructure U li es sec on Q1-Q4 Perform annual maintenance ac vi es Council: Infrastructure U li es Sec on Q1 – Q4 Evaluate current sanitary and storm video Manager of U li es and U lity Council: Infrastructure Q1 program Foreman III Review infl ow and infi ltra on program. Manager of U li es and U lity Work towards decreasing Metro Vancouver Council: Infrastructure Q2 Foreman III treatment charges Review of area that has historically required Manager of U li es and U lity Council: Infrastructure Q2 annual sewer main fl ushing Foreman III Manager of Opera ons, Evaluate results of the fi rst year par cipa ng Council: Infrastructure Manager of U li es and Q3 in a na onwide benchmarking ini a ve Director of Engineering

Indicators and Measures

The Sewer U lity will have comprehensive data in 2014 The data will evaluate the u li es performance in all areas from par cipa ng in a na onwide benchmarking ini a ve. related to water distribu on.

Sanitary Sewer Ou lows (SSOs) One of the Sec on’s main responsibili es is to minimize maintenance on 23 sanitary pump sta ons and with regular the environmental impact on the surrounding waters. The cleaning/ﬂ ushing intervals of the sewer piping system. To Sec on has been able to do this by performing regular date, there have been no sanitary sewer overﬂ ows in 2013.

Customer Service Requests and Inquiries Throughout the year, Engineering Opera ons processes main areas of service and the number of annual calls are approximately 200 calls related to the sewer u lity. The four presented below.

Requests and Inquiries 2009 2010 2011 2012 2013 (projected) Sewer Service Blockages 37 32 26 27 25 Plugged Catch Basins 82 31 43 50 46 Flooding Urgent and Ponding 14 13 9 18 14 Manhole Lids Missing and 25 24 26 27 20 Miscellaneous

2014-2018 Financial Plan 131 Sewer

Indicators and Measures (cont.)

Addi onal Points of Interest • 7908 residen al and commercial storm service The Sec on is responsible for overseeing: connec ons (equivalent to 79000 meters of pipeline) • 3174 storm manholes • 180 kilometers of sanitary storm mains • 5475 catch basins • 16565 sanitary residen al and commercial service • Telemetry system for opera on and control of the connec ons pump sta ons • 23 sanitary pump sta ons • 2653 sanitary manholes • 186 kilometers storm mains

2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $268,783 $275,100 $281,300 $286,800 $292,600 $298,500 $304,400 Equipment 90,760 132,300 103,100 104,900 106,700 108,500 110,300 U li es 48,829 83,200 52,000 52,900 53,800 54,700 55,600 Material & supplies 67,252 70,900 56,700 57,700 58,600 59,700 60,700 Contracted services 4,769,537 4,844,800 4,795,400 5,048,200 5,362,300 5,747,200 6,187,900 Purchases 1,114,800 1,137,100 1,156,600 1,176,300 1,196,300 1,216,600 1,237,300 Total expenditures $6,359,961 $6,543,400 $6,445,100 $6,726,800 $7,070,300 $7,485,200 $7,956,200 Revenues generated (7,352,739) (7,496,000) (7,497,600) (7,867,400) (8,303,800) (8,816,200) (9,390,000) Net Opera ng Costs $(992,778) $(952,600) $(1,052,500) $(1,140,600) $(1,233,500) $(1,331,000) $(1,433,800)

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita ($15.85) ($17.25) ($18.46) ($19.67) ($20.93) ($22.23)

Expenditures by Type

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132 City of Port Coquitlam Kristen Meersman, P.Eng, MBA Director of Engineering & Operations WATER 604.927.5453 [email protected]

WATER UTILITY OPERATIONS

Overview

The City of Port Coquitlam Water U lity purchases bulk treated water form Metro Vancouver and maintains a citywide transmission and distribu on system to deliver the water to residents and businesses. The u lity has a common focus to safely deliver approximately 9.1 million cubic meters of high quality water to 16,565 service connec ons within Port Coquitlam annually. The Water U lity is an essen al service provided by the City to provide its residents and businesses with the supply of quality potable water at ﬂ ows and pressures suitable for residen al and business usage and ﬁ re protec on. The u lity also liaisons with other levels of government, consultants, contractors, special interest groups and the public.

Section Manager of Utilities

Foreman III Utilities

Foreman II Water Foreman II Sewer

Trades I - Water Water Sewer Flush Sewer Water Operator Maintenance Truck HIAB Operator Operator

Trades I - Trades I - Trades 1 - Water Trades I - Hydrants Water Trades I Sewer / Flush Truck HIAB 2x Operations Operator Valves / Maintanenance Meters Worker Water U lity (2x casual) • 8 full- me • 2 casual

2014-2018 Financial Plan 133 Water

2013 Budget 2014 Budget 2015 Budget 2016 Budget 2017 Budget 2018 Budget Revenues Interest Revenue $(63,873) $(92,500) $(93,400) $(94,100) $(94,700) $(95,400) U lity Rate Levies (10,321,176) (10,565,700) (11,013,300) (11,586,400) (12,348,900) (13,145,700) Revenues Total: $(10,385,049) $(10,658,200) $(11,106,700) $(11,680,500) $(12,443,600) $(13,241,100)

Expenditures Water Purchased $6,468,200 $6,532,400 $7,061,600 $7,619,500 $8,274,800 $8,680,200 Water U lity Opera ng Costs 2,167,100 2,288,700 2,329,200 2,370,700 2,412,800 2,455,800 Expenditures Total: 8,635,300 8,821,100 9,390,800 9,990,200 10,687,600 11,136,000

Net Opera ng Costs $(1,749,749) $(1,837,100) $(1,715,900) $(1,690,300) $(1,756,000) $(2,105,100) Capital Related Charges 1,749,749 1,837,100 1,715,900 1,690,300 1,756,000 2,105,100 Net Water U lity $- $- $- $- $- $-

$ Change from previous year (87,351) % Change -4.99%

Changes in net opera ng budget from 2013 to 2014 are primarily due to: % change Inﬂ a on of Materials/Contracts $28,000 0.32% Wage Increases 12,300 0.14% Metro Vancouver Water Cost 251,200 2.85% Increase Addi onal Revenue (273,151) -3.10% Savings and Eﬃ ciencies (105,700) -1.20% $(87,351)

13% of total City Budget

Water U lity Water Opera ng Costs 26% Purchased 74%

134 City of Port Coquitlam Water

Business Perspective/Environmental Scan

The work of this sec on is impacted by: • Workload is aﬀ ected by need for new service connec ons for residen al and ICI customers to • Legisla ve and best prac ces requirements to maintain connect the City’s distribu on system to water mains numerous programs that are required to be performed installed by contractors. on an annual basis. • Unpredictable service requirements for water leaks and breaks on water mains and service connec ons.

2013 Accomplishments

Stated Goals – 2013 Financial Plan How did we do? Complete (with the Opera ons Division) the 2013 water main upgrading program based on replacing aging asbestos cement and cast iron pipe materials, which are considered a high risk to ✔ cause signiﬁ cant property damage should a main break occur. Complete and submit the 2012 Water Quality Report. ✔ Complete the 2013 water audit/leak losses management program to reduce water system losses. ✔ Complete the unidirec onal water main ﬂ ushing program to maintain water quality. ✔

Day-to-day Ac vi es • Leak detec on survey program on 31.5 kilometers of • Uni-direc onally ﬂ ushed 21 kilometers of water main water main • Maintained 964 hydrants • Installed 37 new water connec ons • Maintained 78 air valves • Discon nued (“cap oﬀ s”) 27 water connec ons • Exercised and repaired 2,413 water distribu on valves

Other Key Accomplishments • Tied in 7 water main connec ons to contractor-installed • Introduc on of trenchless technology used for installing water main. new water services. • Par cipated in the Our City at Work centennial • Installed 6 new hydrants. celebra on. • Implemented an electronic me card system.

Efﬁ ciency and Effectiveness in 2013

The u lity improved eﬃ ciency by: • Formalizing a water meter tes ng schedule. • Implemen ng an electronic mecard system for • Par cipa ng in the Na onal Water and Wastewater employees. Benchmarking Ini ate. • Introducing trenchless technology for service installa ons.

2014-2018 Financial Plan 135 Water

Workplan Highlights – 2014 Deliverables

Perform annual maintenance ac vi es Council: Infrastructure U li es sec on Q1-Q4 Review water quality reports /possible Engineering, Manager of Council: Infrastructure Q3 concerns and monitoring sta ons U li es and U lity Foreman III Manager of U li es and U lity Evaluate fi re hydrant service levels Council: Infrastructure Q1 Foreman III Formalize water meter tes ng and Council: Infrastructure Engineering and Opera ons Q2 replacement program Manager of U li es and U lity Formalize water leak detec on program Council: Infrastructure Q3 Foreman III Evaluate current unidirec onal fl ushing Manager of U li es and U lity Council: Infrastructure Q2 program Foreman III Assist Fire Department in the development Manager of U li es and U lity Assist as Council: Infrastructure of a Wild Fire Plan Foreman III required Complete Water Quality Report Council: Infrastructure Engineering and Opera ons Q2 Manager of Opera ons, Evaluate results of the fi rst year par cipa ng Council: Infrastructure, Manager of U li es and Q3 in a na onwide benchmarking ini a ve Organiza onal Development Director of Engineering

Indicators and Measures

The Water U lity will have comprehensive data in 2014 The data will evaluate the u li es performance in all areas from par cipa ng in a na onwide benchmarking ini a ve. related to water distribu on.

Water Sampling

CL2 Free Greater 0.2% 2012 Total Samples CL Free Below 0.2 % Total Coliform Detec on (this is the desired result) 1456 80% 20% 0

Customer Water Service Requests and Inquiries Throughout the year, Engineering Opera ons processes Presented in the table below are the 6 main areas of service approximately 350 calls related to the water u lity. annual call volumes.

Requests and Inquiries 2009 2010 2011 2012 2013 (projected) Water Quality Inquiries 29 25 21 32 29 Water Turn On/Oﬀ 71 56 53 48 61 Locate Water Service 18 24 28 19 22 Emergency Water Leaks 101 80 94 100 93 Water High-Low Pressures and 75 73 75 76 81 Miscellaneous Emergency Water Main Breaks 10 9 15 12 12

136 City of Port Coquitlam Water

Indicators and Measures (cont.)

Water Private Jobs and Accounts Receivable The number of private jobs and accounts receivable work dependent on the number of development permits issued ﬂ uctuates with local development. The number of water through the Engineering & Opera ons and Development main connec ons ( e in) and new service installa ons is Services Departments.

Service Type 2009 2010 2011 2012 2013 (projected) Water Connec on 18 31 28 30 33 Water Tie-in n/a n/a 3 13 14 Water Service Disconnects 13 29 25 31 33

Expenditures 2012 2013 2014 2015 2016 2017 2018 Actual Budget Budget Budget Budget Budget Budget Expenditure Summary Personnel & beneﬁ ts $528,962 $705,500 $588,500 $600,100 $612,100 $624,400 $636,900 Equipment 171,994 247,700 194,300 197,600 201,000 204,400 207,900 U li es 27,333 27,200 31,000 31,500 32,100 32,600 33,200 Material & supplies 5,577,701 6,521,800 6,722,500 7,254,900 7,816,200 8,474,700 8,883,600 Contracted services 115,891 21,200 154,300 157,000 159,500 162,400 165,000 Purchases 1,089,100 1,111,900 1,130,500 1,149,700 1,169,300 1,189,100 1,209,400 Total expenditures $7,510,981 $8,635,300 $8,821,100 $9,390,800 $9,990,200 $10,687,600 $11,136,000 Revenues generated (9,901,156) (10,385,049) (10,658,200) (11,106,700) (11,680,500) (12,443,600) (13,241,100) Net Opera ng Costs $(2,390,175) $(1,749,749) $(1,837,100) $(1,715,900) $(1,690,300) $(1,756,000) $(2,105,100)

Outputs and Outcomes

2013 2014 2015 2016 2017 2018 Cost per capita ($29.11) ($30.12) ($27.77) ($26.96) ($27.61) ($32.64)

Expenditures by Type )*%%(## *)/ $('&##%/

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2014-2018 Financial Plan 137 138 City of Port Coquitlam Capital Program 2014-2018 FINANCIAL PLAN

139 2014-2018 Capital Program

Introduction

The Capital Program provides for maintenance and Capital Expenditure Policy replacement of exis ng capital assets, as well as construc on of new public facili es and infrastructure as required within Items that meet the criteria of capital will be available funds. capitalized and then amor zed over the useful life of the asset. The City has defi ned capital as asset projects owned by the City having useful lives greater than one year and mee ng Capital is defi ned as non-fi nancial assets having the threshold criteria shown below. physical substance that: This schedule of capital projects was prepared in • Are held for use in the produc on or considera on of previous public input, the 2014 Business supply of goods and services, for rental Planning and Budget Guidelines (Appendix A), the Master to others, for administra ve purposes Transporta on Plan, the Corporate Strategic Plan, and the or for the development, construc on, 2014 Departmental Business Plans. For each year, cost maintenance or repair of other tangible es mates and funding sources have been iden fi ed and capital assets; listed by category of infrastructure and by project. • Have useful economic lives extending beyond an accoun ng period; Capital Requirements • Are to be used on a con nuing basis; and The City sets aside funds to address the infrastructure • Are not for sale in the ordinary course of funding gap – the diff erence between the amount the opera ons. City holds in reserves for infrastructure maintenance and replacement and the effi cient amount required to fund these assets as they deplete without incurring debt. The City also funds projects needed to address expansion requirements as the popula on grows and that leverage senior government funding when benefi cial. The Financial Plan guidelines (Appendix A) act as the guiding principles for the corpora on and its departments when determining the priority given to necessary capital projects. The goals are that the City work towards full annual funding of opera ons, maintenance of assets and full life-cycle funding of City infrastructure. City’s Threshold Levels for Capitaliza on Asset Category Threshold Land Always capitalize Land Improvements $20,000 Buildings $20,000 Building Improvements $20,000 Parks Infrastructure $20,000 Vehicles, Machinery & Equipment $10,000 IT Infrastructure $10,000 Water Infrastructure $10,000 Sewer & Drainage Infrastructure $10,000 Transporta on Infrastructure $10,000 Construc on in Progress Always capitalize

140 City of Port Coquitlam 2014-2018 Capital Program

Total Capital Expenditures by Category and Funding

2014 2015 2016 2017 2018 CAPITAL/SPECIAL OPERATING PROJECTS Equipment $1,362,700 $1,537,700 $846,700 $1,983,700 $1,320,700 Transporta on Infrastructure 4,486,400 4,200,300 4,326,300 4,390,500 4,734,800 Informa on Technology Infrastructure 715,000 456,000 565,000 320,000 450,000 Parks Infrastructure 960,900 1,161,600 1,708,900 1,633,600 969,600 Buildings 598,600 300,000 300,000 300,000 300,000 Fire 991,000 62,000 - 990,000 181,000 Land 1,219,900 219,900 219,900 219,900 219,900 Total Capital Projects - General $10,334,500 $7,937,500 $7,966,800 $9,837,700 $8,176,000

Sanitary Infrastructure $582,500 $585,200 $587,900 $590,600 $593,400 Water Infrastructure 1,654,600 1,094,400 1,099,900 1,835,100 1,220,300 Total Capital Projects - Water & Sewer $2,237,100 $1,679,600 $1,687,800 $2,425,700 $1,813,700

FUNDING SOURCES Equipment Reserve - Public Works $845,000 $1,071,000 $296,000 $1,559,000 $985,000 Equipment Reserve - Parks & 307,000 276,000 360,000 234,000 145,000 Recrea on Equipment Reserve - Fire 991,000 62,000 - 990,000 181,000 Future Capital Reserve- Engineering 2,950,200 2,711,200 2,944,400 2,733,400 3,122,500 Future Capital Reserve- Parks & Rec 804,800 804,800 804,800 804,800 804,800 Building Maintenance Reserve 480,000 300,000 300,000 300,000 300,000 IT Infrastructure Reserve 715,000 456,000 565,000 320,000 450,000 Public Safety Building Reserve 118,600 - - - - Sewer Reserve 582,500 585,200 587,900 590,600 593,400 Water Reserve 1,654,600 1,094,400 1,099,900 1,835,100 1,220,300 Land Acquisi on Reserve $1,000,000---- Subtotal Reserves $10,448,700 $7,360,600 $6,958,000 $9,366,900 $7,802,000

Maintenance funds 1,000,000 1,100,000 1,200,000 1,300,000 1,400,000 Subtotal Funded from Taxes $1,000,000 $1,100,000 $1,200,000 $1,300,000 1,400,000

Roads & Drainage DCCs $- $- $- $- $- Parks DCC - Principal 821,940 545,419 545,419 1,431,050 1,204,374 DCC Interest 21,321 25,335 35,376 35,066 41,270 Subtotal DCCs $566,700 $767,400 $1,269,700 $1,239,400 $575,400

Cost Sharing 100,000 15,000 15,000 35,000 15,000 Dona ons - - - - - Grants 456,200 374,100 211,900 322,100 197,300 Subtotal Cost Sharing/Dona ons $556,200 $389,100 $226,900 $357,100 $212,300

Total Capital Funding $12,571,600 $9,617,100 $9,654,600 $12,263,400 $9,989,700

2014-2018 Financial Plan 141 2014-2018 Capital Program

Detailed Listing for the Capital Program

RP RN Ref # NEW* 2014 2015 2016 2017 2018 EQUIPMENT C-E01 Engineering & Opera ons Fleet RP $845,000 $1,071,000 $296,000 $1,559,000 $985,000 Replacement C-P05 Equipment Replacement RP 274,000 266,500 326,000 224,000 121,000 S-P04 Recrea on Facility/Program Upda ng RP 180,300 180,300 180,300 180,300 180,300 S-P02 Parks & Recrea on Equipment RP 33,000 9,500 34,000 10,000 24,000 Replacement C-E02 New Solid Waste Carts RN 20,000 - - - - C-P06 Projects to be determined RP 10,400 10,400 10,400 10,400 10,400 Equipment $1,362,700 $1,537,700 $846,700 $1,983,700 $1,320,700 TRANSPORTATION INFRASTRUCTURE C-R01 Road Rehabilita on - Capital RP $2,443,400 $1,748,300 $2,303,900 $2,045,900 $1,675,000 Improvements C-R09 Major Road Network Pavement RP 423,700 361,600 154,400 309,600 184,800 Rehabilita on C-R10 Kingsway - Coast Meridian Road to Mary New 320,000 - - - - Hill Bypass Comple on C-R15 Coast Meridian Road at Coquitlam - New 250,000 - - - - Traffi c Signal S-R02 Storm Sewer Modeling & Drainage Study RP 250,000 - - - - C-R04 Sidewalk Improvement Program City Wide RP 200,000 200,000 200,000 200,000 200,000 S-E01 Capital Project Administra on RP 149,300 151,800 - - - C-R11 Victoria Drive - Coast Meridian Road to RP 100,000 200,000 - 200,000 - Cedar - Upgrade C-R06 Traffi c Safety Improvement Program - RN 100,000 100,000 100,000 100,000 100,000 Major C-R22 Downtown Pedestrian Improvement RN 50,000 50,000 50,000 50,000 50,000 Program S-R01 Traffi c Safety Improvement Program - RP 50,000 50,000 50,000 50,000 50,000 Minor S-R05 Prairie Avenue Func onal Review RP 50,000 - - - - C-R05 Street Ligh ng Improvement Program RP 40,000 40,000 40,000 40,000 40,000 C-R08 City Owned Bus Shelter Program New 35,000 35,000 35,000 35,000 35,000 C-R07 Wheelchair Accessible Bus Stops New 25,000 25,000 25,000 25,000 25,000 C-R12 McLean Avenue - Pi River Road to RP - 600,000 - - - Taylor - Widening C-R23 Shaughnessy Pedestrian & Cyclist Pathway RN - 300,000 600,000 - - C-R16 Coast Meridian Rd at Apel - Traffi c Signal New - 250,000 - - - C-R21 Drainage Rehabilita on Program RN - 88,600 368,000 585,000 340,000 C-R17 Prairie at Newberry - Traffi c Signal New - - 250,000 - - S-R04 Coquitlam River Bridge Replacement Study RP - - 150,000 - - C-R13 Pi River Road - Reeve to Parkview Lane RP - - - 500,000 - - Upgrade C-R18 Shaughnessy at Eastern - Traffi c Signal New - - - 250,000 - C-R14 Cedar Drive - Prairie to Chelsea widening RP - - - - 1,485,000 C-R24 Coquitlam Avenue - Flint to Cambridge - RN - - - - 300,000 Widening C-R19 Dominion at Fremont Traffi c Signal New - - - - 250,000 Transporta on Infrastructure $4,486,400 $4,200,300 $4,326,300 $4,390,500 $4,734,800 INFORMATION TECHNOLOGY INFRASTRUCTURE C-T03 Storage RP $250,000 $60,000 $60,000 $60,000 $60,000 C-T06 So ware RP 165,000 56,000 215,000 20,000 100,000 C-T09 So ware Agresso RN 150,000 150,000 100,000 100,000 100,000 C-T02 Personal Computers RP 60,000 60,000 60,000 60,000 60,000 C-T05 Fiber Op c Network RP 50,000 50,000 50,000 50,000 50,000 C-T01 Servers RN 30,000 20,000 20,000 20,000 20,000 C-T07 Voice Over Internet Protocol RP 10,000 10,000 10,000 10,000 10,000 C-T04 Network RP - 50,000 50,000 - 50,000 Informa on Technology Infrastructure $715,000 $456,000 $565,000 $320,000 $450,000 * New - Capital projects that result in new infrastructure added to the City’s asset base. Con nued on 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.

142 City of Port Coquitlam 2014-2018 Capital Program

Detailed Listing for the Capital Program (cont.)

RP RN Ref # NEW* 2014 2015 2016 2017 2018 PARKS INFRASTRUCTURE C-P02 Athle c Field Upgrades RN $498,300 $699,000 $498,300 $510,000 $498,300 C-P01 Park & Playground Upgrades and RN 264,300 264,300 1,012,300 925,300 273,000 Renewals C-P04 Trail Construc on and Upgrades RN 131,500 131,500 131,500 131,500 131,500 S-P01 Community Beau ﬁ ca on & Greenway RP 26,800 26,800 26,800 26,800 26,800 S-P05 Self Help Matching Grant Program RP 40,000 40,000 40,000 40,000 40,000 Parks Infrastructure $960,900 $1,161,600 $1,708,900 $1,633,600 $969,600 BUILDINGS S-P03 Building Maintenance RP 257,500 - - - - S-P06 Building Maintenance RN 180,000 - - - - C-P07 Building Maintenance RP 42,500 300,000 300,000 300,000 300,000 D-R05 Ligh ng Retroﬁ t - RCMP Building RP 27,800 - - - - D-R04 Carpet Replacement - RCMP Building RP 90,800 - - - - Buildings $598,600 $300,000 $300,000 $300,000 $300,000 FIRE C-F01 Fleet Replacement RP $960,000 $62,000 - $990,000 $61,000 C-F02 Fire Equipment Replacement RP 31,000 - - - 120,000 Fire $991,000 $62,000 - $990,000 $181,000 LAND C-P03 Land Acquisi on New 1,219,900 219,900 219,900 219,900 219,900 Land $1,219,900 $219,900 $219,900 $219,900 $219,900 WATER INFRASTRUCTURE C-W01 Water Mains - Cast Iron & AC RN $1,292,800 $653,400 $930,000 $1,122,000 $375,000 Replacements C-W02 High Pressure Water Main Construc on RN 303,300 388,300 150,000 700,000 825,000 C-W03 PRV SCADA Equipment RN 39,000 40,000 - - - S-W02 GIS Mapping Enhancements Program - RP 12,500 12,700 12,900 13,100 13,300 Water S-W03 Aerial Photographs for PoCoMAP - Water RP 7,000 - 7,000 - 7,000 Water Infrastructure $1,654,600 $1,094,400 $1,099,900 $1,835,100 $1,220,300 SANITARY SEWER INFRASTRUCTURE C-S02 Sanitary Sewer Pump Sta on RN $352,000 $356,400 $360,800 $365,200 $369,600 Rehabilita on and Upgrading Program C-S01 Sanitary Sewer Main Rehabilita on RN 161,000 166,300 157,600 162,900 154,300 Program S-S01 Sewer U lity - Pump Sta on Electrical/ RP 50,000 50,000 50,000 50,000 50,000 Telemetry Upgrades S-S02 GIS Mapping Enhancements Program - RP 12,500 12,500 12,500 12,500 12,500 Sewer S-S03 Aerial Photographs for PoCoMAP - Sewer RP 7,000 - 7,000 - 7,000 Sanitary Infrastructure $582,500 $585,200 $587,900 $590,600 $593,400

Total Capital Projects $12,571,600 $9,617,100 $9,654,600 $12,263,400 $9,989,700

* New - Capital projects that result in new infrastructure added to the City’s asset base. RP - Capital projects that result in replacing exis ng infrastructure. RN - Capital projects that result in both exis ng infrastructure being replaced and addi onal capacity/func onality added.

2014-2018 Financial Plan 143 2014-2018 Capital Program

Infrastructure Categories The City has the following infrastructure: • 193 km of roadways • 131 km of sidewalks • 6 bridge structures • 1 underpass • 3299 street lights • 50 traffi c signals • 22 footbridges • 971 fi re hydrants Category Descrip ons • 222 hectares of nature/park Land • 180 km of sanitary sewers Includes land purchased or acquired for parks and recrea on, • 201 km of storm sewers building sites, infrastructure (roads, dykes, bridges, etc) and • 212 km of watermains other City purposes. • 2 water pump sta ons • 10 storm pump sta ons Land Improvements • 16,432 water connec ons Includes all long-term improvements to land including • 5882 manholes parking lots, dykes and environmental compensa on works. • 5294 catchbasins Buildings • 47 park sites The replacement cost of buildings owned by the City exceeds • 24 playgrounds $66 million. These buildings include City Hall, two Fire Halls, • 27 sportsfi elds Port Coquitlam Recrea on Complex, Hyde Creek Recrea on • trail systems Centre, Terry Fox Library, the Gathering Place, the Opera ons • 22 sport and tennis courts Centre, Simon Fraser Health Unit, the Outlet, the Annex and • 2 major recrea on centres a number of smaller buildings. • 1 arts centre • City Hall The City uses the Land Sale Reserve as a funding source for • 2 Fire Halls the development of Civic Buildings. Expenditures funded • Opera ons Centre from the Land Sale Reserve are repaid with an annual • Cemetery transfer from the general tax levy. In addi on to the above assets there are parks playgrounds Vehicles, Machinery & Equipment and buildings; four outdoor pools; a fl eet of maintenance The City has a fl eet of vehicles, shop and technology and opera ng vehicles & equipment; computer equipment; equipment that assists with delivery of city services to the offi ce furniture & equipment; plus a variety of other community. More specifi cally the City has: proper es including one-third of the police building, police • Fire Equipment – “Quint” fi re trucks, fi re pumper vehicles and equipment. The useful life of these assets varies trucks, a rescue truck and several smaller vehicles. from three years to more than seventy. • Opera ons Equipment – automated garbage pickup The City’s infrastructure is segmented into the following vehicles, dump trucks, backhoes, step vans, welders, asset categories: trailers, cars and pickups. • Parks and Recrea on Equipment – dump trucks, • Land backhoes, mowers, ice machines and pickups. • Land Improvements • Informa on Systems Equipment and So ware – includes • Buildings over 200 PCs, servers, printers, storage units and other • Vehicles, Machinery, Equipment hardware, plus specialized so ware packages for • Water Infrastructure municipali es. • Sanitary Infrastructure • Drainage Infrastructure The City’s Financial Plan includes annual alloca ons to • Transporta on Infrastructure reserves for each of the equipment groups. Funds allocated to • Parks Infrastructure these reserves are from property taxes and u lity user fees.

144 City of Port Coquitlam 2014-2018 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. Similar to the water system, the ini al installa on of the The ini al installa on of watermains was in the mid-1960s. sewer system was constructed in the mid-1960s. With a With a 70 year projected life, the ini al installa on will be 70 year projected life, that ini al installa on will be due for due for replacement in about 30 years. replacement in about 20 years. To date, only a por on of the water infrastructure costs has Funding for the replacement of sewer infrastructure is similar been funded through City u lity user fees. Funding for the to the funding for water replacement and these works are ini al water infrastructure systems was through either: paid using the City’s annual sewer u lity fees. • Senior government grants, which are no longer Transporta on Infrastructure available; This category includes road structures, bridges, an • City borrowing; and/or underpass, an overpass, sidewalks, bike networks, traffi c • Property owner funding when new construc on takes calming works and traffi c signals. places. In Port Coquitlam Road Rehabilita on has historically been Current and future infrastructure replacement is expected treated as an opera ng expenditure and it is not included to be funded through user fees and other sources as they within the Capital funding envelope. become available. The life span for Road capital works varies widely depending Sanitary Sewer Infrastructure on asset type. Metro Vancouver sewer system takes sewage collected Drainage Infrastructure through City sewer mains and transports it to their sewage The Drainage system consists of storm mains, individual treatment plant where contaminants are removed. The service connec ons, eight pump sta ons, catch basins, City pays Metro Vancouver for this service through a culverts and manholes. charge levied according to the volume of liquid waste Port Coquitlam delivers to the Metro Vancouver. The Drainage system was ini ally built in the mid-1960s. With a 70-year projected life, the ini al installa ons will be The City owns and operates the sewage collec on system due for replacement in 30 years. within Port Coquitlam using more than 180 km of sewer mains, ranging from 100 mm to 750 mm in diameter. The Parks Infrastructure City has twenty-three sewage pump sta ons that keep the Assets in the Parks Infrastructure sec on include playground fl ow of sewage moving through the City’s mains and into the equipment, park fencing, tennis courts, sports fi elds, Metro Vancouver system for treatment. underground park sprinkler systems, outdoor pools, the Traboulay PoCo Trail, and other park assets.

2014-2018 Financial Plan 145 2014-2018 Capital Program

Funding Envelopes Funding envelopes are the annual property tax alloca on to Capital and Opera ng Reserves capital projects. Directors are responsible for managing the The City maintains reserve funds with the objec ve of special opera ng and capital works within their departments. se ng funds aside to contribute to future capital and special Reserves have been established for speciﬁ ed purposes to opera ng expenditures. City reserves include Roads and provide for longer term capital planning. Drainage, Land Sales, Water, Sewer, Recrea on, Equipment, Environment and the Public Safety Building. Summary Funding Envelopes: Category 2014 CFE Development Cost Charge Reserves Roads & Drainage $1,750,200 Development Cost Charges (DCCs) are funds acquired from Parking Reserve 30,300 special levies assessed to new developments. The purpose Parks & Recrea on 819,100 of DCCs is for new development to pay for city services Building Mtce Reserve 465,600 rela ng to growth. Ar ﬁ cial Field 71,900 Public Works Eq 971,900 Parks Eq 163,500 Fire Eq 358,400 IS Eq 505,600 General Gov't 5,400 Public Safety Building 34,200 Elec on 21,000 Water 1,359,200 Sewer 653,700 Total $7,210,000

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 & underpasses.

146 City of Port Coquitlam 2014-2018 Capital Program

Operating Impacts of the Capital Program When construc ng capital projects, there is typically a small por on needed for annual maintenance of the new asset. Below are lis ngs of the opera ng budget impacts for Capital as a result of the 2014-2018 Capital Program.

Ref. 2014 2015 2016 2017 2018

C-R11 Victoria Drive - CMR to Cedar - Upgrade $1,100 $2,000 - $2,000 - C-R08 City Owned Bus Shelter Program 700 700 700 700 700 S-R01 Traffi c Safety Improvement Program - Minor 600 600 600 600 600 C-R05 Street Ligh ng Improvement Program 100 100 100 100 100 C-R07 Wheelchair Accessible Bus Stops 100 100 100 100 100 C-R12 McLean Avenue - PRR to Taylor - Widening - 6,000 - - - C-R15 CMR at Coquitlam - Traffi ce Signal - 2,600 - - - S-R02 Storm Sewer Modeling & Drainage Study - 2,000 - - - C-R10 Kingsway - CMR to MH Bypass Comple on - 1,000 - - - C-R21 Drainage Rehabilita on Program - 500 1,850 3,000 1,700 C-R16 CMR at Apel - Traffi ce Signal - - 2,600 - - C-R06 Traffi c Safety Improvement Program - Major - - 100 500 500 C-R23 Shaughnessy Pedestrian & Cyclist Pathway - - - 6,000 - C-R13 Pi River Road - Reeve to Parkview Lane - Upgrade - - - 5,100 - C-R17 Prairie at Newbery - Traffi c Signal - - - 2,600 - C-R14 Cedar Drive - Prairie to Chelsea Widening - - - - 14,900 C-R24 Coquitlam Avenue - Flint to Cambridge - Widening - - - - 3,100 C-R18 Shaughnessy at Eastern - Traffi c Signal - - - - 2,600 C-R19 Dominion at Fremont - Traffi c Signal - - - - 2,600 Total Engineering $2,600 $15,600 $6,050 $20,700 $26,900

C-W02 High Pressure Water Main Construc on - - - $8,300 Total Water Fund - - - $7,100 $8,300

C-T09 So ware Agresso 50,000 - - - - Total Informa on Services $50,000 - - - -

C-P02 Athle c Field Upgrades 31,000 9,450 - - - C-P01 Park & Playground Upgrades and Renewals 13,900 40,500 38,000 38,000 - C-P04 Trail Construc on and Upgrades 10,450 10,450 10,450 10,450 10,450 S-P01 Community Beau ﬁ ca on & Greenway 4,425 4,425 4,425 4,425 4,425 Total Parks & Recrea on $59,775 $64,825 $52,875 $52,875 $14,875

Total Opera ng Impact of Capital $112,375 $80,425 $58,925 $80,675 $50,075

2014-2018 Financial Plan 147 2014-2018 Capital Program ENGINEERING & OPERATIONS ENGINEERING SERVICES

Reference # C-E01 Project: Engineering & Operations Fleet Replacement

2014 2015 2016 2017 2018 Total Capital Costs $845,000 $1,071,000 $296,000 $1,559,000 $985,000 $4,756,000 Funding Sources: Public Works Equipment Reserve 845,000 1,071,000 296,000 1,559,000 985,000 4,756,000

Funding Total $845,000 $1,071,000 $296,000 $1,559,000 $985,000 $4,756,000

Project Description & Estimated Beneﬁ ts

The City’s Opera ons sec on operates a City Fleet, which maintenance costs to determine if replacement can be includes the ren ng, leasing, and ownership of the deferred for one or more years while maintaining low equipment and vehicles needed to undertake day-to-day opera ng costs and high in-service availability. Where opera ons in an eﬃ cient and eﬀ ec ve manner. As the replacement is required, a review is made to right-size equipment and vehicles, which are owned by the City, the vehicle for its intended use. become too expensive to maintain or become unreliable Deferring replacement of vehicles and equipment will (and therefore, are not available when needed), these result in increased opera ng and maintenance costs vehicles and equipment are replaced. as well as addi onal costs due to down me as a result Replacement of vehicles and equipment include an of vehicles and equipment not being available when assessment of vehicle and equipment opera ng and needed.

The equipment to be replaced in 2014 includes:

Vehicle Used By Purchased Budget The Fleet Replacement Ford 150 Pick Up U li es 2003 $47,400 program is an integral component of the City’s Extended Cab Pick Up Construc on 2005 41,300 Strategic Plan for a Extended Cab Pick Up Trades 2005 41,800 Strategic Service Delivery Pick Up Public Works 2005 36,700 and a Sustainable Future. Pick Up Trades 2005 36,700 Extended Cab Pick Up Bylaw 2003 35,900 Cube Van Trades 2002 67,200 Loader Public Works 2000 167,800 Generator Set U li es 2011 99,200 Portable Welder Shop 2004 31,000 Misc Equipment All Various 240,000 Total $845,000

148 City of Port Coquitlam 2014-2018 Capital Program PARKS & RECREATION

Reference # C-P05 Project: Equipment Replacement

2014 2015 2016 2017 2018 Total Capital Costs $274,000 $266,500 $326,000 $224,000 $121,000 $1,211,500 Funding Sources: P&R Equipment Reserve 274,000 266,500 326,000 224,000 121,000 1,211,500 ($15,300 in Special Opera ng)

Funding Total $274,000 $266,500 $326,000 $224,000 $121,000 $1,211,500

Project Description & Estimated Beneﬁ ts

Equipment is replaced due to its life cycle age, • 1 - 2003 3/4 ton extended cab pick up u lized increasing repair costs and to meet changing opera onal by parks maintenance staff for garbage, li er, requirements along with taking into account increased janitorial and illegal dumping collec on - 11 year user needs and demands. amor za on @ $30,000 • 1 - 2006 Kubota grass mower u lized by the grass Each piece of equipment is evaluated, prior to being cu ng crew to cut/maintain grassy areas at Gates placed onto the replacement list, to determine if it is Park - 8 year amor za on @ $43,200 feasible (cost benefi t) to extend its life expectancy. • 1-2003 1 ton dump truck with tool storage u lized The funding of this type of equipment comes from by hor culture staff for materials delivery and debris internal rental charges collected for each piece of removal - 11 year amor za on @ $75,000 equipment to be replaced. Relates to the Corporate Strategic Plan direc on: Sustainable Future.

2014-2018 Financial Plan 149 2014-2018 Capital Program PARKS & RECREATION

Reference # S-P04 Project: Recreation Facility / Program Updating

2014 2015 2016 2017 2018 Total Special Opera ng Costs $180,300 $180,300 $180,300 $180,300 $180,300 $901,500 Funding Sources: Future Capital - Recrea on $180,300 $180,300 $180,300 $180,300 $180,300 $901,500

Funding Total $180,300 $180,300 $180,300 $180,300 $180,300 $901,500

Project Description & Estimated Beneﬁ ts

The following replacement/repairs are required to Port Coquitlam Recrea on Complex – Air hockey table maintain Division services/opera onal/public safety $1,500; Blue Arena rubber fl ooring (north end) $8,000; and to keep our program equipment current and in safe bouncy castle $4,000; climbing equipment $1,500; opera ng condi on. Each piece of equipment has been disabled door mechanisms $15,000; ice paint sprayer evaluated to determine if it is feasible or not to extend $2,500; lobby water fountain $2,000; internal electronic its life expectancy. If funding is unavailable, programs/ security system $10,000; storage cabinets for youth centre opera ons will be nega vely aff ected and in some cases, $3,000 discon nued. Robert Hope Pool – AED $2,000; lifeguard chair $4,000 Centennial Pool – Pool vacuum $2,500 Routley and Sun Valley Pool – AEDs $4,000 Hyde Creek – Aqua c star ng blocks $12,300; refi nish Wilson Centre – Display case $2,000; fridge $2,500; aerobics fl oor $10,000; ellip cal cross trainer $7,400; modify two exis ng washrooms to create fully accessibile Youth Centre furniture $4,000; hot tub fi lter/valves $4,000; washrooms $30,000 gym sound equipment $11,000; gym grates $6,000; ice machine/food servery$3,000; treadmill $8,200; upright Relates to the Corporate Strategic Plan direc on: Sense of exercise bikes $5,900; water fountain $2,000; aqua c Community. changeroom/shower baby tables $2,000 Leigh Square Arts Villiage – Furniture for Gathering Place $10,000

150 City of Port Coquitlam 2014-2018 Capital Program PARKS & RECREATION

Reference # S-P02 Project: Equipment Reserve

2014 2015 2016 2017 2018 Total Special Opera ng Costs $33,000 $9,500 $34,000 $10,000 $24,000 $110,500 Funding Sources: P&R Equipment Reserve 33,000 9,500 34,000 10,000 24,000 110,500 ($148,200 in Capital)

Funding Total $33,000 $9,500 $34,000 $10,000 $24,000 $110,500

Project Description & Estimated Beneﬁ ts

Equipment is replaced due to its life cycle age, Allocated toward smaller hand power tools such as increasing repair costs and to meet changing opera onal weedeaters, push mowers, hedge trimmers, pole saws, requirements along with increased user needs and blowers, vacuums, chain saws, generators, aerators, demands. Each piece of equipment is evaluated at compactors, cut oﬀ saws, turf cu ers, roto llers and the end of the season, prior to being placed on the specialty carpentry and mechanical tools . replacement list, to determine if it is feasible or not to Relates to the Corporate Strategic Plan direc on: extend its life expectancy. The funding of this type of Sustainable Future. equipment comes from internal rental charges collected for each piece of equipment to be replaced.

2014-2018 Financial Plan 151 2014-2018 Capital Program ENGINEERING & OPERATIONS ENGINEERING SERVICES

Reference # C-E02 Project: New Solid Waste Carts

2014 2015 2016 2017 2018 Total Capital Costs $20,000 ----$20,000 Funding Sources: Road & Drainage Reserve 20,000 ----10,000

Funding Total $20,000 ----$20,000

Project Description & Estimated Beneﬁ ts

The City’s Solid Waste Collec on program (Bylaw #3832) While the City cleans and re-issues carts that have been allows residents and other customers to exchange returned, many requests are for sizes that are in limited their exis ng garbage, recycling and green waste carts supply in Stores. Once Stores is out of stock, the City will for smaller and larger sized carts as well as increase/ not be able to respond to the residents’ requests. decrease the number of carts that they have to meet This budget item is for the purchase of new 360-litre their requirements. solid waste carts to meet requests from residents. Typically 300 to 400 requests are received each year to This purchase meets the objec ves of the City’s Strategic exchange/replace/increase/decrease the number and Plan for Community Well-being, and Strategic Service size of carts that the resident has. Delivery.

152 City of Port Coquitlam 2014-2018 Capital Program PARKS & RECREATION

Reference # C-P06 Project: Projects to be Determined

2014 2015 2016 2017 2018 Total Capital Costs $10,400 $10,400 $10,400 $10,400 $10,400 $52,000 Funding Sources: P&R DCC - Interest 10,000 10,000 10,000 10,000 10,000 50,000 P&R DCC - Principal 400 400 400 400 400 2,000

Funding Total $10,400 $10,400 $10,400 $10,400 $10,400 $52,000

Project Description & Estimated Beneﬁ ts

These funds are to be available for unan cipated park Relates to the Corporate Strategic Plan direc on: related expenditures that arise during the year to allow Community Well-being. the Department to respond to community needs in a mely manner.

2014-2018 Financial Plan 153 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R01 Project: Road Rehabilitation – Capital Improvements

2014 2015 2016 2017 2018 Total Capital Costs $2,443,400 $1,748,300 $2,303,900 $2,045,900 $1,675,000 $10,216,500 Funding Sources: Road & Drainage Funding Envelope 643,400 - 331,800 45,900 275,000 1,296,100 Road & Drainage Reserve 800,000 648,300 772,100 700,000 - 2,920,400 Road Rehabilita on Program 1,000,000 1,100,000 1,200,000 1,300,000 1,400,000 6,000,000

Funding Total $2,443,400 $1,748,300 $2,303,900 $2,045,900 $1,675,000 $10,216,500

Project Description & Estimated Beneﬁ ts

This program provides funding for the rehabilita on • Eastern Dr: Shaughnessy - Klassen (repave surface and/or reconstruct full pavement • Fraser Ave: Shaughnessy - Cambridge structure) of exis ng pavements and related drainage 2015: works on City roads. The program is based on the City’s • McAllister: Shaughnessy - Mary Hill ongoing pavement asset management program and work • McLean Ave: Kingsway - Pi River Rd is scheduled to complement other work when the City • Prairie: Shaughnessy - Coast Meridian upgrades and/or replaces underground u li es, widens/ • Rodger Ave - Knappen - Morrison upgrades exis ng roads to subdivision bylaw standard (widen pavement, install curb & gu er, street ligh ng , 2016: sidewalks etc.) . The program also provides resources • Elgin Ave: Shaughnessy - Mary Hill to allow the City to undertake road rehabilita on • Gloria Drive works in conjunc on with new developments where • Langan Ave:Pi River Rd - Broadway the Developer is improving a por on of the street to • Prairie: Coast Meridian Rd - Fremont leverage the City’s funds. This program focusses on the • Se on St: north of Greenmount non-MRN roads and on the rehabilita on. The expansion • June Crescent of roads is considered under a separate capital program. 2017: By planning and scheduling the work to op mize the • Coast Meridian Road : Mary Hill Bypass - Kingsway City’s investments, the City can maintain higher service • Pi River Road: Reeve - Parkview Lane levels for a longer period of me, and lower long-term • Shaughnessy St: Mary Hill Bypass - Eastern Drive opera ng and replacement costs. Undertaking the • Mary Hill Lane works in a planned fashion also minimizes disrup on to residents, businesses, motorists and pedestrians. 2018: • Shaughnessy Street - retaining wall north of Citadel Loca ons under considera on for the 2014 to 2018 Road • York Street: Patricia - Laurier Rehabilita on Program include: • Braken Court: Toronto - Lynwood 2014: • Others TBD • Aire Cres: Western - Lamprey The rehabilita on of the exis ng road pavement • Burns Rd: Dominion - Prairie infrastructure is an integral component of the City’s • Oxford St: Westminster - Prairie Strategic Plan for a Sustainable Future, and maintaining • Prairie: Burns - Dyke infrastructure.

154 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R09 Project: Major Road Network Pavement Rehabilitation

2014 2015 2016 2017 2018 Total Capital Costs $423,700 $361,600 $154,400 $309,600 $184,800 $1,434,100 Funding Sources: TransLink - OMR Funding 423,700 361,600 154,400 309,600 184,800 1,434,100

Funding Total $423,700 $361,600 $154,400 $309,600 $184,800 $1,434,100

Project Description & Estimated Beneﬁ ts

This program provides funding for the rehabilita on TransLink provides the City with an annual grant (repave surface and/or reconstruct full pavement to provide for the opera on, maintenance and structure) of the exis ng Major Road Network (MRN). rehabilita on of the MRN. The City’s MRN funding is The MRN currently includes Lougheed Hwy, Coast also subject to maintaining the MRN pavements at or Meridian Road (north), the Coast Meridian Overpass and above the industry standards (roughness etc.). Broadway Street. The 2014 to 2018 MRN program is The City has also accumulated an MRN reserve based on a detailed survey and assessment of the City’s dedicated to this purpose. The program will maintain pavement assets (by EBA consultants) in 2013. the MRN pavements in a “state of good repair” as The loca ons under considera on for the 2014 MRN recommended in TransLink’s 2013 Base Plan. The MRN Pavement Rehabilita on Program include: reserve funds and the ongoing TransLink MRN funding will cover 100% of the costs of the proposed 2014 to • Eastbound Lougheed Hwy from Dominion Ave to 2018 MRN pavement rehabilita on program. O awa Street (resurface and some reconstruc on). • Westbound Lougheed Hwy from Commonwealth The rehabilita on of the exis ng MRN pavement Street to Oxford Street (resurface and some infrastructure is an integral component of the City’s reconstruc on). Strategic Plan for a Sustainable Future. • Westbound Lougheed Hwy form Flint Street to Shaughnessy Street (resurface and some reconstruc on).

2014-2018 Financial Plan 155 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R10 Project: Kingsway – Coast Meridian Road to Mary Hill Bypass Completion

2014 2015 2016 2017 2018 Total Capital Costs $320,000 ---- $320,000 Funding Sources: Road & Drainage Reserve 320,000 ----320,000

Funding Total $320,000 ---- $320,000

Addi onal Opera ng Costs Personnel - $300.00 -- - 300 Equipment - 250 -- - 250 U li es - 150 - - - 150 Materials - 300 - - - 300

Total Opera ng Costs - $1,000 - - - $1,000

Project Description & Estimated Beneﬁ ts

The project will complete this sec on of Kingsway The consequence of not approving the project will be Avenue to an arterial standard between 1305 Kingsway addi onal travel me and/or confl ict for pedestrians, and the Mary Hill Bypass. The construc on will occur on vehicle drivers/passengers and commercial goods the north side of Kingsway Avenue and include ~ 150 movement. metres of curb/gu er, pavement widening, sidewalk and The project supports the following objec ves of the associated street ligh ng. Corporate Strategic Plan: The project will provide the following benefi ts: • Create a sustainable community • Improve turning movements to/from the industrial • Support and plan for a connected happy proper es community • Provide separate area for queuing of westbound • Promote customer accessibility in business areas le turning vehicles • Facilitate goods movement within and through the • Reduce delays and confl ict for westbound traffi c community • Improve pedestrian safety and accessibility.

156 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R15 Project: Coast Meridian Road at Coquitlam – Trafﬁ c Signal

2014 2015 2016 2017 2018 Total Capital Costs $250,000 ---- $250,000 Funding Sources: Road & Drainage Reserve 130,000 ----130,000 ICBC Cost Sharing 100,000 ----100,000 CMBC - TRIPP Funding 20,000 ----20,000

Funding Total $250,000 ---- $250,000

Addi onal Opera ng Costs Personnel - $500 - - - $500 Equipment - 400 -- - 400 U li es - 300 - - - 300 Materials - 500 -- - 500 Contrac ng - 900 - - - 900

Total Opera ng Costs - $2,600 - - - $2,600

Project Description & Estimated Beneﬁ ts

The 2013 Traffi c Signal Review iden fi ed this signal as The consequence of not approving the project will be a priority for installa on in 2014. The project entails addi onal travel me and/or confl ict for pedestrians, the construc on of a pedestrian, cyclist, and vehicle transit users , vehicle drivers/passengers and commercial actuated traffi c signal. The project will include goods movement. coordinated opera ons with other traffi c signals on The project supports the following objec ves of the Coast Meridian Road. Corporate Strategic Plan: The new traffi c signal will provide the following benefi ts: • Create a sustainable community • Provide protected pedestrian crossing of CMR • Support and plan for a connected happy • Improve bus access to/from Coquitlam Avenue community • Improve transit patron access • Facilitate goods movement within and through the • Provide protected access for vehicles to CMR community • Provide protected access for Community Shu le bus • Develop strong lobby for transit improvements route to CMR

2014-2018 Financial Plan 157 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # S-R02 Project: Storm Sewer Modeling & Drainage Study

2014 2015 2016 2017 2018 Total Special Opera ng Costs $250,000 ---- $250,000 Funding Sources: Road & Drainage Reserve 250,000 ----250,000

Funding Total $250,000 ---- $250,000

Addi onal Opera ng Costs Materials & Supplies - $2,000 - - - $2,000

Total Opera ng Costs - $2,000---$2,000

Project Description & Estimated Beneﬁ ts

This project provides for the development of a model The consequence of not approving development of a of City’s Storm Sewer Collec on System based on the storm water model for the City will be a con nuing lack ul mate development scenario in Port Coquitlam, to of drainage informa on regarding the ability of the City’s ensure the capacity of the storm sewer system as the storm sewer system to handle severe rainfall events City con nues to develop. without ﬂ ooding public and private proper es. Further, the City will be at economic risk if developers install This model will also provide a tool for the Engineering mains which are too small, while mains which are larger department to assess applica ons for development. than needed will result in more costly land development Storm sewer upgrades can be required as a condi on of projects. subdivision, building permit, or rezoning. As the City densiﬁ es, storm sewer capacity becomes an increasing The project supports the following objec ves of the concern. Corporate Strategic Plan: The model will also provide for improved capital • Create a sustainable community planning for drainage improvement projects and for • Provide for strategic service delivery opera on and maintenance. The outcome of this project • Improve the economic strength of the City will be used to improve the City’s drainage informa on rehabilita on plan.

158 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R04 Project: Sidewalk Improvement Program City Wide

2014 2015 2016 2017 2018 Total Capital Costs $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Funding Sources: Road & Drainage Reserve 200,000 200,000 200,000 200,000 200,000 1,000,000

Funding Total $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000

Project Description & Estimated Beneﬁ ts

The Sidewalk Improvement Program funds the • Renton Avenue - Irvine School entrance to cul-de- conversion of gravel pathways or shoulders to concrete sac to east - 80 metres sidewalks in areas that are not likely to be subject to • Larch Way - Fraser Avenue to Tamarack Place redevelopment. The City’s Master Transporta on Plan (Birchland Elementary School) - 170 metres has iden fi ed an a program that would upgrade the • Salisbury Ave - Edinburgh to Flint (Kwayquitlam City’s sidewalk system at a cost of $16 million over the Middle School) - 85 metres next 30 to 40 years. The Sidewalk Improvement Program • Taylor - Mercer to Pooley - Kilmer Elementary has been developed with strategic direc on from the School - 80 metres Transporta on Solu ons & Public Works Commi ee as is • Oxford Street - Suff olk to Westminster - 130 metres iden fi ed in the Master Transporta on Plan. he consequence of not approving the project will be that The TSPW Commi ee has endorsed a smaller program pedestrians will con nue to share the road with vehicles. of priority sidewalk projects for implementa on over The City also will not progress on the goal to increase the the next 5 to 10 years. The proposed projects address safety and propor on of total travel by pedestrians. higher pedestrian demands, including school access, The project supports the following objec ves of the seniors facili es, and commercial access. The following Corporate Strategic Plan: projects are suggested for 2014: • Create a sustainable community • Paula Place - from Eastern Drive to south end of • Support and plan for a connected happy cul-de-sac (Hazel Trembath School access) - 120 community metres • Promote customer accessibility in business areas

2014-2018 Financial Plan 159 2014-2018 Capital Program ENGINEERING & OPERATIONS

Reference # S-E01 Project: Capital Project Administration

2014 2015 2016 2017 2018 Total Capital Costs $149,300 $151,800 - - - $301,000 Funding Sources: Road & Drainage Reserve 149,300 151,800---301,000

Funding Total $149,300 $151,800 - - - $301,000

Project Description & Estimated Beneﬁ ts

The design and construc on of new infrastructure by Translink, the Provincial and Federal governments through the City’s Road & Drainage, Water, Sewer and that administra ve project costs cannot be included in Development Cost Charge (DCC) Reserves represents applica ons for grants and not cost sharing, this program signiﬁ cant addi onal work to the City’s Engineering is being funded as a Special Opera ng Project instead of staﬀ . This item allows for the recovery of Engineering’s capital, and will be phased out in 2016 with these costs administra ve expenses for capital projects, and in the being included in the annual opera ng budgets. past, was charged to the various Area 1 and Area 2 DCC This program meets the objec ves of the City’s Strategic Reserves. Plan for a Sustainable Future. Due to new accoun ng guidelnes introduced by the Public Sector Accoun ng Board, and the requirement

160 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R11 Project: Victoria Drive – Coast Meridian Road to Cedar – Upgrade

2014 2015 2016 2017 2018 Total Capital Costs $100,000 $200,000 - $200,000 - $500,000 Funding Sources: Road & Drainage Reserve 100,000 200,000 - 200,000 - 500,000

Funding Total $100,000 $200,000 - $200,000 - $500,000

Addi onal Opera ng Costs Personnel $200 $400 - $400 - $1,000 Equipment 200 300 -300 -800 U li es 100 200 - 200 - 500 Materials 200 400 - 400 - 1,000 Contrac ng 400 700 - 700 - 1,800

Total Opera ng Costs $1,100 $2,000 - $2,000 - $5,100

Project Description & Estimated Beneﬁ ts

Victoria Drive is a intermunical arterial road that has • Mark a centre le turn lane in sec ons been par ally constructed to an arterial standard. • Mark a dedicated le turn lanes at intersec ng north/ The City’s Master Transporta on Plan indicates that south streets the future traﬃ c volumes on Victoria Drive can be The project will reduce collision rates and improve accommodated with one lane in each direc on and access to proper es on both sides of Victoria Drive. auxiliary lanes. The City of Coquitlam is currently assessing the long term func onal design of Victoria The consequence of not approving the project will Drive (widening to north). Coquitlam Council has be ongoing conﬂ ict for pedestrians, automobiles and approved borrowing to fund the upgrades on the commercial goods movement. Coquitlam side of Victoria Drive. The City of Port The project supports the following objec ves of the Coquitlam would fund the corresponding works that are Corporate Strategic Plan: required on the south side. • Create a sustainable community The scope of the project includes the following elements • Support and plan for a connected happy in par al sec ons of this corridor: community • Construct curb and gu er • Facilitate goods movement within and through the • Construct sidewalk community • Finish boulevard

2014-2018 Financial Plan 161 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R06 Project: Trafﬁ c Safety Improvement Program – Major

2014 2015 2016 2017 2018 Total Capital Costs $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 Funding Sources: Road & Drainage Funding Envelope 100,000 100,000 100,000 100,000 100,000 500,000

Funding Total $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

Addi onal Opera ng Costs Personnel - - $100 $100 $100 $300 Equipment - - - 100 100 200 U li es - - - 100 100 200 Materials - - - 200 200 400

Total Opera ng Costs - - $100 $500 $500 $1,100

Project Description & Estimated Beneﬁ ts

The City’s Master Transporta on Plan recommends that • Illuminated street name signs at Lougheed Hwy/ the City improve the safety and accessibility for all road Oxford and Coast Meridian Road/Lincoln users. These measures will also improve the safety and • Dedicated le turn lane at Kingsway/Langan and comfort of vulnerable road users, encouraging addi onal Kingsway/Coast Meridian Road walking, cycling and transit use. Many of these projects will receive cost sharing through As development occurs there is increased pedestrian, ICBC’s Road Improvement Program. cyclist and vehicular traffi c on the exis ng road The consequence of not approving this program would network. This program provides funding to improve be ongoing and increasing pedestrian, cyclist and traffi c exis ng intersec ons and roads to improve visibility confl icts. and to reduce confl icts among pedestrians, cyclists and motor vehicles. The program funds the following The project supports the following objec ves of the improvements: Corporate Strategic Plan: • Curb bulges for pedestrian crossings of • Create a sustainable community Shaughnessy Street at Elgin Avenue • Support and plan for a connected happy • School access improvements (Blakeburn, James community Park) • Promote an ac ve, healthy community • Turn phases at exis ng traffi c signals at Prairie/ Oxford and Shaughnessy/Pi River Road

162 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R22 Project: Downtown Pedestrian Improvement Program

2014 2015 2016 2017 2018 Total Capital Costs $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Funding Sources: Road & Drainage Reserve 50,000 50,000 50,000 50,000 50,000 250,000

Funding Total $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

Project Description & Estimated Beneﬁ ts

The City’s Downtown Pedestrian Circula on Study has • Wheelchair accessible ramps iden fi ed a range of works to improve pedestrian safety, • Bicycle racks comfort and accessibility. The public feedback during • Wayfi nding signs the City’s 2013 Master Transporta on Plan has iden fi ed The consequence of not approving the project will be the following priori es: that the City will not increase the propor on of total • Support improvements for cycling, pedestrians and travel by pedestrians, improve the accessibility of seniors transit and disabled persons to the network, or improve the • Support improvements to the City’s primary road safety/comfort of pedestrians. network The project supports the following objec ves of the • Support improved rapid transit and bus services by Corporate Strategic Plan: TransLink • Support increased accessibility to the transporta on • Create a sustainable community system for the disabled and seniors • Support and plan for a connected happy community This project provides funding for the following works in • Promote customer accessibility in business areas the Downtown area: • Sidewalks poten ally Marry Hill Road south of Kingsway Avenue, Wilson east of Bury Street, Reeve Street north of Wilson

2014-2018 Financial Plan 163 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # S-R01 Project: Trafﬁ c Safety Improvement Program – Minor

2014 2015 2016 2017 2018 Total Special Opera ng Costs $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Funding Sources: Road & Drainage Reserve 50,000 50,000 50,000 50,000 50,000 250,000

Funding Total $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

Addi onal Opera ng Costs Personnel $100 $100 $100 $100 $100 $500 Equipment 100 100 100 100 100 500 U li es 100 100 100 100 100 500 Materials 100 100 100 100 100 500 Contrac ng 200 200 200 200 200 1,000

Total Opera ng Costs $600 $600 $600 $600 $600 $3,000

Project Description & Estimated Beneﬁ ts

The City’s Master Transporta on Plan recommends that These projects are typically lower cost (less than $10K) the City improve the safety and accessibility for all road and do not meet the criteria for a capital project. The users. These measures will also improve the safety and larger safety improvement projects are funded through comfort of vulnerable road users, encouraging addi onal a separate capital program. Some of these projects will walking, cycling and transit use. receive cost sharing through ICBC’s Road Improvement Program. As development occurs there is increased pedestrian, cyclist and vehicular traffi c on the exis ng road Examples of work include le turn bay improvements on network. This program provides funding to improve Kingsway at Mary Hill Bypass, and Prarie Avenue . exis ng intersec ons and roads to improve visibility The consequence of not approving this program would and to reduce confl icts among pedestrians, cyclists be ongoing and increasing pedestrian, cyclist and traffi c and motor vehicles. The program funds the following confl icts. improvements: The project supports the following objec ves of the • Signed and marked crosswalks Corporate Strategic Plan: • School access improvements • Extended stopping restric ons at intersec ons • Create a sustainable community • Accessible ramps • Support and plan for a connected happy • Passenger loading zones community • High visibility signs • Promote an ac ve, healthy community

164 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # S-R05 Project: Prairie Avenue Functional Reserve

2014 2015 2016 2017 2018 Total Special Opera ng Costs $50,000 ---- $50,000 Funding Sources: Road & Drainage Reserve 50,000 ----50,000

Funding Total $50,000 ---- $50,000

Project Description & Estimated Beneﬁ ts

The City’s Master Transporta on Plan (MTP) has The study outcome will provide guidance to the City for projected increasing traffi c volumes on Prairie Avenue future capital planning. The dra 2014 to 2018 Capital as the Ci es of Port Coquitlam and Coquitlam con nue Plan includes pavement rehabilita on of Prairie Avenue to develop and Council in 2013 iden fi ed a desire to and a poten al traffi c signal at the intersec on of Prairie review the use of Prarie Avenue. Avenue and Newberry Street. The study will inform decision making for the 2015 fi scal year and beyond. This project is a func onal review of Praire Avenue beween Shaughnessy Street and Fremont Street. The The project supports the following objec ves of the study will consider/refi ne the following transporta on Corporate Strategic Plan: elements: • Create a sustainable community • Ul mate vehicle laning requirements (2 versus 4 • Support and plan for a connected happy through lanes) community • Ul mate intersec on improvements (i.e. le turn • Develop a strong lobby for transit improvements and/or right turn lanes) • Promote customer accessibility in business areas • Accommoda on of east/west cycling, either along, or parallel to Prairie Avenue • Future traffi c signal loca ons

2014-2018 Financial Plan 165 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R05 Project: Street Lighting Improvement Program

2014 2015 2016 2017 2018 Total Capital Costs $40,000 $40,000 $40,000 $40,000 $40,000 $200,000 Funding Sources: Road & Drainage Reserve 40,000 40,000 40,000 40,000 40,000 200,000

Funding Total $40,000 $40,000 $40,000 $40,000 $40,000 $200,000

Addi onal Opera ng Costs U li es 100 100 100 100 100 500

Total Opera ng Costs $100 $100 $100 $100 $100 $500

Project Description & Estimated Beneﬁ ts

This program provides funds to improve the street several intersec ons, and along the corridor as a whole. ligh ng levels on City roads. The City’s street ligh ng Other loca ons will be reviewed for 2014 including was developed to varying standards as roads were Shaughnessy Street between Pi River Road and Wilson opened in the past. Many of the City’s roads do Avenue. The City typically receives public requests for not meet the current guidelines for street ligh ng increased street ligh ng each year. recommended by the Transporta on Associa on of The consequence of not approving the program Canada (TAC) and pose a challenge to safety. would be ongoing visibility challenges and conﬂ ict for This program provides funding to upgrade a small pedestrians, cyclists and motorized vehicles. por on of the City’s street ligh ng infrastructure each The program supports the City’s Strategic Plan to year. The program will provide priority to areas with improve Transporta on, Public Safety, and provide higher pedestrian volumes and traﬃ c volumes. The excellence in Strategic Service Delivery. City has assessed the Mary Hill Road Corridor in 2013 and addi onal street ligh ng has been recommended at

166 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R08 Project: City Owned Bus Shelter Program

2014 2015 2016 2017 2018 Total Capital Costs $35,000 $35,000 $35,000 $35,000 $35,000 $175,000 Funding Sources: Road & Drainage Reserve 35,000 35,000 35,000 35,000 35,000 175,000

Funding Total $35,000 $35,000 $35,000 $35,000 $35,000 $175,000

Addi onal Opera ng Costs Personnel 100 100 100 100 100 500 Equipment 100 100 100 100 100 500 U li es 300 300 300 300 300 1,500 Materials 100 100 100 100 100 500 Contrac ng 100 100 100 100 100 500

Total Opera ng Costs $700 $700 $700 $700 $700 $3,500

Project Description & Estimated Beneﬁ ts

This project provides bus shelters at loca ons not The consequence of not approving the project will be included in the Pa son Outdoor commercial bus shelter that transit patrons will not be provided protec on from agreement. The project will provide up to 3 bus shelters the elements, and that the City will not increase transit in 2014, subject to cost sharing by Coast Mountail Bus mode share in the future. Company (CMBC). The proposed loca ons are: The project supports the following objec ves of the • Westbound Lougheed Hwy east of Shaughnessy Corporate Strategic Plan: Street • Create a sustainable community • Eastbound Lougheed Hwy east of Shaughnessy • Support and plan for a connected happy Street community • Westbound Prairie Avenue west of Coast Meridian • Develop a strong lobby for transit improvements Road • Promote customer accessibility in business areas The bus shelter works include the construc on of an CMBC may provide cost sharing (of 50% of the project accessible concrete pad, electrical supply and a bus cost), subject to an annual applica on/approval process. shelter with a Community Message display panel. The bus shelters provide shelter for transit patrons wai ng The City’s contract with Pa son Outdoor for commercial to board at these higher use bus stops. CMBC boarding adver sing is up for review in 2015. The scope of the data indicates that the proposed bus shelters will City owned bus shelter program in future years will provide protec on from the elements for roughly 700 depend on the outcome of the Pa son Outdoor review bus passengers per day. The addi on of bus shelters will and Council direc on. also encourage people to switch from the automobile to using the transit service.

2014-2018 Financial Plan 167 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R07 Project: Wheelchair Accessible Bus Stops

2014 2015 2016 2017 2018 Total Capital Costs $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 Funding Sources: Road & Drainage Reserve 12,500 12,500 12,500 12,500 12,500 62,500 CMBC - TRIPP Funding 12,500 12,500 12,500 12,500 12,500 62,500

Funding Total $25,000 $25,000 $25,000 $25,000 $25,000 $125,000

Addi onal Opera ng Costs Personnel 100 100 100 100 100 500

Total Opera ng Costs $100 $100 $100 $100 $100 $500

Project Description & Estimated Beneﬁ ts

This project provides concrete pads that permit The consequence of not approving the project will wheelchairs , scooters and strollers to access CMBC be that transit patrons will not be provided with an bus services in the City. The number of bus stops accessible transit system (over me). The City receives upgraded each year is dependent on the scope of work speciﬁ c requests from disabled persons and CMBC each needed at each loca on. The work may also include year. the construc on of retaining walls to address excess The project supports the following objec ves of the crossfall. Corporate Strategic Plan: The following loca ons are being considered for • Create a sustainable community installa on in 2014: • Support and plan for a connected happy • Northbound Coast Meridian Road at Riverwood community Gate • Develop a strong lobby for transit improvements • Southbound Coast Meridian Road at Riverwood • Promote customer accessibility in business areas Gate CMBC has previously provided cost sharing (of 50% • Eastbound MacLean Avenue at Taylor Street of the project cost), subject to an annual applica on/ • Northbound Coast Meridian Road at Coast approval process. Meridian Connector • Northbound Shaughnessy Street and Kelly Avenue • Northbound Shaughnessy Street at Central Avenue

168 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R12 Project: McLean Avenue – Pitt River Road to Taylor – Widening

2014 2015 2016 2017 2018 Total Capital Costs - $600,000 - - - $600,000 Funding Sources: Road & Drainage Reserve - 600,000 - - - 600,000

Funding Total - $600,000 - - - $600,000

Addi onal Opera ng Costs Personnel & Beneﬁ ts - $1,200 - - - $1,200 Equipment - 900 -- - 900 U li es - 600 - - - 600 Materials & Supplies - 1,200 - - - 1,200 Contracted Services - 2,100 - - - 2,100

Total Opera ng Costs - $6,000 - - - $6,000

Project Description & Estimated Beneﬁ ts

The project will complete this sec on of McLean Avenue The consequence of not approving the project will be to an arterial standard , which has been iden fi ed in the addi onal travel me and/or confl ict for pedestrians, Master Transporta on Plan. The construc on will occur vehicle drivers/passengers and commercial goods on the north side of McLean Avenue and include ~ 300 movement. metres of curb/gu er, pavement widening, sidewalk and The project supports the following objec ves of the associated street ligh ng. Corporate Strategic Plan: The project will provide the following benefi ts: • Create a sustainable community • Improve westbound capacity approaching Pi River • Support and plan for a connected happy Road community • Provide separate area for queuing of westbound • Promote customer accessibility in business areas le turning vehicles • Facilitate goods movement within and through the • Reduce delays and confl ict for westbound traffi c community • Improve pedestrian safety and accessibility

2014-2018 Financial Plan 169 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R23 Project: Shaughnessy Pedestrian & Cyclist Pathway

2014 2015 2016 2017 2018 Total Capital Costs - $300,000 $600,000 - - $900,000 Funding Sources: Road & Drainage Reserve - 300,000 600,000 - - 900,000

Funding Total - $300,000 $600,000 - - $900,000

Addi onal Opera ng Costs Personnel - - - $1,200 - $1,200 Equipment - - - 900 -900 U li es - - - 600 - 600 Materials - - - 1,200 -1,200 Contrac ng - - - 2,100 - 2,100

Total Opera ng Costs - - - $6,000 - $6,000

Project Description & Estimated Beneﬁ ts

The exis ng Shaughnessy Street Pathway was approval from CP Rail in 2014. Following approval by the constructed with two travelled lanes and a narrow CPR, the City will apply to TransLink and the Province for sidewalk. The provision of high quality pedestrian and cost sharing of the es mated project construc on costs cycling facili es in this sec on of Shaughnessy Street (one third share each). It is an cipated that the project has been requested by many people engaged in the would be constructed in the 2016 fi scal year. Master Transporta on Plan update amd the Downtown The City’s Offi cial Community Plan envisions a vibrant Pedestrian Plan. The City has assessed the op ons to Downtown with convenient and safe access by all modes improve the pedestrian and cyclist environment and of travel. The exis ng underpass is a barrier to cyclists has selected a new pedestrian/cyclist tunnel under the and is in mida ng to pedestrians. A fully accessible CPR line as the preferred solu on. It would have the connec on for pedestrians and cyclists will accommodate following elements: exis ng demand, and will support increased growth in the • Provide clear width of 4 metres Downtown area and Shaughnessy Prairie neighbourhood. • Provide clear height of 2.5 metres The project supports the following objec ves of the • Install high effi ciency LED ligh ng Corporate Strategic Plan: • Modify ramp structure on the south end • Modify ramp structure on the north end • Create a sustainable community • Maintain exis ng gradients for pedestrians and cyclists • Support and plan for a connected happy community The City has retained SNC Lavalin Consultants to prepare • Promote an ac ve, healthy community a detailed design and construc on plan. The City will • Promote customer accessibility in business areas complete the detailed design and expects to obtain

170 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R16 Project: Coast Meridian Road at Apel – Trafﬁ c Signal

2014 2015 2016 2017 2018 Total Capital Costs - $250,000 - - - $250,000 Funding Sources: Road & Drainage Reserve - 235,000 - - - 235,000 ICBC Cost Sharing - 15,000 - - - 15,000

Funding Total - $250,000--- $250,000

Addi onal Opera ng Costs Personnel - - $500 - - $500 Equipment - - 400 -- 400 U li es - - 300 - - 300 Materials - - 500 -- 500 Contrac ng - - 900 - - 900

Total Opera ng Costs - - $2,600 - - $2,600

Project Description & Estimated Beneﬁ ts

The City annually reviews intersec ons to determine • Provide protected access for vehicles turning from the need for improvements based on TAC warrants. The Apel Drive onto southbound CMR 2013 analysis indicates that the City should an cipate a The consequence of not approving the project will be new signal at Coast Meridian Road (CMR) at Apel in and addi onal travel me and/or confl ict for pedestrians, around 2015. This need will be monitored. transit users, vehicle drivers/passengers and commercial The project entails the construc on of a pedestrian, goods movement. cyclist, and vehicle actuated traffi c signal. The project The project supports the following objec ves of the will include coordinated opera ons with other traffi c Corporate Strategic Plan: signals on Coast Meridian Road. • Create a sustainable community The new traffi c signal will provide the following benefi ts: • Support and plan for a connected happy • Provide protected pedestrian crossings of CMR community • Provide protected cyclist crossings of CMR • Facilitate goods movement within and through the • Improve transit patron access for the new bus community service planned on CMR (2014) • Develop strong lobby for transit improvements

2014-2018 Financial Plan 171 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R21 Project: Drainage Rehabilitation Program

2014 2015 2016 2017 2018 Total Capital Costs - $88,600 $368,000 $585,000 $340,000 $1,381,600 Funding Sources: Road & Drainage Reserve - 88,600 368,000 585,000 340,000 1,381,600

Funding Total - $88,600 $368,000 $585,000 $340,000 $1,381,600

Addi onal Opera ng Costs Personnel - $200 $700 $1,200 $700 $2,800 Equipment - 100 600 900 500 2,100 U li es - 100 200 300 150 750 Materials - 100 350 600 350 1,400

Total Opera ng Costs - $500 $1,850 $3,000 $1,700 $7,050

Project Description & Estimated Beneﬁ ts

This program provides funding for the rehabilita on and/ The consequence of not approving this project will or expansion of major drainage system elements as part be increasing emergent repairs, ﬂ ooding events and of Council’s focus on rehabilita ng its infrastructure. This community disrup on. work will proceed a er the drainage study in 2014/2015 As the rehabilita on program proceeds, the necessary which will re-assess the City’s drainage newtork, and downstream infrastructure that is rehabilitated will allow deﬁ ne/priori ze drainage condi ons and capacity the City to develop a “new” program to address exis ng requirements. ditches which has been a request by residents over the The rehabilita on of the exis ng drainage infrastructure years. is an integral component of the City’s Strategic Plan for a The list of projects will be submi ed in 2014 for the 2015 Sustainable Future. business planning process.

172 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R17 Project: Prairie at Newberry – Trafﬁ c Signal

2014 2015 2016 2017 2018 Total Capital Costs - - $250,000 - - $250,000 Funding Sources: Road & Drainage Reserve - - 235,000 - - 235,000 ICBC Cost Sharing - - 15,000 - - 15,000

Funding Total - - $250,000 - - $250,000

Addi onal Opera ng Costs Personnel - - - $500 - $500 Equipment - - - 400 -400 U li es - - - 300 - 300 Materials - - - 500 -500 Contrac ng - - - 900 - 900

Total Opera ng Costs - - - $2,600 - $2,600

Project Description & Estimated Beneﬁ ts

The City annually reviews intersec ons to determine • Improve transit patron access to/from bus service the need for intersec on improvements based on TAC • Provide protected access for vehicles turning from warrants. The 2013 analysis indicates that a signal at Newberry Street onto Prairie Avenue Prarie at Newberry may be warranted by 2016. This The consequence of not approving the project will be need will be monitored. As well, TSPW has suggested addi onal travel me and/or confl ict for pedestrians, that the adjacent intersec ons be analyzed as poten al transit users, vehicle drivers/passengers and commercial candidates, if warranted. goods movement. The project entails the construc on of a pedestrian, The project supports the following objec ves of the cyclist, and vehicle actuated traffi c signal. The project Corporate Strategic Plan: will include coordinated opera ons with other traffi c signals on Prairie Avenue. • Create a sustainable community • Support and plan for a connected happy The new traffi c signal will provide the following benefi ts: community • Provide protected pedestrian crossings of Prairie • Facilitate goods movement within and through the Avenue community • Provide protected cyclist crossings of Prairie Avenue

2014-2018 Financial Plan 173 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # S-R04 Project: Coquitlam River Bridge Replacement Study

2014 2015 2016 2017 2018 Total Special Opera ng Costs - - $150,000 - - $150,000 Funding Sources: Road & Drainage Reserve - - 150,000 - - 150,000

Funding Total - - $150,000 - - $150,000

Project Description & Estimated Beneﬁ ts

The Lougheed Highway - Coquitlam River Bridges were (2011 dollars), it is recommended that the ﬁ rst phase downloaded by the Ministry of Transporta on to the City be a study to determine whether the crossing needs in 1999. The City’s consultant completed an assessment to be upgraded and when. The study would include a of these two bridges in April 2006, and recommended func onal transporta on study, site invesiga on, and that considera on be given to replacing the south-side suﬃ cient design of the op ons to prepare construc on streel truss bridge within 7 to 10 years (2013 - 2016). es mates and conceptual drawings for the selected Subsequent maintenance projects have extended the life bridge op on. of this structure to 2020-2025. It is not known if cost sharing will be available; however, One op on is to replace the exis ng steel truss bridge an applica on will be made once TransLink completes with its current func onality (two travel lanes and a their review of their policies and procedures with sidewalk). However, replacing the steel truss bridge respect to replacing major bridges and structures on the provides an opportunity to consider upgrading this region’s Major Road Network. crossing of the Coquitlam River to include six travel The upgrading of the Lougheed Highway - Coquitlam lanes, and improved cycling and pedestrian access. River bridges forms an integral part of the City’s Strategic Given that the total project cost for upgrading this Plan for a Sustainable Future, and Economic Strength. crossing is es mated to be approximately $10,000,000

174 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R13 Project: Pitt River Road – Reeve to Parkview Lane – Upgrade

2014 2015 2016 2017 2018 Total Capital Costs - - - $500,000 - $500,000 Funding Sources: Road & Drainage Reserve - - - 480,000 - 480,000 ICBC Cost Sharing - - - 20,000 - 20,000

Funding Total - - - $500,000 - $500,000

Addi onal Opera ng Costs Personnel - - - $1,000 - $1,000 Equipment - - - 800 -800 U li es - - - 500 - 500 Materials - - - 1,000 -1,000 Contrac ng - - - 1,800 - 1,800

Total Opera ng Costs - - - $5,100 - $5,100

Project Description & Estimated Beneﬁ ts

Pi River Road is a munical arterial road that has been • Reconstruct driveway and fences for private constructed with two lanes in each direc on. The City property to south and ICBC reviewed the traffi c opera ons in this sec on • Acquire por on of property to south and have recommended that le turn lanes be provided The project will reduce collision rates and improve to improve traffi c safety and the access to/from adjacent access to proper es on both sides of Pi River Road proper es. The City examined the ming of the work for 2013 but deferred this during budget delibera ons to The consequence of not approving the project will be future years. Staff have re-scheduled this for 2017. ongoing confl ict for automobiles and commercial goods movement. The scope of the project includes the following elements: The project supports the following objec ves of the Corporate Strategic Plan: • Reconstruct south curb, sidewalk • Construct centre le turn lane to Parkview Lane • Create a sustainable community (east) • Support and plan for a connected happy • Construct two way le turn lanes east of Parkview community Lane (east) • Facilitate goods movement within and through the • Construct raised median at Parkview Lane (west) community • Replace exis ng pavement

2014-2018 Financial Plan 175 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R18 Project: Shaughnessy at Eastern – Trafﬁ c Signal

2014 2015 2016 2017 2018 Total Capital Costs - - - $250,000 - $250,000 Funding Sources: Road & Drainage Reserve - - - 235,000 - 235,000 ICBC Cost Sharing - - - 15,000 - 15,000

Funding Total - - - $250,000 - $250,000

Addi onal Opera ng Costs Personnel ---- $500 $500 Equipment ----400 400 U li es ----300 300 Materials ----500 500 Contrac ng ----900 900

Total Opera ng Costs ---- $2,600 $2,600

Project Description & Estimated Beneﬁ ts

The City annually reviews intersec ons as part of the • Provide protected access for vehicles turning from intersec on improvement program to determine the Eastern Drive onto Shaughnessy Street need for intersec on improvements based on TAC The consequence of not approving the project will be warrants. The 2013 analysis indicates that a signal at addi onal travel me and/or confl ict for pedestrians, Shaughnessy at Eastern may be required by 2017. This transit users, vehicle drivers/passengers and commercial need will be monitored. goods movement. The project entails the construc on of a pedestrian, The project supports the following objec ves of the cyclist, and vehicle actuated traffi c signal. The project Corporate Strategic Plan: will include coordinated opera ons with other traffi c signals on Shaughnessy Street. • Create a sustainable community • Support and plan for a connected happy The new traffi c signal will provide the following benefi ts: community • Provide protected pedestrian crossings of • Promote an ac ve, healthy community Shaughnessy Street • Facilitate goods movement within and through the • Provide protected cyclist crossings of Shaughnessy community Street

176 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R14 Project: Cedar Drive - Prairie to Chelsea Widening

2014 2015 2016 2017 2018 Total Capital Costs ---- $1,485,000 $1,485,000 Funding Sources: Road & Drainage Reserve -----480,000

Funding Total ---- $1,485,000 $1,485,000

Addi onal Opera ng Costs Personnel ---- $3,000 $3,000 Equipment ----2,200 2,200 U li es ----1,500 1,500 Materials ----3,000 3,000 Contrac ng ----5,200 5,200

Total Opera ng Costs ---- $14,900 $14,900

Project Description & Estimated Beneﬁ ts

Cedar Drive is a municipal collector road and has been • Provide 3.5 m width for vehicle travel in each par ally completed over the years to collector standards direc on as iden fi ed in the Master Transporta on Plan and • Provide refuge area for pedestrians on the west through TSPW in 2013. The project will include: side • Provide addi onal width for cyclists • Complete curb/gu er and sidewalk on the east side of Cedar Drive The provision of a full sidewalk or bicycle lanes is not • Provide 6 metre paved with for northbound travel/ recommended as the addi onal width would require parking lane extensive intrusion into the adjacent watercourse , and • Provide a 3.5 metre wide southbound travel lane signifi cant increase in project costs. • Provide a 0.9 metre wide paved shoulder The consequence of not approving the project will be • Replace exis ng pavement addi onal confl ict for cyclists, buses, automobiles and • Construct a retaining wall to accommodate commercial goods movement. pavement widening (where required) • Localized widening for bus stop passenger landing The project supports the following objec ves of the areas at two southbound bus stops Corporate Strategic Plan: The project will widen Cedar Drive by up to 1.2 metres. • Create a sustainable community • Support and plan for a connected happy The project will provide the following benefi ts: community • Provide 2.5 m width for on-street parking on the • Facilitate goods movement within and through the east side community

2014-2018 Financial Plan 177 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R24 Project: Coquitlam Avenue – Flint to Cambridge – Widening

2014 2015 2016 2017 2018 Total Capital Costs ---- $300,000 $300,000 Funding Sources: Road & Drainage Reserve ----300,000 300,000

Funding Total ---- $300,000 $300,000

Addi onal Opera ng Costs Personnel ---- $600 $600 Equipment ----500 500 U li es ----300 300 Materials ----600 600 Contrac ng ----1,100 1,100

Total Opera ng Costs ---- $3,100 $3,100

Project Description & Estimated Beneﬁ ts

The City’s Master Transporta on Plan has iden fi ed The consequence of not approving the project will be Coquitlam Avenue as a collector. There is a narrow ongoing confl icts for pedestrians, cyclists and vehicles. sec on between Fint and Cambridge. This project will The project supports the following objec ves of the repave this sec on of Coquitlam Avenue and replace Corporate Strategic Plan: sec ons of grade shoulder to asphalt and curb to a collector standard . The construc on will occur on • Create a sustainable community por ons of this block of Coquitlam Avenue and include • Support and plan for a connected happy pedestrian bulges, curb/gu er, pavement widening, community sidewalk and associated street ligh ng. • Promote customer accessibility in business areas The project will provide the following benefi ts: • New road surface • Provide addi onal width for parking • Improve street ligh ng • Improve pedestrian safety and accessibility • Improve drainage

178 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS ROADS & DRAINAGE

Reference # C-R19 Project: Dominion at Fremont – Trafﬁ c Signal

2014 2015 2016 2017 2018 Total Capital Costs ---- $250,000 $250,000 Funding Sources: Road & Drainage Reserve ----235,000 235,000 ICBC Cost Sharing ----15,000 15,000

Funding Total ----$250,000 $250,000

Addi onal Opera ng Costs Personnel ---- $500 $500 Equipment ----400 400 U li es ----300 300 Materials ----500 500 Contrac ng ----900 900

Total Opera ng Costs ---- $2,600 $2,600

Project Description & Estimated Beneﬁ ts

The City annually reviews intersec ons as part of The consequence of not approving the project will be the intersec on improvement program to determine addi onal travel me and/or confl ict for pedestrians, the need for intersec on improvements based TAC transit users, vehicle drivers/passengers and commercial warrants. The 2013 analysis indicates that a signal goods movement. or improvements may be required by 2018 for the The project supports the following objec ves of the intersec on of Dominion at Freemont. Corporate Strategic Plan: The project entails the construc on of a pedestrian, • Create a sustainable community cyclist, and vehicle actuated traffi c signal. The project • Support and plan for a connected happy will include coordinated opera ons with other traffi c community signals on the Fremont Connector. • Promote an ac ve, healthy community The new traffi c signal will provide the following benefi ts: • Facilitate goods movement within and through the community • Reduce delays associated with the exis ng 4 way stop control • Improve pedestrian crossings in all direc ons • Improve cyclist crossings in all direc ons

2014-2018 Financial Plan 179 2014-2018 Capital Program CORPORATE SERVICES INFORMATION SERVICES

Reference # C-T03 Project: Storage

2014 2015 2016 2017 2018 Total Capital Costs $250,000 $60,000 $60,000 $60,000 $60,000 $490,000 Funding Sources: IS Capital Reserve 250,000 60,000 60,000 60,000 60,000 490,000

Funding Total $250,000 $60,000 $60,000 $60,000 $60,000 $490,000

Project Description & Estimated Beneﬁ ts

Replacement funding for the City’s exis ng NetApp We are going to examine the feasibility of moving the storage systems. Es mate a working life of 3 years for backups and disaster recovery fun on to a cloud based the disk storage (City’s hard drives) and a tape backup service as part of the Agresso data storage move to unit (7 year life). Storage is one area which just seems to a Canadian Data Centre. This my take place in 2015 consistantly go up. I have increased the yearly funding depending on the outcomes of our inves ga on and our to refl ect ever larger storage requirements. costs. More research on this item will need to take place before the costs and benefi ts are fully known and the Disk storage and informa on con nues to grow each specifi c ming can be determined. If we do go to a cloud year. As the disks age and either fi ll up or fail, it becomes storage solu on then the ongoing costs should decrease. necessary to replace them and the infrastructure which connects them to our network. We run a secondary backup site with lower capacity and speed in Fire Hall #1 which acts as a disaster recovery site.

180 City of Port Coquitlam 2014-2018 Capital Program CORPORATE SERVICES INFORMATION SERVICES

Reference # C-T06 Project: Software

2014 2015 2016 2017 2018 Total Capital Costs $165,000 $56,000 $215,000 $20,000 $100,000 $556,000 Funding Sources: IS Capital Reserve 165,000 56,000 215,000 20,000 100,000 556,000

Funding Total $165,000 $56,000 $215,000 $20,000 $100,000 $556,000

Project Description & Estimated Beneﬁ ts

Replacement funding for the City’s exis ng so ware Major so ware systems need upgrades periodically. systems. As it is diﬃ cult to determine the exact ming These upgrades are largely driven by the supplying of these upgrades to our major systems it is prudent vendors who are responding to market pressure. It is to budget 50% of the purchase values every 5 years important to keep rela vely up to date so the systems for these upgrades. 2014 has us implemen ng a new are able to con nue being supported. If an enterprise Recrea on System and a signiﬁ cant upgrade to the system fails then the en re func on is down for the Tempest property systems. en re City.

2014-2018 Financial Plan 181 2014-2018 Capital Program CORPORATE SERVICES INFORMATION SERVICES

Reference # C-T09 Project: Software Agresso

2014 2015 2016 2017 2018 Total Capital Costs $150,000 $150,000 $100,000 $100,000 $100,000 $600,000 Funding Sources: IS Capital Reserve 150,000 150,000 100,000 100,000 100,000 600,000

Funding Total $150,000 $150,000 $100,000 $100,000 $100,000 $600,000

Project Description & Estimated Beneﬁ ts

The new Agresso fi nancial system is approximately 25% Data Centre costs are included in 2014. The exact completed. There are 3 phases with the fi rst phase costs for this will need to determined some me in mid expected to be live by the end of 2013. A further 2014 as these cost es mates are very preliminary. An expansion of the system to encompass all the remaining allowance for a further $100,000 a year is for poten al fi nancial so ware applica ons will take place in 2014. new systems such as maintenance management systems, The fi nal phase is Payroll and Human Resources which remote web based employee service and other smaller is tena vely scheduled for 2015. $50,000 for Canadian fi nancial applica ons within the Agresso framework.

182 City of Port Coquitlam 2014-2018 Capital Program CORPORATE SERVICES INFORMATION SERVICES

Reference # C-T02 Project: Personal Computers

2014 2015 2016 2017 2018 Total Capital Costs $60,000 $60,000 $60,000 $60,000 $60,000 $300,000 Funding Sources: IS Capital Reserve 60,000 60,000 60,000 60,000 60,000 300,000

Funding Total $60,000 $60,000 $60,000 $60,000 $60,000 $300,000

Project Description & Estimated Beneﬁ ts

Replacement funding for the City’s exis ng 350 PC’s The emergence of tablet devices and iPads may change at $1,000 each. Es mate a working life of 4 to 5 years these numbers. The useful life will also need to be per PC with approximately 60 PC’s per year needing determined as me goes on. We es mate that tablets to be replaced. It should be noted that the number will have a 3 year useful life. of computers goes up by approximately 10 each year including laptops.

2014-2018 Financial Plan 183 2014-2018 Capital Program CORPORATE SERVICES INFORMATION SERVICES

Reference # C-T05 Project: Fibre Optic Network

2014 2015 2016 2017 2018 Total Capital Costs $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Funding Sources: IS Capital Reserve 50,000 50,000 50,000 50,000 50,000 250,000

Funding Total $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

Project Description & Estimated Beneﬁ ts

The fi bre op c extension to Coast Meridian and Victoria The City needs to take advantage of opportuni es to will be carried forward from 2013 to 2014 (a carry forward install fi bre op c ductwork and cable when the costs are of $100,000). Further years show an expansion of the largely incremental due to signifi cant road work. This is fi ber op c network along arterial roadways of $50,000 a the only way the City will expand its network access and year. Fibre lines will also be run to various other loca ons reliability. (such as pump sta ons) at a rate of one per year.

184 City of Port Coquitlam 2014-2018 Capital Program CORPORATE SERVICES INFORMATION SERVICES

Reference # C-T01 Project: Servers

2014 2015 2016 2017 2018 Total Capital Costs $30,000 $20,000 $20,000 $20,000 $20,000 $110,000 Funding Sources: IS Capital Reserve 30,000 20,000 20,000 20,000 20,000 110,000

Funding Total $30,000 $20,000 $20,000 $20,000 $20,000 $110,000

Project Description & Estimated Beneﬁ ts

Replacement funding for the City’s servers. Over the last The only alterna ves to this are a emp ng to prolong couple of years the City has drama cally reduced the the life of old equipment, stop doing the par cular number of physical servers in the Computer Room from ac vity the server supports or outsourcing the func on more than 40 servers ,down to 12 to a third party supplier who provides the servers through a remote server farm. It should be noted servers. 7 of these servers run 46 Virtual computers that the capital for servers varies from year to year in a shared conﬁ gura on. A further 5 servers run a with some years being slightly higher than the budget tradi onal single opera ng system applica on server. and some years being slightly lower. If servers can be The move to virtual servers will con nue as the City recommissioned with a less demanding task then this is consolidates the remaining machines into new shared done, thus preserving the useful life of the server for an units. Virtualiza on is reducing the overall requirement addi onal year or two. Some useful but older servers for hardware. Hence, the server allowance is decreasing have been redeployed as part of a data warehousing (or holding steady). Opera onal costs are declining excercise for historic informa on. slightly and the promise of Cloud compu ng may reduce these costs further. We completed the virtualiza on of 6 servers in our DMZ in 2013. Servers need to be replaced as the equipment ages and becomes unsuitable for the task.

2014-2018 Financial Plan 185 2014-2018 Capital Program CORPORATE SERVICES INFORMATION SERVICES

Reference # C-T07 Project: Voice Over Internet Protocol

2014 2015 2016 2017 2018 Total Capital Costs $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 Funding Sources: IS Capital Reserve 10,000 10,000 10,000 10,000 10,000 50,000

Funding Total $10,000 $10,000 $10,000 $10,000 $10,000 $50,000

Project Description & Estimated Beneﬁ ts

We have now entered the replacement and maintenance a modest growth in features and new phone sets in the mode for our telephone systems. We have provided for coming years.

186 City of Port Coquitlam 2014-2018 Capital Program CORPORATE SERVICES INFORMATION SERVICES

Reference # C-T04 Project: Network

2014 2015 2016 2017 2018 Total Capital Costs - $50,000 $50,000 - $50,000 $150,000 Funding Sources: IS Capital Reserve - 50,000 50,000 - 50,000 150,000

Funding Total - $50,000 $50,000 - $50,000 $150,000

Project Description & Estimated Beneﬁ ts

Replacement funding for the City’s exis ng Networking 10GB backbones are now deployed and may expand equipment. Es mate a working life of 5 years for the to the smaller sites over the next 2 to 3 years (up from network switches and routers. Fibre Op c WAN cable 1GB). We are also expanding video solu ons for security has an es mated life of 20 years. Hyde Creek and Fire and traﬃ c cameras. Hall #2 are now on the ﬁ ber op c backbone.

2014-2018 Financial Plan 187 2014-2018 Capital Program PARKS & RECREATION

Reference # C-P02 Project: Athletic Field Upgrades

2014 2015 2016 2017 2018 Total Capital Costs $498,300 $699,000 $498,300 $510,000 $498,300 $2,703,900 Funding Sources: Future Capital - Recrea on 255,000 255,000 255,000 255,000 255,000 1,275,000 P&R DCC - Interest 4,570 8584 4,570 5,100 4,570 27,394 P&R DCC - Principal 238,730 435,416 238,730 249,900 238,730 1,401,506

Funding Total $498,300 $699,000 $498,300 $510,000 $498,300 $2,703,900

Addi onal Opera ng Costs Personnel $15,000 $4,700 - - - $19,700 Equipment 5,000 1,250 - - - 6,250 U li es 4,000 1,000 - - - 5,000 Materials 3,500 2,500 - - - 6,000 Contrac ng 3,500 ----3,500

Total Opera ng Costs $31,000 $9,450 - - - $40,450

Project Description & Estimated Beneﬁ ts

2014 Projects Future Capital DCC Interest DCC Principle Total Cost Cedar Park Ligh ng $107,301 $1,923 $90,776 $200,000 Sports Court rebuilding and upgrades: $147,699 $2,647 $124,954 $275,300 DCC Management Fees (staﬀ wages) - - $23,000 $23,000

Cedar Park: The 2010 Sports Field Strategy noted Sports Court Renewals: The repair of exis ng tennis that addi onal fi eld me for adult so ball/slo-pitch is and sports courts including asphalt and fencing repair required. To assist in mee ng these demands, and given replacement. Properly func oning sport courts the current shortage of available land for a new fi eld, encourage residents to par cipate in ac vity, decreases ligh ng an exis ng A level fi eld will assist in mee ng the likelihood of injuries and lowers maintenance costs. the addi onal playing me capaci es. Cedar Park Projects include Eastern, Routley, Imperial and Evergreen was rebuilt in 2013 with the assistance of the Federal Park sport courts. Government and ligh ng this fi eld will provide a fi rst Relates to the Corporate Strategic Plan direc on: class facility. The implementa on of this project will Community Well-being. include a public input process to allow for local residents the opportunity to provide feedback prior to the installa on of the the lights.

188 City of Port Coquitlam 2014-2018 Capital Program PARKS & RECREATION

Reference # C-P01 Project: Park & Playground Upgrades and Renewals

2014 2015 2016 2017 2018 Total Capital Costs $264,300 $264,300 $1,012,300 $925,300 $273,000 $2,739,200 Funding Sources: Future Capital - Recrea on 171,700 171,700 171,700 171,700 171,700 858,500 Developer's contribu on - - 45,000 - - 45,000 P&R DCC - Interest 1,851 1,851 15,906 15,066 21,800 56,474 P&R DCC - Principal 90,749 90,749 779,694 738,534 79,500 1,779,226

Funding Total $264,300 $264,300 $1,012,300 $925,300 $273,000 $2,739,200

Addi onal Opera ng Costs Personnel $4,600 $24,500 $25,000 $25,000 - $79,100 Equipment 1,200 4,500 6,500 6,500 - 18,700 Materials 4,000 8,000 5,000 5,000 - 22,000 Contrac ng 4,100 3,500 1,500 1,500 - 10,600

Total Opera ng Costs $13,900 $40,500 $38,000 $38,000 - $130,400

Project Description & Estimated Beneﬁ ts

2014 Projects Future Capital DCC Interest DCC Principle Total Cost Cou s Park Playground $22,618 $243 $10,637 $33,500 Pinemont Park Playground $16,879 $181 $7,938 $25,000 Castle Park Picnic Area Refurbished $96,079 $1,035 $45,185 $142,300 Blakeburn Lagoon Design $36,122 $389 $16,988 $53,500 DCC Management Fees (staﬀ wages) - - $10,000 $10,000

Cou s and Pinemont Playgrounds: Replace aging current demands for services within City-wide parks, this infrastructure to ensure safety and minimize area is required to meet the needs of the community as maintenance costs and playground equipment chosen a whole. Given the growth in this neighbourhood, this currently does not meet CSA standards. park will assist in providing recrea onal ac vi es to both immediate residents and the surrounding community. Castle Park: Picnic area renewal based on user demand. Speciﬁ cally, this park will provide the opportunity for Castle Park is the major des na on passive park for the natural history and ecosystem interpreta on. This southern part of the City and hosts many major civic and project will be phased over several years. Preliminary community events throughout the year. The refurbished work in 2014 will include detailed design of the site as picnic area will provide an enhanced focal gathering per the Parks, Recrea on and Culture Plan and previous point for these events and everyday use of the park. concept plans developed for this loca on. Blakeburn Lagoon: As iden ﬁ ed in the 2007 Parks, Relates to the Corporate Strategic Plan direc on: Recrea on and Culture Plan, and in order to meet Community Well-being.

2014-2018 Financial Plan 189 2014-2018 Capital Program PARKS & RECREATION

Reference # C-P04 Project: Trail Construction and Upgrades

2014 2015 2016 2017 2018 Total Capital Costs $131,500 $131,500 $131,500 $131,500 $131,500 $657,500 Funding Sources: Future Capital - Recrea on 111,000 111,000 111,000 111,000 111,000 555,000 P&R DCC - Principal 20,200 20,200 20,200 20,200 20,200 101,000 P&R DCC - Interest 300 300 300 300 300 1,500

Funding Total $131,500 $131,500 $131,500 $131,500 $131,500 $657,500

Addi onal Opera ng Costs Personnel $3,850 $3,850 $3,850 $3,850 $3,850 $19,250 Equipment 1,100 1,100 1,100 1,100 1,100 5,500 Materials 3,500 3,500 3,075 4,000 2,400 16,475 Contrac ng 2,000 2,000 2,000 3,025 1,000 10,025

Total Opera ng Costs $10,450 $10,450 $10,025 $11,975 $8,350 $51,250

Project Description & Estimated Beneﬁ ts

2014 Projects Future Capital DCC Interest DCC Principle Total Cost Trail Upgrades and Repair $50,390 $903 $2,707 $54,000 Bollard and Gate Replacement $7,465 $134 $401 $8,000 Barrier Fence Repairs $16,797 $301 $902 $18,000 West-side Coquitlam River Trail $41,991 $753 $2,256 $45,000 DCC Management Fees (staﬀ wages) - - $6,500 $6,500

Life Cycle Renewal Projects - These items are past their Reserve and the trail on Lincoln Avenue off Coast expected lifecycle and no longer func oning adequately, Meridian Road. increasing poten al for liability and environmental Barrier Fence Repairs: Repair and replace wooden impacts (such as root damage trip hazards along Traboulay barrier fences (Citadel Landing and Gates Park) that have PoCo Trail, ro ng bollard, and fence posts no longer reached the end of their life cycle. func oning as barriers to park/environmental areas). Trail Renewal Project - Renewing and formaliza on of Hyde Creek/ Minnekhada Trail: Repair and rebuild aging exis ng trail for public safety and risk management. infrastructure to improve and maintain current uses. West-side Coquitlam River Trail: Further defi ne/complete Bollard and Gate Replacement: Repair and replace the trail on the west side of the Coquitlam River south exis ng metal bollards and gates at the end of their of Lougheed Highway. To address outstanding property life cycle. Loca ons on Traboulay PoCo Trail and other encroachment issues and ongoing vagrant encampments. internal trails including Chelsea Park off Lynwood Avenue; Newberry Street to the Hyde Creek Nature Relates to the Corporate Strategic Plan direc on: Reserve; Lincoln Avenue to the Hyde Creek Nature Community Well-being.

190 City of Port Coquitlam 2014-2018 Capital Program PARKS & RECREATION

Reference # S-P01 Project: Community Beautiﬁ cation & Greenway

2014 2015 2016 2017 2018 Total Special Opera ng Costs $26,800 $26,800 $26,800 $26,800 $26,800 $134,000 Funding Sources: Future Capital - Recrea on $22,200 $22,200 $22,200 $22,200 $22,200 $111,000 DCC’s Interest 4,600 4,600 4,600 4,600 4,600 23,000

Funding Total $26,800 $26,800 $26,800 $26,800 $26,800 $134,000

Addi onal Opera ng Costs Personnel $1,600 $1,600 $1,600 $1,600 $1,300 $7,700 Equipment 625 625 625 625 400 2,900 Materials 700 700 700 700 500 3,300 Contrac ng 1,500 1,500 1,500 1,500 1,100 7,100

Total Opera ng Costs $4,425 $4,425 $4,425 $4,425 $3,300 $21,000

Project Description & Estimated Beneﬁ ts

Lougheed Centre Median East of Westwood to entrance and e in with other recent landscape Shaughnessy Street: Remove exis ng declining over and improvements east on Lougheed Highway and the Coast mature shrubs/trees and reinstall new plan ng to create Meridian Overpass. an a rac ve entrance to the City of Port Coquitlam. Failure to make these improvements will result in Project to be phased in over four years. ongoing maintenance challenges and safety issues. The aged formal entrance to the community has reached Opera ng costs will increase only slightly as vegeta on the end of its life cycle and is becoming problema c to and tree establishment require addi onal weeding and maintain due to compac on of soils, over mature plant watering. materials and random failures into traﬃ c right-of-way. Relates to the Corporate Strategic Plan direc on: This project will be phased in over a four year period. Community Well-being. When completed, this redevelopment will provide a signiﬁ cant improvement to the western community

2014-2018 Financial Plan 191 2014-2018 Capital Program PARKS & RECREATION

Reference # S-P05 Project: Self Help Matching Grant Program

2014 2015 2016 2017 2018 Total Special Opera ng Costs $40,000 $40,000 $40,000 $40,000 $40,000 $200,000 Funding Sources: Future Capital - Recrea on $40,000 $40,000 $40,000 $40,000 $40,000 $200,000

Funding Total $40,000 $40,000 $40,000 $40,000 $40,000 $200,000

Project Description & Estimated Beneﬁ ts

The Self-Help Matching Grant Program is designed to Over the past several years, this program has been over promote partnership between the City of Port Coquitlam subscribed by community groups. and local sport organiza ons, cultural groups, service clubs If these funds are not approved, the 2014 program would and PAC groups via an applica on process. not be oﬀ ered to local organiza ons and the beneﬁ t of Set criteria are used to evaluate each applica on. approved pojects not realized in the community. Successful applicants can receive funding up to a maximum Relates to the Corporate Strategic Plan direc on: Sense of of $10,000 and/or 50% of the total cost of their project. Community.

192 City of Port Coquitlam 2014-2018 Capital Program PARKS & RECREATION

Reference # S-P03 Project: Building Maintenance

2014 2015 2016 2017 2018 Total Special Opera ng Costs $257,500 - - - - $257,500 Funding Sources: Building Maintenance Reserve $257,500 -- - - - $257,500 (all $42,500 in Capital)

Funding Total $257,500 - - - - $257,500

Project Description & Estimated Beneﬁ ts

These projects ensure con nual building opera on and curved wood siding (includes entry glulam beams) to external/internal customer sa sfac on. They are part of prevent damage to wood from moisture ingress, $37,000; City asset management program, where the department Replace 27 year old fi re alarm panel to maintain fi re safety; recently completed a life cycle evalua on in conjunc on panel is problema c and replacement parts scarce, $8,000. with Cascade Facil es Management and City staff . This Opera ons Centre - Replacement of three 20 year review is part of the ongoing process to evaluate the old HVAC roof top units, $28,000; Men’s changeroom City’s building assets (last major review in 1998). Each structural repairs (replace cracked concrete brick and component is assessed annually and brought forward for grout) from building se lement, $3,500. replacement based on condi on, opportunity to replace sub-components, and consequence of running to failure. Various Buildings - Building envelope maintenance If not funded, infrastructure components risk failure due (caulking & sealants to prevent air leakage for energy to being at or beyond their life expectancy. Mechanical savings and moisture ingress before it occurs), $15,000. lifecycle standards are 10 to 15 years depending on the Hyde Creek - Replace Direct Digital Control (Hea ng/ type of asset (i.e., HVAC are 15 years; pumps are 10 years). cooling central control system) – part of the life cycle (no South Community Police Offi ce - Replacement of 2 HVAC longer func oning and is no longer supported), $25,000. roof top units that are 15 years old, $12,000. PoCo Rec Complex - Green Arena roof maintenance to Fire Hall #1 - Seal bricks on training tower due to deal with ongoing leak areas, $46,000; Replace 23 year old effl orescence caused by moisture entering the brick, Blue Arena dehumidifi er to prevent failure and elevated $10,000; Roofi ng repairs (maintenance around drains, levels of moisture in the arena, $20,000; Building structure blisters and fl ashing connec ons) and re-coa ng of truck review of cracking behind Blue Arena bleachers to assess bay metal roof to extend life of metal roof and prevent risk management and obtain repair direc on, $4,000 future moisture ingress due to corrosion, $12,500. Wilson Centre - Washroom renova on to enhance Minnekhada Washroom - Washroom roof re-paint to accessibility and to improve overall customer service extend life of the metal roof and prevent future moisture (mechanical components), $15,000 ingress due to corrosion, $1,500. Relates to the Corporate Strategic Plan direc on: Terry Fox Library - Replace 27 year old membrane gu er Sustainable Future. roof area, $20,000; Re-fi nish/repair exterior ver cal and

2014-2018 Financial Plan 193 2014-2018 Capital Program PARKS & RECREATION

Reference # S-P06 Project: Building Maintenance

2014 2015 2016 2017 2018 Total Special Opera ng Costs $180,000 - - - - $180,000 Funding Sources: Future Capital - Recrea on $180,000 -- - - - $180,000 Building Maintenance Reserve

Funding Total $180,000 - - - - $180,000

Project Description & Estimated Beneﬁ ts

These projects ensure con nual building opera on Se lers Park - Replace washroom roof (21 years old) to and external/internal customer sa sfac on. They were prevent moisture ingress and wood entry screens, $5,000; iden fi ed to be completed in 2014 but could not be Replace picnic shelter roof, $9,000. included in the proposed funded project lis ng given Terry Fox Library - Life safety fi re ra ng upgrades due to a the level of funding available in the annual building Building Code issue with exposed wood in air plenum, they maintenance capital reserve ($300,000). The projects are must be covered by gypsum board for fi re ra ng, $10,000. part of the City asset management program where the City recently completed a life cycle evalua on in conjunc on Opera ons Centre - Replace two 11 year old hot water with Cascade Facil es Management and City staff . This heaters (problema c with mis-fi res), $16,000; Re-roofi ng review is part of the ongoing process to evaluate the repairs to prevent moisture ingress includes corroding City’s building assets (last major review in 1998). Each metal canopies, $8,500; Replace 20 year old bay unit component is assessed annually and brought forward for heaters (7), $14,000. replacement based on condi on, opportunity to replace Hyde Creek - Replacemain pumps (P1-Leisure Pool, P3-Hot sub-components, and consequence of running to failure. Tub), $7,500; Replace Hot Tub Filter (19 years old) showing Based on annualiza on of the current 5 year program, an signs of shell failure, $10,000; Replace corroded waterslide addi onal alloca on of $250,000 will be required to meet connec on bolts with stainless steel bolts, $3,500. the ongoing funding shor all (does not include major Leigh Square - Refurbish Gathering Place balconies due building components at PoCo Rec Complex - $1,145,000: to corrosion and fl ashing details, $22,500; Life safety fi re roof replacement and $1,300,000: arena board system). ra ng mechanical room (fi re caulking & drywall to plug City Hall - Replace emergency light packs (3), $4,500; wall penetra ons), $1,750. Replace main boiler, $11,500 (26 years old); Replace HVAC If not funded, infrastructure components have the risk #2 (Council Chambers), $6,000 (26 years old); Replace fi re of failure due to being at or beyond their life expectancy. monitoring panel, $10,000 (29 years old - risk management Mechanical life cycle standards are 10-15 years (i.e., HVAC to limited available parts if failure). are 15 years; pumps are 10 years). Projects not completed Fire Hall #2 - Replace exterior stucco caulking, $3,000; would have to be shi ed into future years adding to Install exit signage for safety, $2,500; Roof maintenance compounding “reserve funding stress”. to prevent moisture ingress, $11,000; Electrical main Relates to the Corporate Strategic Plan direc on: disconnect replacement (38 years old), $6,000. Sustainable Future and Council’s Infrastructure priority.

194 City of Port Coquitlam 2014-2018 Capital Program PARKS & RECREATION

Reference # C-P07 Project: Building Maintenance

2014 2015 2016 2017 2018 Total Capital Costs $42,500 $300,000 $300,000 $300,000 $300,000 $1,242,500 Funding Sources: Building Maintenance Reserve 42,500 300,000 300,000 300,000 300,000 942,500 (Plus $257,500 in Special Opera ng)

Funding Total $42,500 $300,000 $300,000 $300,000 $300,000 $1,242,500

Project Description & Estimated Beneﬁ ts

The below life cycle projects are to ensure con nual Mechanical lifecycle standards are 10 to 15 years building opera on and external/internal customer depending on the type of asset (i.e., HVAC are 15 years; sa sfac on. The projects iden fi ed are part of the city’s pumps are 10 years). asset management program where the department Thompson Park Washroom/Concession - 31 year tar/ recently completed a life cycle evalua on in conjunc on gravel roof needs to be replaced - roof life cycles are with Cascade Facil es Management and City staff . This in the range of 20 to 40 years depending on the type review is part of the onging process to evaluate the city’s and maintenance, $25,000; Soffi t repairs from moisture building assets and the last major review was completed ingress, $7,500 in 1998. Each component is assessed annually by staff and brought forward for replacement based on Hyde Creek - Lap Pool piping reconfi gura on (design condi on, opportunity to replace sub-components, and only) to delete the lap pool control well to improve staff consequence of running to failure. safety and increase maintenance effi ciencies in the pool system, $10,000 If not funded, infrastructure components have the risk of failure due to being at or beyond their expected life Relates to the Corporate Strategic Plan direc on: expectancy. Sustainable Future.

2014-2018 Financial Plan 195 2014-2018 Capital Program POLICING SERVICES

Reference # D-R05 Project: Lighting Retroﬁ t – RCMP Building

2014 2015 2016 2017 2018 Total Capital Costs $27,800 ---- $27,800 Funding Sources: Public Safety Building Reserve 27,800 ----27,000

Funding Total $27,800 ---- $27,800

Project Description & Estimated Beneﬁ ts

This is a request for the City of Port Coquitlam to Annual opera ng cost savings are es mated at $20,000 approve their share of the budget for a ligh ng retrofi t (Port Coquitlam share: $6,700). The cost savings realized within the RCMP building. would pay for this ligh ng upgrade over a four-year term. An energy/carbon reduc on audit was conducted at the RCMP building and the ligh ng system was recognized as Project Budget: $86,000 ($116,000 less $30k BC Hydro an area of concern and recommended for replacement. Grant) Since 1997, when ligh ng was installed in the building, Port Coquitlam Cost Share = $27,800 vast improvements have been made to increase ligh ng effi ciencies and reduce energy costs. A ligh ng As per January 2012 direc on, all public safety building retrofi t would standardize the ligh ng system, ensure requests are being handled through the Decision proper light levels (i.e., occupancy sensors) and reduce Package approval process. Par al funding for these opera ng costs. requests exists in the Public Safety Building Reserve.

196 City of Port Coquitlam 2014-2018 Capital Program POLICING SERVICES

Reference # D-R04 Project: Carpet Replacement – RCMP Building

2014 2015 2016 2017 2018 Total Capital Costs $90,800 ---- $90,800 Funding Sources: Public Safety Building Reserve 90,800 ----90,800

Funding Total $90,800 ---- $90,800

Project Description & Estimated Beneﬁ ts

This is a request for the City of Port Coquitlam Total Capital Cost: $280,700 to approve their share of the budget for carpet Port Coquitlam Cost Share = $90,800 replacement within the RCMP building. As per January 2012 direc on, all public safety building The carpet within the RCMP building is original to requests are being handled through the Decision the facility when constructed seventeen years ago. Package approval process. Par al funding for these With 24/7 usage there has been signiﬁ cant wear and requests exists in the Public Safety Building Reserve. tear. The carpet has undergone numerous repairs and maintenance over the years but is now showing its age and is no longer repairable. The carpet has torn seams and holes crea ng tripping and safety hazards and does not lend itself to a professional working environment.

2014-2018 Financial Plan 197 2014-2018 Capital Program FIRE & EMERGENCY SERVICES

Reference # C-F01 Project: Fleet Replacement

2014 2015 2016 2017 2018 Total Capital Costs $960,000 $62,000 - $990,000 $61,000 2,073,000 Funding Sources: Fire Equipment Reserve 960,000 62,000 - 990,000 61,000 2,073,000

Funding Total $960,000 $62,000 - $990,000 $61,000 2,073,000

Project Description & Estimated Beneﬁ ts

The above 2014 costs are for the replacement of This replacement will also allow the further restructuring vehicles that have reached their eff ec ve life span due of the Fire Department response alloca on plan to to safety, eff ec veness, repair and maintenance cost allow for a more effi cient and fi scally responsible model implica ons. moving into the future. Implica ons of denial would be that the Fire Department This request is refl ected in the Corporate Strategic Plan would not be equipped as required by the Na onal by ensuring: Fire Protec on Associa on and Insurance Underwriters • A safe healthy community Standards. These standards enable the Fire Service to • Sustainable future maintain eff ec ve response to our ci zens and provide • Strategic service delivery personal safety for our fi refi ghters.

198 City of Port Coquitlam 2014-2018 Capital Program FIRE & EMERGENCY SERVICES

Reference # C-F02 Project: Fire Equipment Replacement

2014 2015 2016 2017 2018 Total Capital Costs $31,000 - - - $120,000 $151,000 Funding Sources: Fire Specialized Equipment Reserve 31,000 - - - 120,000 151,000

Funding Total $31,000 - - - $120,000 $151,000

Project Description & Estimated Beneﬁ ts

The above 2014 costs are for the replacement of one This request is refl ected in the Corporate Strategic Plan set of “Jaws of Life”. This equipment has reached its by ensuring: eff ec ve life span and technological relevance. • A safe healthy community Jaws of Life (2014): Implica ons of denial would be that • Sustainable future the Rescue Vehicle would not be equipped with reliable • Strategic service delivery Jaws of Life (hydraulic tools). Typically the Jaws of Life have a 10 year replacement period , and not replacing would aff ect our ability to meet the required standard of response and put ci zen safety at risk.

2014-2018 Financial Plan 199 2014-2018 Capital Program PARKS & RECREATION

Reference # C-P03 Project: Land Acquisition

2014 2015 2016 2017 2018 Total Capital Costs $1,219,900 $219,900 $219,900 $219,900 $219,900 $2,099,500 Funding Sources: Future Capital - Recrea on 24,600 24,600 24,600 24,600 24,600 123,000 P&R DCC - Principal 195,300 195,300 195,300 195,300 195,300 976,500 Land Acquisi on Reserve 1,000,000 ----1,000,000

Funding Total $1,219,900 $219,900 $219,900 $219,900 $219,900 $2,099,500

Project Description & Estimated Beneﬁ ts

Acquisi on of land for park and/or recrea on Relates to the Corporate Strategic Plan direc on: purposes, either to preserve green space with the City Community Well-being. or to provide for indoor/outdoor recrea on. Project administra on (staﬀ wages) $10,000.

200 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS WATER UTILITY

Reference # C-W01 Project: Water Mains – Cast Iron & AC Replacements

2014 2015 2016 2017 2018 Total Capital Costs $1,292,800 $653,400 $930,000 $1,122,000 $375,000 $4,373,200 Funding Sources: Water Reserve 1,292,800 653,400 930,000 1,122,000 375,000 4,373,200

Funding Total $1,292,800 $653,400 $930,000 $1,122,000 $375,000 $4,373,200

Project Description & Estimated Beneﬁ ts

The program consists of upgrading or replacing older Loca ons under considera on for 2014 include: and under-sized asbestos cement (AC) and cast iron • Aire Crescent from Western Drive to Lamprey (CI) water mains. These mains typically fail with a (replace watermain) catastrophic break that results in excessive damage to • Anita Drive from Western Drive to Eastern Drive private and City property. The water mains located on (replace watermain) steep slopes or having a history of breaks are given a • Burns Road from Dominion Ave to Prairie Ave higher priority. (replace watermain) In addi on, in 2012 the City retained Kerr Wood Leidal • Newberry Street from Fraser Avenue to Laburnum Ltd (KWL) to inves gate persistent lower-than-average Avenue (new looping watermain for fi re fl ow) water quality readings in the City’s water supply and • Prairie Ave from Burns Road to Dyke (upgrade distribu n system in several neighbourhoods. watermain diameter for fi re fl ow) KWL’s December 7th, 2012 Water Quality Report This program excludes the City high pressure water main recommended that the City consider replacing CI pipe program for south Port Coquitlam (see separate project to improve water quality as the cast iron reduces the descrip on). chlorine residual in the water passing through the mains The consequence of not approving this program would thereby reducing water quality. be increasing maintenance costs , increasing occurrence The program also includes installa on of new mains of loss of service due to water main breaks, and reduced where the water distrbu on network needs addi onal system reliability. connec ons to ensure adequate fl ow to maintain water This project meets the objec ves of the City’s Strategic quality and for fi re protec on. Plan for a Sustainable Future, Economic Strength, and This program is undertaken in conjunc on with the Community Well-being. Road Rehabilita on Program, and other Capital projects, wherever possible.

2014-2018 Financial Plan 201 2014-2018 Capital Program ENGINEERING & OPERATIONS WATER UTILITY

Reference # C-W02 Project: High Pressure Water Main Construction

2014 2015 2016 2017 2018 Total Capital Costs $303,300 $388,300 $150,000 $700,000 $825,000 $2,366,600 Funding Sources: Water Reserve 303,300 388,300 150,000 700,000 825,000 2,366,600

Funding Total $303,300 $388,300 $150,000 $700,000 $825,000 $2,366,600

Addi onal Opera ng Costs Personnel & Beneﬁ ts - - - $1,400 $1,700 $3,100 Equipment - - - 1,100 1,200 2,300 U li es - - - 700 800 1,500 Materials & Supplies - - - 1,400 1,700 3,100 Contracted Services - - - 2,500 2,900 5,400

Total Opera ng Costs - - - $7,100 $8,300 $15,400

Project Description & Estimated Beneﬁ ts

A por on of the Kingsway/Langan/Taylor high pressure In addi on, the exis ng high pressure main on Kingsway/ water main has been replaced over the last few years. Langan/Taylor has had several breaks and required This program includes funding in 2014 and 2015 to replacement. A study is underway. complete this water main replacement. This program These projects would be undertaken in conjunc on also provides funding for the design (2016) and phased with the Road Rehabilita on Program, and other Capital construc on (2017, 2018 and 2019) of the new high projects, wherever possible. pressure water main to the Mary Hill and Citadel Heights neighbourhoods. The consequnces of not approving this program would be increasing frequency of water main breaks, During the 2009 Water Model Calibra on study, the ongoing limita ons to water fl ows in the Mary Hill and City’s consultant iden fi ed a concern regarding poten al Citadel Heights neighbourhood including periods when low water pressures in the Mary Hill and Citadel Heights adequate fi re fl ows would not be available, and lower neighbourhoods, which would limit water supply for fi re reliability of the water system in south Port Coqui am. suppression purposes. The consultant recommended installa on of a new high pressure water main from the This project meets the objec ves of the City’s Strategic Metro Vancouvers water supply main in Lions Park to the Plan for a Sustainable Future, Economic Strength, and City’s Penny Lane pump sta on and to the exis ng high Community Well-being. pressure main on Langan Avenue.

202 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS WATER UTILITY

Reference # C-W03 Project: PRV SCADA Equipment

2014 2015 2016 2017 2018 Total Capital Costs $39,000 $40,000 - - - $79,000 Funding Sources: Water Reserve 39,000 40,000 - - - 79,000

Funding Total $39,000 $40,000 - - - $79,000

Project Description & Estimated Beneﬁ ts

In 2012 the City retained Kerr Wood Leidal Ltd (KWL) to The 5 PRV loca ons iden fi ed in the KWL report are: inves gate persistent lower-than-average water quality Broadway/Mary Hill, Lions Way, Westwood, Kitchener, readings in the City’s water supply and distribu on and Davies. system in several neighbourhoods. Capital funding for a Supervisory Control And Data KWL’s December 7th, 2012 Water Quality Report Acquisi on (SCADA ) monitoring system for the recommended that the City adjust the se ngs and Broadway/Mary Hill PRV was approved by Council for monitor the volume of water passing through fi ve of the 2013 Capital Budget. The remaining four SCADA the City’s 20 Pressure Reducing Valve (PRV) sta ons, monitoring systems are scheduled for installa on in to balance the fl ow of water across the City’s water 2014 and 2015. distribu on network. This budget item is for the purchase and installa on of Balancing the fl ow of water through the water SCADA equipment for four of the City’s water system distribu on network will improve the quality of the PRV sta ons to improve the quality of City supplied water by reducing the amount of me that water potable water. This purchase meets the objec ves of remains in the distribu on pipes before being consumed the City’s Strategic Plan for Community Well-being, and by the City’s residents and businesses. Strategic Service Delivery.

2014-2018 Financial Plan 203 2014-2018 Capital Program ENGINEERING & OPERATIONS WATER UTILITY

Reference # S-W02 Project: GIS Mapping Enhancements Program – Water

2014 2015 2016 2017 2018 Total Special Opera ng Costs $12,500 $12,700 $12,900 $13,100 $13,300 $64,500 Funding Sources: Water Reserve 12,500 12,700 12,900 13,100 13,300 64,500

Funding Total $12,500 $12,700 $12,900 $13,100 $13,300 $64,500

Project Description & Estimated Beneﬁ ts

The City regularly receives comments that PoCoMAP is The City con nues to leverage the the informa on and one of the easiest to use and most reliable municipal GIS data contained in PoCoMAP through enhancements to systems in the Lower Mainland. The informa on and exis ng so ware and data and through the development maps are consistent and accurate, and can be accessed of new applica ons. These enhancements are achieved through a simple, func onal, straigh orward user by u lizing off -the-shelf so ware as much as possible interface. with customiza on limited to where it is needed to meet opera onal requirements. PoCoMAP consists of 6 web sites, which are heavily used by public and staff . Our records indicate that in a recent This project provides the funding needed to maintain 3 months period, there were upwards of 6,000 hits on PoCoMAPl on the current plateform, enhance exis ng these sites. For an overview of the GIS System, please applica ons, and develop new applica ons that further refer to: leverage the City’s investment in PoCoMAP. W:\GIS\City\So ware\POCOCompleteArchitecture.pdf Included in the 2014 program, is the development of a standalone version of the PoCoMAP server to provide GIS so ware like any other major so ware applica on, support to the Emergency Opera ons Centre (EOC) and requires frequent upda ng as technologies change oper onal units in the fi eld during an emergency when and evolve due to advancements in the computer land-line and cellular networks are unavailable. This industry. PoCoMAP relies on a number of diff erent system will maintain essen al data for EOC opera on so ware pla orms including MapGuide, FME, iVault and and be able to operate while disconnected from all Microsta on, plus a number ofspecialized applica ons external servers. developed in-house including the As-Built Drawing Search Tool, the Image Manager and the Edit Form This project meets the objec ves of the City’s Strategic tool, which is needed to support remote data entry by Plan for a Sustainable Future, Economic Strength, Opera ons staff . Community Well-being, and Strategic Service Delivery.

204 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS WATER UTILITY

Reference # S-W03 Project: Aerial Photographs for PoCoMAP – Water

2014 2015 2016 2017 2018 Total Special Opera ng Costs $7,000 - $7,000 - $7,000 $21,000 Funding Sources: Water Reserve 7,000 - 7,000 - 7,000 21,000

Funding Total $7,000 - $7,000 - $7,000 $21,000

Project Description & Estimated Beneﬁ ts

The City’s PoCoMAP web site includes aerial Currently the City refreshes its aerial photography on photography from as early as 1940 through to 2012. a 2 year cycle to ensure that changes in the City are These aerial photographs are accessed frequently by captured. The last update was done in May 2012. public and staff , and are considered a core feature of Dated aerial photography is of limited use, and would PoCoMAP. result in staff having to leave the offi ce to complete site Having immediate access to up to date aerial inves ga ons on a much more frequent basis. Not photography of loca ons within the City is extremely having accurate, accessible site informa on will delay useful when discussing site issues with the public, and some decisions and lead to other decisions being made saves many hours of staff me by having this informa on with less accrate informa on. available on their desktop. These me stamped aerial This project meets the objec ves of the City’s Strategic images are used frequently by Building Division in Plan for a Sustainable Future, Economic Strength, tracking unauthorized buildings on private proper es, Community Well-being, and Strategic Service Delivery. by the Finance Department to confi rm property usage informa on, by the Bylaw Division to confi rm site informa on related to a complaint, by Engineering & Opera ons to confi rm site condi ons, and by the Planning Division and others to assist in visualizing the progress of the City’s development over me.

2014-2018 Financial Plan 205 2014-2018 Capital Program ENGINEERING & OPERATIONS SEWER UTILITY

Reference # C-S02 Project: Sanitary Sewer Pump Station Rehabilitation and Upgrading Program

2014 2015 2016 2017 2018 Total Capital Costs $352,000 $356,400 $360,800 $365,200 $369,600 $1,804,000 Funding Sources: Sewer Reserve 352,000 356,400 360,800 365,200 369,600 1,804,000

Funding Total $352,000 $356,400 $360,800 $365,200 $369,600 $1,804,000

Project Description & Estimated Beneﬁ ts

This program provides for the upgrading and refurbishing • Argue Street Pump Sta on - 2016 of the City’s sanitary pump sta on assets. • Trenton Street Pump Sta on - 2017 • Pi River Road Pump Sta on - 2018 The upgrading/refurbishing program allows for structural changes to the pump sta on, and upgrading the The consequence of not approving the program would mechanical, electrical, security, and other systems. This be increased maintenance costs, reduced system work ensures that the pump sta on operates effi ciently reliability and increased poten al for sanitary overfl ows with as li le offl ine me as possible. As the life of a and backups. typical pump sta on is approximately 20 to 25 years, the This project meets the objec ves of the City’s Strategic program includes one sta on each year. Plan for a Sustainable Future, Economic Strength, and Planned pump sta on upgrades for the next 5 years: Community Well-being. • Ambleside Close Pump Sta on - 2014 • Nacht Avenue Pump Sta on - 2015

206 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS SEWER UTILITY

Reference # C-S01 Project: Sanitary Sewer Rehabilitation Program

2014 2015 2016 2017 2018 Total Capital Costs $161,000 $166,300 $157,600 $162,900 $154,300 $802,100 Funding Sources: Sewer Reserve 161,000 166,300 157,600 162,900 154,300 802,100

Funding Total $161,000 $166,300 $157,600 $162,900 $154,300 $802,100

Project Description & Estimated Beneﬁ ts

The City’s video camera sanitary sewer inspec on The mains are re-lined if they have suffi cient capacity program examines approximately 10% of the City’s or are replaced using a pipe-burs ng technology if sanitary sewage collec on system network each year. addi onal capacity is required. The inspec on program iden fi es signs of structural The inspec on program and the rehabilita on program failure, deteriora ng condi on of the sanitary sewer are coordinated with the annual Road Rehabilita on mains, pipe separa on, and infi ltra on and infl ow Program. problems. This inspec on eff ort is funded from a maintenance account. The consequence of not approving this program would be increasing maintenance costs , increasing occurrence This capital program funds the repair or replacement of sanitary overfl ows/backups, and reduced system of the sanitary sewer mains where signifi cant problems reliability. have been iden fi ed. In general, sanitary sewer mains that have been installed at a shallow depth are replaced. This program is a core component of the City’s Strategic Sanitary mains installed at a greater depth are treated in Plan for a Sustainable Future, Economic Strength, and place to avoid the higher costs of deep excava on. Community Well-being.

2014-2018 Financial Plan 207 2014-2018 Capital Program ENGINEERING & OPERATIONS SEWER UTILITY

Reference # S-S01 Project: Sewer Utility – Pump Station Electrical/Telemetry Upgrades

2014 2015 2016 2017 2018 Total Special Opera ng Costs $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Funding Sources: Sewer Reserve 50,000 50,000 50,000 50,000 50,000 250,000

Funding Total $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

Project Description & Estimated Beneﬁ ts

The Sewer U lity has an on-going lifecycle program to This project meets the objec ves of the City’s Strategic upgrade/replace the electrical and telemetry systems at Plan for a Sustainable Future, Economic Strength, and each of the City’s 21 sanitary pump sta ons. Community Well-being. In 2008, the program was expanded to include replacing Loca ons under considera on for 2014 include: the telephone land-line telemetry system with a radio- • Ambleside based telemetry system, which is more likely to remain • Bloomﬁ eld in service during emergencies. It is also less expensive • Barberry to operate and maintain. • Handley This upgrading allows for real- me monitoring of the • Lincoln opera ons of the pump sta ons using a radio-based telecommunica on system, which is more likely to remain in service during emergencies, is less costly to operate, and has a longer useful life.

208 City of Port Coquitlam 2014-2018 Capital Program ENGINEERING & OPERATIONS SEWER UTILITY

Reference # S-S02 Project: GIS Mapping Enhancements Program – Sewer

2014 2015 2016 2017 2018 Total Special Opera ng Costs $12,500 $12,700 $12,900 $13,100 $13,300 $64,500 Funding Sources: Sewer Reserve 12,500 12,700 12,900 13,100 13,300 64,500

Funding Total $12,500 $12,700 $12,900 $13,100 $13,300 $64,500

Project Description & Estimated Beneﬁ ts

The City regularly receives comments that PoCoMAP is The City con nues to leverage the the informa on and one of the easiest to use and most reliable municipal data contained in PoCoMAP through enhancements to GIS systems in the Lower Mainland. The informa on and exis ng so ware and data and through the development maps are consistent and accurate, and can be accessed of new applica ons. These enhancements are achieved through a simple, func onal, straigh orward user by u lizing off -the-shelf so ware as much as possible interface. with customiza on limited to where it is needed to meet opera onal requirements. PoCoMAP consists of 6 web sites, which are heavily used by public and staff . Our records indicate that in a recent This project provides the funding needed to maintain 3 months period, there were upwards of 6,000 hits on PoCoMAPl on the current plateform, enhance exis ng these sites. For an overview of the GIS System, please applica ons, and develop new applica ons that further refer to: leverage the City’s investment in PoCoMAP. W:\GIS\City\So ware\POCOCompleteArchitecture.pdf Included in the 2014 program, is the development of a standalone version of the PoCoMAP server to provide GIS so ware like any other major so ware applica on, support to the Emergency Opera ons Centre (EOC) and requires frequent upda ng as technologies change oper onal units in the fi eld during an emergency when and evolve due to advancements in the computer land-line and cellular networks are unavailable. This industry. PoCoMAP relies on a number of diff erent system will maintain essen al data for EOC opera on so ware pla orms including MapGuide, FME, iVault and and be able to operate while disconnected from all Microsta on, plus a number ofspecialized applica ons external servers. developed in-house including the As-Built Drawing Search Tool, the Image Manager and the Edit Form This project meets the objec ves of the City’s Strategic tool, which is needed to support remote data entry by Plan for a Sustainable Future, Economic Strength, Opera ons staff . Community Well-being, and Strategic Service Delivery.

2014-2018 Financial Plan 209 2014-2018 Capital Program ENGINEERING & OPERATIONS SEWER UTILITY

Reference # S-S03 Project: Aerial Photographs for PoCoMAP – Sewer

2014 2015 2016 2017 2018 Total Special Opera ng Costs $7,000 - $7,000 - $7,000 $21,000 Funding Sources: Sewer Reserve 7,000 - 7,000 - 7,000 21,000

Funding Total $7,000 - $7,000 - $7,000 $21,000

Project Description & Estimated Beneﬁ ts

The City’s PoCoMAP web site includes aerial Currently the City refreshes its aerial photography on photography from as early as 1940 through to 2012. a 2 year cycle to ensure that changes in the City are These aerial photographs are accessed frequently by captured. The last update was done in May 2012. public and staff , and are considered a core feature of Dated aerial photography is of limited use, and would PoCoMAP. result in staff having to leave the offi ce to complete site Having immediate access to up to date aerial inves ga ons on a much more frequent basis. Not photography of loca ons within the City is extremely having accurate, accessible site informa on will delay useful when discussing site issues with the public, and some decisions and lead to other decisions being made saves many hours of staff me by having this informa on with less accurate informa on. available on their desktop. These me stamped aerial This project meets the objec ves of the City’s Strategic images are used frequently by Building Department in Plan for a Sustainable Future, Economic Strength, tracking unauthorized buildings on private proper es, Community Well-being, and Strategic Service Delivery. by the Finance Department to confi rm property usage informa on, by the Bylaw Department to confi rm site informa on related to a complaint, by Engineering & Opera ons to confi rm site condi ons, and by the Planning Department and others to assist in visualizing the progress of the City’s development over me.

210 City of Port Coquitlam Appendices 2014-2018 FINANCIAL PLAN

211 Appendix A – Business Planning and Budget Guidelines

1. Tax increase for General Purposes 2014 - fi gure will 6. Corporate Management Team (CMT) to iden fy three be provided by Council in July 2013. In the absence key areas or processes to undergo a Con nuous of a target tax rate, staff will bring forward 2014 base Improvement Assessment (CIA) in 2014. budgets based on 2013 service levels. 7. Decision packages must include a ra onale to support 2. Tax increase for long-term replacement infrastructure requests for new programs/projects/staff . 2014 – 1 percent. 8. U lity charges (water, sewer, solid waste) will be 3. Council-iden fi ed priori es shall be incorporated into reviewed annually with a view towards using rate business plans and the business plan presenta ons stabiliza on prac ces to smooth out large fl uctua ons must iden fy how the division is contribu ng to in Metro’s rates. The Metro u lity rates will be fi nalized progress on the priority areas and how budgets and/ in late October. or work plans have been adjusted to focus on priority 9. Tax increases for 2014 – 2018 will be the same as areas. Council’s stated priority areas for 2014 are: stated in the 2013- 2017 business planning and budget · Infrastructure guidelines, but will be revisited prior to adop ng the fi nancial plan early in 2014. · Organiza onal development 10. Budgets must include opera ng and capital · Recrea on centre expansion/old works yard site components for a fi ve-year period. development 11. A public consulta on plan will be developed and 4. Reduc on Exercises require iden fi ca on of what implemented. changes to service levels would result if you had to operate with only 90 percent of your budget. This 12. Vacant posi on review and management – all full- me should not be interpreted to mean budgets will be posi ons that become vacant are subject to a detailed reduced by 10 percent. Rather, this is an opportunity review by CMT subcommi ee, prior to being refi lled. to explain the impact of such reduc ons. The iden fi ed 13. Progress in rela on to each division’s business plan is reduc on(s) should be comprised of substan al items, will be presented to Council in June or July 2014. limi ng small packages and mul ples to reach the target (10 percent). 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.

212 City of Port Coquitlam Appendix B – Financial Plan Development and Timetable

Legislative Requirements • A Budget Highlights booklet was available for distribu on at all city facili es. The Community Charter of Bri sh Columbia requires that • An online budget survey was available, this was the City prepare a fi ve-year Financial Plan. This provincial adver sed through social media and our city’s email legisla on requires that the City undertake a public newsle er. consulta on process prior to adop ng or amending the • Public input opportuni es at a both Finance and Financial Plan. The Financial Plan and any necessary revisions Intergovernmental Commi ee mee ngs and Council thereto must be authorized by bylaw. mee ngs. Annual City Process Addi onally, the City conducted a sta s cally valid survey through Ipsos Reid in the fall of 2012. The results are The Financial Plan content and direc on is guided by the available on the City’s website. City’s Corporate Strategic Plan (Appendix D). Addi onal direc on is provided by the development of Business The online budget survey provides a forum for residents to Planning and Budget Guidelines (Appendix A). These off er their ideas on how the City can increase effi ciencies, guidelines iden fy specifi c service area priori es and generate new revenues, and/or make eff ec ve changes parameters for taxa on and levy increases for the fi ve-year to service delivery. Sugges ons or ideas that fell within fi nancial cycle. the scope of what the City provides were reviewed and considered for the 2014 Budget Process. The results of this The Corporate Strategic Plan is commonly reviewed and survey were presented to the Finance and Intergovernmental updated each spring by Council and the annual Financial Commi ee in February. 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 Financial Plan Timetable holds a public consulta on session to iden fy issues and June desires from the public rela ve to the upcoming fi nancial • Finance & Intergovernmental Commi ee approved planning cycle. guidelines (Appendix A) for development of the Financial Plan. As a result of this consulta on, the Commi ee may modify the proposed guidelines or provide addi onal direc on to staff for September the prepara on of the Financial Plan. Between November and • Corporate Management Team mee ngs held to review December, in the year prior to the fi rst year of the Plan, City plans and priori ze Decision Packages. staff complete a staff proposed Financial Plan for presenta on to Council. Council subsequently considers the staff plan, November amends it as required, and adopts the modifi ed plan, by bylaw, • Department business plans presented to Council. early in the fi rst year of the Plan. December Once approved, the tax rate bylaw is prepared and is • Open delibera on sessions held on proposed decision adopted by April or May in the fi rst year of the Plan when tax packages and capital plan. assessed values for the year are fi nalized. January • Water and Sewer rates bylaws approved. Public Consultation • Dra Financial Plan presented to public for comment The public process for developing the 2014 - 2018 Financial through budget survey. Plan began in November, 2013, con nued throughout winter, February early spring, and concluded in March. Consulta on was done • Results of public input presented to Finance and through several methods: Intergovernmental Mee ng. • Business plan presenta ons were made to both Council March and the public. • Council approved Financial Plan Bylaw. • Open delibera on sessions were held on proposed service level increases and capital proposals. April • A Budget at a Glance brochure was mailed to every • Council approved Tax Rates Bylaw. property in the City of Port Coquitlam.

2014-2018 Financial Plan 213 Appendix C – Financial Management Policy

Purpose: • Water U lity Fund · Receives water user fees for the distribu on To establish the framework for the overall fi scal management of potable water throughout the community. of the City to support the appropriate, legal and prudent use Also provides reliable water sources for fi re of municipal funds to the benefi t of the City and its residents. protec on. • Sewer U lity Fund Policy: · Receives sewer user fees from the community 1. Defi ni ons for the collec on and disposal of liquid waste. Base Budget – means those revenues and expenses 3. Financial Plan necessary to maintain the same level of service as in General the prior year adjusted: a. The City’s Financial Plan will support and be aligned • For infl a onary and growth impacts; with the City’s Corporate Strategic Plan. • By dele ng non-recurring, or one- me, expenses b. The Financial Plan will establish the level of services and/or revenues; to be provided. Each Department of the City will • By including the full year eff ects of service changes con nue to periodically examine its methods for approved in the prior year, but only in place for part program delivery. Changes which would improve of that year; and produc vity, lower costs, improve services, • By including the eff ects of service/revenue enhance job knowledge and employee safety and changes already approved by the Finance and further communica on with the public will be Intergovernmental Commi ee. implemented when prac cal. c. The Financial Plan must be balanced. This means Budget – A plan of fi nancial opera on comprised of that the total of the proposed expenditures and es mated expenditures for a given period and the transfers to other funds must not exceed the total proposed means of fi nancing the expenditures. of the proposed funding sources (revenues plus Financial Plan – Same meaning as Budget. transfers from reserves or surplus). d. The City will encourage public par cipa on in Fund – a separate accoun ng en ty. the Financial Plan development or amendment Surplus – Annual Opera ng – the amount by which process. revenues exceeds expenditures in a calendar year. e. The City will invest in employees and provide resources to maximize their produc vity. Surplus – Accumulated – the current balance of surplus f. The City will develop and pursue new and crea ve funds retained by the City, which remain undesignated. partnerships with government, community 2. Accoun ng ins tu ons (churches, schools), and community a. The City will follow Canadian generally accepted groups, as well as, private and non-profi t accoun ng principles as prescribed by the Public organiza ons to enhance service to the community. Sector Accoun ng Board (“PSAB”) of the Canadian Calendar Ins tute of Chartered Accountants. The Finance Division shall present a Financial Plan b. The City will have the following Funds to represent Calendar to the Finance and Intergovernmental opera ng and capital ac vi es: Commi ee for approval at the start of the Financial • General Fund Plan development process. · Receives property tax revenues, user fees and other sources of revenue to operate Strategy Administra on, Corporate Services, The Finance and Intergovernmental Commi ee will, Development Services, Engineering, Fire, based on budget es mates, provide a guideline or Parks & Recrea on and Policing. 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

214 City of Port Coquitlam Appendix C – Financial Management Policy

3. Financial Plan (cont) f. The City has established annual alloca ons from Development & Document general revenue (referred to as capital funding Department Heads are responsible for: envelopes) to provide funding for capital works. • Providing base budget es mates for the succeeding Capital funding envelopes are established for all calendar year based on an cipated cost increase major infrastructure categories and for some sub- factors provided by Finance or as iden fi ed by the categories. These funding envelopes are expected Department. to fund all of the capital requirements (new and • Providing Financial Plan informa on in the required replacement) for each area except: format. · Bridges, overpasses and underpasses • Providing informa on in accordance with the · Parks and Recrea on new facili es cos ng over approved Financial Plan calendar. $500,000 • Providing Decision Packages either enhancing or · Major renova on or new construc on of Civic reducing the current level of service. Keeping in Buildings. mind that: The annual capital funding envelope alloca on · All funding requests will be made through the is either spent in the year (on respec ve capital budget process. projects) or is transferred to a reserve to be used in · To the extent feasible, personnel cost a future year for the same purpose. Since capital reduc ons will be achieved through a ri on. expenditures fl uctuate from year to year, the use of funding envelopes is intended to smooth, or The Finance Division is responsible for coordina ng annualize, the cost of capital expenditures. all aspects of the Financial Plan process, analyzing department budget informa on, preparing non- Carry forward budgets departmental revenue es mates, assembling the Funding for approved one- me opera ng or capital budget document and assis ng Departments Heads in projects will be carried forward to the following years iden fying budget problems and formula ng solu ons Financial Plan under the following condi ons: and alterna ves. • The project or purchase has been started, and • Only the net unspent amount will be automa cally Improvement Program carried forward. a. The Finance Division will coordinate development Unspent opera ng funds will not be carried forward of a fi ve-year plan for capital improvements and without specifi c approval of the Chief Administra ve update it annually. Offi cer. b. The City will make all capital improvements in accordance with the adopted Capital Improvement Monitoring Program. Department Heads have primary responsibility for c. Capital project proposals will include an es mate monitoring their department’s fi nancial performance. of the impact of the proposed works on the future The Finance Division will submit a quarterly Financial opera ng budget. Once a proposal is approved, Report to the Finance and Intergovernmental future-opera ng costs will be included in opera ng Commi ee as soon as prac cable following June 30th, budget forecasts. September 30th and December 31st providing at a d. The City will strive to maintain all its assets at a level minimum: adequate to protect the City’s capital investment and • an analysis of budgeted versus actual/projected minimize future maintenance and replacement costs. revenues and expenditures; e. Infrastructure (capital requirements) of the City are • a review of capital works focusing on projects/ divided into the following asset categories: items budgeted to cost greater than $100,000 · Roadways & Drainage including an indica on of whether or not the · Water Distribu on System project is proceeding according to schedule. · Sanitary Sewerage System · Civic Buildings (including Recrea on Centres) · Equipment including computers and informa on systems Con nued on next page · Recrea on and Minor Buildings · Other

2014-2018 Financial Plan 215 Appendix C – Financial Management Policy

3. Financial Plan (cont) 5. Cost Recovery Changes User fees will be set to recover the full cost of services Department Head Authority except where the Finance and Intergovernmental Departments Heads may move opera ng budget Commi ee determines that a subsidy is in the general amounts from any line item to any other line item public interest. The following factors will be considered within their departmental opera ng budget provided: when determining whether a subsidy is in the general • That the bo om line (revenues minus expenditures) public interest: for their department is not adversely impacted, and • Who benefi ts from the service? Services that • Budgets are not used for items which otherwise benefi t individuals will generally be subject to a would have been required to be submi ed as a higher cost recovery while services that have a budget enhancement, and large public benefi t will have a lower cost recovery. • Budgets must remain within the same Fund, and • Will the level of demand for a service support full • Monies remaining at the comple on of a special cost recovery? project or one- me funding project are not re- • What prices are others charging for the services? allocated, and • How will the City collect fees charged for a service? • Department Heads are responsible for obtaining In some cases it may be imprac cal for the City approval from the Finance and Intergovernmental to implement fees, as they may be too costly to Commi ee if any service objec ves might not be administer, for example charging a fee for the use achieved as a result of budget transfers. of the Traboulay PoCo Trail. • Will the fee established infl uence behaviour in the Department Heads may transfer capital budget desired fashion? amounts from any line item to any line item within their • Is the client able to pay for the service? departmental capital budget providing: • The project/item proposed is an appropriate use of Full cost includes all direct costs (labour, materials, the monies to be transferred transporta on, facili es and services) and a 15% • That budgets remain within the same Fund. administra ve surcharge. Chief Administra ve Offi cer Authority 6. Cash Management / Investments Approval of the Chief Administra ve Offi cer is required a. The City will select its offi cial banking ins tu on for all inter-departmental opera ng or capital budget through a formal bidding process in order to transfers. provide the City with the most comprehensive, fl exible, and cost-eff ec ve banking services. Finance and Intergovernmental Commi ee Authority b. The City will promptly deposit all funds received. Approval of the Finance and Intergovernmental c. The City’s cash may be invested in any of the Commi ee is required on transfers between opera ng securi es iden fi ed as eligible investments in the and capital budgets or between Funds. Community Charter. Council Approval d. The City will strive to maximize the return on its A bylaw amendment requiring Council approval is investment por olio with the primary objec ve of necessary to authorize budget changes/transfers that safety and liquidity. result in an overall increase in City opera ng and/or e. All investments, except deposits into the Municipal capital expenditures. Finance Authority (MFA) pooled funds, shall be made through an informal bidding process. 4. Revenue The informal bidding process involves the City a. The City will review fees/charges, at a minimum on contac ng investment dealers and obtaining verbal a biennial basis, to ensure that they keep pace with quota ons and placement of the investment based changes in the cost-of-living, as well as, changes in upon the verbal quota ons received. the methods or levels of service delivery. f. The City will follow an aggressive, but sensi ve b. The City will encourage the use of alternate policy, of collec ng all moneys due the City to the revenue sources instead of property taxes. extent that the collec on eff orts are cost eff ec ve. c. General Revenues will not be dedicated for specifi c purposes, unless required by law or generally accepted accoun ng prac ces (GAAP). Con nued on next page

216 City of Port Coquitlam Appendix C – Financial Management Policy

7. Debt Financing 9. Reserves Debt fi nancing for capital expenditures will only be Purpose of Reserves considered for expenditures larger than those covered The purpose of se ng aside reserves is to: within a department’s capital funding envelope. • Provide a source of funds for future capital expenditures. Debt fi nancing for opera ng costs will not be • Provide a source of funding for areas of considered except for temporary short-term borrowing expenditure that fl uctuate signifi cantly from year that may be required from me-to- me for cash fl ow to year (equipment replacement, special building reasons only to fi nance opera ons prior to the annual maintenance, etc.). property tax and levies being collected. • Protect the City from uncontrollable or unexpected 8. Surplus increases in expenditures or unforeseen reduc ons The Community Charter does not allow municipali es in revenues, or a combina on of the two. to budget for an opera ng defi cit (i.e. where • Provide for working capital to ensure suffi cient cash expenditures exceed funding sources). To ensure fl ow to meet the City’s needs throughout the year. this situa on does not occur, revenue projec ons are Judiciously guarded reserves provide Council with an conserva ve and authorized expenditures are closely opportunity to fund unusual one- me costs and provide monitored. The combina on of conserva ve revenue increased fl exibility to off -set unplanned expenditures projec ons and controlled expenditures should produce or revenue shor alls. a modest annual opera ng surplus and will avoid incurring an opera ng defi cit. The City’s reserve funds are all statutory reserves; they are authorized either by the Community Charter and/or Use of Accumulated Surplus by City bylaw. Accumulated surplus is retained: • to reduce the need to borrow temporarily early Capital Reserve in the year before major revenues from annual In 2005, the City established a new “Capital Reserve” property tax and u lity bills are received; and (Bylaw 3496) encompassing many of the former non- • to provide funding in an emergency (e.g. major statutory capital reserves that were held by the City. fl ooding, earthquake, etc.). The inten on is to retain subsidiary reserves within the broad tle of “Capital Reserve” for the following areas: To ensure the Accumulated Surplus is maintained at a reasonable level, the balance in the accumulated • Equipment Replacement with addi onal subsidiary surplus account should be approximately 10% of the accounts for: annual opera ng budget. · Public Works · Parks Example: · Fire Total annual expenditures $110,000,000 · Informa on Systems Less capital expenditures 59,000,000 • Roads and Drainage with addi onal subsidiary Equals total opera ng budget 51,000,000 accounts for: Guideline Maximum Accumulated Surplus $5,100,000 · Downtown Parking Accumulated Surplus funds may be used for: · GVTA Roads • capital expenditures or to increase reserves • Water U lity • con ngencies for items that may arise but are not • Sewer U lity known at the me the annual opera ng budget • Recrea on and minor civic buildings was developed • Environmental Capital • pay off capital debt, including internal borrowings • Public Safety Building (Police Detachment) • stabilize City property tax and u lity rate increases • other items, as City Council deems appropriate. 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.

2014-2018 Financial Plan 217 Appendix C – Financial Management Policy

9. Reserves (cont) that these reserves be shown on fi nancial statements as Extraordinary Building Maintenance Reserve Fund deferred revenue rather than reserve funds. Authorized in 1991 by Bylaw # 2618. The purpose Opera ng Expense Reserve of this fund is to provide for mely maintenance of In 2005, the City established a new “Opera ng Reserve” all City buildings. Funds for normal/rou ne building (Bylaw 3497) encompassing many of the former non- maintenance are included in the City’s opera ng statutory reserves held by the City. The inten on is budget. Included in the annual opera ng budget is the to retain subsidiary reserves within the broad tle of appropria on of funds to be added to the reserve with “Opera ng Expense Reserve” for the following areas: the main purpose to annualize the cost of extraordinary • Tax Stabiliza on – The purpose of this reserve (non-rou ne) building maintenance. is, at the discre on of the Finance and It is an cipated that funds in this reserve will be completely Intergovernmental Commi ee, to moderate used in 2006/07. Funding for future requirements in this property levy fl uctua ons. Subject to approval of area is included in the annual Recrea on and Minor Civic the Finance and Intergovernmental Commi ee, Buildings Capital Funding Envelope. 15% of the annual surplus will be allocated to this reserve if the reserve balance is below the targeted Public Works Special Capital Expenditure Reserve Fund balance of 2.5% of tax and u lity levies. Authorized in 1990 by bylaw # 2497. This reserve was • Self Insurance - The intent is to use the funds to established with a balance of $2 million with the bylaw assist in covering any self-insured costs incurred requirement being that the interest on the fund balance above the ($250,000) insurance deduc ble. would be used to provide capital funding for local road • Snow and Ice Removal - The purpose of this reserve works or local storm sewer works. Council established is to set aside funds in moderate winters to assist the fund as they observed that small local projects with the costs of snow and ice removal in bad winter could not compete in the annual budget process against years. This is accomplished by including an amount the larger arterial or collector road projects so this in the annual opera ng budget each year for snow funding source for smaller local works was established. and ice removal. At the end of the year any monies Land Sales Reserve remaining are allocated to the reserve; if addi onal The Community Charter (sec on 188(2)(e)) requires funds are required, reserve funds are transferred to that proceeds of the sale of proper es be deposited assist the opera ng budget with the costs. into a reserve and that the funds be used for reducing • Canada/May Day - May Day and Canada Day are debt or for a capital purpose. Annually the net proceeds events run by volunteer Task Forces. Part of that (sales revenue less cost of sales) from the sale of City Task Force’s mandate is to seek out dona ons to land are added to this reserve. support the events. In years when the Task Force successfully exceeds their budgeted fund raising Expenditures, other than land servicing or land needs, funds are added to the reserve to be drawn purchases, from this reserve are repaid to the reserve, down in years when the Task Force does not without interest, over the life of the asset purchased. successfully meet their fund raising budget. The addi on of the annual repayment into the Financial • Arts Heritage and Culture - The City provides Plan may be phased-in over a maximum of three years. funding in the annual budget to support local arts, Major Transporta on Infrastructure Reserve heritage and cultural ac vi es. At the end of the Authorized in 2001 by bylaw 3298. This reserve was year any unspent funds are allocated to the reserve established to accumulate funds for projects iden fi ed to be used for future ac vi es in those areas. in the City’s Major Transporta on Plan. • Elec on - There is an elec on every three years. The City a empts to annualize the cost of the elec on by It is an cipated that funds in this reserve will be alloca ng an amount in each year to the reserve. completely used on the Coast Meridian Overpass project. Responsibility: Development Cost Charge (DCC) Reserves Authorized by the Local Government Act and various City Finance Division bylaws. The purpose of the DCC reserves is to fund the Finance staff will facilitate an annual review of this policy and cost of expanding City infrastructure to accommodate related reserve and surplus balances with the Finance and growth. The Public Sector Accoun ng Board requires Intergovernmental Commi ee.

218 City of Port Coquitlam Appendix D – Corporate Strategic Plan

Successful ci es develop a vision of how they wish to look Principles in the future. They determine community priori es. They Community involvement, City support and external factors align decisions and ac ons with supported and shared goals. will contribute to the successful achievement of Vision 2020. And they adhere to a strategic plan that clearly defi nes the The outcomes: a sustainable future; a sense of community; outcomes and direc ons that will lead to the Vision. economic strength; community well-being; and strategic Much has changed in the world and much has been achieved service delivery are the building blocks to help achieve in the City of Port Coquitlam since the development of our our long term vision that was developed with corporate fi rst Corporate Strategic Plan in 2002. To remain focused knowledge, technical exper se and community and and relevant, our City developed a new Corporate Strategic stakeholder feedback. Plan in 2011. Public consulta on was the cornerstone of this The greatest challenge in the next number of years will process ensuring the new plan refl ects community priori es. be to maintain our exis ng City services for residents and The City of Port Coquitlam’s new Corporate Strategic plan businesses at the levels enjoyed today with a consistent level outlines the community’s vision for the future and will guide of resources. In addi on, social ma ers such as aff ordable the City’s policy, opera ons and fi nancial decisions through housing and the elderly are growing areas of concern. to 2020 as we work to achieve that Vision. Globally, the uncertainty of the natural environment challenges our future.

Vision 2020 Along with a very important role of ensuring the public is Port Coquitlam is a happy, vibrant, safe community informed of municipal services and programs, Vision 2020 of healthy engaged residents and thriving businesses will guide the City in making balanced decisions based on the supported by sustainable resources and services. following principles: Mission Statement • Municipal mandate of core service provision We strive to do it right by researching, planning, • Beneﬁ ts the community as a whole building and execu ng well-balanced solu ons. • Legal obliga ons met and risks mi gated • Cost eﬀ ec ve decisions and ac ons

Strategic Outcomes There are ﬁ ve Strategic Outcomes in the Corporate Strategic Plan that will help achieve a shared Vision.

OUTCOME: OUTCOME: Strategic OUTCOME: Sense of Service Delivery Economic Community Strength

OUTCOME: OUTCOME: Sustainable Community Future Well-being

Con nued on next page

2014-2018 Financial Plan 219 Appendix D – Corporate Strategic Plan

Strategic Outcomes

Sustainable Future 1. Develop plans and take ac on for the sustainability of the City’s ﬁ nances, 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 MEASURE • Economic Strategic Plan: development, approval and execu on • Financial Management Policy: development, approval and compliance Financial Health • Investment Strategy: development, approval and compliance • Tracking and responding to increasing number of downloaded and oﬄ oaded responsibili es from senior levels of government.

• Environmental Strategic Plan: compliance, mee ng legislated targets Environmental Health • Number of ini a ves adopted corporately and in the community • Eﬀ ec ve lobbying resul ng in transit improvements

• Social Strategic Plan: development, approval and compliance Social Health • Oﬃ cial Community Plan and Regional Context Statement: upda ng Sustainable Service • Annual quan ﬁ ca 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 beneﬁ t 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. Community Spirit • Volunteer involvement, event par cipa on • Volunteer Recogni on Event: a endees

Community • Housing Strategy: development and approval Inclusiveness and • Level of rental housing stock Diversity • Number of par cipants in the leisure access programs

• Number of recrea on and park facili es, service standard • Number of new programs introduced to address demographic, technology, demand, and industry changes Community Health • 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

220 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 MEASURE • Commercial assessments Business Strength and • Industrial assessments Viability • Business licences

• Master Transporta on Plan: upda ng and implementa on Goods Movement and • Number of kilometres added in the year: cyclist, pedestrian and transit routes Alterna ve Transporta on • Number of transit users

Vehicle Accommoda on • Parking Study: comple on and implementa on ALR Lands Reten on and • Hectares ALR lands retained in City Viability • 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 • Number of ﬁ res in the year Fire Safety and Emergency • Number of emergency response calls in the year Preparedness • Number of par cipants in the Emergency Preparedness courses • Number of Emergency Opera ons Centre-trained staﬀ and volunteers

Protec on from Criminal • Number of crimes in the year; total, by criminal ac vity Ac vity • Number of traﬃ c ﬁ nes and impaired drives apprehended

• Open space, riparian areas: no net loss Parks and Natural Areas • Parkland per popula on Water Diversion Rate • Percentage of solid waste diverted from landﬁ ll 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

2014-2018 Financial Plan 221 Appendix D – Corporate Strategic Plan

Strategic Outcomes (cont.)

Strategic Service Delivery 1. Con nue to strengthen public confi dence and trust in municipal service delivery. 2. Support a strong team environment inclusive of the public, city staff and elected offi cials. 3. Maintain a healthy work environment.

INDICATOR MEASURE • Service benchmarks compared to regional municipalities Team Effectiveness • Resident and Business Satisfaction Survey

• Cost per unit work completed Staff Productivity • 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

222 City of Port Coquitlam Appendix E – Organization and Committee Structure

The Port Coquitlam City Council is elected to serve as the Smart Growth Committee governing body for the City’s ci zens. The Mayor and six Councillors are elected for three-year terms, which expire at This commi ee is for integra ng the social, economic the same me. and environmental interests of the City in developing and reviewing policies and programs to manage the physical City Council appoints the Chief Administra ve Offi cer who change and growth of the City. It is responsible for reviewing has the responsibility for administering all City func ons. ma ers related to community and economic development All City Directors and Department heads report to the such as, but not limited to building inspec ons, downtown Chief Administra ve Offi cer. The Mayor appoints Standing revitaliza on, industrial and commercial promo on, the Commi ees to handle a variety of related issues. Offi cial Community Plan, strata tle subdivision, street These commi ees and their areas of responsibility are: naming, zoning, community health, access/mobility, homelessness, built heritage, mul culturalism, social Community Safety Committee planning and other social issues. This commi ee also acts as the liaison with the Downtown Business Improvement The Community Safety Commi ee examines all ma ers Associa on and Chamber of Commerce. related to animal control, bear management, bylaw enforcement, crime preven on, emergency preparedness, Transportation Solutions & Public Works fi re services, RCMP opera ons and vector control. Committee Finance and Intergovernmental Committee This commi ee is responsible for ma ers related to fl ood control, local improvement programs, road improvements, As the senior standing commi ee of Council, the Finance and sewer and water services, traffi c safety, transporta on, Intergovernmental Commi ee is responsible for reviewing transit, solid waste and watercourse stewardship. all ma ers referred to the Commi ee that are related to the overall administra on of the City including human resources, Other Membership Boards or Commissions the City’s fi nances (including audit), other government Metro Vancouver (Board of Directors); Fraser River Port organiza ons, and climate change. Authority (Advisory Board); Fraser Valley Regional Library; Healthy Community Committee Treaty Advisory Commi ee.

The Healthy Community Commi ee is responsible for Local Boards, Commissions and Special reviewing ma ers pertaining to achievement recogni on, Committees civic fes vals, cultural events, recrea on facility Joint Family Court; Zoning Board of Variance; Port Coquitlam maintenance and life cycle improvements, leisure ac vi es, Spirit of BC Commi ee; Arts Connect; Municipal Awareness; open space and sport ﬁ eld planning and maintenance, Community Cultural Development Advisory Commi ee; cemetery opera ons, heritage programs, corporate energy School District #43 - Municipal Liaison; Canada Day; May Day conserva on, and liaison with a wide scope of community Commi ee; Youth Advisory Commi ee. based groups. The overall objec ves of the Commi ee are to enhance Port Coquitlam’s quality of life by nurturing the well Terms of reference and mee ng schedules for the various being of its ci zens, their communi es and environments commi ees can be found on the City’s website at and to help the ci zens grow and reach for their physical, www.portcoquitlam.ca/council social, emo onal, spiritual and leadership poten als.

2014-2018 Financial Plan 223 Appendix F – Organization Chart and Stafﬁ ng Levels

Citizens of Port Coquitlam

City Council

Chief Administrative Ofﬁ cer

Policing Fire & Corporate Development Engineering Human Parks & Services – Finance Emergency Support Services & Operations Resources Recreaton RCMP Services (Contracted service)

Engineering Bylaw Administra- Centralized Building Projects, Services tion Services Mapping & Budgets

Communi- Protective Parks & Planning Infra- cations & Services Facilities structure Administra- Planning & tive Develop- Services ment Fire Recreation Suppression Services

Corporate Operations Ofﬁ ce Training

Information Transporta- Services tion Emergency Prepared- ness

Departmental FTEs (Full-Time Equivalent Employees) 2013 2014 2015 2016 2017 2018 Oﬃ ce of the CAO 1.00 2.00 2.00 2.00 2.00 2.00 Corporate Support 26.00 23.90 23.90 23.90 23.90 23.90 Development Services 17.50 17.50 17.50 17.50 17.50 17.50 Engineering & Opera ons 73.00 71.00 71.00 71.00 71.00 71.00 Finance 19.50 19.50 19.50 19.50 19.50 19.50 Fire & Emergency Services 71.00 75.00 75.00 75.00 75.00 75.00 Human Resources 5.55 5.00 5.00 5.00 5.00 5.00 Parks & Recrea on 125.46 125.46 125.46 125.46 125.46 125.46 Police Services 97.30 98.30 98.30 98.30 98.30 98.30 Total 436.31 437.66 437.66 437.66 437.66 437.66

224 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 Revenues include Water user fees and contribu ons from ac vi es. developers which fund the opera ons and maintenance of the distribu on system for potable water throughout the Revenues include: community. This includes the purchase of water from the • Property taxa on revenue Metro Vancouver Water District. This system also operates • Recrea on user fees and maintains a reliable water source for fi re protec on. • Senior government grants Also contained in this fund are the fi xed assets including • Development Cost Charges water distribu on infrastructure along with their associated • Garbage/Recycling fees debt and deprecia on. • Other user fees Expenditures include: Sewer Operating/Capital Fund • Administra ve Services Revenues include Sewer user fees and contribu ons from • Corporate Services developers which fund the opera ons and maintenance • Development Services of the collec on system for liquid waste. This includes the • Fire and Emergency Services purchase of liquid waste disposal services from the Greater • Policing Vancouver Sewerage & Drainage District. • Parks and Recrea on Also contained in this fund are the fi xed assets including • Engineering and Opera ons sewer collec on infrastructure along with their associated • Solid Waste Services debt and deprecia on. • Fiscal Services/Debt Repayment Statutory Reserve Funds General Capital Fund City Council must approve, by bylaw, any appropria ons Fixed assets including municipal buildings, recrea on from these statutory funds. More detailed descrip ons are facili es, parks and road infrastructure along with their provided in Appendix C. associated debt and deprecia on. Under most circumstances, withdrawals from the Land Sale Reserve Fund must be replenished.

2014-2018 Financial Plan 225 Title

Appendix H – General Statistics

Construction Value Business Licences $90 million Year Licences Issued Top five sectors: $80 million 2009 2,629 • General $70 million 2010 2,904 • Home-based $60 million 2011 3,117 • General contractor $50 million 2012 3,204 (out of town) $40 million 2013 3,178 • Manufacturing $30 million Source: Bylaw Services • Professional person $20 million $10 million Port BC $0 Summary Statistics Coquitlam 2009 2010 2011 2012 2013 Source: Statistics Canada - 2006 & 2011 Census Population, 2011 56,342 4,400,057 Total $ value – new construction Total $ value – repairs & additions Total population 15 yrs & up 46,540 3,722,690 Never legally married (single) 13,135 1,014,270 Legally married (not separated) 23,835 1,832,605 New Construction Separated, still legally married 1,365 102,035 2013: $63,417,302 Divorced 2,785 246,515 Widowed 1,890 246,515 Total private dwellings occupied 20,650 1,764,635 Owned dwellings 16,125 1,234,710 Rented dwellings 4,520 524,995 Total no. of census families 15,510 1,238,155 Married-couple families 11,710 887,990 Common-law-couple families 1,765 160,360 Lone-parent families 2,685 189,805 Total private households 20,650 1,764,635 Couple (married or common- law) with children 8,205 431,135 Repairs & Additions Couple (married or common- 5,270 532,995 2013: $8,265,304 law) without children One-person households 4,535 498,925 Other household types 2,640 301,580 Average household size 2.7 2.5 Mother tongue: English only 38,575 3,062,430 Population and Dwellings Port Mother tongue: French only 595 57,280 Coquitlam BC Mother tongue: Other 16,725 1,236,500 Source: Statistics Non-immigrants 38,830 3,067,590 Population in 2011 56,342 4,400,057 Canada - 2006 Immigrants 16,380 1,191,875 and 2011 Census Before 1991 6,689 540,995 Population in 2006 52,687 4,113,487 Note: Census 2006 to 2011 population change (%) 6.9 7.0 population 1991 to 2000 5,200 305,655 estimates are not 2001 to 2011 4,480 345,220 consistent with municipal and Non-permanent residents 570 64,995 Total private dwellings 2011 21,533 1,945,365 regional estimates. At same address 1 year ago 45,225 3,665,455 Total private dwellings 2006 19,689 1,788,474 At same address 5 years ago 29,315 2,349,525 Aboriginal identity population 1,790 232,290 Population density per sq. km 2011 1,931.3 4.8 Non-aboriginal identity pop. 53,990 4,092,165 Median income* $28,403 $24,867 Population density per sq. km 2006 1,826.4 4.4 Males* $37,758 $31,598 Females* $21,407 $19,997 Land area (square km) 29.17 922,509.29 Median income after tax* $25,679 $22,785 Incidence, low-income* 15.4% 17.3% Labour force (15+ yrs.) 32,500 2,354,245 Employed 30,280 2,171,465 Age Distribution Participation rate 70.9% 64.6% Employment rate 66.2% 59.5% % Port Ages Male Female % BC Unemployment rate 6.5% 7.8% Coquitlam Education (15 yrs. & over) 45,910 3,646,840 * Percentage No certificate, diploma, degree 6,290 607.655 distribution All 28,295 28,100 100%* 100%* based on High school graduate 14,280 1,009,400 published 0-14 years 5,115 4,695 17.4% 15.3% Trades certificate 5,050 277,125 totals, both 15-24 years 4,240 3,695 14.1% 13.2% College diploma 8,965 488,900 sexes. Source: Statistics 25-44 years 7,655 7,655 28% 29% Some university 2,615 155,475 Canada - 2011 45-64 years 8,680 8,435 30.4% 29% University degree 8,705 805,965 Census. 65+ years 2,605 3,135 10.1% 13.5% * Source: 2006 Census. (2011 Census data for these items not available at time of publication.) Please note: not all category subsets are listed for space purposes.

226 City of Port Coquitlam Appendix I – Glossary

Accoun ng A set of generally accepted principles ESS Emergency Social Services. Principles for administering accoun ng ac vi es Expenditures The cost of goods and services received and regula ng fi nancial repor ng. for both the regular City opera ons and These principles comply with Generally the capital programs. Accepted Accoun ng Principles for Future Capital A reserve fund created by Council to Bri sh Columbia municipali es. - Water U lity ensure there is adequate monies for Accrual An accoun ng method where revenues Reserve Fund acquiring or construc ng water u lity Accoun ng are recognized in the accoun ng period capital assets. in which they are earned and expenses Financial Plan Under Sec on 165 of the Community are recognized in the period in which Charter, following public consulta on, they are incurred. Council must adopt a fi ve-year fi nancial Assessed Value The value calculated for each parcel of plan, by bylaw and before May 15 each real property using appraisal criteria year. The plan must iden fy proposed established by the B.C. Assessment expenditures, funding sources and Authority Each property refl ects market transfers between funds. prices of the land and its improvements Finance and A City appointed commi ee that and recognizes any change of use. Intergovernmental includes all members of City Council. These values are the basis of levying Commi ee (F.I.G.) property taxes. Folio Any property deemed assessable Audit Commi ee See “Finance and Intergovernmental for property tax purposes under Commi ee” the Provincial Assessment Act. It Balanced Budget A balanced budget is where the could be both a single legal parcel revenues and other funding sources or a combina on of proper es with (reserves & surplus) equal the common characteris cs. expenditures. Fraser Valley A regional board which provides library B. C. Assessment This provincial agency, also known as Regional Library services to the City and other member Authority the B.C.A.A., is assigned to appraise and (FVRL) communi es in the Fraser Valley. evaluate all real property within Bri sh F.T.E. Full me equivalent staffi ng posi ons. Columbia. Fund A fi scal en ty of self balancing accounts B. C. Transit The provincial agency responsible for used by governments to control opera ng public transit within Bri sh common fi nancial ac vi es. Columbia. Greater Vancouver A regional district en ty responsible CUPE The Canadian Union of Public Sewerage & for coordina ng common and jointly Employees. Drainage District funded sewage district member Debt Services Annual principal and interest payments (GVS&DD) services. on contracted debt. Greater Vancouver A regional district en ty responsible Development Cost A fee imposed on new development Water District for coordina ng common and jointly Charges (DCC) to assist in the funding of future off (GVWD) funded water district member services. site services (infrastructure) which Fund Balance The amount that assets exceed the is needed, in part, by that new liabili es in an opera ng, capital, development. reserve or trust fund. DFO Federal Government - Department of GAAP An abbrevia on for generally accepted Fisheries & Oceans. accoun ng prac ces, the primary E-Comm An organiza on that provides benchmarks used in accoun ng. emergency communica on services GIS An abbrevia on for Geographical for all public service agencies in Informa on System. southwestern Bri sh Columbia.

2014-2018 Financial Plan 227 Appendix I – Glossary

Grant A fi nancial contribu on to or from Pay-as-you-go A program for funding capital governments. fi nancing expenditures within the annual budget. Grants in lieu of Revenues received from senior Program/ Specifi c sta s cal data that provides taxes governments and other organiza ons , performance quan ta ve and qualita ve which are exempt from property taxes. Indicators performance measurements. Greater Vancouver The regional government agency, also PSAB The Public Sector Accoun ng & Audi ng Transporta on known as “Trans Link”, responsible for Board of the Ins tute of Chartered Authority (GVTA) Coordina ng & opera ng public transit Accountants in the lower mainland of B.C. Reserves Discre onary funds established to pay Goals Broad statements of direc on. They for specifi c projects. iden fy ongoing community needs and Revenues Sources of income received by the the approach taken by the City and City. They include property taxes, fees, departments to manage or sa sfy those grants, permits and licenses, fi nes, needs. grants, interest, etc. ICBC The Insurance Corpora on of Bri sh R.C.M.P. Royal Canadian Mounted Police. Columbia is a Crown Corpora on that School District #43 The local school board serving Port provides basic and op onal vehicle Coquitlam, Coquitlam and Port Moody. insurance, driver licensing services, and road safety programs to residents of the Seniors Waivers A reduc on in u lity fees for seniors Province of Bri sh Columbia over the age of 65. Improvement An annual program of capital and SFD or S.F.D. Abbrevia on for single-family dwelling. Program (IP) special opera ng expenditures. The S.P.C.A. Society for the Preven on of Cruelty to program iden fi es the project and the Animals. source of funding. Special Opera ng Capital items that do not fi t the PSAB MFD or M.F.D. A mul -family residen al housing unit. defi ni on of a capital asset but are not Metro Vancouver A regional district en ty responsible regular opera ng items. Also includes Regional District for coordina ng common and jointly one- me opera ng items. funded regional member services. Tax Rates The annual charges for levying property Was formerly the Greater Vancouver taxes to proper es within the City. Regional District These rates are applied against each M.I.A.B.C. The Municipal Insurance Associa on of $1,000 of assessed value. Bri sh Columbia. U.B.C.M. An organiza on of Bri sh Columbia MoT The BC Ministry of Transporta on. municipali es which lobbies Federal and Provincial Governments to ini ate MoWLP The BC Ministry of Water Land and Air legisla ve changes that will benefi t the Pollu on. member communi es. Municipal Act Legisla on of the province for Variances Diff erences between actual revenues, administering and regula ng the expenditures, and performance ac vi es of municipali es in B.C. indicators from those items targeted in Municipal Finance A provincial agency created to the annual budget. Authority (M.F.A.) coordinate all of the long term WIP or W.I.P. An abbrevia on for works in progress. borrowing requirements of Bri sh Columbia municipali es WCB Workers’ Compensa on Board is a Objec ve Is a specifi c or well-defi ned task provincial body that is responsible for or target that is measurable and administering Occupa onal Health & achievable within a set period of me. Safety Regula ons.

228 City of Port Coquitlam THE CORPORATION OF T H E C I T Y O F 2580 Shaughnessy Street Port Coquitlam, Bri sh Columbia Canada V3C 2A8 Tel: 604.927.5411 Fax: 604.927.5360 BRITISH COLUMBIA, CANADA [email protected] www.portcoquitlam.ca

230 City of Port Coquitlam