City of Coquitlam British Columbia

2011 Annual Report For the year ending December 31, 2011 e s c ial Servi ared by City of Coquitlam F inan Cityared of Coquitlam c by Pre p

City of Coquitlam 2011 Annual Report i City of Coquitlam Metro Vancouver Regional Map British Columbia

2011 Annual Report

Table of Contents

City of Coquitlam Mayor and Council ...... 2 Message from Mayor Richard Stewart ...... 4 City of Coquitlam Civic Directory...... 6 Integrated Planning Framework...... 8 Strategic Plan...... 10 2011 Business Plan...... 12 Performance by Strategic Goal...... 14 Commitment to a Sustainable Future...... 34 The City Manager’s and Deputy City Manager’s Office. . . . . 40 Corporate Services...... 42 Engineering & Public Works...... 44 Fire/Rescue...... 46 Parks, Recreation & Culture...... 48 Planning & Development...... 50 Auditors: KPMG Chartered Accountants RCMP – Coquitlam Detachment ...... 52 Bank: Strategic Initiatives...... 54 Scotia Bank ii City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 1 City of Coquitlam Mayor and Council

Mayor Councillor Councillor Councillor Councillor Richard Stewart Brent Asmundson Craig Hodge Neal Nicholson Terry O’Neill Richard was first Brent was first elected Craig was elected to Neal was first elected Terry was elected to elected as Mayor in to Council in 2005 his first term of Council to Council in 2007 his first term of Council 2008 and is in his and is now in his third in 2011. He moved to and is in his second in 2011. He has lived second term. He was term. He has been Coquitlam 46 years term. He has lived in in Coquitlam’s Eagle previously a Council an active Coquitlam ago when he was eight Coquitlam’s Ranch Park Ridge neighbourhood member, elected in resident for more than years old and has lived neighbourhood since since 1980. 2005, and has lived all 20 years. in Coquitlam ever 1976. his life in Coquitlam. since.

Councillor Councillor Councillor Councillor Mae Reid Linda Reimer Selina Robinson Lou Sekora Comprised of the Mayor and 8 Councillors, City Council is ultimately responsible for Mayor and Council serve on many committees, Mae was first elected Linda was first elected Selina is serving Lou was first elected in Coquitlam City Council is responsible for local establishing the policies of the City of boards and advisory groups. They provide to Council in 1984. She to Council in 2008 and her second term as 1973, and was Mayor government leadership and decision making Coquitlam, for carrying out those policies and strategic input and direction on City initiatives, has a combined service is serving her second City Councillor, and from 1983 to 1998. He in the City of Coquitlam. They are elected for a for the general and overall administration of set budget priorities and advise on regional of over 20 years. Mae term. She has lived in was first elected in has served eight terms three-year term. civic business. issues. has lived in Coquitlam Coquitlam for 29 years. 2008. She has lived in as a Council member for over 30 years. Coquitlam’s Ranch Park and been a Coquitlam since 1994. resident since 1967.

2 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 3 Message from Mayor Richard Stewart

We have a very good story to tell about 2011, and this report reflects the many years of disciplined stewardship of community assets and dollars .

On behalf of City Council, I am pleased to present the 2011 about through a creative plan that significantly reduces the Annual Report for the City of Coquitlam. This report contains capital cost of this high-priority investment. The 2011 budget important information related to City operations including also funded a number of other important initiatives, from our a financial overview, highlights and accomplishments, and Town Centre BMX bike facility, to a youth Coordinator at Place progress being made on Council’s strategic goals in 2011. Maillardville. 2011 was a successful year for Coquitlam, with continued In 2011, 71 festivals and events including Canada Day, focus on our community’s priorities – transportation Festival du Bois, Farmers’ Markets, BC Highland Games, and improvements, community safety, and sport and recreation. Como Lake Fishing Derby were held in the City. Increased We protected our core services with a clear plan for participation in the Canada Day celebration was a key focus tomorrow, and we increased resources for police and fire. this year and attendance doubled to 40,000 participants. Citizens continue to rate the quality of life in Coquitlam very We have a very good story to tell about 2011, and this highly; despite tough economic times. 31% said the quality report reflects the many years of disciplined stewardship of life has improved over the past 5 years. of community assets and dollars. That hard work – that discipline – paid dividends in 2011, by giving this Council The strong economic growth that Coquitlam experienced in the opportunity to make choices that support what the 2010 continued through 2011. While the entire region has community tells us are priorities in Coquitlam. performed well, Coquitlam’s growth was above average in many aspects. Both residential and commercial/industrial Thank you for taking the time to be engaged in your construction were well above 2010 levels. community. We were successful in increasing resources in community safety – four new RCMP members with civilian support, and two new fire officers, as well as new safety equipment. Council feels strongly that community safety is a high priority Richard Stewart and continues to enhance the protective services we provide Mayor to our residents. Also included in the 2011 Capital Plan was a budget allowance to support the creation of a new City Centre Library which began construction in 2011. The new library has come

4 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 5 City of Coquitlam Organizational Chart as of December 31, 2011

Coquitlam City Manager

P. Steblin Mayor & Council

Deputy City Manager General Manager General Manager General Manager General Manager General Manager Planning & Development Corporate Services Parks, Recreation & Engineering Strategic Initiatives J. DuMont J. McIntyre vacant Culture & Public Works M. Gravelle L. MacKay B. Susak

RCMP Manager Manager Corporate Parks and Facilities Director Manager Superintendant Community Planning Communications Public Works Division Lands & Properties C. Wilcott B. Irvine D. McDonald K. Reinheimer J. Umpleby P. Staniscia

City of Coquitlam Civic Directory Fire Chief Manager Manager Manager Manager Manager Fire/Rescue Development Services Financial Services Service Development Design & Construction Facilities Planning Mayor Officials T. Delmonico R. Allueva S. MacLeod & Planning M. Zaborniak & Construction G. Needham B. Cormack Richard Stewart P.Steblin city manager Manager Manager City Solicitor Manager Manager J.DuMont Corporate Planning Building Permits Recreation Environmental Councillors deputy city manager M. Hunt Approvals H. Bradfield J. Fordyce Services J. Bontempo S. Warriner Brent Asmundson Vacant general manager corporate services Craig Hodge B.Susak Manager Manager City Clerk Manager Human Resources Building Permits UitilityTransportation Programs Neal Nicholson general manager engineering and public works R. Price Inspections J. Gilbert D.Services Soong D. Vance C. Mohoruk Terry O’Neill J.McIntyre general manager planning Mae Reid and development Manager Manager Information Manager Emergency Programs & Communications Linda Reimer S.MacLeod Utility Programs K. Basi Technology D. Soong manager financial services R. Adams Selina Robinson city treasurer

Lou Sekora L.MacKay Manager Economic general manager parks, recreation and Development culture services D. Munro M.Gravelle general manager strategic initiatives T.Delmonico fire chief C.Wilcott superintendent r.c.m.p.

6 City of Coquitlam 2011 Annual Report Integrated Planning Framework

Coquitlam’s integrated planning framework is The Business Plan translates the high level comprised of three separate but complementary strategic goals into Business Plan priorities. Strategic Plan planning processes: The priorities and associated work items are established annually by Council. Trimester Establishes Vision, Mission, Values hh strategic planning, and Goals for the City of Coquitlam Reports inform Council of the progress in hh business planning, and implementing the established items. Operational hh financial planning. performance measures are reviewed annually to These processes result in a set of integrated monitor success of the business plan. Business Plan plans that support the overall vision and mission Lastly, the Financial Plan provides the resourcing of the City and align activities and resources to strategy to support the strategic and business Identifies high level activities Trimester Reports achieve the strategic goals and annual business plans. Updated annually, it is a five-year plan that Update 3-Year for the organization that align with priorities set by Council. Strategic Goals and minimize Enterprise includes both operating and capital components. Risk. Develops Annual A, B, C The Strategic Plan is the highest level statement The Annual Report reflects upon the previous Business Plan Priorities. Annual Review of the City’s aspirations for the future. It is year and evaluates whether the City successfully developed with a long timeframe in mind and accomplished the goals and strategic direction is updated every three years following the set out in the Integrated Planning Framework. Financial Plan municipal election. It articulates the vision, mission, values and broad strategic goals. Provides the Five-Year Finanical Progress of the plan is monitored through an Plan including budget for revenues, annual review of key performance measures. expenditures and capital projects

8 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 9 Coquitlam 2021 Our Vision for the Future Coquitlam 2021 - Strategic Plan 2009 Highlights Vision Mission Values Accomplishments Coquitlam’s City Council establishes the vision, mission, Coquitlam in 2021 will To sustain Coquitlam’s high Organizational values are Coquitlam has four key By linking its strategic goals to values and goals for the entire organization based be a community of quality of life for current and very important and form values specific objectives and work neighbourhoods within a future generations, we serve the foundation for the City’s to help achieve this goal: plans, the City of Coquitlam upon input from the community, employees and other vibrant urban city where the public interest through decision-making framework hh Treat People Fairly is better able to track its people of all ages, abilities leadership, innovation and and relationships with its progress towards achieving hh Build Organizational and stakeholders . and cultures choose to live, a focus on community stakeholders, employees, Community Capacity the City’s vision and goals for learn, work and play. priorities and strengths. citizens and customers. The the community. The annual hh Inform, Involve and Inspire Coquitlam’s 2009 - 2011 Strategic Plan is goal-oriented City of Coquitlam will be an Business Plan Priorities assist organization recognized for its hh Innovate to Sustain staff in focusing resources, and includes the City’s vision, mission, values and goals . excellence in City governance Community Quality-of-Life including staff time, on the and employee, citizen and most important City priorities This Plan forms the foundation for all other long-range customer relations by living each year. its values. planning for the City government, including the Business Plan, Financial Plan, Official Community Plans and other Strategic Plan Goals and Measures targeted plans related to transportation, land use and Coquitlam has identified five goals that build on the cornerstones of Live, Work, Play and Leadership that support its vision. Goal 1 – Strengthen Goal 2 – Expand Local Jobs, Local Goal 3 – Increase Active Goal 4 – Enhance Sustainability Goal 5 – Achieve Excellence in parks planning . Neighbourhoods Prosperity Participation and Creativity of City Services and City Governance Infrastructure Coquitlam in 2021 will be a By 2021, Coquitlam will have Coquitlam will be a community The City of Coquitlam will community of clean, safe, green a prosperous and vital local offering a full array of leisure, The City of Coquitlam is provide good governance, and inclusive neighbourhoods. economy well-positioned in the sport, arts, cultural and committed to sustaining its services for the community’s region. educational activities and high quality of life for current benefit and stewardship Strategic Measures: facilities, along with a system and future generations by of public assets and foster Strategic Measures: hh Quality of Life in Coquitlam of parks and open spaces. fostering the economic, social the economic, social and hh Citizens’ perception of the hh Value of construction and environmental well-being environmental well-being of Strategic Measures: change in quality of life hh Business licenses issued of its community. the community. hh Participation in physical Strategic Measures: activity Strategic Measures: hh Citizen satisfaction with City hh Citizen satisfaction with hh Taxpayer confidence services recreation and cultural hh Muncipal taxes per capita opportunities hh Satisfaction with customer service

10 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 11 2011 Business Plan

A key step to linking strategy to action involves taking the 2011 Business Plan Priorities Strategic Goals and Corporate Objectives and developing annual Business Plan priorities. "A" Priorities Lead(s) Status 1. City-owned Land Strategies M. Gravelle The established Business Plan Priorities assist staff in focusing resources, including both human and financial resources, on 2. City-wide Parks & Recreation Plan L. MacKay the most important city priorities each year. 3. Crime Reduction, Community Safety, Outreach & Strategic Planning C. Wilcott The stated priorities ensure that staff time in all areas of 4. Customer Service Initiatives J. DuMont the organization are directed toward the most important 5. Environment, Climate Change, Corporate Energy & Sustainability B. Susak priorities, in addition to the day-to-day responsibilities, 6. Evergreen Line M. Gravelle and that the City’s support services (i.e. Finance, Clerks, 7. Fire Protection Strategic Plan Implementation T. Delmonico Human Resources) recognize these priorities and provide administrative support accordingly. 8. Northeast Development (Local Area and Parks & Recreation Planning) J. McIntyre/L. MacKay 9. Port Mann/Hwy 1 Project & United Blvd. Extension M. Gravelle/B. Susak The Executive Team reviewed these priorities and identified the 2011 Business Plan Priorities based upon the following criteria: 10. Transportation & Safety Initiatives B. Susak hh existing strategic goals and directions "B" Priorities hh Council priorities 11. Beautification Program B. Susak hh public priorities based on Ipsos Reid Survey and general 12. Development Process Improvements J. McIntyre feedback 13. Integrated Watershed Management Plans B. Susak hh initiatives currently underway and budgeted 14. Land Use Planning & Area/Neighbourhood Plan Updates J. McIntyre hh externally driven initiatives 15. Maillardville Commercial & Cultural Revitalization J. McIntyre These Business Plan priorities were the focus for staff in 2011. 16. Solid Waste & Recycling Initiatives B. Susak They linked strategy with action and specifically: "C" Priorities hh ensured consistency between the Strategic Plan and 17. Cyclical Reviews P. Steblin departmental work plans; 18. Emergency Program Initiatives J. DuMont hh focused corporate efforts on mitigating key risks facing the 19. Major Civic Facility Construction Projects M. Gravelle City; and 20. Major Civic Facility Priority Planning M. Gravelle hh linked the financial plan, including staff time and capital 21. Major Parks & Open Space Capital Construction L. MacKay budgets to work items identified as priorities. 22. QNet J. DuMont The priority listing continues to be reviewed on an annual 23. Utility Strategic Plan Priorities B. Susak basis and also serves as the basis for tracking and measuring Coquitlam’s performance in relation to each priority. Trimester The following pages provide the details on the status of the Business Plan Priorities. reports are being prepared for Council tracking and for They are colour coded as follows: measuring performance to date. Green: the Business Plan Priority is expected to be achieved on time and on budget. “A” Priorities Yellow: the Business Plan Priority requires attention to ensure on time and on budget completion. Red: the Business Plan Priority is currently on hold.

12 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 13 Performance by Strategic Goal Strategic Goal 1: Strengthen Neighbourhoods

Rediscovering and strengthening Strategic Directions – Achievements in 2011 5. Enhance community safety and the sense of public safety by connecting residents, 1. Foster citizen and neighbourhood engagement, our neighbourhoods as the centre neighbourhoods and businesses through dialogue and connections and encourage education and increased communication, of community life in Coquitlam is a neighbourhood residents to contribute to the prevention programs and access to public safety affairs of the whole community; key component of the Strategic Plan . services and working with the community to Coquitlam in 2021 will be a community Engaging residents to solicit feedback, ideas, develop solutions for crime; and support is a key part of the City’s planning In partnership with Parks, Recreation, and of clean, safe, green and inclusive processes. In 2011 over 500 participants Culture, the RCMP continued the Positive Pass attended public open houses to voice their neighbourhoods . program where officers recognize kids “doing opinions on various plans and initiatives such things right” and acknowledged the behavior as the development of Partington Creek and with a free swim, skate or drop-in. In 2011, 97 Austin Heights neighbourhood plans, Strategic positive passes were redeemed by children and Transportation Plan, Hockaday Park, Coquitlam new housing types. A servicing strategy for youth in the community. Fraser Greenway, and major street projects. the Housing Choice initiative was endorsed The RCMP continue to liaise with School District 2. Protect and enhance the unique history, by Council. The Housing Choices initiative is 43 and ICBC to educate young drivers. In 2011, heritage and character of our neighbourhoods intended to improve housing affordability, they also held the first “Junior Mountie” camp by emphasizing a sense of place and belonging broaden the range of housing types, enhance which was attended by 72 youth and well for all through services, policies and quality neighbourhood character, and respond to received. urban space; changing demographics. The H.E.R.O.S. program provided emergency One of the City’s strategies to protect heritage 4. Enhance travel to and from neighbourhoods by preparedness training for over 1,178 people in properties is the use of heritage revitalization providing a safe and affordable transportation 2011. agreements (HRA’s). The first HRA was system that offers choices for how residents get adopted by Council in 2009 and the multi- around – car, pedestrian, bike and transit; 6. Foster awareness of diverse cultural groups and family residential units in this project are now encourage increased understanding of different The City’s Engineering & Public Works being marketed by the developer. In 2011 cultures to further enrich the community. department completed significant road the City received a second application for an improvements using Infrastructure Stimulus The City completed its Multicultural Strategy HRA which involves building restoration and Funds provided by the Federal and Provincial and Action Plan, funded in part by Citizenship heritage designation as part of a multi-family governments including Lougheed/Barnet and Immigration Canada, which outlines development. pavement rehabilitation, King Edward Street specific initiatives for recognizing and 3. Encourage a suitable mix of housing types and improvements and Schoolhouse Street drainage supporting the City’s diverse community. affordability in our neighbourhoods with a goal & improvements. The first Welcoming Event held in fall 2011 of housing for all; Significant progress was made on the Strategic offered immigrants an overview of the City’s Implementation of the Housing Choices Transportation Plan with a final plan being programs and services and was attended by initiative progressed with amendments presented to Council early in 2012. This plan over 300 people. to the Official Community Plan and other will prioritize transportation projects over the bylaws to include provisions for a range of next 30 years.

14 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 15 Performance by Strategic Goal Strategic Goal 1: Strengthen Neighbourhoods

Results Key Performance Measures Citizens continue to rate the quality of life in Coquitlam as very good and this year 31% Citizen Quality of Life Change in Quality of Life said the quality of life has improved over the (% Citizens Rating Very Good/Good) % citizens say quality of life has improved past 5 years. They cited reasons such as better 98% 95% 98% 96% 99% % citizens say quality of life has worsened recreation facilities and improved/expanded roads and infrastructure. The opening of Poirier Sports and Leisure Complex in 2010 and the continued focus on road improvements 23% 22% contributed to this high rating. 31% 21% 14% 13% Coquitlam residents’ top-of-mind issues continue to centre around transportation, 2007 2008 2009 2010 2011 2009 2010 2011 municipal taxation and crime. The Province Source: Ipsos Reid Source: Ipsos Reid has initiated the design and construction of the Evergreen Line which is expected to mitigate Legend Indicates favourable Indicates stable Indicates unfavourable the concerns around rapid transit and skytrain. performance over performance over performance over The RCMP have made significant strides in previous year. previous year. previous year. reducing traffic and road incidents and fatal incidents due to impaired driving and the overall crime rate is continuing to decline. Supporting TotalPerformance Construction Measures Business Licenses Issued Bylaw complaints decreased significantly ($ in millions) 2007 2008 2009 Renewed2010 New 2011 Results $394.1 in 2011. Bylaw Enforcement recruited an 5,202 5,113 5,297 5,488 5,649 additional Parking Enforcement position in Overall Crime Rate 77.6 76.5 66.5 62.9 N/A1 > $272.5 839 1,027 1,053 1,136 2011 to focus on issuing Street and Traffic $253.3 $261.2 955 Total # Injury/Fatal Collisions N/A N/A N/A 4052 363 > tickets. The number of tickets issued during $195.9 4,247 4,274 4,270 4,435 4,513 the year increased by over 40%. This position Total # Fire Incident Responses 5,920 5,805 5,810 5,838 5,728 > also allowed other Bylaw officers time to do more proactive patrols which resulted in Total # Bylaw Complaints+3% -25%-3% +39% 3,677+45% 3,867 3,766 3,641 3,231 > decreased complaints. 3 Total2007 Rental Inventory 2008 2009 2010 N/A 2011 4,085 2007 4,089 2008 20094,089 20104,089 2011 = While the region continues to experience TotalSource: Multiple Planning Family& Development Units N/A3 2,677Source: Business2,724 Licenses 2,762 2,762 = increasing real estate prices, Coquitlam is striving to make the City affordable for all. 1. This data is compiled by the Ministry of Public Safety & the Solicitor General and is released in November Indicates favourable Indicates stable Indicates unfavourable Implementation of the Affordable Housing Legendof the subsequent year . performance over performance over performance over Strategy, developed in 2007, continues with 2. The RCMP detachmentprevious started year. collecting theseprevious statistics year. in 2010 . previous year. the Housing Choices initiative. Measuring the change in housing mix will be a new key 3. The Planning & Development department started collecting these statistics in 2008 . indicator over the next three years. Participation in Physical Activity Citizen Satisfaction (# times per week) (with Recreation/Culture Opportunities) 16 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 17 4.5 4.1 4.1 4.0 4.0 90% 90% 90% 91% 91%

2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Source: Ipsos Reid Source: Ipsos Reid

Legend Indicates favourable Indicates stable Indicates unfavourable performance over performance over performance over previous year. previous year. previous year.

Taxpayer Confidence Municipal Taxes per Capita (Value for Taxes % Very/Fairly Good) (Total)

86% 85% 86% 81% 81% $811 $849 $857 $699 $761

2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Source: Ipsos Reid Source: Ministry of Sport, Culture & Community

Legend Indicates favourable Indicates stable Indicates unfavourable performance over performance over performance over previous year. previous year. previous year.

Satisfaction with City Services Customer Service Contact (% Very/Somewhat Satisfied) (% Very/Somewhat Satisfied)

96% 92% 95% 95% 96% 85% 75% 73% 76%

Data n/a

2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Source: Ipsos Reid Source: Ipsos Reid

Legend Indicates favourable Indicates stable Indicates unfavourable performance over performance over performance over previous year. previous year. previous year. Performance by Strategic Goal Strategic Goal 2: Expand Local Jobs, Local Prosperity

Coquitlam will have a prosperous, Strategic Directions – Achievements in 2011 3. Leverage community assets such as QNet, 5. Build on our cultural diversity to create trade Riverview Hospital Lands, outdoor sports and and investment opportunities; 1. Foster an innovative, entrepreneurial and diverse and vibrant local economy as recreation opportunities, culture and position creative business environment to support and Coquitlam has three sister city / friendship as largest city in Northeast Metro to drive outlined in the City Economic Action attract business and growth industries and agreements with communities in Asia: 1) investment and job creation; Plan . The City will support actions position Coquitlam as a vital component of the Ormoc, Metro Manila, Philippines 2) Laizhou, regional economy; School District 43 Trustees approved a China 3) Paju, South Korea and the City that lead to business attraction partnership with QNet to provide fibre optic continues to liaise with and support foreign Coquitlam continues to address the taxation connections for SD43 schools. investors. and expansion opportunities and gap between residential and commercial/ In 2011, 66 filming permits were issued industrial properties to improve its competitive 6. Support the retention, expansion and attraction will consider policies that support generating over $123k in revenues; 59% of the position and assist business owners. In 2011, of business to strengthen Coquitlam’s economic filming took place at Riverview Hospital Lands. increased local employment . the tax shift was 0.75%. base and achieve a greater balance between The City started exploring a bid for the 2016 The City’s Development Services division is local population and employment. Strengthening our local employment BC Summer Games which will be developed simplifying its industrial zoning to provide more in 2012. The City is also supporting the 2012 Economic Development initiated a formal base can lead to a decrease in the flexibility for business development. Canadian Women’s Open Golf Tournament at business retention and expansion program. Economic Development made presentations average commuting time of our the Vancouver Golf Club. to real estate firms, industry groups and residents thereby contributing to international consulates to market Coquitlam’s 4. Capitalize on major transportation broader community quality of life and unique business advantage. infrastructure to create new business opportunities and leverage new opportunities 2. Focus on neighbourhood commercial sustainability goals . for development that will attract private sector revitalization recognizing that successful investments; neighbourhood economies are a function of intense economic activity that revolves around Several major transportation initiatives have the day-to-day lives of residents; been underway for several years, including the Province’s Gateway Project that includes the Community Planning completed the Austin new Port Mann bridge and upgrading to Hwy Heights Neighbourhood Plan which includes 1. As part of this project, the new King Edward strategies for enhancing the capability and Overpass was substantially completed in 2011. attractiveness of Austin Heights’ commercial

area. It anticipates the addition of 50,000 The Province released the Request for Proposal square metres of commercial floor space over (RFP) for the design, build and finance of the the next 20 years. Evergreen Line Rapid Transit Project. Scheduled Council passed the Maillardville Commercial to open in Summer 2016, the project will Property Improvement Revitalization Tax create 8,000 direct and indirect jobs during Exemption Bylaw to create financial incentives construction which is slated to begin in 2012. for commercial improvements in the neighbourhood.

18 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 19 Citizen Quality of Life Change in Quality of Life (% Citizens Rating Very Good/Good) % citizens say quality of life has improved 98% 95% 98% 96% 99% % citizens say quality of life has worsened

23% 22% 31% 21% 14% 13% 2007 2008 2009 2010 2011 2009 2010 2011 Source: Ipsos Reid Source: Ipsos Reid

Performance by Strategic Goal Strategic Goal 2: ExpandLegend LocalIndicates favourable Jobs, IndicatesLocal stable ProsperityIndicates unfavourable performance over performance over performance over previous year. previous year. previous year. Results Strategic Goal 2: Key Performance Indicators The strong economic growth that Coquitlam Total Construction Business Licenses Issued experienced in 2010 continued throughout ($ in millions) Renewed New 2011. While the entire region has performed $394.1 well, Coquitlam’s growth was above average 5,202 5,113 5,297 5,488 5,649 in many aspects. Construction for both $253.3 $261.2 $272.5 955 839 1,027 1,053 1,136 residential and commercial/industrial was well $195.9 4,247 4,274 4,270 4,435 4,513 above 2010 levels.

“Strategies to encourage economic +3% -25%-3% +39% +45% development and new businesses to the City continued in 2011. Additional commercial 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 space was added in the following areas: Source: Planning & Development Source: Business Licenses  Port Mann Toll Centre Offices  City Centre commercial space in Oasis, Legend Indicates favourable Indicates stable Indicates unfavourable Grand Central Phase 2 towers, and performance over performance over performance over Residences at the Parc previous year. previous year. previous year.  White Spot restaurant on United Boulevard Supporting Performance Measures  Retail units in Maillardville Participation in Physical Activity Citizen Satisfaction (# times per week) (with Recreation/Culture Opportunities) Over 1,660 new housing units were created 2007 2008 2009 2010 2011 Results 4.5 in the City. These were primarily apartments Residential4.1 Construction4.1 $177.74.0 4.0 $162.2 90% $148.690% 90% $233.691% 91% $321.4 > (733) in the City Centre and Westwood Plateau; Value ($in millions) single family homes (425) in the Northeast and Southwest; and townhouses (284) in City Non-Residential $75.6 $99.0 $47.3 $38.9 $72.7 > Centre. Construction Value ($in millions) Usage of QNet fibre continues to increase with Housing Starts 628 1,565 475 1,131 1,360 > 20 new buildings connected in 2011. Rogers 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Wireless has placed orders for another 21,000 AdditionalSource: Ipsos Commercial Reid & 15,698 7,162 Source: Ipsos Reid9,219 5,564 16,371 > metres to be connected in 2012. Industrial Space (m2) Legend Indicates favourable Indicates stable Indicates unfavourable Total # Incorporations performance618 over 586performance over545 performance654 over 636 < QNET Fibre (metres) previous year. N/A N/Aprevious1 year. 15,170 previous5,270 year. 43,530 > Added 1. QNet wasTaxpayer launched in Confidence 2008. Municipal Taxes per Capita (Value for Taxes % Very/Fairly Good) (Total)

20 City of Coquitlam 2011 Annual Report 86% 85% 86% City of Coquitlam 2011 Annual Report 21 81% 81% $811 $849 $857 $699 $761

2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Source: Ipsos Reid Source: Ministry of Sport, Culture & Community

Legend Indicates favourable Indicates stable Indicates unfavourable performance over performance over performance over previous year. previous year. previous year.

Satisfaction with City Services Customer Service Contact (% Very/Somewhat Satisfied) (% Very/Somewhat Satisfied)

96% 92% 95% 95% 96% 85% 75% 73% 76%

Data n/a

2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Source: Ipsos Reid Source: Ipsos Reid

Legend Indicates favourable Indicates stable Indicates unfavourable performance over performance over performance over previous year. previous year. previous year. Performance by Strategic Goal Strategic Goal 3: Increase Active Participation & Creativity

Sport, recreation, culture and Strategic Directions – Achievements in 2011 3. Foster and encourage creativity and innovation 5. Support a learning community where residents in our community through the design of have access to life-long learning through formal 1. Facilitate full, active participation of all leisure, with a particular focus on buildings and public places, music and art, work and informal opportunities. residents in sport and other physical, and business, and education; physical activity, play a vital role in recreational and leisure activities and address The Coquitlam Public Library supports lifelong the personal health of individuals barriers, such as physical, gender, cultural, Coquitlam’s new Spirit Square in Town Centre learning from early literacy skills to homebound financial and age, that can limit citizen that was completed in 2010 hosted several visits through a variety of programs. In 2011, and in the social, economic and participation; events this year including: Friday Night Farmers’ a number of new programs were introduced Markets; lunchtime BBQ’s and entertainment; including Board Games Day and Farmer’s environmental health of communities . Coquitlam’s recreation facilities provide over and other community events. Market Story Time for children. 15,807 registered programs for adults, youth In 2011, Council endorsed a Public Art Program Coquitlam in 2021 will be a and children and range from sports, aquatics, The Library hosted eight week long Chinese and Plan to increase the appeal of public places fitness, arts, and many other leisure activities. In Korean language mother goose programs and community offering a fully accessible and heritage assets through a collaborative 2011, there were over 70,000 total registrations had at least 50 parents and children attending model that involves the City, developers and the balanced array of leisure, sport, arts, for programs and over 800,000 drop-in every week. The Library continues to host community. cultural and education activities and admissions. weekly sessions of English language practice 4. Improve the urban cultural environment and groups. The strong demand for this program in Glen Pine and Dogwood Pavilions provide facilities along with a system of parks make culture, arts and heritage more accessible 2011 required training of additional tutors. many programs for adults 50 Plus. In 2011, to everyone; and open space that contributes to the they offered 1,100 registered programs with physical, spiritual and social wellness almost 12,000 registrations. Membership at the Council adopted the Celebrate Coquitlam centres is nearly 4,400. strategy which will be implemented in coming of the individual and community . Westminster Savings sponsored 24 free swim years. We also will be a community that opportunities for residents. The Cultural & Community Services division organizes numerous festivals and cultural 2. Develop a sustainable system of parks and open encourages and celebrates creativity, events each year. In 2011, in addition to the space that contribute to the ecological, social established events, the City supported an knowledge and culture . and economic health and well-being of our Iranian Tirgan Festival, the Friday Night Farmers’ community; Market at Spirit Square during July and August, Coquitlam has over 945 hectares of Parks and and Light Up the Hall in December. Natural Areas. Upgrades to parks this year included Miller Park, Mackin Park and Glen Park. The Coquitlam Public Library hosted several New park additions included Millard Orchard multicultural events including a Persian event and Marguerite Parks. to mark the addition of the Ati Sarrafi collection; an Indian Classical music event; and a Chinese Tree planting initiative continued with 6,800 New Year concert. trees and 3,200 native shrubs being planted by the City.

22 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 23 Citizen Quality of Life Change in Quality of Life (% Citizens Rating Very Good/Good) % citizens say quality of life has improved 98% 95% 98% 96% 99% % citizens say quality of life has worsened

23% 22% 31% 21% 14% 13% 2007 2008 2009 2010 2011 2009 2010 2011 Source: Ipsos Reid Source: Ipsos Reid

Legend Indicates favourable Indicates stable Indicates unfavourable performance over performance over performance over previous year. previous year. previous year.

Total Construction Business Licenses Issued ($ in millions) Renewed New $394.1 5,202 5,113 5,297 5,488 5,649 $253.3 $261.2 $272.5 955 839 1,027 1,053 1,136 $195.9 4,247 4,274 4,270 4,435 4,513

+3% -25%-3% +39% +45%

2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Source: Planning & Development Source: Business Licenses

Performance by Strategic Goal Strategic Goal 3: IncreaseLegend Indicates Active favourable ParticipationIndicates stable &Indicates Creativity unfavourable performance over performance over performance over previous year. previous year. previous year. Results Strategic Goal 3: Key Performance Indicators

The Ipsos Reid Survey continues to show that Coquitlam citizens participate in moderate Participation in Physical Activity Citizen Satisfaction physical activity for 30 minutes about four (# times per week) (with Recreation/Culture Opportunities) times per week. This is consistent with 4.5 4.1 4.1 90% 90% 90% 91% 91% previous years and is on par with what is found 4.0 4.0 in other lower mainland municipalities.

The new Poirier Sports and Leisure Complex (PSLC) that was opened in 2010 saw an increase of 13% in drop-in admissions (over 2008). (Admissions were impacted in 2010 due 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 to construction). Registered programs at PSLC Source: Ipsos Reid Source: Ipsos Reid jumped by 329% for arena registrations and 57% for fitness programs. Legend Indicates favourable Indicates stable Indicates unfavourable performance over performance over performance over In 2011, 71 Festivals and Events including previous year. previous year. previous year. Canada Day, Festival Dubois, Farmers Markets, BC Highland Games, and Como Lake Fishing Derby were held in the City. Increasing Supporting Performance Measures attendance at the Canada Day celebration was Taxpayer Confidence Municipal Taxes per Capita a key focus this year and attendance increased (Value for Taxes % Very/Fairly Good)2007 2008 2009 (Total)2010 2011 Results by 100% to 40,000 participants. Total86% Admissions1 86% 542,236 719,162 786,603 776,475 802,617 > 85% 81% 81% $849 $857 $761 $811 The Evergreen Cultural Centre saw significant Total Registered Programs (hours) 373,394 384,477$699 398,934 415,070 438,365 > growth in patrons from 2007 to 2010. The 2011/12 season marks the Centre’s 15th Total Parkland (hectares) N/A N/A2 920 936 945 > Anniversary and over 60 performances are Event Participants N/A N/A2 64,315 88,060 93,357 > scheduled. Evergreen2007 Cultural 2008 Centre 2009Patrons 2010 55,392 2011 60,4252007 69,475 2008 200975,656 2010 77,200 2011 > Visitors to the library continues to rise. The 2 library had approximately 72,000 members AnnualSource: LibraryIpsos Reid Visitors N/A N/ASource: Ministry610,084 of Sport, Culture621,087 & Community 644,929 > at the end of 2011 and over 236,000 items 1. Admissions to City Centre Aquatic Complex + Poirier Sports & Leisure Complex in its collection. The Library offers programs Legend Indicates favourable Indicates stable Indicates unfavourable for many different age groups, cultures, and 2. Data not collectedperformance until 2009 .over performance over performance over interests, providing a valuable service to the previous year. previous year. previous year. community. Satisfaction with City Services Customer Service Contact (% Very/Somewhat Satisfied) (% Very/Somewhat Satisfied) 24 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 25 96% 92% 95% 95% 96% 85% 75% 73% 76%

Data n/a

2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Source: Ipsos Reid Source: Ipsos Reid

Legend Indicates favourable Indicates stable Indicates unfavourable performance over performance over performance over previous year. previous year. previous year. Performance by Strategic Goal Strategic Goal 4: Enhance Sustainability of City Services & Infrastructure

The City of Coquitlam, as an Strategic Directions - Achievements in 2011 3. Increase taxpayers’ confidence that tax dollars from the Climate & Energy Action Awards for its are being spent wisely through prudent fiscal holistic approach to reducing carbon emissions 1. Maintain prudent financial management organization, is complex with more management and provide efficient City services from civic facilities. policies regarding asset replacement and that respond to community needs. Measure than 200 distinct services delivered financial long-range planning; At the end of 2010, the Workplace Energy results of services, policies and focus on Conservation Pilot and “Coquitlam Carbon by approximately 950 full-time The Facilities Division began the outcomes and outputs; Cutters” team was formed to introduce ways implementation of a facilities condition equivalent employees . Balancing taxation and service delivery levels to save energy. In 2011, the team launched assessment tool to create a record of the is an ongoing challenge for the City, however a number of initiatives to promote energy condition of all civic buildings. Phase I was The City of Coquitlam is committed according to the Ipsos Reid citizen survey, most conservation such as Tune Up Your Workspace, completed in 2011 with 28 building assessed citizens believe they receive good value for their Employee Suggestion Contest and random to sustaining its high quality of life (approx. 558,000 sq. ft.) or 69% of the facilities’ municipal tax dollars. checks and prizes for people who turned off inventory. Assessment of the remainder of the for current and future generations . their computers every day. buildings will be completed in 2012. 4. Promote conservation of environmental assets, The concept of sustainability is not The Finance Department received three resources and energy by increasing community new to municipal government or Government Financial Officers Association and organizational awareness and stewardship; (GFOA) awards for Distinguished Budget The City runs many successful environmental to Coquitlam . One of the primary Presentation, Excellence in Financial Reporting, awareness and public education programs and the Popular Annual Financial Reporting purposes of local government includes including Coquitlam Bear Aware, Invasive Plant Award. fostering the economic, social and Management program and the Inspiration 2. Develop a sustainable infrastructure and Garden. environmental well-being of its land management program that responds During 2011, the Solid Waste division delivered to community priority and need, including community . These are the basic tenets Waste Reduction & Recycling Workshops to the development of a long-range planning schools and staff presented 70 workshops to of a sustainable community . framework and life-cycle planning; 18 elementary schools reaching over 2,000 The Strategic Initiatives department manages students. major internal and external strategic capital 5. Minimize the impact of City processes and projects, including management of City owned infrastructure on the environment by reducing lands. In 2011, City land sales totaled $11.4 the City’s air emissions, material consumption, million, including 12 residential lots, 1123 energy and water usage. Westwood Street and 1188 Pinetree Way (completion January 2012). The City purchased Coquitlam signed the Climate Action Charter an air space parcel for the new City Centre in 2007, committing to take action against Library on Pinetree Way. Climate Change by reducing the greenhouse gas (GHG) emissions associated with civic facilities and operations. In 2011 Coquitlam received an Honorable Mention at the UBCM conference

26 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 27 Citizen Quality of Life Change in Quality of Life (% Citizens Rating Very Good/Good) % citizens say quality of life has improved 98% 95% 98% 96% 99% % citizens say quality of life has worsened

23% 22% 31% 21% 14% 13% 2007 2008 2009 2010 2011 2009 2010 2011 Source: Ipsos Reid Source: Ipsos Reid

Legend Indicates favourable Indicates stable Indicates unfavourable performance over performance over performance over previous year. previous year. previous year.

Total Construction Business Licenses Issued ($ in millions) Renewed New $394.1 5,202 5,113 5,297 5,488 5,649 $253.3 $261.2 $272.5 955 839 1,027 1,053 1,136 $195.9 4,247 4,274 4,270 4,435 4,513

+3% -25%-3% +39% +45%

2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Source: Planning & Development Source: Business Licenses

Legend Indicates favourable Indicates stable Indicates unfavourable performance over performance over performance over previous year. previous year. previous year.

Participation in Physical Activity Citizen Satisfaction (# times per week) (with Recreation/Culture Opportunities) 4.5 4.1 4.1 4.0 4.0 90% 90% 90% 91% 91%

2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Source: Ipsos Reid Source: Ipsos Reid

Performance by Strategic Goal Strategic Goal 4: EnhanceLegend Indicates Sustainability favourable Indicates stable of CityIndicates Services unfavourable & Infrastructure performance over performance over performance over previous year. previous year. previous year. Results Strategic Goal 4: Key Performance Indicators The Ipsos Reid Citizen Satisfaction Survey Taxpayer Confidence Municipal Taxes per Capita completed in May 2011 indicated that eight out of ten (81%) of citizens say they receive (Value for Taxes % Very/Fairly Good) (Total) good value for their municipal taxes. This is 86% 86% 85% 81% 81% $849 $857 consistent with the lower mainland norm $761 $811 established by Ipsos Reid. Moreover, when $699 given a choice between increased taxes or service cuts, citizens are still fairly evenly split.

Coquitlam Council has established a number of reserves to maintain sufficient funds for 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 the replacement and maintenance of specific Source: Ipsos Reid Source: Ministry of Sport, Culture & Community capital assets such as parkland, vehicles, street and drainage works. In addition the land Legend Indicates favourable Indicates stable Indicates unfavourable sale reserve ensures that the City maintains performance over performance over performance over adequate funds to manage the City’s land previous year. previous year. previous year. requirements in the future. Over the last 5 years, the City has spent over $100M for capital Supporting Performance Measures purposes such as the replacement of Chimo Satisfaction with City Services Customer Service Contact Pool and Poirier ice arenas, the expansion of 2007 2008 2009 2010 2011 Results Dogwood Pavilion, the development of Glen (% Very/Somewhat Satisfied) (% Very/Somewhat Satisfied) Pine and Town Centre tournament facilities. Reserves for Capital Purposes $ 92.3 $ 85.8 $ 79.2 $ 82.3 $104.5 > ($ 96%in millions)92% 95% 95% 96% 85% 75% 73% 76% Environmental sustainability is a key focus for Capital Assets Contributed by $ 20.0 $ 25.7 $ 22.4 $ 30.3 $ 16.9 < the City. Measuring our water consumption, Developers ($ in millions) (Est.) (Est.)Data recycling rates, amount of solid waste and n/a greenhouse gases helps the City monitor its Recycling Rate (%) 43.7% 51.7% 51.5% 52.2% 54.9% > progress in these areas and maintain a practice Corporate GHG Emission Reduction N/A1 889 898 1,100 > of continuous improvement. (Tonnes2007 CO 2) 2008 2009 2010 2011 2007 2008 2009 2010 2011 Source: Ipsos Reid Source: Ipsos Reid In the first 12 months of operations, the new Total Annual Water Consumption 171 148 155 150 140 > 3 Poirier Sports & Leisure Complex natural gas (MLegend Per Capita) Indicates favourable Indicates stable Indicates unfavourable consumption was reduced by 30% and GHG performance over performance over performance over was reduced by 495 tonnes. Solid Waste (Tonnes per Single Family 0.73 0.64 0.64 0.57 0.54 > Dwelling) previous year. previous year. previous year.

1. Climate Action Charter was signed in 2007 and reduction efforts started being measured in 2008/09 .

28 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 29 Performance by Strategic Goal Strategic Goal 5: Achieve Excellence in City Governance

While the legislation governing Strategic Directions - Achievements in 2011 3. Focus on service excellence through innovation, attending staff events such as the summer BBQ high standards and a commitment to and Deck the Hall holiday event. 1. Value diversity within the community and our local government provides detailed continuous improvement; organization by being responsive and equitable 5. Develop strategic partnerships and positive guidelines for the types of activities to the differing needs of neighbourhoods and In 2011, the City received several awards working relationships with the businesses, and areas that are municipal the growing cultural diversity when delivering for: financial reporting and budgeting; fleet community groups and many government services, policy and planning for infrastructure; management; climate action; and the RCMP organizations who work with, for and in the responsibilities, the primary purposes received a traffic safety award. City of Coquitlam. The Multicultural Strategy and Action Plan The Business Improvements and Outdated of local government are to: provide was completed with input from various The City continues to work with neighbouring Rules Staff Committee continued its work stakeholders, including the Multiculturalism municipalities, senior government, School good governance for the community; with several notable achievements including a Advisory Committee. Implementation of the District 43, Fraser Health, and Metro Vancouver review and cleanup of the City’s Bylaw library; provide for services, laws and other action items identified in the plan will increase on a number of issues. Working with Metro increased acceptance of credit card payments; consideration of our diverse community in Vancouver on the successful resolution of issues matters for community benefit; a new online membership/pass purchase and program and service planning. and improvements to the Regional Growth withdrawal system for recreation; development provide for stewardship of the Strategy was a significant achievement this The RCMP recruited and trained multilingual application process improvements and bylaw year. public assets of the community; Victim Services volunteers to enhance their amendments; a centralized team to support and foster the economic, social and ability to serve clients from other cultures. coordination of festivals and events; and changes to numerous other City procedures. 2. Nurture citizen involvement through environmental well-being of its Corporate Communications is leading a project volunteerism and by actively engaging the involving all City departments to redesign the community . community in identifying needs and priorities; City’s website. The new site is scheduled to go- Coquitlam Council engages several advisory live early in 2012. committees and task forces comprised of Planning & Development has initiated new community volunteers and chaired by a policy development to improve quality and member of Council. In 2011, over 110 people safety of community development including volunteered their time to provide their valuable Design Guideline Consolidation, Fire Mitigation expertise, advice and service. Achievements Design Standards, and Steep Slope Guidelines. which resulted from the involvement and 4. Support, encourage and empower employees recommendations of these groups included by living the City’s values, recognizing success the development and finalization of the and fostering a positive team environment; Multiculturalism Strategy & Action Plan, a proposed Pesticide Bylaw, and the Celebrate Human Resources and Coquitlam Wellness Coquitlam strategy. Program offered “Serving Diverse Customers”, “Negotiating Across Cultures” and “Leading Change” training programs in 2011. Staff continue to participate in programs such as Carbon Cutters, Team GoFitlam and the Relay for Life and United Way fundraising, and

30 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 31 Citizen Quality of Life Change in Quality of Life (% Citizens Rating Very Good/Good) % citizens say quality of life has improved 98% 95% 98% 96% 99% % citizens say quality of life has worsened

23% 22% 31% 21% 14% 13% 2007 2008 2009 2010 2011 2009 2010 2011 Source: Ipsos Reid Source: Ipsos Reid

Legend Indicates favourable Indicates stable Indicates unfavourable performance over performance over performance over previous year. previous year. previous year.

Total Construction Business Licenses Issued ($ in millions) Renewed New $394.1 5,202 5,113 5,297 5,488 5,649 $253.3 $261.2 $272.5 955 839 1,027 1,053 1,136 $195.9 4,247 4,274 4,270 4,435 4,513

+3% -25%-3% +39% +45%

2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Source: Planning & Development Source: Business Licenses

Legend Indicates favourable Indicates stable Indicates unfavourable performance over performance over performance over previous year. previous year. previous year.

Participation in Physical Activity Citizen Satisfaction (# times per week) (with Recreation/Culture Opportunities) 4.5 4.1 4.1 4.0 4.0 90% 90% 90% 91% 91%

2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Source: Ipsos Reid Source: Ipsos Reid

Legend Indicates favourable Indicates stable Indicates unfavourable performance over performance over performance over previous year. previous year. previous year.

Taxpayer Confidence Municipal Taxes per Capita (Value for Taxes % Very/Fairly Good) (Total)

86% 85% 86% 81% 81% $811 $849 $857 $699 $761

2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Source: Ipsos Reid Source: Ministry of Sport, Culture & Community Performance by Strategic Goal Strategic Goal 5: AchieveLegend ExcellenceIndicates favourable inIndicates City stable Governance Indicates unfavourable performance over performance over performance over previous year. previous year. previous year. Results Strategic Goal 4: Key Performance Indicators The Ipsos Reid Citizen Satisfaction Survey completed in May 2011 indicates that the Satisfaction with City Services Customer Service Contact majority of citizens are satisfied with the (% Very/Somewhat Satisfied) (% Very/Somewhat Satisfied) services provided by the City. Those people 96% 92% 95% 95% 96% 85% that had direct contact with the City are also 75% 73% 76% generally satisfied and 2011 results were consistent with 2009 and prior years. Data Volunteering provides an important and n/a alternative way for residents to engage in the community by sharing their knowledge and skills through meaningful physical and social 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 interaction. Volunteering in Parks, Recreation & Source: Ipsos Reid Source: Ipsos Reid Culture continues to increase annually and in 2011, total volunteer hours increased 33%. Legend Indicates favourable Indicates stable Indicates unfavourable performance over performance over performance over In 2009, the City launched a Facebook page to previous year. previous year. previous year. provide City information using social media. Social media continues to be a growing trend Supporting Performance Measures for many people and is an innovative way to connect with the community. 2007 2008 2009 2010 2011 Results

The City’s organizational culture is positive Total Volunteer Hours 26,662 30,192 34,010 38,590 51,284 > and employee turnover remains low. Vacancy Facebook Friends N/A N/A1 358 735 1,051 > rates remain stable with ongoing successful recruitment in most areas. Employee Vacancy Rate 12.0% 8.0% 6.3% 7.3% 6.4% >

Every year the City provides financial support Employee Turnover Rate 14.5% 17.0% 12.0% 12.0% 9.9% > to non-profit community groups and Spirit of Coquitlam & Active $ 502,517 $ 180,709 $ 249,463 $ 328,323 $ 331,666 > organizations through a Spirit of Coquitlam Grants Grant and to sports groups through the Active Grant program (initiated in 2009). In 2011, Grants Cultural Organizations $ 5,267,596 $ 5,449,373 $ 5,678,855 $ 5,851,994 $ 5,999,650 > 3 funding requests for Active Grants were received versus 13 requests in 2010. 1. The City’s Facebook page was launched in 2009 .

Organizations such as the Public Library provide valuable programs to the community that are supported by the City through direct funding for new capital and operating expenditures.

32 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 33 Commitment to a Sustainable Future

The City of Coquitlam has a deep commitment to fostering the economic, social and environmental well-being of the community . Its actions focus on developing a sustainable community for present and future generations .

Environmental Sustainability

The City of Coquitlam is committed to sustaining its high quality of life for current and future generations. The concept of sustainability is not new to municipal government or to Coquitlam. One of the primary purposes of local government includes fostering the economic, social and environmental well-being of its community. These are the basic tenets of a sustainable community. Coquitlam has focused on environmental sustainability in a number of ways and has made great strides in reducing its carbon footprint, enhancing the quality of life of its residents and ensuring the continued stewardship of valuable natural spaces.

City of Coquitlam 2011 Annual Report 35 Commitment to a Sustainable Future

Green Fleet Policy Parks and Green Spaces In 2011, the City of Coquitlam's Fleet Services Part of being socially sustainable is to provide continued with a process to replace and upgrade great living conditions. Coquitlam contributes old vehicles to reduce emissions and improve daily to the quality of life of the community and functionality of City vehicles. the personal well-being of citizens of all ages. Coquitlam supports healthy lifestyles and social Fleet Services is also continuing to investigate the cohesion, fostering an appreciation for nature and use of alternate fuels such as CNG and electric the development of new skills, creating a sense of powered vehicles. identity, contributing to economic vibrancy and Purchasing vehicles with lower emissions and protecting parks and cultural assets for future hybrids, as well as replacing those with poor generations. emissions, is part of the Green Fleet Policy. Coquitlam has over 945 hectares of Parks and Whenever practical the ongoing replacement Natural Areas. This year, Coquitlam’s Miller Park, of larger, older vehicles with smaller, more Mackin Park and Glen Park saw new upgrades. compact ones reduce the fuel consumption. Some of these were significant and involved While replacing vehicles, the City made an effort key community feedback during the planning to purchase vehicles with multiple functions to process. In addition to park renewals, Coquitlam reduce the number of vehicles that could only be added two brand new parks in its growing used for certain tasks or at certain times of the Northeast. Residents in this area will get to enjoy year. Millard Orchard and Marguerite Parks for years to Additionally, with GPS installed in all vehicles come. staff are able to monitor idling, speeding, excessive braking and needless driving on a weekly basis to ensure the most efficient use of City vehicles. Two-thirds of the City's fleet has been replaced or retrofitted. All have improved LED lights to eliminate the need for idling the vehicles in order to keep emergency lights on. A City policy was put in place to reduce the amount of time vehicles were idling which resulted in reduced emissions. The City also washes fleet vehicles on site with a waterless biodegradable car wash system which reduces the amount of water used per car wash by 100 litres.

36 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 37 Commitment to a Sustainable Future

Workplace Energy Conservation Coquitlam’s Workplace Energy Conservation Pilot The results of the program have been noticeable and “Coquitlam Carbon Cutters” team was formed and significant. In the chart below the red arrow to introduce ways to save energy. Throughout shows the time when Carbon Cutters began 2011, the team launched a number of initiatives to working to encourage behavioural changes to promote energy conservation such as: electricity consumption. Prior to that time, the City had been focusing on making electrical upgrades to hh Tune Up Your Workspace hardwired systems to improve efficiencies. hh Employee Suggestion Contest More computers and electronic devices are being hh Ugly Sweater Day powered down when not in use, staff are more hh Computer energy monitoring aware of their energy consumption, and there has hh Energy conservation education been an increase in participation in City energy reduction initiatives. Coquitlam River Watershed Roundtable The Coquitlam River Watershed Roundtable, This group seeks to identify and address formed in early 2011, is a unique organization problems in the watershed with the goal of Rolling Annual Electrical Consumption focused on advancing the health and preserving and enhancing watershed health, sustainability of the Coquitlam River while also meeting community needs and 1.85 watershed. The Coquitlam River watershed facilitating growth and development. boasts a vast headwater wilderness including 1.8 In 2011, the Roundtable Core Committee Start of Carbon Cutters Coquitlam Lake Reservoir above the dam, and 1.75 implemented the ideas put forward by

th at least thirty watercourses which flow into a participants at the first Roundtable meeting developed lower watershed that drains into ow 1.7 in February 2011. Committee members

Gr the lower Fraser River.

g formed Task Groups to work on a variety 1.65

llin The City of Coquitlam is working with of issues, including: creating an enhanced

Ro 1.6 Kwikwetlem and Port Coquitlam, and a Web site for the Roundtable, including a l broad and diverse number of stakeholders virtual tour of the watershed; developing 1.55 including: regional, provincial and federal operational guidelines for the Roundtable nnua A 1.5 government agencies, the aggregate industry, and Core Committee; finalizing the Mission utilities, and non-government groups Statement for the Roundtable; and writing 1.45 representing outdoor recreation, fishing, proposals to secure funds for future 1.4 hunting and stewardship. Roundtable projects.

9 0 1 200 201 201 2012 Rolling Annual Electrical Consumption

City of Coquitlam 2011 Annual Report 39 The City Manager’s Office The Deputy City Manager’s Office

The City Manager’s Office in municipal The Deputy City Manager assists with the other long-range planning for the City such as all internal and external resources to address function of the City Manager’s Office including the Financial Plan and the City-wide Official any man-made or natural disaster that may government operates much like an executive acting for the City Manager in his absence. The Community Plan. occur in the City. Emergency Preparedness position leads a variety of corporate initiatives includes the preparation and planning to office in a corporation, overseeing the broad Included in the Manager of Corporate Planning such as strategic planning and business safeguard the health, safety and welfare of its duties is the development of performance requirements of the organization, with the City planning. The Deputy City Manager provides citizens and to provide effective response and measures for each corporate priority and support for departments in their delivery of a recovery as much as possible. This position is Manager as Chief Administrative Officer.T he monitoring progress to achieve Council’s goals variety of projects and initiatives. This position also responsible for the effective use of the and vision for Coquitlam. This position reviews City Manager attends meetings of Council and is responsible for a number of city departments emergency operations centres, the organization the provision of customer service from an and sections including Corporate Planning, and preparedness of staff and volunteers, and is responsible for providing advice to Council internal and external perspective. Economic Development, Emergency Programs, for the promotion of public and corporate and executing their decisions. The City Manager Fire/Rescue Services, Human Resources and The Manager of Economic Development emergency preparedness. administrative support to the Mayor’s office. is responsible for delivering the City of works with departments including Corporate Human Resources is responsible for developing The Deputy City Manager is also the City liaison Coquitlam Economic Action Plan which and managing corporate programs that impact Services, Engineering and Public Works, to the RCMP. focuses on increasing the economic vitality employees such as: Recruitment and Selection, of the City of Coquitlam. The Manager of Planning and Development, Parks Recreation The Manager Corporate Planning is responsible Labour Relations, Collective Bargaining, Economic Development advances these for coordinating the Strategic Planning and Training, Staff Development, Health and Safety, and Culture, Strategic Initiatives, Fire and RCMP. goals collaboratively, marketing the City and Business Planning processes, which determine Payroll, Benefits and Job Evaluation. working closely with various partners to the long- and short-term goals and objectives Periodically, the City Manager reviews the attract investors and increase employment. for the organization. An important part of The Manager of Economic Development also performance of each department with the the process includes working with Council, represents the City of Coquitlam as a Director staff and the public to establish the vision, General Managers, assisting with problems on the Metro Vancouver Commerce Initiative. mission and values for the community and in the department or in inter-departmental City organization. This position also develops The Emergency Program Manager is responsible initiatives. the Strategic Plan that serves as a guide for all for coordinating the emergency planning of

40 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 41 Corporate Services

Providing service to both the internal The Corporate Communications Division Support is also provided to QNet, a municipal organization and the community, the Corporate provides communication support to improve corporation owned by the City of Coquitlam Services Department is integral to ensuring the effectiveness of internal and external which provides community access to unlit fibre the City government operates effectively and communications, including advertising, optics and competitive telecommunications efficiently. marketing, media relations, strategic multi- services. media advice, and management of the Print Corporate Services staff are responsible for five Staff in the Legal, Bylaw Enforcement, Business Shop, as well as content development, design key areas: Licencing and Animal Services Division oversee and management of the City website. all legal matters for the City, as well as bylaw 1. The City Clerk’s Office; Financial Services provides long-term financial enforcement and business licensing. In addition, 2. Corporate Communications; planning, annual budget development, they operate Coquitlam’s Animal Shelter and investments, accounting, treasury and cash animal care services, including volunteer 3. Financial Services; management and all statutory financial coordination at the facility. The City Solicitor is 4. Information and Communications reporting. All purchasing requirements such as responsible for legal counsel at the City. Technology; and tenders and purchase orders are coordinated through this division. Financial Services staff 5. Legal, Bylaw Enforcement, Business also calculate and levy property taxes, water Licensing and Animal Services. and sewer billing and collection of other The City Clerk’s Office provides the primary payments to the City for items such as licenses, communications link between City Council, permits and fines. staff and the community. City Clerk’s Office The Information and Communications staff are also responsible for the preparation Technology staff support all of the City’s of the agendas and minutes for Council and integrated software applications and Committee meetings; maintenance and access coordinate telecommunications requirements to corporate records including City bylaws; such as telephones, cell phones and pagers. administrative support to Council and its They also provide the technical support to Committees; and local government elections. the City’s Internet and Intranet applications.

42 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 43 Engineering & Public Works

Engineering and Public Works plans, implements and operates the systems that enable the community to use high-quality water for drinking and fire fighting, and dispose of sanitary waste, as well as operate drainage and transportation facilities including roads, bridges, street lighting and traffic signal systems, and the corporate fleet.T he department coordinates the Capital Works program as it relates to the provision of new streets and transportation systems, drainage, water and sewer systems. The department also maintains record drawings and high quality maps of the City. Engineering and Public Works is also responsible for the City’s environmental services, which include: energy management and climate action; development and implementation of environmental programs, policies and objectives; City-wide waste reduction, collection and recycling; water conservation; and environmental protection.

44 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 45 Fire/Rescue

Coquitlam Fire/Rescue employs over 160 full-time fire In addition to these important emergency response suppression, prevention, training and dispatch personnel requirements, Coquitlam Fire/Rescue is very active in along with an authorized compliment of 45 auxiliary promoting Fire Prevention and Education Programs. fire suppression staff. Emergency response to building Approximately 6,000 citizens benefited from the various fires is only one of the Fire/Rescue Department’s core prevention programs that are available such as school roles and responsibilities. Medical emergencies accounts education, fire extinguisher training, fire reduction for up to 50% of the emergency responses each year instruction, juvenile fire setter interventions and public and all fire fighters and officers are trained through the relation events. First Responders program to provide valuable life-saving Coquitlam Fire/Rescue is also required to carry out up to medical treatment until arrival of an ambulance. 7,000 inspections of multi-family residences, industrial, Fire/Rescue provides emergency response to specialized institutional and commercial buildings each year. Fire and technical rescues such as those involving heights, Prevention personnel complete fire investigations to industry, confined space, trench and water. Hazardous determine the cause of fires and check building plans for Materials incidents at railways and trucking or other compliance to the Fire Code related to life safety issues. modes of transport are mitigated by highly trained, The Office of the Fire Commissioner requires information equipped and certified personnel operating out of the on any reportable structure and/or major vehicle fires, Austin Fire Station. Coquitlam Fire/Rescue is one of only and these are forwarded to the Province for statistical a few departments in the Province that is trained and purposes. equipped to assist with Wildland Interface fires and has been deployed numerous times in aid of other areas and communities.

46 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 47 Parks, Recreation & Culture

Parks, Recreation and Culture Services contribute daily to Parks, Recreation and Cultural properties, programmes and the quality of life of the community and the personal well- services are among the most treasured of the City’s assets being of citizens of all ages. Supporting healthy lifestyles and include: and social cohesion, fostering an appreciation for nature and the development of new skills, creating a sense of identity, hh Cemetery Services hh Park Design and contributing to economic vibrancy and protecting parks and hh City Centre Aquatic Maintenance cultural assets for future generations are among our key priorities. Complex hh Playgrounds Each City facility is designed and maintained to create a positive hh Community Centres hh Poirier Sport & Leisure experience whether for organized groups or casual activity. hh Community Grant Complex Enjoying some exercise with a canine companion in a off-leash Programs hh Protection of Natural Park dog area, participating in a tournament at Town Centre Park or hh Emergency Social Services Areas hiking along our many trails are the kinds of experiences that hh Facility Property hh Recreation Programming create a sense of personal connection to Coquitlam for our Management hh Special Events residents. hh Facility Use Licenses hh Sport Fields (Percy Perry Like the outdoor facilities, the City’s recreation centres encourage hh Film Permits Stadium) and Courts active participation for all ages and ability levels in friendly, hh Spray Parks and Outdoor welcoming environments. Whether interests are in fitness, yoga, hh Gardens Pools arts and crafts, dance, swimming, woodworking, computers, day hh Major Destination Parks - camps and more, there is always something new to learn or a new Mundy and Town Centre hh Trails and Walking Ovals friend to meet through Coquitlam recreation. hh Older Adult Pavilions - hh Urban Forestry The Department is also a key resource for community clubs and Dogwood and Glen Pine hh Volunteer Management organizations including cultural groups who utilize civic facilities and services to deliver a wide range of programs and events such as the Library, Place des Arts, Evergreen Cultural Centre, Mackin House and Place Maillardville.

48 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 49 Planning & Development

The Planning and Development Department is plans and policies, Coquitlam can manage growth and responsible for developing a wide range of plans for land change appropriately, so residents and businesses will use and other City initiatives. The Department is also have the amenities and infrastructure necessary for a responsible for processing applications for buildings safe and desirable community life. and subdivisions, site preparation, land use changes and Using these policies and plans as a guide, the Planning development proposals. and Development Department reviews proposed Planning for the future needs of the community includes development projects and advises Council on how policies and plans for managing urban development and where development should proceed along and growth. Plans for guiding the growth of Coquitlam with specific considerations, such as urban design, incorporate transportation systems, environmental heritage and environmental protection, and servicing considerations, infrastructure requirements, business requirements. On subdivision, plumbing and building and service opportunities, heritage planning, matters, department staff are responsible for approving neighbourhood characteristics and amenities. Planning applications as well as conducting inspections on of this scope requires extensive collaboration and construction to ensure public safety and consistency and research. Guided by Council’s vision, staff work with conformance with legislation, City Bylaws and Council other levels of government, the private sector and policies. the public to ensure that the City’s planning and development is consistent with local, regional, provincial and federal plans and projects. The City of Coquitlam has a Citywide Official Community Plan that includes policies and plans at a general level for the whole City, as well as individual area and neighbourhood plans. By following these

50 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 51 RCMP – Coquitlam Detachment

The City of Coquitlam contracts The three components of that model are: the RCMP to provide police 1. Reactive and response-oriented policing like General services. Coquitlam shares these Duty/Patrol, Serious Crimes Section, and the Victim services with the City of Port Services Unit. These programs and services ensure that Coquitlam, a partnership that responding to calls, investigating crime and supporting results in a top-quality, seamless victims and witnesses of crime and trauma remain top and affordable police service for priorities. both communities. 2. Proactive and strategic policing like the Crime Using a comprehensive service Reduction Strategy, the Community Police Station delivery model, the Coquitlam program and the Community Response Team. These RCMP team engages in a broad approaches realize that in order to resolve important range of projects, programs and public safety issues police must work in partnership initiatives aimed at reducing with the communities they serve. crime, disorder and calls for police service while enhancing public 3. Regional and integrated policing like the Integrated safety and satisfaction with Municipal Provincial Auto Crime Team (IMPACT), police. Integrated Homicide Investigation Team (IHIT) and the integrated police dog and forensic identification services. These services ensure that borderless policing approaches are in place to effectively and affordably address the borderless crime and safety issues that affect all communities in the Lower Mainland.

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

52 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 53 Strategic Initiatives

The Strategic Initiatives Department manages major internal and external strategic capital projects in Coquitlam. It is also responsible for the management and development of the City of Coquitlam’s land inventory. The Lands and Properties Division provides policy support and advice to City Council and the organization with regards to acquisition and disposition of lands. This includes strategic land holdings in the City Centre area and City-owned properties on Burke Mountain. Strategic Initiatives provides a centralized approach to project management. Given the broad scope of infrastructure improvement projects, they regularly involve a number of other areas of the organization, such as transportation planning and construction, facilities management and land management. This centralized approach facilitates coordinated project management by leveraging the skills and expertise in these individual areas while ensuring comprehensive oversight of the projects in one department.

54 City of Coquitlam 2011 Annual Report City of Coquitlam 2011 Annual Report 55

City of Coquitlam Financial Services 3000 Guildford Way, Coquitlam, BC, V3B 7N2 604-927-3000 | Fax: 604-927-3035 | www.coquitlam.ca