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Annual Report 2016.Indd THE CORPORATION OF T H E C I T Y O F BRITISH COLUMBIA, CANADA Planning a livable community 2016 ANNUAL REPORT FOR THE FISCAL YEAR ENDED DECEMBER 31, 2016 Table of Contents 3 INTRODUCTORY SECTION 57 STATISTICAL SECTION (UNAUDITED) 4 Message from the Mayor 58 Average Home Municipal Taxes and Utilities 5 Message from the Chief Administrative Offi cer 59 Assessed Values for General Municipal 6 City of Port Coquitlam Organizational Chart Purposes 7 Port Coquitlam City Council 59 Population Estimates 8 City Snapshot 60 Estimated Household Costs of City Services 9 Economic Snapshot for an Average Single Family Residence 10 2016 Highlights 61 Property Taxes Levied and Collected 11 Giving Back 61 Taxes, Major Levies and Other Government 12 Strategic Direction Collections 13 Letter of Transmittal 62 Revenues by Source 62 Building Permits and Total Tax Collection 15 DEPARTMENT OVERVIEWS 63 Expense by Function 16 Offi ce of the Chief Administrative Offi cer 63 Expense by Object 18 Corporate Support 64 Capital Expenditures and Net Debt Per Capita 20 Development Services 64 Capital Expenditures by Source 22 Engineering & Public Works 65 Surplus, Net Financial Assets and Debt 24 Finance 65 Accumulated Surplus 26 Fire & Emergency Services 65 Summary of Major Statutory Reserve Funds 28 Human Resources 66 2016 Revenue 30 Recreation 66 2016 Expenses 32 RCMP 67 2016 Principal Corporate Taxpayers 68 2016 Permissive Property Tax Exemptions 35 FINANCIAL SECTION 36 Auditors’ Report to the Mayor and Council 38 Consolidated Statement of Financial Position 39 Consolidated Statement of Operations 40 Consolidated Statement of Cash Flows 41 Consolidated Statement of Change in Net Financial Assets 42 Notes to the Consolidated Financial Statements A Year in Pictures The City of Port Coquitlam would like to thank the photographers whose images brought life to the pages of our 2016 Annual Report. THE CORPORATION OF T H E C I T Y O F BRITISH COLUMBIA, CANADA 2016 ANNUAL REPORT FOR THE FISCAL YEAR ENDED DECEMBER 31, 2016 Budget and Financial Reporting Awards Canadian Award for Financial Reporting The Government Finance Offi cers Association of the United States and Canada (GFOA) awarded a Canadian Award for Financial Reporting to the City of Port Coquitlam for its annual fi nancial report for the fi scal year ended December 31, 2015. This is the City’s 11th consecutive Canadian Award for Financial Reporting. The Canadian Award for Financial Reporting program was established to encourage municipal governments throughout Canada to publish high quality fi nancial reports and to provide peer recognition and technical guidance for offi cials preparing these reports. In order to be awarded a Canadian Award for Financial Reporting, a government unit must publish an easily readable and effi ciently organized annual fi nancial report, whose contents conform to program standards. Such reports should go beyond the minimum requirements of generally accepted accounting principles and demonstrate an effort to clearly communicate the municipal government’s fi nancial picture, enhance an understanding of fi nancial reporting by municipal governments, and address user needs. Distinguished Budget Presentation Award The City of Port Coquitlam received a Distinguished Budget Presentation Award from the Government Finance Offi cers Association for its 2016 budget. The award represents a signifi cant achievement by the City and refl ects its commitment to meeting the highest principles of government budgeting. To receive this award, the City had to satisfy internationally recognized guidelines for effective budget presentation. These guidelines assess how well the City’s budget serves as a policy document, a fi nancial plan, an operations guide and a communication device. Budget documents must be profi cient in all four categories to receive this award. This is the 19th year the City has received this honour. The Government Finance Offi cers of the United States and Canada is a non-profi t professional association serving 17,500 fi nance professionals throughout North America. The GFOA’s Distinguished Budget Presentation Award Program is the only national awards program in governmental budgeting. 2 Annual Report 2016 INTRODUCTORY section 3 Message from the Mayor We all know that nothing gets accomplished without Our work in 2016 included continuing to update our planning ahead. We plan for our kids’ education, our Offi cial Community Plan, including taking a look summer holidays, and even our springtime vegetable at new housing options such as coach houses. We garden. adopted a new Cultural Plan, and fi nalized plans for our new Community Recreation Complex. We The City of Port Coquitlam dedicated a signifi cant invested in our safety with a dedicated RCMP unit, amount of time and effort to planning in 2016. The and planned ahead for possible future disasters. theme of our 2016 annual report, “Planning a Livable Community,” refl ects a wide variety of activities that We changed the way we plan for infrastructure by took place for the purpose of creating the kind of adopting a two-year capital plan. We also planned community we want. an amazing inaugural PoCo Grand Prix. Along the way, we engaged the community in these and other When I think of a livable community, I think of a activities. place with both small-town charm and opportunities for investors and businesses. A place where sports The work we did in 2016 has set the foundation for and the arts are thriving, where the environment is an exciting future for Port Coquitlam. valued and protected, and where there are a variety of transportation choices – including getting around On behalf of the City of Port Coquitlam and by foot and cycle. A place that is safe, and where City Council, I’m pleased to share our 2016 families can afford to live, and their kids as well once accomplishments in this annual report. they grow up. A place that people are proud to call their home. In many ways, Port Coquitlam is already that place, Greg Moore but there is always room for improvement. Mayor 4 Annual Report 2016 Message from the Chief Administrative Offi cer If you saw the movie Up!, you probably had a bit of a chuckle when the various dogs’ attention was constantly being diverted: “Squirrel!” It may be funny on the big screen, but in reality, getting sidetracked and distracted is a constant challenge for local governments. With little wiggle room in our budgets, we face constant pressures to both be responsive to emerging issues and to make sure we can continue to meet our business plan commitments. On a regular basis, requests are made for new or enhanced programs and opportunities arise to purchase new land, buildings or equipment. There are many more good ideas and projects than there is ability to fund them. One of the mechanisms we put in place in 2016 is something commonly used in emergency rooms: a triage system. When new requests for service come our way, they are fi ltered based on a variety of criteria, such as urgency, alignment with a Council priority or one of our City plans, and the impact the new request will have on existing work plans and budgets. Council and staff worked hard in 2016 to defi ne what projects and programs the City will focus on in 2017 and 2018 to advance Council’s three stated budget priorities, paying particular attention to what Best-selling business author Jim Collins (Good to was included in the new priority: livable community. Great, Built to Last) asserts: “If you have more than Almost every new opportunity that comes before three priorities, you don’t have any.” We cannot be us would make Port Coquitlam more livable. Our blind to new opportunities and to changing course challenge is to assess which ones, if any, are so mid-term, but we do want to ensure that if we are enticing that they warrant being pursued. going to pursue something new, that we have thought about how it impacts the path we are on. Strategies such as our triage fi lter help us make sure that we’re targeting our resources where they make the most sense, while being both responsive and thinking long-term. John Leeburn, MBA Chief Administrative Offi cer City of Port Coquitlam 5 Organizational Chart CITIZENS OF PORT COQUITLAM (RESIDENTS, PROPERTY OWNERS, BUSINESSES) CITY COUNCIL OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER John Leeburn, BCOM, MBA Chief Administrative Offi cer CORPORATE SUPPORT DEVELOPMENT SERVICES Robin Wishart Laura Lee Richard, MCIP Director Director Divisions: Bylaw Services, Communications Divisions: Building, Planning, & Admin Services, Community Policing, Development Engineering Corporate Offi ce, Information Services ENGINEERING & PUBLIC WORKS FINANCE Kristen Meersman, P.Eng, MBA Karen Grommada, CPA, CMA Director Director Divisions: Administration; Capital Projects, Divisions: Common Services, Finance Infrastructure Planning, Public Works (incl. Services (purchasing, accounting, fi nancial water, sewer, drainage, solid waste utilities) planning, payroll, revenue services) FIRE & EMERGENCY SERVICES HUMAN RESOURCES Nick Delmonico Steve Traviss, CHRP Fire Chief/City Emergency Coordinator Director Divisions: Administration; Emergency Functions: Benefi ts & Compensation, Preparedness, Fire Suppression, Training, Occupational Health & Safety, Labour Protective Services & Public Education Relations; Recruitment, Training & Development RECREATION RCMP Lori Bowie, Bsc, MA Sean Maloney Director Superintendent, Offi cer-in-Charge Divisions: Recreation Services, Community Contracted service Services, Facility Services Municipal Auditors Bankers KPMG LLP Toronto Dominion Bank 6 Annual Report 2016 City Council Port Coquitlam City Council 2014-2018: (left to right) Cllr. Laura Dupont, Cllr. Mike Forrest, Cllr. Brad West, Mayor Greg Moore, Cllr. Darrell Penner, Cllr. Dean Washington, Cllr. Glenn Pollock. Elected every four years by the citizens of Port Issues requiring a Council decision generally Coquitlam, City Council is a legislative body that appear fi rst before one of the standing committees provides leadership to the City’s government.
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