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Coquitlam British Columbia 2010 Annual Report for the Year Ending December 31, 2010 PREPARED by CITY of COQUITLAM FINANCIAL CITY of COQUITLAM by SERVICES PREPARED

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Coquitlam British Columbia 2010 Annual Report for the Year Ending December 31, 2010 PREPARED by CITY of COQUITLAM FINANCIAL CITY of COQUITLAM by SERVICES PREPARED City of Coquitlam British Columbia 2010 Annual Report For the year ending December 31, 2010 PREPARED BY CITY OF COQUITLAM FINANCIAL CITY OF COQUITLAM BY SERVICES PREPARED City of Coquitlam 2010 Annual Report i Metro Vancouver Regional Map ii City of Coquitlam 2010 Annual Report City of Coquitlam British Columbia 2010 Annual Report Table of Contents City of Coquitlam Mayor and Council . 2 Message from Mayor Richard Stewart . 3 2010 Business Plan . 9 The City Manager’s and Deputy City Manager’s Offi ce . .11 Corporate Services . .13 Engineering & Public Works . 15 Fire/Rescue . .17 Parks, Recreation & Culture . 19 Planning & Development . 20 RCMP – Coquitlam Detachment . 21 Strategic Initiatives . 22 City of Coquitlam 2010 Annual Report 1 City of Coquitlam Mayor and Council BACK ROW Councillor Neal Nicholson Councillor Doug Macdonnell Councillor Brent Asmundson Councillor Linda Reimer FRONT ROW Councillor Lou Sekora Councillor Selina Robinson Mayor Richard Stewart Councillor Mae Reid Councillor Barrie Lynch Auditors: KPMG Chartered Accountants Bank: Scotia Bank 2 City of Coquitlam 2010 Annual Report Message from Mayor Richard Stewart On behalf of City Council, I am pleased to present Integrated Homicide Investigation Although 2010 was the 2010 Annual Report for the City of Coquitlam. Team, which will make our budgeting a challenging year This report contains important information related more sustainable. And elsewhere on the to City operations including a fi nancial overview, community safety front, the Town Centre from an economic highlights and accomplishments, and progress Firehall was also expanded to provide perspective, the being made on Council’s strategic goals in 2010. added capacity for the growing City Center and Northeast parts of our community. Coquitlam’s 2010 budget was the result of one of City of Coquitlam the most comprehensive Financial Plan processes This year, despite signifi cant cost pressures, and its Council took the City has undergone in years. The areas of focus a very lean budget, and a diffi cult in the 2010 budget refl ected the community’s economic context, I’m also pleased to proactive steps priorities - transportation improvement, report that city staff have been able to to respond to the community safety, and sport/fi tness/recreation. bring in a surplus from operations over Through both capital investment and operational the budget approved eighteen months global recession. funding, we met these priorities. ago. Council wants to acknowledge the hard work of staff to fi nd savings in a diffi cult fi nancial We began the construction of a new Overpass environment, as these savings will benefi t the over Highway 1 at King Edward that will, when residents and taxpayers of our community. The completed, seamlessly connect Lougheed Highway majority of this surplus of $3.4 million has been with the United Boulevard and Pacifi c Reach retained in various reserves to offset the cost of business areas. A key goal is to drive signifi cant known infrastructure needs with in the City which job-creation on these commercial lands, which are will mitigate future tax increases. at the very center of the Lower Mainland. At its core, Coquitlam’s spending in 2010 The Poirier Sport and Leisure Complex was refl ected our commitment to provide essential completed in 24 months - 10 months ahead of services effi ciently, respond to safety concerns schedule and several million dollars under budget. appropriately, and meet our fi scal responsibilities And, with $17 million in senior government sustainably. infrastructure improvement grants, Coquitlam was able to create jobs in a slow economy, while undertaking very signifi cant and long-overdue capital projects. We completed roughly four times more road construction and improvement this past Richard Stewart year than in a typical year, and our residents and Mayor businesses will benefi t from those improvements and savings for years to come. In 2010, Coquitlam RCMP continued their very successful crime-reduction strategy, and were able to see decreased activity in key signal crimes (vehicle theft, break and enter, collisions) compared to 2009 levels; this is the fi fth year in a row that these year-over-year decreases have been seen. Coquitlam’s policing budget in 2010 also covered phase one of a plan to fully budget for the RCMP’s City of Coquitlam 2010 Annual Report 3 City of Coquitlam Civic Directory Mayor Richard Stewart Offi cials P. Steblin CITY MANAGER Councillors Brent Asmundson J. DuMont Barrie Lynch DEPUTY CITY MANAGER Doug Macdonell Vacant GENERAL MANAGER CORPORATE SERVICES Neal Nicholson B. Susak Mae Reid GENERAL MANAGER ENGINEERING AND PUBLIC WORKS Linda Reimer J. McIntyre GENERAL MANAGER PLANNING Selina Robinson AND DEVELOPMENT Lou Sekora S. MacLeod MANAGER FINANCIAL SERVICES CITY TREASURER L. MacKay GENERAL MANAGER PARKS, RECREATION AND CULTURE SERVICES M. Gravelle GENERAL MANAGER STRATEGIC INITIATIVES T. Delmonico FIRE CHIEF C. Wilcott SUPERINTENDENT R.C.M.P. 4 City of Coquitlam 2010 Annual Report City of Coquitlam Organizational Chart as of December 31, 2010 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 Manager Director Manager Superintendant Community Planning Communications Business Services Public Works Division Lands & Properties C. Wilcott vacant D. McDonald C. Haire J. Umpleby P. Staniscia Fire Chief Manager Manager Manager Manager Manager Fire/Rescue Development Services Financial Services Leisure Services Design & Construction Facilities Planning T. Delmonico vacant S. MacLeod J. Fordyce M. Zaborniak & Construction B. Cormack Manager Manager City Solicitor Manager Manager Corporate Planning Building Permits Parks & Open Spaces Environmental Services S. Santarossa vacant vacant K. Reinheimer S. Warriner Manager City Clerk Manager Facilities Manager Human Resources Operations, UitilityTransportation Programs R. Price J. Gilbert Maintenance D.Services Soong and Security C. Mohoruk K. Cornes Manager Manager Information Manager Emergency Programs & Communications Utility Programs K. Basi Technology D. Soong R. Adams Manager Economic Development W. Beggs City of Coquitlam 2010 Annual Report 5 Coquitl Our Vision for the Future Coquitlam’s City Council establishes the vision, mission, values and goals for the entire organization based upon input from the community, employees and other stakeholders. Because the city government takes its direction from Council, the organization has citywide goals and does not develop separate values or vision statements for individual departments. Instead, each department adheres to the organization’s overall values and determines how its specifi c policies, programs and services should be designed to help achieve Council’s goals and vision for Coquitlam. Coquitlam’s 2009 - 2011 Strategic Plan is goal-oriented and includes the City’s vision, mission, values and goals. This Plan forms the foundation for all other long-range planning for the City government, including the Business Plan, Financial Plan, Offi cial Community Plans and other targeted plans related to transportation, land use and parks planning. 6 City of Coquitlam 2010 Annual Report tlam 2021 Coquitlam 2021 - Strategic Plan 2009 Highlights Vision Mission Values Accomplishments Coquitlam in 2021 will be a To sustain Coquitlam’s high Organizational values are Coquitlam has four key values By linking its strategic goals to community of neighbourhoods quality of life for current and very important and form to help achieve this goal: specifi c objectives and work within a vibrant urban city future generations, we serve the foundation for the City’s Treat People Fairly plans, the City of Coquitlam where people of all ages, abilities the public interest through decision-making framework is better able to track its Build Organizational and and cultures choose to live, leadership, innovation and a and relationships with its progress towards achieving the Community Capacity learn, work and play. focus on community priorities stakeholders, employees, citizens City’s vision and goals for the and strengths. and customers. The City of Inform, Involve and Inspire community. The established Coquitlam will be an organization Innovate to Sustain Business Plan Priorities assist recognized for its excellence in Community Quality-of-Life staff in focusing resources, City governance and employee, including staff time, on the most citizen and customer relations by important City priorities each living its values. year. Strategic Plan Goals and Measures Coquitlam has identifi ed fi ve goals that build on the cornerstones of Live, Work, Play and Leadership that support its vision. Goal 1 – Strengthen Goal 2 – Expand Local Jobs, Goal 3 – Increase Active Goal 4 – Enhance Goal 5 – Achieve Excellence in Neighbourhoods Local Prosperity Participation and Creativity Sustainability of City Services City Governance and 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
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